Safran/ — May 2014 — Issue 4

The magazine for Messier-Bugatti-Dowty employees Safran/ — May 2014 — Issue 4

NEWS FROM THE GROUP / OVERVIEW / P. 8 LEADERSHIP TO BOOST PERFORMANCE

NEWS FROM MESSIER-BUGATTI-DOWTY / SPOTLIGHT / P. 17 A320NEO: THE SUCCESS STORY CONTINUES

INTERNAL COMMUNICATION LEADERSHIP MODEL

vision team role model leadership model TRUST initiative

SCORING LEADING AS A TEAM BY EXAMPLE GAGNER MANAGER EN ÉQUIPE PAR L’EXEMPLE EMBARKING ON A SHARED VISION MOBILISER AUTOUR D’UNE VISION PARTAGÉE DARING EMPOWERING TO INNOVATE PEOPLE OSER RESPONSABILISER INNOVER CHACUN

NEWS FROM THE GROUP CÔTÉNEWS XXXXXXX FROM MESSIER-BUGATTI-DOWTY

04 / 4 MONTH 10 / FOCUS 12 / SNAPSHOT REVIEW 10— Safran commits “EV” landing gear: 17 / 04— European research to equal opportunities aiming for A320 in 2014 – a challenge for Safran 11— Controlled risks SPOTLIGHT 05— The Group’s future R&T 13 / VIEWPOINT A320neo: center in Saclay “Becoming a tier-one partner” 05— Innovation 08 / the success story in the spotlight 14 / PANORAMA continues 14— Gloucester: a new 06— A new team of skippers OVERVIEW Designing new equipment for the assembly line in 2014 06— Professional development future A320neo: a team approach 15— Walton: Kaizen approach – constructing a career Leadership goes global path 20 / INITIATIVE to boost 16— “Do you speak GearUp?” Continuous improvement performance as a given 07 / INTERVIEW Compliance: a priority 21 / INSIGHT Cash: an absolute for the Group. Interview prerequisite for growth with Corinne Lagache 22 / TALENTS Betting on our knowledge

Director of Publication: Editor-in-Chief: Editors: Agence Director of publication: Pascale Dubois • Editorial director:ŏ .%!ġ 1.!ŏ1"+1.ŏđ ŏ(%/+*ŏ +(5ŏđŏ ŏ 1.!* !ŏ 5/%)-1!ŏđŏ đ Photo credits: p. 12 our local contributors – p. 13 our local contributors – p. 14 our local Editor-in-chief and project coordinator: (!4%ŏ00(%ŏđ Editors: A. Attali, F. Echard, contributors – p. 15 lesechos.fr and nos our local contributors – p. 16 our local contributors – p. 17 ċŐ % $0*!.ŏđŏPhoto credits: p. 1 A. Nobre/CAPA Pictures/Safran – p. 2 2014 Thinkstock Airbus – p. 18 our local contributors – p. 19 our local contributors – p. 20 our local contributors – p. 21 - Th. Mamberti/Safran – ORC/Safran – p. 3 R. Bertrand/Safran – p. 4 L. Cathelineau/Safran +1.ŏ(+ (ŏ +*0.%10+./ŏĢŏ,ċŐĂĂŏ+1.ŏ(+ (ŏ +*0.%10+./đ Contributors: C. André, D. Bérilloux, D. Bird, – p. 5 Th. Mamberti/Safran – p. 6 P. Contin/DPPI/Safran – 2014 Thinkstock – p. 7 C. Guibbaud/ O. Blat, V. Caro, G. Claveau, A. de Warren, G. Forgeoux, P. Hall, J. Lim, Y. Labasque, C. Garcia Lopez, Abaca – p. 8 DR – p. 9 ORC/Safran – p. 10 A. Deneu/Morpho/Safran – p. 11 2014 Thinkstock C. Mari, C. Nadeau, M. Platt, G. Poulain, A. Rivard, C. Sabatier, P. Seguin, D. Segundo, M. Sexton, – G. Uféras/Safran – p. 12 P. Contin/DPPI/Safran – M. Lloyd/DPPI/Safran. C. Talichet, J.-M. Théret, A. Walravens.

Production: • Printed by: %),.%)!.%!ŏ%* !*0ŏđŏ$!ŏ.0% (!/ŏ* ŏ%((1/0.0%+*/ŏ,1(%/$! ŏ%*ŏ0$%/ŏ)#6%*!ŏ)5ŏ*+0ŏ!ŏ reproduced without prior permission in writing. The contents of this magazine have been translated from the original French. Only the French version is legally valid. / NEWS FROM THE GROUP / EDITORIAL

By 2025, we must be able to off er aircraft manufacturers a competitive range of complete electrical systems.”

to innovate, particularly with the egts which will allow planes to taxi autonomously without using their main engines.

But we need to look even further. What our customers expect from us are integrated solutions to equip future generations of medium-haul single-aisle aircraft to replace the Airbus A320neo and the Boeing 737 MAX. By 2025, aircraft manufacturers will be making structural decisions regarding these new programs. We must be ready by then to provide a competitive range reparing tomorrow’s success today… of complete electrical systems. that is a good summary of the recent P refocusing of Group businesses on Preparations are already underway to meet a “more electric” plane. A major trend that deadline. We have already acquired has emerged in the aeronautics sector in recent the technology bricks we needed by taking over years – electrifi cation of a number of aircraft the electrical generation activities of Goodrich functions (braking, reverse thrust, fl ight controls, Electrical Power Systems, then those of Eaton etc.). This off ers numerous advantages over Aerospace in relation to primary and secondary mechanical, hydraulic and pneumatic circuits, electrical distribution. We have expanded including greater reliability, space-saving, our organization as a result, with the creation optimized weight, and lower production of Labinal Power Systems in January 2014, and maintenance costs. Aircraft manufacturers consolidating the Group’s activities relating are therefore very interested in this development. to the aircraft’s electrical energy chain. Safran now has all the competencies it needs Safran has long understood the importance to design the electrical systems of future aircraft. of this shift. We have already brought to the market a number of cutting-edge / ÉRIC DALBIÈS technologies in this fi eld, including ETRAS VICE PRESIDENT STRATEGY, SAFRAN (Electronic Reverse Thrust Actuators), electric brakes, and e-APU supplying onboard electricity. And we are continuing

SAFRAN NEWS — MAY 2014 — ISSUE 4 3 / NEWS FROM THE GROUP / 4 MONTH REVIEW

Valérie Guénon, Vice President European Technology Strategy, Safran.

