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About this report Reporting period Financial year 2015 (January 1, 2015 to December 31, 2015) Reporting cycle Annual Date of publication June 2016 Report scope The data or financials relate to Constellium worldwide falling within the scope of consolidation at December 31, 2015. Report content The content of this report is based on our business data and the results of our dialogue with stakeholders, the Global Reporting Initiative G4 requirements and other sustainability ratings and rankings. Global GRI G4 guidelines – Core Reporting Initiative Assurance The report is in compliance with the GRI G4 guidelines and maintains code of reporting as advised by GRI. It is not externally assured. Contact For further information please contact: [email protected] or [email protected]

Constellium – Business and sustainability and Business – Constellium performance report 2015 sustainability and Business – Constellium performance report 2015 Ideas. Materialized.

www.constellium.com Business and sustainability performance report 2015 01 Inside this report

Overview Chief Executive Officer insights 2 We are Constellium. Highlights of the year 4 Our value chain 6 How we are organized 8 We are a global leader

in aluminium solutions Overview whose business is to

Strategy and markets in focus materialize today’s Achieving our vision 11 In focus: EHS 13 and tomorrow’s ideas. In focus: Lean 14 In focus: Innovation 16 Market trends 18 For us, aluminium is Business unit perspectives: Packaging and Automotive Rolled Products 20 Aerospace and Transportation 22 more than a metal. It Automotive Structures and Industry 23 is part of the solution

Governance in focus Board of Directors 26 for tomorrow’s lighter, Executive Committee 28 Our Sustainability Council 30 faster economy. Abundant, endlessly recyclable and

reusable, aluminium’s Sustainability in focus Our sustainability targets 32 Our materiality assessment 34 unique properties Engaging with our stakeholders 35 In focus: Aluminium Stewardship Initiative 36 mean that, together Making our products more sustainable 38 Supporting our people 44 with our partners, Making our operations more efficient 50 Doing business responsibly 56 we can shape a future of infinite possibilities Performance in focus Consolidated income statement 61 Consolidated statement of financial position 62 and infinite Consolidated statement of cash flows 63 Share information 64 opportunities. Sustainability performance 65 GRI content index 71 Memberships 76 Forward-looking statements 77 Business and sustainability Business and sustainability 02 performance report 2015 performance report 2015 03 Chief Executive Officer insights Positioned for growth

2015 has been another year of transformation for Our commitment to the United Nations Global Compact “For the fourth consecutive year we support These principles lie at the heart of our Constellium. Pierre Vareille, Chief Executive Officer, reveals the Ten Principles of the United Nations Global commitment to sustainability. In this report Compact (UNGC) in the areas of human rights, we communicate on our progress and have Overview the highlights of the past year, the main actions for 2016 labor, environment and anti-corruption. referenced the UNGC Communication on and the challenges and opportunities that lie ahead. Progress logo where applicable.”

In 2015, we completely reshaped Group sales €m Adjusted EBITDA €m Revenue by business unit “Constellium is well-placed our R&T organization and approach Packaging and Automotive to execute its ambitious to drastically reduce process lead Rolled Products €2,748m times from ideation to production. strategy and to continue €5,153m €343m Aerospace and During 2016, we will be opening Transportation €1,355m 5,153 343 to deliver profitable and a new R&T hub in the US in Automotive Structures sustainable growth.” Plymouth, Michigan in order to 280 275 and Industry €1,047m 3,666 further strengthen and expand our 3,495 leadership position in innovation. Finally, Constellium’s University 20.3% Technology Center, a joint project with Brunel University London, has 2013 2014 2015* 2013 2014 2015* Where does Constellium But most importantly, we achieved opened its doors in the UK. We expect What were the key What are your hopes 53.4% a significant improvement in safety, this initiative to cut prototyping times stand today? challenges of the year? and ambitions for 2016? 26.3% with 20% fewer recordable cases by at least 50%, and then transfer 2015 proved to be another year of compared to 2014. those processes to our plants at The performance of our Muscle Over the last four years, we have transformation and development, speed and with minimal risk. Shoals facility continues to be high laid the foundations for growth and a year of marked improvement in Has your BiW on our agenda because its results are and success. Our quality and on- our performance. From a financial among the main factors impacting our time delivery performance have strategy changed? stock price. We have taken a number improved dramatically, thanks to I want first to highlight the record perspective, how did the Full-time equivalent employees (FTE)** BiW definitely remains our core focus of corrective actions and these will the implementation of our Lean performance of our Automotive for mid to long-term growth. business perform? continue during the months ahead. Transformation program, and Structures and Industry segment. 2015 showed a clear improvement We are optimistic. this has solidified our reputation Constellium has become a leading In the US, our strengthened partnership in our performance. We experienced among customers. In parallel, our BiW strategy demands 10,699 global supplier of structural with UACJ positions us as the only strong growth in shipments (up 39%) components for the automotive global player in this promising market. a long-term transformation that will At the same time, we have made while our revenue was up 41% to industry. The recovery of our We have started the qualification of our undoubtedly be accompanied by focused investments to strengthen €5.2 billion. Our adjusted EBITDA aerospace business also reflects our first US BiW finishing line in Bowling challenges, but we are on track to our leadership position in the was €343 million, an increase of commitment to continuous operational Green, Kentucky. We expect to soon execute our ambitious plan. aerospace market and to become FTE by geographic region 25% due to the acquisition of Wise improvement. The teams should announce the location of the first of a partner of choice for automotive France Switzerland Metals, a record performance in be especially proud of the renewed two additional finishing lines scheduled manufacturers in the US and Europe USA Eastern Europe the Automotive Structures and What progress did you make contract we signed recently with to be launched before the end of for both extruded and rolled products. Germany Asia Industry segment, and a marked on sustainability in 2015? Airbus. Finally, packaging remains the the decade. As a result, our Adjusted EBITDA more recovery in the Aerospace and bedrock of Constellium and proves to We made significant progress than doubled in the last four years. 2% In Europe, the ramp-up of the new Transportation segment. be highly resilient in all circumstances. in many areas of sustainability. 6% finishing line in Neuf-Brisach is I expect 2016 to be a breakthrough Efficient cash conservation and One of the most important initiatives 7% We completed the acquisition of Wise expected to significantly increase our year that will demonstrate our working capital management of the year was the introduction of Metals early in 2015. This represents BiW capacity as early as 2017. continuing success. I am very 39% are key financial targets. With our a new Supplier Code of Conduct, a major step forward in our strategy. confident about the future. strong liquidity, we believe that which outlines the standards 20% Despite disappointing financial results Thanks to the outstanding efforts What about innovation? we are well-positioned to execute of integrity we expect from our in 2015, we expect the Muscle Shoals of our teams of talented and Innovation, and more generally our strategy. suppliers. Our work with suppliers facility to enable us to become a committed individuals, Constellium is Research and Technology (R&T), is and the monitoring of their global leader in the packaging market well‑placed to execute its ambitious 26% one of the key pillars for our success. performance triggered our promotion and to play a role of paramount from Silver to Gold Recognition Level strategy and to continue to deliver importance in our Body-in-White We have outstanding results in this by EcoVadis, a well-known agency profitable and sustainable growth. (BiW) strategy in the US. field, with 2015 seeing a new record that specializes in sustainable * Includes Wise Metals’ sales from the date of acquisition, number of patents from Constellium’s development and ethics. Pierre Vareille which occurred on January 5, 2015 Chief Executive Officer Technology Center, C-TEC. ** Permanent and fixed-term employees Business and sustainability Business and sustainability 04 performance report 2015 performance report 2015 05 Highlights of the year Our key achievements This has been a year of significant achievements, as we made good progress in our drive to seize key market opportunities. On these pages, we share Overview the major highlights.

Completed the acquisition Invested $40 million to expand our plant Invested $35 million of Wise Metals at Van Buren, Michigan in Ravenswood, On January 5, 2015, we completed This state-of-the-art facility produces customized West Virginia the acquisition of Wise Metals, a Received a Gold level automotive structures and features advanced At Ravenswood in the US, private aluminium sheet producer recognition for corporate prototyping and development capabilities. The 210,000 we are installing a new, located in Muscle Shoals, Alabama. social responsibility square foot expansion project has doubled plant state-of-the-art pusher The acquisition gave us immediate manufacturing capacity at Van Buren. We were awarded Gold level furnace, primarily dedicated access to 450,000 metric tons of hot recognition by EcoVadis, an to the manufacturing of mill capacity from the widest strip independent rating agency advanced aluminium alloys. mill in North America with potential which specializes in sustainable The new equipment is due to to add incremental capacities, development and performance start production at the end positioning us on the can market monitoring. We achieved the of 2016 and will significantly and preparing for Body-in-White highest level of recognition expand the plant’s ability capabilities expansion. for our results in corporate to support the growth responsibility practices in the ambitions of our customers. environmental, social, ethical and supply chain areas.

Expanded our US manufacturing Created a new aluminium Formed an R&D facilities for automotive structures solution for aerosols partnership to explore We are constructing a new $32 million manufacturing facility in Aeral™ is a new aluminium solution Bartow County, Georgia, in response to growing demand for our designed for the production of 3D printing automotive structures in North America. This project, which includes aerosol containers using the Drawn We formed a partnership with a $12 million investment by developer Seefried Properties, is expected and Ironed (D&I) technology currently STELIA Aerospace, a world- to create approximately 150 high-tech manufacturing jobs by 2019. used to produce beverage cans. leading player in the design and Aeral™ allows up to 30% weight production of aircraft equipped saving compared to traditional fuselages, and CT INGENIERIE impact extruded containers, while Invested €22.5 million in a research and development Signed an agreement to maintaining the same level of to expand capacity in project. This project, called develop energy-saving $32m 15 0 performance in terms of ductility FAST, focused on topological Construction spend to meet automotive Approximately 150 high-tech manufacturing aluminium automotive optimization of aero structures structures demand jobs created by 2019 and pressure resistance. remelting technologies hard alloys and additive manufacturing, also We have signed a joint development The investment at Decin in known as 3D printing. What makes agreement to use Linde’s oxy-fuel the Czech Republic includes a this project so unique is its technology in our recycling and new casthouse, a new indirect unparalleled scale and its holistic melting furnaces, with a goal of extrusion press line for the optimization approach. cutting energy consumption by production of hard alloy bars and half while increasing melting rates 30% Weight saving achieved with Aeral™ profiles, a new drawing line, and by 20%. This is the latest initiative a complete refurbishment of an in our long-term partnership with existing extrusion line to meet Linde in the area of energy-efficient increased demand. Our Decin remelting technologies. plant is now the largest integrated hard and soft alloy plant in Europe. Business and sustainability Business and sustainability 06 performance report 2015 performance report 2015 07 Our value chain

How we partner with our customers Recycling Collecting and sorting We work closely with customers to understand Aluminium can be endlessly recycled We have rigorous processes in place Our role in the life-cycle their needs and create the innovations that to deliver new products that can exhibit to collect and sort scrap produced at meet them. Each of our business units has the the same properties as products made our own facilities and also offer these objective to carry out a customer satisfaction out of primary material. There are services to customers, creating value survey every two years. three sources of recycled aluminium: by reducing costs and enhancing the For more detail of aluminium scrap produced during our processes; recycling of products into new ones. Overview see page 39 scrap produced during our customers’ Value creation processes, such as stamping and Aluminium is the world’s third most abundant element and a Aluminium recycling within the How we collaborate with milling; and scrap recovered at the manufacturing process loop makes our partners end of a product’s life. We recycle all vital material in 21st century manufacturing. Here, we explain sense both economically and We are active supporters of the ASI (see pages of these three categories. environmentally. We ensure that 36–37) and also members of many other the various stages of production – from bauxite mine to finished Value creation no metal is lost. industry organizations including European We are particularly focused on ensuring Aluminium, The Aluminum Association Efficient collection and sorting product and recycling – and outline how some of our initiatives that a product is recycled at the end of its and the International Aluminium Institute. systems are critical for the effective life, as this saves 95% of the energy needed recycling of end-of-life scrap and are creating value for customers, suppliers and society. to produce primary metal. We believe that also help retain the value of the alloy Through these organizations, we work on many we can further improve recycling through in the loop. initiatives, particularly end-of-life collection, collaboration and partnership with all sorting and recycling programs. On the relevant stakeholders including customers, For more detail innovation side, we work with an extensive associations and research centers. see pages 42–43 network of universities and research institutes. For more detail For more detail see pages 42–43 see page 35

Understanding our role in the value chain Further information Our role varies as aluminium passes through Here we provide an overview of our value chain, more detailed information on this and related the different stages of the value chain. topics can be found on pages 34–59 and online at: 8 7 Where Constellium directly controls www.constellium.com/sustainability/ responsible-business Where Constellium indirectly controls

Where Constellium influences

1 2 3 4 5 6

Casting/rolling Product design Product use Bauxite extraction Alumina refining Aluminium smelting Our products are used extensively in the Aluminium is produced from bauxite ore, In refineries, bauxite is processed into Primary aluminium is produced in and extrusion and manufacturing aerospace, packaging and automotive which is predominantly extracted from pure aluminium oxide (alumina) via the smelters, where pure aluminium Other metals are added to the molten We work closely with our customers sectors – reducing weight and improving open cast mines. Bayer chemical process. The residue of is extracted from alumina by the aluminium to create customized to develop, produce and deliver fuel consumption in a large range of the Bayer process is strictly managed Hall-Héroult process. Aluminium alloys before being cleaned of oxides innovative and sustainable applications that enhance products according to industry standards. output has increased by a factor of and gases, and then cast into ingots. aluminium solutions that are and improve lives. 13 since 1950, making aluminium the These are then cast into billets or helping to transform the world. Value creation most widely used non-ferrous metal. slabs. Billets are transformed into Value creation We have developed stable, diversified extruded products. Slabs are rolled Our track record of innovation and long-standing customer relationships to produce plate, sheets or coils. is founded on C-TEC, Constellium through which we deliver products that Value creation Value creation world-class technology center offer improved strength, lightness and Extraction, refining and smelting are production steps which create value for raw material suppliers and local communities. But they can At our sites in North America, Europe where over 250 specialists create durability. Of particular relevance to also have impacts related to biodiversity and human rights in bauxite mining, waste management in alumina refining and greenhouse gas and China we put our know-how and the ideas that bring new standards the transportation sector, our material emissions in aluminium smelting. expertise in alloys and semi-product of performance to our customers reduces weight, thus leading to significant elaboration to work, sustaining and to consumers worldwide. reduction in CO2 emissions during the As a buyer of slabs and ingots, we have developed our own responsible purchasing policy. However, we recognize that this is not enough to communities by providing employment We also have product design life of the product. cover the whole value chain. This is why we became a founding member of the Aluminium Stewardship Initiative (ASI) (see pages 36–37 for and investing in people and capital capabilities in other areas, most more information on the ASI). For more detail expenditure projects. In addition, notably automotive structures. see pages 20–24 we work hard to prevent and minimize For more detail environmental impacts in terms see pages 41–42 How we engage with our suppliers of energy, waste and water and to improve our safety performance. Suppliers are a crucial part of our value chain. We engage with them formally via our Supplier Code of Conduct, site visits, audits and by sharing For more detail sustainability targets as well as through the ASI for aluminium suppliers. see pages 50–53 For more detail see pages 56–59 Business and sustainability Business and sustainability 08 performance report 2015 performance report 2015 09 How we are organized

A global sector leader Our global footprint: Constellium is a global sector leader strongly committed to designing and manufacturing innovative and high value‑added aluminium products and solutions for a broad range of Overview applications. Our primary markets are aerospace, automotive and packaging – and we meet the needs of customers in these markets through three business units:

p Plant œ Office ¦ Technology center ut Joint venture

Main plants Packaging and Automotive Aerospace Automotive Structures North America Europe Asia Rolled Products and Transportation and Industry Develops, provides and recycles Provides technologically advanced Produces advanced solutions for Van Buren | MI Singen | Germany Neuf-Brisach | France Changchun | China aluminium sheets and coils for aluminium alloys with wide the global automotive industry, ––Produces customized ––Integrated hot/cold-rolling line ––Second largest volume, ––Joint venture with Engley packaging applications (beverage applications across the global including Crash Management automotive structures and Crash ––Recognized for closure stock fully integrated, rolling mill ––Provides global customers and food cans, closures, foils) aerospace, defense, transportation Systems (CMS) and other structural Management Systems (CMS) and functional surfaces in Europe with CMS and other as well as automotive solutions, and industrial sectors. The business and safety parts and extrusions. ––Features advanced prototyping ––One of the largest extrusion ––Dedicated primarily to can structural modules and development capabilities stock and BiW including high-performance unit offers a wide range of products This business unit also manufactures presses in the world ––World-class recycling center products for Body-in-White (BiW) including plates, sheets and large profiles mainly for road and ––Advanced and highly Bowling Green | KY productive integrated CMS and heat exchangers. extrusions which allow Constellium rail transportation, energy and ––Joint venture with UACJ/ manufacturing lines Valais | Switzerland to provide tailored solutions to other industrial applications. Body-in-White (BiW) finishing line ––Precision plate shop for general our customers. Issoire | France engineering products Ravenswood | WV ––One of the world’s two leading ––Leading large profile supplier for For more on performance For more on performance For more on performance ––Worldwide unique assets for aerospace plate mills, with high-speed train manufacturers see page 20 see page 22 see page 23 aerospace plates wingskin capabilities ––Casthouses in Steg and Chippis ® ––Recognized supplier to the highly ––AIRWARE casthouse for ––Plate shop and casthouse Revenue €m Revenue €m Revenue €m demanding defense industry low-density alloys qualified for aerospace ––Wide-coil capabilities and 2,748 1,355 1,047 ––Recycling facility largest stretcherPlant worldwide 1,204 1,197 921 Office Decin | Czech Republic 859 enabling unique product creation R&D centre Voreppe | France ––Europe’s largest hard alloys Joint venture ––C-TEC, our world-class extrusion plant 1,576 1,480 Muscle Shoals | AL technology center ––Widest strip mill in the US ––World-class recycling center

2013 2014 2015* 2013 2014 2015 2013 2014 2015 Our key Aerospace: Packaging: Automotive: ––Airbus ––Amcor ––Audi Adjusted EBITDA €m Adjusted EBITDA €m Adjusted EBITDA €m customers ––Boeing ––Anheuser-Busch inBev ––BMW Group 183 120 80 ––Bombardier ––Ardagh Group ––Fiat Chrysler Automobiles 73 include: 103 ––Dassault Aviation ––Ball ––Ford 91 58 ––Embraer ––Can-Pack S.A. ––General Motors 118 105 ––KAI ––Coca-Cola ––Jaguar Land Rover ––Lockheed Martin ––Crown ––Mercedes-Benz ––Pilatus ––Rexam ––Porsche ––SpaceX ––PSA Peugeot Citroën ––Tesla 2013 2014 2015* 2013 2014 2015 2013 2014 2015 ––Valeo * Includes Wise Metals’ sales from the date of acquisition, which occurred on January 5, 2015

Plant Office R&D centre Joint venture Business and sustainability Business and sustainability 10 performance report 2015 performance report 2015 11 Achieving our vision

This section focuses on our strategy, markets and business units, outlining the achievements of 2015 and Delivering our our ambitions for 2016. We report progress against our strategy and take a closer look at our work around Environment, Health and Safety (EHS), our Lean program Body-in-White strategy and innovation, before providing greater detail on the Developing a world-leading Body-in-White (BiW) capability activities and performance of our three business units. is at the heart of our strategy.

“We expect a growing number What is your vision of of automotive OEMs to the BiW market in the rapidly integrate a higher United States? >500kt volume of aluminium in their Constellium considers the US to be a The aluminium market in North America Strategy and very promising market for aluminium has already increased from 70kt in 2012 to approximately 500kt in 2015. future models.” in automotive, and this is illustrated Peter Basten by the undisputed success of the new Vice President, Strategy and version of the Ford F-150. What is Constellium’s BiW Business Development The aluminium BiW market in North development strategy? Strategy and markets in focus markets in focus America has already increased from Our strategy is clear and consistent: 70kt in 2012 to approximately 500kt we are focusing on two growth in 2015. Experts forecast that it will areas, Europe and North America, grow to 950/1,200kt in 2020, with where we are expanding our With stringent regulations and further growth to 2025. standards requiring a significant industrial footprint to serve our improvement in fuel efficiency over Even when viewed conservatively, automotive customers. this means that the market will the next decade, and consumers In the US, this strategy has already double over the next five years. becoming increasingly sensitive seen us achieve two important The experts’ view, which is shared about climate change, greenhouse milestones. Firstly, the acquisition by the aluminium industry, gas (GHG) emissions and fuel of Wise Metals, the widest hot mill is primarily based on the forecasted consumption, we expect a growing in the US, strengthens our industrial penetration rates of aluminium number of automotive Original platform and is expected to provide BiW per product. Equipment Manufacturers (OEMs) to incremental capacity to feed our rapidly integrate a higher volume of For light vehicle bodies and closures, BiW finishing lines. Secondly, the aluminium in their future models. aluminium is expected to grow from partnership signed with UACJ in Aluminium is considered to be 6% to 26% from 2015 to 2025*. 2014 and extended in 2016, will a material of choice capable of enable us to be among the largest delivering exceptional weight And in Europe? global producers in BiW and ideally positioned to serve US, Japanese and reduction to the automotive industry. We expect to benefit from strong European OEMs. Our first finishing Aluminium also goes beyond market growth as the integration of line in Bowling Green, Kentucky, has lightweighting: aesthetics, design, aluminium components continues already started ramping up, and strength, safety, energy absorption, to expand, not only in premium we intend to build two additional corrosion resistance and infinite vehicles but also in the high-volume lines, with the locations still to be recyclability are other reasons for car segment. carmakers to prefer aluminium over announced. The cost of these two other materials. European automakers must reduce additional lines will be shared by average carbon emissions across Constellium and UACJ under the their fleets, from around 140 g/km terms of our expanded partnership. in 2010 to 95 g/km in 2020. In Europe, we are long-time partners Today, industry analysts believe of automotive OEMs and have been that the aluminium BiW market in providing them with aluminium BiW Europe could leap from approximately for decades. 400kt in 2015 to around 700/800kt in 2020.

