DOCSLIB.ORG

2014 Registration Document

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2014 Registration Document www.thalesgroup.com 2014 Registration Document ANNUAL FINANCIAL REPORT WorldReginfo - c108f9bb-0ac3-48ef-aec5-568aafb789d5 Table of contents 11 Chairman & chief executive offi cer’s foreword 2 FINANCIAL INFORMATION 2014 7 Overview of the Group 3 1.1 Group management report 8 History 4 1.2 Consolidated fi nancial statements 29 Key data 5 1.3 Parent company management report and fi nancial statements 87 21 BUSINESS REVIEW 121 2.1 Operating segments 122 2.2 Research and innovation 131 2.3 Relations between Thales and its subsidiaries 134 2.4 Information about major operational subsidiaries and manufacturing sites 136 31 CORPORATE GOVERNANCE 139 3.1 Members of the Board of directors at 31 December 2014 140 3.2 Chairman’s report to the General Meeting of 13 May 2015 on corporate governance, internal control and risk management 148 3.3 Statutory auditors’ report prepared in accordance with Article L.225-235 of the French Commercial Code (Code de commerce) on the report of the Chairman of the Board of directors of Thales 161 3.4 General management 162 3.5 Incentives and profi t-sharing 173 3.6 Statutory auditors 174 41 COMPANY AND SHARE CAPITAL 177 4.1 General information about the Company 178 4.2 General Meetings 179 4.3 Share capital and shareholders 180 4.4 Regulated commitments 193 4.5 Stock market information fi nancial communication 198 51 CORPORATE RESPONSIBILITY 205 5.1 Social Information 206 5.2 Environmental information 220 5.3 Societal information 232 5.4 Statutory auditors’ independent third-party report on consolidated social, environmental and societal information published in the management report 239 5.5 Social, environmental and societal information 241 WorldReginfo - c108f9bb-0ac3-48ef-aec5-568aafb789d5 2014 Registration document Including the Annual Financial Report The registration document was filed with the Autorité des Marchés Financiers (AMF) on 1 April 2015 , in accordance with Article 212-13 of the AMF General Regulations. It may only be used in support of a financial transaction if accompanied by a prospectus authorised by the AMF. It was drawn up by the issuer and its signatories accept liability. The English language version of this report is a free translation from the original, which was prepared and filed with the AMF in French language. All possible care has been taken to ensure that the translation is an accurate presentation of the original. However, in all matters of interpretation, views or opinion expressed in the original language version of the document in French take precedence over the translation. In accordance with Article 28 of Commission Regulation (EC) no. 809/2004, the following information is incorporated by reference in this registration document : the consolidated financial statements and corresponding audit reports found on pages 32 to 93 of the 2012 registration document filed with the AMF on 3 April 2013 ; the Group’s financial information, key figures and management report, found respectively on pages 5 and 8 to 31 of the 2012 registration document filed with the AMF on 3 April 2013 ; the consolidated financial statements and corresponding audit reports found on pages 31 to 89 of the 2013 registration document filed with the AMF on 1 April 2014 ; the Group’s financial information, key figures and management report, found respectively on pages 5 and 8 to 30 of the 2013 registration document filed with the AMF on 1 April 2014 . The omitted sections of these documents are either irrelevant to the investor, or addressed elsewhere in this registration document . WorldReginfo - c108f9bb-0ac3-48ef-aec5-568aafb789d5 CHAIRMAN & CHIEF EXECUTIVE OFFICER’S FOREWORD Thales had a robust performance in 2014. The implementation of our strategic vision, Ambition 10, and of all of the concrete initiatives that accompany it, whether they relate to growth, competitiveness or talent, is beginning to bear fruit. This can be seen in the strong growth in order intake, which progressed by 8% at constant scope and exchange rates to more than €14 billion. Last year, we were awarded 19 «large» contracts of over €100 million, half of which are in emerging markets. Our orders in these markets have increased more than 40% in two years, thus confi rming the soundness of our strategic vision. More generally, in 2014 Thales either met or exceeded all of its objectives, excluding the impact of DCNS losses in civil nuclear and certain naval programmes. Excluding that impact , our EBIT progressed by 13% compared with last year, despite stable sales . This favourable evolution is directly related to our efforts to increase competitiveness and improve our contract execution. In addition, we continued to prepare for the future, again reinforcing our research and development efforts as well as our industrial investments. Finally, our strong cashfl ow generation In 2015, thanks to the increase in our order intake over the last and sound fi nancial