Strategies to Develop Customer Intimacy at Bombardier Transportation (BT)

Chris Antonopoulos Breese Value Forum July 2012 Agenda 2 4 3 2 2 1 3 ae optnyEvaluation Competency Sales CSM & CRM Solutions & Challenges Tommorrow Creating Sales Bombardier - Introduction

© Bombardier Inc. or its subsidiaries. All rights reserved. Agenda 3 4 3 3 2 2 1 R CSM & CRM ae optnyEvaluation Competency Sales Solutions & Challenges Tommorrow Creating Sales Bombardier - Introduction

© Bombardier Inc. or its subsidiaries. All rights reserved. Overview Bombardier Canada Montréal, in based office Corporate 4 1 o iclya ne aur 1 2011 31, January ended year fiscal for worldwide people 65,400 of Workforce 1 1. nUS bn $17.7 of Revenues 1 Canada outside generated revenues of 94% (BBD) Exchange Stock Toronto on Listed

© Bombardier Inc. or its subsidiaries. All rights reserved. iesfe Company Diversified A Bombardier radw yrevenues by Breakdown 5 Aerospace 49% 1 o iclya ne aur 1 2011 31, January ended year fiscal for nUS bn $17.7 1 Transportation 51% radw yworkforce by Breakdown Aerospace 46% 65,400 Transportation 1 54%

© Bombardier Inc. or its subsidiaries. All rights reserved. lblEprie–LclPresence Local – Expertise Global Transportation Bombardier 6 rsn n>6 countries 60 > in Present Headquarters Global n2 countries 25 in centres service 20 and sites production/engineering 59

© Bombardier Inc. or its subsidiaries. All rights reserved. h raetPrfloi h alIndustry Rail the in Portfolio Broadest The Solutions and Products Our ...... alVehicles Rail 7 Locomotives trains speed High trains Intercity trains Regional trains Commuter Metros vehicles rail Light ...... Systems Transportation P systems APM systems Monorail rni Security Transit systems Intercity systems Metro systems ART systems rail Light . . . . . Services reengineering Component refurbishment Vehicle solutions Material maintenance & Operations management Fleet . . . . . Solutions Control Rail Services equipment Wayside systems Interlocking operation and protection train Automatic systems control Integrated . . . . Controls & Propulsion communication and Control drives Traction converters Auxiliary converters Traction . . Bogies bogie a of lifetime the over service of scope Full vehicles rail of range entire match to Portfolio

© Bombardier Inc. or its subsidiaries. All rights reserved. rfi scagn utmrbsns model business customer changing is cross-border traffic of opening and privatization Increasing 9 • • • • Incumbents) (predominantly Model Traditional • • • to needs BT se wesi hogotislife its throughout ownership Asset Service No - time cycle Long - series Large - delivery Product consideration Political - Specification-driven - cost acquisition Lower - approach Purchasing Operation - Maintenance - Procurement and Engineering - integrated Vertically akg aktbe au-ae offerings value-based marketable, solutions package services / stock model rolling business integrated customers’ develop emerging the of understanding its improve • • • • • PiaeOeaosadMdr Incumbents) Modern and Operators (Private Model Emerging O/evc offering ROS/Service - time lead Short - series Small - delivery Product owning vs. Leasing - consideration political Low - customization Standardized/Plug-and-Play - optimization cost cycle Life - approach Purchasing Availability/Reliability - cost cycle Life - approach asset on Return value Residual - cost Operating - cost Acquisition - optimization cost interface Life-cycle customer and operation on Focused

© Bombardier Inc. or its subsidiaries. All rights reserved. 10 e ae Challenges Sales Key ...... R civn utmrintimacy customer achieving – CRM innovations our for value Extracting propositions BT coherent & Comprehensive execution & planning business capture customer’s Proper of modelling on based selling based – Value (USP/UVP!) executives to selling – sales Strategic erimn eeto ftebest the of Retention & Recruitment competencies sales Strengthen countries emerging into entrance selective – customers New