*Source: Ducker Worldwide Business and sustainability Business and sustainability 12 performance report 2015 performance report 2015 13 Achieving our vision (continued) In focus: EHS Supporting our drive for growth Environment, Health and Safety (EHS) is our first and foremost priority.

We are strengthening this leadership What level of investment What are Constellium’s key Progress, but no cause position with significant investments do you need to support competitive advantages in In summary “Keeping our people safe and in our plants to increase capacity for complacency healthy at work is our #1 your strategy? the BiW market? and respond to the demand of the During 2015 we continued to make objective. We are constantly European market as early as 2017. While we previously announced a We are very well-positioned to take good progress on delivering our $620 million investment to support advantage of this growing market in commitment to EHS. Safety is our exploring new and better We completed a significant 20% our BiW strategy in the US, we North America and in Europe. We have #1 priority and our Recordable Case ways to work. This is a investment in BiW at our Singen reduction in our accident lowered our capital investment plan longstanding partnerships with Recordable Case Rate Rate continues to be among the best never-ending but rewarding facility in Germany, which will to $340 million in order to upgrade the automotive industry, unrivaled in the industry. increase capacity by 20,000 metric project, because we are Muscle Shoals and fund our share Research and Technology (R&T) tons. In Neuf-Brisach, France, However, we recognize that the making Constellium a place of two additional finishing lines. capabilities, and renowned industrial Strategy and markets in focus we invested €180 million in a nature of our industry’s materials from which everybody can expertise. We provide carmakers new finishing line, which is now We have reduced the capital required 0 and machinery mean that there with more than just the extensive go home safely and enjoy ramping up. to complete the upstream portion of recordable cases at our plants in Burg, are inherent risks during our advantages of lightweighting. Changchun, Dahenfeld, Gottmadingen, their lives in good health.” our North American BiW investment. operations – and every procedure Decin, Landau, Valais (Automotive Volker Brockhagen Are you considering China as Structures and Industry), Montreuil- is therefore conceived and Group EHS Director Under the terms of our expanded “We have devised a Juigné, Ussel, Bowling Green and C-TEC implemented with accident part of your BiW strategy? partnership with UACJ, we will be comprehensive and very avoidance as the primary objective. We are present in China with a plant sharing the cost of the two additional So although this year’s performance 100kt finishing lines. consistent vision and producing Crash Management strategy. This will enable is pleasing, it is in no way cause Systems from extruded products and In addition, the joint venture will us to become one of the 2.6m+ for complacency. have a good knowledge of this market. co‑market our products and technical hours worked without a recordable The next step for our team is to We continue to monitor the Chinese global leaders in this case at Decin services to our automotive customers engage and empower our operators, BiW market and regularly review our in North America. promising market.” strategy and options based on this supporting the Standard Operating analysis. We will of course evaluate Overall, this approach should Procedures we introduced in 2014, Initiatives such as the Contained opportunities as we identify them, but significantly enhance our ability We also provide car makers with and which are currently being to serve automotive customers 2m+ implemented, with programs Hazards project, the Five Minute at this stage, we believe that there is engineered, tailor-made alloys and hours worked without a recordable Safety Talks and a renewed focus on no significant market for BiW products through the combination of our solutions: products and modules for focused on modifying behaviors. case at Decin, Gottmadingen and Ussel our Leadership Safety Tours form the in China – no Chinese OEM is yet using broad portfolio of BiW alloys, strong improved fuel economy, high The aim is to ensure that our cornerstone of our drive for improved aluminium and our European plants technical capabilities and multiple performance of parts and material people buy into our safety culture performance in 2016. currently ship BiW to German OEMs hot mill diversification. utilization, and reductions in tooling and understand the personal producing and selling cars in China. costs. At the same time, we continue benefits that will be generated We work hard to keep our people 0 by correct behaviors. healthy as well as safe and regularly to focus on innovation, with a new major or significant research center in Plymouth, Michigan. environmental incidents carry out specific programs, such as “We work hard to reduce stress-related disease prevention, at We have devised a comprehensive our environmental impact our sites. In 2016 we are rolling-out a and very consistent vision and and that of our suppliers – health program at two major plants strategy. This will enable us to and are committed to to encourage healthy eating and become one of the global leaders physical activity. in this promising market. doing even more in the years ahead.” Our overall environmental Didier Vasner performance improved during the Group Manager, year, although our figures have been Environment impacted by the acquisition of the Muscle Shoals plant. The focus for the year ahead will include energy efficiency and reducing the amount of waste sent to landfill. Business and sustainability Business and sustainability 14 performance report 2015 performance report 2015 15 In focus: Lean Transforming how we work Since 2012, our Lean Transformation program has brought significant changes to the way we work. During 2015 we began to implement Lean phase 2, a new five-year initiative aimed at driving continuous improvement.

This was again achieved during Emails received In summary Maintaining our focus Longer, deeper, wider scope from Lean phase 1 2015. For 2016 and beyond, the KPI for Lean phase 2 Unnecessary email communications that tracks employee suggestions is waste time and slow down performance. In 2012, we identified six Lean Key During 2015 we began to implement being incorporated in Lean phase 2, We measure the number of emails Performance Indicators (KPIs) and Lean phase 2, which builds on the where we expect it to drive significant received throughout Constellium. targeted progress of at least 2% per success of phase 1 and extends it 2% 2% improvements at production unit level. We have identified 22 emails as an month on each of them. The support into new areas. Phase 2 is: improvement per month targeted at each improvement month-on-month targeted acceptable daily average for most facility in Lean phase 1 at each Autonomous Production Unit of our people backed by a range of Product quality –– Longer – this is a five-year program employees and are confident that as (APU) in Lean phase 2 specific, very efficient Lean tools and Our business is built on high quality aimed at anchoring continuous the Lean office is developed over the the engagement of our management products. This KPI tracks customer improvement in Constellium. coming years we will see a significant

has enabled us to achieve most of Strategy and markets in focus Our Lean program demands the commitment and involvement complaints and our performance is The target for each KPI is a 2% reduction towards that number. these demanding targets. of all our people. It has already had a great impact on our performance based on detecting any defects during month-on-month improvement, and with the introduction of Lean phase 2, will continue to do so for production – before the product goes which equates to a year-on-year Specific KPIs for each function the next five years. Environment, Health and Safety to the customer. 2015 was another improvement of 20%. Our goal is to Our teams in each function have Our most important priority, we work ––The number of accidents we experience ––Our employees are deeply engaged in the excellent year for quality, with only achieve a 70% improvement in the identified a target specific to their has reduced by 80% over the 10 years of continuous improvement process, with an hard to protect the environment and one-third of the customer complaints five years of the program; roles. While some functions are our EHS First initiative. Our record is now average of one suggestion per employee ensure the health and safety of our significantly better than the aluminium being implemented every month. received in 2012 when the Lean on target, others have work to do. teams. As we reported last year, –– Deeper – where phase 1 was industry average. program was first implemented. However, we expect each of them ––The availability of our key equipment has progress on safety in 2014 stagnated. implemented at a plant level, phase ––Our customers’ satisfaction has achieved our uptime target, improving to make good progress over the However, during 2015 we addressed 2 goes down to APU level; and dramatically improved over the three during the two years of Lean phase 1 from On-time, in-full delivery next five years. years of our Lean Transformation. 70% to 95%. Under Lean phase 2, we have this matter and have delivered This KPI also shows significant –– Wider – phase 2 extends the The number of quality complaints extended this focus to include more of our a step change in performance. and missed deliveries have both been key equipment. improvement. The percentage of late principles of Lean to our support Our Recordable Case Rate reduced reduced by two-thirds. deliveries to customers has been functions such as Sales, Purchasing, by 20% in 2015 compared with 2014. reduced from 55% in 2012 to 18% Finance, IT, R&T and HR. Although this performance, which is –– Continuing to track specific KPIs from Lean phase 1 at the end of 2015. significantly better than companies Each office is tasked with achieving –– Extending Lean into support functions via phase 2 across the European and American Inventory two of the three targets set out below: –– Introducing new KPIs for phase 2 aluminium industry, gives us some Designated as the ‘Year of Just-in- satisfaction, we remain committed Usage of Lean tools to further improvements – see Time’, during 2015 we focused on This KPI tracks the degree to which pages 44–45 for details on how we reducing our inventory through the our Lean tools are being utilized in our aim to achieve this. extensive implementation of pull flow systems, in order to address the support functions. During the year, 60 administrative managers received Empowering our people relatively disappointing performance in the previous year. We are retaining coaching sessions on a quarterly Behavioral issues have a huge impact the 2% per month target, supported basis to ensure that our teams on both safety and performance, and by a new focus on flexibility during understand how to use the tools nobody is better placed to identify 2016 (see the case study opposite). available. Overall, after just where improvements can be achieved one year the usage of Lean tools 2016 – the Year of Flexibility than our own people. Our aim during Equipment downtime is already running at 35% of our We need our processes to be flexible in Lean phase 1 was that employees expectations (with considerable order to deliver high quality products The amount of time that key equipment in the correct quantities at the right at each site should make at least disparity between different is not operational has been reduced time. During 2016 our goal is to carry one suggestion for improvements functions). The target is to raise this out frequent, safe, efficient and from 30% to 15% during Lean phase 1. each month. level to 65% across the organization right‑first‑time equipment changeovers In 2015 we identified additional key so that we can produce small batches of during 2016, with much less disparity equipment which will broaden the products, on demand. This will reduce our between the functions. inventory and improve our performance scope of this KPI in Lean phase 2. in terms of quality and, most importantly, service to our customers. Business and sustainability Business and sustainability 16 performance report 2015 performance report 2015 17 In focus: Innovation Powering our future Innovation is the engine that drives Constellium. Based in France, C-TEC is a world-class technology center responsible for the process and product innovations that create competitive advantage for our business and our customers. In 2015 we finalized plans to expand C-TEC’s capabilities through a new research hub in the US. Value through innovation In addition, we further improved Although initially developed for this We see another emerging megatrend Further trends include the advent In summary our rapid prototyping capability. specific request, this welding alloy around 3D-printing, additive of Industry 4.0, with its use of big C-TEC brings together high-level This means that when we make has significant further potential manufacturing that enables the data, smart sensors, the ‘internet specialists from 22 different a scale 1 version of a product, across the automotive sector. production of components that of things’, and atomistic modelling nationalities. During 2015, we invested it is more likely to be in line with would not have been possible even with the potential for alloying by €46 million in order to provide this 260 expectations and able to move Twin-track approach 24 months ago. design. These could revolutionize team with industry-leading resources full-time equivalent employees rapidly into full-scale production. how aluminium is used, integrated to and facilities. Together, our skilled At C-TEC we balance short- This is a fast-growing area that is create hybrid materials, and designed and experienced people focus on term commercial initiatives with attracting significant investment Key highlights and manufactured to create new harnessing the benefits of aluminium a long‑term strategic focus. and at C-TEC we are working with products. As part of the ‘internet of and developing innovative solutions Our expert teams develop practical While we create the breakthroughs partner organizations to understand Strategy and markets in focus 22 things’ the development of driverless nationalities for our customers in the shortest solutions that help our customers that transform our customers’ ability the technology and define its cars is another trend that is likely possible time. This not only creates seize new opportunities to market to rapidly deliver new products to potential. Although this technology to impact our business and the value for our customers, it also products with new qualities or higher market, we also constantly monitor is at an early stage, we envisage a solutions we offer to the automotive creates value for Constellium by levels of performance. and evaluate the megatrends that range of practical applications and are shaping the next generation of market. We are also working on new 93 giving us a demonstrable competitive are exploring how merging additive ® The last 12 months have seen engineers including 58 PHDs materials and the opportunities that AIRWARE solutions and advanced advantage over our peers. several notable successes for manufacturing with traditional will open up for us and our customers hybrid materials for the next set of C-TEC, including the development rolled aluminium production can in the coming decades. challenges in aerospace applications. Improving time to market of a new billet casting technology create something new in terms of 150 For our customers, time is a for tranche 2 of our AIRWARE® Our C-TEC teams work closely with the functional capabilities. active patent families and trademarks commodity in short supply. technology. This new aluminium- International Scientific Council (ISC) of Whether they are working in lithium processing route has now Constellium, drawing on its members’ Rapidly bringing innovations aerospace, automotive or packaging, been qualified by Airbus for its A350 global knowledge and expertise to to market their key objective is to take new aircraft and is being delivered through provide the Board with specialist input ideas to market at speed. To achieve our investment in new casthouse on trends and challenges, and advice Supporting Constellium’s this, they rely on the expertise of technology at Issoire. on how Constellium can best take drive for new products C-TEC, and in 2015 we again improved advantage of upcoming opportunities. In automotive, we have further a track record that was already highly For more details on the ISC, please Monitoring trends, developed our leadership position respected in our industry. see pages 18–19. seizing opportunities by creating a new welding alloy for Opening of a new R&T hub We evaluated our processes and a key customer. This innovation, The major megatrend in our industry in the US identified a number of opportunities which facilitates robotic technology is the continuing “aluminization” where we could improve our and laser welding without the need of Body-in-White (BiW) in the Partnerships with approximately ability to rapidly deliver new and for filler wire, meets the customer’s automotive market, where the 50 universities and laboratories better products to our customers. requirement for faster and more challenge is to deliver high volumes including: For example, we expanded our team, cost-effective production while at acceptable costs and at the ––USA: University of Michigan, adding new competencies that have also endorsing our own market- right time. C-TEC is central to Massachusetts Institute of Technology enhanced our modeling capabilities. leading reputation. Constellium’s ability to exploit the (MIT), Northwestern University, Bright minds, bright future Modeling enables us to shorten full potential of BiW. We are investing University of South Carolina, Worcester By being close to our customers, we are The hub will create close links with both Polytechnic Institute the cycle time between concept in new research to ensure that the able to interact in their language and share the University of Michigan (Ann Arbor) and ––UK: Brunel University London, University and industrial trial by allowing us to business is well‑positioned to drive both a common culture and an understanding Northwestern University and support our of Manchester, University of Oxford replicate production conditions and the BiW sector over the next five years of the market. In 2015 we finalized plans reputation for collaborating with the brightest ––France: CNRS/University laboratories, to expand C-TEC’s capabilities through a minds at academic institutions across the world. identify any potential challenges and beyond. new research hub in the US, close to the IRT M2P, IRT Jules Verne Our partnership with Brunel University London, earlier in the process. automotive industry in Detroit, Michigan. which is helping to support our relationships ––Germany: RWTH Aachen, German Later in 2016, the doors of the hub will open, with academia and key automotive customers, Aerospace Center DLR to support our growth in North America and took another important step forwards in 2016. ––Switzerland: EPFL Lausanne expand our connections with academia. Please see the case study on page 24. ––Netherlands: TU Delft Business and sustainability Business and sustainability 18 performance report 2015 performance report 2015 19 Market trends Broadening perspectives As Chairman of the International Scientific Council (ISC) of Constellium, Professor Heinz Voggenreiter plays a key role in nurturing and broadening our perspective on emerging technologies and trends. Here he outlines how the Council operates, the progress it has made and the opportunities now offered to our company. What is the ISC and what is How does the ISC influence What have been the greatest What was the highlight A watchful eye should also be kept The Council is currently evaluating on potentially upcoming competition recycling processes in other your role as Chairman? innovation at Constellium? achievements of the ISC? of 2015? from glass- and carbon-fiber- industries and organizations and will Established in July 2013, the ISC The Council is an external-facing Over the last two and a half years, We met with the Executive Committee reinforced polymers. make recommendations accordingly. provides Constellium with an external organization that pulls in a huge we generated a map of the technical of Constellium and presented a perspective on technological and amount of information from the worlds competencies and research at summary of the work we have In aerospace, new alloys incorporating Competition from steel and fiber- scientific matters. Our six members, of academia and industry in order to Constellium and this has given us a achieved since the creation of the elements like lithium will improve reinforced polymer technologies who are all scientists working in provide a solid basis for innovation. broad overview of the company and its Council in 2013. We mapped our lightweighting and this is an area demonstrate the value of R&T in leading academic institutions, come capabilities. We have made significant research activities, demonstrated where Constellium has a significant aluminium, which must be maintained Efficient Research & Technology from five different countries - the UK, inputs on many issues. However, four the value of the ISC to Constellium competitive advantage. The next at a constant high level in order to (R&T) is central to the success of the US, Japan, France and Germany. key achievements stand out: and presented our strategic view on step is to work on formability and capture future business. Strategy and markets in focus Constellium, and the ISC supports Together, we offer a wide range of how we should proceed in the next welding technology. Friction welding, the company in its drive to develop We have given a significant amount complementary skills and experiences two years. for example, can reduce the need a world-class R&T capability in two of advice on casting technology and How can Constellium in technologies such as fiber for milling and also reduce scrap, distinct ways. how to improve this to achieve better ensure that it is well- reinforced polymers, microstructures therefore improving the buy-to-fly products. Constellium now has a Where do you see the positioned to seize the and mechanical behavior, surface Firstly, we have a technical role under ratio. In the mid-term, glass-fiber- lot of data on casting and this will greatest potential for technology and casting processes, which we give advice to C-TEC on polymer/aluminium laminates (GLARE) opportunities ahead? underpin further developments in to mention them. issues that are outside the company’s aluminium in future years? could gain importance, especially To achieve its strategic objectives, the coming years. Although our role is direct scope, such as technologies Aluminium has tremendous potential, for fuselage skins, and could open Constellium must constantly evaluate My own strength is materials and only advisory, it has been rewarding that compete with aluminium as not only in terms of performance an additional business opportunity research findings to identify new structure technology for aerospace, to see most of our recommendations well as emerging technologies but also sustainability. While the for Constellium. Looking further applications and better processes. specifically material technologies that turned into actions - with the new in the field of aluminium alloys, cost/performance ratio is at the ahead, the evolution of competing The organization has the right culture compete with aluminium. As Chairman, casthouses at Issoire, for example. such as 3D-printing technology. heart of its increasing adoption, carbon-fiber-reinforced polymers and resources in place to ensure my task is to structure the work of This role is about the properties and We have also been instrumental aluminium also offers significantly (CFRP) should be carefully monitored. that the consulting work the Council the ISC, to chair meetings, take an effectiveness of particular materials in raising issues around material less mechanical complexity when Once design and production is conducts can be successfully overview of interactions between and processes. We analyze these mechanics, such as instabilities compared to materials such as fiber- optimized to fulfill the cost targets, transferred into practical initiatives Council members and Constellium and make recommendations on in the mechanical response of reinforced polymers. CFRP will be more competitive at a business unit level and ultimately and ensure that we continue to deliver new processes or applications that aluminium alloys. We gave advice with aluminium. This is the reason into new products and services that high-level advisory support and In the automotive sector, I think we can be used by Constellium to gain on how to test material behaviors why it is important to work on enrich lives. recommendations to Constellium. will see a steady increase in the competitive advantage. and envisage this being used in the cost-efficient business models for contribution made by aluminium. Each year, the Council attends development of new structures with the new aluminium alloys, in addition Secondly, we provide organizational New alloys with high strength two two-day formal meetings with improved performance. to the constant improvement of their advice via strategic interaction with and enhanced ductility and crash C-TEC, the Constellium technology structural performance. the top management of the company In terms of advice on the structure of performance will certainly push “Alumini um has tremendous center. These are held at C-TEC on areas including the structure of the R&T network, we have evaluated the application of aluminium in Sustainability based on infinite potential, not only in in Voreppe, France, as well as at the R&T organization. For example, our own research universe and this automobiles. Aluminium is seeing recyclability is another core various Constellium plants. The local terms of performance we have suggested how best to has helped Constellium strengthen some competition from new variants advantage of aluminium. Fiber- knowledge we gain through these but also sustainability” develop the R&T network, drawing its co-operation with partners across of high-strength steel but personally I reinforced polymers can only be visits provides the foundation for Professor Heinz Voggenreiter on our own global connections to the world. believe that the competition between down-cycled, and this leads to high-quality advice. In addition, Chairman of the advise on possible partnerships with these different technologies is healthy decreased quality. However, although International Scientific we also arrange demand-oriented Finally, we have played an important other organizations. as developments in one will stimulate aluminium has clear advantages Council of Constellium meetings with individuals at C-TEC part in the expansion of Constellium’s progress in the others. in recycling terms, it can make or the business units to discuss R&T capability into new geographies. further progress. We need to reuse specific issues. We gave advice on which countries scrap more effectively and make would be most suitable for a C-TEC it part of the business model in team, and are pleased to see that order to reduce costs and retain as a new research hub is set to open much aluminium as possible in the shortly in Michigan in the US. manufacturing process. Business and sustainability Business and sustainability 20 performance report 2015 performance report 2015 21 Business unit perspectives An eventful year This has been a period of sustained activity for Constellium, with good progress in a number of important areas. On the following pages, we report on the key operations, highlights and goals of our three business units.

