ACTIVITY REPORT 2016/17
CONTENTS
CHALLENGES WHAT WILL RAIL TRANSPORT BE LIKE IN THE FUTURE?
Attractive, digital, accessible, clean, efficient, integrated and agile — p. 01
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AMBITION
SETTING THE STANDARD IN THE MARKET
“We are on track towards smart mobility.” Interview with Henri Poupart-Lafarge, Chairman and Chief Executive Officer of Alstom — p. 10 Board of Directors — p. 13 The Executive Committee looks back on 2016 — p. 14 2016 in figures — p. 16 2020 strategy: Alstom pursues its transformation — p. 18 In pictures: the highlights of the year — p. 20 Innovation drives our growth — p. 26
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COMMITMENTS A RESPONSIBLE COMPANY
For our customers — p. 44 For our employees — p. 46 For the environment — p. 48 For local communities — p. 50
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SOLUTIONS
APPLYING EXPERTISE TO MEET CUSTOMER NEEDS Overview: the most complete range of solutions in the market — p. 28 Rolling stock: reinventing mobility — p. 30 Signalling: improving traffic flow — p. 34 Services: custom support — p. 37 Systems: increasing efficiency — p. 40 In pictures: state-of-the-art solutions — p. 42
CHALLENGES
WHAT WILL RAIL TRANSPORT BE LIKE IN THE FUTURE?
ATTRACTIVE
DIGITAL
ACCESSIBLE
CLEAN
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EFFICIENT
INTEGRATED
AGILE
CHALLENGES
ATTRACTIVE In the face of competition from new mobility solutions such as ride sharing, car pooling and electric vehicles, rail transport will need to further improve passenger comfort to boost its appeal.
Everything about Alstom’s products – from initial design to subsequent services – is conceived to enhance the passenger experience through features like wide windows, air conditioning, natural on-board lighting, automatic sliding doors, real-time information and more.
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CHALLENGES
DIGITAL New information and communication technologies have ushered rail transport into the digital age with a focus on three priorities: optimising operations, improving passenger services and safeguarding information systems.
Alstom’s range of solutions incorporates the latest in digital technology to enhance operational performance and improve passenger connectivity. The development of HealthHub solutions and the recent acquisition of Nomad Digital have strengthened this approach. Alstom understands the security issues associated with the use of digital technology and has made cybersecurity a cornerstone of its research and development strategy.
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CHALLENGES
ACCESSIBLE Around the world, one of the main challenges in rail transport stems from the need to improve train accessibility for passengers with reduced mobility. Such measures concern people with disabilities, seniors, expectant mothers, families with children and passengers carrying heavy luggage.
Alstom ensures improved transit and access for all passengers aboard its trains. It integrates the needs of both current and future generations from the outset, during the design phase. Low floors, interior layout, wide doorways and in-station information systems are all good examples of this approach.
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CHALLENGES
CLEAN The world’s population is expected to reach 9.7 billion by 2050, by which time 70% of people will live in urban areas1. Sustainable modes of transport will be crucial in catering to mobility needs while protecting the environment.
Rail transport is a low-carbon solution that by definition helps safeguard the environment. Alstom continues to push the boundaries of responsible mobility by developing emission-free solutions like regional trains powered by hydrogen fuel cells. The Group has committed to achieving a 20% reduction in the energy consumption of its transport solutions by 2020. 1- Source: United Nations.
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CHALLENGES
EFFICIENT Rail transport suffers from relatively high per-kilometre costs due to the need for infrastructure investment. Greater economic efficiency is necessary in order to continue providing a service that can compete with rival offerings.
Alstom continues to improve the efficiency of its railway systems throughout their lifecycle by standardising its products and services, reducing the energy consumption of its trains, developing predictive maintenance and devising smart on-board solutions.
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CHALLENGES
INTEGRATED A seamless intermodal transition is a decisive factor in enhancing the appeal of passenger and freight transport not just in cities and regions but on a national and international level. Multimodal solutions will be more prevalent in the future as a result.
Alstom develops powerful digital solutions to facilitate multimodal management and improve service continuity for passengers. Part of this process includes designing new urban mobility solutions such as electric buses and exploring autonomous shuttle systems through partnerships to offer effective last-mile coverage.
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CHALLENGES
AGILE Population growth and trade development are increasing demand for passenger and freight mobility solutions. These needs vary from one country to the next according to the available infrastructure, railway culture, economic considerations and strategic choices. The future of rail transport depends on the industry’s ability to meet this multifaceted demand.
Alstom has established an extremely close relationship with its customers and has a keen understanding of the needs of operators and passengers, both now and in the future. Its range of rail solutions is the largest in the market and is tailored to a diverse array of needs worldwide.
08 02
1 AMBITION
SETTING THE STANDARD IN THE MARKET
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Activity report 2016/17 — ALSTOM
AMBITION
“We are on track towards smart mobility.” Interview with Henri Poupart-Lafarge, Chairman and Chief Executive Officer of Alstom
“OUR PERFORMANCE TODAY GIVES US THE COMMERCIAL LEVERAGE TO WIN CONTRACTS TOMORROW.”
ALSTOM — Activity report 2016/17
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2016/2017 was all about the “New Alstom” and its focus on the rail industry. How would you sum it up? Henri Poupart-Lafarge — 2016/17 was a very positive year, during which we continued to serve our customers, implement our strategy and move closer to our targets. We’ve seen real momentum, especially commercially, with a high order intake around the world. One example that springs to mind is the contract we signed in August with American operator Amtrak for a new-generation of high-speed train: Avelia Liberty. The order marks our entry into the North American high-speed market. It also reflects our capacity to innovate, to meet the needs of our customers; energy efficiency, lower total cost of ownership, optimal passenger experience and more. Another key contract was the extension of the red line for the Dubai metro, which will link the city to the Expo 2020 site. The project has a tight schedule, since trains are due to begin running on the line in time for the Universal Exhibition. Maintaining a healthy level of orders in the face of political and economic ups and downs is also a broader reflection of our market stability. What were the year’s highlights? Henri Poupart-Lafarge — Beyond our commercial activities, the year
“2016/17 WAS A VERY POSITIVE YEAR, DURING WHICH WE CONTINUED TO SERVE OUR CUSTOMERS, IMPLEMENT OUR STRATEGY AND MOVE CLOSER TO OUR TARGETS.”
was also marked by a number of key project deliveries. The most symbolic was undoubtedly the Rio de Janeiro tramway, which began running a few months before the Summer Olympic Games. The project was implemented in a complex environment and was a huge operational success, not to mention a real source of pride for our employees. I could list many other examples
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around the world including tramways in Algeria, urban signalling systems in China, regional trains in France, Italy and Germany. The first trains from our ground-breaking project in South Africa have also entered service. Alstom aims to become the preferred partner for transport solutions by 2020 and has launched a far-reaching strategy to achieve this goal. How are things progressing? Henri Poupart-Lafarge — Our efforts have begun to pay off on every front. The Group’s globalisation is moving along at a healthy pace and is vital in meeting the needs of our customers. Last year, we also began construction of two new manufacturing sites in South Africa and India. We have now completed the renewal of our rolling stock platforms with the launch of new regional and very high-speed trains. We continued to expand our range of solutions in order to offer customers comprehensive mobility services. Digitalisation is an integral part of this approach, as seen in the acquisition of Nomad Digital, a global leader in connectivity solutions for the railway industry.
