This year at HFA, we took a decisive step towards operational excellence with the implementation of a new logistics system based on Kardex's Automated Storage and Retrieval Systems (ASRS). This transformation not only raised efficiency and quality standards, but also strengthened the role of employees as agents of change.

In addition, we applied the 5S methodology, in partnership with the KAIZEN Institute, as part of a strategic approach to optimizing processes, reducing waste and fostering a more functional and organized work environment. This implementation was more than a technical matter: it became the driving force behind a cultural transformation, aligned with HFA's rebranding and future vision.

What 5S represents at HFA

The 5S methodology is based on five principles that transform the working environment and, more importantly, the mindset of teams:

• Seiri (Sorting): Eliminating the unnecessary, combating waste.

• Seiton (Organize): Ensuring that everything is in the right place, accessible and functional.

• Seiso (Clean): Promoting continuous cleaning, which anticipates and solves problems.

• Seiketsu (Standardize): Standardizing practices to sustain the improvements achieved.

• Shitsuke (Sustain): Maintaining the discipline necessary for progress to become permanent.

At HFA, these principles are not just practices. They are the foundations of a new organizational culture, where discipline and commitment to continuous improvement underpin our progress.

Challenges and Achievements: A Collective Journey

The logistics transformation and the implementation of 5S were not without their challenges.

From the outset, we faced issues such as the natural resistance to change, the need to retrain teams and the redefinition of deep-rooted processes. This journey required collective dedication, resilience and the active involvement of stakeholders at all levels.

Each employee played an essential role, from the physical restructuring of the environment to the adoption of new practices and mentalities. It was an achievement that was only possible thanks to the strength of working together and everyone's commitment to building a better, more efficient HFA that is more in line with our values.

Kaizen and 5S: More than Tools, the Beginning of a Cultural Change

In our industry, the application of 5S can be seen as a standard practice, but what sets us apart is the way we have used this methodology as a starting point for something bigger: a cultural transformation.

What we are building goes beyond physical organization or the standardization of processes. We are creating an environment where discipline, the involvement of people, and the pursuit of excellence become intrinsic to our identity. This change is already in place and reflects our commitment to taking our teams to ever higher levels of excellence, aligning their skills with our vision for the future.

A strategic milestone in our journey

More than a technical project, this transformation marks a profound strategic step in HFA's history. Just as a building depends on solid foundations, our organization depends on a robust cultural base to grow sustainably.

We intend to continue evolving, expanding these principles into new areas, and challenging ourselves to deliver ever more value to our customers and employees.

This is the new HFA: a place where transformation starts with people, where culture is the differentiator, and where the future is already being built, step by step.