ff

1. OUR ADDED VALUE & M&A TRENDS
IN THE INDUSTRY SECTOR
BUY SIDE – FUNDRAISING – SELL SIDE
OCTOBER 2022

2. 2
P R I V A T E & C O N F I D E N T I A L
TABLE OF CONTENT
I. Market trends in the industry sector 03
III. Our Methodology & Expertise 15
IV. About GEREJE Corporate Finance 24
II. M&A trends in the industry sector 10

3. MARKET TRENDS IN
THE INDUSTRY
SECTOR
I

4. 4
P R I V A T E & C O N F I D E N T I A L
INDUSTRY OVERVIEW
Manufacturing production unevenly distributed at the
global level
▪ China = 30% of the world manufacturing production (the United States = 20%
; France = 3%)
Sources : PwC, Deloitte, Gifas
An energy recovery issue
▪ Industry contributes to 21% of global greenhouse gas emissions
▪ Implement the necessary processes to recover fatal heat (= quantity of
energy coming from an industrial process but not used)
Resilience of the sector
▪ World industrial production is 7% higher than its pre-Covid level
A large sector
▪ Many sub-sectors : construction, energy, transport & logistics, aeronautics

5. 5
P R I V A T E & C O N F I D E N T I A L
Global Construction Market evolution in $tn
(2021 – 2030)
7,3
10,3
14,4
0
2
4
6
8
10
12
14
2021 2025f 2030f
Consolidation of the fragmented sector
▪ Leaders of the market are looking to increase their size, to achieve scale
economies and to complete their offer
▪ Numerous small companies with targeted skills, especially in engines and
components segments which represent over 60% of the market
Construction robotics
▪ CAGR of 14% (2022-2030) to reach $164m
Green building
▪ Market X2 every three years

6. 6
P R I V A T E & C O N F I D E N T I A L
Gas crisis in the EU
▪ From a transition fuel to a thrat in security of supply
▪ Potential for reducing final gas consumption through efficiency
and sufficiency measures
An increase both in emissions, and carbon factor
▪ Energy-related CO2 emissions rose by +5.9% in 2021 (China =
+6.3%)
▪ Biogas could play a significant role in energy diversification by
2030
Strong recovery of electricity demand
▪ 2021 : +5.4% ; mainly driven by China (+10%)
Breakdown of the global energy market by
region in 2021
The global economic rebound (+5.9%) was driven by non-OECD countries (+7%), especially India (+8.9%)
and China (+8.1%)

7. 7
P R I V A T E & C O N F I D E N T I A L
Diversification has become a necessity
▪ The Covid crisis highlighted the need for T&L players to diversify their modes of transport :
road, water, rail, or air to prevent risks
High demand for physical goods & limited capacity (during COVID
crisis)
▪ Have pushed freight rates to record levels
▪ With higher earnings comes higher cash flow and some strategic players have now cash to
deploy
1 142
1 010
1 156
2019 2020 2021
Number of T&L deals
(2019-2021)
Boom of E-commerce strengthen by the covid crisis
▪ Requires the deployment of inventory closer to the consumer, i.e more warehouse space &
investments in technology, including freight management platforms, automation &
fulfillment
Sources: PWC, GCF Research

8. 8
P R I V A T E & C O N F I D E N T I A L
THE AERONAUTICS MARKET
Environmental pressure
▪ Considering the global environmental pressure and the funds given by the
governments to pass the crisis, Airline companies will have to reduce CO2
emissions. Electric air transport is growing rapidly : by 2025, 25% of the
aviation sector will be composed of electric or hybrid aircraft.
Sources : PwC, Deloitte, ASD, Boursorama, Airbus, GCF Reseach
Airbus A320 family monthly production rate
(2022-2025)
The resumption of deliveries is a reliable indicator of an end of the crisis : Airbus forecasts for its A320 family, a
monthly production rate of 75 aircrafts by 2025. New deliveries over the next 20 years are estimated around 40,000
aircrafts
45
64
70
75
0
10
20
30
40
50
60
70
80
2022f 2023f 2024f 2025f
New opportunities amid the sector’ reshaping
▪ Pre-crisis, Airbus forecasted 63 monthly aircrafts’ production in 2021 vs. actual
45. The adaptation to the current market situation will result in M&A
opportunities (consolidation, economies of scale, innovation, …)
Resilience of low-cost companies which are mainly using
single-aisle aircrafts (A320 family)
▪ Faster recovery due to lower fixed costs
▪ Preference for direct flights: reinforcing the low-cost companies' strategy