Activity report 2016/17 — ALSTOM
AMBITION
2016/17 was a year rich in innovation, which is a pillar of the Alstom strategy leading up to 2020. Henri Poupart-Lafarge — That’s right. Key examples include the launch of Coradia iLint, our zero-emission train, and of Mastria, a multimodal centre to optimise the traffic of an entire transport network. And let’s not forget Aptis, our first offer for the electric bus market. Other highlights include our partnership with SNCF to create a new generation of high-speed trains and the first contract won in Nice for SRS, our catenary-free ground-based static charging system. Our product platforms have also been revamped to reduce total cost of ownership, increase energy efficiency by 10-15% and make the passenger experience an integral part of our solutions.
Operational and environmental performance is another cornerstone of the Alstom strategy. What sort of progress has been made in this respect? Henri Poupart-Lafarge — Throughout 2016, we continued to improve our operational efficiency in terms of ensuring timely deliveries, reducing our costs of non-quality and increasing the energy performance of our operations and products. We are pursuing the development of our information system backbone to foster collaboration and improve our global efficiency.
A word on people? Henri Poupart-Lafarge — Every year we reinforce the safety of our workplaces. That is our first priority. Diversity also remains a key point of focus in every sense of the word — especially cultural diversity, in line with our globalisation strategy. Individual involvement in the future of the Group is equally important. We value our employees. Our deci-
sion to allocate free shares to everyone aimed to reflect that appreciation and involve them directly in our development. Let’s talk about the future. How do you view Alstom’s market going forward? Henri Poupart-Lafarge — It is a growing market and there is no denying the dynamism, especially with respect to
“WE MUST MAKE DIGITAL SOLUTIONS AN INTEGRAL PART OF OUR ORGANISATION, OUR WORKING METHODS AND OUR PRODUCTS.”
ALSTOM — Activity report 2016/17
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Governance
urban perspectives. Mobility remains the number-one priority for local authorities as they seek to rise to sustainability challenges. Opportunities abound, especially in emerging countries, but also in Europe, which is our main market. Whether in urban transport or mainline services, the rail industry is increasingly global and competitive. It has also been hugely impacted by digitalisation, which affects structures (new operators and growth in multimodal solutions), offerings (connected products) and operations (predictive maintenance and traffic optimisation). We are on track towards “smart mobility”, which taps the full potential of information and communication technology to make transport more efficient, more attractive and more affordable, as well as safer and greener. In this context, what are your priorities for the next few years? Henri Poupart-Lafarge — First and foremost, we need to continue to implement our 2020 strategy. That is the foundation for our future development. We have come a long way but there is still a lot more to do. As I mentioned earlier, digitalisation is an underlying trend that is unavoidable and has a huge impact on our business. Which is why we must make it an integral part of our organisation, our working methods and our products. This trend should also lead us to think about our strategic positioning. We need to seize the opportunities unlocked by the emergence of smart mobility by anticipating the future profile of operators. Some will no doubt be multiservice, multimodal providers. It is up to us to adapt our offering to meet their needs. Increasingly strong competition will also require us to expand our workforce and establish partnerships to better serve our customers.
BOARD OF DIRECTORS Henri Poupart-Lafarge Chairman and Chief Executive Officer of Alstom Candace K. Beinecke Chair of Hughes Hubbard & Reed LLP Olivier Bourges General Counsel of PSA Peugeot-Citroën Olivier Bouygues Deputy Chief Executive Officer of Bouygues Bi Yong Chungunco Head of Divestments of LafargeHolcim Yann Delabrière Chairman of the Board of Directors of Faurecia Pascal Faure Director appointed by the French State Head of the Directorate General for Enterprise (DGE) Gérard Hauser Director of companies Sylvie Kandé de Beaupuy Group Ethics & Compliance Officer of Airbus Klaus Mangold Chairman of the Supervisory Board of Rothschild GmbH (Frankfurt) Philippe Marien Chief Financial Officer of Bouygues Group Géraldine Picaud Chief Financial Officer of Essilor Group Sylvie Rucar Advisor
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Activity report 2016/17 — ALSTOM
AMBITION
Governance
The Executive Committee
looks back on 2016
“In 2016, we continued our compliance programme while managing contractual risks and enhancing our legal expertise to adapt to more stringent global regulations.” PIERRICK LE GOFF General Counsel
“With 5% organic growth, an improved operating margin and cash-flow generation, we drew closer to reaching our 2020 objectives in 2016. We will continue to invest selectively as opportunities arise.”
“2016 was an extremely dynamic year. We continued to roll out our strategy and better serve our customers while seizing opportunities in a fast-growing market.”
MARIE-JOSÉ DONSION Senior Vice-President Finance
HENRI POUPART-LAFARGE Chairman and Chief Executive Officer
“We made great strides in transforming our company thanks to the involvement of our employees. 2016 was the year of the new Alstom.” THIERRY PARMENTIER Senior Vice-President Human Resources
“With an impressive haul of contracts such as the extension of the Dubai metro, 2016 confirmed the outstanding growth of the MEA region, where sales have strongly increased in the past three years.”
“We stepped up operational performance by increasing our industrial reach in line with market demand and streamlining working methods between our different sites.”
GIAN-LUCA ERBACCI Senior Vice-President Middle East & Africa
THIERRY BEST Chief Operating Officer
ALSTOM — Activity report 2016/17
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“With a 25% staff increase and the expansion of our industrial capacity, Alstom reinforced its presence in the Asia Pacific region in 2016 to better meet the needs of our customers.” JEAN-FRANÇOIS BEAUDOIN Senior Vice-President Asia Pacific
“By honouring our commitments and through successful contract execution in France and around the world, we succeeded in strengthening our relationship with customers. New strategic orders towards the end of the year will secure the future of our design and production sites.”
“The creation of Digital Mobility marks a new era for Alstom in providing solutions for emerging smart cities and supporting customers by ensuring more efficient transport solutions.” PASCAL CLÉRÉ Senior Vice-President Alstom Digital Mobility
JEAN-BAPTISTE EYMÉOUD Senior Vice-President France
“2016 was the year of landmark contracts in North America, with long-term infrastructure maintenance agreements and new high-speed trains. These projects will continue to drive and sustain transformation in the region.” JÉRÔME WALLUT Senior Vice-President North America
“2016 reflected outstanding team spirit in Europe, which led to solid financial and operational results and ongoing positive EHS performance.” ANDREAS KNITTER Senior Vice-President Europe
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“Innovative solutions for the region’s population included the first tramway in Latin America, which was brought into service in time for the Olympic Games in Rio, revolutionising the city centre.” MICHEL BOCCACCIO Senior Vice-President Latin America
Activity report 2016/17 — ALSTOM
AMBITION
2016 in figures
POSITIONS
Growing globalisation
AMERICAS
5,200 EMPLOYEES
2016/17 ORDERS €10.0 BILLION AMERICAS
EUROPE
29%
51%
MIDDLE EAST & AFRICA
ASIA PACIFIC
14%
6%
ALSTOM — Activity report 2016/17
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EUROPE
20,700 EMPLOYEES
ASIA PACIFIC
MIDDLE EAST & AFRICA
4,000
2,900
EMPLOYEES
EMPLOYEES
32,800 EMPLOYEES WORLDWIDE
105 SITES
IN
60 COUNTRIES
€7.3 €289 €208 5.8% BILLION SALES
MILLION NET INCOME
MILLION NET DEBT
OPERATING MARGIN*
* adjusted EBIT margin.
