Cybersecurity: the “Must-Have” for Smart Systems
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"Implementing EPA's Clean Power Plan: a Menu of Options," NACAA
Implementing EPA’s Clean Power Plan: A Menu of Options May 2015 Implementing EPA’s Clean Power Plan: A Menu of Options May 2015 Implementing EPA’s Clean Power Plan: A Menu of Options Acknowledgements On behalf of the National Association of Clean Air Agencies (NACAA), we are pleased to provide Implementing EPA’s Clean Power Plan: A Menu of Options. Our association developed this document to help state and local air pollution control agencies identify technologies and policies to reduce greenhouse gases from the power sector. We hope that states and localities, as well as other stakeholders, find this document useful as states prepare their compliance strategies to achieve the carbon dioxide emissions targets set by the EPA’s Clean Power Plan. NACAA would like to thank The Regulatory Assistance Project (RAP) for its invaluable assistance in developing this document. We particularly thank Rich Sedano, Ken Colburn, John Shenot, Brenda Hausauer, and Camille Kadoch. In addition, we recognize the contribution of many others, including Riley Allen (RAP), Xavier Baldwin (Burbank Water and Power [retired]), Dave Farnsworth (RAP), Bruce Hedman (Institute for Industrial Productivity), Chris James (RAP), Jim Lazar (RAP), Carl Linvill (RAP), Alice Napoleon (Synapse), Rebecca Schultz (independent contractor), Anna Sommer (Sommer Energy), Jim Staudt (Andover Technology Partners), and Kenji Takahashi (Synapse). We would also like to thank those involved in the production of this document, including Patti Casey, Cathy Donohue, and Tim Newcomb (Newcomb Studios). We are grateful to Stu Clark (Washington) and Larry Greene (Sacramento, California), co-chairs of NACAA’s Global Warming Committee, under whose guidance this document was prepared. -
THE RESCUE of ALSTOM Patrick Kron
http://www.ecole.org Seminar Business Life THE RESCUE OF ALSTOM Organised thanks to the patronage of the following companies : Air France Algoé2 by Alstom ANRT ArcelorMittal Patrick Kron Areva2 Cabinet Regimbeau1 Chairman and Chief Executive Officer, Alstom Caisse des Dépôts et Consignations CEA Chaire “management de l’innovation” de l'École polytechnique December 7th, 2007 Chambre de Commerce et d'Industrie de Paris Report by Thomas Paris CNRS Translation by Rachel Marlin Conseil Supérieur de l'Ordre des Experts Comptables Danone Deloitte École des mines de Paris Overview EDF Entreprise & Personnel In 2003, Alstom was on the verge of bankruptcy. How could an ESCP-EAP Fondation Charles Léopold Mayer international, industrial company, more than a hundred years old, pour le Progrès de l'Homme have reached such a position in a rapidly expanding market ? What France Télécom FVA Management was the way out of this situation ? Alstom’s difficulties were the Roger Godino result of a combination of four factors : a technical problem, an Groupe ESSEC HRA Pharma inadequate operational performance, an impossible financial IDRH 1 situation, and the temporary collapse of its most important market. IdVectoR La Poste A rescue operation was hampered because these four factors had to Lafarge be handled simultaneously and the various bodies involved, Ministère de l’Industrie, direction générale des Entreprises including banks, shareholders, clients and employees had to be Paris-Ile de France Capitale Economique convinced that there was a future for Alstom, in spite of feelings of PSA Peugeot Citroën Reims Management School pessimism and general distrust. Acting as a catalyst, the French Renault state took on the challenge of making a successful last-ditch Saint-Gobain Schneider Electric Industrie attempt to turn the company around. -
Regional Freight Mobility Study, Phase II Report
