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airware.com

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Founded Year

2011

Stage

Asset Sale | AssetsPurchased

Total Raised

$101.02M

About Airware

Airware, fka Unmanned Innovation, provides technologies that enable enterprises to plan, fly, and analyze aerial data to drive business outcomes including operational cost savings, enhanced worker safety, and improved decision making.

Airware Headquarter Location

460 Bryant St Suite 200

San Francisco, California, 94107,

United States

877-714-4828

Latest Airware News

Constellium : Business and Sustainability Performance Report 2020

Mar 19, 2021

03/19/2021 | 05:58am EDT Message : 42 Assessing Material 88 Memberships 11 Business Units 12 Pursuing a Comprehensive Strategy Future Perspectives 16 Governance with Life Cycle Assessments Report 30 Automotive 62 Curtailing Energy Use Stewardship Initiative Constellium's non-financial performance statement ("déclaration de performance extra-financière"), in-cluded in this report (as specified on page 74), was verified by an independent third party, Pricewaterhouse-Coopers Audit. PricewaterhouseCoopers Audit verified compliance of our statement with the provisions of the French Commercial Code (article R. 225-105), along with the fairness of the information provided in our state-ment, such as key performance indicators and measures taken to address risks (article R. 225-105 I, 3, and II of the French Commercial Code). The work of PricewaterhouseCoopers Audit was performed in accordance with the provisions of articles A. 225-1 et seq. of the French Commercial Code, determining the conditions under which an independent third party performs its engagement, and with the professional guidance of the French Institute of Statutory Auditors ("CNCC") applicable to such engagements, as well as with ISAE 3000 assurance engagements other than audits or reviews of historical financial information. The verification report of PricewaterhouseCoo- pers Audit (included on page 89 of this report) describes in detail the verification work performed. The world has gone through a year of acute challenges, with a global pandemic and an economic downturn. The crisis fundamentally changed the way we live and work, the expectations of customers, and society at large. REVEALING OURRESILIENCE Aluminium is a remarkably resilient and malleable material, adapting itself to an infinite variety of needs. Over the past year, Constellium has proven itself to be resilient and adaptable, too. Our people have shown what they are made of, and taken strength from our core values. Together, we have developed short-term and long-term strategies to mitigate the crisis' effects, remained open to new opportunities, and continued building the company of tomorrow on today's solid foundations. INTERVIEW How did Constellium manage through the Covid-19 crisis? I am very proud of how Constellium handled this unprecedented challenge. We have demonstrated our resilience and resource-fulness as our business has gone through incredibly disruptive times. Our first focus was the safety of our employees, their families, and our com-munities. Constellium's teams rolled out "Thanks to the dedication of our employees, our sites never stopped production throughout the crisis." a stringent set of required safety procedures, including wearing masks, dividing and disin-fecting work areas, enforcing social distancing, and distributing regular best practice updates. We continue to strive to provide our employees with the safest possible work environment. We were also committed to meeting the demand of our customers. This was critical, as we supply essential industries such as the food and bever-age, transportation, and healthcare industries. Thanks to the dedication of our employees, our sites never stopped production throughout the crisis, unless our own customers did. In these uncertain times, we tried to stay ahead of the crisis. We developed business continuity plans as early as February to secure our operations, and we made sure to maintain a strong financial position. As a result, our team was in a position to react quickly at the early stages of the pandemic by aggressively cutting costs, reducing capital expenditures, and significantly increasing our liquidity. Out of an abundance of caution, we secured several State-sponsored loans in Europe. We were able to remain solidly Free Cash Flow positive for the second consecutive year. We unfortunately had to reduce our workforce but strived to preserve jobs as much as possible. Overall, I believe that this crisis brought out the best of Constellium. Our employeesdemonstrated courage and commitment, served our customers and ensured continuity of our business. The road to normalcy is still long and bumpy, but we managed to build a stronger, more resilient Constellium to face the challenges and seize the opportunities that may come. Did the crisis change your priorities in terms of sustainability? Sustainability is part of the bedrock of our busi-ness and our strategy, which was only strength- ened as a result of the crisis. We must create value for our shareholders and we must be sustainable-value creation and sustainability are intrinsically linked for our long term and our short term growth. Our sustainability commit-ment and initiatives respond to our customers' and society's demands for sustainable products and solutions. Our goal is to minimize our impact on the environment. As one important step in our efforts against climate change, we have committed to cut greenhouse gas emissions by 25% in 2025 vs. 2015, per ton of aluminium sold, by reducing our energy consumption and improving our energy mix towards renewables. In February 2021, we demonstrated our com-mitment by issuing a "green bond" linked to We have also made good progress on other targets. Safety remains our number one priority, and we reduced our Recordable Case Rate(1) again in 2020, achieving our lowest Recordable Injury Rate ever. We met our target for landfilled production waste, with a 33% reduction versus 2015, thanks to the successful implementation of recycling programs, especially in the U.S. I'm impressed by the progress made by all our sites worldwide. We started a diversity, equity, and inclusion (DEI) program and continued our community engagement initiatives worldwide. Our commitment and progress have been recognized. In June, Constellium received a Platinum rating from EcoVadis, the agency's highest rating, which positions us in the top 1% of companies assessed worldwide. We improved our CDP rating to B and kept our AA ranking from MSCI. We achieved Aluminium Stewardship Initiative (ASI) certifications for our Singen and Neuf-Brisach plants, as well as for our downstream operations in Dahenfeld and Gottmadingen, allowing us to provide independently certified sustainable products to our customers. Constellium is in the fortunate position of benefitting from the inherent attributes of aluminium, a light but strong metal that is fully and easily recyclable. our recycling capacity and to our CO2 emission reduction targets, and we are proud to be a pio-neer in the metals sector. Unfortunately, the unforeseen consequences of the Covid-19 crisis prevented us from reaching our energy efficiency targets for 2020, which is why we decided to maintain the same targets for 2021. We will continue to develop a multi-pronged approach to get back on track. These advantages can be seen in our daily lives. Aluminium cans, the world's most recycled beverage container, are far and away the preferred package for new product launches, with shop shelves full of canned craft beers, teas, and seltzers. Electric vehicles, which have high aluminium intensity to increase range, are becoming increasingly common on the roads. With the growing societal focus on reducing emissions, aluminium will play a critical role in lightweighting the transportation industry, whether automobiles, planes, trains, or trucks. Sustainability will be a key topic over the nextdecade and we want to continue to be a leader. Our Environmental, Social, and Governance (ESG) strategy and roadmap for 2030 are taking shape, with initiatives to include offering additional responsible products, increasing recycling, and reducing emissions and waste. I