Constellium 2013 business performance report

2013
BUSINESS
PERFORMANCE
Ideas. Materialized.

BUSINESS PERFORMANCE 2013
Contents
1. OVERVIEW
1. 2013 Key ﬁgures | 2. 2013 Highlights |
4. Editorial by Pierre Vareille, CEO
6. AMBITIONS
7. Strategy | 10. Operational excellence |
12. Innovation
14. ACTIVITIES
15. Business units’ key ﬁgures | 16. A Global network |
18. Aerospace and Transportation | 20. Automotive Structures
and Industry | 22. Packaging and Automotive Rolled Products
24. ESSENTIALS
25. Financial results | 29. Governance
This report was released in May 2014.
Coordination: Corporate Communications Department.
Concept: All Contents — Design and production: All Contents
Editorial: Trevor Huggins (English Service) and Sam Davies
Printing: PDI — This document was printed with plant-based inks, on paper produced from trees
grown in sustainably-managed forests.
Photo credits: A.Doyen, G.Uféras, P.Verzone / Vu, iStock, Every Can Counts.

CONSTELLIUM
8,219
FULL-TIME EMPLOYEES (FTE)
OVERVIEW
2013 Key figures
0
3,495**
2013
600
3,600
3,000
2,400
1,800
1,200
2012
3,610
2011
3,556
*Reflect LME price evolution
**Revenues for 2013 calculated on a like-for-like basis were
4% ahead of 2012.
SALES (€M)*
ADJUSTED EBITDA (€M)
0
50
300
250
200
150
100
156
2011
280
2013
223
2012
42%
Packaging and Automotive
Rolled Products
34%
Aerospace and
Transportation
24%
Automotive Structures
and Industry
REVENUES BY BUSINESS UNIT
47.2%: France
21.8%: Germany
13.9%: USA and Asia
9.5%: Switzerland
7.6%: Eastern Europe
FTE BY GEOGRAPHIC REGION
A LEADER IN ALUMINIUM-BASED
PERFORMANCE PRODUCTS
#1 worldwide for aerospace plates(a)
#1 in the USA for large coils(a)
#1 worldwide in closure stock(a)
#1 in Europe for can body stock(b)
#1 in Europe for large profiles(a)
#1 in Europe for hard alloy extrusions(a)
#2 worldwide in crash management
systems(a)
#2 worldwide in general engineering
plates(b)
(a) Based on Constellium internal market analysis
(b) CRU International Limited
47.2%
9.5%
7.6%
21.8%
13.9%
42%
24%
34%

OVERVIEW
2013 Highlights
MAY
LISTING ON THE NEW YORK
STOCK EXCHANGE AND NYSE
EURONEXT PARIS
MARCH
NEW CASTHOUSE FOR AIRWARE®
Constellium’s Issoire plant inaugurated
the ﬁrst casthouse for volume production
of its highly innovative AIRWARE®
technology
for the aerospace sector. Constellium plans
to make two additional casthouses to meet
accelerating demand for AIRWARE®
. Airbus,
Bombardier and SpaceX have already
selected the technology, which features
a unique combination of strength, lightness
and improved corrosion resistance.
CSTM
2

3
OBJECTIVESOCTOBER
RESEARCH WITH BRUNEL
AND JAGUAR LAND ROVER
Brunel University, Jaguar Land Rover and
Constellium are creating an Advanced Light
Metals Processing Research Center for the
automotive sector. The Center aims to provide
high-performance light alloys, resource-efﬁcient
casting technologies, extrusion processing
technologies and component innovations
to meet the mid- and long-term needs
of the automotive industry.
JULY
INTERNATIONAL
SCIENTIFIC COUNCIL
An International Scientific Council
has been formed by Constellium to
further enhance the company’s tech-
nical leadership and performance in
innovation. Featuring six of the
world’s leading materials scientists,
the council provides advice and rec-
ommendations on R&D competen-
cies, the company's innovation
approach and critical R&D collabor-
ations worldwide.
SEPTEMBER
UN GLOBAL COMPACT
Constellium joined the UN Global
Compact, described by UN Secretary
General Ban Ki-moon as “a critical
platform for the UN to engage effec-
tively with enlightened global busi-
ness.” Companies agree to align their
strategies with 10 universally accept-
ed principles in the areas of human
rights, labor, the environment and
anti-corruption.
CONSTELLIUM
NOVEMBER
MULTI-YEAR AGREEMENT
WITH BOEING
The company reached a multi-year agreement with
The Boeing Company to supply a range of products
for all of its leading commercial airplane programs.
The agreement will ensure continued supplies
of current and advanced-generation aluminium
alloys. The products are supplied by Constellium
frommajoraerospacemanufacturingsitesinIssoire,
France, and in Ravenswood, West Virginia, US.

4
In the years ahead, we will
continue to sustainably deliver
on our commitments to all our
stakeholders.

CONSTELLIUM
5
EDITORIAL
Entering
a new era
F
or Constellium, 2013 was a pivotal year.
Our successful initial public offering on
the New York Stock Exchange in May and
two subsequent secondary offerings by
former shareholders, RioTinto and Apollo, ushered
in an exciting new era for Constellium as an inde-
pendent public company fully in control of its
development. Our strong financial performance
validated our market strategy and paved the way
for investment in the company’s future. With adjust-
ed EBITDA growth of 26%, a low EBITDA/debt ratio,
and a successful debt refinancing, Constellium is
financially solid and well-positioned for the future.
Our strategy remains focused on three growing and
technologically advanced markets – automotive,
aerospaceandpackaging–andonourtwocorecom-
petencies of aluminum rolling and extrusion. We are
alsocommittedtogeographic expansion, operation-
al excellence and innovation to serve our customers
aroundtheglobewithquality,value-addedproducts.
It is an approach that has delivered results and won
the trust of investors.
ThatconfidenceinConstelliumwasearnedinpartby
securing the top line with a series of multi-year con-
tracts. Our LEAN transformation program has been
successfully deployed across the company and is
alreadyachievingresultsonworkingconditions,bet-
terservicetoourcustomersandimprovedoperation-
alperformance.Innovationremainsavitalcomponent
ofConstellium’sDNA.ThecreationofourInternation-
alScientificCouncilwillhelpensurethatConstellium
remains at the forefront of global technology trends.
Looking beyond our own research and innovation
capabilities,wehaveestablishedaresearchpartner-
ship with Brunel University and Jaguar Land Rover
to design the aluminium materials of the future.
PAVING THE WAY TO A SUSTAINABLE FUTURE
Sustainability plays a key role in the company’s
present and future. While much has been achieved,
we continuously strive for improvements in safety,
Constellium’s utmost priority, and operational
excellence. Accelerating cultural change in the
organization and empowering our employees are
the key drivers for delivering those improvements.
We encourage and expect every individual at every
one of our sites to make an active contribution to
the success of our company.
As we continue to execute on our strategy, we are
accelerating unprecedented investment in new
capacity to take advantage of growth opportunities
and meet the current and anticipated needs of our
customers. We will invest more than €300 million in
the near future. Part of this investment will be dedi-
cated to Body-in-White production in Europe and
the US, as carmakers increasingly turn to aluminium,
while we are building two new AIRWARE®
casthouses
to support our growth in aerospace. 2013 was clear-
ly a transformative year for Constellium, and we will
continue to sustainably deliver on our commitments
to all our stakeholders in the years ahead.
Pierre Vareille,
Chief Executive Officer

