“The arrival of a new shareholder, Latour Capital in association with Fimalac, is a lever for development and an opportunity to change scale.” What stands out for you after all these years within the Group? First of all, I’d say our incredible growth. When I joined SYSTRA in 1996, there were 500 of us, while today we are almost 11,000. The way the company operates, its organisational model and its diversity have also changed significantly. SYSTRA used to be a French company exporting its know-how. Now it is an international group present in 80 countries. On a more personal note, I have spent my entire career at SYSTRA. I joined the Large Infrastructures Department, and have spent a large part of my working life in Asia: Korea, China, Taiwan, India, where I set up the Group’s subsidiary, and lastly Hong Kong. I’ve been lucky enough to work in a wide variety of positions, starting out in a technical role, as I am an engineer, then head of a country (India), a region (Asia),each acquisition. With their help, SYSTRA has tripled in followed by international functions, and finally head size in ten years, and the company is ready to step up its of operations for the entire Group. The bottom line is plans for growth. In our medium-term strategy, we need that SYSTRA encourages initiative and bold leadership, the resources to go even further and faster. The arrival which is one of its core values. of a new shareholder was the logical next step. The new impetus will enable us to put together projects, mainly How do we keep a fresh perspective on SYSTRA? acquisitions, on a larger scale to those we have been able The transport and mobility market is constantly evolving. to envisage until now. Technological progress is everywhere, forcing us to question ourselves, to be constantly on the lookout. SYSTRA has maintained a strong growth dynamic, At the same time, each country has specific needs, linked year after year. Can it grow even faster, and what to the maturity of its transport networks, its environment, are the conditions for success? its urbanisation and its population. This forces us to remainOver the past ten years, our business has grown by creative in order to provide solutions best suited to our around 10% each year, half through organic growth and clients’ constraints and to the daily needs of the residentsthe other half through acquisitions. We are fortunate to be they serve. We are a leader in the world of transport, in buoyant markets in all the countries where we operate. and we need to reinvent ourselves to remain so, while To seize these opportunities, we need to be sufficiently preserving our identity and our strengths. rooted in the region. Does the new shareholder structure compromise the Group’s independence? This is the major change in 2024. It was initiated, prepared and announced by the Executive Board. The arrival of a new shareholder, Latour Capital in association with Fimalac, is a lever for development and an opportunity to change scale. Our long-standing shareholders, SNCF and RATP, have always supported us, particularly during | 9