believe that this is an opportunity not only to meet societal expectations and play our part in the fight against climate change, but also to add more value for our customers, our business, and our shareholders. The packaging market has always been resilient. Has it also become a growth market? Yes, the packaging market is an exciting growth market with long-term, secular growth tailwinds. This is quite a change for this market, as companies and consumers understand more and more the sustainability benefits of the aluminium beverage can. Market growth is being driven by the end consumer, as recycling and reducing plastic waste become societal priorities. The aluminium can has incredible inherent advantages, including being infinitely recyclable, and will stand out as the preferred packaging material. Our customers have announced significant investments in new can lines, which should drive incremental demand for cansheet in the years to come. We are committed to helping our customers deliver on this secular growth. For example, our plant at Muscle Shoals produced record cansheet volume in 2020, and we expect to deliver on further debottlenecking opportunities in the coming years. Do you continue to see growth for the automotive market? Automotive continues to offer great opportu-nities for the aluminium industry.The automotive market will need to continue to lightweight to meet regulations aimed at increasing fuel efficiency and reducing emissions. Hybrid and electric vehicles are increasing their share of the fleet. These vehicles are aluminium intensive, given the importance of lightweighting to (1) Our Recordable Case Rate measures the number of fatalities, serious injuries, lost-time injuries, restricted work injuries, or medical treatments per one million hours worked, including by our contractors. " We protected our employees, served our customers, and ensured the continuity of our business." achieve their range objectives. Our unique footprint in both auto sheet and extrusions provides a strong base to benefit from the industry's shift to aluminium. How do you see the future of the aerospace market? Aerospace is a difficult market right now with the continuing effects of the Covid-19 pandemic. Aerospace OEMs have reduced build rates and the supply chain is destock- ing. We expect these effects will last at least through the first half of 2021. However, there are reasons for optimism.The Boeing 737 MAX was recertified and is now flying again. The increasing availability of a Covid-19 vaccine, and the improvement in therapeutic solu-tions, should eventually result in a return to normalcy. People seem eager to travel again, once they feel safe to do so. These elements give us confidence that there is a constructive medium- and long-term outlook for the aero-space market.In addition,we expect aluminium to remain the material of choice for OEMs. Our 10-year contract with Airbus, which we signed early in 2020, validated this and positions us very well for future growth with our largest aerospace customer. Has the Covid-19 crisis changed your strategy? Our strategic pillars have not changed. Theyhelped us grow our business and improve our financial situation before the Covid-19 crisis, and they guided our mitigation strategy throughout it. I am very proud of how our team remained steadfastly focused on the execu-tion of our strategy despite the distractions and limitations forced on us by the situation. We will continue to focus on high-value added products, working closely with our customers, leveraging our Manufacturing Excellence pro-gram to optimize the utilization of our assets, harvesting returns from our investments, and increasing our financial flexibility. Importantly, our sustainability roadmap is integrated into each of these strategic pillars. Our new com-pany-wide transformational program, Horizon 2022, will help us focus on these key levers to accelerate the execution of our strategy. When will you be reinstating long-term guidance? Guidance is an important way for us and our investors to measure our performance. We take the responsibility of issuing guidance very seriously. However, we need to have sufficient visibility in our end markets before we can confidently provide it. Currently, there remains too much uncertainty with the ongoing pandemic, the trajectory of economic recovery, and the level of demand from the aerospace market. We look forward to the day, hopefully in the not too distant future, when we will be able to provide long-term guidance again. What are your priorities for 2021? My first priority remains the health and safety of our employees. We must remain vigilant as the pandemic continues to affect our commu- nities. While we prioritize health measures to fight the pandemic, we continue with our key safety initiatives. We are currently in year three of our Serious Injury and Fatality (SIF) pro- gram and have realized a significant decline in recordable and serious injuries. We also implemented "Caring for Each Other," a train-ing program to learn how to speak up about potentially unsafe behavior. Our 2030 sustainability roadmap is another strategic priority for 2021. It includes an ambi-tious climate strategy, in accordance with the Paris Agreement. This will be a holistic proj-ect, involving all aspects of our company. I am looking forward to introducing aggressive but achievable targets to propel our sustainability journey forward. Continuing to deliver on our strategy is essential, and our Horizon 2022 initiative will facilitate its execution by focusing on a few key levers that will bring immediate results. Operational excellence is one of these levers, and we will continue to run our plants safely and efficiently in 2021, as we have done in 2020. Similarly, our commitment to capital discipline, Free Cash Flow generation, and deleveraging remain unchanged and will be another focus of our Horizon 2022 project. Lastly, we will continue our diversity, equity, and inclusion program to promote a safe and inclusive environment where everyone can contribute and thrive. I am very excited about our opportunities, as we deliver on our plan while taking full advantage of the inherent sustainability attributes of aluminium. CREATING VALUE THROUGHOUT THE LIFE CYCLE OF ALUMINIUM EXTRACTING, REFINING, AND OUR ROLE To produce the world's most widely used non-ferrous met-al, mined bauxite is refined into alumina, then pure alu-minium is extracted via the Hall-Héroult electrochemical process. We recycle scrap from our processes, our customers' processes, and at the end of a product's life. We seek to im-prove recycling through part-nerships with stakeholders, since aluminium can be end-lessly recycled and retain its material properties. Our contribution to the aluminium value chain is shown in blue 6 2 We add other metals to molten aluminium to create custom-ized alloys, and cast them into molded products, ingots, billets, and slabs. We extrude billets to make products such as Crash Management Sys-tems. We roll slabs into plates, sheets, and coils, to be used for cans, car hoods, airplane wings, and more. PRODUCT DESIGN AND MANUFACTURING Experts at our C-TEC Technol-ogy Center, Plymouth hub, and Brunel University Technology Center work with our cus-tomers to design and develop innovative and sustainable aluminium solutions. 