6
A M B
I T
I O N S
I N N O V A T I N G
IN EVERYTHING
W E D O

CONSTELLIUM
7
Constellium’s strategy was defined in 2012 with
a clear aim of becoming the most profitable
company in the aluminium industry.
STRATEGY
A statement
of ambition
C
onstellium is a supplier of high value-
added technology and solutions, provid-
ing rolled and extruded aluminium
products predominantly for the aero-
space, automotive and packaging markets. Thanks
to its world-class technology center and its exten-
sive production expertise, Constellium has been
able to develop breakthrough technologies, such
as AIRWARE®
for the aerospace sector. Demand
for this advanced technology has led to signiﬁcant
investments to further increase production cap-
acity at our plant in Issoire, France.
In 2013, Constellium’s management took steps to
improve the operational performance of the com-
pany, streamline the product portfolio and either
invest or plan future investments to generate
growth in its three core markets.
In 2014, Constellium management will continue to
improve operations at plant level, with a speciﬁc
focus on quality, and will also implement an
ambitious development program.
©G.Uféras

8
STRATEGY
Delivering
on our
commitments
Constellium concentrates
on the three core markets
of aerospace, automotive
and packaging.
S
trictly following its strategic
roadmap, Constellium’s
management priority over
the past two years was
to lead efficient transformation
programs and accelerate ambitious
investment projects with the aim
to boost operational excellence,
streamline the product portfolio and
create growth through innovation and
a global footprint.
Intermsofoperationalefficiency,2013
witnessed significant results. Fixed
production costs were contained –
more than offsetting inflation – while
net trade working capital was reduced
by €67 million at the end of 2013, pri-
marily due to closer and more active
inventory monitoring. Remarkable
progress was also achieved by the first
wave of Constellium’s LEAN transfor-
mation program. Launched in 2012,
To ensure a successful rollout
of its focused and proven strategy,
Constellium management drives
change across the company.

CONSTELLIUM
9
the target improvement was set at
50% over two years – i.e. an average
of 2% per month – for six key perfor-
mance indicators. The company is on
track on this journey.
INCREASED FOCUS
ON KEY MARKETS
Reflecting on our product and invest-
mentfocus,Constelliumisfocusingon
its three core markets: aerospace,
automotive and packaging. In line with
this strategy, Constellium sold in 2013
its French plants in Ham and Saint-
Florentin,whichmainlysuppliedprod-
ucts for the construction industry.
Similarly, the company’s decision to
concentrate on rolling and extrusion
processes prompted the start of the
divestment process for two casting
plants in France, in Ussel and Sabart.
Meanwhile, significant investments
have been decided. With the first
industrial-scale casthouse for
AIRWARE®
nowrunningatfullcapacity
after starting up in 2013, plans for two
further AIRWARE®
casthouses at
Issoire were announced in early 2014.
These new units are expected to be
operational in 2015 and 2016, respec-
tively. As of today, total investment in
AIRWARE®
capacity-buildingprograms
is expected to be close to €100 million.
In the US, the capacity of our automo-
tive structures plant in Van Buren,
Michigan will be increased to adapt to
the expected growth in the US market,
while a joint venture with United Alu-
minium Company of Japan (UACJ) will
see the creation of new Body-in-White
(BiW) sheet production capacity. The
two companies will jointly invest
nearly $150 million to build a continu-
ous heat treatment and conversion
line in Bowling Green, Kentucky.
In parallel, further BiW sheet capacity
in Europe was also announced in
early 2014 at Constellium plants in
Neuf-Brisach, France and Singen,
Germany.
And packaging activities also bene-
fited from investments in pusher
furnaces and a casting complex at
Neuf-Brisach.
Finally, significant advances have also
been achieved through innovation. In
a spirit of co-creation partnerships
with customers and universities
around the globe, the company is
continuously developing innovative
solutions for its customers, such as
the recycling of AIRWARE®
chips for
the aerospace industry and a variety
of specific and advanced alloys for
the automotive industry (SurfalexTM
,
FormalexTM
,SecuralexTM
,andthelatest
generation of Crash Management
Systems).
LEAN TRANSFORMATION
LEAN relates to three key
aspects of Constellium’s
activities – employee
engagement, customer
satisfaction and operational
excellence. Each is divided
into its two most important
areas: Environment, Health
and Safety and employee
contributions for our people;
quality and on-time delivery
for customers; and equipment
efficiency and production
control for operations.

10
shop floor and a new culture of recognizing quali-
ty as being key to Constellium’s future. A combi-
nation of training and communication campaigns
at all sites and offices – including “2014: The Year
of Quality” – are delivering quantifiable benefits.
Having selected the key metric of monthly custom-
er complaints, the company’s aim in late 2012 was
to cut that number in half by the end of 2014. This
target was in fact achieved in 2013, a result every-
one in the company should be proud of. A revised
target of a further halving of the figure has been
set for the current year. If we succeed, it will result
in a division by four of the number of customer
complaints, in only two years.
The key to these advances has largely been the use
of four LEAN tools: the Red Bin, 8D investigation
(problem-solvingtechnique),QuickResponseQuality
Control (QRQC) workshops and Quality walls. These
essentially provide a way of identifying a faulty part
or industrial process, determining the root cause
A
s a manufacturing company, opera-
tional efficiency is an integral part of
Constellium’s business model. The first
priority of efficiency is safety for our
employees (see pp. 19-21 of the Sustainability Per-
formance Report), and the second is to create a
better work environment and foster continuous
improvement everywhere in the company. But the
program aims also at producing a good product
that is delivered on time to our customers. For sev-
eral reasons, quality has been a major focus of the
LEAN transformation plan launched in late 2012.
And we have also decided to accelerate our pro-
gress by making 2014 the Year of Quality. This is of
utmost importance since, clearly, product quality
drives customer satisfaction, which in turn gene-
rates contracts for new business and market share
gain. However, unlike other aspects of the trans-
formation – such as innovation, supply chain and
cost reduction – quality does not necessarily in-
volve major capital expenditure, and tangible im-
provements can be achieved in months rather than
years: most quality problems can be resolved
through better controls, and better management
and employee attention.
QUALITY INITIATIVES
A wide range of action plans have therefore been
deployed at plant level – involving new working
practices, new management organization on the
As the main focus of Constellium’s LEAN transformation
program, a great deal was achieved in 2013 in terms of
operational efficiency. However, the company is taking steps
to make further improvements over the course of 2014.
AMBITIONS
A focus on
operational excellence
Tangible quality
improvements can
be achieved in months
rather than years.