© Bombardier Inc. or its subsidiaries. All rights reserved. onrtn utmrOrientation Customer – 1 Cornerstone Forward” Leap “Strategic 11 Orientation Customer Cornerstone I I ilb ato S3 nrae ou *Ltm SEA LatAm, ** focus increased 3: CS of part be will CIS & RIC * I Change Incremental nqeVleProposition Value Unique Selling Strategic Relationship Customer Priority Strategic e aktDevelopment* Market New S Change Step mlctosfrpoutportfolio product for Implications markets** new other activity Selective MENA strategy entry Market SEE & CEE strategy entry Market approach One-BT orientation Solution products) / (solutions identification gaps Offering revisited USP up-selling Strategic Pricing selling Pro-active strategy customers Non-A programme intimacy Customer Workstream Orientation Customer S S S S S S S I I I I I I

© Bombardier Inc. or its subsidiaries. All rights reserved. . . . Heiman Miller and Breese Development; Sales 12 illa ogetrcsoe intimacy. customer greater credibility to increased lead and will winning partnerships and added compelling Value of plans. creation capture the for allow will customer Planning Capture ourselves. differentiate wide to account how the learning Penetrating deep; how”). and it’s what, not (“It’s challenges, Modelling Business the challenges. and business solutions wider innovative customer’s our between match a create Proposition Value the Creating el oue uiesapoc oour to approach business focused newly A – nesadn u utmrsbusiness customer’s our Understanding - idn u oc;lann o to how learning voice; our Finding - ag con Management Account Large h au Wheel Value The taei Selling Strategic

© Bombardier Inc. or its subsidiaries. All rights reserved. u ae unladicesn utmrudrtniga l levels. all of at transparency understanding more customer with increasing management and senior funnel providing sales Book), our White (e..g. tools BT existing . the in participated have who functions), associated workshops. (and business people Sales those for language . nue h oiiaino the of mobilisation the ensures bid . traditional the through to be” opposed could as “what solutions, into of insights behaviour. co-creation providing response the by to leaders approach their collaborative and a folk sales our both excited . the differentiate truly to opportunities identified solution. have BT tools Breese the situations procurement . 13 etSteps; Next Integration; Consistency; h ilrHia xeines a .. far so Experience Heiman Miller The ae Buy-in; Sales Differentiation; enwne oesr htdvso aaeetflyudrtnsand understands fully management division that ensure to need now We h reetos rcse n rcie aenwbe nertdwith integrated been now have practices and processes tools, Breese The h reeivsmnst aehv rvddacnitn rcs and process consistent a provided have date to investments Breese The hs rcia n ytmtc rjc oue uieswrsoshave workshops business focused project systematic, and practical These yatcltn agbevlepooiin o l hs novdi complex in involved those all for propositions value tangible articulating By total raiaini hsvleapoc ownigdeals. winning to approach value this in organisation

© Bombardier Inc. or its subsidiaries. All rights reserved. 14 ngigPrnrhpwt Breese with Partnership On-going . . . esrn Change Measuring on ucs nBmade civn t Goals its achieving Bombardier in Success Joint Process Review Joint Structured – – – – – – – – – – – – otnosIpoeetMaue n Actions and Measures Improvement Continuous Accountability and Ownership Planning Activity Focused Opportunity targets KPI its Achieves Bombardier phases next of support isn’t Redesign provide it and where why and Reasons – Identify happening is Change where Measure Timetable Review Structured “Conscience” External as BREESE Benchmarks Practice Best Share KPI & Each Identify for Targets KPI’s Intermediate Measurable and and Final Critical of “Dashboard” a Create

© Bombardier Inc. or its subsidiaries. All rights reserved. Agenda 15 4 3 3 2 2 1 ae optnyEvaluation Competency Sales CSM & CRM Solutions & Challenges Tommorrow Creating Sales Bombardier - Introduction

© Bombardier Inc. or its subsidiaries. All rights reserved. Objective Program Management Relationship Customer 16 ...... nesadn utmr‘bsns oe etr&dvlpn long relationships developing customer & term better model business customers‘ Understanding for approach customer-focused a customers to top view project-centric a from Moving customers key for long strategy implement customer and term develop customers, with relationships Intensify raewnwnstain o Tadiscustomers its and BT for situations win-win Create service after-sales on Focus sales pro-active Encourage