3 4 Our longstanding customers, primarily in the aerospace, packaging, and automotive sectors, use our products and solutions in a range of appli-cations for improved strength, durability, lightness, and re-duced fuel consumption. Aluminium recycling makes good economic and ecologi-cal sense. Our facilities have stringent procedures for the efficient collection and sorting of end-of-life scrap, which is crucial for effective recycling. We offer similar services to cus-tomers. PRODUCT " We generated €157 million of Free Cash Flow in 2020, our second consecutive year of positive Free Cash Flow." From a financial perspective, how did Constellium withstand the Covid-19 crisis? First and foremost, our thoughts go out to each and every person who has been affected by the Covid-19 pandemic. While this public health crisis created the worst economic recession any of us has ever seen, I am incredibly proud of the Constellium team's swift and decisive actions to protect our people and our business. At the early stages of the pandemic, we proac-tively increased our liquidity to over €1 billion as an insurance policy of sorts. This level of liquidity provided much-needed comfort to our partners-whether investors, bankers, em-ployees, or customers-in the staying power of Constellium. I want to especially thank our banking partners and the government officials that helped us to achieve this critical mile-stone. This liquidity, together with the strong financial performance of our businesses, increased market confidence and enabled us to successfully refinance our near-term bond maturity with our lowest coupon dollar bond ever, despite the crisis. I cannot say enough about the team's focus on costs throughout the crisis. This vigilance enabled us to generate €157 million of positive Free Cash Flow in 2020, our second consecu-tive year of Free Cash Flow. This strong perfor-mance would not have been possible without an intense and consistent focus on reducing cost, both in our plants and at our corporate offices. Our strong cost performance in 2020 makes me even more excited about the poten-tial of our Horizon 2022 project. Overall, I am very proud of Constellium's finan- cial performance in 2020. I firmly believe that this crisis has proved our mettle and that Con-stellium is a stronger company for it. Can you tell us more about your Horizon 2022 initiative? Our successor program to the very success-ful Project 2019, Horizon 2022 is a strategic initiative that will support our goal of making Constellium operationally, strategically, and financially world-class. Rather than going after many different small projects as we did in Project 2019, we have identified a handful of strategic pillars. These pillars contain projects that will require time to execute, but carry huge potential. For example, metal represents our largest cost and a substantial opportunity. Reducing yield loss during our manufacturing processes or increasing the use of recycled material can result in material cost savings. With a total cost savings target of €75 million, I expect Horizon 2022 to be a meaningful con- tributor to our future financial performance. What are your priorities for Free Cash Flow deployment? First of all, I would like to reiterate how proud I am of the approximately €330 million of Free Cash Flow that Constellium generated over the past two years. This is an incredible accom- plishment. We remain steadfastly focused on consistent Free Cash Flow generation. Our top priority for Free Cash Flow deploy-ment remains unchanged - deleveraging our balance sheet through debt reduction. We are committed to achieving our leverage target of 2.5x. Once we are further along in our delever-aging journey, I look forward to making capital returns to shareholders a priority for capital allocation. PACKAGING AND AUTOMOTIVE ROLLED PRODUCTS REVENUE 2020 (1) Adjusted EBITDA is a "Non-GAAP measure." For a reconciliation of this measure to "Net Income," see the 20-F form. PURSUING A COMPREHENSIVE STRATEGY By making sustainability an intrinsic part of our business strategy, we are confident of reaching our goals. Our six strategic pillars We are committed to building a safe and sustainable company. This means reduc-ing our emissions and our waste, invest-ing in our people, supporting our com-munities, adhering to sound governance principles, developing, manufacturing and promoting products that are sustainable for the benefit of our customers and end consumers, and creating shareholder val-ue. Our goal is to become the safest and the most exciting company in our industry. To achieve these objectives, we have built a business strategy centered around six core principles: 1. Focus on High Value-added and Responsible Products We are primarily focused on our three strategic end-markets-packaging, aero-space and automotive-where we be-lieve that we can differentiate ourselves through our high value-added and spe- cialty products. We believe our differenti- ated products provide significant benefits to our customers in many areas, such as weight reduction, and contribute to their objective of reducing carbon emissions. We intend to continue to invest in our R&D and technological capabilities and devel-op a high value-added and responsible product portfolio. 2. Increase Customer Connectivity We regard our relationships with our cus-tomers as partnerships in which we work closely together to leverage our unique knowledge of the attributes of alumini- um, our industry leading R&D and tech-nological capabilities, and our integrated industrial platform to develop customized solutions. Our diverse teams globally aim to deepen our ties with our customers by consistently providing best-in-class qual-ity, sustainable products and services, and joint product development projects 3. Optimize Margins and Asset Utilization Through Rigorous Product Portfolio Management We are highly focused on maximizing the throughput of our facilities to increase the tons per machine hour and profitabil- ity per machine hour. We believe there are significant opportunities to do so, through rigorous focus on the products we choose to make and optimizing the throughput of these products in our facilities. We also intend to continue to increase our recy-cling activities, which will result in more responsible, sustainable and profitable products. 4. Strictly Control Cost, Continuously Improve and Manage Resources Responsibly We believe that there are significant op-portunities to reduce our operating costs and improve our operations by implement-ing manufacturing excellence initiatives, metal management programs and other cost, energy reduction, waste, and wa-ter management initiatives. In addition, we believe it is critical to continuously focus on responsible resource manage-ment, including minimizing energy and water usage, maximizing scrap input, op- timizing capital allocation, and efficiently managing other resources available to the Company. 5. Manage Capital Through a Disciplined Approach and Increase Financial Flexibility We have invested capital in a number of attractive growth opportunities to en-hance our production capabilities, prod-uct offering and sustainability objectives. We are highly focused on realizing their expected contributions to our earnings, manufacturing capabilities, and corporate profile. In addition, we are highly focused on increasing our financial flexibility to reduce our debt. We believe having in-creased financial flexibility is critical to achieving our long-term objective of in-vesting in our people and our operations. 6. Commit to Our People and Communities We believe our people are among the best in the industry; this is a competitive strength which allows us to be a leader in our industry. We strive to promote a safeand inclusive environment where every-one is valued, can contribute, and thrive. Lastly, we strive to be socially responsible operators in our communities. Sustainability is key Sustainability is integral to these six pil-lars. Our EHS FIRST policy includes focus-ing on safety, engaging our people, and reducing the impact of our operations. Our strategically selected markets are those where aluminium brings clear en- vironmental benefits. Product leadership requires good environmental steward-ship, including metal recycling. Customer service excellence also means satisfying sustainability concerns. By evaluating sustainability risks and opportunities in our investments, we optimize our margins and asset utilization. And our commitment to our people and communities is reflect-ed in our safety and training programs, in our Diversity and Inclusion Initiative, and in our Constellium CARES commu-nity projects. Lastly, our focus on capital discipline and shareholder value creation allows us to generate the returns and cash flows needed to sustain an attractive fu-ture for our Company, our employees, and our communities. Constellium's strategy extends to our sup-ply chain. This is why we are a founding member of the Aluminium Stewardship Initiative (ASI), a global, multi-stakehold- er, nonprofit, standards-setting, and cer- tification organization. Following an entire value chain approach, ASI works towards responsible production, sourcing, and stewardship of aluminium. We actively supported the preparation of its certifi-cation