CONSTELLIUM
11
of the problem and then providing definitive reme-
dial action. And the Quality wall adds a further
level of inspection in order to protect the customer.
TRAINING AND DEVELOPMENT
To sustain the momentum achieved on quality, and
to further increase both operational efficiency and
customer satisfaction, Constellium is stepping up
this improvement process in 2014. Over a two-
month period, all production operators – about
5,000 employees – will be trained on the pro-
blem-resolution technique used during the Red Bin
review. For its part, the 8D investigation process
proved invaluable in 2013, with the effectiveness
of these exercises rising almost three-fold over the
course of the year. With this technique now fully
embedded, the objective in 2014 is to increase its
frequency – by conducting an 8D on every single
customer complaint.
For more complex questions involving the root
causes of issues in processes, Constellium intro-
duced three-day Quick Response Quality Control
workshops at its plants, workshops for which
engineers, quality specialists and operators all
come together to work as a team on a given pro-
blem. The success of these QRQC workshops has
prompted the rollout in 2014 of a new workshop,
entitled Control Plan, which focuses on how to
prevent a technical problem that has been fixed
in one area from arising elsewhere. Finally, the
Quality wall process will also be strengthened
during the year.
Together, these measures will clearly enable
Constellium to deliver further business improve-
ments, better satisfy its customers and gain more
business: a happy customer is a faithful customer.
That is why 2014 is the “Year of Quality.” Our goal
is to be the benchmark of the industry in quality.
We have almost reached it, but we must still
redouble efforts to get there!
The LEAN Excellence Flag is awarded temporarily
to the plants that satisfy all 6 KPIs.
THE SIX LEAN KEY
PERFORMANCE INDICATORS
• Recordable Cases
• Missed Contributions
• Quality Complaints
• Missed Deliveries
• Inventory DOH (Days on Hand)
• Downtime and Slowdown

12
Constellium drives innovation with its world-class research
and technology capabilities, paired with external strategic
partnerships to deliver industry-leading products and
technologies at the shortest time to market.
INNOVATION
Innovation
in action
In an industry that is rapidly evolving, both in terms
of customers’ needs and competitive pressure, a
key metric at Constellium for successful innovation
is time to market. This means finding the right bal-
ance between internal research at its world-lead-
ing Constellium Technology Center and external
partnerships to complement and accelerate the
innovation process.
Internally, Constellium uses a five-level innovation
gate approach that involves two separate phases.
R&D focuses on innovation levels 1 to 3, which
cover exploratory research, feasibility and devel-
opment steps into breakthrough products, as well
as processes for the future and incremental
improvements to existing ones. The Technology
team, in combination with business resources, is
then responsible for levels 4 to 5 – the transition
to industrialization at Constellium plants and
product launch.
In order to ensure that innovation remains closely
tied to customers’ needs, Constellium’s business
units take an active role in the gate reviews as a
product or process prepares to move from one stage
to the next. The benefits of Constellium’s approach,
introduced over the last two years, are already clear:
in 2013, Constellium Technology Center filed its
highest number of patent applications in a decade.
Externally, Constellium has major partnerships
with universities and research institutes across
Europe and the US. These include CNRS/University
laboratories, Technological Research Institute (IRT)
Jules Verne and IRT Materials, Metallurgy and
Processes (M2P) in France; École Polytechnique
Fédérale de Lausanne (EPFL) in Switzerland;
Britain’s Brunel University (see inset) and Univer-
sity of Manchester; RWTH Aachen in Germany;
Delft University in the Netherlands; the University
of Southern Carolina; and Worcester Polytechnic
Institute in the US. Together with its internal
resources, they place Constellium in prime position
to achieve its mission of product leadership in its
chosen sectors.
HIGHLIGHTS
• Automotive research
Constellium is supporting a project with Brunel
University and Jaguar Land Rover to build an
Advanced Light Metals Processing Research
Center for the automotive sector in West London.
It will aim to bridge the gap between fundamental
research and industrial applications. Constellium
will co-direct the research, which will focus on high-
performance light alloys, casting and extrusion.
• Innovation Records
Constellium uses a process known as Innovation
Records (IR) to assess new technology and product
ideas suggested by employees. An Innovation
Record is an idea that is supported by technical
results and offers both a new market solution and
real business potential. Since 2012, 80 have been

CONSTELLIUM
13
validated by a special IR committee – with a third
of them leading to the filing of patent applications.
• New generation CMS / BiW
A new-generation of Crash Management Systems
(CMS) technology was launched in 2014 which will
provide automakers with a solution that is 10%
stronger or 15% lighter than current aluminium CMS
offerings. A new generation of high performance
6xxx extrusion alloys has been developed in record
time utilising the rapid prototyping capabilities at
Brunel University in combination with the expert
technical resources of Constellium’s Technology
Center, enabling the design engineers to develop
leadership positions in advanced Crash Manage-
ment Systems.
In collaboration with OEMs, to develop more sus-
tainable vehicles by the use of aluminium for new
applications to lightweight and enhance end of life
recycling, Constellium’s Technology Center is also
rapidly extending the Body-in-White (BiW) product
portfolio with high quality and highly formable
skin products (Surfalex™, Formalex™) and high
strength products (Strongalex™) for interior parts.
• Expanding AIRWARE®
technology and products
AIRWARE®
technology is already a commercial
success which justifies the investment of two new
casthouses at Issoire to add production and recyc-
ling capacity. AIRWARE®
technology is now being
further developed at Constellium’s Technology
Center. The aim is to improve the capabilities and
performance of the technology to cover the full
range of aerospace products/shapes, for example
heavy gauge plates (>200mm) and high quality
billets. In addition to the AIRWARE®
solutions
currently in production, a complete portfolio of new
ones is in development at different Technology
Readiness Levels (TRLs) for the full range of aero-
structures (wing, fuselage, internal structures)
coveringallspecificcustomer/newprogramdemands.
OUR INTERNATIONAL
SCIENTIFIC COUNCIL
Constellium’s innovation process draws
on the expertise of an International
Scientific Council that features six
of the world’s top materials scientists.
Created in 2013 to further strengthen
the company’s technical leadership and
innovation performance, the Council
provides advice and recommendations
on Constellium’s R&D competencies,
its innovation approach, critical R&D
collaborations worldwide and the enriching
of its scientific network. “We can contribute
to the strategic evolution in aluminium
technology and advise where Constellium
could develop competences and capacities
in the next decades,” says its Chairman,
Prof. Heinz Voggenreiter, Head of the DLR
German Aerospace Center’s Institutes of
Structures and Design (Stuttgart) and of
Materials Research (Köln).