Structuring platforms When defining the content of thematic work programs, the European Commission calls on experts, as well as “technology platforms” bringing together all players in a given field. These platforms define a Strategic Research and Innovation Agenda (SRIA), a shared reference system structuring research efforts in that field. In civil aeronautics, this platform is called ACARE(1). Safran’s involvement with this body since its creation in 2001 has enabled the Group to contribute to the early stages of structuring three framework programs. Since this approach is still new in terms of security and space, the Group is promoting the construction of genuine policy coordination in these fields, particularly by mobilizing political players.

(1) Advisory Council for Aviation Research and Innovation in Europe. European research – a challenge for Safran

Following the recent launch What role do European are encouraged to work while improving the competi- of Horizon 2020 – the EU’s framework research together. They therefore tiveness and safety of air travel. Framework Program programs play in the future promote excellence for Research and Innovation of our industry? and expertise to help build What is Safran’s involvement – Valérie Guénon, Safran’s Valérie Guénon: They are a strong and competitive in the project? Vice President European the result of the European Europe and have a structural V.G.: We were among Technology Strategy, Union’s policy of support impact on our industry. the founders of Clean Sky, emphasizes the importance for research and innovation. in the previous framework of European research They are broken down into What are the main focuses program, and we remain closely to the Group. thematic work programs, of the Horizon 2020 program? involved in this second phase. then collaborative projects V.G.: Horizon 2020 has set We are particularly pursuing within which industrial three priorities for the 2014- research that began during companies and researchers 2020 period: to reinforce the fi rst phase on “open rotor”, scientifi c excellence, develop an innovative engine concept industrial leadership, and involving contra-rotating address social challenges. propellers designed to reduce Its fl agship projects include the environmental footprint “Safran is promoting Clean Sky 2, the second part of air transport. This new the construction of genuine of an initiative in which Safran architecture could reduce has been closely involved engine consumption by 25% policy coordination in the fi elds since 2008. Twice as ambitious by 2030. of policy and space.” as Clean Sky 1 with €4 billion VALÉRIE GUÉNON, VICE PRESIDENT EUROPEAN TECHNOLOGY of research, it aims to make STRATEGY, SAFRAN aircraft cleaner and quieter,

4 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM THE GROUP /

Safran The magazine of / — April 2013 — IssueSafran 1 employees

CONGRAT- ULATIONS /

NEWS FROM THE GROUP / OVERVIEW / P. A STRONGER, 8 MORE INTEGR GROUP ATED

INTERVIEW / P. 7 ATTRA CTING GRAND AND RETAINING TALENT

INTERNAL COMMUNIC The Group’s future R&T ATION center in Saclay PRIZE At the end of 2014, Safran will be opening a new Safran News, the magazine for Safran employees, central R&T laboratory located in Saclay, the largest won an award at the “Grand Prize” ceremony organized science and technology cluster in France. The entity by the French magazine Stratégies. It was one of three will feed the R&T and innovation of the Group’s publications to receive a special mention from the judges companies upstream, promote “cross-fertilization”, from around 20 entered into the competition. and accelerate technological breakthroughs the ﬁ elds of advanced aeronautical systems, digital, materials, processes, and sensors. Three hundred researchers work at the site, and 160 new positions are available in 2014, half of which to be ﬁ lled internally. The center will also welcome teams from Safran’s central Innovation and R&T departments, as well as engineers and technicians from Safran Engineering Services and Aircelle, which were previously located at other sites in the Paris region. View the available positions at egts Insite / HR Online / Manage your career / Mobility A system Innovation in the spotlight The Innovation Awards with a future ceremony on May 22, 2014 rewarded the best innovations submitted by Group companies. The winners included Microturbo, which won On March 13, 2014, Safran and Honeywell the Product and Technology Innovation Award for its signed an agreement with GoAir, process for manufacturing Jacques Aschenbroich, one of the India’s leading low-cost airlines, CEO of Valeo the hot sections of gas turbines using laser-based powder bed fusion. This process, also called to support the advancement of the egts “additive manufacturing”, was already used electric taxiing system. This system, by other Group companies, particularly Snecma and Turbomeca. Microturbo’s innovation involved developed by EGTS International (Safran/ using it to create complex parts located in the high-pressure areas of engines. The judges gave Honeywell), allows aircraft to move on a special mention to this entry due to the strategic and cross functional nature of this technology the ground without using their main for Safran, since it allows a major reduction in manufacturing cycles compared with standard engines, thereby reducing their fuel processes (casting, drop forging, etc.). Jacques Aschenbroich, CEO of Valeo, was present consumption. This is a new milestone at the event. In September 2013, the automotive parts manufacturer signed a partnership agreement reached by the program after with Safran to conduct research on driver assistance systems and self-driving vehicles. This strategic the Memorandum of Understanding collaboration based on pooling the two groups’ signed with Airbus in December 2013 expertise is expected to fuel the development of innovative products and generate new markets. to evaluate the possibility of off ering egts on A320 aircraft.

SAFRAN NEWS — MAY 2014 — ISSUE 4 5 / NEWS FROM THE GROUP / 4 MONTH REVIEW

A new team Safran of skippers publishes its 2013 Annual Safran continues to demonstrate its commitment to ocean racing, setting its sights Report on the 2016 Vendée Globe. The Group has chosen Morgan Lagravière to take the helm Published at the same time of its new monohull (Imoca class), currently as the General Shareholders’ Meeting under construction and due to be launched on May 27, 2014, Safran’s Annual Report in early 2015. The young and talented skipper's provides an assessment of the Group’s schedule this year includes the Grand Prix activities across its three business lines, Douarnenez regatta in May and the New is also overseeing the design and construction as well as in the ﬁeld of corporate social York-Barcelona transatlantic race in June. of the new Safran boat. Alongside clothing responsibility (ethical standards, For both races, he will be teaming up with company Guy Cotten, the Group is also human resources, suppliers, etc.). Marc Guillemot on the current Safran boat. sponsoring Gwénolé Gahinet on the Figaro An enhanced electronic version Marc Guillemot will race the 2014 Route du Bénéteau circuit. These latest projects reﬂect is accessible via the Group’s website Rhum solo in November 2014 and then pass Safran’s values of commitment, team spirit, (www.safran-group.com). the reins to Morgan Lagravière. Lagravière and sharing expertise.

ANNI- VERSARY /

40 years To coincide with the French President’s official visit to the United States in February, Jean-Paul Herteman gave a speech commemorating 40 years since the creation of CFM International (Snecma/GE). Other celebrations are also planned between now and the end of the year.