program, including the launch of its Performance and Chain of Custody Standards in 2017, and are now actively participating in the revision process. OUR VALUES At Constellium, all our employees share and abide by a common set of values that everyone puts into practice every day. EMPOWERMENT SAFETY Safety is everyone's responsibility, whatever their role. We constantly improve our safety practices and train our employees to always follow safety instructions and rules, and to speak up whenever they see unsafe behavior. TRUST Trust is the basis of our approach to business. This means creating an environment where everyone can exchange views and collaborate effectively. TRANSPARENCY RESPECT We make sure all our employees have the information they need to do their job, and we communicate openly and clearly to our customers and other stakeholders. COLLABORATION Respect is the foundation of every relationship. We respect and value the diversity of people that make up our business, and we treat everyone fairly. We work together, and with our customers and stakeholders, to identify and solve problems and to bring new ideas and perspectives. A t the very beginning of the Covid-19 pandemic, Alsace was one of the hardest hit regions in France. At the Neuf-Brisach plant, my 1,500 co-workers and I found ourselves on the front lines. The situation was troubling, but Constellium took it seriously. I work as a Safety Engineer, and helped put rigorous sanitary measures in place so that our employees could come to work under the safest possible conditions. We all knew how important it was to keep the plant running. Neuf-Brisach produces aluminium coils and sheets for food and beverage cans, crucial at a time when people were stocking up on supermarket supplies. It's like the hot rolling shop-you can't just start and stop operations, they must be continuous. GILLES RISCHMANN SAFETY ENGINEER NEUF - BRISACH, FRANCE We worked with health authorities and our in-house doctor, who did an excellent job of clearly and efficiently adapting the government's instructions to the particular context of our plant. Benchmarking our efforts against other businesses in the region, we developed measures that were even more stringent than the government recommendations. These were apparent the moment you stepped onsite. Every employee went straight to a checkpoint equipped with soap and disposable towels, then to the infirmary, where a nurse took our temperatures. There were disinfection kits at all our work stations, and the bathrooms, canteens, and lockers were regularly disinfected. As soon as a worker showed any symptoms, the medical services were alerted. Many of our employees work close together, in the same office or operating the same machines, so we set up social distancing protocols by reconfiguring workstations and putting very clear markings on the ground. Seamstresses in Colmar sewed reusable cloth masks-certified by health authorities-for our plant workers. This was very reassuring-one employee said he felt safer at the factory than at the supermarket! In turn, the plant I helped put rigorous sanitary measures in place so that our employees could come to work under the safest possible conditions." donated protective clothing and other supplies to hospitals, emergency workers, and nursing homes in the area. Constellium set up a web portal, Covid-19. constellium.com, where we could get the latest news about the site or the general company. All 12,000 employees around the world, with or without a Constellium email address, could log on anywhere, in six different languages. We received several messages from our CEO, along with news about local concerns such as canteen access. All of us came together in a relatively short time to make the plant a safe place to work-and we still managed to produce 90% of our normal food packaging output. One of our clients even wrote to thank the plant for its dedication throughout this difficult time, which allowed them to keep the supermarket shelves stocked. Every one of us can be very proud of making this happen. Benchmarking our efforts against other businesses in the region, we developed measures that were even more stringent than the government recommendations. These were apparent the moment you stepped onsite." GOVERNANCE Director independence We maintain a one-tier Board of Directors consisting of an Executive Director and Non-Executive Directors (each a "Director"). Under French law, there are no separate independence requirements for French companies whose shares are not listed on an EU-regulated market, so we defer to the NYSE requirements. As a foreign pri-vate issuer under the NYSE rules, we are not required to have independent Directors on our Board, except to the extent that our audit committee is required to consist of independent Directors. However, our Board has determined that, under current NYSE listing standards re-garding independence, and taking into ac-count any applicable committee standards, as of December 31, 2020, Messrs. Evans,Brandjes, Hartman, Maugis, Ormerod, Paschke, and Mmes. Walker, Brooks, and Frachet are deemed independent Directors. Under these standards, Mr. Germain is not deemed independent as he serves as the CEO of the Company. Board meetings in 2020 The Board of Directors held five regular meetings and additional meetings to review Covid-19 related matters and strategic opportunities. During the height of the crisis, the Board was informed of developments and actions on a quasi weekly basis. During the regular meetings, the Board reviewed a number of matters, including: committee reports; reports from the CEO (including environmental, health and safety, markets, and competition) and from the CFO and the Group's General Counsel; review andapproval of the 2019 Annual Accounts and Form 20-F filing with the SEC; approval of the agenda items for the annual General Meeting of shareholders; approval of exec-utive remuneration; reports from business units; review of Company strategy; R&D review; review of 2021 budget; finance re-ports; presentation on investor perception, and Board and Committee's self-evaluation results. Governance and accountability Our company's commitment to sustainabil-ity influences the business decisions we make, how we treat people, and the ways in which we create value. To better under-stand our stakeholders' expectations, we regularly conduct materiality analyses. We actively work to deliver our sustainability targets. Every year, we track our perfor- Audit Committee Our Sustainability Council Created in 2012, the Sustainability Council is a formal body with representatives from all parts of our business. These represen-tatives are in charge of guiding Constel-lium towards its sustainability goals. The Council meets three to four times a year. In 2020, due to Covid-19, we held a series of one-on-one virtual meetings with individual Council members to discuss sustainability targets. Constellium's sustainability team liaises the work of the Council with the Executive Committee throughout the year, both directly and through the Senior Vice President of Public Affairs, Communica-tions, and Sustainability, who is an Ex-ecutive Committee member. In 2020, theSustainability Council delivered virtual presentations to the Executive Committee on the definition of a greenhouse gas emis-sions reduction target and also on the 2030 sustainability strategy work plan. Compliance Committee Constellium's values have always served as the foundation of our company. Our busi-ness ethics are embedded in all our de- cision-making processes. Our Worldwide Code of Employees and Business Conduct governs the ways we operate and how we interact with our stakeholders, communi-ties, and one another. Our Compliance Com-mittee, chaired by the SVP and Chief Human Resources Officer, oversees training and communication of the Code as well as its monitoring, compliance, and enforcement. At the end of each quarter, the Committeereviews cases received via the Integrity Hotline or other channels, officially closing each case when there are no additional actions to be taken. Each review also pro-vides an opportunity to study cases at a global level, so that we can mitigate any overall risks or concerns. The Committee's quarterly reports to the Audit Committee include any material issues