Meeting customer needs As a result of the acquisition, Automotive highlights We remain firmly committed to These three lines will be supplied Constellium is now a global leader in our strategy and are rapidly growing by the hot mills at Muscle Shoals and Packaging and Our Packaging and Automotive Rolled As the demand from the automotive the packaging market. The Muscle our capacity to meet demand in at the UACJ/TriArrows Logan facilities. Products business unit develops and industry for aluminium products Shoals facility also recycles the this market. On March 10, 2016, Automotive provides aluminium sheets and coils is growing rapidly, we expect this equivalent of 14 billion cans per year, we announced a planned expansion for packaging applications (beverage market to become increasingly Our investments in BiW Rolled Products helping to ensure that aluminium of our existing joint venture with and food cans, closures, foils) as well important for Constellium. fulfills its potential as an infinitely UACJ. This strategic move establishes finishing projects are as automotive solutions, including recyclable material. Our portfolio continued to expand the joint venture as a leading player proceeding according to high-performance products for BiW during the year, thanks to our in the North American BiW market. schedule. Our first BiW and heat exchangers. strong commitment to innovation finishing line in Bowling

Our investments in BiW finishing Strategy and markets in focus It is a leader in recycling end–of-life and the R&T capabilities of C-TEC, projects are proceeding according Green, Kentucky, has scrap from packaging products, in which have delivered Surfalex® HF, 14 billion to schedule. Our first BiW finishing started pre-qualification particular from cans. We are the world our high formable skin solution, Our Muscle Shoals facility recycles the line in Bowling Green, Kentucky, leader for closure stock, and #2 in equivalent of 14 billion cans per year. as well as Kool X™, our new multi- production as planned, has started pre-qualification Europe and North America for can clad solution for demanding heat and is expected to ramp-up production as planned and is body stock. Our packaging customers exchanger applications. In 2015, we began the process of expected to ramp-up in 2017. in 2017. include major beverage and food can integrating the Muscle Shoals plant In North America, experts forecast manufacturers, such as Anheuser- Furthermore, we intend to build into our organization, benchmarking that demand for BiW aluminium We are also increasing our BiW Busch InBev, Coca-Cola, Crown, the two additional 100,000 metric ton it against our other facilities and rolled products is likely to reach 1.3 capacity in Europe by completing forthcoming Rexam/Ball merged finishing lines, at locations yet to sharing technical knowledge from to 2 million tons in the next decade. a significant investment in Singen, business, and specialty-packaging both sides of the Atlantic Ocean. be announced. Germany during the year and ramping 2015 was a year of transformation for providers such as Amcor. up production on a new BiW finishing Despite Muscle Shoals’ disappointing our Packaging and Automotive Rolled The Packaging and Automotive line in Neuf-Brisach, France (see below). Products business unit. The acquisition results in 2015, the turnaround is Rolled Products business unit is well underway thanks to corrective of Muscle Shoals in early 2015 was also the largest non-integrated Completing BiW a major step forward in our strategic measures being implemented since producer of foil stock in Europe the acquisition. investments in Europe development. It enabled us to become and a global leader in aluminium We invested €180 million in a new a global leader in the packaging market, solutions for specialty products We are also launching new innovative continuous annealing and conversion while preparing for our Body-in-White including decorative applications packaging solutions such as Aeral™ line at our Neuf-Brisach, France (BiW) strategy. We are on track and well and cosmetics. for aerosol containers, which we positioned to execute this strategy, believe achieves up to 30% weight facility with a targeted capacity of 100,000 metric tons. We have already which will be accelerated due to the Packaging highlights reduction compared to traditional strengthened partnership signed in early extruded containers, with the same started to produce coils ahead 2016 with our joint venture partner, UACJ. A stable and growing market that level of performance in terms of of schedule for the qualification We were also pleased to report excellent is resilient across economic cycles, pressure resistance. process. During the year, we also progress in our safety performance, packaging remains the bedrock completed our investment in a especially at Muscle Shoals. of Constellium. new furnace at our Singen facility, Our packaging capability has been with an improved capacity of significantly strengthened by the 20,000 metric tons. acquisition in early 2015 of Wise Metals, whose facility in Muscle Shoals, Alabama has the widest strip mill in North America. This broadened our US industrial platform and enhanced our customer portfolio.

BiW finishing line in Bowling Green, Kentucky, US Business and sustainability Business and sustainability 22 performance report 2015 performance report 2015 23 Business unit perspectives (continued)

Our facilities in Europe and North Meeting customer needs America work seamlessly together Aerospace and Automotive Automotive Structures and Industry to provide our customers with a produces advanced solutions for wide portfolio of products and Transportation Structures the global automotive industry, Machined wing skin at our plant in Issoire, France services, sharing complementary including Crash Management industrial capabilities. and Industry Systems (CMS) and other structural We are on track with our plan to Together, they add value through and safety parts as well as a range improve operational performance and The investments planned customized services, which improve of hard and soft alloy extruded address capacity constraints, and for 2015 were completed our customers’ operations and solutions. This business unit also well-positioned to take full advantage manufactures large profiles mainly for on schedule, including reduce their costs, including pre- Strategy and markets in focus of the continued strong demand in the ramp-up of our second machining, advanced welding and road and rail transportation, energy the aerospace market. ® recycling solutions. and other industrial applications. AIRWARE casthouse Constellium complements this product Meeting customer needs at Issoire. Transportation, industry range with a comprehensive offering of downstream technology and services, The world #1 in value-added and defense highlights including pre-machining, surface aerospace plates, our Aerospace and Also at Issoire, we invested in a new In order to bring stronger focus to the treatment and logistics support Transportation business provides cut-to-length and finishing line, which specific priorities of these markets, services. With plants in North America, innovative aluminium rolled and provides state-of-the art online surface we have created a dedicated sales Europe and China, we have the extruded products, which contribute inspection to ensure impeccable quality organization that is making good capacity to serve our customers locally. to lightweighting and therefore greater for our aerospace sheets. progress in developing targeted fuel efficiency. Our capabilities 2015 was the year of recovery for At Ravenswood in the US, we commercial strategies and growth 2015 was another excellent year include rectangular and machined Automotive Structures our Aerospace and Transportation achieved record plate production and plans. The team is structured for the Automotive Structures plates, as well as extrusions for business, which recorded a 14% made good headway in our vertical regionally to meet needs in Europe, and Industry business unit with and Industry enjoys aircraft wings and frames, and increase in adjusted EBITDA and integration efforts, fully aligning our North America and Asia-Pacific. adjusted EBITDA reaching strong, long-term and fuselage sheets. We also supply cast revenue growth of 13%. As we product offering to the needs of our A major achievement in this segment €80 million, an 11% increase from well‑established relationships products for engine parts from our continue to deploy Lean tools and customers. Together with our local was our preparation to transition the 2014 and the sixth consecutive plant in Ussel, France. In addition, with most of the world’s processes to drive operational pre-machining partner we can now wide roof coil business from Muscle year of growth. For the first time, we serve the space industry as well leading automotive OEMs. excellence, we have made significant offer tailor-made solutions to our Shoals to Ravenswood. the business unit’s revenues as the transportation, industry and progress in terms of customer customers, thus facilitating their exceeded €1 billion, increasing defense sectors. We have strong service, on-time delivery and quality. operations and improving the buy-to- by 14% mainly due to automotive The business unit is the #1 or #2 market positions in rolled aluminium Pushing up capacity fly ratio (the amount of raw material extruded products. global player in all of its chosen market for truck floors, tank trailers and roof In Ravenswood, the new 100Kt pusher segments. In 2015, we became the joint We recently signed a required to produce a finished part). We are well-positioned to achieve coils in North America and Europe, furnace is on track for completion #1 in CMS, thanks to our unmatched by the end of the year, and we our goal to be the fastest-growing multi-year contract with and provide specialized plate for Last but not least, we recently alloy portfolio and unrivaled innovation anticipate it to be in full production by global leader of extrusion-based Airbus for the provision armored vehicles. signed a multi-year contract with capabilities. This leadership position the end of December 2016. This new advanced products in the automotive, of advanced aluminium Airbus, underlining the fact that the gives us a great competitive advantage furnace is set to meet the growth transportation and industry markets. products and solutions. Aerospace highlights technology and industrial investments for the future, as analysts forecast that we have made in recent years have ambitions of our customers. It will The investments planned for 2015 by 2018 aluminium will account for increased our operational and add pre-heating capacity, which will were completed on schedule, including 30% of the total CMS market in Europe We also continued to develop our business performance. The contract increase output across our entire the ramp-up of our second AIRWARE® and 20% in the US. industrial capabilities, with highlights further solidifies our longstanding product range. casthouse at Issoire. Now fully ® partnership with Airbus and confirms Automotive Structures and Industry including the second AIRWARE qualified by our main customers, this our position as a leading partner for enjoys strong, long-term and well- casthouse in Issoire and the decision casthouse is supporting production of high value-added aluminium products established relationships with most of to build a new pusher furnace our innovative AIRWARE® aluminium- and solutions for the aerospace sector. the world’s leading automotive OEMs. in Ravenswood. lithium alloys for different usages in the aerospace industry. Business and sustainability Business and sustainability 24 performance report 2015 performance report 2015 25 Business unit perspectives (continued)

On the following pages, we detail our approach to how Constellium is directed and controlled. We include information on our Board and its members as well as the various committees and policies which facilitate the effective management of the business.

Partnering with them early in the During 2015, we again won a wide This partnership, which combines the concept design, we produce tailor- range of nominations, which led strengths of Constellium and Can Art, made solutions to help our customers to our decision to invest in a new is expected to enable us to engineer create vehicles that are safer, lighter manufacturing facility in Bartow and produce new higher strength, and more fuel efficient to cope with County, Georgia, further rolling out lighter weight, advanced components Governance ever more stringent environmental our strategy of working in partnership for our automotive customers, while regulations worldwide. with automakers, by being close to securing our supply source. their assembly plants. Finally, we announced a €22.5 million Major achievements We also decided to partner with investment at our site in Decin, Czech The automotive market continued Can Art, a Canadian company, to Republic, which is the European leader in focus to be promising worldwide. Analysts build a new press in Lakeshore, in hard alloy extrusions, particularly expect the extrusion market for Ontario, Canada, near the US border for the automotive sector. The site is Body Structures to reach 120 kt in and Detroit. increasing its casting, extrusion and North America and Europe in 2025, fabrication capacity to meet the rising Closely modeled on our Singen facility representing a CAGR of 14%. demand from automakers for specialty in Germany, this press will exclusively hard alloy extrusions. Our major achievement was the produce our new advanced patented successful production ramp-up to high-strength alloys. supply structural components for the Ford F-150, the world’s best selling

vehicle. For Ford, the switch from steel focus in Governance to aluminium was a very demanding transition, and was greatly supported by our outstanding record of 99.7% on-time delivery. We expanded our Van Buren, Michigan facility to cope with Ford’s demanding requirements for high-volume high-quality products. In addition to being a privileged partner of Ford for extruded structural parts, we are now also producing parts for the heavy-duty F-250 and F-350. Nominations, the industry term for new contracts, are the lifeblood of our business because they generate steady demand throughout the lifetime of the vehicle model/platform, Constellium University Technology Center (UTC) at Brunel University frequently for seven years or more. London – a center of excellence for automotive structural components Our partnership with Brunel University We will then transfer those alloys and We supply high-strength London expanded in 2015, with the processes to our plants at high speed and aluminium structural Constellium UTC opening its doors in April with minimal risk. The UTC will also attract 2016. This one-of-a-kind, industrial-scale new international talent and develop the parts for the lightweight center is expected to reduce development scientists and engineers of the future through Ford-150, the world’s times of the advanced aluminium alloys a fellowship program for PhD students and best selling vehicle. required for the continued lightweighting post-doctoral fellows. of automotive structural components For more information by at least 50%. see page 42 Business and sustainability Business and sustainability 26 performance report 2015 performance report 2015 27 Board of Directors

Director independence Our Committees We maintain a one-tier Board of Our Board members Directors consisting of an Executive Audit Committee Remuneration Committee Director and Non-Executive Members: Members: The Board of Directors is collectively responsible for the management Directors (each a ‘Director’). On December 31, 2015, the Audit Committee On December 31, 2015, the Remuneration Under Dutch law, the Board of consisted of five Independent Directors Committee consisted of two Directors: of the Company, the general conduct of the Company’s business under the NYSE requirements: Peter F. Hartman Chair Directors is responsible for the Werner P. Paschke Chair Richard B. Evans and its corporate governance structure. The Non-Executive Directors policy-making and management of Philippe Guillemot the company. The Non-Executive Guy Maugis supervise and provide guidance to the Executive Director, who is John Ormerod Directors supervise and provide Lori A. Walker entrusted with the day-to-day management of the Company. guidance to the Executive Director. As a foreign private issuer under Function: Function: the Securities and Exchange Our Board of Directors has determined The principal duties and responsibilities of that at least one member is an “audit the Remuneration Committee include: Commission (SEC) rules, we are committee financial expert” as defined ––to review, evaluate and make not required to have Independent by the SEC and also meets the additional recommendations to the full Board of Directors on our Board of Directors, criteria for independence of audit committee Directors regarding our compensation members set forth in Rule 10A-3(b)(1) under policies and establish performance-based 3 2 1 8 5 except to the extent that our Audit 4 the Exchange Act. incentives that support our long-term goals, Committee is required to consist objectives and interests; of Independent Directors. The principal duties and responsibilities of the Audit Committee include overseeing ––to review and approve the compensation of However, our Board of Directors and monitoring the following: our Chief Executive Officer, all employees who ––our financial reporting process and internal report directly to our Chief Executive Officer has determined that, under current and other members of our senior management; NYSE listing standards regarding control system; ––to review and make recommendations to the independence (which we are not ––the integrity of our consolidated financial statements; Board of Directors with respect to our incentive currently subject to), and taking into and equity-based compensation plans; account any applicable committee ––the independence, qualifications and performance of our independent registered ––to set and review the compensation of standards, Messrs. Evans, public accounting firm; and reimbursement policies for members of the Board of Directors; and Brandjes, Guillemot, Hartman, ––the performance of our internal Maugis, Ormerod, Paschke and Ms. audit function; ––to provide oversight concerning selection of officers, management succession planning, Walker are Independent Directors. ––our related party transactions; and expense accounts, indemnification and ––our compliance with legal, ethical and insurance matters, and separation packages. regulatory matters. Governance in focus in Governance

Nominating/Corporate Board meetings in 2015 6 9 7 Governance Committee In 2015 the Board of Directors Members: reviewed matters including: On December 31, 2015, the Nominating/ Corporate Governance Committee ––reports from the Board’s Committees; 1 Richard B. Evans* 2 Pierre Vareille 3 Michiel Brandjes* consisted of two Directors: –– reports from the Chief Executive Officer Richard B. Evans Chair (including Environment, Health & Safety Chairman Chief Executive Officer Mr. Brandjes has served as a member of our Michiel Brandjes (EHS) and M&A activity); Mr. Evans has served as Chairman of our Board Mr. Vareille has served as Chief Executive Board of Directors since June 2014. since December 2012 and as a member of our Officer of Constellium and as a member of our ––approval of the 2014 Annual Accounts; Function: Board of Directors since January 2011. Board of Directors since March 2012. The principal duties and responsibilities ––approval of filing of Form 20-F of the Nominating/Corporate Governance with the SEC; 4 Philippe Guillemot* 5 Peter F. Hartman* 6 Guy Maugis* Committee include: ––approval of the draft agenda for ––to establish criteria for Board and the Constellium General Meeting Mr. Guillemot has served as a member of our Mr. Hartman has served as a member of our Mr. Maugis has served as a member of our Committee membership; of Shareholders of June 11, Board of Directors since May 2013. Board of Directors since June 2014. Board of Directors since January 2011. 2015, including nomination of Board members visit our ––to recommend to our Board of Directors Non‑Executive Directors; technology center and sites proposed nominees for election to the Board of Directors and for membership on ––finance reports; Our Board of Directors carry out site visits committees of our Board of Directors; and as part of a program which enables them to ––approval of the Wise Metals integration; 7 8 9 John Ormerod* Werner P. Paschke* Lori A. Walker* gain additional and first-hand insight into ––to make recommendations to our Board –– reports from the business units Mr. Ormerod has served as a member of our Mr. Paschke has served as a member of our Ms. Walker has served as a member of our our people, expertise, products, processes of Directors regarding Board governance (on any major projects); and Board of Directors since June 2014. Board of Directors since May 2013. Board of Directors since June 2014. and technologies. Between December matters and practices. 2014 and April 2015 Board members visited –– review of 2016 budget. C-TEC, Gottmadingen, Issoire, Neuf-Brisach and Singen in Europe and Ravenswood, *Independent Director under NYSE listing standards Martha Brooks (not pictured) was appointed on November 30, 2015 as a Special Advisor to Muscle Shoals and Van Buren in the US. For full biographies visit the Board of Directors. The Board expects to put forward the nomination of Ms. Brooks as www.constellium.com a Non-Executive Director at the Company’s Annual General Meeting to be held in June 2016. Business and sustainability Business and sustainability 28 performance report 2015 performance report 2015 29 Executive Committee Our leadership team Business Governance Executive Committee Operations Committee ––Chief Executive Officer ––Chief Executive Officer Our Executive Committee focuses on our strategy, commercial ––Business unit Presidents ––Business unit Presidents ––Chief Financial Officer ––Chief Financial Officer developments, program execution, financial and competitive ––Vice President, Strategy and ––Vice President, Strategy and Business Development Business Development program, organizational development and Group-wide policies. ––Vice President, Human Resources ––Vice President, Human Resources ––Vice President and Group General Counsel ––Vice President, Communications ––Vice President and Chief Technical Officer ––Vice President, EHS and Lean Transformation ––Chief Information Officer ––Vice President, Business Planning

Function: Function: ––reviews all strategic issues and evaluates ––develops and implements the operational all significant proposed acquisitions or business decisions, as defined by divestments, financial restructuring, management and the Board of Directors; alliances and strategic partnerships; ––monitors the implementation and progress 11 9 1 6 ––develops and monitors implementation of significant operational projects; of key strategic, financial, investment 7 10 12 2 and organizational decisions; ––monitors the execution of the budget, and in particular the Free Cash Flow ––controls the execution of the five-year generation of the business; and plan and of the budget; ––submits reports, proposals and ––reviews reports and proposals made by recommendations on all matters the Operations Committee to evaluate its relating to the operations to the economic and financial consequences; and Executive Committee. ––as and when required, submits reports, proposals and recommendations on all matters within its scope of responsibility to the Board of Directors.

Leadership in action Our CEO and business unit Presidents regularly undertake site visits to

demonstrate their full commitment to our focus in Governance EHS and Lean initiatives. In 2015: CEO: 12 plant visits BU Presidents: 40 plant visits 13 4 5 8 3 For more information see page 45

1 Pierre Vareille 2 Peter Basten 3 Marc Boone 4 Nicolas Brun Code of Conduct Whistleblower policy Chief Executive Officer Vice President, Strategy Vice President, Human Resources Vice President, Communications Our Worldwide Code of Employee We have implemented a and Business Development and Business Conduct sets out the whistleblower policy to foster an standard of behavior we expect from environment where our employees 5 6 7 8 our employees. The Code governs the can act without fear of retaliation Béatrice Charon Didier Fontaine Ingrid Jörg Arnaud Jouron way Constellium acts in business, and report wrongdoing or suspected Vice President, Business Planning Chief Financial Officer President, Aerospace and Transportation President, Packaging and Automotive Rolled business unit Products business unit and how we expect our business wrongdoing or irregularities of a partners, customers and suppliers to financial, accounting, banking or behave. It applies to all Constellium corruption nature in Constellium 9 Simon Laddychuk 10 Jeremy Leach 11 Yves Mérel 12 Vittorio Rossetti employees, subject to applicable to a reporting official. To facilitate Vice President and Chief Technical Officer Vice President and Group General Counsel Vice-President, EHS and Chief Information Officer local law. this reporting, we have established Lean Transformation an external hotline in all the countries Compliance with the Code is and languages we have operations in. essential to preserving and enhancing 13 Paul Warton the Company’s reputation as a President, Automotive Structures responsible corporate citizen, and Insider Trading policy and Industry business unit ultimately, to maximizing shareholder We have an Insider Trading policy value. For suppliers, we have which sets out the restrictions on developed an ad hoc Code of Conduct trading in Constellium securities For full biographies visit www.constellium.com which is also available on our website. and the use of inside information. Business and sustainability Business and sustainability 30 performance report 2015 performance report 2015 31 Our Sustainability Council

Here we provide details on our sustainability commitments Managing sustainability and targets, our material issues and how we engage with our stakeholders. We also publish an interview with the The role of our Sustainability Council is to ensure that Executive Director of the Aluminium Stewardship Initiative sustainability is fully integrated into our business in line (ASI) and report our progress and ambitions in the key areas with stakeholders’ expectations. of products, people, operations and responsible behavior.