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Activity report 2016/17 — ALSTOM
AMBITION
Strategy
2020 STRATEGY
Alstom pursues its transformation Alstom has reached the midway mark on its roadmap to become the preferred partner for transport solutions in line with 2020 targets.
CUSTOMER-FOCUSED ORGANISATION
A COMPLETE RANGE OF SOLUTIONS
2020 GOAL :
2020 GOAL :
PROGRESS: With 105 sites in 60 countries, Alstom has established a presence that is both local and global. This local presence promotes long-term partnerships with clients and increases flexibility and efficiency. In 2016, Alstom grew its network in India with the expansion of the Coimbatore and Sri City sites and construction of a new plant in Madhepura. It also extended its reach in other countries by doubling the size of the Katowice site in Poland, building a manufacturing site in Dunnottar, South Africa, and expanding its Hornell site in the United States.
PROGRESS: Alstom has continued to expand its range of solutions by seeking the best possible balance between standardisation and flexibility. New regional and high-speed platforms have been launched after tram and metro platforms. Contracts signed in Dubai and Sydney have strengthened its position in systems, while the acquisition of General Electric’s signalling assets has increased the scope of its signalling business. Alstom has continued to support its customers by offering them a range of high-quality services.
Reinforce Alstom’s worldwide presence and better meet the needs of customers in local markets.
NEXT MILESTONES: Continue to strengthen the Group’s industrial presence through partnerships, joint ventures and individual initiatives while fostering synergies between sites and developing everyday customer relations.
ALSTOM — Activity report 2016/17
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Provide the most comprehensive range of systems, signalling equipment and services in each area of the rail industry.
NEXT MILESTONES: Further expand the range of solutions to meet the current and future needs of customers while exploring new, increasingly connected mobility solutions.
VALUE CREATION THROUGH INNOVATION 2020 GOAL :
Innovate to achieve differentiation and gain a competitive edge. PROGRESS: Alstom has structured an innovation process designed to identify and nurture the most promising ideas in line with the Group’s innovation strategy. Due to ongoing R&D investment and partnerships, Alstom unveiled three new solutions for 2016/17: the zero-emission Coradia iLint regional train, the electric bus Aptis and the multimodal management system for urban transport Mastria. NEXT MILESTONES: Adapt innovation strategy to market developments and improve digital solutions to boost internal productivity while developing a range of new solutions and services.
OPERATIONAL AND ENVIRONMENTAL EXCELLENCE
DIVERSE AND ENTREPRENEURIAL PEOPLE
2020 GOAL :
2020 GOAL :
PROGRESS: Alstom has already standardised platforms for rolling stock. Performance in terms of quality, costs and lead times has improved and working methods and resources between different sites are now being streamlined. The latest solutions offer 8-10% lower energy consumption, already midway to meeting the target for 2020. Alstom achieved its 2020 goal of a 10% reduction in its plants in March 2017, ahead of schedule.
PROGRESS: Alstom’s move to renew its focus on the transport business, deploy its leadership model and implement the share allocation programme launched in 2016 has strengthened employees’ sense of belonging. The Group has continued to implement initiatives to promote ethics, cultural diversity and gender balance.
Ensure flawless contract execution and reduce the carbon footprint of products and operations.
NEXT MILESTONES: Improve the overall efficiency, streamline working methods, continue to simulate energy consumption improvements for solutions under development and pursue the ISO 14001 certification programme.
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Strengthen the Alstom culture by encouraging entrepreneurial spirit and diversity in every shape and form.
NEXT MILESTONES: Pursue targets for integrity and ethics, promote recruitment of local talent and encourage initiatives to support women in the company.
Activity report 2016/17 — ALSTOM
AMBITION
Highlights
IN PICTURES
The highlights of the year
UNITED KINGDOM SIGNALLING Major contract to overhaul the entire signalling system for London’s Great Western Main Line.
CUSTOMER-FOCUSED ORGANISATION
A COMPLETE RANGE OF SOLUTIONS
ALSTOM — Activity report 2016/17
VALUE CREATION THROUGH INNOVATION
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OPERATIONAL AND ENVIRONMENTAL EXCELLENCE
DIVERSE AND ENTREPRENEURIAL PEOPLE
BRAZIL – RIO DE JANEIRO TRAMWAY SYSTEM New tramway system for Rio delivered in time for the Olympic Games. The Alstom Citadis carries the Olympic torch.
FRANCE INNOVATION PARTNERSHIP Launch of the first innovation partnership with SNCF to create the next generation of the TGV.
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Activity report 2016/17 — ALSTOM
AMBITION
Highlights
ITALY AND NETHERLANDS REGIONAL TRAINS 150 new regional trains for Trenitalia and 79 next-generation Intercity trains for NS.
UNITED ARAB EMIRATES – DUBAI METROS Extension of the Dubai metro red line for RTA through the Expolink consortium. The extension will link the metro to the World Expo site.
ALSTOM — Activity report 2016/17
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ACQUISITIONS
MOROCCO ACQUISITION
UNITED STATES HIGH-SPEED TRAINS
Alstom acquires Nexans shares to become the exclusive owner of Cabliance.
Historic high-speed train contract with Amtrak. Avelia Liberty is the latest in Alstom’s Avelia range of high-speed trains.
SOUTH AFRICA ACQUISITION
WORLDWIDE FREE SHARES
Alstom acquires majority stake in CTLE, which specialises in train modernisation, renaming the company Alstom Ubunye.
Alstom rewards employee commitment with the allocation of 30 free shares in the next two years.
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Activity report 2016/17 — ALSTOM
AMBITION
Highlights
FRANCE SUBURBAN TRAINS Alstom-Bombardier consortium receives order for new-generation trains for lines D and E of the SNCF network in Île-de-France.
GERMANY ZERO-EMISSION TRAIN First successful test run at 80 km/h of the world’s only fuel cell passenger train Coradia iLint in Salzgitter.
ALSTOM — Activity report 2016/17
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INVESTMENTS AND ACQUISITIONS
CONNECTIVITY ACQUISITION Alstom goes digital with the acquisition of Nomad Digital, a world leader in fleet and passenger connectivity solutions for the rail industry.
TAIWAN – KAOHSIUNG TRAMWAYS AND ON-BOARD ENERGY STORAGE
NEW MOBILITY INVESTMENT
Alstom wins contract to supply 15 Citadis X05 trams to the city of Kaohsiung including Citadis Ecopack on-board energy storage system.
Alstom invests in EasyMile, an innovative startup developing the EZ10 autonomous electric shuttle.