© Bombardier Inc. or its subsidiaries. All rights reserved. . . . . Calibration Annual Customers BT 25 top Selection 17 TDvsosmyhv hi w diinltpcustomers top additional lowest own to their highest have 1 from may to tabled Divisions down then BT 50 and from customer score per a added given scores where All category each in 50 top The criteria selection weighted equally 4 – – – – te osdrtos(..ln emrltosi,luc utmrfor customer etc.) launch products, relationship, new opportunities) term priority long B (e.g. and considerations A Other (all intake order expected future 3-Year customer by generated margin past 3-Year intake order past 3-Year

© Bombardier Inc. or its subsidiaries. All rights reserved. B-Poessetbihdt aaecomplex manage relationship to established Processes - DB tC TBado g division mgt mgt of of Board mgt Board BT division BT DB level mgt mgt Middle Div. needed as needed mgt as division other DB or Regio DB force, Task issues Board participant DB needed DB as Major mgt Division Board mgt BT Division Inc., level participant Monthly tenders B Mgt BT SteCo, Major Quarterly, status level exec Project level top Quarterly level SteCo Annual Division Interval Strategy Issue levels organisation in various with dealt on meetings are cross-functional tenders regular upcoming and projects strategy, Overall 20

© Bombardier Inc. or its subsidiaries. All rights reserved...... relationship strengthen improve further and to cooperation planned measures Overall - DB 21 eie aet2trains!!! 2 Talent Deliver DB of environmental-friendliness improve products further to developments Joint lobbying common Strengthen maintenance in cooperation Closer strategy internationalisation/expansion DB Support Purchasing Group DB with meetings Regular – – – – – – rm otatfrsaepr supply part spare for contract Frame fleet of reliability and availability Improve data fleet to Access Germany outside activities DB traffic for cross-border SER DB support to know-how interoperability Use SER and RCS in plans investments include Also

© Bombardier Inc. or its subsidiaries. All rights reserved. utmrKyStsato Criteria Satisfaction Key Customer 22 Ability solve customer to issues problems & Ability manage to suppliers/subcontractors Operational performance/Life Cycle Costs Ability implement to product introduction Understanding your needs/requirements Quality technical of documentation Overall company reputation/trust Taking ownership problems of Customer focused attitude Competitive initial pricing Qualityof negotiation bid Spare parts management Qualityof bids &tenders General communication Clear points contact of Quality workmanship of Asafety critical culture Ability innovate to Product reliability Responsiveness ntime deliveryOn Value money for 10 9 8 7 6 5 7,35 7,81 7,86 7,86 7,98 8,00 8,02 8,17 8,18 8,22 8,32 8,52 8,62 8,65 8,78 8,79 8,80 8,81 8,92 8,92 8,98 9,41

© Bombardier Inc. or its subsidiaries. All rights reserved. usinar,Principles Questionnaire, CSM - CRM . . . 23 ao aspects: major 4 selected: level major 3 be: Must – – – – – – – – – – – TPoetmanagement Project BT Products BT competitiveness and attitude Sales BT image and attitude global BT level Project management Middle management Top KPI as considered be to cultures enough all Standardized in understood be to enough Flexible understood hierarchy clearly Customer’s be the to of enough level Simple different the cover to enough Broad TGlobal BT Products Projects Sales 3