14
A C T I
V I
T I E S
P A R T N E R I N G
W I T H O U R
C U S T O M E R S

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15
BUSINESS UNITS’ KEY FIGURES
Introducing
our business performance
REVENUES*
(IN € MILLIONS)
2011
1,5
1,2
0,9
0,6
0,3
0
2012 2013
1,024
1,188 1,204
2011
120
100
80
60
40
20
2012 2013
38
106
120
ADJUSTED EBITDA***
(IN € MILLIONS)
REVENUES*
(IN € MILLIONS)
REVENUES*
(IN € MILLIONS)
2011
2,0
1,5
1,0
0,5
0
2012 2013
1,633
1,561 1,480
2011
1000
800
600
400
200
0
2012 2013
960
910
859**
2011
120
100
80
2012 2013
95
92
105
2011
60
40
50
30
2012 2013
36
46
59
ADJUSTED EBITDA***
(IN € MILLIONS)
ADJUSTED EBITDA***
(IN € MILLIONS)
Aerospace and Transportation
Packaging and Automotive Rolled Products
Automotive Structures and Industry
*Reflect LME price evolution
** Reflecting the divestment of two plants
*** Adjusted EBITDA is not a measure prepared in accordance with IFRS (a “non-GAAP financial measure”) and should not be considered
as an alternative for other measures prepared in accordance with IFRS (“GAAP financial measures”). Adjusted EBITDA may not be
comparable to similarly titled measures of other companies. See Constellium Annual Report on Form 20-F filed with the SEC on April 22, 2014
for a reconciliation of Adjusted EBITDA to the most directly comparable GAAP financial measure.

16
North America
RAVENSWOOD, WEST VIRGINIA, US
• Unique assets for aerospace plates
• Recognized supplier to the highly
demanding defense industry
• Wide-coil capabilities and world’s most
powerful stretcher enabling unique
product creation
NOVI AND VAN BUREN, MICHIGAN, US
• Advanced and highly productive
integrated bumper manufacturing lines
North America
RAVENSWOOD, WEST VIRGINIA, US
• Unique assets for aerospace plates
• Recognized supplier to the highly
demanding defense industry
• Wide-coil capabilities and world’s most
powerful stretcher enabling unique
product creation
NOVI AND VAN BUREN, MICHIGAN, US
ACTIVITIES
A global
network
Europe
SINGEN AND GOTTMADINGEN,
GERMANY
• Integrated hot/cold-rolling line
• One of the largest extrusion presses
in the world
• Crash Management Systems
DECIN, CZECH REPUBLIC
• Europe’slargesthardalloysextrusion
plant
Our plants and ofﬁces are
located all over the world.
They are supported by a
world-class research center
in Voreppe, France. Constellium
is headquartered in Amsterdam,
The Netherlands, with operational
headquarters in New York, US,
Paris, France, and Zurich,
Switzerland.
OUR MAIN
FACILITIES

CONSTELLIUM
17
VALAIS, SWITZERLAND
• Precision plate shop for general
engineering products
• Leading large proﬁle supplier for
high-speed train railway manufacturers
• Casthouses in Steg and Chippis
• Sierre plate shop qualiﬁed at Airbus
by 2013 and Steg casthouse by 2014
NEUF-BRISACH, FRANCE
• Second-largest fully integrated
rolling mill in Europe, by volume
• Mostly can stock and automotive
sheets
• World-class recycling center
ISSOIRE, FRANCE
• One of the world’s two leading
aerospace plate mills, with wingskin
capabilities
• New AIRWARE®
casthouse for
low-density alloys
VOREPPE, FRANCE
• World-class Technology Center
Asia
CHANGCHUN AND KUNSHAN, CHINA
• Joint venture with Engley,
majority-owned by Constellium
• The two plants provide global
customers with bumpers and other
structural modules from a local base
• Crash Management Systems

18
A specialist in aerospace plate and sheet, the Aerospace
and Transportation business unit had a successful year
in 2013 – securing major contracts from existing customers
and commissioning significant increases in production
capacity.
AEROSPACE AND TRANSPORTATION
A metal
made for flight
C
onstellium supplies the world’s leading
aircraft manufacturers with its unique
range of aluminium alloys, which includes
AIRWARE®
technology. As the global
leader in value-added aerospace plate, the company
provides rolled products such as rectangular and
machinedplateforribs,wing-skinsandframes,along
with sheet for fuselages and extrusions for frames,
stiffeners and wing-stringers. In the transportation
sector, Constellium is the market leader for truck
floors, tank trailers and dump bodies in Europe,
and for railcar and roof coil in North America. The
Aerospace and Transportation business unit also
supplies two other markets: defense, notably with
specialized plate for armored vehicles, and industry.
INCREASING CAPACITY
In terms of contracts, 2013 was a very positive year
with the business unit’s major customers. Along with
a high-profile contract with Boeing, Constellium
renewed a key contract for lightweight extrusions
with Airbus. It was also an important year in terms
of manufacturing. The new AIRWARE®
casthouse
was inaugurated in March at the Issoire, France,
plant, followed by a production ramp-up that now
provides Constellium with a clear competitive
advantage for advanced alloys. Meanwhile, new
aerospace capabilities were added to Constellium’s
Montreuil-Juigné facility in France, enabling it to
expand the AIRWARE®
portfolio of products by
manufacturing the first light extrusion profiles of
the alloy for Bombardier’s new C-Series aircraft.
This investment included new processes for heat
treatment, which will deliver increased quality and
productivity. Further technical improvements were
achieved in 2013 by installing state-of-the-art
ultrasonic test equipment notably at Ravenswood,
in the US.

