In 2025, Aciturri advanced its standardization of operating procedures amid a period of transformation, including the recent merger with Alestis and the spin-off of the Aeroengines division.

This progress has been accompanied by the evolution of the Excellence Model, once again driven by reflection on the lessons learned in previous years and with the aim of strengthening competitiveness, broadening the long-term vision and responding with agility to the growing demands of our markets and customers.

Within this framework, new tools have been incorporated into the model, including structured Kaizen Stops, conceived as spaces for collaboration between direct and indirect teams for focused improvement in specific areas and processes. During the year, 13 events were developed, whose results were recognized and disseminated through audiovisual materials addressed to the whole organization, thereby reinforcing our way of understanding real involvement in the place where value is generated for our customers. New digital solutions aimed at optimizing efficiency in process data capture have also been implemented, and the visual management of the main performance indicators has been strengthened across all production sites, consolidating more agile, data-based decision-making.

The Aciturri plants in Brazil and Puerto Real have successfully completed a structured training and coaching program and have passed audits certifying their proficiency in advanced problem-solving techniques. This achievement will help strengthen the company's standard operating procedures and establish a common language that facilitates the ongoing optimization of our workflows.

Likewise, the Brazil and Seville Airport plants deployed a battery of optimization projects supported by Lean tools in the areas of quality and process improvement, achieving significant progress compared with their starting point.

In the case of the Puerto Real plant, the execution of a process improvement event following the Lean Project Management methodology made it possible to accelerate the reindustrialization process and converge swiftly towards the target standard costs.

During the year, the Customer Support and Service area was fully incorporated into the improvement model, completing several training courses in daily improvement tools and team management, which helped strengthen its level of competitiveness and alignment with corporate standards.

Overall, the natural teams within the newly formed Aerostructures division have implemented a total of 5,512 improvements as part of the Daily Improvement process, demonstrating significant progress in the model's maturity. This progress is evident in the heightened involvement of production and corporate units, as well as the tangible impact and enhanced quality of the initiatives undertaken. Best practices have been recognized as Success Sheets and shared via SAP JAM and other internal channels. These communication channels, in conjunction with the cross-functional role of the Lean improvement team, have facilitated the successful implementation of various high-impact projects across different units of the company.

Finally, the Hoshin Kanri tool has played a key role in aligning the strategic vision with the entire organization, enabling the deployment of clear priorities and strengthening the coordination of a team of more than 3,000 people around common objectives.

Throughout the year, more than 200 strategic projects were launched, contributing to the achievement of the goals set for the year. Strengthened participation, improved monitoring and greater maturity in the countermeasure culture are some of the main milestones achieved. In this area, the Puerto Real and Tecnobahía plants launched Mission control rooms, advanced management spaces where standard dynamics and visual management contributed to the success of the teams involved.