Corpus Christi – Yoakum Regional Freight Mobility Study, Phase II Report TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................ES-1 SECTION 7 - ANALYSIS OF RAIL/ROADWAY INTERFACE ISSUES .....................................7-1 7.1 METHODOLOGY.......................................................................................................7-1 7.1.1 Crossing Selection Criteria.............................................................................7-1 7.1.2 Rail Occupancy ..............................................................................................7-4 7.1.3 Analysis of Results .........................................................................................7-8 7.2 GRADE CROSSING COST/BENEFIT ANALYSIS...................................................7-10 7.2.1 Construction Cost Estimates ........................................................................7-10 7.2.2 Benefit-Cost Analysis ...................................................................................7-26 7.3 RECOMMENDATIONS ............................................................................................7-31 SECTION 8 - BOTTLENECK IMPROVEMENTS EVALUATION AND MODELING ..................8-1 8.1 PROJECTED TRAFFIC GROWTH ............................................................................8-1 8.1.1 2035 Train Forecasts......................................................................................8-1 8.1.2 Results............................................................................................................8-2 -
ALSTOM at a GLANCE 2020 at Alstom, We Partner with Our Stakeholders to Optimise Transport Networks by Understanding What Moves People
ALSTOM AT A GLANCE 2020 At Alstom, we partner with our stakeholders to optimise transport networks by understanding what moves people. We are proud to work together to reinvent mobility and make transport easier and more intuitive. Leading the way to sustainable and smart mobility – naturally Henri Poupart-Lafarge Alstom Chairman and CEO “The role of Alstom is not only to provide rolling stock, services and maintenance but to offer mobility solutions to a world in profound transformation. Alstom is in an excellent position to shape tomorrow’s mobility: efficient, sustainable and connected.” URBAN ROLLING STOCK CUSTOMISED MAINLINE ROLLING SERVICES STOCK A COMPLETE INTEGRATED URBAN SYSTEMS RANGE OF MOBILITY LOCOMOTIVES SOLUTIONS INFRASTRUCTURE COMPONENTS SIGNALLING 03 Leading the way to greener and smarter mobility, worldwide We believe that mobility must be sustainable. Alstom’s teams view these challenges as an opportunity, and a duty, to help society move forward. We innovate to design transport systems that are the sustainable and durable backbone of a multimodal transport future. TAKE PART IN Submission deadline: THE INNOVATION 31 July 2020 AWARDS 2020 OUR STRATEGY SHARE YOUR CREATIVITY GROWTH INNOVATION EFFICIENCY by offering in smarter and powered by Alstom greater value greener mobility digital AiM in Motion to our customers solutions Driven by the One Alstom team, Agile, Inclusive and Responsible I NOVE YOU Inaugurated in 2008, this internal annual GREEN & SMART INNOVATION competition aims to reinforce Road electromobility the innovation culture and strategy in Alstom Group. Eco-design Green and traction GREEN MOBILITY manufacturing Multimodality SMART and Flow MOBILITY Autonomous management trains Data driven rail mobility 04 A localised organisation, a touch point wherever you are We are global and local, working with stakeholders at every level to support the development of the world’s most advanced transport networks and local communities. -
Commitment in Action
Commitment in action Plazza 2020-2021 Book Together, let's transform the Group Committed men, women and communities Plazza is at the heart of our commitment, and the communities selected for this issue are the perfect illustration of this. Each of them is working toward at least one of the aspects of the Engage 2025 strategy presented below. You can identify them by using the Group's colour codes. Gervais Pellissier Deputy Chief Executive Officer, Reinvent our profession as an operator People & Transformation Accelerate in high-growth regions I am writing to you in this new issue of The communities presented in this the Plazza Book amid unprecedented issue are relevant in more ways than disruptions. The health crisis has pushed one. Whether it be about networks, Place Data and AI at the heart of our innovation model us to accelerate our adaptations to the the sustainability of our customer new ways of working with a focus on relationships, our roots in growing regions Build the business of tomorrow together maintaining the Group's activities. It has or the development of our employees' been a catalyst for the new practices that skills, they reflect the four ambitions of each of you has had a chance to test out the Engage 2025 strategic plan and its Sustainably commit to inclusion and the planet in your everyday lives. sustainable commitment to society. Plazza has been in the heart of these The already-porous boundaries between changes, acting as a beacon, as a meeting the professional and personal spheres point, to support your many initiatives. -