Professional development – constructing a career path

The internal communications campaign from Human Resources teams, as well as launched by Safran in 2013 to highlight from tools such as the individual annual the Group’s six commitments in terms review, a special opportunity for discussion of Human Resources and to develop with their manager to assess work carried its “employer brand” (see Safran News out over the course of the year issue 2) is continuing. Following and to identify prospects for career mobility, professional development development. The tool is also in is now in the spotlight. The diversity the process of being harmonized of the Group’s activities and sites creates to ensure fair career treatment for all a wide range of possibilities for transfer employees, irrespective of their country. between business lines, companies, As a ﬁrst stage, by 2015, individual reviews and even countries. In this context, will be carried out in a format common the aim of Safran’s professional to all countries, in France and elsewhere development policy is to give employees in the world. a proactive role in their career. The campaign launched at the start of May is designed to introduce them to the tools available to them. More information is available from Insite For instance, they can draw on assistance HR Online / Manage your career

6 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM THE GROUP / INTERVIEW

ransparency, integ- This program’s success led to Compliance: rity, ethical standards Safran being awarded anticor- – these terms repre- ruption certifi cation at the end T sent an ambition for of 2012. a priority Safran: to be exemplary in terms of its trade devel- What about opment. We fi nd out more from export control? for the Group Corinne Lagache, Group Vice C.L.: Like our customers, our President Trade Compliance suppliers come from all around and Export Control at Safran. the world. We must therefore comply not only with French What is meant laws concerning imports and by compliance? exports of military or dual-use Corinne Lagache: Compliance technologies, but also the regu- is a concept referring to respect lations of countries in which the for laws and regulations through Group operates. Safran has implementation of a program defi ned a standard of joint con- to prevent the risk of violations. trol and established a network It has two complementary of 450 people (export control aspects within Safran. Firstly, officers and correspondents) trade compliance, linked to to ensure strict compliance with the application of international all this legislation. Here again, agreements and national regu- information, training, and regular lations in the fi eld of anticorrup- evaluations play a crucial role. tion. Secondly, export controls. (1) Consortium of French Aeronautical We have a duty of vigilance in and Space Industries. both cases, in order to avoid (2) Aerospace and Defense Industries potentially critical consequences Association of Europe. (3) International Forum for Business Ethical in terms of civil and criminal Conduct. sanctions, both for individuals (4) International Chamber of Commerce. (5) Partnering Against Corruption Initiative and for the Group, as well as in (World Economic Forum). terms of reputation and market exclusion. This approach is also completely in line with the values and ethical principles under- pinning the Group’s values. With strong support from senior management, we have therefore put in place the resources necessary to assume our responsibilities. QUICK “The success of its trade What are these BIO resources? / compliance program C.L.: In terms of trade compliance, we have defi ned ethical A GRADUATE led to Safran being principles and an associated OF THE INSTITUT D’ETUDES program, which relies for its POLITIQUES awarded anticorruption eff ectiveness on a network of in Paris, Corinne Lagache joined 93 Trade Compliance directors Safran in 2009. certifi cation at the end and managers. We carry out She was previously Vice President ongoing work to inform and International of 2012.” train the relevant teams within Compliance CORINNE LAGACHE, VICE PRESIDENT TRADE COMPLIANCE the Group and carry out cen- & Risk Management AND EXPORT CONTROL, SAFRAN with the EADS tralized control of our trade group (now Airbus). partners' probity and practices, along with regular audits. Finally, we play an active role in collective anticorruption intelligence initiatives (GIFAS1, ASD2, IFBEC3, ICC4, PACI5, etc.).

SAFRAN NEWS — MAY 2014 — ISSUE 4 7 / NEWS FROM THE GROUP / OVERVIEW

hy does this reference system exist? Numerous studies " show that a strong correlation exists between employees’ commitment and a company’s long-term performance. Safran is no exception to this rule. Leadership Although strategic decisions may be made at the highest level, what decides our success is above all our employees and their daily eff orts in the fi eld to innovate, produce, and increase to boost effi ciency. If we wish to maintain the same level of performance over time, we need to identify and develop their talent, motivate them, and performance unite them around a common vision. Those are the keys to leadership. That is why we have decided to create a reference system of compe- At the end of 2011, Safran adopted a reference tencies and behaviors illustrating Safran’s system designed to develop leadership specifi c values and attitudes. This initiative does within the Group. Yannick Bonnaire, not replace the requirement for “technical” excellence, which has long been our driving the Group’s Vice President of Leadership, force, but instead naturally complements it. provides an initial review of this initiative. Are all employees involved? Leadership as we mean it can and must be evident in all types of functions and at every level in the organization. The reference system is therefore not designed only for top management. It is a model allowing each employee to develop their managerial skills to obtain the best from their teams and thereby contribute to the Group’s success. We are convinced that our style of leadership will have a decisive infl uence Yannick Bonnaire, on our future. Vice President Leadership, Safran How is this model constructed in practice? It is based on fi ve principles: “Embarking on a shared vision”, “Leading by example”, “Empowering people”, “Daring to innovate”, and “Scoring as a team”. These competencies are broken down into practical beliefs. For example, in order to increase the sense of responsibility of team members, a manager must show confi dence in them, give them ambi- 1,500 3,500 employees employees have already are currently involved attended training courses in a leadership organized by Safran development initiative University and are therefore at an individual able to be ambassadors or group level. for the initiative internally.

8 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM THE GROUP /

IN BRIEF LEADERSHIP MODEL / LEADERSHIPLEADERSHIP MODEL MODEL Safran’s leadership EMBARKING SCORINGSCORING reference system EMBARKING AS A TEAM is a model enabling LEADERSHIPONON A A SHARED SHARED VISION VISION MODEL AS A TEAM all employees EMBARKING to develop their ON A SHARED VISION SCORING managerial skills. ASDARINGDARING A TEAM LEADING EMBARKING TO INNOVATE LEADINGLEADING ON A SHARED VISION TO INNOVATE BY EXAMPLE vision BY EXAMPLE vision BY EXAMPLE teamteam initiative DARINGSCORING leadership LEADING modelexcellence TRUSTTRUST TOAS INNOVATE A TEAM

EMPOWERING vision

BY EXAMPLEEMPOWERING team initiative EMPOWERING leadership PEOPLE model PEOPLEPEOPLE TRUST excellence EMPOWERING DARING

vision team initiative TO INNOVATE o the tools of/Managers Safran Leadership forum leadership Model PEOPLEto the toolsline/Managers of Safran Leadership forum model Model ls of Safran Leadershipm ModelTRUST excellence