CONSTELLIUM
19
REDUCING EMISSIONS
At the same time, the company moved to address
the environmental impact of its production activ-
ities. A program to recalibrate the burners at cast-
houses in France over the course of the year led to
a fivefold reduction in emissions that are subject
to regulation. Similar programs are planned at oth-
er plants in Europe and the US.
In a highly competitive market, product innovation
is clearly a priority. In 2013, Aerospace and Trans-
portation made a series of launches including the
new GRIPSTER™ tread plate for truck and trailer
floors and KEIKOR™ advanced alloys for armored
vehicles – offering high blast protection at low
metal densities. Constellium also took part in the
launch of a new research and technology platform
– the Technological Research Institute for Mate-
rials, Metallurgy and Processes (M2P IRT) – that
will focus on the transfer of technology from
universities to industry. The platform will special-
ize in R&T projects in transportation, energy and
industry.
“New capacity
and higher productivity”
Jean-Christophe Figueroa
President, Aerospace and Transportation
What were the highlights
of 2013 for Aerospace
and Transportation?
The main one was our new sig-
nificant, multi-year contract
with Boeing for a range of al-
loys. With this agreement,
Constellium will increase both
the scope and range of pro-
ducts it supplies to Boeing’s
leading commercial airplane
programs. We also added sig-
nificant new production cap-
acity at Issoire and launched
new products in the defense
and transportation sectors.
What are the strengths
of your business unit?
Firstly, it’s having a solid base
of prestigious customers in
Boeing, Airbus, Dassault and
Bombardier among others in a
growing market. We are leaders
in several sectors and, with
AIRWARE®
, able to supply high-
performance alloys on an
industrial scale. This manufac-
turing strength is supported
by the world’s most powerful
plate stretcher at Ravenswood
and the construction of two
additional AIRWARE®
casthous-
es at Issoire.
What are the challenges
facing the business?
We are looking to make further
improvements in cost, quality
and delivery to customers,
and at the same time to in-
crease production volumes
through a combination of new
capacity and higher produc-
tivity. We also plan to add new
alloys with enhanced mechan-
ical properties and lower
densities to meet our custom-
ers’ weight-reduction chal-
lenges.

20
The Automotive Structures and Industry business unit
enjoyed a record-breaking year in 2013, and the prospects
look promising for further progress in the years ahead,
thanks to growing demand for aluminium automotive
parts and continuous cost control.
AUTOMOTIVE STRUCTURES AND INDUSTRY
On the
right road
Constellium’s Automotive Structures
and Industry business focuses on two
principal areas: automotive Crash
Management Systems (CMS) and
automotive structural parts on the
one hand, and hard and soft alloy
extrusions for automotive, transport,
and industry on the other (machined
ABS parts, along with components
for trucks, rail, buses and coaches).
Aluminium and steel co-extruded
power rails for urban train networks,
where Constellium has a unique
product offering, are a leading in-
dustry application of its innovative
extrusion expertise. Automotive
customers include major European
and American car manufacturers,
and the business unit beneﬁts from
a global production footprint in North
America, Europe and China.
The major business driver in the car
market is the growing substitution
of steel with aluminium by original
equipment manufacturers (OEMs),
enabling automakers to produce cars
that are lighter, more fuel efﬁcient and
cleaner for the environment. The key
trend is that this switch is no longer
being made solely by the premium car
sector, but also by volume manufac-
turers of trucks and cars. Driven by
new Corporate Average Fuel Economy
(CAFE) regulations, automakers are
increasingly turning to aluminium for
their crash management systems – a
market where Constellium is already
a leading global player. Analysts ex-
pect aluminium to account for 30% of
the CMS market in Europe and nearly
20% in the US by 2018.
A RECORD YEAR
Constellium’s earlier decision to
make automotive a strategic busi-
ness was rewarded in 2013 with a
17% increase in worldwide sales
revenues and production volumes,
based on new model launches by
premium German OEMs. At the same
time, 2013 was a record year for new
business nominations by OEMs –

CONSTELLIUM
21
driven by major forward contracts for
the US market. It was also a record
year for capital expenditure invest-
ment by Constellium in the business
unit. In the US, Automotive Struc-
tures and Industry plans to nearly
treble its production capacity to meet
expected volumes over the next few
years. The ﬁrst tranche of its invest-
ment was made in a new plant at
Van Buren, Michigan. In Europe, well-
executed projects at Gottmadingen,
Singen and Decin are already provid-
ing new production capacity for
customers in our strategic sectors.
The year also saw an aligning of the
asset base with Automotive Struc-
tures and Industry’s core markets,
with the divestment of two plants
in Ham and Saint-Florentin in France
that supplied products for the
construction industry.
FUTURE PROSPECTS
Looking ahead, the US will clearly
be a particular focus of business
development, with our new highly-
automated manufacturing facilities
responding to an exceptionally strong
demand from OEMs. In Europe, the
hard alloy business expects to reap
the beneﬁts of extra capacity in cast-
ing and a new tube press at Decin,
with increased hard alloy exports
worldwide. China should also contin-
ue to deliver excellent performance,
both in terms of revenue growth and
profitability. And more generally,
Automotive Structures and Industry
will maintain its proven strategy of
developing innovative solutions, such
as the new high-strength CMS tech-
nology, always in close cooperation
with its customers.
of 2013 for Automotive
Structures and Industry?
It was a very successful year,
with market share and pro-
duction volumes both increas-
ing, while further nominations
from our customers have re-
sulted in record forward order
books. The business unit also
achieved record levels of ad-
justed EBITDA per metric ton
at €311. We invested in new
plant and equipment, with the
highlight being the commis-
sioning of a new €11 million
state-of-the-art press at
Singen.
It’s having a lean, knowledge-
able team with the right people
in the right places, so that they
can execute our ambitious
strategy. The proof is that our
business unit expanded last
year, while the European sector
as a whole contracted by 4.6%.
We also have strengths in R&T,
both through Constellium’s
TechnologyCenterandbybuild-
ing external partnerships, such
as the new lightweight ma-
terials center being created
with London’s Brunel Universi-
ty and Jaguar Land Rover. This
facility will include a full-scale
casting unit and a full-size ex-
trusion press to facilitate rapid
prototyping for our customers.
Though Constellium is perform-
ing well, the extrusion industry
issufferingfrompricepressure.
Labor, energy, regulatory and
raw material costs are also ris-
ing. To mitigate the impact for
our customers, we work hard to
increase, year on year, our pro-
ductivity through operational
excellence and LEAN. In addi-
tion, we continue to develop our
automotive products, whichare
moreprotected,thanksprimar-
ily to our advanced technology.
“The right people
in the right places”
Paul Warton
President, Automotive Structures and Industry