Registration Document 2016/17
* TABLE OF CONTENTS REGISTRATION DOCUMENT 2016/17 DESCRIPTION CORPORATE 1 OF GROUP ACTIVITIES AFR 3 5 GOVERNANCE 137 Industry characteristics 4 Chairman’s report 138 Competitive position 7 Executive Committee AFR 181 Strategy 8 Statutory Auditors’ report prepared Offering 9 in accordance with Article L. 225‑235 of the French Commercial Code Research and development 15 on the report prepared by the Chairman of the Board of Alstom AFR 182 MANAGEMENT REPORT Interests of the officers 2 ON CONSOLIDATED and employees in the share capital 183 FINANCIAL STATEMENTS – Related‑party agreements and commitments 190 AFR FISCAL YEAR 2016/17 AFR 19 Statutory Auditors 190 Main events of fiscal year 2016/17 20 Objectives for 2020 confirmed 21 SUSTAINABLE DEVELOPMENT: Commercial performance 22 6 ALSTOM’S SOCIAL Orders backlog 24 RESPONSIBILITY 191 Income Statement 24 Sustainable development strategy 192 Free cash flow 26 Designing sustainable mobility solutions 200 Net Debt 27 Environmental performance 207 Equity 27 Social performance 215 Non‑GAAP financial indicators definitions 28 Relationships with external stakeholders 233 Synthesis of indicators/key figures 2016/17 244 FINANCIAL STATEMENTS AFR 31 Report by one of the Statutory Auditors, 3 Consolidated income statement 32 appointed as an independent third party , on the consolidated environmental, Statutory financial statements 98 labour and social information presented in the management report 247 AFR RISK FACTORS 119 Table of compulsory CSR information AFR 250 4 Risks in relation to the economic environment -
Press Release
PRESS RELEASE Paris, 28th October 2020 ARGOS INNOVATION PARTNERSHIP : SNCF RÉSEAU SELECTS THE THALES, ALSTOM AND HITACHI RAIL GROUPS FOR DEVELOPMENT OF ITS NEXT GENERATION SIGNAL INTERLOCKINGS The ARGOS innovation partnership launched by SNCF Réseau in 2018 to develop and rollout a new generation of computer-controlled signal interlockings is about to graduate to the next stage. For 18 months, teams of industrial and SNCF Réseau engineers have been conducting research to find the technical solution best suited to SNCF Réseau’s needs and targets. For the development phase now about to begin, SNCF Réseau will be pursuing its cooperation with the Thales, Alstom and Hitachi Rail groups. The ARGOS innovation partnership challenge Computer-controlled interlockings are crucial to ensuring the safety of moving trains by controlling point and signal operations in their catchment area. Many existing interlocking boxes are old or their technologies obsolete and are therefore due for replacement. The ARGOS computer-controlled interlockings under development will enable these electro-mechanical, electrical or purely mechanical systems to be converted and upgraded to digital technology. The ARGOS project targets high levels of technical and economic performance. By transmitting information in real time, incident response will be swifter, reducing the impact of failures and maintenance and improving traffic flows, with the attendant knock-on benefits for passengers. The solutions developed will obviate the need for intermediate relays, the resulting smaller footprint reducing the volume of ground-based infrastructure and cables and driving down installation and maintenance costs. The benefits ultimately expected are as follows : a 15% decrease in installation and maintenance costs. -
Alstom in Germany