The Council meets four times a Our Sustainability Council Council members year, including one meeting with the Founded in 2012, our Sustainability Executive Committee of Constellium, Council is a formal body responsible Ingrid Jörg to recap actions and decide on for defining and updating our President, Aerospace and future priorities. Transportation and Chairwoman sustainability policy and linking this of the Sustainability Council Sustainability to the overall Constellium strategy. Responsibilities of the It includes 12 representatives Sustainability Council include: Catherine Athènes from every area of our business, Sustainability Council Leader –– defining a sustainability vision and and Director, Marketing, Packaging in recognition of our view of setting targets for the Constellium and Automotive Rolled Products sustainability as a collective agenda. Group and its business units; in focus Olivier Néel Manager, Sustainability “Participation in the –– defining Key Performance Indicators (KPIs) to be tracked Laura Berneri Constellium Sustainability on a regular basis; Director, External Communications Council allows me to help –– providing support on achieving KPIs; Karl Butz shape the future of our Environment Health and Safety Director, Company, our communities –– guaranteeing accurate disclosure Muscle Shoals of sustainability data; and environments.” Béatrice Charon Susanne Dock –– ensuring alignment with Global Vice President, Business Planning Human Resources Reporting Initiative (GRI), Carbon Business Partner Susanne Dock Disclosure Project (CDP) and Human Resources Business Partner United Nations Global Compact (UNGC); and Frédéric Dunod Director, External Reporting –– launching specific programs and Investor Relations in coordination with business Sophia Elasri units such as employee training, Manager, Strategic Purchasing Key discussions and outcomes supplier assessments and Energy Procurement in 2015: recycling projects. Rovertos Gross ––the review of 2015 results and approval Director, Strategy, Automotive Structures of 2020 targets; and Industry ––the contribution to new developments at the Aluminium Stewardship Initiative; “Participating in Constellium’s Guy-Michel Raynaud ––the launch and expansion of a responsible Director, Technology Sustainability focus in sourcing policy; Sustainability Council is ––the Life Cycle Assessments (LCAs) and a unique opportunity to Didier Vasner the Mass Flow Analysis (MFA) we will consider value creation in a Group Environment Manager conduct; and

––the implementation of a training module context that extends beyond for all sales people. financial reporting.” The issues the Council aims to Frédéric Dunod tackle in 2016 are: Director, External Reporting and ––implementing 2020 targets; Investor Relations ––establishing a greenhouse gas (GHG) emissions target; ––managing the newly relaunched Energy Network; and ––further implementing the responsible supply chain policy. Business and sustainability Business and sustainability 32 performance report 2015 performance report 2015 33 Our sustainability targets

In 2012 we established our strategic Here we evaluate our progress Performance key: direction for sustainability at against these 2015 targets, and Achieved Constellium across four key pillars, introduce our new 2020 targets Altogether more sustainable On track including a series of commitments that will help us progress towards We have evaluated our past performance and set new goals and and targets for each. This year these becoming a more sustainable Partially achieved commitments and targets almost all business across our four key Revised targets for 2020 that will help us progress towards becoming a draw to a close. focus areas. Missed more sustainable business across our four key focus areas.

Looking back… Looking forward to 2020…

We said we would… Our targets 2012–2015 Our performance in 2015 We will… Our targets 2016–2020 Products Maximize recycling rates of our 75% beverage can recycling rate in Europe by 2015 The latest data available is for 2013 which shows another Increase end-of-life 80% beverage can recycling rate by 2020 Enhance the environmental products, including after the improvement over 2012 with 71.3% vs. 69.5% for the (EOL) recycling of in Europe end of their useful life previous year aluminium products Work within the industry and with our benefits of our products stakeholders to increase the beverage can Continuously innovate and All major new innovation projects to undergo Life Cycle Achieved: 100% recycling rate in the US offer lighter, safer and infinitely Assessments (LCAs) by 2015 recyclable solutions All new innovation projects underwent a sustainability checklist, with LCAs being carried out when indicated as Increase Each business unit to carry out a customer appropriate by the checklist customer satisfaction satisfaction survey every two years Continue to innovate Target improvements in our innovation Key 10% of sales from innovative products by 2015 Achieved: 13.3% Performance Indicators (KPIs)

We said we would… Our targets 2012–2015 Our performance in 2015 We will… Our targets 2016–2020 People Protect the safety and health 60% improvement in Recordable Case Rate (RCR)* by 2014 Reduction of 20% of the RCR. vs. 2014 Increase safety Reduce our RCR every year by 10% of our employees, contractors (including Muscle Shoals facility) No serious injuries in 2015 at work A maximum of four serious injuries a Ensure our people are safe, and visitors as a top priority Constellium’s RCR is 3.5 times lower than the aluminium industry average * Recordable Case Rate measures the number of fatalities, serious year by 2020 skilled, motivated and engaged injuries, lost time injuries, restricted work injuries or medical treatments calculated by European Aluminium and 5.5 times lower than the per 1 million hours worked. Project contractors and visitors have been industry average of the US Bureau of Labor statistics (2014 figures) Be in the first industry quartile in terms of best safety results systematically included in serious injuries statistics since 2008. Before that, Seven serious injuries in 2015 (including Muscle Shoals facility) only ‘extended’ contractors, such as canteen and security staff were included Increase employee Six-point increase in overall employee Strive to enhance employee 50% improvement in employee contributions by 2014 As stated in our 2014 report: satisfaction satisfaction by 2020, from a 2014 baseline engagement and development 75% participation rate in the employee survey in 2014 60% improvement in employee contribution by 2014 Strengthen our At least one community action per Six-point improvement in employee satisfaction rate 75% participation rate in 2014 employee survey communities site every year in 2014 vs. 2012 Two-point improvement in employee satisfaction in 2014

We said we would… Our targets 2012–2015 Our performance in 2015 We will… Our targets 2016–2020 Operations Reduce landfilled 75% total landfill reduction by 2020 Due to a number of factors including the acquisition of the Reduce landfilling Reduce landfilled waste coming from production waste Muscle Shoals plant, this target had to be revised of our production production by 10%, including Muscle Minimize the impact of waste Shoals (vs. 2015) our operations Optimize the use of natural 10% decrease in energy consumption per processed We reached the 10% target one year early, in 2014. However, 2015 resources, especially energy unit by 2015 saw a slight decrease in energy efficiency. In total, we achieved with Further improve 10% energy efficiency improvement legacy Constellium a 9% reduction by 2015 from a 2010 baseline energy efficiency by 2020, including Muscle Shoals (vs. 2015) Prevent and minimize Major European sites achieving ISO 50001 certification As planned, we have certified all our major European sites to environmental impacts by 2015 ISO 50001: Burg, Crailsheim, Decin, Issoire, Landau, Neuf-Brisach,

Singen and Le Valais, representing almost half of our sites Sustainability focus in

We said we would… Our targets 2012–2015 Our performance in 2015 We will… Our targets 2016–2020 Responsible Subscribe to the highest 100% of key suppliers joining United Nations Global More than half of key suppliers are signatories of the UNGC Gain ASI certification Have at least one site ASI certified by 2020 levels of transparency Compact (UNGC) by 2015 Implementation of a responsible supply chain policy (based on the assumption that there will be and accountability a certification scheme in place) business and commit to develop Constellium was a founding member of the Aluminium company and industry Stewardship Initiative (ASI) in 2012 and we have played an active role Ensure responsible 100% of key suppliers and those suppliers Manage our sustainability programs in its development as an independent organization (see pages 36–37 purchasing initially assessed as high risk evaluated or audited according to UNGC principles business in Promote the adoption for more information on the ASI) by 2020 an ethical and and implementation of responsible way sustainability policies by our suppliers and contractors Business and sustainability Business and sustainability 34 performance report 2015 performance report 2015 35 Our materiality assessment Engaging with our stakeholders Managing what matters Encouraging dialog Materiality guides our approach to sustainability by helping us to We interact with many stakeholders across the aluminium identify and manage the issues that are most likely to impact the value chain. Proactive engagement with stakeholders helps us business and our stakeholders. to govern our business in line with their expectations and needs.

Two additional issues, that did not Determining our What we learned Customers Investors emerge as highly material, are also In summary materiality issues The exercise showed good alignment of interest to us, namely diversity Verband der Analyst field trip During 2014, we undertook a between the sustainability Who are our key stakeholders? and local communities. These topics In 2015, we organized an analyst visit materiality assessment to identify the expectations of our internal and Automobilindustrie (VDA) have been communicated within the –– Academic institutions to Muscle Shoals in order to update issues that matter most to Constellium external stakeholders, and it We regularly engage with Original attendees on our automotive strategy. People pillar of this report. Equipment Manufacturers (OEMs) and our stakeholders. Based on confirmed that our four focus areas –– Board of Directors The visit included a plant tour as well For a more detailed overview go online through the VDA, the German automotive as a Q&A session. surveys and regular engagement with of products, people, operations and www.constellium.com/sustainability/ industry body, with a particular focus –– Communities our internal and external stakeholders, responsible business, remain the responsible-business/materiality- on alloy quality standards. This ensures most relevant for our business. assessment that as new alloys and solutions are we identified a total of 17 issues that –– Customers developed, they continue to support form the basis of the potential topics product standardization. The exercise also enabled us to –– Employees covered in this report. identify 17 topics within these four –– Employee representatives Read more about our approach and areas (see the table below), that we the boundaries of our material issues will focus on as we look ahead, and –– Non-Governmental in our Business and sustainability evolve and develop our approach Organizations performance report 2014. to sustainability. –– Policy makers  Industry associations Industry associations –– Regulators European Aluminium (EA) Beverage Can Makers Our key materiality-related issues –– Shareholders and investors We hosted EA’s autumn meeting in our Europe (BCME) Aspects Identified issues Impact boundaries plant in Neuf-Brisach (see page 59 for –– Suppliers details), and also participated in the We work with BCME to raise beverage Products active engagement of key stakeholders can recycling rates notably through the –– Sustainability organizations Every Can Counts initiative. Products and services Customer satisfaction Primary impacts within and outside Constellium such as the European Commission. For example, at a working session with Develop products with environmental benefits Primary impacts within and outside Constellium the European Commission on growth and How do we engage with them? competitiveness, the Strategy Director of Innovation Primary impacts within and outside Constellium our Aerospace and Transportation business Recycling Increase external recycling activities Primary impacts outside Constellium We engage with our unit explained the role of aluminium stakeholders in a wide range suppliers in the aerospace value chain. Increase internal recycling activities Primary impacts within and outside Constellium of ways, from meetings People and business activities to Health and safety Ensure safety at work Primary impacts within Constellium membership and participation Reduce psycho-social risks Primary impacts within Constellium in organizations. The materiality

1 assessment exercise we Reduce use of harmful substances (SVHC) Primary impacts within Constellium Industry associations Industry associations carried out in 2014 has led to Sustainability focus in Training and education Develop training and empowerment Primary impacts within Constellium a more systematic process Can Manufacturers The Aluminum People engagement Improve employee satisfaction Primary impacts within and outside Constellium of stakeholder engagement. Operations We also actively engage with Institute (CMI) Association (AA) As a member of CMI, we support the We are actively involved on the Effluents and waste Prevent pollution from operations Primary impacts within and outside Constellium stakeholders across the US, Recycling Partnership – a non-profit sustainability committee of AA. Reduce waste from operations Primary impacts within and outside Constellium reflecting our growing footprint organization that aims to increase We contributed to the publication of in the region. participation in local curbside recycling recycling data for beverage cans, which Energy and emissions Improve energy efficiency of operations Primary impacts within Constellium programs nationwide. included post-consumer recycling rates Reduce our greenhouse gas (GHG) emissions Primary impacts outside Constellium as well as industry recycling rates. Responsible business Ethical business Promote and enforce ethical business practices Primary impacts within and outside Constellium practices Engage suppliers in sustainability performance Primary impacts outside Constellium For a complete list of all the organizations that we engage Economic performance Increase economic performance Primary impacts within and outside Constellium with please see page 76

1 ‘Substances of Very High Concern (SVHC)’, as defined in the European Union REACH regulation Business and sustainability Business and sustainability 36 performance report 2015 performance report 2015 37 In focus: Aluminium Stewardship Initiative Fostering greater sustainability in the aluminium value chain Launched in 2012, the Aluminium Stewardship Initiative (ASI) aims to foster greater sustainability and transparency throughout the aluminium industry. Dr. Fiona Solomon, who became its first Executive Director in March 2015, explains the ASI’s remit and the progress she is targeting in the years ahead.

A full video of the interview can be seen at www.constellium.com/media/multimedia-library

What is the ASI? What progress have Participants often have a lot of We greatly encourage civil society In the future, achieving certification “O ur challenges include individual experience and expertise, organizations to participate in the will enable Constellium to The ASI is the result of producers, you made? so there’s a cross-education ASI. We are strongly focused on demonstrate its responsible users and stakeholders coming managing expectations, Since 2015 we’ve been primarily element to these processes that developing an initiative that achieves production, sourcing and stewardship together to build consensus building consensus developing the ASI governance adds real value. real impact on the ground socially and approaches towards aluminium. on responsible aluminium. and having people work model for the organization as an environmentally, and we want civil The initiative is aiming to build incorporated entity, culminating in together to articulate a society voices to be at the table for an independent third-party How will the ASI benefit Where will the ASI the adoption of a new Constitution common vision.” that process. certification program for the at the 2016 inaugural Annual General member companies be in five years? responsible production, sourcing Meeting. We have now held the and organizations? How do you see My vision is that the ASI will have and stewardship of aluminium. first elected Board and Standards What are the next key a thriving certification program For upstream companies, the ASI Constellium’s value The key issues for aluminium include Committee meetings under this new milestones and challenges? provides the opportunity to become for a diverse and growing global governance model, and convened an in this initiative? membership. We want to see biodiversity and mining, greenhouse The priorities now are to continue involved in a process that sets Indigenous Peoples Advisory Forum sustainability and human rights gas emissions, indigenous peoples’ to progress all of the technical standards for sustainability in the Constellium was one of the original for ASI. principles embedded in the global rights, key wastes at specific documentation that’s required for global aluminium value chain. In the 14 companies that first created aluminium value chain and to see processing stages such as bauxite In addition, we’ve started documenting a working certification program. future the certification program the ASI as a project under the companies invest in and reward residue and spent pot lining, as well the key elements of the assurance We will continue to roll out will give members the ability to International Union for Conservation responsible production, sourcing as material stewardship and the model for the initiative. This includes implementation of ASI’s governance demonstrate that they implement of Nature and Natural Resources and stewardship. broader circular economy questions. things like how audits will take place, model with committees and working responsible practices. (IUCN). The Company has played The ASI is seeking to drive best a leading role in advancing how member companies will prepare groups to support the work of the For downstream companies that practices on each of these. sustainability in the global aluminium for those audits, who carries out Board and Standards Committee, use aluminium, the ASI provides Sustainability focus in value chain and no doubt will continue the audits and what gets reported and continue to grow membership the opportunity to be part of a to encourage its partners and peers publicly, as well as what claims and engagement with ASI across all whole value chain initiative and to to join it on that journey. can be made about certification. stakeholder groups. demonstrate practices towards We’ve also been working on a Chain “Our aim is to build an The challenges are similar to all responsible sourcing and stewardship of Custody standard that will have independent third-party multi‑stakeholder processes: of aluminium in the products that “We want to see further public consultation over managing expectations, building they design and produce. sustainability and certification program for the next year or so, that will help to consensus and having people work the responsible production, support approaches to responsible In the future, certification will give human rights principles together to articulate a common sourcing and stewardship production and sourcing. the opportunity for companies that embedded in the global vision. We have a lot of work to do use aluminium to demonstrate aluminium value chain.” of aluminium.” as a group of stakeholders. responsible sourcing and stewardship Dr. Fiona Solomon around their products that Executive Director, Aluminium contain aluminium. Stewardship Initiative Business and sustainability Business and sustainability 38 performance report 2015 performance report 2015 39 Making our products more sustainable

Customer satisfaction In total, 62 customer interviews were conducted in 15 countries Looking ahead We continue to work hard to increase over a five-week period. satisfaction levels, notably through –– Maintain our focus on Lean, Improving Interviews were primarily held the application of our comprehensive which has now entered with managers and project Lean Transformation program which phase 2 and includes a focus leaders from procurement functions will ensure we provide our customers on APUs and extension to as well as with general managers. performance with high-quality products, on time additional functions Customers agreed that our product and in the correct quantities. We are committed to developing, producing and selling portfolio was aligned with their –– Maximize our flexibility, in line We have committed to regularly requirements and appreciated with 2016 being named the sustainable products that meet our customers’ needs now monitoring satisfaction ratings across that we were transparent about ‘Year of Flexibility’ and in the future. We will achieve these aims by maximizing all customers – one of our targets our improvement programs. –– Implement frequent, safe, for 2020 is that each business unit On the other hand, they expected efficient, right-first-time the recycling rates of our products, including at the end of their carries out a customer satisfaction improvements to the ways in which equipment changeovers in useful lives. At the same time we will continuously innovate in survey every two years. we manage the supply chain as order to produce small batches well as claims. of products order to offer lighter, safer and infinitely recyclable solutions. Increasing satisfaction rates –– Fulfill our commitment that Extending our successful each business unit must In summary Lean approach undertake a customer Since its launch in 2012, our Lean satisfaction survey every other 2015 products targets carried out when indicated as appropriate Materiality coverage by the checklist Transformation program has led year, with all business units to ––Customer satisfaction ––75% beverage can recycling rate in Europe by 2015 ––Achieved 13.3% of sales from innovative to a demonstrable improvement in perform theirs in 2016 ––Develop products with products in 2015 customer satisfaction, improving environmental benefits ––All major new innovation projects to undergo Life Cycle Assessments (LCAs) by 2015 service and product quality by ––Innovation 2020 products targets ––10% of sales from innovative products empowering people and making ––Increase external recycling activities by 2015 ––80% beverage can recycling rate in them accountable. Now we have Innovation Europe by 2020 ––Increase internal recycling activities launched Lean phase 2, which aims Innovation is a key focus for our 2015 products performance ––Work within the industry and with our business. We aim to fulfill the stakeholders to increase the beverage to make Lean longer, deeper and ––The latest data available on the can can recycling rate in the US wider: longer, because it is a five- potential of aluminium and its recycling rate in Europe is for 2013. alloys by developing new products This shows another improvement over 2012 ––Each business unit to carry out a customer year program; deeper, because it is with 71.3% vs. 69.5% for the previous year satisfaction survey every two years being implemented at Autonomous that provide enhanced properties, ––We have 100% achieved our LCA target. ––Target improvements in our innovation KPIs Production Unit (APU) level; including greater strength, All new innovation projects underwent a and wider because it embraces lightness, durability and more sustainability checklist, with LCAs being efficient recycling. additional functions. New sawing center increases For more information on Lean performance and safety see pages 14–15 Making progress against KPIs New equipment is set to transform sawing capability and performance Recently developed products Year of Just-in-Time at our plant in Sierre, Switzerland. Currently in its production start-up phase, Our innovation strategy continues Following our emphasis on quality the new machine saws, turns profiles to go from strength to strength. in 2014 our Chief Executive Officer 180°, deposits spacers and stacks – all One of our KPIs tracks the Pierre Vareille named 2015 the ‘Year of without manual intervention. The stacks of contribution that recently developed profiles are then transferred on rail carts Just-in-Time’. Initiatives undertaken products make to total sales: in during 2014 and 2015 that related to the nearby packaging area and Truck Preparation Area (TPA). 2015, 13.3% of sales were from to these themes have helped us innovative products, ahead of our Sustainability focus in reduce the percentage of customer This investment will make it possible to reduce the lead time of our products by target of 10%. This was due in complaints by 60% and missed two days while also significantly increasing particular to our performance in deliveries by 56%. the productivity of two presses – which the automotive and transportation will no longer be bottlenecked by the sectors as well as the roll-out of sawing process. The new machine will Tracking levels of ® also enable us to implement pull flow our Airware technology. customer satisfaction from the TPA. These production and lead Following the survey across our time improvements are accompanied by Packaging and Automotive Rolled gains in quality because the traceability requirements of our rail customers are Products business in 2014, in 2015 managed by the machine and the technical it was the turn of the Aerospace and capability of the saw perfectly meets their Transportation business to gauge needs. Improved safety is another key satisfaction levels. benefit: the machine will reduce the number of operations involving cranes, which means reduced risk for our operators. Business and sustainability Business and sustainability 40 performance report 2015 performance report 2015 41 Making our products more sustainable (continued)