© Bombardier Inc. or its subsidiaries. All rights reserved. • • ihtecustomer the with • rtrals o others) (or list Criteria the among customer the • su 19 Issue svee n/rdbtdwt h customer the with debated and/or viewed As svee n/rdbtdwt h customer the with debated and/or viewed As svee n/rdebated and/or viewed As ao oisa iwdby viewed as topics Major 24 STRENGTHS e Issues Key osdrtosaotcompetition about Considerations OBRIRTRANSPORTATION BOMBARDIER utmrName Customer mrvmnsideas Improvements TSTATUS BT ihtecustomer the with • rtrals o others) (or list Criteria the among customer the • svee n/rdebated and/or viewed As ao oisa iwdby viewed as topics Major xetdB response BT Expected WEAKNESSES DATE ae price & Sales . . 0Zfr trains Zefiro 50 DMUs 12 prospects and/or offers Which ulMitnne5yas(7M 7 ( years 5 Maintenance Full 25M ( EMUs 5 8 utOeg Project OpeMgr Cust Project TechMgr Cust Team Cust Mgr Gen Cust X Mktg/CCR XXX utmrorientation Customer re naebooked Intake Order € 8 8 8 e 09 Feb ) manager manager Leader Project 01/06/12 15/11/09 NTP d Expecte € e 09 Feb ) rdc offering Product Status

© Bombardier Inc. or its subsidiaries. All rights reserved. nemdaeRsl aig yCriteria by Ratings – Result Intermediate Measurement: Satisfaction Customer 252525 Production Innovation Organization aigownership Taking RAMS fproblems of LCC competitiveness commitments Delivering 10 Tender 0 1 2 3 4 5 6 7 8 9 Responsiveness money for Value Communication attitude Sales fetvns of Effectiveness alignment Strategic management 1 account hog nacdexecution enhanced satisfaction through customer in #1 Become esrmn al2009 Fall Measurement 2010 Spring Measurement 2010 Fall Measurement 2011 Spring Measurement zone Rejection average zone Loyalty

© Bombardier Inc. or its subsidiaries. All rights reserved. irto fFeiyOtokta ge ihSI nfnlato ln nldn edieadatos y3 ue21 .Dvint3 ue2011 June 30 Devriendt R. 2011 June 30 by actions, and deadline including plan, action final on STIB with Agree tram Outlook Flexity of Vibration Score Current S DATE: CSM 26 cinPlans Action Measurement: Satisfaction Customer Number

9 9 8 7 9 8 8 8 9 7 S t E ISSUES KEY r a t e g ic a li g

= = = = n E m f f e e c n t t i m v euti oe hnpeiu cr nNv2010 Nov in score previous 2010 than Nov lower in is score Result previous as same 2010 is Nov Result in score previous than higher is Result euti oe hn7.0 than lower is Result e a utmrOinainSls%Price % n Sales Orientation Customer n e a s g s C e o m o m f e a n m c t c u o n u i c n a t t i T o e n n d e r

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a t t it STIB : Customer u d e CINPLANS ACTION R e s p o n s i v e n e D s e s li v e r i n g

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RESPONSIBLE P r o d u c t i o n