“Identifying and and with their teams. The initiative is then An external expanded to local management. Each com- perspective… developing talent, pany has carried out the initiative gradually, Numerous groups motivating, uniting around according to its own specifi c requirements, and around the world have with support from a team established at Group also implemented a shared vision – those are level that provides assistance in relation to strategies for developing organization and communications. It also con- leadership in their corporate the keys to leadership.” culture and management tributes methods and tools, particularly with YANNICK BONNAIRE, practices. According to VICE PRESIDENT LEADERSHIP, SAFRAN respect to reviews and training. a ranking published annually by international consultancy What stage are we at now? fi rm the Hay Group (Best tious tasks, be able to delegate while off ering All Group companies are now involved. And, by Companies for Leadership support and information, be capable of inspir- defi nition, there is no end, since employees need Study), the most eff ective companies in this fi eld ing personal commitment, and acknowledge to live the leadership model on a daily basis. One encourage leadership strong performance. It is up to managers thing is certain: behavior has changed and the at all levels. They train, to determine where they are positioned with initiative has had visible benefi ts. motivate, and involve respect to these behaviors and above all how their employees. They also they need to evolve to improve their perfor- ensure their vice-presidents mance. Sometimes, very little is needed. are informed about environmental Organizing the opportunity for an informal chat responsibility and with the team can have a big impact! intercultural and " intergenerational How is the model implemented? For more information management. As with the leadership model, exemplarity Insite / HR Online / Managers forum has been the mantra during implementation. Top management has therefore paved the way within each company. Members of management committees set the example by examin- ing their method of managing, both individually

SAFRAN NEWS — MAY 2014 — ISSUE 4 9 / NEWS FROM THE GROUP / FOCUS

Safran commits to equal opportunities

In partnership with the Frateli Association, Calendini, Human Resources man- The Safran Safran helps young talents from underprivileged ager at the Messier-Bugatti-Dowty Corporate Foundation backgrounds with training and fi nding work. site in Vélizy. “Through regular for Integration contact by email and telephone, Founded in 2005, the Safran we help the students we are Corporate Foundation mentoring to address questions for Integration works or doubts they may have about to encourage the social their situation or future career by and professional integration ince we view diversity The association is currently providing them with a profes- of young people facing hardship. Its actions as an advantage and a supervising around 1,000 men- sional perspective. This helps contribute to the culture driver of performance, toring relationships. them prepare for their next steps.” of solidarity between Safran SSafran has been car- The system has also proved a and its employees. In addition rying out initiatives Shared satisfaction great success among the students to the partnership with for several years to help young So far, almost 40 Safran employ- being mentored. “Mentorship the Frateli Association, adults from low-income back- ees have signed up for this initia- gave me a model, an example to the Foundation also supports socially disadvantaged grounds to enter employment tive. They represent the largest follow,” recalls Brian Branco and disabled teenagers by providing them with infor- community of Frateli mentors Fonseca, a mechanical engi- and young adults. mation about the company and from a single group. “There is neering student and now an ap- offering them opportunities genuine satisfaction in helping a prentice maintenance engineer for career guidance, training, young person develop an ambi- with Sagem. “It confi rmed and and employment. The starting tious career plan, initiating their reinforced my ambition to prog- point for this work is the part- network, and supporting them ress and follow in the footsteps nership which began in 2008 until they enter working life,” of my mentor.” between the Safran Corporate explains Nicolas Franck, Foundry internships in Group companies. Foundation for Integration and manager with Snecma’s Industrial Sign up! “This project gives employees the Frateli Association. division. “This kind of relationship In parallel with this initiative, the opportunity for a unique offers real sense of personal complementary activities are experience,” emphasizes Francis Identifying potential achievement, both for the men- also organized by Safran: visits to Baeny. "We want it to continue talent tored student and for the mentor.” industrial sites, coaching sessions, to attract growing interest.” To The association, created in 2004, “On a day-to-day level, the mentor- CV writing, and mock recruit- sign up, just keep up to date with has established a support pro- ing relationship is above all a form ment interviews. Around 10 stu- the news. Calls for mentors are gram based on mentoring by of moral support,” adds Graziella dents have also been off ered published regularly on Insite. young employees of scholarship students who have obtained a baccalaureate with honors or distinction. The mentors are recruited on a voluntary basis from large companies such as Safran, as well as Areva, PSA, General Electric, Total, and Axa. “The objective is to identify the talents of students from underprivileged backgrounds by giv- ing them the tools, methods, and confi dence necessary to achieve their potential,” says Francis Baeny, Safran’s Vice Visits to Safran sites are organized President of Social Relations. regularly for students supported “The mentors have studied by the Frateli Association (pictured here at the Morpho site similar academic subject to the in Issy-les-Moulineaux). students they are mentoring.”

10 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM THE GROUP / FOCUS

“Our investors expect us to reduce the possibility of risks occurring and, when they do occur, to limit the costs.” ROSS McINNES, DEPUTY CHIEF EXECUTIVE OFFICER FINANCE, SAFRAN

uro/dollar exchange drawn up. Finally, once risks rate, supply chain, have been processed in this flight safety – like way, they are assessed again Eany company, Safran to determine the progress is exposed to a wide achieved in controlling them. range of risks. This exposure is “Managing risks,” concludes particularly signifi cant with the Jean-Christophe Corde, “means Group’s expansion and global- making choices, anticipating, ization of its activities, making making informed, documented, risks larger and more complex. and shared decisions.” Anticipation and control Developing a risk A comprehensive risk manage- management culture ment system has therefore been In addition to this system, the implemented. “This responds to organization and methodology three objectives,” explains Jean- of risk management are the sub- Christophe Corde, Safran’s Risk jects of several training modules Management and Insurance drawn up and provided by risk Director. “The fi rst is to ensure managers via Safran University. the Group’s long-term future, So far, more than 1,000 employ- oversee protection of its employees have been trained in the ees and its material assets, as “Risk and Management” module. well as the achievement of all its objectives. The second is to identify and manage risks in line with Controlled the strategy and methodology decided by senior management and the board of directors. The risks third and final objective is to manage unforeseen incidents Being enterprising involves taking when they do occur and reduce Supply chain: risks. The challenge is to manage their impact on the company cascading risk achieving its objectives, at an management them correctly! This is the aim acceptable cost.” Suppliers account for 70% of the risk management policy of the value of products adopted by Safran. A four-stage supplied by Safran to methodology its customers. The Group This system involves a network therefore constantly checks of risk managers and corre- that they are capable spondents covering the entire of supporting it over the long term, by carrying Group and its companies, at all out risk analyses focusing levels of the organization, from in particular on their fi nancial senior management to func- solidity. Suppliers are in turn, tional divisions, industrial sites, expected to identify risks programs, and processes. They associated with their own all use the same methodology. subcontractors. Firstly, risks are identifi ed and assessed, allowing them to be mapped. Then action plans are

SAFRAN NEWS — MAY 2014 — ISSUE 4 11 / NEWS FROM MESSIER-BUGATTI-DOWTY /

SNAPSHOT /

December 2013 “EV” landing gear: aiming for A320 in 2014 MBD is developing a reinforced “EV” gear to provide both current A320 and future Neo aircraft with a performance-proven product that also introduces new design features to gain cost advantage. For example, the new landing gear features reinforced main fi ttings (see photo of the fi rst two main fi ttings manufactured in Montreal in December 2013). The program aims to be ready this year before the neo launch in 2015 [See our article on page 17].