22
Constellium is a leading player in rolled products for the
packaging and automotive sectors. Both markets, notably
in beverage cans and Body-in-White, are set for growth
in the years ahead – albeit at different rates.
PACKAGING AND AUTOMOTIVE ROLLED PRODUCTS
Putting balance
into growth
C
onstellium’s Packaging
and Automotive Rolled Pro-
ducts business unit serves
two strategic markets:
aluminum beverage cans and Body-
in-White (BiW) – such as hoods, door
panels and roofs – for the automotive
sector. Packaging and Automotive
Rolled Products is well-positioned in
each of these markets, and both have
prospects for future growth. The com-
pany is the no.1 producer in Europe
of can body stock and the no.1 world-
wide producer of sheets used for
aluminium closures for bottles. In the
automotive sector, the company’s
customers include renowned car
manufacturers. In addition to these
two main markets, Constellium is also
the largest non-integrated producer
of foilstock in Europe and is the world
leader in aluminium solutions for
bright, functional surfaces. These
rangefromcosmetics,solarpanelsand
lightingtodecorativeautomotiveparts.
EXPANDING CAPACITY
2013 was a strong year for Packaging
and Automotive Rolled Products,
delivering record EBITDA and cash
flow. Plans were laid for expansion
in the US and Europe, with announce-
ments following in 2014. The latter
reflects a revolution in automotive
materials – with aluminium set to take
signiﬁcant market share from steel for
BiW parts for an increasing numbers
of cars, including high-volume
models. Driven by the tightening of
Corporate Average Fuel Economy
(CAFE) auto emission standards in
the US, the decision by Ford to use
aluminium in its F-150 pickup truck is
likely to be followed by other major
automakers. Lower emissions are also
a key target of regulators in Europe
and Asia, triggering a mandatory move
to lighter cars.
With OEMs in the US already starting
to convert key models from steel to
aluminum, we believe there will be a

CONSTELLIUM
23
significant increase in demand. We
estimate that the US market for BiW
aluminum rolled products could grow
from less than 100,000 metric tons
in 2012 to approximately 1 million
tons in 2020. In Europe, the BiW mar-
ket is expected to grow by about 12%
per year to more than 600,000 metric
tons in 2020.
LOOKING TO THE FUTURE
To prepare for this anticipated in-
crease in demand, Constellium is
jointly investing $150 million with
Japan’s UACJ Corporation in a new
BiW sheet facility in the US. While
market growth is expected to be
strongest in North America, the com-
panyisalsoinvestingupto€200 million
on BiW production at its European
plants over the next three years.
In addition to this expanded plant
capacity, Constellium continues its
relentless focus on innovation. New
alloys that offer enhanced formabil-
ity, strength, surface quality and
crash behavior – all tailored to meet
our customers’ specific needs – will
also have an important role to play.
Clearly, automotive offers significant
growth opportunities in the future.
However, aluminium packaging will
continue to provide the bedrock of
the division’s sales volumes moving
forward. The market is growing at a
steady pace in Europe, driven by new
products (e.g. energy drinks) and
formats, as well as market share
gains for aluminium in cans.
“Switching to
high-growth mode”
Laurent Musy
President, Packaging and Automotive Rolled Products
of 2013 for Packaging and
Automotive Rolled Products?
In terms of financial perfor-
mance and safety it was
our best year ever. Our Body-
in-White sales volumes rose
by 24%, showing a trend
that we believe will only accel-
erate – paving the way for
our major investments in
the US and in Europe. In our
plants, we have worked hard
on our LEAN transformation.
We are continuing to make
progress on sustainability,
with record recycling volumes
and we are selling more inno-
vative products.
We have strong relationships
with a diversified customer
base, involving blue-chip com-
paniesinpackaging,automotive
and other sectors. Our markets
have development potential,
with a good balance between
the stable, steady growth of
packagingandthemoredynam-
ic prospects of automotive.
So we are quite happy with
our product portfolio. We also
have a strong industrial base
and world-class R&D. Finally
I consider that the excellent
quality of our relationship with
our Japanese partner UACJ is a
big asset to grow our business
with our joint venture in the US.
Our switch to a high-growth
mode in automotive raises
some challenges in terms of
resources and engineering.
However, within a competitive
environment, I firmly believe
thatthroughinvestment,relent-
less focus on operational excel-
lence, including EHS and LEAN,
and ever-closer relationships
with customers, we can con-
tinue to grow our sales and
profits in the years to come.

24
E S S E
N T
I A L S
O P E R A T I N G
W I T H
TRANSPARENCY

CONSTELLIUM
25
2013 was a transformational year for Constellium. We posted
strong year-over-year financial performance improvement across
all reporting segments on the back of continued improvement
in our operational performance and positive market conditions.
FINANCIAL RESULTS
Key financial results
(in millions of euros)
Year ended
December 31,
2013
Year ended
December 31,
2012
Restated*
Year ended
December 31,
2011
Restated*
Revenues 3,495 3,610 3,556
Cost of sales (3,024) (3,136) (3,239)
Gross profit 471 474 317
Selling and administrative expenses (210) (212) (216)
Research and development expenses (36) (36) (33)
Restructuring costs (8) (25) (20)
Other (losses) /gains- net (8) 62 (111)
Income / (loss) from operations 209 263 (63)
Other expenses (27) (3) (102)
Finance income 17 4 2
Finance costs (67) (64) (41)
Finance costs – net (50) (60) (39)
Share of profit / (loss) of joint-ventures 3 (5) –
Income / (loss) before income tax 135 195 (204)
Income tax (expense) / benefit (39) (46) 34
Net Income / (loss) from continuing operations 96 149 (170)
Discontinued operations
Net income / (loss) from discontinued operations 4 (8) (8)
Net Income / (loss) 100 141 (178)
Net Income / (loss) attributable to:
Owners of the Company 98 139 (179)
Non-controlling interests 2 2 1
Net Income / (loss) 100 141 (178)
CONSOLIDATED INCOME STATEMENT
*Comparative financial statements have been restated following the application of IAS 19 revised.

26
At December 31,
2013
At December 31,
2012 Restated*
Assets
Non-current assets
Intangible assets (including goodwill) 21 11
Property, plant and equipment 408 302
Investments in joint ventures 1 2
Deferred income tax assets 177 205
Trade receivables and other 60 64
Other financial assets 7 10
674 594
Current assets
Inventories 328 385
Trade receivables and other 483 476
Other financial assets 25 34
Cash and cash equivalents 233 142
1,069 1,037
Assets of disposal Group classified as held for sale 21 –
Total assets 1,764 1,631
Equity
Share capital 2 –
Share premium account 162 98
Retained deficit and other reserves (132) (139)
Equity attributable to owners of the Company 32 (41)
Non controlling interests 4 4
36 (37)
Liabilities
Non-current liabilities
Borrowings 326 140
Trade payables and other 35 26
Deferred income tax liabilities 1 11
Pension and other post-employment benefits 507 611
Other financial liabilities 36 46
Provisions 65 89
970 923
Current liabilities
Borrowings 22 18
Trade payables and other 646 656
Income taxes payable 19 14
Other financial liabilities 24 24
Provisions 38 33
749 745
Liabilities of disposal Group classified as held for sale 9 –
Total liabilities 1,728 1,668
Total equity and liabilities 1,764 1,631
CONSOLIDATED STATEMENT
OF FINANCIAL POSITION

