Bombardier

Bombardier

© Bombardier Inc. or its subsidiaries. All rights reserved.
PRIVATE AND CONFIDENTIAL
New Cities Foundation Member Meeting
26th of October 2012

Dagmar Blume
Lorenzo Reffreger
Bombardier Systems

Who we are


Bombardier
Overview

Corporate Workforce Revenues of 93% of Listed on
1
office based of 69,800 $18.3 bn US revenues Toronto Stock
in Montréal, people generated Exchange
1
Canada worldwide outside (BBD)
Canada

1 for fiscal year ended December 31, 2011
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Bombardier Transportation
Facts & Figures

A global leader in the rail
sector
Broadest product portfolio

ECO4 technologies for more
sustainable mobility

Worldwide installed base of
more than 100,000 vehicles
Revenues $ 9.8 bn US1
Order backlog $ 31.9 bn US1
Global headquarters in Berlin,
Germany

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ECO4 is a trademark of Bombardier Inc. or its subsidiaries.
1 for fiscal year ended December 31, 2011

Our Products and Solutions
The Broadest Portfolio in the Rail Industry

Rail Vehicles Transportation Services Rail Control Propulsion Bogies
Systems Solutions & Controls

 Light rail  Monorail  Fleet  Integrated  Traction  Portfolio to
vehicles systems management control systems converters match entire
range of rail
 Metros  APM systems  Operations &  Automatic train  Auxiliary
vehicles
maintenance protection and converters
 Commuter  Light rail
operation  Full scope of
trains systems  Material  Traction drives
service over the
solutions  Interlocking
 Regional trains  ART systems  Control and lifetime of a
systems
 Vehicle communication bogie
 Intercity trains  Metro systems
refurbishment  Wayside
 High speed  Intercity equipment
 Component
trains systems
reengineering  Services
 Locomotives  Transit Security

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turnkey systems
Benefits of driverless


Major system elements
Typical scope

Operation & Maintenance Signaling & Central Control Communications

Vehicles Trackwork, Guideway &Switches Automatic Fare Collection

Power Supply & Distribution Platform Screen Doors Transit Security

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Benefits to customers from a system approach?

Because a turnkey project . . .

creates clarity by having one party responsible
for system delivery

mitigates against scope and budget creep; one
fixed price for the system

has a shorter implementation time than “sum of
the parts” procurement and a more reliable
project delivery schedule
“one stop shop” to source the skilled people
focuses on optimisation of the complete system
rather than reducing costs over the whole lifetime
of the system

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INNOVIA Monorail 300 system
São Paulo, Brazil

SYSTEM DESCRIPTION
24 km dual-beam alignment
17 stations
378 cars (54 seven-car trains)

Design capacity: 40,000 pphpd1
CITYFLO 650 automatic train control

6% maximum grade
Will serve as an extension of the São Paulo Metro Line 2
between the Vila Prudente and Cidade Tiradentes
urbanization

SYSTEM ALIGNMENT PROJECT DETAILS
Contract awarded: September 2010
System completion: 2015

11 INNOVIA and CITYFLO are trademarks of Bombardier Inc. or its subsidiaries.

INNOVIA Monorail 300 system
Riyadh, Saudi Arabia

SYSTEM DESCRIPTION
3.6 km dual-beam alignment
6 stations
12 cars (6 two-car trains)

Design capacity: 3,000 pphpd
CITYFLO 650 automatic train control

5.7% maximum grade
Will operate at the new King Abdullah Financial District
as the primary mode of transportation

Enters revenue service: 2012
Operations and maintenance

12 INNOVIA and CITYFLO are trademarks of Bombardier Inc. or its subsidiaries.

INNOVIA ART 200 advanced rapid transit system
Beijing, China

SYSTEM DESCRIPTION
28 km double-track alignment
4 stations
40 vehicles

Design capacity: 4,500 pphpd
3.5% maximum grade

Third rail power distribution
Links Beijing Capital International Airport with the city’s
metro system

Entered revenue service: 2008
Opened in time for the 2008 Summer
Olympics

13 INNOVIA is a trademark of Bombardier Inc. or its subsidiaries.

Mastering megatrends requires a new way of collaboration
across industries, institutions, and academia

 Climate change

 Urbanization and
population growth

 Congestion

 Oil scarcity and
price of energy

 Aging of societies

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The Climate is Right for Trains is a trademark of Bombardier Inc. or its subsidiaries.