12 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY / VIEWPOINT

Becoming a tier-one" partner"

As market leader, we must perform Steering Research & Incremental at the highest levels in all areas to be and Technology platforms innovation remain an industry reference - the one In addition to improving operational We must be perceived by airframers that customers come back to. “Becoming quality, we must also propose compelling and airlines as the industry reference a tier-one partner” is one of the nine BSC ideas and packages in landing systems and on-ground lever projects undertaken by MBD this year to our customers. movement, not only in terms of technology to accelerate improvements towards this It is not enough to simply respond to their but also in our ability to continuously off er objective. The project comprises three key requests. We must anticipate their needs. product improvements to customers. sub-projects that work together towards To achieve this, MBD is elaborating fi ve These improvements can be off ered a major goal: stay ahead of the competition. technological demonstration and integration platforms which envisage on existing programs, and in particular the kinds of landing and braking systems in the area of new materials, such as titanium in landing gear assemblies or new carbon CLEAR that will be used on aircraft entering the Under the direction of Yvon Labasque, market between 2020 and 2030. Under for brakes. Such upgrades will make these Project Manager, and Serge Pons, Project the direction of Christian Mari, the project programs more attractive and extend their service life, and this project will identify Owner, Clarifi cation for Lean Excellence addresses all types of aircraft – short, those incremental innovations that can in an Agreed Relationship or CLEAR, seeks medium and long-range. The resulting be delivered within acceptable technical to optimize the roles and responsibilities research is then adapted according and economic constraints. Under the between the teams working together within to weight, reliability, ground effi ciency leadership of Project Manager Bertrand the MBD Systems Equipment division and and cost of ownership requirements, Petot and Project Owners Christian Mari Safran Electronics at Sagem. The objective in order to produce highly targeted and Vincent Caro, this project will work is to build an exemplary internal partnership technological breakthroughs. For 2030, closely with major customers who are between Messier-Bugatti-Dowty and our teams are working on the further use currently launching similar projects. Sagem which will foster the development of composite materials in landing gear of innovative electric systems that will stand design and on the development of a fully out in the market. Through such eff orts we will electric nose landing gear assembly. improve customer satisfaction and ultimately elevate Safran to the status of undisputed leader in the eyes of its airframer customers. Sixteen working groups covering the entire product life cycle were established and more than 100 participants have worked together to build a new working approach based on transparency and trust. A new state of mind is already yielding results: this year, new solutions (organizations, processes, roles and responsibilities, etc.) will be fi nalized and support eff orts will be implemented to ensure they are deployed successfully.

From left to right: Yvon Labasque, Serge Pons, Christian Mari, Vincent Caro and Bertrand Petot.

SAFRAN NEWS — MAY 2014 — ISSUE 4 13 / NEWS FROM MESSIER-BUGATTI-DOWTY / PANORAMA

and a 65 meter long conveyor to move Gloucester the landing gear within the required From left to right: A new assembly line in 2014 Germain Forgeoux, takt-time (frequency of production Project Manager for a part). In terms of Health and Safety, Launched last year, MBD Gloucester with Adrian Marston, the new line has been designed to enhance is implementing a new assembly line project. Gloucester’s the ergonomics of the fi tters and inspectors Scheduled to become operational by the Operation OE to continuously improve working end of 2014, the new fl ow line is designed Manager. conditions as well as increase effi ciency to meet two major challenges: manage both and assist in the identifi cation and the sharp ramp-up scheduled for the new reduction of waste. Being the fi rst site A350 program together with the continuing IT, Programs and Supplier Management. within MBD to implement this type of line rates for the A330 program. Combined Germain insists on the vital contribution for the fi nal landing gear assembly, the production demand is expected to increase of everyone to the success of the fl ow line Gloucester project illustrates our ability by 45% between 2013 and 2017. To meet implementation: “The Assembly Methods to adapt to change, especially these challenges, Germain Forgeoux, team and shop fl oor personnel are playing to ramp-ups, while improving our Project Manager, has brought together a key role in defi ning the best assembly production performance and customer a multi-functional team including Quality, methods and in optimizing the new line.” satisfaction. This will lead the way for Purchasing, Finance, Engineering, Covering an area of 1,000 m2, the line will future developments to ensure our global Production, HR, HSE, Planning, Logistics, comprise nine dedicated work stations competitiveness.

THE WORD /

Reach “Doing nothing now means taking the risk of no longer being able to produce in the future,” declared Fabien Pestel and Éric Felemez, co-leaders of the project that aims to reinforce the actions already launched. Chrome and cadmium will have to be replaced within three to ﬁ ve years.

MBD Singapore transformation project to improve customer satisfaction

Last year MBD Singapore identifi ed Hours spent on generating reports three major projects to improve its and updating production planning organization. The fi rst project, initiated systems were slashed by 50%. At the by process and product engineering same time, the current departmental teams, focused on optimizing production organization was structured around fl ow. By February 2014, the team had four value chains (long-range, regional, reduced the number of steps by 36%. hydraulics and components, support). The second project focused on Each operational value stream optimizing the shop fl oor layout, which controls both human and machine includes reducing A330 slider travelling resources necessary to control the distance by 39%. The third project aims entire overhaul process. The purpose to simplify the current planning system of this reorganization is to create by implementing a visual management value and reach world class standard system. Jobs are color-coded according of customer satisfaction by the end to priority and delivery schedule. of 2016. Opening of redesigned premises during In-house software has been customized Vincent Mascré’s roadshow, in February 2014. to provide timely job progress updates.

14 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY /

IN BRIEF /

Bidos participates speed recruiting event Bidos is taking action now to prepare to replenish and develop its skill base. The Career Orientation Night held last February in partnership with the UIMM (“Metallurgical Jobs and Industries Union”) off ered an original way to promote our ﬁ elds (assembly, methods) to around 1,000 students.