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© Bombardier Inc. or its subsidiaries. All rights reserved. civn utmrItmc ws eea Railways Federal Profile Swiss Customer – Intimacy Customer Achieving ...... Challenges SBB 27 B nrsrcueNtokuiiain/mitnnecss/mitnneNEAT maintenance / costs maintenance / Bellinzona utilization Plant Network Industrial / model consumption cost energy / / structure urbanization Cost / change liberalization Climate / partners co-operation / traffic freight Less Infrastructure SBB Infrastructure SBB energy / speed / security / Cargo comfort SBB / 2030 capacity & / ZEB Punctuality / Cantons and Cargo Confederation SBB Swiss by Financing Traffic Passenger SBB Traffic Passenger SBB Group SBB Group SBB nraeo eadb -%pa netet noRollingstock into investments / p.a. 5-7% by demand partners of co-operation Increase / fund pension in gap / Reorganization ...... 2011-2013 Potential Market . . . . . Execution in Projects ...... (extract) Fleet BT Installed B Group SBB qiy90, 9312,3 9705,6 418,1 31 345,0 634,3 476,0 32 1013,1 2008 369,8 Equity 514,9 2535,7 assets net Total 890,3 profit 2009 net Consolidated income/EBIT Operating 2587,2 revenues traffic Freight revenues traffic Passenger millions CHF ¨ E R rjcspsegrtraffic passenger projects VRM SER Cargo-fleet on deployment Orbita SER solutions Logistic & Material SER Train 4-car SD Regional 150 Orbita – ICN Train Tilting Intercity Business Material SER FV-Dosto EMU 8-car NDW Intercity coach DD intermediate floor Low INOVA coach intermediate floor Low IC-Bt coaches SD Intercity IC-2000 coaches DD Intercity ICN Train Tilting 7-car Intercity 484 Re Traxx Locomotive 482 Re Traxx Locomotive 460 Re class Locomotive 450 Re class Locomotive E riadpomn nIC-fleet on deployment Orbita SER 0Erct -a itn ri ECN Train Tilting 8-car Eurocity 40 ---- 121 142 44 59 . BCHF 2.2 . BCHF 2.5 50MCHF 1500 80MCHF 1820 0 MCHF 900 2 MCHF 126 MCHF 230 5MCHF 15 MCHF 15 MCHF 15 MCHF 50 0MCHF 10 MCHF 5 341 119 115 90 44 21 50 vrg okoc 7982 822 27 978 27 530,9 12 674,2 11 workforce Average (millions) kilometres Train-path 144,3 322,6 16 (millions) Tonne-kilometres 676,8 travelcards 16 Half-Fare 327,5 travelcards Abonnement General (millions) Passenger-kilometres (millions) passengers of Number Performance SBB 1 2 1 7 7 0 712 206 2 077 275 2 0 7 7 769 374 277 400 6, 158,7 161,6 092008 2009

© Bombardier Inc. or its subsidiaries. All rights reserved. civn utmrItmc ws eea Railways Federal Relations Swiss Customer – Intimacy Customer Achieving 28 . . . Strategy ...... Results ...... Actions T T T B ofre sluc customer launch as confirmed SBB received order FV-Dosto SBB improved image Bombardier improved Overall products – people in established Trust TLM – STECO – KUBA place together in act Structure CCR Account – Customer PM – Bid pts. – 84 Sales to 32 from established; CIP alive and aligned established, CSM closed issues claim Project Behavior / Organization in Changes C C C C C C eamwork rust ransparency enDesk lean ommunication ontrolling o-operation Process Improvement ontinuous Measurement Satisfaction ustomer utmrRelations Customer . promotion ...... understanding . rc Policy Price rjc xcto TS/TRAXX / ETCS execution Project MTS/CRO system Bonus Resources ENG / SER time Response NDW execution Project network and experiences International portfolio product of Range Platforms / Innovations / Products Customer / Competence ou/au otnosIpoeetPlan Improvement Continuous – Bonus/Malus product / concept procurement Common approach logistics common – stock Consignation Villeneuve BT / Yverdon SBB exchange Employee ae & Sales NV 2–5 9–8 B I Rating CIP SBB 84 – 79 – 55 – 32 INOVA . . . 7.9 8.4 8.0 7.8 e Issues Key Strengths diinlIpoeetIdeas Improvement Additional Orientation Customer ...... B-/ag oueic.VRM/Orbita incl. volume SBB-P/Cargo ls ehia sus/OTD / issues technical Close ENG SW for resources / SER in days NDW 4 phase up Start / Q / OTD Objectives / OTD Commitments Organization / GT&C Flexibility (SER/LOC) policy Price & Sales eain Tsno management senior BT Relations Execution Project Expectations Weaknesses Offering Product

Sales/PM in Mio CHF 10 20 30 40 50 60 70 80 90 utmrKyAcutStructure Key-Account Customer 0 PGR ae eeomn BT Development Sales Neufahrzeuge 0620 082009 2008 2007 2006 32.4 5.1 2.0 Fz-Ersatzteile Sales/PM 10.5 2.7 CCR SER 0.7 Sonstiges (Betriebsmittel Informatik / etc.) / Jahr 12.5 3.5 1.9 Sales/PM LAE 70.2 4.6 1.7

© Bombardier Inc. or its subsidiaries. All rights reserved. Agenda 29 4 3 3 2 2 1 ae optnyEvaluation Competency Sales CSM & CRM Solutions & Challenges Tommorrow Creating Sales Bombardier - Introduction