New patents Life Cycle Assessments This is because the lightweighting The number of new patents reflects the success of our ongoing investments in Research & Technology (R&T). Looking ahead We use LCAs to identify ways properties of aluminium improve New patents underpin our drive to create successful new products and prepare the business for future developments. –– Continue to invest in research to improve the environmental fuel consumption during the usage In 2015, we published 16 new patent families, an increase of four since 2014, and filed 18 new patent families, up from and new technologies to performance of existing products and phase, while efficient recycling also 16 the previous year. We also validated 46 new Innovation Records, which is a measure we use internally to track new allow the development of those in development. During 2015 we recovers a significant part of the ideas. This represents an increase of six new innovations since 2014. new products and solutions continued with a number of initiatives initial investment. covered in last year’s report, and –– Continue to work on enhanced Key innovations in 2015 extended the scope of LCAs to include CMS: How aluminium compares with steel kg CO2 e material performance, notably 200 two new projects. Market Product Innovations through lightweighting initiatives Automotive HSA6 A new generation of high-strength alloys, HSA6 is the highest strength Firstly, we expanded our car 150 extruded 6xxx series alloy available on the market. Extra strength allows component assessments to include 100 for lighter parts for automotive applications. Environmental benefits the extruded and machined parts used in Crash Management Systems Environmental benefits: car lightweighting delivers lower fuel consumption 50 of products (CMS). The results show that over a and associated CO emissions. It also has excellent corrosion resistance. 2 The increased use of aluminium is full life-cycle, the aluminium product bringing significant environmental produced significantly fewer GHG Surfalex® HF A new skin material for complex automotive parts, which provides superior benefits to society – benefits which emissions than its steel counterpart. -50 formability in terms of deep drawing, hole expansion and stretch forming we enhance through our product Aluminium Steel Aluminium Steel by stage by stage overall overall during the stamping process without compromising on design. Builds on the portfolio and developments. Metal production Use success of our established Surfalex® product. Surfalex® HF was nominated We use specific tools such as LCAs by the International OEM Advisory Board as ‘Automotive Engineering Expo to measure these benefits. We have End-of-life Overall Innovation Star 2015’. achieved our target of ensuring that all new innovation projects undertake For more detail on our LCAs, visit our Environmental benefits: car lightweighting delivers lower fuel consumption website at www.constellium.com/ a sustainability checklist, with LCAs sustainability/life-cycle-of-aluminium and associated CO emissions. 2 being performed where appropriate. In 2015 we continued to make good Aerospace Airware® 2065 A new extrusion alloy for light extrusions such as fuselage stiffeners or seat progress in conducting LCAs. tracks and heavy extrusions such as wing stringers. It has already been commercialized at our manufacturing facility in Montreuil-Juigné (France), Evaluating the environmental with Issoire (France) soon to follow. performance of our products Environmental benefits: aircraft lightweighting delivers lower fuel We currently deploy two separate

consumption and associated CO2 emissions. but complementary tools to check the environmental impacts and benefits of our products. During 2015, we Industry Dokima™ & Dokima™ Aluminium alloy plates (produced by our Ravenswood and Sierre achieved our target of assessing all Endurance manufacturing facilities) for semi-conductors, flat screen displays and solar new projects using one of these tools, panel fabrication components. as part of our innovation gate review Environmental benefits: increased lifespan due to extremely low process. This commitment contamination which saves on replacement costs. Low wafer rejection rate will continue through 2016. cuts waste and increases production efficiency. Sustainability check tool Packaging Aeral™ A new product which enables the production of aluminium aerosol cans by During the innovation process, Drawn and Ironed (D&I) process which delivers a 30% mass savings compared we use a sustainability check tool to make sure sustainability aspects

to Impact Extrusion process, as well as faster processing speeds. Sustainability focus in (including environmental impacts Aluminium alloy microstructure revealed after selective Environmental benefits: up to 30% less material needed, which reduces the and benefits) are taken into chemical dissolution environmental footprint of the aerosol cans. account when we decide whether Unique advantages, infinite opportunities or not to continue with a product With its unique combination of strength and Wear and corrosion resistance Heat Exchanger Kool X™ A new solution for demanding heat exchanger applications, such as water or process development. lightness, durability and recycling, aluminium The high durability of aluminium means that charge air coolers and evaporators, providing an excellent combination of has intrinsic environmental advantages over replacement products or components are not alternative materials such as steel. required so frequently. This in turn reduces claddability, improved fatigue and corrosion resistance. the need for new products or components Strength and lightness to be manufactured, together with the Environmental benefits: car lightweighting delivers lower fuel consumption These qualities lead to enhanced associated environmental impacts. performance during use, particularly and associated CO2 emissions. In addition, reusing cooled exhaust gas in the through fuel savings, and are responsible Easy sorting and recycling combustion chamber increases engine efficiency, which contributes to lower for the growth of aluminium in the general Eddy current technology means that levels of GHG emissions. transportation market – particularly the aluminium can be easily sorted and recycled, automotive segment. returning this valuable material to the starting point of the value chain where it can begin a All of our key innovations are fully recyclable at the end of their life. new life. Business and sustainability Business and sustainability 42 performance report 2015 performance report 2015 43 Making our products more sustainable (continued)

We also used an LCA to assess The most recent industry figures These partnerships enable us to Our recycling partnerships the impact of our new GRIPSTER™ show that in 2013 the beverage can share the cost of projects while also La Boîte Boisson La Boîte Boisson brings together the main can and metal producers in France to promote and support the treadplates for refrigerated trucks. recycling rate in Europe increased to helping us share ideas and skills, national can industry. In 2015, it celebrated the 80th anniversary of the aluminium can with a number of This new product delivers improved 71.3%, up from 69.5% the previous and engage with stakeholders from events and initiatives, including a short documentary on the history of the beverage can. environmental performance through year. We are committed to developing the entire aluminium value chain. an extended lifespan, due to better and promoting recycling programs, Engaging other stakeholders is at the Canibal We have installed Canibal machines (see 2014 Business and sustainability performance report) in our Paris headquarters and the Neuf-Brisach plant. In 2015, we collected the first data since installation, wear resistance, thereby avoiding through partnerships with other core of our sustainability approach which showed that we saved 178kg of CO and collected 4,500 beverage containers. the need for early part replacement. organizations as well as through ‘Altogether, more sustainable’. 2 This LCA confirmed durability our own initiatives. Our view is that working together with CR3 We continue to participate in the CR3 program, which promotes scrap sorting, notably for car recycling as a key aspect of our products’ like-minded organizations will help (see page 42). environmental performance. Doubling our recycling capacity create a range of common solutions. Our acquisition of Wise Metals at European Aluminium As active members of the European Aluminium Association, we supported the Circular Economy Package, an action plan adopted by the European Commission to stimulate Europe’s transition towards a circular Looking ahead the start of 2015 not only gave us “Our team at CR3 (Center economy. The plan aims to ‘close the loop’ of product life-cycles through greater recycling and re-use, and an ideal platform to expand our for Resource Recovery deliver benefits for both the environment and the economy. We have made constructive suggestions on –– Continue to carry out a presence in the fast-growing and Recycling), which the plan and will closely follow its implementation, country by country. sustainability check on all US marketplace, it also more than new projects doubled our recycling capacity. is supported by C-TEC , IRT M2P Following previous campaigns related to car shredding, IRT M2P analyzed aluminium-rich shredding Constellium’s technology fractions, with results presented at the International Automotive Recycling Congress in Berlin within a –– Widen the scope of products Known as Element 13, the recycling center, has developed joint presentation with IRT M2P partners Derichebourg and ArcelorMittal. We used our mass flow analysis covered by LCAs, ensuring that facility at our Muscle Shoals plant is (MFA) tool (see below) to provide support and data to the PhD thesis undertaken by IRT M2P. they are carried out on all new one of the largest recyclers of used X-ray fluorescence (XRF) major developments beverage containers in the world. systems and laser-induced Clean Sky The SENTRY program, explained in last year’s report and led by Aircraft manufacturer Dassault Aviation, Every year our Muscle Shoals facility concluded in 2015. The program involved Life Cycle Assessments of end-of-life aircraft fuselage panels, –– Continue our focus on innovation breakdown spectroscopy including standard and new generation alloys. The results were presented at the Aircraft Recycling to develop new products that recycles around 14 billion used technologies to separate Symposium in March 2016, with a contribution on recycling delivered by our Sustainability Manager, can deliver environmental beverage cans – almost one in every scrap. After the sorting Olivier Néel. The SENTRY project was awarded the first prize at the CLEAN SKY forum 2016. benefits to our customers six cans sold in the US. process with XRF, which and society AMAP We engaged in the Advanced Metals and Processes (AMAP) program, a collaborative platform in the This huge capacity, together with identifies the part by its field of metal production and processing held at Aachen University. A specific area of work during 2015 the plant’s capability to recycle chemistry, a signal is sent concerned the modeling of furnace burners in order to improve process efficiency. products at their end-of-life (EOL) Recycling as well as scrap from customers, is to pneumatic hammers that eject the part into a Infinite recyclability is one of helping us make significant progress on ‘closing the loop’ in beverage bin. It involves high-speed Creating recycling initiatives in aluminium’s key sustainability Looking ahead advantages over other materials. can recycling. computing as all of this has Research & Technology (R&T) Recycling reduces the need for to happen in nanoseconds.” We are committed to improving the –– Continue to work with various stakeholders to further improve the overall Building partnerships primary aluminium, and hence Diran Apelian efficiency of recycling processes, and aluminium recycling efficiency, particularly collection, sorting and re-melting reduces waste production and While we work hard to develop Director of the Metals therefore further enhance metal yield. –– Continue to improve our own recycling processes our own recycling initiatives, Processing Institute resource depletion. It also reduces at Worcester Polytechnic For example, we are exploring ways GHG emissions across a product’s we also believe that engaging in Institute in Massachusetts to separate and analyze batches of –– Partner with customers on closed loop recycling life-cycle. partnerships should play a key and Lead of Center for scrap to enable us to use them in the –– Continue to use our MFA tool to determine future recycling flows role in further developing the Resource Recovery appropriate applications or alloys. and Recycling world’s ability to recycle products containing aluminium. As part of this program, in 2015 we launched a dynamic Material flow analysis (MFA) tool which models Communicating the importance flows from metal elaboration to a of end-of-life (EOL) recycling Constellium University Technology Center (UTC) – a new driving force for innovation Sustainability focus in final product’s EOL and recycling. During the year we published a recycling Being innovative and close to our customers is The Constellium University Technology The new alloy and process technologies will By taking account of production brochure, as part of a communications then be transferred to Constellium’s extrusion campaign to increase awareness of an important driving force for Constellium. Center (UTC) at Brunel University London is a history and a product’s lifespan, our For our automotive business, this strategy is center of excellence dedicated to the design, and automotive structures plants worldwide, recycling metrics and the importance of EOL breaking new ground at a university campus in development and prototyping of aluminium thereby closing the gap between fundamental tool estimates aluminium flows at recycling. Targeted at employees, business West London. alloys and automotive structural components. R&T and series production. With the new different stages. Using this data, the partners and other stakeholders including Featuring industrial size aluminium casting stronger alloy portfolio, Constellium is able to policymakers, NGOs and trade media, the design, develop and deliver lightweight, high- tool can identify when, how much brochure explains the role of EOL recycling and extrusion equipment in its first phase, strength aluminium automotive structures and in what form the metal is going and showcases our efforts to increase and the Constellium UTC will provide a rapid and CMSs to help automakers improve fuel improve recycling, including LCAs. prototyping capability. This will reduce to become available for recycling. economy and reduce CO2 emissions in order to development times by 50% for the advanced meet more stringent regulations. These new Work is currently in progress to include This brochure can be downloaded from our aluminium alloys that will enable the developments, based on 6000-series alloys, website at the following address continued lightweighting of automotive also improve recyclability through their details about alloy families in order to constellium.com/content/ structural components. compositional compatibility with alloy grades provide insight on the expected need download/7813/120379/version/3/file/ in current usage. Constellium+-+recycling+brochure+- for alloy separation, thus paving the +october+2015.pdf For more information way for much more efficient recycling see page 24 of products in the future. Business and sustainability Business and sustainability 44 performance report 2015 performance report 2015 45 Supporting our people

We made good progress on safety In addition, we have introduced a five- The Contained Hazards program over the last year. Our RCR1 minute safety talk at the beginning highlighted in last year’s report has Protecting the health and decreased from 3.65 to 2.86, a of each daily site meeting to further been fully rolled out. This program reduction of 20%, with these figures embed our safety culture. Every day, encourages employees to contain including our new operations at the team leader presents a new topic and report hazards before they Muscle Shoals, Bowling Green to the operating team – for more cause incidents. We saw a 2% safety of our employees, and Changchun for the first time. details see the THANK YOU AWARDS month‑on‑month increase in However, despite this achievement on page 48. employees engaging with this we recognize that there remains program during 2015. much work to do – we experienced contractors and visitors During the year we continued to focus seven serious injuries during 2015 on a wide range of risks, including and this is clearly unacceptable. a program to introduce hands-free as a top priority We completed our 2015 safety casting to protect operators in the program as planned and have event of a molten metal explosion. identified new targets for 2020 Our people are the single most important factor that drives Our overall aim is that slab casting to further improve performance. our continued success. We are committed to supporting them units work in hands-free mode and we successfully introduced five of such at all times by: protecting their health and safety as well as Safety program and actions units in 2015. that of contractors and visitors; and striving to further enhance Behavior management Slips, trips and falls are frequent employee engagement and development. We have further improved our Improvement through integration causes of accidents and are therefore Leadership Safety Tours. Under this During the year, we began to integrate another ongoing area of focus, program, all our leaders – from senior the Constellium approach to EHS into and we are now in the process In summary processes at the Muscle Shoals plant in of implementing best practices. managers to shift supervisors – interact the US, following its acquisition in 2015. with shop floor employees to promote Furthermore, we produced a new 2015 people targets than the industry average of the US Bureau We have introduced a number of proven Materiality coverage of Labor statistics (2014 figures) safe behavior and to eliminate at risk Constellium initiatives and are pleased to video to help prevent risks associated ––60% improvement in the recordable case report that the Recordable Case Rate for the with the man-machine interface. ––Ensure safety at work 1 behavior. Our target was to achieve a rate (RCR) by 2014 ––60% improvement in employee plant has reduced by 54%, compared with The video, which is available in four ––Reduce psycho-social risks ––No serious injuries in 2015 contributions by 2014 quality score of 85% but we surpassed 2014. Our actions during the year included ––Reduce use of harmful substances ––50% improvement in employee ––75% participation rate in the 2014 it with 90%. work to implement six critical directives languages via the intranet or on (SVHC) contributions by 2014 employee survey and three tools, as well as the introduction DVD, is used for training employees of Safety Tours, of which 2,514 have been ––Develop training and empowerment ––75% participation rate in the employee ––Two-point improvement in employee Training plays an important role in at plants. completed so far. In addition, compliance survey in 2014 satisfaction in 2014 ensuring the safety of newcomers to ––Improve employee satisfaction with our Man Machine Interface initiative is ––Six-point improvement in employee the business. In 2015, we improved our 2020 people targets in progress and we have also provided two- Global safety management satisfaction rate in 2014 versus 2012 programs for newcomers, including day EHS FIRST Leadership Training courses ––Reduce our RCR every year by 10% All our sites are integrated into our a reduction in the time between to 164 supervisors. 2015 people performance ––A maximum of four serious injuries a EHS FIRST system. This ensures initial hiring and the completion ––Reduction of 20% in the RCR vs. 2014 year by 2020 that we are able to develop reliable (including Muscle Shoals facility) ––Be in the first industry quartile in terms of Environment, Health and Safety Risk management benchmarks and share best ––Seven serious injuries in 2015 (including of best safety results (EHS) training. Muscle Shoals facility) ––Six-point increase in overall employee Risk management helps us identify practices. In 2015, we achieved Constellium’s RCR is 3.5 lower than the satisfaction by 2020, from a 2014 baseline We use a structured problem-solving and prevent incidents, and in 2015 good progress on the integration of aluminium industry average calculated by ––At least one community action per 2 process known as 8D to investigate we developed, or expanded, several the Muscle Shoals plant into our EHS European Aluminium and 5.5 times lower site every year all recordable cases, high-potential organization. See the improvement 1 Please see footnote on page 45 key initiatives. For example, we near misses, high-potential first have created a standard Hazard through integration case study above. aid incidents and environmental Identification, Risk Assessment, We are committed to using our events. During 2015, the number of Risk Controls (HIRARC) tool to track experiences and skills to support the Sustainability focus in 8D investigations almost doubled, risk reduction. Implementation is wider industry and participated in the from 204 to 395. currently in progress and we expect 2015 biennial European Aluminium We also introduced a number of the tool to begin improving risk safety workshop, sharing methods new initiatives in 2015, including the management in 2016. and successes. implementation of our business unit We have also developed a tool for (BU) President site visit program, in our Standard Operating Procedures line with our desire to create more (SOPs). This tool helps to analyze visible EHS leadership. Through this the work step-by-step in detail and 1 RCR measures the number of fatalities, serious program, once a year, BU Presidents injuries, lost time injuries, restricted work injuries produce a standard procedure to guide or medical treatments per 1 million hours worked. exclusively dedicate at each site a full Project contractors and visitors have been systematically safe working. With no differences included in serious injuries statistics since 2008. day to EHS matters. between work practices from crew Before that, only ‘extended’ contractors, such as canteen to crew, we will be able to eliminate and security staff were included 2 8D is a problem-solving method structured as a step-by- unsafe practices and practices which step road map to truly understand the problem, its root could lead to quality issues. causes and to develop robust and sustainable solutions Business and sustainability Business and sustainability 46 performance report 2015 performance report 2015 47 Supporting our people (continued)

Employee guide for We held four onboarding seminars Constellium University for Diversity emergency situations during the year, three in Europe and all employees We manage diversity at a local one in the US. Over 100 newcomers The new employee guide is based on Leadership training level. At Neuf-Brisach, for example, observations from drills carried out in representing 24 nationalities we support gender diversity by Our Lean leadership curriculum aims 2014 as well as in-depth knowledge participated and we are planning a advertising in schools, apprentice to improve performance, building of our specialist teams across the similar number of seminars for 2016. centers and recruitment shows for capability and embedding the Lean business. The first emergency and Labor females to apply for our apprentice culture in all our plants. Each month, crisis management guideline has Job-specific training program. This has led to a higher we organize a Lean training session now been prepared and will be proportion of female apprentices Within 12 months of joining, in one of our plants, focusing on Improving safety implemented in 2016. Strive to enhance and is also expected to lead employees are required to undertake a specific topic and targeted at We continually strive to improve safety employee engagement training on their specific function. to more females gaining full- performance and work hard to protect our Reducing the use of specific leaders. people. Although we are never complacent, and development For example, more than 50 people time employment. harmful substances In 2015, more than 500 front-line we are pleased to see that our initiatives are from sales teams from across Our drive towards greater diversity driving steady progress. During 2015 we removed more Training and empowerment managers and APU managers Constellium attended Sales also includes the issue of nationality. Zero recordable cases is a reality in many than 20% of substances of very Our training programs address our participated in a conflict Negotiation training sessions held At C-TEC, we employed engineers Constellium plants. Valais, Montreuil-Jugné high concern (SVHC) from our key strategic issues such as Lean, management training module. in Europe and in the US. from 22 different countries in and Changchung reached ‘zero recordable operations. This is part of our ongoing growth and innovation. While we In 2016, the focus will be on cases’ for 0.5 million hours worked. Decin, 2015, reflecting the diversity of commitment to minimize risks and have a strong training focus at a These two-day sessions focused ‘Addressing Poor Performance’. Gottmadingen and Ussel celebrated their our customers and partners. two million hours worked without any exposure for our people and is an on objectives including improving local level, in 2015 we launched our In 2016, we will be launching an recordable cases. important part of our EHS policy. Constellium University initiative to negotiation skills, developing a systematic negotiation preparation initiative for middle managers, Human Resources deliver corporate programs that focus focusing on the impact that particular Information System on broader strategic and company process, the value-based approach Well-being Looking ahead leadership styles have on the team culture issues that are relevant to to sales, improved customer As planned, we implemented our new We continued to implement our –– Continue to implement key communications and best practice environment, and the basics of global Human Resources Information all of our sites around the world. finance for non-finance employees. program to prevent stress-related safety projects such as; hands- Training delivered by Constellium sharing. In 2016, this program will System (HRIS) during the year in order free casting; handling molten be rolled out to support functions to harmonize and streamline HR, IT illness at our Issoire site and University targets both new joiners Building knowledge across metal; standardization of Hazard including project management and, commencing in 2016, Identity C-TEC center, and this has been as well as current employees, with different functions complemented by specific programs Identification, Risk Assessment, training for IT, Finance and functional and Access Management (IAM) a strong focus on Lean as well as on We provided seven sustainability at other sites. For example, at Neuf- Risk Controls (HIRARC); and developing functional competencies. training for HR. systems across the Group. Brisach we carried out a survey to avoiding slips, trips and falls training sessions for a total of more than 100 sales managers This new system supports all our evaluate risk associated with psycho- –– Implement the Standard Constellium University for newcomers HR processes including employee social issues and stress. The plant has during the year, building an Operating Procedures (SOPs) Onboarding seminar understanding of sustainability data management, performance since appointed an external specialist and talent management and, –– Implement a crane operator For professional new joiners, we have and why it matters to Constellium. organization to create a program to from 2016 onwards, will also safety program to prevent created a Constellium University We are now exploring opportunities help us mitigate these risks. support recruitment. fingers from being pinched when program that aims to integrate to integrate sustainability training Reducing environmental risk touching suspended loads them quickly and effectively into our into Constellium University as well as Company and ways of working. planning to build an e-learning tool Standardized environmental analysis –– Implement a new safety and extending sustainability training While we cannot eliminate leadership program aimed to purchasing teams. environmental risk entirely, we at training shop floor shift can influence the likelihood of an supervisors on safety tools and accident prevention Constellium University supports environmental event by improving Lean Transformation our preventive controls. –– Launch a safety-themed Within six months of joining, all professional drawing competition among new joiners are required to attend a Lean Our new environmental risks tool aims Sustainability focus in employees’ children to bring workshop to practice and apply Lean tools to unify the methodology we follow on an active Lean program. In July 2015, we a family perspective to safety Participants of first onboarding seminar engage in to analyze environmental issues. group dynamics opened a new Lean Training Center at our It ensures that all on-site activities are at work Gottmadingen plant. covered and appropriately assessed to A multidisciplinary team provides new –– Implement a health program In our first onboarding seminar define significant impacts and priorities. focused on healthy eating, physical employees with a complete overview of our participants learned about our Lean system in miniature form – with the This enables each site to implement exercise and coping with mental mission and values as well as our entire operation represented in a space of actions to reduce its environmental risks. only 20 meters. The Gottmadingen team stress at two pilot plants, Neuf- products and customers, and also Brisach and Ravenswood is already preparing other training sessions In addition, the tool helps us to took part in a dedicated training to help employees implement Lean identify emergency situations, –– Complete implementation of the session on aluminium. EHS, our first throughout the site. prepare actions to prevent accidents Environment Assessment Tool and foremost priority, was a key or mitigate their impact. aspect of the program, along with –– Continue to eliminate SVHC our Lean Transformation and Participants attempt to match CO2 emissions with the leadership training. corresponding activity Business and sustainability Business and sustainability 48 performance report 2015 performance report 2015 49 Supporting our people (continued)