From left to right and up to down: Georges Matassoni, Renaud Duval, Brian Manhardt, Richard Masson, Dave Bird, Yves Fonmartin, Dave Turner and Hervé Blanc. Walton 240 That is the theoretical number of Kaizen approach miles per hour that can be reached by the fi rst electric Formula 1 car, which is fi tted with MBD carbon goes global brakes. Once upon a time, each site that process has generated signifi cant manufactured and renovated carbon fi nancial savings (€2 million in EBIT). disks carried out its own improvement The team also devised a new working plans with essentially local results. method that aligns each step in the A project team with employees Lean Sigma process with values of from Vélizy, Molsheim, Villeurbanne, the Leadership Model. This particularly Walton and the future plant in Malaysia innovative project won the Lean-Sigma worked on improving and harmonizing prize at the Safran Innovation Contest industrial processes. Using Lean -Sigma and can be applied to other companies methods, the team identifi ed and within the Group. standardized best practices so that they can be implemented at the Malaysia plant when it opens in 2015. This new Montreal continues to add equipment

Two new machining lines chips and production support control equipment together have been introduced team offi ces are gradually with a magnetic particle in Montreal: one for rough settling into the 10,500 m2 inspection station. machining and one for building inaugurated last year ﬁ nishing. For now, they include and sized for ﬁ fteen machining three 5-axis milling centers centers. There is also an area and two lathes. In addition reserved for special processes, to the deep hole borer and including polishing, honing, the other machining centers as well as an automatic line that will enter operation combining degreasing, stress this year, a storage area relief and acid etch inspection. for forgings, a system for Finally, the site will relocate transporting and processing one of our three-dimensional

SAFRAN NEWS — MAY 2014 — ISSUE 4 15 / NEWS FROM MESSIER-BUGATTI-DOWTY /

IN FIGURES / 52 YEARS… … of service to MBD! Fran Stilwell, Product Support Manager in Toronto and recent retiree, started out as an intern at Dowty Group (England) in 1961. Then, transitioning through Dowty Rotol, Dowty Canada, Dowty Aerospace to end at Messier-Dowty, Fran developed advanced expertise in design, testing, marketing, programs Suzhou and customer support. Hats off! Remarkable performance

MBD Suzhou is earning recognition for its results. In 2013, the site made it into the top 10 of the 100 best employers in the Suzhou Industrial Park, a well-deserved acknowledgment of its eff orts to build employee engagement. This distinction is a real victory given that the average local employee turnover rate in the area is 21.5%. Meanwhile, the site's continuous improvement program is also growing (244 ideas submitted in 2013) and gaining in maturity, alongside Molsheim, Queretaro and Walton. Suzhou also joined the ranks of Singapore and Queretaro by achieving the HSE maturity bronze rating 1961 2014 in recognition of the involvement of its managers and employees. Vélizy/Bidos “Do you speak GearUp?”… After the successful go-live in Toronto in October 2013, Vélizy and Bidos have just migrated to SAP. To meet deadlines, the sites tapped into the expertise and exceptional performance of the Toronto 737 Next-Generation overhauls gain momentum in Gloucester teams, involving Black Belts, training and post-transition support for IT and Thanks to close collaboration with the Singapore (MSA) and Queretaro (MSMX) sites which shared key users. Now the sites ﬁ nally speak their Boeing expertise, the Gloucester MRO site has optimized its repair processes for the 737 Next a common language: SAP! Generation landing gears, thus meeting customer and technical requirements. Everyone’s skills – especially those of the Green Belts – were leveraged for maximum eff ect. The success story continues with the signing of new 737 overhaul contracts in 2014.

16 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY / SPOTLIGHT

irbus extended its partnership with MBD A320neo: in July 2011 by entrust- ing us to develop a new, reinforced and lower cost landing the success gear. The new design will have a dual purpose: equip the future story star of the single aisle family, called “Neo” (New Engine Option), slated Afor a 2015 launch, but also to supply current models, or “Ceo” aircraft (Current Engine Option) continues starting in mid 2014. “Airbus intends to give the A320ceo models the competitive advantages of MBD recently delivered its 6,000th landing the new landing gear and ﬁ t the A320neo with a gear shipset for the Airbus single aisle landing gear that has been proven on a wide scale under real conditions,” underscores Mike Platt, family. The next steps of the program Director of Airbus In Service Programs at MBD, include designing new equipment for who is overseeing the design and execution of this reinforced landing gear called “EV” (as in the future A320neo, whose order book EVolution). is already announcing a commercial success.

SAFRAN NEWS — MAY 2014 — ISSUE 4 17 / NEWS FROM MESSIER-BUGATTI-DOWTY / SPOTLIGHT

revolution, but a sum of incremental technical improvements that, when combined, make a real diff erence. Maintenance: Fewer expenses a major challenge Major innovations include reinforcing the struc- Structural reinforcement, ture of the landing gear, which is now more special anti-corrosion robust and able to accommodate heavier, higher surface treatments, new carbon brakes... The new capacity aircraft. We are also introducing anti- equipment developed for More passengers corrosion and protective coatings with a target the A320neo calls for This evolution responds to the needs of the short to of extending the time between overhauls, which changes to the current medium-range market, which is now highly cost will signifi cantly lower maintenance costs, and landing gear (major competitive and plagued by regular increases in fuel are optimizing braking technology. “To lower fuel structural parts, hydraulic prices. Aircraft manufacturers are investing in mod- consumption, airlines are adjusting their opera- equipment, etc.) hence the need to update els that can carry more passengers and incur fewer maintenance manuals operating expenses. The reported capabilities of the and implement a spare A320neo meet both these goals: it enables a 15% “The technological parts logistics scheme reduction in fuel consumption for a 500-nautical that can support a fl eet mile increase in range or an additional two tons in and industrial challenge of assorted A320 models. payload. This is coupled with annual savings of “We are working with all comes with high stakes: 3,600 tons of CO per aircraft. the teams involved in this 2 Airbus already has project in order to complete the new manuals and set up More improvements orders on the books for a suitable logistics plan in These performance improvements will be time for the commissioning enhanced by the EV landing gear, which is a 4,000 single aisle aircraft, of the fi rst EV landing gear at the end of 2014,” derivative of from the current design and thus a including 2,500 Neo units.” says Emmanuel Péré, MBD sound starting point. “The landing gears we have MIKE PLATT, DIRECTOR OF AIRBUS IN-SERVICE Product Support Manager. been supplying to Airbus for 25 years have been PROGRAMS upgraded and improved over time. Today they are top quality parts with a rejection rate of under tional procedures, in particular with higher landing 0.03% and 100% on-time delivery,” notes Mike speeds and less use of thrust reversers, which Platt. Building upon this foundation, our teams means that more energy is absorbed by the carried out intensive research in their respective brakes,” explains Aymeric de Warren, A320 areas of expertise to go a bit further in terms of Program Manager for the Wheels & Brakes reliability and effi ciency. The work was conducted division. “The challenge is to develop a wheel- in the spirit of the Neo itself: no fundamental brake assembly that can absorb the higher energy levels while limiting the weight impact and incorporating our latest design standards.” Sharing expertise On each of these fronts, each division and each team were able to forge ahead faster because they could call on the expertise of others when needed. The Systems Equipment division, for example, supported the Wheel and Brakes teams by demonstrating the new brake’s compatibility with the current braking system. “Furthermore, we are working with Airbus to demonstrate the performance of the extension-retraction components of the nose landing gear in light of the Neo’s specifi c requirements,” pursues Anne Walravens, A320 Program Manager for the SE division. Similarly, the Customer Service teams are working with all the divisions to support the program and From left to right: Christophe Mariez, Project Chief Engineering Manager, in particular, write the maintenance manuals for Sébastien Allais, Design Offi ce Lead Engineer, Christophe Hesters, EGTS Program DIrector MBD, Arnaud Gapin, Design Offi ce Engineer, thermal the EV landing gear (see sidebar). specialist, Pierre-Yves Decreuse, Design Offi ce Engineer, stress specialist, Sébastien Le Meur, Project Chief Engineer, Anne Walravens, A320 Program Production launch Manager, SE, Emmanuel Péré, Product Support Manager, Patrice Palazzoli, Design Such cohesive teamwork is also dictated by the Offi ce Engineer, stress specialist, Aymeric de Warren, Program Manager. program’s very tight timeline. Indeed, the new