CONSTELLIUM
27
CONSOLIDATED STATEMENT OF CASH FLOWS
Year ended
December 31,
2013
Year ended
December 31,
2012
Restated*
Year ended
December 31,
2011
Restated*
Cash flows (used in) / from operating activities
Net income / (loss) 100 141 (178)
Less: Net income / (loss) from discontinued operations (4) 8 8
Less: Net income attributable to non-controlling interests (2) (2) (1)
Net income / (loss) for the year from continuing operations
before non-controlling interests
94 147 (171)
Adjustments:
Income tax expense 39 46 (34)
Finance costs – net 50 60 39
Depreciation and impairment 32 14 2
Restructuring costs and other provisions (8) 16 14
Defined benefit pension costs 29 (2) 42
Unrealized (gains) / losses on derivatives – net and from
remeasurement of monetary assets and liabilities – net
(14) (60) 140
Loss on disposal 6 – –
Share of profit / (loss) of joint-ventures (3) 5 –
Other 2 2 –
Changes in working capital:
Inventories 41 35 23
Trade receivables and other 34 93 (31)
Trade payables and other (29) (11) 40
Changes in other operating assets and liabilities:
Provisions (17) (31) (14)
Income tax paid (29) (28) (38)
Pension liabilities and other post-employment benefit
obligations
(43) (40) (41)
Net cash flows from / (used in) operating activities 184 246 (29)
Cash flows (used in) / from investing activities
Purchase of net assets on acquisition – net of cash
and cash equivalents acquired
– – 13
Purchases of property, plant and equipment (144) (126) (97)
Proceeds from disposal 3 – 9
Proceeds from disposal of joint-ventures 4 – –
Proceeds from finance lease 6 8 7
Other investing activities (1) (13) (1)
Net cash flows used in investing activities (132) (131) (69)
Cash flows from / (used in) financing activities
Net proceeds received from issuance of shares 162 – 98
Interim dividend paid (147) – –
Withholding tax paid (20) – –
Distribution of share premium to owners of the Company (103) – –
Interests paid (36) (28) (31)
Net cash flows (used in) / from factoring – (49) 56
Proceeds received from Term Loan 351 154 137
Repayment of Term Loan (156) (148) –
Proceeds / Repayment of other loans 2 6 (20)
Payment of deferred financing costs and debt fees (8) (14) (23)
Transactions with non-controlling interests (2) – –
Other financing activities – (7) (16)
Net cash flows from / (used in) financing activities 43 (86) 201
Net increase in cash and cash equivalents 95 29 103
Cash and cash equivalents – beginning of period 142 113 –
Effect of exchange rate changes on cash
and cash equivalents
(1) – 10
Cash and cash equivalents – end of period 236 142 113
Less: Cash and cash equivalents classified as held for sale (3) – –
Cash and cash equivalents as reported in the Statement
of Financial Position
233 142 113

28
35
30
25
20
15
10
23/05/2013
23/06/2013
23/07/2013
23/08/2013
23/09/2013
23/10/2013
23/11/2013
23/12/2013
23/01/2014
23/02/2014
23/03/2014
23/04/2014
SHAREHOLDING STRUCTURE (as of March 2014) SHARES OF CONSTELLIUM
84.4%
Public shareholders
12.2%
Bpifrance
3.4%
Management
Free ﬂoat
Rio Tinto
Apollo
Bpifrance
Management
Constellium began trading on the NYSE on May 23, 2013
and on the professional segment of NYSE Euronext in Paris
on May 27, 2013 through a public offering in the US.
FINANCIAL RESULTS
Share
information
SHARE PRICE EVOLUTION (from IPO to May 16, 2014)
84.4%
3.4%
12.2%
Pre IPO After IPO Nov. 2013 Dec. 2013 Feb. 2014 March 2014
39.0%
19.3%
38.5%
35.8% 35.8%
48.0%
72.4%
84.4%
27.5%
35.8%51.0%
9.1%
12.0%
10.0%
3.4%4.4% 4.0% 3.4%5.2%
12.2% 12.2% 12.2% 12.2% 12.2%
Since the IPO in May 2013, Constellium
has traded a daily average number
of approximately 630,000shares

CONSTELLIUM
29
Constellium is a public company operating with the highest
ethical standards and best practices, and is answerable to
our shareholders, the Board of Directors and committees,
and our worldwide code of conduct.
GOVERNANCE
Board
structure
BOARD
OF DIRECTORS
The Board of Directors is responsible for
our policy and day-to-day management.
The non-executive directors supervise and
provide guidance to the executive director.
MEMBERS AND DATE OF APPOINTMENT:
Richard B. Evans, Chairman, 01/05/2011
Pierre Vareille, Director, 03/01/2012
Gareth N. Turner, Director, 05/14/2010
Philippe Guillemot*
, Director, 05/21/2013
Matthew H. Nord, Director, 05/14/2010
Guy Maugis*
, Director, 01/05/2011
Pieter Oosthoek*
, Director, 05/21/2013
Werner P. Paschke*
, Director, 05/21/2013
* Independent directors
We maintain a one-tier board of directors
consisting of both executive directors and
non-executive directors (each a “director”).
Under Dutch law, the board of directors is
responsible for our policy and day-to-day
management. The non-executive directors
supervise and provide guidance to the
executive director.
DIRECTOR
INDEPENDENCE
As a foreign private issuer under the Securities
and Exchange Commission (SEC) rules, we are
not required to have independent directors on
our board of directors, except to the extent that
our Audit Committee is required to consist of
independent directors. However, our board of
directors has determined that, under current
NYSE listing standards regarding independence
(which we are not currently subject to), and
taking into account any applicable committee
standards, Messrs. Maugis, Guillemot, Oosthoek
and Paschke are independent directors.