structure gives us the fl exibility we need to two years, we expect return to top line growth, for the fi rst time conduct targeted acquisitions, such as the acquisition of Live in years , and to show improvement in results. TV in the United States. Beyond that, it is by pursuing our growth, reinforcing our These results reinforce my confi dence in our long-term vision competitiveness, and developing the talents of the men and for the Group as well as my determination to implement women of Thales that we will set the Group on a sustainable Ambition 10. path of development and profi tability. Patrice Caine Chairman & Chief Executive Offi cer 2 REGISTRATION DOCUMENT 2014 www.thalesgroup.com WorldReginfo - c108f9bb-0ac3-48ef-aec5-568aafb789d5 OVERVIEW OF THE GROUP Thales is a global company helping to make the world a safer place. Wherever complex environments exist, the Group partners locally and internationally with public stakeholders and business clients in order to provide reliable, effi cient and secure solutions, across fi ve key markets: Aeronautics , Space, Ground Transportation, Defence and Security. Thales integrates smart technologies, In Space, Thales is a premier In Defence Thales equips defence systems, software, services and manufacturer of satellites and space forces in the air, on land and at sea equipment. The Group innovates, technologies. Thales designs, integrates, with the means to better assess and develops and builds end-to-end solutions, deploys and operates innovative respond to the strategic and tactical space systems. Featuring cutting-edge at the heart of which are infrastructure challenges they face, to maintain technologies, these systems meet the operators, controllers, pilots, armed superior situational awareness, decision- needs of commercial, government, forces and crews, the people whose role scientifi c, defense and security customers. making and operational capability under it is to make critical decisions every day. Thales sets the global standard for space all circumstances. This enables them Thales places at their disposal sensors to maintain the safety and security of and cyber secure data communications, their allies, the citizens and assets they decision-support systems, services, protect. controlled and automated response Together — Safer — In Security , Thales offers integrated systems. Everywhere solutions required to contain or reduce With solutions embedded into critical risk, particularly in the fi elds of cyber- operating environments, Thales ensures security and urban and infrastructure that decisions-makers are better Ensemble, security, whilst minimising disruption equipped to assess and respond to the pour un monde to the flow of passengers, citizens, operational challenges they face, whilst plus sûr, partout. commerce and data. Thus they are able maintaining the safety and security of the to make decisions and take actions in people and assets they protect. the knowledge that they have accurate information and the operational means In Aeronautics, Thales equips of detecting and responding effectively pilots, crews and controllers with systems that provide communications to threats in order to maintain security. fully connected, technology-enabled and navigation services, monitor our avionics and air traffi c control solutions environment and the oceans, help to In designing and delivering every better understand climate change and suited to this complex and demanding solution, Thales draws on the long term drive scientifi c progress. environment. Whilst ensuring safety and relationships built with customers and security, the connected solutions simplify In Ground Transportation Thales works an intimate knowledge of the complex operational management in aircraft in partnership with customers to deliver environments they manage. Thales innovative, integrated, end to end fl ying in more densely crowded skies; leverages its resolve for innovation, a signalling, supervision and fare collection they further increase fuel and operational strong ‘delivery culture’, its first-class solutions that bring significant levels effi ciencies, shorten journey and turn- of operational automation, effi ciency, smart technologies, global partnerships, around times; and provide passengers control and safety, whilst delivering and the combined expertise of with a ever more entertaining and enhanced passenger experiences and 61,000 employees operating through connected fl ying experience. improved network capacities. locally based operations worldwide. REGISTRATION DOCUMENT 2014 3 WorldReginfo - c108f9bb-0ac3-48ef-aec5-568aafb789d5 HISTORY 1893 Compagnie Française Thomson-Houston
Load more

Recommended publications
  • Seltrac® CBTC Communications- Based Train Control for Urban Rail