ALSTOM IN GERMANY In Germany, Alstom offers solutions for sustainable mobility and is one of the leading suppliers of railway technology with metros, suburban trains, tramways, regional trains, locomotives and signalling solutions. More than 70% of the high-speed trains in Germany are equipped with Alstom’s ETCS signalling solutions. In Lower Saxony, Alstom is building the world's first fuel cell-powered, completely emission-free Coradia iLint regional train. Alstom is Germany's only manufacturer of infrastructure, signalling and digital mobility solutions to provide maintenance, service and modernization of all trains for all manufacturers. MANUFACTURING of rail vehicles, bogies and locomotives PROJECT EXECUTION & SERVICE FOR SIGNALLING SYSTEMS ERTMS – European Rail Traffic Management System CBTC – Communication-based Train Control SERVICE AND MAINTENANCE of locomotives, electrical and diesel multiple units and freight wagons SITES Salzgitter Design and manufacturing of regional trains, metros, bogies, locomotives, traffic systems, services for freight wagons KEY FIGURES Braunschweig Services and modernisation of electrical and diesel 2.500 employees multiple units, spare parts logistic centre Stendal 6 sites Design, services and modernisation of locomotives FOR MORE 3 business areas Berlin INFORMATION: Project execution and serviceAlstom for signalling systems and almost 200 years of experience commercial office 48, rue Albert Dhalenne 93482 Saint-Ouen-sur-Seine Waibstadt Cedex - France Services of diesel and electricalPhone: +33 locomotives 1 57 06 90 00 www.alstom.com Munich Commercial office Document name (ex: Alstom in Italy) /EN/MM.YYYY – Photo credits: ©ALSTOM SA / name of the photographer or agency. © ALSTOM SA, 2019. All rights reserved. ALSTOM, the ALSTOM logo, all alternative versions and all mentioned trademarks of Alstom’s Transport Domain, are the brands and trademarks of ALSTOM SA. -
Alstom 2020/21 Full Year Results • Alstom Legacy Fully in Line with 2021 Guidance, Following Strong Commercial Activity, Sound
PRESS RELEASE Alstom 2020/21 full year results • Alstom legacy fully in line with 2021 guidance, following strong commercial activity, sound project execution, and increased profitability • Bombardier Transportation integration fully on track • Positive rail market outlook, supported by important stimulus plans worldwide • Continued achievements in ESG All data if not specified are reflecting combined Group vision including Alstom legacy fiscal year 2020/21 and Bombardier Transportation contribution for 2 months (February and March 2021) and are in line with Alstom accounting methods. Definitions are provided at the end of this press release. Organic change is excluding scope and forex effects, representing Alstom legacy performance only compared to fiscal year 2019/20. 11 May 2021 – Between 1 April 2020 and 31 March 2021, Alstom booked €9.1 billion of orders, including €664 million for two months contribution from Bombardier Transportation, consolidating a backlog of €74.5 billion. Sales reached €8.8 billion, including €1,125 million for two months contribution from Bombardier Transportation. The book-to-bill ratio was strong, above 1. The adjusted EBIT stood at €645 million, integrating former Bombardier Transportation contribution and Covid-19 impact. Adjusted EBIT margin was at 7.3% at a Group level and reached 8.0% on an Alstom legacy perimeter and 2.7% for Bombardier Transportation legacy. Adjusted net profit amounted to €301 million, including several one-off items, in part related to Bombardier Transportation acquisition. During fiscal year 2020/21, free cash flow amounted to €(703) million including a €(751) million contribution from Bombardier Transportation and €48 million positive on an Alstom legacy perimeter. -
Acquisition of Thales' Ground Transportation Systems Business
Acquisition of Thales’ Ground Transportation Systems Business August 4, 2021 Alistair Dormer Executive Vice President and Executive Officer Chief Environmental Officer © Hitachi, Ltd. 2021. All rights reserved. Hitachi Rail and Thales GTS – Growth at Scale Right Opportunity at the Right time: GTS is fully aligned to our Mobility Growth strategy ‣ Potential to reach ¥1trn revenue and double digit adjusted operating income ratio by FY26 Driver for Growth ‣ Run-rate synergies estimated to be in excess of €100m per annum by FY26 ‣ Closing expected to take c.18 months therefore closing / cash out will be in late FY22 ‣ Enhances Hitachi Rail’s global leadership position in the rail signalling market ‣ Regions: Regional footprint complements Hitachi Rail’s