regarding the Constellium Policy on Responsible Sup-ply Chain Management, the Human Rights Policy and Labor Practices, alleged cases of corruption or influence peddling, or alleged breaches of the General Data Protection Regulation (GDPR). CODE OF CONDUCT TRAINING Our Responsible Supply Chain Management Policy and Supplier Code of Conduct are aligned with the principles of the UN Global Compact, and apply to all our suppliers, consultants, contractors and agents. All of our suppliers are asked to sign our Supplier Code of Conduct. We ask key suppliers to perform a desktop-based assessment ev-ery three years using the EcoVadis platform, and we perform an onsite workplace audit for locations or sectors identified at greater risk. This policy fosters an environment where employees can act without fear of retaliation by establishing procedures to encourage the reporting of wrongdoing or suspected wrong- doing or irregularities of a financial, account-ing, auditing, or banking nature in the Group, as well as violations of the Code of Conduct. To facilitate this reporting, we have estab-lished an external hotline in all countries where we have operations, and in various languages. Communication and training We offer our employees training on sustain-ability and on our Code of Conduct. Our in-ternal and external communications teams are familiar with our sustainability challeng-es, goals, and achievements, and help us to reach our goals through the engagement of our employees. We launched an e-learning course on sustainability in 2019. In 2020, due to Covid-19, we modified our in-person sus- tainability training for sales and purchas-ing teams from physical courses to virtual training on demand. Additionally, in 2020 we created an e-learning course on our Code of Conduct. Our goal is to annually train all of our employees who have access to the e-learning course. Our internal magazine, LIVE, is available to all employees, and communicates on different topics from our Code of Conduct. In 2020, it published articles on reducing landfilled waste as well as privacy and personal data protection. Some of our sites conduct face-to-face training with employees who lack access to e-learning or our intranet. For example, in early 2020 at Neuf-Brisach, our Code of Con-duct was presented in person to employees working on the shop floor, accompanied by weekly displays of each chapter on screens around the plant. As for anti-trust and competition law, we provide an e-learning module to employees who deal with suppliers or customers, and have trained over 300 employees so far. BOARD OF DIRECTORS The Board of Directors is collectively responsible for the management of the Company, the general conduct of the Company's business, and its corporate governance structure. The Non-Executive Directors supervise and provide guidance to the Executive Director, who is entrusted with the day-to-day management of the Company. Richard B. Evans Chairman Vittorio Rossetti Vice President and Chief Information Officer W hen I heard that Constellium was looking for women to work at the foundry three years ago, I immediately applied. At first, I worked in the place where we sort recycled metal. After a year, when the chance to operate the bridge crane came up, my boss asked if I was interested and I said yes. No woman had ever done this job before. Of all my life experiences, the bridge crane has been the most challenging. I start each day by checking in with the furnaces, organizing the day's production flow, and then I go up into the crane. There are five melt furnaces that I operate, either removing big aluminium plates from the furnaces or installing tools in order to change plate formats. ANNICK DUCHET, OPERATOR ISSOIRE, FRANCE I spend each eight-hour shift alone in the crane, 10-15 meters under the roof, moving from one furnace to another. It is very precise work, with a lot of responsibility-the plates weigh between three and nineteen tons and my colleagues are down below. If I'm not there to remove a plate, they can't move ahead to launch a new cast. At first, the guys on the floor felt like the bridge crane was no place for a woman. With time they got to know me, and now it's great. I know how to drive the crane, how to organize my work, and they tell me I'm more gentle and precise than other operators. There were few women in the foundry when I started, but now there are more and more on our team. I find Constellium to be a very human company, and the only factory I've worked at where women can advance. Now my daughter works as a trainee here, too! No woman had ever done this job before. Of all my life experiences, the bridge crane has been the most challenging." FOCUSING ON ENVIRONMENT, HEALTH, AND SAFETY Constellium is resolute in our dedication to EHS. We constantly review our policies and practices to minimize our environmental impact, keep our employees and communities healthy, and guarantee the safety of people at our sites. Our challenges Environmental protection, health, and safety (EHS) are our absolute priorities. While the na-ture of our business creates certain risks for the environment, we do our best to minimize our footprint. Similarly, our industry requires materials, equipment, and processes that may pose risks to the health and safety of our employees, contractors, and visitors. Our goal is to achieve zero injuries and illnesses by in-tegrating EHS into all aspects of our business. Constellium's EHS management system is de-scribed in our EHS FIRST policy and manual, and our EHS Directives and Guidelines. Safety Safety is our number one value at Constelli-um, and at the heart of everything we do. Our Recordable Case Rate (RCR)(1) has improved significantly, from 3.31 in 2016 to 1.82 in 2020, well below our 2020 target of 2.35. We reached our goal to reduce it by 10% year after year and our number of Serious Injury cases decreased to 2 vs. 7 in 2019. We will keep the same target of a 10% reduction in recordable injuries in 2021. These achievements are the results of our employees' commitment to safety and of our global Serious Injury and Fatality (SIF) pro-gram. Since the program's rollout in 2018, our sites have set up SIF teams to regularly iden-tify risks with the greatest potential for serious injuries and to take action to mitigate them. We engage our leadership through our Safe-ty Task Force, made up of members from our Executive Committee. Safety also depends on individual actions. In 2020, we launched INTERVIEW LaDonna Smith, Group Sustainability and Safety Manager, on "Caring for Each Other" always intervene, learn how to voice our EHS concerns to others in a manner that shows we care, and practice our responses. Concretely, how does it work? "Caring for Each Other" is a global, interactive, four-hour training program. All North American and European sites have rolled out the program, and we plan to train all our 12,000 employees throughout 2021. Why "Caring for Each sons why we do not "Caring for Each Other," a company-wide training program focused on the reasons for unsafe practices, peer-to-peer interaction, and speaking up when employees witness risky behavior. Environment At site level, our main environmental actions and programs concern spill containment and countermeasures, hazardous sub-stance management, reducing landfilled waste, improving energy efficiency, wasteand materials reuse and recycling, minimiz-ing the impacts of air emissions, and water management (see pages 61-65). Preventing environmental incidents In 2019, we began tracking "environmental near misses": any incident that could have had a negative environmental impact but did not. In 2020, we added to our preventive action plan the identification and investigation of "high-potential environmental near misses" and "high-potential minor environmental incidents(2)" (1) Recordable Case Rate measures the number of fatalities, serious injuries, lost-time injuries, restricted work injuries, or medical treatments per one million hours worked. (2) Minor environmental incident: A one-time, localized environmental incident due to a lack or failure of control, resulting in minimal cost or consequences. that could have resulted in major con-sequences. Health Responding to the Covid-19 crisis Looking after the health of our employees, their families, and our