This is the purpose of our strategy of growth through What role does sustainability play acquisitions. We believe that in some areas, such at SYSTRA today? as Canada, Australia and the Middle East, our teams are Among the commitments on which the company is too small for the size of existing and potential markets. founded, the health and safety of our teams, partners and So our investment policies are targeted at these areas users is the top priority. I want us to be the benchmark as a priority. company in the field of health and safety. Ethics, which The third aspect of this acceleration in growth is technical covers corruption as well as how we behave with our excellence. To stay at the top of our field, we need to teams, is also a fundamental pillar that makes SYSTRA continue to invest in skill-building and be at the cutting more appealing to our clients and employees. There are edge of technology. In systems, a recognised area of 78 nationalities working at SYSTRA’s head office in Paris. excellence at SYSTRA, in cybersecurity and in artificial So we are culturally very open, very inclusive. There still intelligence. Let’s remember that our business is all about aren’t enough women, but we’re working on it! The third our people. Our success depends on recruiting the best fundamental pillar of sustainability for SYSTRA is the candidates. Transporting the world sustainably, serving environment, which is our very essence. We are making society, is what drives younger generations. In France, efforts to reduce our direct impact, but what counts is the for example, SYSTRA is the preferred company in the indirect impact we can have through our projects, from engineeringcategory. In each of our countries, we are(1) conception through to completion. For example, on a road working to make SYSTRA more attractive by communicatingproject in India, we saved 20,000 tCO2eq of carbon our ambition, our values, our achievements and our through sustainable design, by using the right quantities, awards. But there is a race for talent all over the world. by working on materials and reducing lorry transport. All candidates need to know that SYSTRA is behind As a leader, SYSTRA has a duty to set an example in terms the Grand Paris metro! And they need to feel a connectionof sustainability. to the company. Let’s talk about operational efficiency, an important part of your roadmap. We are targeting sales growth from €1.2 billion today to €2 billion in 2030, and an improvement in our profitability from 7% EBIT in 2024 to 10% in 2030. The latter will come in part from improving our operational efficiency. We need to optimise the way we deliver projects, in terms of solutions and resources. This also ties in with one of our three values: connected teams. The HS2 high-speed line in the United Kingdom is a good example: it has involved more than 1,000 SYSTRA employees based in 10 countries around the world. Connecting teams is a powerful lever for operational efficiency. Beyond that, we need to develop the right production, management and project monitoring tools, from the commercial phase through to delivery. Operational efficiency is a key part of our roadmap, and it’s stimulating because it also forces us to challenge and reinvent ourselves. tropeR ytivitcA detargetnI 4202ARTSYS | 01