© Bombardier Inc. or its subsidiaries. All rights reserved. ttsiso o ae People Sales Top on Statistics 30 itiuinb region by Distribution ot America; North uoe 19 Europe; o Sales Top 2 Asia/Australia; 5 mrc;2 America; North ai America; Latin 2 Aspiring uoe 11 Europe; Asia/Australia; 3

© Bombardier Inc. or its subsidiaries. All rights reserved. ttsiso o ae People Sales Top on Statistics 31 itiuinb age by Distribution 93-94-95-9<60 < 50-59 40-49 30-39 29 > 0 4 o Sales Top Age 15 3 4 93-94-95-9<60 < 50-59 40-49 30-39 29 > 2 4 Aspiring Age 8 4 0

© Bombardier Inc. or its subsidiaries. All rights reserved...... Example - 20 Bottom 32 O:1employee 1 BOG: PPC: Sales. RCS: employees 14 SER: employees 2.75) 5 (below PGR: calibration through identified performers low 25 – – – – – – – aac eePrsSlsadteeoeoto scope. of out therefore and Sales Parts were Balance Terminated/Left coaching 4 Receiving Western: 1 Re-deployed, 1 Terminated, 2 Central: Re-deployed 1 LRV: Re-deployed 1 Terminated, 2 North: left Individual 1 UK: etadnwreplaced now and left l dniidwr at ae n hrfr u fscope of out therefore and Sales parts were identified All sdudtdfaeokt elc optnisfrcommoditiy for competencies reflect to framework updated Used

© Bombardier Inc. or its subsidiaries. All rights reserved. eeomn fslswrfrei oeta riigaoe nec Urgo one BU/region each in alone; training than more is workforce sales of Development deployed: is framework development following the - - - to: order In eeomn rmwr Concept – Framework Development 33 rl oe“o ae ilb sindt edteslsdvlpeti i/e remit his/her in development sales the lead to assigned be will sales of model“ „role and competencies sales the selling of strategic level of proficiency steps right 8 the the has embraces that openly force sales a up build targets, sales ambitious overall achieve Feedback Training Coaching Projects Exposure/

© Bombardier Inc. or its subsidiaries. All rights reserved...... are: assessment) capability of results on (based in priorities development Sales The 34 eeomn rmwr Training/Coaching – Framework Development .Cahn (continue) Coaching 5. development) (in Acumen Business 4. ‘push’ Product 3. (existing) Opportunity Sales of Identification model/ business of Change 2. (existing) skills Negotiation 1. Wa osl n o osl it’ sell to how and sell to ‘What - (existing)

© Bombardier Inc. or its subsidiaries. All rights reserved. 35 Responsibility Picture Wider The Steps; Next Curriculum eoito,Ipc n Influence and Impact Negotiation, Induction Communications ( ; rsnainskills, Presentation rjc Management Project n eeto skills Selection and ) otat n Finance and Contracts Curriculum rdc Training Product Curriculum Time Leadership Curriculum Breese Curriculum