18 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY /

TOP CHRONO /

Soaring orders With the development of a new landing gear for the A320neo, MBD and Airbus are consolidating their partnership in a very lucrative market: while the start of production is planned for 2015, the airframer has already secured orders for 2,500 Neo planes. Over 25 years, MBD has manufactured 6,000 landing gear shipsets for the Airbus single aisle family.

Mike Platt, Director of Airbus In-Service EGTSTM: moving forward Programs. In December 2013, Airbus signed model will be integrated in standard production a memorandum of understanding for the A320ceo models by the end of 2014, (MOU) with Safran MBD and before embarking on the Neo production lines in Honeywell, co-developers of the EGTS electric taxiing system. 2015. “For the classic Ceo models, the new land- This innovation enables planes ing gear assembly will be inserted into a produc- to taxi on runways without using tion process operating at full capacity, which is their engines thanks to electrically 42 aircraft per month. In addition to a completely powered main wheels. “The MOU fi nalized product, this also requires an adapted calls for fi nalizing specifi cation studies with a view to launching logistics chain in order to maintain the same level a system designed exclusively of delivery deadline performance,” observes Mike for Airbus,” reports Christophe Platt. In this race against the clock, our employees Hesters, EGTS Program Director are reaching their milestones at a promising 2,500 at MBD. It leaves open the pace. The EV landing gear sailed through the A320neo aircraft already possibility of adding an EGTS Preliminary Design Review (PDR) and Critical ordered. as an option to the A320neo. Design Review (CDR) phases in advance of indus- trialization. In January 2014, we began production of the fi rst EV assemblies for the A320ceo 100% and in parallel, manufactured three instru- of landing gears delivered mented gears for Neo fl ight testing. “The techno- on time and virtually zero logical and industrial challenge come with high defects on landing gears stakes: Airbus already has orders on the books for delivered to Airbus. 4,000 single-aisle aircraft, including 2,500 Neo units,” sums up Mike Platt. 42 aircraft per month by the end of 2014.

SAFRAN NEWS — MAY 2014 — ISSUE 4 19 / NEWS FROM MESSIER-BUGATTI-DOWTY / INITIATIVE

Continuous improvement as a given Winner of the Safran 2014 Innovation Contest in the Lean-Sigma category, the “Mejóralo!” program at MBD’s MRO site in Queretaro was recognized for its exceptional performance in stimulating innovation and rewarding improvements. The number of ideas implemented by employees has exploded in the last two years.

he “Mejóralo!” pro- their ideas for improvement to gram (or, in English, their immediate supervisor, who “ “Make it better!”) in is empowered to give the green TQueretaro has never light. Thus an employee can been as deserving of quickly deploy his or her innova- Above: New idea presented to Claude Gobenceaux, plant’s director. Below: Continuous Improvement and its name as in 2013. All 220 tion. It is then submitted to the Communication team. From left to right: Diana employees proposed and -more Mejóralo! program, a process that Segundo, Yazmin Verdi and Carolina Garcia. importantly - implemented 460 is also very simple. “A Mejóralo innovations, an average of more paper form and some ‘before and than two per person. “We have after’ pictures are sufficient,” instilled a real mindset of con- explains Diana Segundo, Lean- either individually or in teams, In Walton, innovation tinuous improvement. Everyone Sigma Manager at Queretaro with rewards as motivation. “It never stops believes that they can have an MRO. The program only records helped set the pace for Mejóralo!” In Walton, the improvement impact on the improvement of ideas that have been imple- reports Diana Segundo. In 2013, program crossed its 10-year the plant, that they are directly mented. All concrete improve- four such mini-challenges took anniversary last year. responsible for changing things ments are acknowledged. They place. The most recent one The plant was one of the for the best,” proudly notes are presented by their authors to focused on reducing reworks. program’s pioneers in 2003. Carolina Garcia, Director of the plant’s management staff The success of Mejóralo! is also And as staff has grown from Continuous Improvement at during a monthly tour [see largely attributable to coopera- 80 to 230 employees, the program continues to thrive: Queretaro MRO. And this impact photo] and are highlighted dur- tion between the Continuous The “two innovations per can be measured: the average ing recognition events. Improvement and Human person” threshold was savings generated by each inno- Once a year, the “Best of Mejóralo!” Resources teams. The program reached in late 2013. New vation is around $600. award is given to the improve- is receiving constant coverage. programs, site expansion ment that has made the biggest “On the intranet, by e-mail, on and cross-departmental impact on our business. From bulletin boards, during staff collaboration are on-going Simplicity sources of new ideas. The “Mejóralo!” is founded on simple optimized tooling to reduced meetings and at awards ceremo- program is also divided into principles. Everyone can suggest machine set-up times, software nies - we have adopted multiple themes, such as safety. to speed up invoice processing channels,” states Yazmin Verdi, “Each improvement takes and more, Mejóralo! has made Communication, Recruitment us to a new level, from which “Mejóralo! has changed contributions to all areas: techni- and Personnel Development teams can advance to discover a new area for how innovation is cal, administrative and HR. Manager. Mejóralo! is presented innovation. But we can perceived. It is no longer to new hires during their induc- always do better,” sums up seen as the sole area of Peak performance tion sessions. “Little by little, David Bird, Continuous engineers or managers. reached in late 2011 everyone is approaching con- Improvement Manager Everyone can contribute Created in 2009, Mejóralo! hit tinuous improvement as a given,” at the Walton site. to improvements cruising speed toward the end she adds. The results of Mejóralo! regardless of their position.” of 2011 with the launch of mini- are also included in the key per- CAROLINA GARCIA, DIRECTOR challenges. For several weeks, formance indicators (KPIs) of OF CONTINUOUS IMPROVEMENT, employees were encouraged to our Mexican plant. The goal for QUERETARO MRO innovate as much as possible, 2014 is simple: do even better!

