Bombardier: Frecciarossa 1000 e Omneo prodotti di punta AV e treni regionali per CEO Troger (1)

(1)

Laurent Troger President

Research & Technology Strategy

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Increase profitability through efficiency and de-risking of technology development

Innovation and technology at the heart of BT strategy

2 Passenger experience 1A

Performance 1B

Life cycle cost proposition 1C

System integration 1D

Standardisation, platform

optimisation and modularisation 2A

Maintain market leadership

and drive top line growth

1

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Passenger experience 1A

Performance 1B

Life cycle cost proposition 1C

System integration 1D

Maintain market leadership and drive top line growth 1

Role of innovation in our company strategy

Solving the mobility equation

Increase profitability through efficiency and de-risking of technology development

2 Standardisation, platform

optimisation and modularisation

2A

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Passenger experience

ZEFIRO is a benchmark train in terms of speed and comfort

 Provide an attractive alternative mode of transport for journeys between Italy’s main cities

 Reduce journey time and increase punctuality

 Raise the bar in terms of design and comfort

 Reduce environmental impact The challenge

The result

 With a maximum speed of 380 km/h, V300ZEFIRO is the fastest train ever produced in series in Europe

 Exceptionally comfortable interior

 Ability to travel while being connected

 Power consumption and noise limited by reduced air resistance

 Lowest CO₂emissions per passenger of all very high speed trains

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Performance

Systems allowed operators to run at close to 100% availability during the London Olympics

 More passengers: 25-35% increase on previous year’s Transport for London services

 High pressure: Press speculation that the transport infrastructure is the major bottleneck

 Less time: Reduced ability to carry out maintenance (typically 3 hours vs. 8 hours window)

 Increased performance: Safety, reliability, maintainability, availability of the fleet

 Trains: Responsible for maintenance of 800 trains

 Passengers: 66,7 million passengers on LOROL and London Underground

 Performance: Enhanced fleet reliability programmes implemented

 Performance: Availability across 800 trains of 99.8%, outperforming contract requirements and expectations

 Time: Use of remote monitoring and diagnostics The results

The challenge

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Life cycle costs

Innovative concepts on QNGR vehicles to meet customer’s focus on life cycle costs

 High focus on vehicle performance

 High penalty from customers for failures in service

 Fixed price maintenance leading to cost saving opportunity The challenge

The result

 Lowered TCO and increased reliability / availability

 Establishing partnerships with suppliers and encourage co- developments to optimize costs

 Investing in engineering effort to reduce energy consumption, extend component life and reduce maintenance task times

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Systems integration

INNOVIA Monorail 300 offers a fully integrated system

 Capacity of a metro system without the cost and implementation duration

The challenge

The result

 Fast and cost efficient solution with immediate benefits for city and passengers

 Urban-fit: sharp curve and steep grad; minimized land intake;

mass transit capacities

 Low system and fleet costs

 Fast construction with beams fabricated off-site

 Cost-effective without need for underground construction

 Significant journey-time reduction (Sao Paulo)

 Increasing number of cities in the world including Nashville and Melbourne are planning for monorail projects

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Role of innovation in our company strategy

Solving the business equation

Increase profitability through efficiency and de-risking of technology development Standardisation, platform optimisation

and modularisation 2A

 Increase profitability through efficiency and de-risking of technology development

The challenge

 Standardization, platform optimization and modularization

The way forward

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One global value chain logic

Based on platforms and standardized building blocks

Operations &

maintenance Project

delivery Products

Platforms Market

 Capture of O&M requirements in market and translation into platform

requirements

 Development of a global platform for rolling stock and equipment based on standardized building blocks

 Product

development based on platform with services built-in

 Constant maturity assessments

 Anticipation of project delivery

 Anticipation of O&M opportunities and requirements

 Reduced development cost

 Faster time-to-market

 Reduced project risk

 Empowerment of new business models in service and operations

 Extended resources for accelerating innovative solutions

Benefits: fast, lean and efficient product engines Feedback

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Optimization of platforms

Reduce complexity costs, lead times and enable higher share of re-use projects

 Platform-based product portfolio for wider market segment and for several applications :

 Development of new product families

 Maintaining and upgrading existing platforms / products

 Opportunistic use of legacy products (no investment) The challenge

The way forward

20

10

Current Mid-term

9

6

Current Mid-term

15

8

Current Mid-term

Single deck Double deck Metro

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Leading in innovation

Leveraging internal, academic and industrial research network

Internal research & technology

 35 development programmes covering vehicle and sub- system platforms

 40 innovation projects to foster high risk / high opportunity approaches

 5 transversal innovation programmes (e.g. industrial cyber security)

Academic network

 Framework partnerships with TU Dresden, TU Karlsruhe and DLR

 Direct involvement of universities in development projects (e.g. KTH Stockholm)

 Global academia network:

 ~30 lighthouse universities in core markets

 ~250 active university relationships

Supplier partnering

 Joint roadmap alignment

 Joint development activities (80 main partners)

 Joint maturity assessments of developments

Intra-industrial network

 Joint research programme Shift2Rail¹(€920m) under Horizon2020 programme with BT as founding member

 Constant collaboration in innovation initiatives (e.g.

EcoRail Initiative of Deutsche Bahn)