30
AUDIT COMMITTEE
Our Audit Committee currently consists
of three independent directors under the
NYSE requirements.
Our Board of Directors has determined that
at least one member is an Audit Committee
“financial expert” as defined by the SEC and also
meets the additional criteria for independence
of Audit Committee members under the
Securities Exchange Act of 1934, as amended.
The principal duties and responsibilities of our
Audit Committee are to oversee and monitor
the following:
our financial reporting process and internal
control system;
the integrity of our consolidated financial
statements;
the independence, qualifications and
performance of our independent registered
public accounting firm;
the performance of our internal audit function;
our compliance with legal, ethical and
regulatory matters.
Members: Werner P. Paschke, Philippe Guillemot,
Pieter Oosthoek
REMUNERATION
COMMITTEE
Our Remuneration Committee currently consists
of three directors. The principal duties and
responsibilities of the Remuneration Committee
are as follows:
to review, evaluate and make recommendations
to the full board of directors regarding our
compensation policies and establish
performance-based incentives that support
our long-term goals, objectives and interests;
to review and approve the compensation of
our Chief Executive Officer, all employees who
report directly to our Chief Executive Officer
and other members of our senior management;
to review and make recommendations to the
Board of Directors with respect to our incentive
and equity-based compensation plans;
to set and review the compensation of and
reimbursement policies for members of the
Board of Directors;
to provide oversight concerning selection of
officers, management succession planning,
expense accounts, indemnification and
insurance matters, and separation packages;
to provide regular reports to the Board of
Directors and take such other actions as are
necessary and consistent with our Amended
and Restated Articles of Association.
Members: Richard B. Evans, Matthew H. Nord,
Gareth N. Turner
NOMINATING /
GOVERNANCE
COMMITTEE
Our Nominating/Corporate Governance
Committee currently consists of three directors.
The principal duties and responsibilities of the
Nominating/Corporate Governance Committee
are as follows:
to establish criteria for board and committee
membership and recommend to our board of
directors proposed nominees for election to
the Board of Directors and for membership
on committees of our Board of Directors;
to make recommendations to our board of
directors regarding board governance matters
and practices.
Members: Richard B. Evans, Guy Maugis,
Matthew H. Nord
GOVERNANCE
Committees

CONSTELLIUM
31
EXECUTIVE
COMMITTEE
CHAIRMAN:
Pierre Vareille, Chief Executive Officer
MEMBERS: see p.32
SCOPE OF RESPONSIBILITIES
Reviews all strategic issues and evaluates
all significant proposed acquisitions or
divestments, financial restructuring,
alliances and strategic partnerships;
Develops and monitors implementation
of key strategic, financial, investment
and organizational decisions;
Controls the execution of the 5-year plan
and of the budget;
Reviews reports and proposals made by
the Operations Committee to evaluate their
economic and financial consequences;
As and when required, submits reports,
proposals and recommendations on all
matters within its scope of responsibility
to the Board of Directors.
OPERATIONS
COMMITTEE
CHAIRMAN:
Pierre Vareille, Chief Executive Officer
MEMBERS:
• Business unit Presidents
• Chief Financial Officer
• VP Strategy and Business Development
• VP Human Resources
SCOPE OF RESPONSIBILITIES
Develops and implements the operational
business decisions, as defined by management
and the Board of Directors;
Monitors the implementation and progress
of significant operational projects;
Monitors the execution of the budget, and
in particular the free cash flow generation
of the business;
Submits reports, proposals and
recommendations on all matters relating to
the operations to the Executive Committee.
CODE OF CONDUCT
Constellium has defined a Worldwide Code
of Employee and Business Conduct. This Code
informs the way Constellium acts in business,
and how we expect our partners and suppliers
to behave. It applies to all Constellium employees,
subject to applicable local law.
Compliance with the Code is essential to
preserving and enhancing the company’s
reputation as a responsible corporate citizen,
and ultimately, to maximizing shareholder value.
WHISTLEBLOWER
POLICY
This policy is currently being submitted to
the necessary regulatory bodies and going
through the required employee information
and consultation processes. The policy will
not be implemented prior to the completion
of these various steps.
Business Governance
Constellium is managed through two committees:
the Operations Committee and the Executive Committee.

32
1 Pierre Vareille,
Chief Executive Officer
2 Paul Warton,
President, Automotive Structures
and Industry business unit
3 Vittorio Rossetti,
Chief Information Officer
4 Béatrice Charon,
Vice-President Business Planning
5 Laurent Musy, President,
Packaging and Automotive
Rolled Products business unit
6 Jean-Christophe Figueroa,
President, Aerospace and
Transportation business unit
Absent from picture:
Jim Tao, Vice-President Strategy and Business Development
7 Didier Fontaine,
Chief Financial Officer
8 Marc Boone,
Vice-President Human
Resources
9 Jeremy Leach, Vice-President
and Group General Counsel
10 Nicolas Brun,
Vice-President Communications
11 Simon Laddychuk,
Vice-President
and Chief Technical Officer
12 Yves Merel,
Vice-President EHS
and LEAN Transformation
GOVERNANCE
Executive Committee
1 5 6 24
3
7
8 9
10
11
12

CONSTELLIUM
33
Operational Headquarters
Forward-looking
statements
www.constellium.com
Tupolevlaan 41-61
1119 NW, Schiphol-Rijk
The Netherlands
Phone: +31 20 654 9780
830 Third Avenue,
9th floor
New York, NY 10022
United States
Phone: +1 212 675 5026
Washington Plaza
40-44, rue Washington
75008 Paris
France
Phone: +33 1 73 01 46 00
Max Hoegger-Strasse 6
8048 Zurich
Switzerland
Phone: +41 44 438 66 00
This report contains statements that relate to future events
and expectations and as such constitute forward-looking
statements within the meaning of the Private Securities
Litigation Reform Act of 1995. Forward-looking statements
include those statements containing such words as “expects,”
“intends,” “plans,” “scheduled,” “should,” “could,” “will,” or
other words of similar meaning. All statements that reflect
Constellium’s expectations, assumptions or projections
about the future other than statements of historical fact are
forward-looking statements. The forward-looking statements
contained in this report are subject to a number of known
and unknown risks, uncertainties, and other factors and
are not guarantees of future performance. These risks and
uncertainties include, but are not limited to, those set forth
under the heading “Risk Factors” in our Annual Report on
Form 20-F, and described from time to time in subsequent
reports, filed with the US Securities and Exchange Commission.
Constellium disclaims any obligation to update publicly any
forward-looking statements, whether in response to new
information, future events or otherwise, except as required
by applicable law.
Head Office

By focusing on three growth markets – automotive,
aerospace and packaging – Constellium is well-
positioned for the years ahead. Along with their
significant revenue potential, each of these markets
also has a high technological barrier to entry. The
financial performance in 2013 of our three business
units reflects that future potential, thanks to the
world-class quality of our industrial platform and
the expertise of our employees.
Looking ahead, improving our operational efficiency
and further developing our innovation pipeline
are key parts of the company’s strategy. R&D and
innovation are core Constellium strengths, and
the ability to create differentiating new products
is vital in a competitive market. Solid corporate
governance and an unwavering commitment to
safety will also be guiding principles for Constellium
in a business environment where continuous
improvement and sustainability come together.
Together, these elements are delivering a level of
business performance that allows Constellium to
look to the future with confidence.
A BUSINES S
BUILT FOR
GROW TH

Constellium 2013 business performance report

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