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Activity report 2016/17 — ALSTOM
AMBITION
Projection
Innovation drives our growth Our customers’ request for performance In the face of growing demand for mobility solutions, they need to offer passengers means of transportation that are comfortable, reliable, safe and attractive. Yet they also need to optimise costs to ensure a sustainable business model. How can we help? Innovation is our answer At Alstom, we innovate by anticipating the needs of customers, operators and passengers. Our innovation process is designed to nurture good ideas and help them grow. Our R&D strategy provides the industrial framework to turn these ideas into innovative solutions for our customers’ projects. Innovation also means staying a step ahead in an increasingly competitive environment. It means using state-of-the-art methods and tools in design and production to ensure the most competitive prices. A joint effort Because interaction fuels creativity, Alstom cultivates an open approach to innovation through partnerships with universities and research centres. This has led to joint programmes including work with INRIA to develop digital solutions for energy and mobility challenges. It has fostered public/private research initiatives like SystemX (digital solutions for future transport services), SuperGrid (new power conversion technologies) and Railenium (railway system technologies). Alstom’s proactive approach extends to suppliers, startups, customers and operators as part of a complete ecosystem that allows the Group to develop or acquire the core technologies needed to construct its comprehensive range of solutions. The same dynamic is embodied internally by the annual “I NOVE YOU” competition, which recognises the achievements of Alstom employees who have put forward the most innovative projects.
ALSTOM — Activity report 2016/17
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2 SOLUTIONS
APPLYING EXPERTISE TO MEET CUSTOMER NEEDS
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Activity report 2016/17 — ALSTOM
SOLUTIONS
OVERVIEW
The most complete range of solutions in the market Alstom develops and markets the world’s most comprehensive range of railway systems, equipment and services in all aspects of the industry. Its solutions include rolling stock, signalling, services and infrastructure, provided separately, bundled or fully integrated.
ROLLING STOCK Tramways, tram-trains, metros, suburban, regional and high-speed trains and locomotives. URBAN & SUBURBAN MOBILITY The Citadis range of city-centre tramway solutions also includes tram-train services (Citadis Dualis) and light rail vehicles (Citadis Spirit). Translohr tyre-based trams are an ideal solution for cities with a specific topography. Alstom also supports large-scale mobility with its range of Metropolis metros and X’Trapolis suburban trains for commuters.
SIGNALLING
MAIN LINES Coradia trains are top-selling regional transport solutions that can be tailored to a wide array of different technical specifications. The Avelia range provides high-speed solutions in line with the latest passenger expectations.
Control centres, security, passenger information, trackside signalling solutions and interlocking. Alstom develops signalling solutions for urban environments and main lines that enable operators to ensure safe, seamless services. Examples include Iconis control centres, Urbalis CBTC solutions, the Atlas ERTMS range for network interoperability, trackside signalling equipments, interlocking solutions and on-board information systems.
LOCOMOTIVES Alstom offers a comprehensive range of Prima locomotives adapted to a wide range of operating conditions for freight and passenger transport.
19%
43% of sales ALSTOM — Activity report 2016/17
of sales
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SERVICES SYSTEMS
Maintenance, modernisation, spare parts, repairs and support services.
Infrastructure and integrated systems.
Alstom provides maintenance for all types of trains, infrastructure and signalling systems. Services also include upgrades for trains in areas such as design, components, traction systems and eco-driving support, along with modernisation options for infrastructure and signalling systems. Alstom provides parts supply services and repairs for all types of trains, made by any manufacturer. Customer support services include a wide range of maintenance training programmes.
As the complexity of rail systems continues to grow, operators often seek comprehensive solutions to meet their needs. Alstom can draw on its full range of cross-functional expertise as a railway manufacturer to cover every aspect of urban rail systems, including rolling stock, signalling, infrastructure and services. Alstom’s expertise in infrastructure covers both electrification and track works as well as electromechanical equipment for tunnels, stations and depots.
20% of sales
18%
of sales
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Activity report 2016/17 — ALSTOM
SOLUTIONS
ROLLING STOCK
Reinventing mobility Alstom draws on its technological expertise and innovative capabilities to meet the current and future needs of operators and passengers. Its solutions cover a whole range of services, including urban transit, mainline travel, regional transport, mining networks and freight.
CUSTOMER-FOCUSED SOLUTIONS
Transport authorities and operators need safe, reliable transport solutions that are adapted to the expectations of passengers and easy on their pocket. Alstom rises to these challenges daily, using product platform standardisation to continuously improve competitiveness, quality and lead times. Alstom pours significant resources into improving the passenger experience and optimising the total cost of ownership by reducing energy consumption and maintenance costs.
SOLUTIONS In the heart of the city…
Alstom’s Citadis X05, the latest addition to the Citadis tram range, is a fresh take on a classic form of transport that builds on a successful 15-year track record. It is a flexible solution that offers an array of customisation options that showcase
energy efficiency, passenger comfort and connectivity. The range is enhanced by the Translohr tyre-based trams of NTL, which are designed to meet the needs of tram systems with specific geographic requirements. In line with the ongoing drive to innovate, Alstom has also upgraded its Metropolis metro solutions to enhance passenger comfort while optimising operating costs.
… and on the outskirts
Urban growth demands alternatives to road transport to ensure more fluid movement in and around cities. Alstom’s Citadis Dualis tram-train can travel seamlessly between tram tracks and the regional rail network, while Citadis Spirit offers a light rail vehicle able to provide the mobility and flexibility needed in North American cities. X’Trapolis meanwhile provides high-capacity solutions for transport to and from suburban centres.
ALSTOM USES PRODUCT PLATFORM STANDARDISATION TO CONTINUOUSLY IMPROVE COMPETITIVENESS, QUALITY AND LEAD TIMES.
ALSTOM — Activity report 2016/17
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1.
KEY FIGURES
2,300
CITADIS TRAMWAYS SOLD WORLDWIDE
17,000 ALSTOM METRO CARS RUNNING EVERY DAY 2.
2,400 CORADIA TRAINS SOLD
940
AVELIA TRAINS IN COMMERCIAL SERVICE
3.
1. X’Trapolis Mega for PRASA in dynamic tests – South Africa. 2. Citadis in circulation on line 4 in Montpellier – France. 3. Prima M4 locomotive in operation – Kazakhstan.
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Activity report 2016/17 — ALSTOM
SOLUTIONS
Rolling stock
1.
2.
1. AGV for NTV in Milan central station – Italy. 2. Permanent magnet motor for Citadis Spirit at the Hornell site – USA. 3. A passenger gets off the Amsterdam metro – Netherlands.
Regional travel…
With its improved modularity, new design, optimal passenger experience, weight savings and reduced costs, the new generation of Coradia regional trains has everything it takes to write the next chapter in a commercial success story spanning more than 30 years. While the range continues to offer specific technical configurations adapted to the needs of each operator, a drive to improve standardisation has delivered a single, versatile platform on which to build both intercity and regional trains. In 2016, Alstom also launched Coradia iLint, an emission-free train for non-electrified lines, powered by fuel cells.
… and the need for speed
Avelia Liberty is the latest incarnation in Alstom’s Avelia high-speed range, which already features flagships like Pendolino, Euroduplex and AGV. Based on proven technology, Avelia Liberty combines flexibility and comfort with accessibility and reduced operating costs.