    www.thalesgroup.com GROUND TRANSPORTATION SelTrac® CBTC communications- based train control for urban rail World-leading THE BUSINESS CASE FOR SelTrac CBTC ® SelTrac CBTC Solutions Optimising capital investment Capacity enhancement • Shorter platforms due to shorter, more frequent trains • Aging metro infrastructures can be modernized HIGH PERFORMANCE • SOUND INVESTMENT – MTR West Rail saved 384 million USD for nine and operational capacity increased with SelTrac: stations – San Francisco MUNI SelTrac system solutions readily meet your needs to move more • Avoidance of building new tunnels (re-signalling) • London Underground, one of the world’s oldest & people more quickly and increase revenue potential. – San Francisco MUNI doubled their existing tunnel largest metros: capacity from 23 to 48 trains per hour with – Jubilee (2011): 35 km, 63 trains installation of SelTrac saving 1.3 billion USD – Northern (2014): 57 km, 106 trains – Piccadilly (2014): 71 km, 92 trains 20% capacity Equipment minimisation improvement due to signaling; Minimum impact to • No traditional ancillary equipment required if mixed- ongoing revenue operations mode is not part of normal operation – No need for new “fallback” system Energy Savings • Less equipment • Energy-optimized driving profiles (e.g. coasting, reduced – On the track speeds, and reduced acceleration curves) can be based – Due to integration of functions on time of day • Schedule synchronization for regenerative power saving Ease of expansion – Hong Kong saves an estimated 2 Million USD per • Once
    [Show full text]
  • Integrating CBTC Green Field and Re-Signalling Experience IRSTE/ IRSE International Convention, New Delhi April 27 Th & 28 Th 2012
    www.thalesgroup.com/canada Integrating CBTC Green Field and Re-signalling Experience IRSTE/ IRSE International Convention, New Delhi April 27 th & 28 th 2012 Hugo Ramos Transportation Systems - Signalling for Urban Rail 2 / Agenda Communication Based-Train Control Market requirements & implementation challenges Sharing experiences – project challenges & achievements Transportation Systems - Signalling for Urban Rail 3 / Thales signalling solutions for urban rail A complete portfolio of systems and related services enabling urban rail operators to take full advantage of the most advanced signalling solutions Centralise & automate the operation of Rail network the rail network management Operation & Control Centre (OCC) Route control Train control Set dedicated routes within the rail network to Supervise & control safely train movement and ensure train movement speed with on-board & trackside equipment Electronic interlocking Communications Based Train Control (CBTC) Rail field equipment Trackside equipment installed in the rail network Axle counter, point machine, signal Transportation Systems - Signalling for Urban Rail 4 / Communications Based Train Control (CBTC) The most advanced signalling solution available today for metros and people movers CBTC as defined in IEEE 1474.1 Train location determination to a high precision, independent of track circuits Continuous , bi-directional Radio Frequency (RF) communications between train and wayside, to permit the transfer of significantly more control and status data than is possible
    [Show full text]
  • Document De Référence 2017 Thales
    www.thalesgroup.com Document de référence 2017 Incluant le rapport financier annuel SOMMAIRE MESSAGE DU PRÉSIDENT 2 PRÉSENTATION DU GROUPE 3 CHIFFRES CLÉS ET HISTORIQUE 4 1. ÉLÉMENTS FINANCIERS 2017 6 1.1 Rapport de gestion 8 1.2 Comptes consolidés 35 1.3 Rapport de gestion et comptes de la société mère 84 2. ACTIVITÉS 120 2.1 Secteurs opérationnels 122 2.2 Recherche et innovation 130 2.3 Relations entre Thales et ses filiales 133 2.4 Données sur les principales filiales opérationnelles et principaux sites industriels 135 3. GOUVERNEMENT D’ENTREPRISE 138 3.1 Composition du Conseil d’administration au 31 décembre 2017 140 3.2 Rapport du Conseil d’administration à l’assemblée générale du 17 mai 2018 sur le gouvernement d’entreprise 148 3.3 Direction générale et Comité exécutif 168 3.4 Rémunération des autres dirigeants 169 3.5 Intéressement et participation 172 3.6 Commissaires aux comptes 173 4. SOCIÉTÉ ET CAPITAL 174 4.1 Renseignements de caractère général sur la Société 176 4.2 Capital et actionnariat 177 4.3 Conventions réglementées 189 4.4 Informations boursières et communication financière 193 5. RESPONSABILITÉ D’ENTREPRISE 198 5.1 Informations sociales 200 5.2 Informations environnementales 217 5.3 Informations sociétales 231 5.4 Rapport de l’organisme tiers indépendant, sur les informations sociales, environnementales et sociétales consolidées figurant dans le rapport de gestion 240 5.5 Table de concordance (articles L. 225-102-1 et R. 225-105-1 du code de commerce) 242 ATTESTATION DU RESPONSABLE DU DOCUMENT DE RÉFÉRENCE 245 TABLE DE CONCORDANCE (ANNEXE 1 DU RÈGLEMENT EUROPÉEN N° 809/2004) 246 MODIFICATIONS OPÉRÉES DANS LA STRUCTURE DU DOCUMENT DE RÉFÉRENCE 2017 250 TABLE DE RÉCONCILIATION DU RAPPORT FINANCIER ANNUEL 251 DOCUMENT DE RÉFÉRENCE 2017 INCLUANT LE RAPPORT FINANCIER ANNUEL Le document de référence a été déposé auprès de l’Autorité des marchés financiers le 30 mars 2018 conformément à l’article 212- 13 de son règlement général.