9. 9
P R I V A T E & C O N F I D E N T I A L
Global MRO Market evolution in $bn
(2019 – 2031)
RESILIENCE OF THE GLOBAL MRO MARKET
Asia Pacific expected to witness a significant growth
▪ Representing 31% of the global MRO market, Asia Pacific market will increase by
5.5% by 2027
The global Aeronautics & Defense MRO (Maintenance, Repair & Operations) market has been valued at
$87bn in 2021 and is expected to reach $108bn by 2026, increasing at a CAGR of 4%
Increase of investments in MRO equipment which help reduce
operational expenditure (process efficiency, reduce of
downtime’s length).
Sources GMI, OliverWyman, Les Echos , GCF Research
The growth of air travel and the aircraft production will
support the MRO industry
▪ Air traffic passengers is expected to reach 7.2bn in 2035 (+200% vs. 2021)
87,3
108,4
117,7
0
20
40
60
80
100
120
140
2021 2026f 2031f
CAGR 26-31
+ 1.5%
CAGR 19-26
+ 4%

10. M&A TRENDS IN THE
INDUSTRY SECTOR
II

11. 11
P R I V A T E & C O N F I D E N T I A L
M&A TRENDS – VALUATION METRICS
Company Size
▪ The largest the company, the higher the multiple with key thresholds (10M revenue;
50M revenue; 100M revenue…)
Profitability
▪ EBITDA margin compared to peers may be the most important comparison criteria
when the companies’ sizes are similar
Market position
▪ A leading position within a local market improves a valuation multiple, on the other
hand, a mid-tier position will drive a lower valuation
Within the same sector, valuation multiples vary according to the size, profitability, and market positioning of the
company

12. 12
P R I V A T E & C O N F I D E N T I A L
RECENT TRANSACTIONS – AERONAUTICS FOCUS 1/3
Date
Buyer /
Investor(s)
Target
Transaction
Value
Information
Learn
More
Jul.
2022
€10m
Lattitude (FR) : specialized in the development
of space launchers and rocket engines
here
Jun.
2022
€122m
Flying Whales (FR) : offers a pioneering solution
for air cargo transportation
here
Mar.
2022
€440m
SES (LUX) : satellite operator with operational
experience in providing multi-orbit, multi-
band satellite communications services
Leonardo (ITA) : sale of its satellite
communication and security business
here
May
2021
$250m
Cebu Pacific (Philippines): a leading low-cost
airline company
here
Source Mergermarket, Fusacq, GCF Research, MBA Capital Click on the logo to access the website

13. 13
P R I V A T E & C O N F I D E N T I A L
RECENT TRANSACTIONS – CONSTRUCTION FOCUS 2/3
Date
Buyer /
Investor(s)
Target
Transaction
Value
Information
Learn
More
Sep.
2022
€6m
Obat (FR): a SaaS solution that facilitates the
management and procedures of building
professionals
here
Jun.
2022
€10m
Vestack (FR): technology company specializing
in the design and construction of low-carbon
buildings
here
Jun.
2022
€20m
Néolithe (FR): transforms waste into usable
stones for the construction industry
here
Apr.
2022
€3m
Groupe Giesper (FR): specialized in
construction, civil engineering and public
works activities
here
Source Mergermarket, Fusacq, GCF Research, MBA Capital Click on the logo to access the website

14. 14
P R I V A T E & C O N F I D E N T I A L
RECENT TRANSACTIONS – LOGISTICS FOCUS 3/3
Date
Buyer /
Investor(s)
Target
Transaction
Value
Information
Learn
More
Mar.
2022
€30m
Convelio (FR): international shipping of
works of art
European Investment Fund (EU) : European
fund for European entrepreneurs
here
Mar.
2022
€10m
K-Ryole (FR): manufacturer of electric vehicles
for professionals
here
Fev.
2022
$240m
ID Logistics (FR): leader in Transport &
Logistics
Kane Logistics (US): omni-channel
distribution
here
Jan.
2022
$335m
Exotec (FR): Supplier of robotic solutions for
warehouses
here
Source Mergermarket, Fusacq, GCF Research, MBA Capital Click on the logo to access the website

