SOMFY - Annual Financial Report 2020

01 PRESENTATION OF THE GROUP

Most regions posted growth in 2020. This was particularly true of Eastern Europe and Central Europe, which posted remarkable performances with growth of 23% and 12% respectively over the year.

Pierre RIBEIRO, member of the Management Board and Chief Financial Officer

severely tested supply chain by leveraging our global presence. Our collective strength has shown our customers that they can count on Somfy.

Have you been able to roll out your Ambition 2030 plan as scheduled? J.G.D: With Ambition 2030, we are committed to an in-depth review of our value proposition in our core business in order to seize the opportunities created by digitalisation and to better support our customers at every stage of their journey. The recent acquisition of Repar’stores illustrates this. With this new expertise, we are providing a complementary service while also meeting the ever increasing environmental expectations of our customers. P.R: 2020 was also the year we rolled out our new organisation. Its purpose is to create a more integrated company in order to reinforce excellence in each of our business lines, increase our agility and customer focus, and facilitate digitalisation. More than an organisation, it establishes a new way of working and a stronger and more unified corporate culture. How are you preparing for the future? J.G.D: Our model is based on solid fundamentals. In the future, our growth will be driven by digitalisation and the decarbonisa- tion of the building industry. Digitalisation creates new use cases for our customers and in the relationship we build with them. The decarbonisation of the building industry, driven by regulations and greater public awareness, opens up new perspectives. We are working on an ambitious plan to reduce the C0 2 emissions gene- rated by our activities and to identify the emission savings made by our customers through our solutions. We are determined to make sustainability a lever for differentiation and sustainable growth.

In which markets did Somfy perform well? P.R: Most regions posted growth in 2020. This was particularly true of Eastern Europe and Central Europe, which posted remarkable performances with growth of 23% and 12% respectively. This was not a simple catch-up effect following the first lockdown but a sustainable recovery. Although more heavily impacted by health restrictions, other regions such as France and Africa & the Middle East held up well. Only Southern Europe, Latin America and Asia- Pacific posted declines. Dooya, our Chinese subsidiary positioned on entry-level and white label solutions, was very successful outside China. How do you explain this level of performance? P.R: It was stimulated by buoyant demand across all our markets. With this crisis, consumers have refocused on the important things in life: family and the home. Prompted by mild weather in the spring of 2020 and the fear of letting installers into their homes, they turned to exterior products connected with solar protec- tion, such as motorised blinds for patios, pergolas and verandas. Responding to such strong demand from customers around the world has been a real challenge, which we have met successfully. J.G.D: The dedication of our employees enabled us to continue operating to serve our customers at all times. This was true of the IT teams, who helped 90% of our staff to switch to remote working in just a few days. In Operations, we successfully relaunched our production lines, thereby gaining the trust of operators. We were then able to establish sustained rates and break production records. The Purchasing teams maintained the continuity of our

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SOMFY – ANNUAL FINANCIAL REPORT 2020