Passengers and freight
The highly modular range of Prima locomotives offers several configurations covering everything from passenger transport to shunting and freight locomotives for the mining industry.
3.
ALSTOM IS FULLY COMMITTED TO RAIL TRANSPORT IN THE DIGITAL AGE AND CONTINUES TO STEP UP ITS EFFORTS TO DEVELOP TRAINS THAT OFFER IMPROVED CONNECTIVITY TO ENHANCE THE SAFETY AND EXPERIENCE OF PASSENGERS. ALSTOM — Activity report 2016/17
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CUSTOMER STORY
In July 2016, the Dutch rail operator NS entrusted Alstom with the manufacture of 79 Coradia Intercity next generation trains. Roel Okhuijsen, NS director for new rolling stock, discusses the challenges of the contract. In what context was the order made? Roel Okhuijsen — The number of passengers is increasing on our network. We want to provide them with a transport offer that is both adequate and comfortable. Hence the decision to acquire new trains while simultaneously modernising our old fleet. What are the determining factors for passengers? R.O. — It’s important to be able to meet the specific needs of different user groups. We will therefore be providing areas dedicated to silence, work or socialising. We also want to offer a quality environment, with Wi-Fi and USB sockets at each seat and extra luggage racks. Accessibility is a major factor thanks to a low floor access, as is the design, which gives the feeling of being on a high-speed train even at 200 km/h. What is the secret of successful collaboration between operator and manufacturer? R.O. — Working together in an open and transparent fashion, pooling experiences to successfully complete the design and develop it still further, but also knowing how to expose problems from the start to be able to solve them without wasting time.
“Working together in an open and transparent fashion, pooling experiences to successfully complete the design.”
What are the next steps? R.O. — We are currently finalising the design aesthetics with Alstom and will go on to make our design choices by the end of 2017. At NS, we are also preparing maintenance and operational availability to assure a smooth introduction.
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Activity report 2016/17 — ALSTOM
SOLUTIONS
SIGNALLING
Improving traffic flow Alstom’s state-ofthe-art signalling solutions allow operators to ensure the highest standards in safe, seamless travel with urban and mainline solutions that meet the specific needs of each operation environment.
A CUSTOMER-FOCUSED POLICY From signalling to digital mobility
Operators are constantly seeking new ways to boost operating efficiency to offset growing demand for mobility solutions. Alstom understands these challenges and has strengthened its range of signalling solutions through innovative digital breakthroughs. This has led to improvements in availability (predictive maintenance technology and advanced asset/energy management), capacity (autonomous systems and multimodal network management solutions), security (transport system protection against cyberattacks) and passenger experience (Wi-Fi solutions through the acquisition of Nomad Digital).
SOLUTIONS Increased capacity in cities
Urbalis 400 is already in service in 15 countries around the world. Alstom has built on this success with Urbalis Fluence, a pioneering train-centric CBTC system that features on-board intelligence. The ATP system Pegasus 101 meanwhile provides a solution tailored to the needs of tramways. Alstom has also launched the Optimet product range developed by Metrolab to improve the flow of trains and passengers in metro systems. The range features innovative real-time video analysis to estimate platform traffic, along with visuals to assist connecting passengers.
ALSTOM — Activity report 2016/17
34
Crossing borders
Growing demand for cross-border mobility requires infrastructure managers and train operators to provide the best possible interoperability between rail networks. Alstom has risen to this key challenge with Atlas, its ERTMS signalling and network management solution.
Operation under control
Alstom’s Iconis control centres allow operators to improve traffic flow, provide passengers with real-time information, manage infrastructure and ensure security in stations and on trains. Advanced monitoring and control functions can anticipate and deal with incidents on both urban and main lines, catering to local networks as effectively as nationwide services.
Optimising freight transport
For freight and mining railways, Alstom provides ITCS, a GPS-based solution particularly suited to challenging weather conditions, as well as a wide range of trackside equipment and on-board systems.
1.
KEY FIGURES
38
ALSTOM’S MARKET SHARE IN ERTMS LEVEL 2 SIGNALLING SOLUTIONS IN SERVICE (KM EQUIVALENT)
2,000 KM OF METRO LINES EQUIPPED WITH URBALIS BY 2018 2.
100
ICONIS CONTROL CENTRES AROUND THE WORLD
50
MARKET SHARE FOR ON-BOARD WI-FI WORLDWIDE
3.
1. Driver’s cab of AGV on Naples-Milan line – Italy. 2. Control centre in Copenhagen – Denmark. 3. Passenger information in Budapest metro – Hungary.
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Activity report 2016/17 — ALSTOM
SOLUTIONS
Signalling
1. On-board ETCS solution for very high-speed trains. 2. An Alstom employee working on the Banedanmark signalling project – Denmark.
1.
GROWTH IN SIGNALLING SOLUTIONS HAS MADE CYBERSECURITY AN INCREASINGLY IMPORTANT ISSUE, WHICH IS WHY ALSTOM CONTINUES TO STRENGTHEN ITS EXPERTISE IN THE FIELD.
ALSTOM — Activity report 2016/17
36
2.
SERVICES
Custom support Alstom offers a complete range of customised services including maintenance, modernisation, parts & repairs and support. All of which ensure operators the highest level of availability for their fleets, infrastructure and signalling systems.
A CUSTOMER-FOCUSED POLICY
Long-term efficiency
SOLUTIONS Well-planned operations
A new lease of life
All transport operators need to strike a balance between improving train availability and optimising maintenance costs. To help them rise to the challenge, Alstom continues to build on its range of services with a specific focus on collecting and analysing operating data to better schedule repairs.
Alstom factors in all service requirements when designing its solutions to facilitate maintenance operations throughout the product lifecycle and achieve cost savings of 10-20%. Access to components is made easier and tasks optimised to ensure operators the highest standards in fleet availability.
Alstom provides preventive and corrective maintenance in its own depots and those of its customers for all types of train and rail infrastructure. The HealthHub predictive maintenance solution provides a complete package combining the expertise of local teams with the power of digital technology. The relatively long service life of railway equipment brings a need to anticipate gradual upgrades to meet the latest passenger expectations, comply with more stringent regulations, adapt to new environmental concerns and offset the rising operating and maintenance î‚•
Repair and maintenance on the roof of the Coradia Polyvalent by Alstom staff – France.
37
Activity report 2016/17 — ALSTOM
SOLUTIONS
Services
1.
2.
1. Citadis Spirit in dynamic tests at Ottawa depot – Canada. 2. Modernisation of luxury cars for Rocky Mountaineer – USA. 3. Reception of parts in Valenciennes – France.
costs of ageing fleets. Alstom provides its customers with modernisation solutions that cover interior and exterior design, replacement of electronic components, installation of more energy-efficient traction systems and more. The Group also offers modernisation solutions for infrastructure and signalling systems.
Bespoke repair services
3.
Through its centres of excellence and its experience as an OEM, Alstom provides parts and repair services for all types of trains. Its online PartsFolio solution gives customers access to product catalogues and maintenance handbooks, allowing them to use the internet to place orders, request repairs or quotes, and track their order status.