Engaging with our employees Communication The talks are focused on injury Environmental issues In 2015, these were support Ravenswood CARES We continued to take actions to We launched a local employee prevention, sharing best practice We are committed to recycling, for Doctors without Borders and increase employee engagement newsletter at Decin and Levice in from other sites and discussing which is a key environmental benefit a scheme whereby employees are In 2015, the local human resources team potential hazards and risks at Singen. able to make donations via payroll. at Ravenswood launched Constellium in 2015. order to improve information flow of aluminium. For example, in 2015 CARES, a program aimed at reinforcing and support employee satisfaction. The team provided shift supervisors our world-class technology center, the important role that employees, Global Employee Survey (GES) Community outreach At Ravenswood, we produced a local and team leaders with the skills C-TEC, partnered with a local school families, and communities have at Family or open days showcase our Constellium. Employees request activities Although we did not reach our target newsletter and also introduced ‘town to lead the talks and produced daily to collect aluminium waste, while operations, reflect the pride of our or suggest projects they would like to take of a six-point increase in employee hall’ employee meetings. Group-wide, one-pagers to promote safety in the employees at our Ravenswood site part in and a team, created specifically people and help underpin our role satisfaction results by 2014, we are our IT teams implemented our ‘flash rolling area and casthouse. Now we participated in street fairs to raise for this program, meets weekly to review 2 as a community-focused employer. working hard to increase performance meeting capability’, which enables are rolling out the five-minute safety environmental awareness. submissions and track the progress of We held such events at many sites events being planned for employees and ahead of the 2016 GES. We have re- Constellium people from anywhere in talk across Constellium, and in 2016 Educational and social programs during 2015, including at Decin, Levice, their families. Examples of activities stated our target to achieve a six-point the world to meet up virtually. it will be a part of every flash meeting.2 in 2015 included: a Baseball Family increase by 2020, and focused on the We believe in laying the foundations Montreuil-Juigné and Ravenswood. Night, with 800 tickets reserved for following key areas over the last year: Three other teams were honored for future skills and fund a large employees; the Relay for Life Team, which Sport and healthcare with Gold THANK YOU AWARDS number of educational initiatives, saw employees raise funds for cancer Company culture during the year. The Gold Award for such as apprenticeships. At Decin, we The combination of sports and charity research and take 1st place at a relay customer focus went to the Neuf- has a positive impact on the health event; and the Toys for Tots Team, which We introduced several initiatives sponsored local schools and students delivered three truckloads of toys to around communication on customer Brisach team responsible for the FT1, in 2015, recognizing the achievements as well as the community spirit of our children in need. needs. At Landau, for example, we a heat treatment furnace dedicated of the top performers. employees. We supported a number used 8D1 to help shop floor teams to the automotive body sheet market. of activities during the year, including At Ravenswood employees took part become more aware of how customer Local HR not only produces the newsletter but also Their efforts in boosting the FT1 ‘La Clermontoise & Raid’ ‘Terre ensures all employees receive a copy of every issue in a ‘Read aloud’ program, one of complaints impact the Company. capacity resulted in significant d’Equilibre’ at Issoire, ‘Relay for Life’ at Looking ahead the many initiatives of Constellium Customer feedback was also central growth rates with all key customers. Ravenswood and soccer tournaments CARES (see case study opposite) and –– Expand Constellium University, to presentations at Neuf‑Brisach Employee recognition at Gottmadingen and Singen. The team responsible for the at Muscle Shoals, we participated not only in terms of program and Singen. Part of a Group-wide We are developing initiatives to Ford F-150 program launch at in a project by the local Chamber of At a corporate level, we continued content but also in the program, these presentations ensure complement our long-established Van Buren, US, received the Gold Commerce to address economic, social to sponsor our employee Majid number of attendees and that all our people understand the THANK YOU AWARDS, including a new Award for operational excellence. and cultural issues in the community. Jabbour, enabling him to compete their job functions needs of our customers. Service Awards program to recognize Our new GRIPSTERTM vehicle flooring in international regattas and work In addition, we carry out a wide –– Develop sustainability training In addition, our Valais site held a the contributions of long service solution has been an outstanding towards the 2016 Olympic Games. range of activities that reflect for our purchasing team series of monthly lunches where employees at Ravenswood. success, and the cross-functional our commitment to being a employees could discuss issues collaboration between the teams at –– Conduct Global Employee THANK YOU AWARDS responsible business. with the Site Director, and at Van Issoire and C-TEC was recognized by Survey 2016 This year, the THANK YOU AWARDS the presentation of the Gold Award Buren we organized a range of –– Develop a community were again structured around the in the innovation category. meetings between management and engagement guide at those sites categories that reflect our business employees. These included quarterly yet to start a program, focusing priorities: EHS & Sustainability; Community involvement business updates and monthly on initiatives that provide customer focus; operational roundtable sessions. We are committed to supporting the benefits to local stakeholders excellence; and innovation. communities close to our operations, as well as Constellium Training and development playing a part in their successes and We are committed to helping our being a good neighbor. Our community –– Encourage all sites to implement employees work effectively and initiatives are currently developed at least one engagement build rewarding careers. In 2015, and implemented at a local level, program during the year ahead we continued to provide training although we are moving towards a and development initiatives, more consistent, company-wide including: evaluations, appraisals approach. Our aim is that each Sustainability focus in and mentoring; programs to develop site should implement at least one job mobility and facilitate promotion; CEO Pierre Vareille and President of Aerospace and community program per year. In 2015, Transportation Ingrid Jörg present the Gold THANK YOU and a series of structured job- AWARD to Five-Minute Safety Talk our activities were conducted across specific training courses. four broad areas of focus:

The Gold Award for EHS & Sustainability Toys for Tots was presented to the Singen team in During the year, our people based at Van Employees collected toys for a week, with the Buren in the US supported Toys for Tots, an Company committing to add a further $5 for Germany. Team members increased organization managed by the Marine Corps. each toy donated by an employee, up to a total the reporting of hazards and near At Christmas, Toys for Tots provides gifts for of $500. At the end of the week, 102 toys were misses, and reduced recordable children who would otherwise not receive any, collected and the Company donated the full including thousands in the greater Detroit $500 in recognition of our employees’ efforts. cases, by introducing a five-minute 1 8D is a problem-solving method structured as a step-by- step road map to truly understand the problem, its root area close to the plant. safety talk as part of the site’s daily causes and to develop robust and sustainable solutions In the photo (left to right) are: Theresa Daws 2 (MRO Purchasing), Ed Dover (EHS Manager) flash meetings. 2 A daily meeting to discuss the progress of KPIs, any outstanding issues, gather suggestions from team and Paris Johnson (HR Administrator). members and organize priorities for the day Business and sustainability Business and sustainability 50 performance report 2015 performance report 2015 51 Making our operations more efficient

Improving our Meeting our 2015 energy The implementation and energy efficiency efficiency target performance of the network’s Our target for 2015 was to improve actions will be tracked quarterly. Improving the efficiency When we consider energy efficiency energy efficiency by 10%, from a 2010 across the full life-cycle of a product, The challenge will be to activate baseline. As we reported last year, we aluminium has inherent advantages each of the levers that affect energy succeeded in reaching this target in over alternative materials. Light performance: technical solutions, of our operations 2014, 12 months ahead of schedule. and strong, aluminium content in including upgrading equipment products such as cars and airplanes One of the highlights of 2015 was the and optimizing processes; We will achieve our objectives by further improving our leads to significantly greater energy successful upgrade of a recycling managerial functions, including operational performance, by optimizing the way we use efficiency during the usage stage, furnace at Neuf-Brisach to incorporate standardizing best practices and while aluminium can also be infinitely oxyfuel technology, which resulted enhanced process parameter control; natural resources such as energy, and by preventing and recycled using only moderate in more energy efficient recycling and improving the way we manage minimizing our environmental impacts. amounts of energy. These advantages at the plant. However, despite energy recovery and productivity. outweigh the fact that aluminium this achievement, our overall In addition, the network is providing is energy intensive during the performance slipped slightly during methodologies and solutions manufacturing stage. the year which means that we have that explore the best ways to fund in fact improved energy efficiency by We strive to make sure that energy-related projects. only 9% since 2010. This was mainly aluminium delivers on its potential due to lower energy performance In summary to save energy by working hard on of specific industrial equipment energy efficiency initiatives across decrease in energy efficiency. In total, and ramp-up of new products Materiality coverage 2015 operations targets our plants. we achieved a 9% reduction by 2015 from that impaired overall efficiency. ––75% total landfill reduction by 2020 a 2010 baseline with legacy Constellium ––Prevent pollution from operations Most of these issues have now been ––Reduce waste from operations ––10% decrease in energy consumption per ––As planned, we have certified all our processed unit by 2015 resolved and they should not affect ––Improve energy efficiency of operations major European sites to ISO 50001: Burg, ––Major European sites to gain ISO 50001 Crailsheim, Decin, Issoire, Landau, Neuf- our 2016 results. ––Reduce our greenhouse gas emissions certification by 2015 Brisach, Singen and Valais, representing almost half of our sites Targeting an additional 10% 2015 operations performance improvement ––Due to a number of factors including the 2020 operations targets acquisition of the Muscle Shoals plant, ––Reduce landfilled waste coming from We remain committed to further we have revised the landfill target production by 10%, including Muscle gains in energy efficiency, and ––We achieved the 10% decrease in energy Shoals (vs. 2015) have targeted an additional 10% consumption per processed unit one year ––10% energy efficiency improvements improvement by 2020. In order to early, in 2014. However, 2015 saw a slight by 2020, including Muscle Shoals (vs. 2015) support this goal we have reactivated and reinvigorated our energy network. The first kick-off meeting took place in December, chaired Improving energy efficiency by Ingrid Jörg, President of our at Decin Aerospace and Transportation As a major consumer of electrical energy, our site at Decin in the Czech Republic has Energy efficiency by design business unit and Chairwoman of actively explored ways to save energy for the Our new casthouse at Issoire not only the Sustainability Council. last decade. This process continued during helps us meet increasing demand for our 2014, with the completion of ISO 50001 groundbreaking AIRWARE® technology The network’s task is clear: certification following the installation of – it also does so with state-of-the-art reduce our energy consumption energy monitoring systems on appliances energy efficiency. in order to not only cut costs but in the previous year. Energy-saving initiatives remain top priorities at Decin, For example, heat from the cooling airflow also significantly decrease our and in 2015 the site joined the Constellium Sustainability focus in of the induction system is recovered to environmental footprint. Among a Energy network project. provide building heating, ensuring its energy is not wasted. At the same time, instead of range of early actions, the network During the year we completed a major relying on air conditioning, the casthouse has determined our 2015 energy project to revamp the obsolete central draws its cooling air from outside the plant, efficiency performance as a baseline generator pump stations, where a thereby reducing energy consumption. high-pressure mixture of water and The casthouse also features an LED system and gained an understanding of how oil (AKU station) powers four press with optical sensors that save energy recent improvements have impacted lines. The project’s aim was to deliver by automatically optimizing the lighting performance. This has laid the a combination of savings in energy, according to the amount of daylight. maintenance and scrap. We therefore groundwork for future initiatives. decided to replace the old pump with Overall, the innovative initiatives at four new ones that offered better output Issoire mean that the energy required for Following this stage, the network has parameters, with the old pump retained ® AIRWARE casting remains comparable defined an action plan for the coming as a back-up. to that needed for standard alloy casting, despite production being significantly more years, including the implementation Combined with other optimizations, this demanding. See page 40 for more details on of best practices. new pump system has reduced total energy AIRWARE®. consumption by 30%. Business and sustainability Business and sustainability 52 performance report 2015 performance report 2015 53 Making our operations more efficient (continued)

Achieving ISO 50001 certification –– Scope 2 relates to emissions However, this is not a simple process Life Cycle Assessment (LCA) We have successfully achieved associated with the production of as each scope comes with its own LCA tools are central to developing our aim of having all our major the energy we purchase – primarily particular complexities. an understanding of the key issues electricity, although this could European sites certified to the ISO Although Scopes 1 & 2 are relatively around reducing GHG emissions. also include other energies such 50001 energy management standard, straightforward to assess, they do not LCAs take into account a number as steam. in line with the commitment made reflect the degree of effort involved. of factors outside our own in 2012. –– Scope 3 relates to emissions For example, while increasing our manufacturing processes – such as product performance. ISO 50001 helps organizations occurring both upstream recycling activity is environmentally Among these factors, the such as Constellium conserve (emissions associated with the sound, it will increase our Scopes 1 lightweighting properties resources, tackle climate change, production of materials and & 2. This is because we will recycle of aluminium to reduce fuel and save money at the same time. products we purchase) and and cast the aluminium scrap in our consumption, and EOL recycling Based on continuous improvement, downstream (the distribution, facility, thereby increasing emissions, to minimize the need for primary it enables us to use energy more use and end-of-life (EOL) of the instead of simply purchasing primary metal play a major role. efficiently, through the development products we sell), as well as metal slabs or billets. The benefits of an energy management system. business travel and our employees’ of recycling can be quantified in journeys to work. either Scope 3, where the need for Looking ahead Our sites at Issoire, Neuf-Brisach less primary metal means lower –– Scope 4 relates to GHG emissions and Valais gained certification, Scope 3 emissions, or in Scope 4 –– Define a global GHG emissions that have been avoided. joining their counterparts in Germany Focus on GHGs as avoided emissions. In addition, reduction target with a scope For example, the use of aluminium that extends beyond our own and the Czech Republic, which To raise employee awareness of EHS, every COP 21 was the first time that countries Scopes 1 & 2 do not measure the in transportation often saves were already certified. Our German year Constellium dedicates a full day to from around the world attempted to reach benefits associated with more operations to include both our EHS. For the first time, the 2015 EHS day a universal agreement to limit the planet’s weight, thereby enabling lower sites successfully renewed their efficient products, such as lighter supply chain and our products’ included a significant amount of effort spent temperature increase to less than 2°C. fuel consumption during product certifications in 2015, endorsing automotive parts. These products distribution, use and EOL on educating people about GHG emission The final session of the presentation gave usage. Recycling aluminium also the progress they have made to date reduction initiatives and sharing ideas. our employees practical suggestions for how may lead to higher Scope 1 & 2 avoids GHG emissions because and their full engagement in the their individual actions can help reduce GHG emissions because they are more The day included a presentation on the emissions – such as using public transport, it replaces the need for primary principles of energy management. importance of GHG emissions, putting the complex to produce, even though turning off lights and identifying energy metal and produces significantly In total, almost half of all our sites issue into context and outlining the key reduction projects in our plants. the savings during the usage phase messages from COP 21 in Paris. lower emissions. There is currently around the world are now certified largely offset the extra impacts no existing standard for Scope 4. to ISO 50001. during manufacturing. Reducing greenhouse Accounting for GHG emissions To properly account for GHG Our view is that the inclusion of Scopes emissions, we also rely on guidance 3 & 4 is the key to demonstrating GHGs include carbon dioxide Environment gas emissions documents, such as those the true benefit of a full life-cycle (CO ), Sulphur hexafluoride (SF6), Gases recognized for their 2 provided by the GHG Protocol approach. However, they need to be methane (CH4), nitrous oxide contribution to global warming are (www.ghgprotocol.org) and handled with care to avoid the dangers (N2O), hydrofluorocarbons (HFCs) known as greenhouse gases (GHGs). Carbon Disclosure Project (CDP) of double counting or overlooking and perfluorocarbons. GHG emissions are a key measure (www.cdp.net). some aspects of our activity. of our environmental performance, Assessing GHG emissions involves We remain committed to accurately and we have already made good identifying emissions of such gases Defining our GHG emissions target and fairly measuring our GHG headway by focusing on energy associated with given activities. As we support a full life-cycle emissions. The above challenges efficiency targets. In the case of Constellium, this is the approach to determine the explain why we are continuing to melting, casting, transformation and Based on legacy operations, our environmental impact of our activities undertake a thorough exploration of Looking ahead recycling of aluminium products. direct (Scope 1) and indirect (Scope 2) and products, our aim is to assess the different scopes, before issuing –– Define and execute our roadmap emissions for the year decreased to GHG emissions are measured under the full range of scopes. an emissions target and disclosing it

to achieve a 10% improvement 705kt CO2e, mostly due to the use of four different scopes – and in order to the CDP platform. Sustainability focus in in energy efficiency by 2020, more specific electricity emission to report our emissions accurately from a 2015 baseline factors in several plants. and consistently, we are carefully Greenhouse gas (GHG) emissions kt CO2e considering which ones to include. 1,400 –– Use our energy network Due to its size and impressive 1,200 beverage can recycling capability, to share best practices –– Scope 1 includes direct emissions 1,000 1,185 across Constellium the acquisition of Muscle Shoals adds from our sites. In our case, 800 a significant amount of emissions to these are mainly associated 600 753 752 743 701

–– Continue to drive energy 705 694 our operations. However, to a large with the combustion of natural 686 efficiency improvements, using 400 446 446 434 446 414 403 extent these recycling activities also gas in our metal furnaces and 200 416 307 297

the tools and methodologies of 283 287 278 enable us to reduce the volume of recycling centers, but this scope 258 ISO 50001 2010 2011 2012 2013 2014 2015 2015 primary metal purchased, thereby also includes emissions from Legacy Constellium* reducing the GHG emissions Constellium-owned vehicles. Scope 1 Scope 2 Scope 1+2 associated with raw material purchasing (Scope 3). *Compared to 2014, evolution is mostly due to the update of electricity emission factors, based on suppliers’ information, instead of national average emission factors for previous years. Figures have been rounded to the nearest kt CO2e Business and sustainability Business and sustainability 54 performance report 2015 performance report 2015 55 Making our operations more efficient (continued)

Rising to the challenge A major investment in a new furnace However, avoiding sending this of flue-gas dust and associated excavation work led waste to landfill will also be part We continue to work with leading to a significant, though temporary, of our actions. organizations around the world to increase in our overall landfilled waste in 2015. explore ways to reduce waste sent to Looking ahead landfill, particularly flue-gas dust. The acquisition of the Muscle Shoals plant more than doubled our total –– Identify solutions for non-inert For example, during 2015 we launched waste such as flue-gas dust a dedicated collaboration program amount of waste sent to landfill. with Strasbourg University aimed While the overall waste volumes –– Improve waste sorting at Muscle at identifying new ways to process generated by Muscle Shoals remain Shoals and define an action plan flue-gas dust. This is a complex issue moderate, we will address this to reduce waste from the plant and although we have no progress situation over the coming years being sent to landfill to report at this point, we remain through a set of initiatives previously committed to finding a workable deployed at our other locations. solution in time. We have set an overall Constellium reduction target (including Muscle We did achieve success at our Shoals) of 10% in the amount of Ravenswood plant during the year, landfilled waste resulting from where we reduced the amount of flue- our production operations. We no gas dust we produce by improving longer have a target for demolition process control as well as identifying waste because it is closely linked to recycling solutions for other construction work and is therefore categories of waste, notably wood. difficult to predict.

Reducing pollution at source Key wastes Pollution prevention measures have been Pollution prevention measures include incorporated in the facility of our joint initiatives related to air emissions control, venture with UACJ Corporation in Bowling surface treatment workshop (retention design) Green, Kentucky. These measures have been and wastewater. Our EHS team conducts designed and constructed to comply with the regular audits to monitor the pollution regulatory framework and our own internal prevention process. EHS directives and guidelines.

