HIOLLE Industries

Climate Impact & Sustainability Data (2021)

Created a business unit dedicated to industrial and environmental services, fostering synergies among subsidiaries and driving development in this area.
Formalized commitment to responsible growth in a sustainable development charter since 2007 to improve practices and behaviors within subsidiaries.

Focus on improving employee safety and working conditions.
Implementation of a human resources policy focused on permanent social dialogue, skills transfer, and adaptation to client specificities.
Emphasis on internal training and apprenticeship contracts to retain expertise.

Dualist structure with a Management Board and a Supervisory Board ensuring separation of management and control powers since July 1, 2007.
Seven independent members in the Supervisory Board for improved corporate governance.

Medium-term Goals:

Short-term Goals:

Financial risks (liquidity, interest rates, exchange rates)
Legal risks (regulatory changes, litigation)
Operational risks (market, supplier, customer, environmental)
Dependence on major clients (Alstom representing 42.40% of consolidated revenue)
Competition intensification and market evolution

Operational liquidity management and short-term financing ensured by financial management.
Cash flow facilities for subsidiaries, client receivables mobilization, and factoring for APEGELEC.
Risk mitigation through client solvency analysis and credit insurance for RHEA ELECTRONIQUE.
Diversification of activities and strategic reflections to adapt to market changes and competition.
Regular tax and social audits with provisions for potential adjustments.

Frameworks Used: IFRS