Custom support
Alstom provides its customers with a wide range of support services for fleet operations including maintenance training courses, in-service energy saving solutions, and the design and construction of depots for all types of trains. Alstom also provides a customer service portal to simplify and facilitate access to its technical expertise, along with orders for parts and training courses.
ALSTOM CONTINUES TO IMPROVE THE FLEXIBILITY OF ITS SERVICE SOLUTIONS TO BETTER ADAPT TO THE NEEDS OF CUSTOMERS. IT IS ALSO DEVELOPING 3D PRINTING TO INCREASE THE SERVICE LIFE OF COMPONENTS USED ON THE OLDEST FLEETS STILL IN OPERATION.
ALSTOM — Activity report 2016/17
38
1.
KEY FIGURES
7,000 SERVICE EMPLOYEES
600,000 REFERENCED TRAIN PARTS
2.
8,000 KM
1. TrainScanner, an automated diagnostics portal. 2. Testing interior lights with digital tablet for Coradia Meridian.
OF TRACK MAINTAINED
20
OF MAINTENANCE SERVICES FOR TRAINS NOT MADE BY ALSTOM
39
Activity report 2016/17 — ALSTOM
SOLUTIONS
SYSTEMS
Increasing efficiency Drawing on its complementary business lines, Alstom offers bundled and fully integrated systems that include rolling stock, signalling, infrastructure and services. This turnkey approach optimises project execution and transport system performance.
A CUSTOMER-FOCUSED POLICY
Demand for integrated systems is growing as a result of their ability to provide a comprehensive solution to complex projects, especially in countries that are only beginning to adopt a rail culture. Alstom caters to this demand with solutions that build on proven technology and offer extensive flexibility to meet specific needs by reducing costs and construction times, optimising operations and lowering maintenance costs.
SOLUTIONS High urban demand
Integrated solutions already average 40% of the urban market and their popularity is growing. In line with this trend, Alstom provides customers with two flexible, integrated options, one specifically for tramways (Attractis) and one for metro systems (Axonis), along with a range of solutions that meet specific needs while ensuring overall performance.
Innovative infrastructure
Alstom develops innovative infrastructure solutions to reduce costs, accelerate delivery and improve the energy efficiency of urban transport projects. Shining examples of this approach include Appitrack (an automated track-laying solution) and HAS sleepers (which reduce noise and vibrations). The Group is also breaking new ground in electrification with Hesop reversible substation (a solution perfectly suited to urban environments that recovers more than 99% of energy generated by trains during braking) and catenary free solutions (see inset).
Electrification, tracks and electromechanical equipment
Alstom offers a wide array of engineering solutions along with comprehensive and partial management of electrification and track construction projects. The Group’s wide-ranging experience gives it the necessary know-how to produce and install all equipment relating to transport operations and safety, from signalling and passenger information to ticketing, tunnel safety systems and depot equipment for train maintenance.
WITH MORE THAN 10 INTEGRATED SYSTEMS PROJECTS UNDERWAY AROUND THE WORLD, ALSTOM CONTINUES TO CEMENT ITS POSITION AS A GLOBAL LEADER IN URBAN SOLUTIONS. TO BUILD ON THIS LEAD, THE GROUP CONTINUES TO INVEST IN NEW DIGITAL TECHNOLOGIES AND SIMULATION TOOLS. ALSTOM — Activity report 2016/17
40
KEY FIGURES
No.1
IN INTEGRATED URBAN SYSTEMS IN THE WORLD
25
1.
MILLION KILOMETERS OF ACTIVE SERVICE WITH APS
124
HESOP SUBSTATIONS SOLD WORLDWIDE
1. Employees working on an electrical substation on the high-speed line between Nîmes and Montpellier – France. 2. Rails stacked in preparation for tracklaying. 3. Citadis tramway in service in Tours with APS solution. 2.
Alstom paves the way in catenary-free tramway solutions and has pioneered APS, a new ground-level power supply that supplies electricity through a third rail. The Group also markets Citadis Ecopack, an innovative on-board recharging solution, and SRS, state-of-the-art static charging technology for trams and electric buses with an on-board charging system.
3.
41
Activity report 2016/17 — ALSTOM
SOLUTIONS
In pictures State-of-the-art solutions
APTIS 100% ELECTRIC
CORADIA iLint ZERO-EMISSION
MASTRIA MULTIMODAL SOLUTION
With the new 100%-electric mobility solution Aptis, Alstom offers local authorities a new solution for clean and efficient transport. The tram-inspired vehicle features a 20 m² low-floor along its entire length to improve accessibility and create a more comfortable, fluid passenger experience. With a 360° view thanks to its panoramic bay windows, Aptis offers 20% more glass surfaces than a bus. The innovative, sustainable design ensures easy maintenance, making Aptis the perfect solution for operators in terms of urban integration, performance and operating costs.
The new Coradia iLint regional train concept gives operators a greener alternative to combustion engines for non-electrified railway lines, eliminating CO2 emissions and noise pollution. Powered by hydrogen fuel cells, Coradia iLint produces only steam and condensed water, and is extremely quiet. Alstom is one of the first manufacturers in the world to market a passenger train based on this type of technology.
Mastria is Alstom’s new multimodal system, which aims to streamline urban transport management by improving capacity and fluidity. Mastria is designed to meet the current and future needs of “smart cities” and can coordinate all types of transport, from rail to road, while incorporating new mobility trends such as car sharing and bicycles. The system also uses predictive analysis to optimise route planning.
ALSTOM — Activity report 2016/17
42
3 COMMITMENTS
A RESPONSIBLE COMPANY
43
Activity report 2016/17 — ALSTOM
COMMITMENTS
FOR OUR CUSTOMERS Alstom aims to be the preferred partner for its customers. The Group continues to expand its customer-focused organisation to better understand and meet their expectations. Alstom provides a complete range of solutions and constantly innovates to anticipate their needs while pursuing continuous improvement in operating performance to deliver projects that meet the highest standards in terms of lead times, quality and costs.
STRIVING FOR EXCELLENCE
The needs of operators are changing. Although capacity, reliability and safety remain core concerns, operators’ decisions are increasingly based on issues such as lead times, cost of ownership, quality and passenger experience. To rise to these challenges, Alstom implements initiatives that improve the quality and competitiveness of its products and services with an unwavering focus on excellence in execution. The entire range of rolling stock platforms has been revitalised as part of a strategy to improve performance, costs and production times. Examples of this revival include Citadis X05 tramway, the new generation of Metropolis metros and Coradia regional trains, and the high-speed train Avelia Liberty. Continuous improvement also covers services (HealthHub predictive maintenance solution), systems (Attractis and Axonis) and infrastructure (Hesop reversible substation and CLever catenary cantilevers). Since Alstom
ALSTOM — Activity report 2016/17
purchases 60% of the products needed for its activities, it also empowers suppliers as part of its drive to achieve operational excellence by involving them in the development of its products and establishing Alstom Alliance partnerships (see inset) with key suppliers to reduce the cost of designing key train components.