20 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY / INSIGHT

Cash is not profi t and profi t. A company can turn a profi t without Cash Cash is the money generating any cash, we have in the bank. as was the case for us It is used to cover in recent years. When An absolute expenditures and assessing the fi nancial investments. It enables health of a business, the company to its ability to generate function on a daily basis cash is just as important prerequisite (pay employees, for an indicator as profi t. example), sustain its operations and prepare for growth for the future. One should not confuse cash In a context of strong growth, Messier-Bugatti-Dowty must make signifi cant investments to fund our expansion. However, our sales alone do not generate enough money to fund these investments. Three heavy in customer Olivier Blat, MBD's Chief Financial Offi cer, explains. budget specifi cations and expenditures our internal operations (missed milestones, At MBD, there are for example). Finally, three budget items there are investments that consume an in production facilities, Cash Curve unusually large amount which are vital to of cash. First, there adapting to industrial is the inventory of ramp-ups; this materials and fi nished budget item reached Cash goods, whose levels an all-time high are still too high. in 2013. We expect Next are development improvements in expenses, which are all three areas in the incurred by new coming years thanks programs, changes to targeted actions.

Break-even point Self funding When recurring capacity costs increase Everyone plays in 2013. We met this Maximum 2010 2015 2025 2030 - 35 Number of years debt a role objective. However EIS MBD is intensifying EIS: Start of production deliveries Generating cash is its eff orts in 2014. everyone’s business. In addition to reducing We must prevent inventories (see Safran unnecessary inventory, News 3, p. 24), special Development phase Production and After market phase support phase negotiate more emphasis is being favorable payment and placed on optimizing During this phase During this phase we Essential to our business, receipt terms with our product development, we create debt because progressively reimburse this phase happens late we consume cash. Most the debt and start in the game. Its success customers and suppliers, investments, operational of the time, we have to creating capacity is directly linked to avoid buying equipment processes and pay expenses as well as for new ﬁ nancing, the performance too early before needing our sales approach. industrial investments, because we start selling of the two preceding it, reduce production hence the “J-curve”. our products. phases. If this phase does lead times, adhere not generate value, then to budgets and so on. the business model We committed to Safran for a given program that we would start is thrown into question. generating cash again

SAFRAN NEWS — MAY 2014 — ISSUE 4 21 / NEWS FROM MESSIER-BUGATTI-DOWTY / TALENTS Betting on our knowledge Capitalizing on skills and know-how enables MBD to maintain its capacity for innovation and sustain the quality of its products. This has given impetus to the creation of expert networks to allow specialists share their knowledge and experience.

“To boost the support development and assist of technical development Human Resources projects, we must rely in analyzing skills and more on the knowledge the future needs of of our experts,” explains the company. “The Jean-Marc Théret, Director implementation in 2013 of Technical Audits. of expert networks in key Many of them have been areas (such as “Testing” acknowledged for several or “Steel”) will also make it years as references in their possible for us to promote fi elds.” They have four cross-disciplinary primary responsibilities: cooperation in a company “An excellent support project managers, with multiple businesses, source of inspiration.” participate in audits, multiple sites and MATTHEW SEXTON, contribute to technological multiple languages,” VP AIRWORTHINESS AT GLOUCESTER adds Jean-Marc Théret. “Each network is led “We must rely more by a diff erent coordinator; With 32 years of emergence of technical in most cases it is a Group experience in the Group, networks has brought on the knowledge Expert.” Both internally Matthew Sexton, about: “Being in contact of our experts.” and externally, there VP Airworthiness at with one’s counterparts JEAN-MARC THÉRET, is something in it for all Gloucester, is a reference gives us a better DIRECTOR OF TECHNICAL AUDITS our experts. in his fi eld. He has always understanding of Safran’s been committed to other products, the developing the skills of problems encountered young engineers through and the solutions devised mentoring. And yet his title to fi x them. It is an excellent of “expert” has changed source of inspiration.” the game. “Surprisingly, Is this more important in the fi ve years since my at Messier-Bugatti-Dowty expert role was formalized, than elsewhere? “High people come to me more tech, innovation, extremely readily to ask questions precise skills – that is our because it takes place core business. The best outside any hierarchical wayto stay on top of structure,” he observes. the knowledge is still In addition to the greater to interact regularly with recognition, he is also one’s peers,” he explains. pleased with the greater interaction that the

22 SAFRAN NEWS — MAY 2014 — ISSUE 4 / NEWS FROM MESSIER-BUGATTI-DOWTY / TALENTS

16 cross-disciplinary technical networks created in 2013. 139 MBD experts, including 33 Safran experts, working in all our business areas.

“It lets me gain perspective.” cluster opened my eyes to the incredible capacity PASCAL SEGUIN, WHEELS & BRAKES LABORATORY MANAGER AT VÉLIZY for innovation at SMEs and my role as an expert enables me to get Pascal Seguin, Wheels experts within Safran: the right people in touch & Brakes Laboratory He has met those with them. I serve as Manager at Vélizy, counterparts, toured a go-between, answering has been an expert other testing facilities their questions about “Experts do not since 2006. “My close in France as well our needs in innovation. simply detain colleagues were familiar as some abroad. Today, I have a clearer with my skills, but Moreover, as an expert, vision of how we advanced knowledge now they are offi cially he participates in complement one of a given ﬁ eld; recognized by a broader professional events and another.” network. It is extremely working groups dealing they are also people gratifying, but it does of with small businesses. who take action: course require a greater He is particularly fond personal investment.” of this aspect of his they give advice on Today, thanks to technical role: “It lets me take development projects, networks, Pascal Seguin a step back and gain is more easily accessible some perspective. help with resolving and can more easily reach For example, my work complex technical out to other testing with a competitiveness issues and more.” DELPHINE BÉRILLOUX, HUMAN RESOURCES DEVELOPMENT MANAGER

IN BRIEF / Path of excellence Since 2005, Safran has introduced many career management and training initiatives for Group experts. “In addition to career advancement along the managerial path, expertise is proving to be a career path that is rewarding in more ways than one,” explains Delphine Bérilloux, Human Resources Development Manager. “This approach rewards the ability to innovate, capitalize on one’s knowledge and pass it along. Such skills are key to our success as we plan for future challenges.”

SAFRAN NEWS — MAY 2014 — ISSUE 4 23 Welcome Safran’s new crew of skippers!

Safran is bolstering its commitment to boat sponsorship. Seasoned skipper Marc Guillemot will sail the Safran Imoca Open 60 class ocean racer until the 2014 Route du Rhum, then pass the baton to Morgan Lagravière, who will take the helm of the new Open 60 class boat, now under construction, in early 2015. Safran is also supporting Gwénolé Gahinet in the Figaro Bénéteau series on a Safran-Guy Cotten boat. These new projects clearly reflect Safran’s values of engagement, team spirit and transmission of knowledge.

Gwénolé Gahinet, Marc Guillemot and Morgan Lagravière.