communities has never been more critical than during the Covid-19 pandemic. We have taken strict measures to protect our workers while allowing our sites to continue meeting the needs of our customers. In compliance with World Health Organization guidelines and local regulations, we imple- mented quarantine procedures for confirmed cases and suspected exposures. Business travel was extremely limited and needed top management approval, and employees who could do so worked from home. Our sites established preventive controls to manage the risk of infection, including regularly disinfecting and partitioning work areas, updating information on best hygiene practices, wearing masks, enforcing social distancing practices, and strict policies for visitors, suppliers, and deliveries. We frequently review our hygiene and safety procedures. Each month, we conduct con-ference calls with our sites, sharing good practices and updating our guidelines. We developed videos to promote safe behavior at work and home. Other health initiatives We take a range of actions to prevent work-related diseases and promote em-ployee health, including flu vaccinations, fitness classes, and eye testing. An increas-ing number of sites are working to improve ergonomics, and some have programs to re-duce noise levels or psycho-social risk. Most OUR RESULTS sites have an Employee Assistance Program to support employees dealing with person- al difficulties, and several provide support through training or team discussions on is-sues such as addiction prevention. Health issues are covered in our company-wide newsletter and on our intranet. Plants have launched health campaigns on breast can-cer awareness, Healthy Heart Month, smok-ing cessation, weight loss, and more. 85% of our sites(3) have ISO 14001 certification (environmental management systems), while 85% of our employees(4) are covered by OHSAS 18001 or ISO 45001 certifications (occupational health and safety). 2021 TARGETSReduce our Recordable Case Rate by 10% per annum from 2016 INDICATORSRecordable Case Rate and annual variation 2019 YES Zero major(5) or significant(6) environmental incidentsNumber of major or significant incidents 0 0 (3) Joint venture sites are excluded. (4) Employees at corporate offices and joint ventures are excluded. (5) An environmental incident is considered major when the total cost is greater than 2,500,000 USD and/or when the recovery from environmental impact requires more than a year. (6) An environmental incident is considered significant when the total cost is greater than 250,000 USD and/or when recovery from environmental impact requires longer than a month. MANUFACTURING EXCELLENCE Getting the greatest possible value out of our manufacturing assets is critical to the execution of our Company's strategy. Our Manufacturing Excellence team works with our plants and R&D centers throughout the year to achieve con-tinuous improvements in our opera-tions and produce top-quality goods as safely and efficiently as possible. EHS FIRST Safety is the first priority for Constellium and the primary objective of our Manufac-turing Excellence program (see page 22). Optimizing CapEx to make the most of our assets Our Manufacturing Excellence program provided critical support to our plants throughout the Covid-19 pandemic, by prioritizing investments and efficiently implementing maintenance and asset integrity projects. Being as efficient as possible with our capital dollars enabled us to protect our business and preserve our financial flexibility. Regular maintenance is vital to getting the most out of our assets. Our engineering team is moving from planned maintenance interventions to predictive maintenance, known as "condition-based monitoring." Condition-based monitoring uses tools, such as sensors, to detect equipment status. This new process predicts the best moment for maintenance stoppage and limits unexpected equipment downtime. Our teams were also highly focused on optimizing equipment uptime, recovery, and mill speed. For example, the Manufacturing Excellence team worked with our Ravenswood facility to increase the capac-ity and quality of the cold rolling mill. This AHEADD® -CONSTELLIUM'S NEW ALUMINIUM ADDITIVE MANUFACTURING POWDERS Our Manufacturing Excellence team also works on developing and manufacturing innovative solutions that respond to the needs of our customers and use the latest technology. In 2020, Constelliumdeveloped AHEADD®, a new generation of high performance aluminium powders for additive manufacturing. Constellium's new powders are designed and tailored for a wide range of applications,includingaerospace,motorsports, and defense. Aheadd® solutions bring unmatched thermal stability, and can replace titanium in selected applications to reduce weight and cost. SMARTMELT We are working on a project called "Smartmelt" to optimize the operation of our cast houses, the most energy-intensive aspect of our production process. Sensors monitor the furnaces' status and temperature in real time, and a digital twin indicates to our operators how to work most efficiently and with the least energy consumption. "Smartmelt is like a GPS for the ovens, directing operators on the best route to take," says Technology Leader Bruno Magnin. We are installing the system at Issoire, followed by Neuf-Brisach, then at the rest of our sites. Driving "Horizon 22" incremental capacity comes at an oppor-tune time, with demand for sheets for the industrial market expected to grow in North America. Manufacturing Excellence will be a major contributor to our transformational "Hori-zon 22" program. Improving how we man-age metal, including our use of scrap, is one of the most effective ways to reduce costs. Considering we typically produce around 1.5 million tons of aluminium per year, every percentage point of increased metal recov-ery at our factories can translate into millions of dollars of savings. Our Manufacturing Excellence team monitors and compares the yield loss rate of each plant to industry rates and against our other plants. This process identifies best practices, which can then be implemented with close partner-ship from our procurement team. For example, a cross-functional team, comprised of process, quality, production, commercial, supply chain, and finance, is working on developing a better plate recovery process. We are implementing some of the best practices developed at Issoire, which led to savings of €7 million. Our cost reduction efforts are not limited to metal management. For example, in 2020, we focused on our furnaces and the tem- perature-resistant bricks that line them. We now have guidelines for maximum efficiency and have standardized oven design to increase the time between overhauls. These improvements in our furnace rebuilding program are resulting in a 20% increase in furnace life. VIRTUAL MANUFACTURING EXCELLENCE MUSCLE SHOALS FACILITY RECEIVES ALABAMA LARGE MANUFACTURER OF THE YEAR AWARD Our Manufacturing Excellence initiatives were rewarded in 2020 when Muscle Shoals was honored as Alabama's 2020 Large Manufacturer of the Year, in recognition ofthe plant's superior performance in operating excellence, continuous improvement, profitable growth, customer focus, employee commitment, and investment in training and retraining employees. Our Manufacturing Excellence team travels extensively to our various sites to provide hands-on guidance and support. So when the Covid-19 pandemic put an abrupt halt to business travel, our team went virtual. Using real time technical data from equipment at the sites, stored in the cloud, our engineers were able to access detailed analyses of the data, assess issues, and test ideas for improvement. The team remotely analyzed reliability issues, helped manage scrap levels, and worked on recovery from thousands of miles away. Supporting our sustainability initiatives By helping our plants become more ener-gy efficient and generate less waste, our Manufacturing Excellence program also contributes to our sustainability journey. Energy efficiency is at the core of our sus-tainability targets. All of our facilities are implementing action plans to address this critical issue. Our facility in Bowling Green received two awards for "Lowest Carbon Emissions" and "Most Improved Carbon Emissions" from the Tennessee Valley