15. OUR METHODOLOGY
& EXPERTISE
III

16. 16
P R I V A T E & C O N F I D E N T I A L
OUR EXPERTISE & ADDED VALUE 1/2
We focus on 8 main sector, including the industry sector. We have a direct access to >1300
companies in this specific sector in Europe, Asia, and internationally
1. Our Expertise & Experience in the industry sector
Our multicultural teams with our own offices in Europe (Paris, Geneva, Lyon, Nantes,
Vienna), in Asia (Singapore, Kuala Lumpur), and our partners in the Middle East, Africa
and the US
2. Our International presence
Entrepreneurs close to Entrepreneurs = reactivity & adaptability
3. Our “entrepreneurial” culture
Privileged access to > 1000 investors (Cap development funds, VC, debt funds, Family
Offices), with a specific interest in the industry sector
4. Our Privileged access to Strategic & Financial Investors

17. 17
P R I V A T E & C O N F I D E N T I A L
OUR EXPERTISE & ADDED VALUE 2/2
We prefer to act over the long term as partners alongside business leaders
5. Advisor & Partner
With a total of 78 closings between 2016 & 2021, GEREJE is No. 1 & No. 2 between 2016 &
2021 in the Advisory Fusacq ranking – Corporate banking fundraising rankings in France
6. Our Track-Record
Our expertise in structuring complex operations : Earn-Out, Management Buy-Out, Owner
Buy-Out, Joint Venture…
7. Our Expertise in complex structuring
We work with no conflict of interests and ensure confidentiality & discretion
8. Our independence

18. 18
P R I V A T E & C O N F I D E N T I A L
OUR SECTOR EXPERTISE 1/2
Our long experience in Europe & worldwide gives us a privileged access to thousands of smid & large cap
companies across 8 different industries – listed in our proprietary data base
Luxury,
Fashion &
lifestyle
~400
Companies
Project BAREV
• Leading Art Gallery Group
• Based in Europe
• ~€30m sales
• Cash in needs / JV
01
Food &
Beverage,
Nutrition
~450
Companies
Project HEAVEN
• Luxury fine food heritage brand
• Based in France
• ~50M€ revenues
• Cash in needs
02
Medical
~350
Companies
Project NOW
• Health group
• Based in France
• ~50M€ revenues
• Cash in/Cash out needs
03
Cosmetics &
Fragrances
~450
Brands &
distributors
Project DREAM
• Leading skincare brand in Asia
• Based in Asia
• ~50M€ revenues
• JP/Partnership with European leader
04
# of companies in our database Example of companies we are close to

19. 19
P R I V A T E & C O N F I D E N T I A L
OUR SECTOR EXPERTISE 2/2
Our long experience in Europe & worldwide gives us a privileged access to thousands of smid & large cap
companies across 8 different industries – listed in our proprietary data base
Industry,
Engineering &
Construction
~1,500
Companies
Project LAND
• High-end construction group
• Based in Southeast Asia
• ~35M€ revenues
• Partial sale + Cash in needs
05
Software &
Financial
Services
~800
Companies
Project BAHIA
• Digital insurance solutions platform
• Based in Asia
• ~ 2,5M€ revenues
• Cash in needs
06
Media,
Culture &
Education
~700
Companies
Project BODY
• Leading VOD distributor brand in Asia
• Based in Asia
• ~ 10M€ revenues
• Cash in needs
07
Mobility &
Environment
~300
Companies
Project BIRD
• Innovative B2B solution in Mobility
• Based in France
• ~ 2,5M€ revenues
• Cash in needs
08
# of companies in our database Example of companies we are close to

20. OUR EXPERTISE IN THE INDUSTRY SECTOR 1/2
20
P R I V A T E & C O N F I D E N T I A L
Fabrice LOMBARDO
Founder & CEO of GEREJE Corporate Finance
Expertise at the international level, in Europe, Asia (especially ASEAN), Middle East & Africa, in
GEREJE’s 8 key sectors
Education:
BBA at Oxford Brookes Université, Grenoble Business School, Executive MBA at ESSEC, SFAF
Certified
Key Points:
● + 12 years in Business Dev. (multinationals) ● Creation of GEREJE: 2008 ● +100 deals closed
EXPERIENCE & EXPERTISE
➢ + 15 years in M&A consulting for SMID & Large Caps
➢ Buy-Side Mandate & Sell-Side Mandate
➢ Fundraisings (Equity / Debt)
➢ Valuation & Structuring
➢ Speaker and lecturer at ESSEC Paris, EGE, EDC Paris
➢ Specific expertise in Industry
▪ Previous Managing Director Asia at EDELCOM (subsidiary
of Citelum Group : EDF-Veolia)
▪ Previous Export Manager at BWT
▪ Previous APAC Area Manager at CATU (Legrand / Sicame
Group
▪ M&A Consulting : VINCI, EGIS, SOCOTEC, M+W Group, etc.