existing presence in Japan, Italy, UK and the United Complementary Scale – States with GTS’s core locations including Germany, France and Canada. Regions and Technologies ‣ Technologies: Expansion of core signalling business in new markets creates full turnkey opportunities for GTS customers and a broader signalling portfolio for the combined business. ‣ Around 50% of GTS sales is dedicated to digital offerings, and the company employs a wealth of digital talent in the mobility sector. Digital ‣ The combined strength of Hitachi and GTS’s Digital expertise will also help Hitachi Rail to accelerate its ‘Mobility as a Service’ (“MaaS”) offering for a global customer base. ‣ Supports Hitachi’s long-term environmental targets, including achieving carbon neutrality at all its business Sustainable sites by 2030 and an 80% reduction in CO₂ emissions across the company’s value chain by 2050. As well as decarbonisation of rail, MaaS will be a driver for carbon reduction by encouraging modal shift. -
Corpus Christi and Yoakum Districts
Corpus Christi – Yoakum Regional Freight Mobility Study, Phase II Report TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................ES-1 SECTION 7 - ANALYSIS OF RAIL/ROADWAY INTERFACE ISSUES .....................................7-1 7.1 METHODOLOGY.......................................................................................................7-1 7.1.1 Crossing Selection Criteria.............................................................................7-1 7.1.2 Rail Occupancy ..............................................................................................7-4 7.1.3 Analysis of Results .........................................................................................7-8 7.2 GRADE CROSSING COST/BENEFIT ANALYSIS...................................................7-10 7.2.1 Construction Cost Estimates ........................................................................7-10 7.2.2 Benefit-Cost Analysis ...................................................................................7-26 7.3 RECOMMENDATIONS ............................................................................................7-31 SECTION 8 - BOTTLENECK IMPROVEMENTS EVALUATION AND MODELING ..................8-1 8.1 PROJECTED TRAFFIC GROWTH ............................................................................8-1 8.1.1 2035 Train Forecasts......................................................................................8-1 8.1.2 Results............................................................................................................8-2 -
Highway-Rail Grade Crossing Training for Professional Truck Drivers
STAY ALIVE WHEN YOU DRIVE Highway-Rail Grade Crossing Training for Professional Truck Drivers Presented by Operation Lifesaver PROVIDED IN THE INTEREST OF SAFETY TRUCK DRIVER’S GUIDE Table of Contents Professional Truck Driver’s Guide INTRODUCTION ........................................................................................................................ 1 Target Audience Operation Lifesaver Goal of Training U.S. Rail Incident Statistics Video Notes SIX STEPS FOR TRUCK DRIVER SAFETY ............................................................. 2 Crossing a Highway-Rail Grade Crossing REVIEW PROCEDURES AT HIGHWAY-RAIL CROSSINGS .......................... 3 Five Safety Procedures Before Resuming Travel SIGNS AND SIGNALS AT HIGHWAY-RAIL GRADE CROSSINGS ...............4-5 Passive Signs at Railroad Crossings Signs in Advance of Railroad Crossings Active Signal Devices at Railroad Crossings SPECIAL PROCEDURES ......................................................................................................... 6 Police Officer or Flagman at the Crossing Planning a Safe Route Storage (Containment) Areas Watch Your Truck’s Overhang Hazmat Vehicles Plan Ahead to Avoid an Emergency REAL INCIDENTS – LESSONS LEARNED ................................................................... 7 Bourbonnais, IL Portage, IN San Francisco, CA Crescent, IA Brighton, IL COMMERCIAL DRIVER DISQUALIFICATIONS ........................................................ 8 Specific Regulations Safety Statistics PROFESSIONAL TRUCK DRIVER SAFETY QUIZ ...................................................