Preventing pollution on-site Rolling out external audits Reducing waste sent Preventing pollution at our sites is In 2014 we piloted an external to landfill at the heart of our commitment to audit initiative to provide assurance Flue-gas dust Sludge Demolition waste As aluminium is a valuable resource, Origins: from filtering our furnace (melting Origins: formed during processing of Origins: from excavation, building and other minimize our environmental footprint. that our operations are compliant most of our production waste is or recycling) exhaust gases to prevent their wastewater from the aluminium surface infrastructure demolition. The amount we We do this by maintaining adequate with our internal directives and recycled. However, we do still produce emission in the atmosphere. These contain treatment workshops. As is the case with produce varies from year to year. tools and processes, including regulations. Following the successful metallic particles that need to be neutralized flue-gas dust, the production of sludge occurs some waste that is not recyclable by before further processing. because we remove and neutralize potentially Actions: can be crushed or ground and internal directives and guidelines, pilot at Montreuil-Juigné, we carried traditional means and therefore goes harmful substances to prevent their release recycled as construction material, backfill or as well as by ensuring that we have out two more external audits in Actions: ongoing partnerships with leading into the environment. material for embankments. Furnace insulation to landfill. Examples of this waste organizations to explore solutions. waste, such as refractory bricks, has been the appropriate protection and 2015, at C-TEC and Nuits-Saint- include flue-gas dust, sludge from Actions: depending on the composition of the in contact with liquid metal and therefore Sustainability focus in containment equipment. Georges, confirming that our internal wastewater treatment and waste sludge, solutions can include recycling it as requires special treatment before recycling. procedures performed satisfactorily construction material. Our emissions remain relatively from demolition (see case study on with only minor issues identified. stable and at a low intensity level key wastes). Four further external audits are for legacy Constellium. Although planned for 2016, at Neuf-Brisach, Production waste Metric tons our acquisition of the Muscle Shoals Issoire, Ussel and Valais. 120,000 plant added a significant quantity 100,000 of air emissions, due to the size of

80,000 112,910 95,926 the plant, the intensity of these 100,914 Looking ahead 95,350 91,992

60,000 90,474 86,410 82,491 78,051 emissions remains low. 79,794 78,050 78,539 76,620

–– Deploy our external 40,000 71,938 environmental audit program 25,919 11,214 10,840 20,000 9,628 9,683 8,840 8,940 8,224 6,662 4,876 4,716 5,014 3,950 at additional sites 2,329 2010 2011 2012 2013 2014 2015 2015 Legacy Constellium Total Recycling Incineration Landfill Business and sustainability Business and sustainability 56 performance report 2015 performance report 2015 57 Doing business responsibly

Employee Code of Conduct The number of executives taking part in the refresh is tracked and reported Looking ahead Every day, our people are required to every year. The relevant numbers for make increasingly complex business –– Continue to enforce our Carrying out our business 2015 can be found on page 70 of our decisions that have an impact on employee code of conduct performance data. colleagues, suppliers and customers, as well as the communities in which Developments in 2015 in line with our values we operate. We review the code on a regular We are committed to carrying out our business responsibly and The Constellium Worldwide Code of basis, expanding and updating it as Employee and Business Conduct aims necessary. In 2015, we included new complying with the highest standards of governance, in line with to help our people make the correct elements to cover issues of particular our values. We do this through a combination of internal and decisions by remaining true to our concern for employees in certain guiding values. It provides practical functions: specifically, antitrust Anti-corruption external initiatives: internally, we subscribe to the highest levels help and guidance on our framework for our sales teams and anti-fraud of transparency and accountability, and are developing Company of ethical values and outlines the for our accounting teams. The latter standards of professionalism and included a new policy on reporting Sustainable Supply and industry sustainability programs; externally, we actively integrity which we expect throughout fraud and irregularities. our business. Chain Management promote the adoption and implementation of sustainability We also enhanced our Whistleblower At Constellium, sustainability does policies by our suppliers and contractors. Company-wide observance Policy during the year to include details of a new Integrity Hotline. not just mean ensuring that our own The code applies to everybody at A confidential service conducted social, environmental and ethical Constellium from boardroom to by an independent company, the standards are in place. It also means In summary casthouse, without exception. Hotline enables employees to making sure our values are reflected across the supply chain. Materiality coverage 2015 responsible 2020 responsible business targets For those employees without direct voice concerns and suggestions ––Promote and enforce ethical business targets ––Have at least one site ASI certified access to a computer, it is the for improvement anonymously by Our Supply Chain Management Policy by 2020* business practices ––100% of key suppliers joining United responsibility of individual plants to phone at any time of the day or night. reflects the fact that our priorities Nations Global Compact (UNGC) by 2015 ––Engage suppliers in ––100% of key suppliers and those explain and monitor the code. At our The Hotline has toll-free telephone suppliers initially assessed as high risk are shaped by our respect for people sustainability performance largest sites, our internal control 2015 responsible evaluated or audited according to UNGC numbers in every country where and the environment in which we ––Increase economic performance principles by 2020 framework requires each of our business performance we have a manufacturing facility, live. We believe that our commitment employees to acknowledge the Code giving employees access to trained ––More than half of key suppliers are to responsible business should signatories of the UNGC of Conduct. specialists able to communicate in extend beyond our own business English, French, German, Czech, ––Implementation of a responsible supply For those employees with direct access and embrace our entire supply chain policy Slovak and Chinese. to a computer, we provide an e-learning chain. Our Policy aims to gather and Constellium was a founding member of use knowledge about our supply the Aluminium Stewardship Initiative (ASI) module for new employees, supported in 2012 and we have played an active role by an annual refresh. chain to drive improvements and to in its development as an independent reinforce our suppliers’ commitments organization. (See pages 36–37 for *Based on the assumption that there will be a to sustainability. more information on the ASI) certification scheme in place During 2015, we made good progress towards achieving that aim. Specifically, we have: –– developed our Supplier Code of Conduct. We identified 44 suppliers of products and services Sustainability focus in such as energy, metal, chemicals and machinery as key suppliers. Of these suppliers 80% have either signed the Code or produced their own Code of Conduct that we have agreed covers the same issues. Our purchasing teams Code of Conduct training at Decin are in contact with the remaining Every year, our plant at Decin runs sessions 20% of key suppliers, reminding which communicate the key aspects of the them that this is a mandatory Code of Conduct to employees. This live requirement. All new contracts training, which is attended by all employees, include this requirement; and also includes a dedicated time for questions and answers. Business and sustainability Business and sustainability 58 performance report 2015 performance report 2015 59 Doing business responsibly (continued)

–– launched a campaign to assess the Our first step was to conduct Basic assessment – scores Traders sustainability performance of our an internal risk assessment between 30 and 37 will require the We will assess traders biennially via key suppliers and to audit suppliers which identified three categories supplier to work with us to resolve a questionnaire devised internally. that were initially assessed as of suppliers: identified issues. The results will be benchmarked and carrying more risk. –– traders (such as metal traders who Good assessment – scores above we will work with the traders to devise are responsible for some aspects 37 are considered satisfactory. improvement plans if necessary. In line with our objective to of our sourcing); embed sustainability throughout This policy will apply to all key Constellium, we are also engaging –– key suppliers (those with a high suppliers. The only exceptions Comprehensive with our purchasing teams on the turnover with Constellium of will be for those suppliers which assessment platform role of sustainability in purchasing strategic importance) primarily in the internal risk assessment We have launched a program to assess the decisions. The teams will receive the metal and energy sector but has identified as providing clear sustainability of our suppliers by working training on the different areas and the also key suppliers of equipment, sustainability policies as well as with EcoVadis, one of the world’s leading assessment partners. EcoVadis operates implementation of the Supply Chain refractories, and all indirect goods external stakeholder engagement a collaborative platform that provides Management Policy. and services; and in matters of sustainability. Supplier Sustainability Ratings for The results of all assessments will global supply chains. EcoVadis provides –– suppliers that were initially companies with a questionnaire tailored The Supplier Code assessed as carrying more risk be communicated to suppliers and to their size and industry, and requires (based on activities and location). areas of improvement discussed. supporting documentation to verify claims of Conduct made regarding sustainability policies and Neuf-Brisach site hosts industry body visit As part of our Supply Chain performance. After a careful assessment The Constellium Supplier Code During 2015, our team at Neuf-Brisach It draws on its proven environmental and of the completed questionnaire, companies Of our thousands of suppliers, 55 Management Policy, we will continue was proud to host a visit from European technical expertise, economic and statistical of Conduct is a framework that receive scores which range between 0 have been classified as in the key or Aluminium, the voice of the aluminium analysis, and scientific research – and uses outlines the standards of integrity to encourage and assist key suppliers and 100. The EcoVadis Corporate Social industry in Europe, as part of the education, the sharing of best practices, high-risk categories, accounting for to join UNGC and all aluminium Responsibility (CSR) analysis system for which we strive throughout our organization’s program of autumn meetings. public affairs and communication activities to more than half of the total amount we is built on international CSR standards business and supply chain. The Code suppliers to join the ASI. Over 80 members representing a wide promote aluminium to all stakeholders. including the Global Reporting Initiative spend with suppliers. The suppliers range of aluminium companies discovered aims to drive the many different (GRI), the UNGC, and the ISO 26000, that were initially assessed as the role and key capabilities of our facility, “Many thanks to the Neuf-Brisach team for aspects of sustainability and to Riskier suppliers covering 21 criteria across four themes the hospitality, presentations and plant visit,” carrying more risk in our view including recycling. tackle several challenging but very Suppliers initially identified as of environment, fair labor practices, said Gerd Götz, Director General, European present a higher level of compliance ethics/fair business practices, and Currently chaired by our CEO Pierre Vareille, Aluminium. “The feedback we have received important matters. carrying more risk will undergo on- risk because they are based in supply chain. Before we began the European Aluminium represents 600 plants has been excellent. Our members enjoyed the site audits carried out by an external EcoVadis process with our suppliers, and 1 million direct and indirect jobs across comprehensive tour! Kudos for the excellent The Code applies to all suppliers, or supply goods/services from a auditing company. we tested it by undergoing our own the entire value chain of the aluminium preparations. It was a pleasure to have visited subsidiaries, consultants, contractors high‑risk country. EcoVadis assessments in 2013 industry in Europe. The organization actively Constellium on this occasion.” and affiliates of Constellium, and all Audits will be carried out every and 2015. In 2015, we were engages with decision-makers and the wider In order to achieve our target of awarded a gold rating. stakeholder community to promote the suppliers are expected to agree to three years for those suppliers that assessing or auditing all of our key outstanding properties of aluminium, secure its terms and uphold it in all of their fall within the ‘satisfactory’ and suppliers (and suppliers that were growth and optimize the contribution that business operations. A supplier will ‘requires improvement’ categories aluminium can make to meeting Europe’s initially assessed as carrying more only be exempted from signing the and annually for suppliers that sustainability challenges. risk) according to UNGC principles Code if it has been verified that the are classified as ‘requires major New suppliers by 2020, we have worked with supplier’s own code of conduct is in improvement’. Suppliers that fall the EcoVadis platform to create Suppliers that are new to our line with our Code. within the ‘zero tolerance’ category, different action plans for each of supply chain will be required to ASI certification such as those associated with As signatories of the UNGC, we have these categories (see the case sign our Supplier Code of Conduct. One of our key objectives is for one of our large sites to be ASI certified by 2020. This will not only child labor, forced labor and critical enable the further development of sustainability within Constellium, it will also demonstrate our the utmost respect for human and study on page 59 for details of New suppliers will also undergo an health and safety issues, will have commitment to engaging with our stakeholders. labor rights, and the code therefore the EcoVadis platform). internal risk assessment, following their business with Constellium Through the ASI, we work hard to promote sustainability beyond our Company and our supply includes sections on EHS, business which they may proceed to an suspended until the problem chain, influencing the entire value chain. We actively encourage our aluminium suppliers and all ethics and sustainable procurement. Key suppliers external assessment or on-site of our customers to join ASI and we are pleased that several of them have become signatories. is resolved. audit depending on the category We will carry out external For more information on ASI and its progress in 2015 in which they are placed. The only see pages 36–37 Sustainability focus in Assessing the sustainability assessments on each key supplier exceptions are those detailed on Watch the video at: performance of our suppliers every three years. the previous page. www.constellium.com/media/multimedia-library As an extension of our commitment These assessments will return a to the UNGC we have set a target to rating of problematic, basic or good Looking ahead Aluminium assess or audit all of our key suppliers based on the EcoVadis scale from Stewardship and suppliers that were initially 0 to 100 (the criteria are explained Anti-corruption and –– Finalize the signing of the Initiative assessed as carrying more risk by in the case study on page 59). human rights Supplier Code of Conduct 2020, according to UNGC principles. Problematic assessment – scores –– Continue to roll out the below 30 will trigger an immediate performance assessments action plan with a new assessment –– Pilot on-site audits of suppliers within six months. If low results that we consider are associated persist, an on-site audit will with greater risk be performed. Business and sustainability Business and sustainability 60 performance report 2015 performance report 2015 61 Consolidated income statement

Year ended Year ended Year ended In this section, we publish the detailed performance (in millions of euros) December 31, 2015 December 31, 2014 December 31, 2013 figures that underpin the narrative of Constellium’s year. Revenue 5,153 3,666 3,495 We include financial and share price information together Cost of sales (4,703) (3,183) (3,024) Gross profit 450 483 471 with sustainability data and facts about the composition Selling and administrative expenses (245) (200) (210) of our workforce and employee turnover. Finally, we list the Research and development expenses (35) (38) (36) organizations of which we are members and provide an Restructuring costs (8) (12) (8) Impairment (457) – – index of our GRI G4 disclosure. Other gains/(losses) – net (131) (83) (8) (Loss)/income from operations (426) 150 209 Other expenses – – (27) Finance income 71 30 17 Finance costs (226) (88) (67) Finance costs – net (155) (58) (50) Performance Share of (loss)/profit of joint ventures (3) (1) 3 (Loss)/income before income tax (584) 91 135 Income tax benefit/(expense) 32 (37) (39) Net (loss)/income from continuing operations (552) 54 96 in focus Net income from discontinued operations – – 4 Net (loss)/income for the period (552) 54 100 Net (loss)/income attributable to: Equity holders of Constellium (554) 51 98 Non-controlling interests 2 3 2 Net (loss)/income (552) 54 100

Earnings per share attributable to the equity holders of the Company

Year ended Year ended Year ended (in euros per share) December 31, 2015 December 31, 2014 December 31, 2013 Basic (5.27) 0.48 1.00 Diluted (5.27) 0.48 0.99

Note: More detailed information on our financial performance can be found in our Annual Report on Form 20-F at: www.constellium.com/aluminium-company/finance/regulatory-filings Performance in focusPerformance in Business and sustainability Business and sustainability 62 performance report 2015 performance report 2015 63 Consolidated statement of financial position Consolidated statement of cash flows

At December 31, At December 31, Year ended Year ended Year ended (in millions of euros) 2015 2014 (in millions of euros) December 31, 2015 December 31, 2014 December 31, 2013 Assets Cash flows from/(used in) operating activities Non-current assets Net (loss)/income from continuing operations (552) 54 96 Goodwill 443 11 Adjustments for: Intangible assets 78 17 Income tax (benefit)/expense (32) 37 39 Property, plant and equipment 1,255 633 Finance costs – net 155 58 50 Investment accounted for under equity method 30 21 Depreciation and amortization 140 49 32 Deferred income tax assets 270 192 Restructuring costs and other provisions 2 6 (8) Trade receivables and other 53 48 Impairment 457 – – Defined benefit pension costs 48 29 29 Other financial assets 37 33 Unrealized losses/(gains) on derivatives net and from remeasurement 2,166 955 of monetary assets and liabilities – net 23 52 (14) Current assets Losses on disposal and assets classified as held for sale 5 5 6 Inventories 542 436 Share of loss/(profit) of joint ventures 3 – (3) Trade receivables and other 365 573 Other 5 5 2 Other financial assets 70 57 Changes in working capital: Cash and cash equivalents 472 991 Inventories 149 (95) 41 1,449 2,057 Trade receivables 343 (48) 9 Assets classified as held for sale 13 – Margin calls 1 11 4 Total assets 3,628 3,012 Trade payables (161) 170 (1) Other working capital 4 (33) (9) Changes in other operating assets and liabilities: Equity Provisions – pay out (20) (12) (17) Share capital 2 2 Income tax paid (9) (27) (29) Share premium 162 162 Pension liabilities and other post-employment benefit Retained deficit and other reserves (715) (207) obligations payment (50) (49) (43) Equity attributable to owners of the Company (551) (43) Net cash flows from operating activities 511 212 184 Non-controlling interests 11 6 Cash flows from/(used in) investing activities Total equity (540) (37) Purchases of property, plant and equipment (350) (199) (144) Liabilities Acquisition of subsidiaries net of cash acquired (348) – – Non-current liabilities Proceeds from disposals, including joint venture 4 (2) 7 Borrowings 2,064 1,205 Issuance of shares of joint ventures (9) (19) – Trade payables and other 54 31 Proceeds from finance leases 6 6 6 Deferred income tax liabilities 10 – Other investing activities (25) (2) (1) Pension and other post-employment benefit obligations 701 657 Net cash flows used in investing activities (722) (216) (132) Cash flows from/(used in) financing activities Other financial liabilities 14 40 Net proceeds received from issuance of shares – – 162 Provisions 119 61 Interim dividend paid – – (147) 2,962 1,994 Distribution of share premium to owners of the Company – – (103) Current liabilities Withholding tax reimbursed/(paid) – 20 (20) Borrowings 169 47 Interests paid (143) (39) (36) Trade payables and other 867 877 Proceeds received from Term Loan and Senior Notes – 1,153 351 Income taxes payable 6 11 Repayment of Term Loan – (331) (156) Other financial liabilities 107 71 Proceeds/(repayments) of US revolving Credit Facility and other loans (211) 13 2 Provisions 44 49 Payment of deferred financing costs (2) (27) (8) 1,193 1,055 Transactions with non-controlling interests 3 (2) (2) Liabilities classified as held for sale 13 – Other financing activities 45 (34) – Total liabilities 4,168 3,049 Net cash flows (used in)/from financing activities (308) 753 43 Total equity and liabilities 3,628 3,012 Net (decrease)/increase in cash and cash equivalents (519) 749 95 Cash and cash equivalents – beginning of period 991 236 142 Effect of exchange rate changes on cash and cash equivalents 4 6 (1) Cash and cash equivalents – end of period 476 991 236

Less: Cash and cash equivalents classified as held for sale (4) – – focusPerformance in Cash and cash equivalents as reported in the statement of financial position 472 991 236 Business and sustainability Business and sustainability 64 performance report 2015 performance report 2015 65 Share information Sustainability performance

Share price evolution in US$ (from May 15, 2015) In this section (pages 65–75), we provide our performance across the 16 four pillars of Constellium’s sustainability strategy: 14

12 Products 10 People 8 Operations 6

4 Responsible business

2

0 May 15 June 15 July 16 Aug 14 Sept 15 Oct 15 Nov 13 Dec 15 Jan 15 Feb 16 March 15 Apr 15 May 13 2015 2015 2015 2015 2015 2015 2015 2015 2016 2016 2016 2016 2016 Products

For more on Products see pages 38–43 Shareholding structure (as of December 31, 2015) Average number of daily shares traded in 2015: Free float Aluminium beverage can recycling rates Bpifrance 80 75% target for 2015 71.3% 69.5% 68.3% 70 66.7% 64.0% 63.1% 12.18% 61.8% 1.2 million 58.0% 60 54.5% 52.0% 56.7% 49.2% 54.9% shares 48.4% 48.0% 48.0% 54.1% 54.2% 54.5% 50 50.9% 45.0% 49.7% 43.0% 48.5% 48.2% 46.0% 45.1% 44.3% 45.0% 45.3% 87.82% 40

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013* 2014 2015 Europe US * This is the most recent data available for Europe. Figures for this data take a long time to process and the 2013 data was only made available in 2015. The beverage can recycling rate has seen a tremendous improvement from 43% (in 2000) to 71.3% (in 2013)

Sales from innovative products* 13.3% 14 13.0%

12

9.3% 10

8

6 4.5%

4

2

2012 2013 2014 2015 Performance in focusPerformance in * Innovative products are defined as new products launched in to the market less than five years ago Business and sustainability Business and sustainability 66 performance report 2015 performance report 2015 67 Sustainability performance (continued)

People

For more on People see pages 44-49 GRI G4–10: Total workforce

Temporary Recordable Case Rate* (agency, Inactive Inactive excluding 25 26.00 Apprentice restructuring without pay Permanent Fixed-term contractors) 24.50 All Constellium 20 Number of employees with Male 279 3 32 – – – specific employment type 19.00 18.50 18.50 Female 50 1 21 – – – 17.50

15 13.30 16.00 Number of employees Male – – – 9,095 416 15.00 578 11.50 14.00 14.00 per employment contract 13.34 10.70 13.50 Female – – – 1,101 87 9.90 10 10.47 8.40 Number of employees Full-time 329 4 43 9,995 503 7.80 7.80 578 7.20 6.90 working full/part-time 8.39 6.20 6.30 Part-time 0 0 10 201 – 6.70 Total 11,085 5 3.67 4.89 2.86 3.81 3.48 3.18 Total permanent and fixed terms 10,699 2.56 2.74 2.84 2.74

0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Legacy Constellium Constellium with Muscle Shoals, Bowling Green and Changchun Europe European Aluminium, Rolling and Extrusion w/o Contractors US Bureau of Labor Statistics, Aluminum sheet, plate and foil, w/o Contractors Number of employees with Male 279 3 20 – – – *The Recordable Case Rate measures the number of fatalities, serious injuries, lost-time injuries, restricted work injuries and medical treatments per 1 million hours worked. specific employment type External statistics without external contractors. Statistics from 2004 to 2014 are legacy Constellium and include contractors. In 2014 and 2015 we show both legacy Constellium Female 50 1 20 – – – and Constellium with Muscle Shoals, Bowling Green and Changchun, and both include contractors Number of employees Male – – – 6,639 254 per employment contract 578 Female – – – 778 45 Number of employees Full-time 329 4 30 7,216 299 Number of serious injuries including fatalities* working full/part-time 578 10 Part-time – – 10 201 – Total 8,089 8 8 7 7 7 6 North America 6 Number of employees with Male – – 12 – – – specific employment type Female – – 1 – – – 4 4 3 Number of employees Male – – – 2,442 – per employment contract – Female – – – 311 – 2 2 Number of employees Full-time – – 13 2,753 – – working full/part-time Part-time – – – – – –