21. 21
P R I V A T E & C O N F I D E N T I A L
Laurent GOBINET
Partner at GEREJE Corporate Finance
Industrial Expertise in France and abroad
Education :
DESS electronic & MBA Purchasing, Bordeaux, France
Key Points:
● + 25 years of experience in the Aeronautics/Naval/Defense & All-terrain vehicles sectors
● +20 years of international experience
EXPERIENCE & EXPERTISE
➢ + 20 years of experience in large groups
➢ Industrial Strategy : production & services
➢ Aero., naval, defense, All-terrain vehicles , energies, etc.
➢ Purchasing, Supply Chain & Management
➢ Member of Neopolia Board (business network, Pays de Loire)
➢ Specific expertise in Industry
▪ Previous President et Deputy General Manager at
GESTAL
▪ Previous Purchasing & Logistics Director at STELIA (ex
Sogerma Services)
OUR EXPERTISE IN THE INDUSTRY SECTOR 2/2

22. 22
P R I V A T E & C O N F I D E N T I A L
OUR BUY-SIDE METHODOLOGY
Option: Preparation of a "Long-List" of
potential targets in the targeted sector
and geographical area and ranking them
in order of interest and according to M&A
criteria (sales, EBITDA, etc.)
Initiate contact between GEREJE and the
target(s) (without giving the name of the
client) to validate their actionability
Meeting between GEREJE and the client
to select a short list of targets to be
approached in phase 2
Assist our client in the final Due
Diligence
Optimize the discussions between all
involved parties: legal, audit,
accounting…
Advise on the best strategy and tactic
for final negotiations with the target(s)
until closing.
Assist in the drafting & proof-reading of
final contracts.
Drafting & negotiation of a Letter of
Intent (LOI)
Management of client’s questions &
requests (Q&A)
Optimize the negotiations with the
target
Advise on the best structuring (equity /
debt / mix) in the interest of the
shareholders
Option : Preparation of a strategic and
financial note (detailed profile of the
target) for the client
Signing of the Letter of Intent (LOI)
Signing of a Reciprocal Confidentiality
Agreement (RCA).
Meeting between the target and the client
to confirm the strategic fit and the mutual
willingness to enter negotiations
Phase 1 – 1 to 3 months
Market Screening & Preliminary
Approach
Phase 2 – 4 to 9 months
Maximization of Negotiations –
Signing of LOI
Phase 3 – 2 to 4 months
Final DD – Offer – Optimization of the
Closing

23. 23
P R I V A T E & C O N F I D E N T I A L
OUR TAILOR-MADE FUNDRAISING & PARTIAL SELL PROCESS
Phase 1 – 1 to 2 months
Preparation phase
Financial analysis (past results and
business plan)
Structuration (equity/debt/mix)
Electronic dataroom (docsend)
Blind Teaser on our online platform
In order to optimize the process, it is essential to prepare the project seriously, explain the use of the funds and
demonstrate the positive impact on turnover and margins
Phase 2 – 2 to 6 months
Selection, teasing and approach of
investors
Maximization (digital) of the investor
approach process (electronic NDA)
Checking of candidates’ seriousness
and motivation
Management & Optimization of
negotiations
Optimization of different structuring
options for the deal
Phase 3 – 1 to 2 months
Closing optimization
Optimization of the Due Diligence
process
Optimize the discussions between all
involved parties: legal, audit,
accounting…
Advise on the best strategy and tactic
for final negotiations with the target(s)
until closing.
Advise on the different structuring
schemes including earn out
Analysis and validation of the final
offer
Prepare a Strategic & Financial Note for
investors
Négotiation and signature of the Letter
of Intent (LOI)
Transition to phase 2 after mutual consent

24. 24
P R I V A T E & C O N F I D E N T I A L
DIFFERENT TYPE OF INVESTORS
Strategic and financial investors have different investment criteria and objectives involving different sales
strategies and structuring scenarios themselves
• Strategic investors are often competitors, suppliers or customers of the target.
• Their objective is to identify companies whose products or services can be integrated in synergy with their
existing portfolio or gain market share, in order to create long-term value for their shareholders.
• The main driver of the acquisition is strategic (vs. rapid return on investment). These buyers may also be
unconnected to the target and seek to expand in its market to diversify their revenue sources.
Strategic
investors
• Financial investors/buyers include private equity firms, hedge funds, family offices ...
• These players make investments in companies and achieve a return on investment within 5-7 years with a
sale or IPO.
• Some Family Offices have an unlimited time horizon and can invest large sums of money to support the
growth of the business at all stages of its development.
Financial
investors
These buyers have fundamentally different objectives, so the way they will approach
the activities of the targets in an M&A process will differ considerably.