Some 60 reference projects across the world
“The sun never sets on Systems”

Beijing

VLU

KAFD
YongIn

Munich APM

Phoenix Jeddah

Sao Paulo Gold Coast
Gautrain

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SYS today and in the future
New “home” markets
Today - 2012
 Delivery of the INNOVIA Monorail 300 systems in São Paulo,
Brazil and the King Abdullah Financial District (KAFD) in Saudi
Arabia are crucial to establishing our presence in these “new”, fast
growing markets
 Launch order for the INNOVIA APM 300 system at the King
Abudulaziz International Airport in Jeddah, Saudi Arabia is in the
project execution phase

 Launch order for the INNOVIA Metro 300 is expected to be signed
before year end
 Key markets in APAC show potential for concrete opportunities

but full regional coverage is difficult to achieve given dimensions

Tomorrow - 2013-15
 From 2013-15, SYS sales projections indicate that Brazil, Middle
East and Australia represent 60% of the accessible turnkey and
ROS (AUS only) market – new SYS “home” markets.
 Europe and North America – large installed base with some
brownfield and greenfield opportunities; strong PPP pipeline in
Canada; a few major airports require new APM systems
 In Australia, Queensland Rail NG presents a unique opportunity

Beyond 2015
 Latin America, China and India become more important for the
+37% +37% +15% division as need for mass transit and APM’s develops further
growth projected growth projected growth projected  Australia expected to continue expanding in services and new
for Brazilian for Middle Eastern for Australian + turnkey projects
projects1 projects1 NZ projects1

Source: SYS 2013-15 Strat Plan (Aug 2012)
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1) Estimated CAGR from 2009-11 to 2013-15 on a per annum average basis

The way it was…


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The way it was…

 From 1885 to 1902 America went from 1 electric street railway to 1 in every city of 10,000 people or more
 Home economics movement taught household budgeting and cost of living reduction
– “Keep your carfare at 3-5 percent of income”
– “Don’t ever go into debt for an automobile”
 Auto companies countered with installment loans and palm cards to help sell

 Kids today are taught exactly how to go into debt at age 15
 “We’ll be the first generation in the history of the planet that drove to the poorhouse in an automobile” (Will Rogers)

 Hidden DNA of Street Railway Partnerships
– Franchise agreements covered designated special service districts
– Exclusive ROW granted to private operators
– Operators split cost of paving and maintenance with cities and adjacent property owners
– Standardized agreements, track gauge, regulatory provisions
– Often augmented by electric utility investment approved in rate base regulation by State PUCs
– Meant that all cities could and did implement entire networks

We Had It Right Once
 Transportation only 3-5 percent of HH expenditures
 Every city of 10,000+ had streetcars and interurban, more had steam RR service
 High household savings rate

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(in the US)

Some Facts
Public Transportation


Today

 In 2009, Transit was a:
– $55.2 billion industry with
> $37.2 billion in operating expenditures and

> $17.9 billion spent on capital investments.
 10.4 Billion Trips in 2009

 1995 to 2009*: Transit riders up by 34%
US population up by 15%
Highway use up by 23%
 Employs 390,000 people (does not include suppliers)

*Population data are for United States resident population from the Bureau of Census Statistical Abstract and VMT data are taken from the
Federal Highway Administration's monthly Traffic Volume Trends.

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Who pays for it?

 Transit Operations are funded by
– passenger fares,
– other transit agency earnings,

– and financial assistance from state, local, and federal governments
 Capital investment is funded only by government funds.

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Benefits

 Environmental
– PT saves 4.2Bn gallons gas/year = 3x annual oil imports from Kuwait
– 75% of TOD residences have 1 or 0 cars

– Transit riders create 65% less green house gas emissions than autos for the same trip
– If 60% of new development was TOD then GHG would reduce by 12% by 2050

 Economic
– Industry:
> Every $1 spent on PT returns $6
> Every $10M yields $30M in business sales
– Personal:
– w/transit: spend 9% of income on transportation / 32% housing
– National Average: 19% of income on transportation / 32% on housing
– Auto dependent: 25% of income on transportation / 32% on housing

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Do people want it?
Do they support it?


future?
How to shape the


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The 3 Keys

Regulation
Investment

Education


How do Governments change the paradigm?

STRONG LEADERSHIP

Statutory and Political Environment Organized Structure Detailed Business Plan
 Statutory Authority and  Dedicated Group  Performance Goal Oriented

Regulations
 Dedicated and Trained  Best Value vs. Lower Price
 Political Leadership Personnel to Monitor
 Contract should include: Specific
Implementation
 Leading Figure Milestones & Goals / Reporting
 Best Value vs. Lower Price of metrics
 Top Officials
 Good Governance (consolidate  Risk Allocation
 Strong Policy
staff, independent authority)
 Dispute Resolution Methodology
 Workforce Development (local
resources / small business)

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Source:
National Council for Public Private Partnerships – Fundamentals of Public Private Partnerships

How do Governments change the paradigm?

STRONG LEADERSHIP

Guaranteed Revenue Stream Stakeholder Support Right Partner
 Public Sector Employees

 Private Sector
 Labor Unions
 End Users
 Competing Interests
 Facts not Myths

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Source:
National Council for Public Private Partnerships – Fundamentals of Public Private Partnerships

How/Why does the Private Sector get involved?

 There is High level of political support for project
 Credibility and professionalism of procurement process

 Independent PPP Agency leading procurement

 PPP authorizing legislation
 Top tier external advisors, etc.
 Well developed project planning pre‐RFQ
 Commitment of public sector funding to support the project
 Visible future project pipeline, vs. one‐off project
 Standardization of procurement process/documents
 Clear, measurable metrics/targets

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Source:
Forum Equity Partners presentation at APTA Annual Meeting, New Orleans 2011

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