© Bombardier Inc. or its subsidiaries. All rights reserved. Measurements organizational collaboration Management Relationship 36 Processes Customer and Tools emand Team Result ...... right basics the Getting . . . . utmr rs us. trust Customers commitments our meet Consistently time good in and time first offer best Our Acceptance book White 100% date. to up and complete database CRM relationships. and positioning 1 Level knowledge. customer Basic customer “right” the on focus to Ability processes. elevation Transparent ownership. Transparent defined Clearly alignment Organisational attitude right The teams right The people right The ...... approaches Systematic business. profitable more win We customer. the of, needs the serves and to, aligned is approach Our involved everyone to clear are process Internal exceeded. and met are bids of acuracy and time turnaround for Targets accounts. all for programme KAM approaches. their in aligned Divisions All place. in model business customer’s the understand to Strategy identified. influencers Key all. for plans development and certification Robust strategy. Proposition Value include to tools Planning Capture loops reporting regular and Accurate, assigned officially Teams ...... improvement Continuous . eieyadservice. and delivery technology, in excellence, of bar the raising Always competition. the and market the of ahead step one Constantly unacceptable. is Complacency satisfied. never are We ahead. years 5-7 thinking continuously are We met. being are milestones Strategy understood. fully landscape Decision-making Offering. Value our for platform the forms and understood well Vision Customer’s place. in tools analysis risk Robust understood. and articulated clearly routes navigation Internal ohidvda n team and individual both at development Ongoing established. sharing experience/job role functional Cross level ...... edge Competitive iln opyfrthem for pay to willing are and differentiators our understand immediately Customer’s form. are bought than rather to sell We competition. real no is there where space a of creation the field; playing level un an of creation The offer. can else one no- that value have We networks. their in stakeholders other to us recommend customers Our customers. all from deals all on look” “last and calll “First established. is organisation customer’s the with intimacy True invaluable. is input strategic who’s company, the of part as Viewed process. the in involved all by practiced and understood integrated completely Strategy Sales Proposition Value “project”. just not and “customer” thinks organisation Whole divisionally. and functionally ownership Full ...... Sales in Excellence unbeatable and unstoppable are we “Edge”, the have We customer the for value exceptional around built offerings standardised profitable, highly maintenance, Low competition. our eliminated have We premium a pay to happy are Customers service. customer outrageous of model a is and commitments all exceeds or meets BT partner true a as Recognised experts” “the as industry-wide Recognised advisor business Trusted shared. and captured regularly Losses and Wins both learned, Lessons reviews commercial divisional cross Regular Customer the with aligned fully is BT trained cross fully is Everyone success celebrate and Share be. to the team as seen is team The

© Bombardier Inc. or its subsidiaries. All rights reserved. ih alVehicles Rail Light services and Products Buels Belgium) (Bruxelles, floor low 100% Ln,Austria) (Linz, floor low 100% 38 FLEXITY Mln Italy) (Milan, floor low 100% FLEXITY Outlook sataeako obrirIc rissubsidiaries. its or Inc. Bombardier of trademark a is Kao,Poland) (Krakow, floor low 70% Fakut Germany) (Frankfurt, floor low 70% FLEXITY Dedn Germany) (Dresden, Floor low 70% Classic Mnepls USA) (Minneapolis, floor Low Sweden) (Stockholm, floor Low Clge Germany) (Cologne, floor High FLEXITY Swift Fakut Germany) (Frankfurt, floor High Itnu,Turkey) (Istanbul, floor Low Rtedm Netherlands) (Rotterdam, floor High Sabükn Germany) (Saarbrücken, floor Low Bri,Germany) (Berlin, floor low 100% FLEXITY FLEXITY Link Berlin

© Bombardier Inc. or its subsidiaries. All rights reserved. Metros services and Products 39 (China) MOVIA (Romania) MOVIA er ie2 Line Metro MOVIA MOVIA Shenzhen – Bucharest – Guangzhou – sataeako obrirIc rissubsidiaries. its or Inc. Bombardier of trademark a is (China) (China) MOVIA U)–SbSurface Sub – (UK) London (Sweden) C20 – Stockholm Shanghai – (France) Paris (Germany) Munich BCV – (UK) London (USA) York New (Germany) Berlin (Mexico) City Mexico

© Bombardier Inc. or its subsidiaries. All rights reserved. omtr/Rgoa trains Regional / Commuter services and Products 40 (Germany) 424-426 Class USA) York, (New M-7 EMU Germany) (Berlin, 481 Class trains Commuter r rdmrso obrirIc rissubsidiaries. its or Inc. Bombardier of trademarks are Talent , BiLevel , SPACIUM , ITINO (Portugal) 2000 CP France) (Paris, EMU Germany) (Hamburg, 474 Class , REGIO-SWINGER SPACIUM and 3.O6 NINA einltrains Regional (Switzerland) NINA Sweden) (Germany, ITINO (France) AGC (Germany) TALENT uti,Cnd,Hungary) Canada, Austria, TALENT Gray Croatia) (Germany, REGIO-SWINGER 2 Gray Norway, (Germany, emr,sal Luxembourg) Denmark,Israel, DD-Coaches BiLevel trains deck Double (Netherlands) Cnd,USA) (Canada, DD-EMU coaches (Germany,