Authority, recognizing the plant's impressive energy efficiency improvements since 2016. "Manufacturing Excellence is at the core of Constellium's "Horizon 22" program, as we strive to make the most of our assets and ensure a high level of quality and reliability that is critical for our success." Jack Clark, Senior Vice President, Manufacturing Excellence and Chief Technical Officer M y PhD at Cambridge focused on Material Sciences-I considered chemistry but ma-terials felt more "real," making products that people use, getting it out into the market. It's always satisfying for me to have something tactile we've created as a team-I drive a Citroën that contains several of our alloys. I arrived at Voreppe in 1991, when it was Pechiney, and spent six years at Neuf-Brisach starting up Auto Body Sheet before returning to R&D. My job changes constantly, there's always something new with aluminium, and we have hundreds of ideas go-ing on at any one time. Some of these led to current projects in areas like new sensors for digital man-ufacturing, future recycling technologies, or addi-tive manufacturing (3D printing). For a brand new product, we start by understanding the customer's needs, then imagine every option for a solution, do-ing affordable, rapid experiments to decide which ones to kill and which to pursue. Back in the late 1980s, we had a machine at Voreppe that sprayed powder-based aluminium, but there were technical difficulties and it got no-where as a business. When additive manufactur-ing started bubbling up, we knew immediately we could do something, because of the old work on powders, but it would be very expensive to develop alone. Then several customers asked us to collab-orate on additive powder alloys, and we accepted with the condition that we would own the patents. We used a small machine designed for making costume jewelry to prototype up to 10 alloys a day, and then with partners printed up the best candi-dates with small batches of powder. In this way, we did hundreds of experiments, and now have two market-ready alloys. Powder is like a startup business-it could go big or stay small, but there is lots of interest worldwide, and customers are using additive manufacturing for all sorts of new niches we didn't even know existed. RAVI SHAHANI INNOVATION CHAMPION C - TEC VOREPPE, FRANCE My job changes constantly, there's always something new with aluminium, and we have hundreds of ideas going on at any one time." Aluminium is the ideal metal for an incredible range of purposes, playing a major role in our lighter, faster, and more sustainable world. Constellium makes advanced solutions for a wide range of applications, including beverage cans, cars, planes, space shuttles, trains, and much more. Our diverse portfolio, focused on high-value products, ensures that our business remains robust and resilient. BUSINESS PACKAGING Packaging is the bedrock of our portfolio, a recession-resilient and secular growth market. Constellium addresses every facet of the market, from aluminium coils and sheets to recycling. PACKAGING PLANTS Muscle Shoals, Alabama: One of our largest sites, with the fastest coating line and a world class beverage can recycling center Neuf-Brisach, France: Key positions in beverage canstock (body, end, and tab) and food canstock in Europe, along with a world-class recycling center Singen, Germany: 40% OUR PRODUCTS We supply goods and solutions for every aspect of the market, from recycling to aluminium coils and sheets. Our products supply the following markets: beverage cans, food cans, bottle closures, flexible packaging, personal care aerosols, cosmetics packaging, and lux-ury packaging for the perfume industry. SOME OF OUR CUSTOMERS United StatesSource: CRU International Ltd., Aluminium Rolled Products Market Outlook November 2020. Customer preference for aluminium cans translates into long-term, secular growth for the packaging market. An increased focus on sustainability con-tinues to boost demand for aluminium cans as the eco-responsible alternative to plastics in beverage packaging. This trend is reinforced by regulations such as a European ban on certain single-use plas-tics, going into effect in 2021. Many companies have also announced a reduction in plastic packaging and single-use plastics. Our customers continue to invest in new can lines in both North America and Europe, which should drive incremental demand for can sheet for years to come. Consumer preference is one of several tailwinds for the can sheet market. In Europe, demand is growing as aluminium becomes a substitute for steel. GETTING LIVE FEEDBACK FROM OUR CUSTOMERS The American company Crown Holdings, the world's second largest producer of beverage cans, is one of Constellium's key customers in the packaging industry. In February 2020, Constellium's team visited the Crown plant in Conroe, Texas, to get direct feedback from this important customer while seeing how it turns a coil of aluminium into beverage cans. "The opportunity to visit our customers, to see their operations up close, and to better understand their needs and expectations, is critical to developing strong relationships and long-term business for our plants," says Raphael Thevenin, Vice President of Sales & Marketing, Global Packaging for Constellium P&ARP. "It was exciting to see our aluminium run on their machines and be transformed into a consumer product. The customer is very satisfied with our quality improvements." BORN TO RECYCLE Aluminium cans are the most recycled beverage containers, appearing back on the shelf in only 60 days. Plastic, on the other hand, is typically downcycled into products such as carpet fibers (if it does not end up in the ocean). At Constellium, we have the capacity to recycle the equivalent of 32 billion cans a year. AUTOMOTIVE Constellium aluminium drives advanced mobility. As a "Top 100" global automotive supplier(1), we supply most major automakers, and our products can be found in some of the most iconic vehicles on the road today: the BMW X5, Ford F-150 and Super Duty, Mercedes-Benz C-Class, Audi A7, and many others. Map not to scale OUR PRODUCTS Constellium has long been a preferred partner for automakers, enabling them to engineer lighter, stron-ger, and safer vehicles for higher performance, lower emissions, better fuel economy, and greater range. We offer a wide portfolio of advanced aluminium rolled products and extrusion-based structural components for closures and body structures, Crash Management Systems, battery enclosures, heat exchangers, and interior trim. We are a unique partner to automakers, with a wide-ranging offer: material science, component proto-typing and production, simulation and testing, product development, and closed-loop recycling. We cast our own high-technology automotive alloys in-house. SOME OF OUR CUSTOMERS OUR AUTOMOTIVE PLANTS Note: Represents both car and commercial vehicle production, including light trucks Automotive remains a secular growth market for al-uminium, as carmakers are drawn to the material's lightweighting and energy absorption capacities. We anticipate this trend will gain momentum along with more stringent emission regulations and a higher demand for hybrid and electric vehicles. Electric vehicles are aluminium intensive, because light-weighting is necessary in order for them to achieve their range objectives. The Covid-19 crisis signifi-cantly disrupted customer demand in March and April 2020, due to lockdown measures in Europe and the U.S. However, automotive OEMs on both conti-nents rapidly resumed production afterwards. Ac-cording to CRU, global vehicle production is expect-ed to grow by approximately 1.9% per annum from 2019 to 2025, and the consumption of ABS between 2019 and 2025 will grow 7.5% per annum in Europe, 8% per annum in North America, and 21.50% per annum in China. MAKING BATTERY ENCLOSURES "ALIVE" Constellium is leading a consortium of automotive manufacturers and suppliers to develop structural aluminium battery enclosures for electric vehicles at its University Technology Center (UTC) at Brunel University London. The £15 million ALIVE (Aluminium Intensive Vehicle Enclosures) project is funded in part by a grant from the Advanced Propulsion Centre (APC), as a com-ponent of its low carbon emissions research program. Taking advantage of Constellium's