STANDARDISING AND STREAMLINING
Boosting operational performance also involves standardising products and services, ensuring a flexible industrial organisation, improving project management, and pooling working methods and tools. Alstom has introduced initiatives in each of these areas, including deployment of a single ERP1 system for all sites to promote real-time collaborative work, along with digital development tools and improved resource planning. 1- Enterprise Resource Planning.
44
NEARLY 40%
COST OF NON-QUALITY
will use the new ERP system at all Alstom sites worldwide.
in 4 years (2014-2017).
OF EMPLOYEES IN 2020
DIVIDED BY 2
-30%
REDUCTION IN LEAD TIMES AND PRODUCTION COSTS through the use of new digital design tools.
Alstom supports its suppliers The Alstom Alliance programme unveiled in 2015 aims to create special partnerships between the Group and its key suppliers to help them grow, share innovations and develop key components together. The programme now includes 35 suppliers and embodies Alstom’s commitment to better serve its customers and their passengers by offering mobility solutions that focus on quality, cost-effectiveness and reliability.
Co-constructing attractive solutions As demand for mobility solutions grows, the passenger experience has become the “deciding factor” in choosing transport systems. Alstom understands this and works with its customers to shape differentiating solutions that provide a source of added value and revenue. This approach includes access to trains (low floors and mobile step positions for platforms of different heights), connectivity (seamless high-speed Wi-Fi), comfort (wide windows, HAS sleepers to reduce vibrations and tailor train headways to platform traffic), along with safety, security (facial recognition) and passenger information (new on-board virtual displays).
45
Activity report 2016/17 — ALSTOM
COMMITMENTS
FOR OUR EMPLOYEES Alstom knows its employees are its greatest asset, which is why it pursues a proactive policy to promote well being in the workplace while offering attractive career opportunities. Its corporate culture fosters integrity, entrepreneurial spirit and diversity, providing the building blocks for the company’s success.
A RESPONSIBLE EMPLOYER
The health and safety of employees are key priorities. They are an integral part of Alstom’s strategy. The Injury Frequency Rate (IFR) was reduced to 1.4 in 20161 through initiatives implemented in line with the Zero Deviation plan and annual audits. Efforts are ongoing to achieve an IFR of 1 by 2020, by which time all existing sites will hold OHSAS 180012 accreditation. New sites will meet Alstom’s environment, health and safety standards at the time of construction. A health action plan will also be introduced in the near future with a focus on awareness. Because the quality of its workforce is crucial to its success, Alstom conti nues to roll out initiatives to attract the most talented people and develop their skills throughout their career. The World Class Engineering programme is a good example, with its drive to identify and grow technical expertise among Group employees. The programme has helped build a community of more than 350 master and senior-experts around the globe.
A STRONG CORPORATE CULTURE
Alstom conducts its worldwide business operations with an uncompromising commitment to ethics and integrity. Regular information campaigns help make everyone more aware of these
ALSTOM — Activity report 2016/17
responsibilities. 6,000 employees received training in 2016, with a focus on the Alert Procedure, which allows all employees to report compliance issues. To promote employee empowerment, Alstom encourages entrepreneurial spirit and recognises individual and collective performance, notably through an incentivising compensation policy, which included the allocation of free shares in 2016. The drive to build a strong culture is also reflected in the four aspects of Alstom’s leadership model (entrepreneurship, collaboration, agility and global vision) and in its support for diversity. With respect to gender balance, local initiatives to support women through training, improved access to management positions and other measures were expanded in 2016. They now include tracking indicators in line with the goal of bringing the share of managerial and professional positions held by women to 25% by 2020. In terms of cultural diversity, Alstom is on its way to achieving its 2020 goal: the nationality of middle management and the talent pool reflects the international scope of Alstom’s business activities.
1- Employees and contractors, representing one million hours worked. 2- Standard for occupational health and safety management systems.
46
1.
An unwavering commitment to integrity Alstom has one of the most advanced Ethics & Compliance policies among companies around the world. Its Code of Ethics defines a comprehensive, internationally recognised set of rules and procedures for relations with stakeholders including customers, suppliers, contractors and partners. Its Integrity Programme helps to clarify these commitments for each employee through training, awareness-raising and engagement, backed by a network of more than 200 local ambassadors.
140
NATIONALITIES enhance Alstom’s cultural diversity.
1
INJURY FREQUENCY RATE
1. Alstom workers test cables outside the train. 2. Alstom employee at the Savigliano site – Italy.
among employees & contractors by 2020 (in number of injuries per million hours worked).
92%
OF EMPLOYEES feel they contribute to Alstom’s performance (2016 employee survey).
2.
47
Activity report 2016/17 — ALSTOM
COMMITMENTS
FOR THE ENVIRONMENT Alstom is committed to responsible mobility and strives to improve the environmental performance of its business activities and solutions. This commitment covers the entire supply chain.
SUSTAINABLE PRODUCTS
The environmental impact of transport is one of the greatest challenges facing the world today. Alstom rises to that challenge by designing rail solutions that ensure solid environmental performance throughout their lifecycle. It does so by targeting energy efficiency, a reduction in noise and vibrations, the use of clean, recyclable materials, reduced airborne emissions, and end-of-life product management. As a result, trains designed today are up to 20% more efficient than previous generations of rolling stock. Alstom has committed to an additional 20% reduction in the energy consumption of its solutions by 20201. The Group plans to meet this target through innovation and collaboration, as embodied by its partnership with SNCF on the next generation of high-speed trains. Alstom also began a campaign to explore the opportunities of the circular economy in 2016, with a focus on the materials used in train manufacturing and maintenance operations.
CLEAN OPERATIONS
Alstom is actively pursuing environmental certification for its sites around the world to help it run a tight ship in terms of the environmental impact of its activities. 40 manufacturing plants and regional centres2 had achieved ISO 14001 certification by the end of 2016 – accreditation that will cover all Alstom activities by 2020. The campaign
ALSTOM — Activity report 2016/17
is backed by regular tracking of environmental performance indicators, chief among which is the energy consumption of sites and activities. The 2016 action plan helped Alstom meet its 2020 goal of a 10% reduction in the energy intensity of operations ahead of schedule in March 2017. Water consumption is also the focus of ongoing efforts, as is the drive to curb greenhouse gases and VOC3 emissions. Alstom is aiming to keep its waste recovery rate above 80% while reducing the amount of waste from its activities by 10% by 2020.
SUSTAINABLE SOURCING
Alstom is committed to implementing responsible practices throughout the value chain for rail solutions, with all suppliers required to sign its sustainable development charter. The Group is also involved in the Railsponsible industry initiative, which it chaired in 2016/17. The initiative aims to encourage all industry suppliers to apply best practices in terms of ethical, social, environmental and commercial performance. As part of this approach, any suppliers at risk of non-compliance are required to submit to an assessment by an independent body.
1- Compared with 2014. 2- L ocal centres managing infrastructure projects, integrated systems and signalling. 3- Volatile Organic Compounds.
48
2016
10.5
TARGET 2020
2016 Bus or tramway? 11.6
>80%
TARGET 2020
Reduction in the energy intensity of permanent facilities (vs 2014), with an energy action plan targeting the 20 most energy-intensive sites.
Increasing the waste recovery rate (vs 2014) while achieving a 10% reduction in waste production.