© Bombardier Inc. or its subsidiaries. All rights reserved. nect ihsedtrains speed High / Intercity services and Products 41 (Denmark/Sweden) CONTESSA (UK) TURBOSTAR (UK) ELECTROSTAR trains Intercity oae,IEadAeaaetaeak ftidparties. third of trademarks are Acela subsidiaries. and its ICE or Voyager, Inc. Bombardier of trademarks are ELECTROSTAR EMU DMU , EMU TURBOSTAR , REGINA , CONTESSA (UK) DEMU, Voyager (Sweden) REGINA it(Switzerland) tilt ICN EMU, , ICN EMU and ZEFIRO it(Germany) tilt EMU, T ICE (Norway) Express Airport (Belgium) I11Coach (USA) Express Acela (Germany/Netherlands) EMU 3 ICE trains speed High ZEFIRO (China)

© Bombardier Inc. or its subsidiaries. All rights reserved. Locomotives services and Products 42 Dush Bahn) (Deutsche TRAXX SBCargo) (SBB TRAXX TRAXX V sataeako hr parties. third of trademark a is AVE TRAXX 10AC P160 10AC F140 AC sataeako obrirIc rissubsidiaries. its or Inc. Bombardier of trademark a is AglTrains) (Angel TRAXX (RENFE) TRAXX TRAXX 10DC2 F140 10DC F140 DC SBCargo) (SBB TRAXX Trains) (Angel TRAXX MS TRAXX 10MS F140 MS F140 TRAXX (LNVG) TRAXX 10DE P160 DE te Projects Other (Trenitalia) E464 S-102 AVE powerhead speed High (RENFE)

© Bombardier Inc. or its subsidiaries. All rights reserved. rnprainsystems Transportation services and Products 43 L systems GLT ooalssesLgtri ytm R ytmAMssesMto systems Metros (France) Caen systemsAPM ART systems systems rail Light systems Monorail (USA) Vegas Las INNOVIA and CX-100 r rdmrso obrirIc rissubsidiaries. its or Inc. Bombardier of trademarks are ot Airport Worth INNOVIA Airport CX-100 Airport CX-100 (China) (Germany) Beijing - Frankfurt - Dallas/Fort - (USA) Uie Kingdom) (United Nottingham (Turkey) Eskisehir (Portugal) Porto do Metro (Canada) Vancouver York New Airport, JFK (Malaysia) Lumpur Kuala (USA) SuhAfrica) (South Gautrain systems Intercity (Taiwan) Taipei

© Bombardier Inc. or its subsidiaries. All rights reserved. alcnrlsolutions control Rail services and Products 44 TSlvl 2 & 1 levels ETCS ERTMS solutions transit mass CITYFLO solutions mainline INTERFLO CITYFLO , INTERFLO and EBI r rdmrso obrirIc rissubsidiaries. its or Inc. Bombardier of trademarks are einadmaintenance and design EBI ri detection train EBI room control EBI Tool Track Screen ai lc centre block radio EBI interlocking computerised EBI signals EBI Com Lock Light ee crossings level EBI eeai unit telematic EBI equipment wayside EBI Gate Star Link on machines point EBI system assistance driver EBI equipment onboard ATC EBI Switch 50 Drive Cab

© Bombardier Inc. or its subsidiaries. All rights reserved. Bogies services and Products 45 oisfrtasadlgtri eilsBge o metro for Bogies vehicles rail light and trams for Bogies FLEXX – M – S FLEXX FLEXX FLEXX sataeako obrirIc rissubsidiaries. its or Inc. Bombardier of trademark a is Load, ra – M Urban Compact, FLEXX ikand Link FLEXX Eco, FLEXX FLEXX Speed Fit, oisfrlocomotivesBogies for Bogies trains speed high and distance long regional, for – L FLEXX FLEXX Metro Power