25. 25
P R I V A T E & C O N F I D E N T I A L
Small Cap companies
~300 companies in Europe, Asia and Worldwide -
listed in our proprietary data base
Mid & Large Cap companies
~1000 companies in Europe, Asia and Worldwide -
listed in our proprietary data base
Investors
~1000 investors (PE, VC, CVC, Family Offices, etc.)
with a specific interest in the sector - listed in our
proprietary data base
● ● ●
● ● ●
OUR DIRECT ACCESS TO FINANCIAL AND STRATEGIC PLAYERS

26. ABOUT GEREJE
CORPORATE FINANCE
IV

27. 27
P R I V A T E & C O N F I D E N T I A L
THE “GEREJE” PHILOSOPHY
In the 13th century, the Emperor Kublai Khan awarded
Marco Polo a gold tablet in the form of a long piece of
currency named « GEREGE » along with a password,
which ensured numerous privileges to the beholder.
With this golden passport, Marco Polo obtained all
necessary protections, supplies and assistance which
included horses, food and equipment for his safe return to
Venice accompanied by his immense fortune.
The GEREJE, first diplomatic passport,
ensuring safe and secure cross border
transactions, is a powerful symbol
matching perfectly our mission and goals
GEREJE team members share a common
passion in dealing with cross border
transactions and are united around the
GEREJE symbol reflecting our mind set as well
as our working philosophy.

28. 28
P R I V A T E & C O N F I D E N T I A L
OUR WORLDWIDE REACH
We are an independent M&A firm with an “entrepreneurial” culture, providing both strategic and financial advisory services,
composed of a multidisciplinary team based between Europe, Asia & Middle-East
Our Corporate Film
EUROPE
▪ Paris
▪ Lyon
▪ Geneva
▪ Nantes
▪ Vienna
▪ Lisbon
ASIA
▪ Singapore
▪ Kuala Lumpur
▪ Bangkok
▪ Hong-Kong
EUROPE
MIDDLE EAST
ASIA

29. 29
P R I V A T E & C O N F I D E N T I A L
EXECUTION TEAM ENSURING THE QUALITY OF THE DOCUMENTS
Fabrice LOMBARDO
Founder & CEO
Antoine ALEMANY
Partner, Lisbon
Clarisse SUN
Associate M&A, Paris
Laurent GOBINET
Partner, Nantes
Hélène PEYRUSQUE
Analyst M&A, Lyon
Hugo MONNET
Vice President M&A, Lyon
Lucas VIANNAY
Analyst M&A, Paris
Servais MICOLOT
Senior Advisor, Geneva

30. 30
P R I V A T E & C O N F I D E N T I A L
SENIORS BRINGING SECTOR & GEOGRAPHIC EXPERTISES
François LAURENT
Senior Advisor, Hong-Kong
Olivier JOB
Senior Advisor, Lyon
Jean de MORAS
Senior Advisor, Paris
Arnaud BEASSE
Senior Advisor, Vienna
Maurice LAM
Director, Singapore
Gregory LAM
Vice President M&A, Singapore
Bruno NAVET
Partner, Kuala Lumpur
Bertrand LAM
Partner, Singapore

31. 31
P R I V A T E & C O N F I D E N T I A L
Partial or Total Sell mandate
Managing and Optimizing a sell process, leveraging on
our structuring experience, valuation expertise &
international network to maximize the transaction price.
Using every financial tool to align the interests of all
parties.
OUR SERVICES
The quality of our services relies
in our 100% in-house team
enabling us to manage the
entire transaction process,
thereby ensuring efficiency,
confidentiality and tangible
results
Buy mandate / Acquisition / Joint Ventures
Optimizing external cross-borders expansion strategies.
Global Knowhow, Local Approach
Strategic Advisory – Business Consultancy
The experience and operational know-how of the senior
team allows us to optimize the development strategies of
companies and thus facilitate the management of
corporate finance issues (Fundraising or acquisition)
Fund raising mandate & IPO – Capital development
Structure a solid & realistic business plan in order to
maximize the valuation forward and raise the capital
needed (Equity, Debt, Convertible Shares).
Local Markets Approach and Implementation Assistance
for IPO to maximize forward value & optimize
Transaction Structuring