(in kW/hour worked)
877 2014
689 2016
2016
2014
88%
2014
-10%
689
2014
83%
11.6
877
2016
2014
2016
-10%
TARGET 2020 Reduction in water consumption (vs 2014), especially in areas of water stress.
10.5
In 2016, Alstom commissioned the independent research firm Carbone 4 to conduct a comparative study of greenhouse gases given off by trams and BRT systems on a 10 km route in Belgium. The findings showed that trams running on the line gave off only half as much CO2 as their diesel-driven BRT counterpart, 30% less than a rechargeable hybrid BRT and 17% less than an electric BRT. The integrated tramway solution Attractis reduces infrastructure-related emissions by a further 20% compared with a conventional tramway.
(in thousands of cubic metres)
88%
2016 11.6
2016
2014
The Sydney sustainable tramway initiative Sustainable development is a core feature of the project to build the Sydney tramway. Sustainability covers a whole range of factors such as water supply and consumption, carbon footprint, energy efficiency and integration into the urban environment. Alstom’s project management approach incorporates the full range of customer needs in terms of products (Citadis X05 with permanent magnet motors to reduce energy consumption and Hesop substation to recover 99% of energy from braking), civil engineering (recycled materials) and social acceptance (communication with stakeholders). The project is currently under construction and trams are due to begin operation on schedule in early 2019.
10.5
49
Activity report 2016/17 — ALSTOM
COMMITMENTS
FOR LOCAL COMMUNITIES Alstom aims to make an active contribution to local communities wherever it does business, improving people’s lives and fostering dialogue with stakeholders through its corporate foundation and individual site initiatives.
LOCAL INITIATIVES
Alstom sites around the world implement projects to support local communities. These initiatives are guided by three priorities. They enable targeted action to meet local needs with respect to health, living conditions and humanitarian aid in the event of natural disasters. They promote education through aid for schools and students as well as technical partnerships with universities. They support economic development and local industry through integration initiatives (apprenticeships), innovation financing (venture capital funds for startups and collaborative research projects) and backing for companies close to Alstom sites. To make these programmes more effective, all countries in which Alstom employs more than 200 people introduced a structured action plan for their initiatives in 2016. They also appointed local representatives tasked with implementing and tracking projects.
ALSTOM — Activity report 2016/17
A COMMITTED FOUNDATION
The Alstom Foundation has been drawing on its expertise and network of resources to support these local projects since its inception 10 years ago. It actively encourages and nurtures employee initiatives to improve living conditions in local communities near Alstom sites. Selected projects are implemented with the help of local and international partners such as NGOs, non-profit organisations and associations, which provide the Foundation with the expertise needed to bring projects to fruition. Alstom supported 18 new projects worldwide in 2016, with a focus on four key themes: economic and social development, access to energy and water, environmental protection and access to mobility.
In Paita, a small fishing port in northern Peru, population growth has led to an increase in demand for teaching facilities, especially for children between the ages of two and six. In response, the Alstom Foundation is funding a project to build two new classrooms in the Lunita Paita infant school in 2017 to support education for younger children. There are also plans to install a greenhouse and drip-irrigation system on the premises to foster local economic development and save water.
50
A mobile clinic in India The Madhepura district, in which Alstom is building a new plant, is one of India’s least-developed regions. In late 2016, as part of the project, the Group introduced an initiative to set up a mobile clinic providing healthcare for people in surrounding villages, including a doctor’s surgery, medicine, nutritional follow-up, and training for healthcare providers. Educational opportunities will also be provided through twice-weekly visits by a teacher and teacher-training initiatives.
18
21
151
received Alstom Foundation support to improve living conditions in local communities in 2016.
in which Alstom employs more than 200 people introduced a structured action plan to support local communities in 2016.
have been implemented in 52 countries since the Alstom Foundation was established in 2007.
OUTREACH INITIATIVES
COUNTRIES
PROJECTS
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Activity report 2016/17 — ALSTOM
ALSTOM – ACTIVITY REPORT 2016/17 is published by the Alstom communication department. © ALSTOM SA, 2017. All rights reserved. ALSTOM, the ALSTOM logo, all alternative versions and all mentioned trademarks of Alstom’s transport activities, are the brands and trademarks of ALSTOM SA or ALSTOM Transport Technologies. METROLAB and OPTIMET are trademarks registered by METROLAB. TGV is a trademark registered by SNCF. The other names mentioned, registered or not, belong to their respective owners. Technical and other forms of data contained in the present document are given for the purposes of information only. ALSTOM reserves the right to reconsider or change this data at any time and without warning. Copyright registration: 2nd quarter 2017. Publication Director: Emmanuelle Châtelain. Editorial Director: Caroline Aubert. Writer: Alexia Attali. The articles and illustrations published in this issue may not be reproduced without prior written authorisation. Design-Production: Photo credits: cover: © Shutterstock / Trong Nguyen. Photographs: © Alstom / A. Février – K. Schoemaker – A. Rustemov – E. Richardson – M. Klimek – E. Lamperti – M. Wittwer – Gughi Fassino – P. Kurz – P. Mostert / TOMA – J. Goldstein – D. Richard – V. Baillais – C. Jachymiak – P. Eranian – L. Derimais – G. Bernardi / ABACA – L. Pascal / PO Callede-CAPA Pictures / Crossrail / Planimonteur / Premier Communications / 7eme Bureau / Design & Styling / Meconopsis. © Bouygues. © RTA. © Nomad Digital. © EasyMile. © Getty images-HNH Images. Illustrator : P. Grelet. Printed in France. This document has been printed on PEFC paper (paper made exclusively with fibres from responsibly managed forests) by a certified printer which holds an Imprim’Vert label.
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ACTIVITY REPORT 2016/17 www.activity-report.alstom.com
France, Europe, Middle East & Africa Alstom 48, rue Albert Dhalenne 93482 Saint-Ouen Cedex France Telephone: +33 1 57 06 90 00 Latin America Alstom Avenida Embaixador Macedo Soares, 10.001 05095-035 São Paulo - SP - Brazil Telephone: +55 11 3612 70 00 Asia Pacific Alstom No.66/02, Embassy Prime, B Wing 3rd Floor, C V Raman Nagar, Bangalore - 560 093 Karnataka - India Telephone: +91 80 4641 2400 North America Alstom 641 Lexington Avenue New York, NY 10022 USA Telephone: +1 212 692 5320 www.alstom.com
2016/17
AT A GLANCE 2016/17
@Alstom
REGISTRATION DOCUMENT 2016/17
France, Europe, Middle East & Africa Alstom 48, rue Albert Dhalenne 93482 Saint-Ouen Cedex France Telephone: +33 1 57 06 90 00 Latin America Alstom Avenida Embaixador Macedo Soares, 10.001 05095-035 SĂŁo Paulo - SP - Brazil Telephone: +55 11 3612 70 00 Asia Pacific Alstom No.66/02, Embassy Prime, B Wing 3rd Floor, C V Raman Nagar, Bangalore - 560 093 Karnataka - India Telephone: +91 80 4641 2400 North America Alstom 641 Lexington Avenue New York, NY 10022 USA Telephone: +1 212 692 5320 www.alstom.com