2010 2011 2012 2013 2014 2015 Total 2,766

Serious injuries (Legacy Constellium) Serious injuries (including Muscle Shoals)

* Project contractors and visitors have been systematically included in these statistics Asia Number of employees with Male – – – – – – specific employment type Female – – – – – – Number of employees Male – – – 14 162 per employment contract – Female – – – 12 42 Number of employees Full-time – – – 26 204 – working full/part-time Part-time – – – – – – Total 230 Performance in focusPerformance in Business and sustainability Business and sustainability 68 performance report 2015 performance report 2015 69 Sustainability performance (continued)

People (continued) Operations

For more on Operations GRI G4–LA1: Employee turnover see pages 50–55 Apprentices and temporary fixed-term contract employees have been excluded, for accuracy in turnover rate calculation Greenhouse gas (GHG) emissions kt CO2e Under Between Between Above 1,400 26 26 and 45 46 and 55 56 Total 1,200 1,000 Europe 1,185 800 Number of new employees hired in 2015 Male 247 259 63 2 571 600 753 752 743 701 705 694 686 Female 95 58 9 0 162 400 446 446 434 446 414 403 200 416 307 297

Number of employees who left the Male 48 90 20 112 270 283 287 278 258 Company in 2015 Female 27 24 6 10 67 2010 2011 2012 2013 2014 2015 2015 Legacy Constellium* Number of employees on Male 333 3,069 2,360 1,000 6,762 Scope 1 Scope 2 Scope 1+2 December 31, 2015 Female 47 434 241 99 821 *Compared to 2014, evolution is mostly due to the update of electricity emission factors, based on suppliers’ information, instead of national average emission factors for Turnover rate Male 14.4% 2.9% 0.8% 11.2% 4.0% previous years. Figures have been rounded to the nearest kt CO2e Female 57.4% 5.5% 2.5% 10.1% 8.2%

Water consumption 106 m3 Under Between Between Above 30

26 26 and 45 46 and 55 56 Total 25 30.0 26.4 25.7 25.6 25.5

20 24.8 24.3

North America 23.4 22.7 22.2 22.5 21.7 21.4 21.4 Number of new employees hired in 2015 Male 50 188 57 23 318 15 10 Female 16 57 18 4 95 8.3 2.8 2.7 2.6 5 2.6 2.6 2.3 0.8 0.6 0.4 0.4 0.4

Number of employees who left the Male 29 169 63 53 314 0.3 0.3 Company in 2015 Female 7 28 9 6 50 2010 2011 2012 2013 2014 2015 2015 Legacy Constellium Number of employees on Male 118 1,100 750 426 2,394 Total water Ground water Surface water Water from public net December 31, 2015 Female 13 133 74 58 278 Turnover rate Male 24.6% 15.4% 8.4% 12.4% 13.1% Female 53.8% 21.1% 12.2% 10.3% 18.0% Production waste Metric tons 120,000

100,000

80,000 112,910 Under Between Between Above 95,926 100,914 95,350 91,992

60,000 90,474 26 26 and 45 46 and 55 56 Total 86,410 82,491 78,051 79,794 78,050 78,539 76,620

40,000 71,938 Asia 25,919 11,214 10,840 20,000 9,628 9,683 8,840 8,940 8,224 6,662 4,876 4,716 5,014 3,950 Number of new employees hired in 2015 Male 37 49 6 2 94 2,329 Female 6 15 1 0 22 2010 2011 2012 2013 2014 2015 2015 Legacy Constellium Number of employees who left the Male 42 36 3 1 82 Total Recycling Incineration Landfill Company in 2015 Female 6 11 0 0 17 Number of employees on Male 67 77 5 1 150 December 31, 2015 Air emissions Metric tons Female 11 30 0 0 41 1,200 Turnover rate Male 62.7% 46.8% 60.0% 100% 54.7% 1,000 Female 54.5% 36.7% 0% 0% 41.5%

800 1,118.0 979.6 600 375.8 355.3 671.0 331.3 321.0 318.4 307.7

400 300.3 615.4 296.1 283.7 293.3 290.5 282.0 270.1 543.2 175.4 490.1 478.6 142.9 148.8 461.9 455.5 136.7 118.1 200 115.8

2010 2011 2012 2013 2014 2015 2015 Legacy Constellium NO Particulate materials SO VOC

X 2 focusPerformance in Business and sustainability Business and sustainability 70 performance report 2015 performance report 2015 71 Sustainability performance (continued) GRI content index Operations (continued) GRI G4 disclosure 2015 Legacy 2010 2011 2012 2013 2014 Constellium 2015 We have achieved full disclosure against the general standard Indirect energy consumption* (TJ) disclosures and specific standard disclosures listed below, Electricity 3,982 4,111 4,071 4,089 4,007 4,017 5,482 and reported against the mining and mineral sector guidelines Direct energy sources* Anthracite 459 395 439 519 492 500 500 (which are marked with a *). Liquefied Petroleum Gas (LPG) 10 10 10 11 13 15 15 Natural gas 6,570 6,463 6,618 7,254 7,295 7,374 13,243 Diesel 115 112 109 114 113 113 119 General standard disclosures Heavy fuel 188 190 168 187 182 159 159 DMA and Indicators Cross reference/Additional information Page Total 7,342 7,170 7,34 4 8,085 8,095 8,161 14,036 Strategy and analysis Total energy consumption (TJ) G4-1 Statement from the most senior Chief Executive Officer insights 2-3 In TJ/year 10,890 10,810 10,936 11,677 11,815 11,888 19,222 decision-maker of the organization

* This includes, in some cases, our own energy generation

From energy consumption to energy efficiency Organizational profile G4-3 Name of the organization Constellium N.V. (Constellium) Raw energy consumption per ton is not necessarily the most relevant indicator of energy efficiency, because we need to take into account the effect of different product mixes. For instance, the manufacture of automotive sheet requires G4-4 Primary brands, products, and/or services Business operational performance 20-24 significantly more energy during rolling and finishing operations than beverage can body sheet. Therefore, increasing Our main brands are: AIRWARE®, SEALIUM®, ALUMOLD®, Surfalex®, the share of one product over another will affect the overall energy per ton, independently of any other change. Formalex®, Strongalex®, Ultralex®, Skybright®, Inoxal®, Solar Surface®, LONGLINEFINISH®, BUTLERFINISH®, STAYBRIGHTTM, KEIKORTM, AeralTM, For this reason, we correct our energy efficiency indicator to avoid any bias. DokimaTM, Kool XTM and GRIPSTERTM We have identified the relative energy consumption per ton of different product lines and use this to transpose G4-5 Location of the organization’s headquarters Amsterdam, The Netherlands Back cover raw energy per ton data into an energy efficiency index. This index therefore reflects the intrinsic manufacturing G4-6 Countries where the organization operates Company organization, see also http://www.constellium.com/aluminium- 9 performance of our operations, regardless of any changes in our product mix. company/manufacturing-recycling-plants/aluminium-plants-location At the same time, we also rely on Life Cycle Assessments (LCAs) to make sure that we manufacture environmentally G4-7 Nature of ownership and legal form Constellium is a public company that aims to operate with the highest ethical standards and best practices, to be responsive to our shareholders sound products. We are particularly keen to ensure that products requiring greater energy during manufacture deliver and other stakeholders, and operates under a worldwide Code of greater energy savings during their lifetime. Conduct. We are listed on NYSE and on Euronext under the ticker symbol ‘CSTM’. Shareholders as of December 31, 2015 – free float: 87.82%; Bpifrance: 12.18% G4-8 Markets served How we are organized 8–9 Responsible business Business unit perspectives 20–24 Making our products more sustainable 38–43 For more on Operations G4-9 Scale of the reporting organization Chief Executive Officer insights 2–3 see pages 56–59 How we are organized 8–9 Code of Conduct training Performance in focus 60–70 G4-10 Workforce characteristic Performance in focus 67–68 96.0% 99.8% 99.3% Achieved Achieved Achieved G4-11 Employees covered by collective A vast majority of non-US employees and approximately 49% of bargaining agreements US employees are covered by collective bargaining agreements 1,118 1,116 1,144 1,136 G4-12 Organization’s supply chain Value we create 6–7 974 935 G4-13 Changes in organization’s size, Acquisition of Wise Metals in the US (closing on January 5, 2015) and structure, ownership or its supply chain creation of Astrex JV in Canada (August 2015) G4-14 Precautionary principle Evaluating the environmental performance of our products 41 Risk management 45 Reducing environmental risk 46 Preventing pollution on-site 54 G4-15 Externally developed charters, principles or In Focus: Aluminium Stewardship Initiative 36–37 initiatives to which the organization subscribes Memberships 76 2013 2014 2015 G4-16 Membership of associations or organizations Engaging with stakeholders 35

Number of people targeted Number of people achieved In Focus: Aluminium Stewardship Initiative 36–37 focusPerformance in Memberships 76 Business and sustainability Business and sustainability 72 performance report 2015 performance report 2015 73 GRI content index (continued)

General standard disclosures (continued) General standard disclosures (continued) DMA and Indicators Cross reference/Additional information Page DMA and Indicators Cross reference/Additional information Page Organizational profile (continued) Governance G4-17 Entities included in the organization reports All entities owned by Constellium and all existing joint ventures during G4-34 Governance structure Governance 26-30 reporting year 2015. See www.constellium.com/aluminium-company/ manufacturing-recycling-plants/aluminium-plants-location for the detailed list of entities G4-18 Reporting principles for defining report content About this report IFC Ethics and integrity G4-56 Organization’s values, principles, Governance 29 standards and norms of behavior Doing business responsibly 56-59 Identified material aspects and boundaries G4-19 Process for defining content Our materiality assessment 34 and aspect boundaries See our 2014 Business and sustainability performance report, available at Specific standard disclosures www.constellium.com/content/download/7248/116334/version/2/file/ Business+%26+Sustainability+Report_June+3+2015.pdf Category: economic G4-20 Material aspects within the organization Our materiality assessment 34 Increase economic performance G4-21 Material aspects outside the organization Our materiality assessment 34 Material aspect: economic performance G4-22 Restatements of information provided None G4-DMA Generic Disclosures on Management Approach Strategy and markets in focus 10-17 in earlier reports Data related to Constellium perimeter outside the acquisition of Muscle G4-EC1 Direct economic value generated and distributed Performance in focus 61-64 Shoals plants were provided under the ‘2015 Legacy Constellium’ legend. Increase economic performance Older data was displayed unchanged G4-EC2 Financial implications, risks and opportunities for Due to the uncertainty of the effects of climate change it is difficult to quantify its impact. G4-23 Significant changes from previous About this report IFC the organization’s activities due to climate change Possible scenarios that could create financial risks for our business include availability of reporting periods in scope and aspect boundaries water, additional regulation to mitigate climate change, serious weather events causing damage to operations and supply chain, and climate warming/cooling trends in different regions positively or negatively affecting the sales of finished products in particular beverage cans. As a participant since 2013 in the EU ETS (European Union Emission Trading Stakeholder engagement Scheme), changes to this system and a higher price of carbon could have an impact. G4-24 Stakeholder groups engaged Engaging with stakeholders 35-37 There are, however, opportunities related to climate change and associated legislative by the organization changes. New technology and products which are lightweight and recyclable and are Building partnerships 42-43 being used to lower fuel emissions in vehicles present an opportunity for aluminium, Community involvement 48-49 including: increased sales and opening of new markets as well as increasing aluminium share in existing markets, promotion of aluminium for new markets, providing innovative G4-25 Identification and selection Our materiality assessment 34 solution for customer needs, R&D investment, and expansion of manufacturing facilities. of stakeholders to engage See our 2014 Business and sustainability performance report, available at Opportunities from the EU ETS include being able to trade excess emissions certificates, www.constellium.com/content/download/7248/116334/ which would provide an additional income, and no costs except those to reduce emissions on pages 30 and 39–41 to the required level to have excess certificates. G4-26 Organization’s approach to Engaging with stakeholders 35 stakeholder engagement See our 2014 Business and sustainability performance report, available at www.constellium.com/content/download/7248/116334/version/2/file/ Category: environmental Business+%26+Sustainability+Report_June+3+2015.pdf on page 30 Increase recycling activities Material aspect: materials* G4-27 Key topics collected through Our materiality assessment 34 stakeholder engagement G4-DMA Generic Disclosures on Management Approach Recycling 42-43 G4-EN2 Percentage of materials used that We do not consider recycled content as a relevant metrics for environmental 43 are recycled input materials performance. For more detail, see our recycling brochure, available online at the following address: Report profile http://www.constellium.com/content/download/7813/120379/version/3/ file/Constellium+-+recycling+brochure+-+october+2015.pdf G4-28 Reporting period About this report IFC G4-29 Date of the last report Issued in 2015. Available on the sustainability page at Improve energy efficiency of operations www.constellium.com/content/download/7248/116334/version/2/file/ Material aspect: energy Business+%26+Sustainability+Report_June+3+2015.pdf G4-DMA Generic Disclosures on Management Approach Improving our energy efficiency 50-52 G4-30 Reporting cycle About this report IFC G4-EN3 Energy consumption within the Performance in focus 70 G4-31 Contact point for questions regarding the report About this report IFC organization G4-32 GRI Content Index GRI G4 disclosure index 71-75 G4-EN4 Energy consumption outside of the organization Environmental benefits of products 41-42 G4-33 External assurance About this report IFC G4-EN5 Energy intensity Improving our energy efficiency 50-51 At Constellium, ‘energy efficiency’ is the way we define ‘energy intensity’ G4-EN6 Reduction of energy consumption Improving our energy efficiency 51-52 Performance in focusPerformance in G4-EN7 Reductions in energy requirements Developing products with environmental benefits 41-42 of products and services Business and sustainability Business and sustainability 74 performance report 2015 performance report 2015 75 GRI content index (continued)

Specific standard disclosures (continued) Specific standard disclosures (continued) Category: environmental (continued) DMA and Indicators Cross reference/Additional information Page Reduce greenhouse gas (ghg) emissions Ensure safety at work Material aspect: emissions Reduce psycho-social risks G4-DMA Generic Disclosures on Management Approach Reducing greenhouse gas emissions 52-53 Reduce use of harmful substances G4-EN15 Direct GHG emissions (Scope 1) Performance in focus 69 Material aspect: safety G4-EN16 Energy indirect GHG emissions (Scope 2) Performance in focus 69 G4-DMA Generic Disclosures on Management Approach Supporting our people 44-49 G4-EN19 Reduction of GHG emissions Reducing greenhouse gas emissions 52-53 G4-LA5 Workforce represented in health and 100% of our sites have workforce representation in health and G4-EN20 Emissions of ozone-depleting substances (ODS) None recorded in the reporting year safety committees safety committees G4-LA6* Injuries, occupational diseases, lost days, In Focus: EHS 13 G4-EN21 NOX, SO2, and other significant air emissions Performance in focus 69 absenteeism and total number of work- Performance in focus 66 related fatalities Reduce waste from operations G4-LA8 Health and safety topics covered in formal In Focus: EHS 13 agreements with trade unions Supporting our people 44-49 Prevent pollution from operations Health and safety topics are covered not only in agreements with trade unions Material aspect: effluents and waste but also in our procedures and directives G4-DMA* Generic Disclosures on Management Approach Preventing pollution on-site 54 Develop training and empowerment Reducing waste sent to landfill 54-55 Material aspect: training and education G4-EN22 Water discharge Performance in focus 69 G4-DMA Generic Disclosures on Management Approach Training and empowerment 46-48 G4-EN23 Waste disposal Performance in focus 69 G4-LA11 Employees receiving regular performance and Engaging with our employees 48 career development reviews G4-EN24 Significant spills No major spills recorded in the reporting year Our professional grade employees receive annual performance and career development through the new global HR platform, Success Factors. This has Develop products with environmental benefits been extended to some supervisory levels in France Material aspect: products and services All other employees receive an annual performance review but this is done on G4-DMA Generic Disclosures on Management Approach Environmental benefits of products 41-42 a site-by-site basis and tracked centrally for all managers G4-EN27 Mitigation of environmental impacts of products Life Cycle Assessments 41-42 and services G4-DMA Generic Disclosures on Management Approach In Focus: Aluminium Stewardship Initiative 36-37 Sub-category: human rights Doing business responsibly 56-59 Promote and enforce ethical business practices G4-EN29 Monetary value of significant fines and total None recorded in the reporting year number of non-monetary sanctions for Material aspect: non-discrimination non-compliance with environmental laws G4-DMA Generic Disclosures on Management Approach Doing business responsibly 56-59 and regulations G4-HR3 Incidents of discrimination and corrective No discrimination incidents or non-compliances in this respect have been Engage suppliers in sustainability performance actions taken reported to the Group level through the formal compliance process in Material aspect: supplier sustainability the course of the year. In case of incidents on site level or allegations of discrimination on grounds of race, age, color, sex, religion, political opinion, G4-DMA Generic Disclosures on Management Approach Assessing the sustainability performance of our suppliers 57-59 national extraction or social origin, they have been reviewed and dealt G4-EN32 Suppliers screened using environmental criteria No quantitative data available yet, screening in progress with in line with the applicable legal and management review processes. Where appropriate, the necessary corrective actions have been defined and Assessing the sustainability performance of our suppliers 57-59 put in place by the local management in charge. Material aspect: freedom of association and collective bargaining Category: social G4-DMA Generic Disclosures on Management Approach Engaging with our employees 48 Sub-category: labor practices and decent work G4-HR4 Risks to the right to exercise freedom None identified of association and collective bargaining Improve employee satisfaction Material aspect: employment G4-DMA* Generic Disclosures on Management Approach Supporting our people 45-48 G4-LA1 Number and rates of new employee hires and Performance in focus 68 Sub-category: product responsibility employee turnover Innovation G4-LA2 Benefits provided to full-time employees that are Part-time workers have pro-rata benefits of full-time employees; temporary G4-DMA Generic Disclosures on Management Approach Innovation 39-40 not provided to temporary or part-time employees workers are not eligible for the same benefits. Some select benefits related to health insurance are granted depending on seniority Environmental benefits of products 41-42 Material aspect: labor/management relations Recycling 42-43 G4-DMA Generic Disclosures on Management Approach Engaging with our stakeholders 35 Customer satisfaction Engaging with our employees 48 G4-DMA Generic Disclosures on Management Approach Customer satisfaction 39 G4-LA4 Minimum notice periods regarding The minimum notice period changes depending on the country of operation and Performance in focusPerformance in operational changes is based on local regulations. We follow the rules of the country in question G4-MM4* Number of strikes and lock-outs exceeding one None recorded in the reporting year week’s duration Business and sustainability Business and sustainability 76 performance report 2015 performance report 2015 77 Memberships Forward-looking statements

Participates in This report contains statements All statements that reflect These risks and uncertainties projects and that relate to future events Constellium’s expectations, include, but are not limited to, those Membership Has positions in governance committees and expectations and as such assumptions or projections set forth under the heading ‘Risk Aluminum Association (AA) Member Yes constitute forward-looking about the future other than Factors’ in our Annual Report on Member of Standards statements within the meaning statements of historical fact are Form 20-F, and described from Aluminium Stewardship Initiative (ASI) Committee, Catherine Athènes Yes of the Private Securities Litigation forward‑looking statements. time to time in subsequent reports, ARPAL, Spain Member No Reform Act of 1995. filed with the US Securities and The forward-looking statements Association Française de l’Aluminium (AFA) President, Béatrice Charon Yes Exchange Commission. Forward-looking statements contained in this report are subject Carbon Disclosure Project (CDP) No No include those statements containing to a number of known and unknown Constellium disclaims any obligation Cercle de l’Industrie Member No such words as ‘expects’, ‘intends’, risks, uncertainties and other factors to update publicly any forward- Emballages et Bouchages Métalliques (SNFBM) Member No ‘plans’, ‘scheduled’, ‘should’, and are not guarantees looking statements, whether in European Aluminium Foil Association (EAFA) Member Yes ‘could’, ‘will’, or other words of of future performance. response to new information, future European Aluminium Chairman, Pierre Vareille Yes similar meaning. events or otherwise, except as France Aluminium Recyclage (FAR) President, Raphaël Thevenin Yes required by applicable law. Gesamtverband der Aluminium Industrie (GDA) Member of the Board, Dieter Höll Yes Groupement des Industries Françaises Aéronautiques et Member No Spatiales (GIFAS) Global Reporting Initiative (GRI) No No International Aluminium Institute (IAI) No Yes La Boîte Boisson (BCME) Member Yes Swiss Aluminium Association (alu.ch) Member No Syndicat National des Fabricants de Boîtes, emballages Member Yes et bouchages Métalliques (SNFBM) United Nations Global Compact (UNGC) No No Wirtschafts Vereinigung Metalle (WVM) Member of the Board, Dieter Höll Yes

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