32. 32
P R I V A T E & C O N F I D E N T I A L
OUR PROVEN METHODOLOGY
GEREJE is recognized for the quality of its documents (strategic & financial analysis) based on personalized execution, enhanced
by a multidisciplinary team acting under one hat !
Execution
Excellence
Each assignment is managed by
one Team leader to optimize the process
We rely on our own proprietary
research
Our mandates are on an exclusivity basis
only, including fixed and success fee
Our mandates are tailor-made
We manage 100% of the Transaction
coordinating the process
We deliver regular reports to optimize
the momentum
Our digital platform allows us to have constant
access to all the necessary information

33. 33
P R I V A T E & C O N F I D E N T I A L
OUR RECENT TRACK RECORD
With a total of 78 closings between 2016 and 2021, GEREJE is N1 or N2 M&A firm for SMICAP for the past 6 years in the Advisory
Fusacq ranking – Corporate banking fundraising rankings in France.
2021 – Acquisition –€50m Sales 2021 – Joint Venture
2021 – Debt Financing: €2.5m 2019-20 – Capital Injection: €6m 2019 – Sell: €55m 2018 – Sell: €7m
Target:
Learn more
Target:
Learn more
Investors:
Learn more
Crowdfunding:
Investors:
Learn more
Investors :
Learn more
Acquirer:
Learn more
Groupe
AMIQUAR
2021 – Acquisition – €10m Sales
Target:
Learn more
2021 – Fundraising: €7m
Investors:
Learn more

34. 34
P R I V A T E & C O N F I D E N T I A L
OUR REFERENCES– SMID & LARGE CAP
Click on the logo to access the website.

35. 35
P R I V A T E & C O N F I D E N T I A L
OUR STRONG NETWORK OF PARTNERS
Our solid network of partners in Europe and Asia enable us to get qualified, updated information and optimize our
market screening & approach of targets.
EUROPE
Access to +1,100 Family Offices
+150 banks & private bankers
+100 law firms
ASIA
Access to +700 Family Offices
+200 banks & private bankers
+150 law firms
Partnership signed with Business France (website) in 2021
Coverage of 110 countries, offering a direct access to
international investors

36. 36
P R I V A T E & C O N F I D E N T I A L
TESTIMONIES
In this complicated economic
environment, the support and
involvement of the GEREJE teams
were key to the success of the
project.
Mr. François-
Denis POITRINAL
Founder & CEO
Thank you for the excellent work
done by the GEREJE team.
Mr. Kaci KÉBAÏLI
Founder & Chairman
GEREJE supported us successfully &
diligently in structuring our
fundraising process so we can keep
control of our company, They did a
great job at finding the right
investors for our projects!
Mr. Francois
CHABANIAN
Founder & CEO
In this complicated economic context,
the support and involvement of the
GEREJE teams were key elements in
the success of the operation
Mr. Guillaume
RAGUET
CEO
*click on a logo to access the website

37. 37
P R I V A T E & C O N F I D E N T I A L
Articles
Surveys
Gifas - Airbus prévoit un doublement de la flotte mondiale d'avions
Les Echos - Entretien avec Bruno Le Maire et Robert Habeck sur les prix de l'énergie
Gifas - Entretien avec Guillaume Faury qui prévoit une reprise de la demande de gros-porteurs
Le Figaro - Airbus réorganise son activité de cybersécurité
Gifas - Safran a fait du site de Toulouse son centre d'excellence de la pile à combustible hydrogène depuis 2019
Le Monde - Budget des armées en hausse d'au moins 3 milliards d'euros
Gifas - Airbus anticipe des livraisons mondiales de près de 39 500 avions neufs d'ici 2041
Startus Insights - Top 10 Construction Industry Trends in 2022
Les Echos - Risque cyber : Airbus, Michelin et BASF créent leur propre société d'assurance
Iata - Economic Performance of the Airline Industry
McKinsey & Company - How airlines can chart a path to zero-carbon flying
Mirus Capital Advisor - M&A transactions rebound in 2021 in the Aeronautics & Defense sector
KPMG - The Aviation Industry Leaders Report 2022
Yardeni - Global Economic Briefing: Industrial Production

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