high-strength HSA6™ extrusion alloys and new manufacturing concepts, these battery enclosures will provide au-tomakers with unparalleled designfreedom and modularity, optimizing costs as they transition to vehicle electrification. Thanks to agile production cells, the new battery enclosure manufacturing system will provide scalability as volumes increase. Constellium is able to de-sign and produce battery enclosures that provide the strength, crash re-sistance, and weight savings needed in a structural component. Our HSA6™ alloys are 15 to 30% lighter than conventional alloys, and are closed-loop recyclable. The ALIVE project is expected to deliver its first prototypes at the end of 2021. SINGEN WELCOMES A NEW EXTRUSION PRESS In October, the Singen Extrusion plant celebrated the launch of a new extrusion press. Dedicated to the automotive industry, it will produce millions of profiles each year. Most of these will go to thenearby Gottmadingen plant, to be transformed into bumper beams for Crash Management Systems, battery enclosure components, or side impact beams for customers across Europe. The two plants' close cooperation and proximity to customers are great advantages for automakers and Constellium. CONSTELLIUM IN THE HOOD (OF THE TOYOTA COROLLA) After partnering together for many years to develop innovative aluminium solutions for Toyota's latest models, the Japanese carmaker chose Constellium to be the sole supplier of Auto Body Sheet for the hood of its new Corolla, one of the world's best-selling vehicles, produced at Toyota's European manufacturingplants. This is the first time that Toyota is using aluminium for this series on its European production lines. Constellium is providing Surfalex HS®, a high-tech alloy with exceptional surface quality, roping performance, and corrosion resistance, for the outer part of the hood. M y home is close to where I work, at the Constellium plant in Gottmadingen, in the South of Germany. As aluminium's use in cars has increased, I have watched my factory expand several times. Today, there are 600 employees working here, and we build safety and structural parts for the automotive industry. As a process mechanic, I am responsible for the operation and the monitoring of the production lines, so I know firsthand how safe and reliable our products are. For example, Crash Management Systems (CMS) are among the most important parts of a vehicle's design, conceived to save the lives of passengers and pedestrians in the event of a collision. They also protect key systems in the car, and can minimize the costs of repairs after a crash. MAXIMILIAN ALBERT PROCESS MECHANIC GOTTMADINGEN, GERMANY Aluminium is the perfect material for cars. It is lightweight and strong, with superior energy absorption and predictable crash behavior. It also makes cars lighter, and we have estimated that we can save 5 kg on each aluminium Crash Manage-ment System, compared with a traditional one- our R&D team calculated that this would mean saving 560,000 metric tons of CO2 emissions over the lifetime of the 7 million vehicles(1) we supply globally! Being at the cutting edge of innovation is one of the aspects of my job that I appreciate the most. At Gottmadingen we are currently running a pilot project working alongside a "cobot," or collaborative robot. The cobot takes over the "pick and place" task at the end of the production line so we can focus on key aspects of production. Above all, I take enormous satisfaction from knowing that the products I help manufacture are saving lives day after day, on roads all around the world. (1) Constellium's estimate based on 10 g/km CO2 saved for every 100 kg, and a useful life of 160,000 km per vehicle. Above all, i take enormous satisfaction from knowing that the products i help manufacture are saving lives day after day, on roads all around the world." A s a child in Poland, when I gazed up at the stars I had no idea that one day I would help to explore them. I moved with my family to the U.S. as a teenager, and earned BS and MS degrees in Materials Engineering at the University of Illinois. My fascination with the cosmos continued during my college days. I bought a telescope to explore features of the Moon and rings of Saturn. In the 1990s, I was part of a team consisting of NASA, Lockheed Martin, and Reynolds Metals, tasked with the challenge of developing aluminium-lithium technology critically needed for a new generation of space shuttle rockets that delivered components to the International Space Station. On June 2, 1998, one of the most exciting days of my life, I was sitting in the VIP section of the Kennedy Space Complex witnessing the incredibly successful launch of the Space Shuttle Discovery, which used an external tank built out of recently developed 2195 alloy, which would later join the Airware family. Since 2002, I have worked for Constellium developing Airware® alloys for projects such as SpaceX' Falcon 9® and NASA's powerful Space Launch System rocket. There is no greater chal-lenge than space travel, and my work is never dull. The conditions of outer space require extremely sophisticated materials that can resist environ-mental and operational stresses-everything from launch turbulence to huge temperature variations. Our Airware® alloys allow for stronger, lighter construction, for more payload and higher orbits.They are highly formable, have superior tensile strength, and exhibit excellent properties at liquid oxygen and hydrogen temperatures. Constellium produces these state-of-the-art metals for trailblazing clients such as NASA, Boeing, Blue Origin, and Lockheed Martin. I like to think that kids all over the world are looking at the night sky and seeing the incredible spaceships we've put up there. I hope their dreams will push them to be a part of the space program. MICHAEL NIEDZINSKI GROUP LEADER SPACE & DEFENSE, DIRECTOR OF STANDARDIZATION RAVENSWOOD, U.S. As a child in Poland, when I gazed up at the stars I had no idea that one day I would help to explore them." AEROSPACE PRODUCTS READY FOR TAKEOFF Constellium is a major supplier of rolled and extruded products to the world's top aircraft manufacturers. We develop and manufacture materials for all key struc-tural applications, including fuselage and wing skins, doublers, stiffeners, window frames, bulkheads, floor structures, seat tracks, doors, and various engine com-ponent parts. Our groundbreaking Airware® solution makes us the undisputed leader in aluminium-lithium technology. Constellium also offers pre-machining and recycling services, so that our customers generate less scrap or have less to manage, thus saving on material costs. Constellium partners with all major air-and spacecraft companies to develop and manufacture high-performance and cost-effective products and solutions. We produce aluminium plates, sheets, castings, and extrusions; develop advanced proprietary alloys and technologies; and pre-machine and recycle. SOME OF OUR CUSTOMERS Source: Boeing 2020 Commercial Market Outlook 2020 - 2039 The near-term outlook for aerospace remains un-certain, due to the effects of Covid-19. Aerospace OEMs have reduced build rates, and it is unclear how long they will stay at these levels. Inventory destocking is likely to persist through the first half of 2021. According to CRU, aluminium demand for the aerospace rolled products markets in North America and Europe is expected to decrease b

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Research containing Airware

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CB Insights Intelligence Analysts have mentioned Airware in 2 CB Insights research briefs, most recently on Sep 28, 2021.

Expert Collections containing Airware

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Airware is included in 4 Expert Collections, including Construction Tech.

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Internet of Things ( IoT )

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Airware Patents

Airware has filed 24 patents.

The 3 most popular patent topics include:

  • Optical devices
  • Spectroscopy
  • Electromagnetic radiation
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Spectroscopy, Optical devices, Fiber optics, Electromagnetic radiation, Microscopy

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