    [Show full text]
  • European Route Network Improvement Plan
    EUROCONTROL European Route Network Improvement Plan PART 2 European ATS Route Network - Version 2020-2024 Edition July 2020 Approved by the Network Mangement Board 8 July 2020 FOUNDING MEMBER NETWORK SUPPORTING EUROPEAN AVIATION MANAGER EUROCONTROL Network Management Directorate DOCUMENT CONTROL Document Title ERNIP Part 2 Document Subtitle European ATS Route Network - Version 2020 - 2024 Document Reference ERNIPPART2 Edition Number 1.0 Edition Validity Date 08-07-2020 Classification White Status Final Author(s) NMD/ACD Contact Person(s) Razvan Bucuroiu APPROVAL TABLE Authority Date Signature Prepared by: 14 Apr 2020 NMD/ACD Reviewed and endorsed by: 28 April 2020 RNDSG/100 Reviewed and endorsed by: 15 May 2020 NETOPS/27 Reviewed and endorsed by: 02 June 2020 NDOP/26 Approved by: 08 July 2020 NMB/28 Edition Number: 1.0 Edition Validity Date: 08-07-2020 Classification: White Page: i EUROCONTROL Network Management Directorate EDITION HISTORY Edition No. Validity Date Author(s) Reason 0.1 28 Apr 2020 NMD/ACD Proposed Issue RNDSG/100 Proposed Issue NETOPS/27 and 0.2 04 May 2020 NMD/ACD NDOP/26 0.3 02 June 2020 NMD/ACD Proposed Issue to NMB/28 1.0 08 July 2020 NMD/ACD Approved by NMB/28 Edition Number: 1.0 Edition Validity Date: 08-07-2020 Classification: White Page: ii EUROCONTROL Network Management Directorate TABLE OF CONTENT DOCUMENT CONTROL ................................................................................................... I APPROVAL TABLE ........................................................................................................
    [Show full text]
  • 2014 Report Corporate Responsibility Thales
    www.thalesgroup.com 2014 REPORT Corporate Responsibility CONTENTS 04 PRINCIPLES OF RESPONSIBILITY 05 EDITORIAL 06 2014 HIGHLIGHTS 09 ABOUT THALES A global technology leader Driven by innovation Customer focus Ambition Boost performance improvement programme 21 ETHICS AND CORPORATE RESPONSIBILITY The key to being a responsible business A dedicated organisation Behavioural intelligence Supporting the initiative 31 CUSTOMERS AND SUPPLIERS Integrity and responsible business conduct Strict compliance with export control regulations Responsible purchasing for lasting relationships with suppliers 47 GOVERNANCE AND INVESTORS Ownership structure and corporate governance Transparency and regular dialogue with investors 53 EMPLOYEES Strategic commitments on social responsibility Developing our people Constructive social dialogue A safe and healthy workplace Encouraging diversity and equal opportunities 69 ENVIRONMENT A history of environmental commitment Engaging employees Thales’s “green touch” for sustainable innovation Reducing our environmental footprint 85 COMMUNITY ENGAGEMENT The Thales Foundation: innovating for people Policy at country level The 2014 Corporate Responsibility Report illustrates Thales’s commitments and actions in a number of areas of corporate responsibility, including but not limited to the measures in place to ensure compliance. This document can be downloaded in accessible PDF format for blind and partially sighted readers from Thales’s dedicated corporate responsibility internet portal: sustainability.thalesgroup.com
    [Show full text]
  • THALES Automation System Main Features
    www.thalesgroup.com THALES Automation System main features Automation System and Integrated Telecommunications for Air Navigation Services/System-Wide Information Management (SWIM) Workshop EMX0074 CNS Mexico City, April 21-22, 2014 ICAO North American, Central American and Caribbean Regional Office 2 / Thales a global player Collective intelligence for a safer world Whenever critical decisions need to be made, Thales has a role to play. In all its markets — aerospace, space, ground transportation, defence and security — Thales solutions help customers to make the right decisions at the right time and act accordingly. World-class technology, the combined expertise of 65,000 employees and operations A balanced revenue structure in 56 countries have made Thales a key player in keeping the public safe and secure, guarding vital Defence Civil infrastructure and protecting the national security % 45% interests of countries around the globe. 55 Revenues in 2012 14.2 billion euros Shareholders (at 31 May 2013) 3 / Global leadership N1 worldwide Payloads Air Traffic Management Sonars Security for interbank for telecom satellites transactions N2 worldwide Rail signalling systems In-flight entertainment Military tactical and connectivity radiocommunications €14 billion in revenues N3 worldwide Avionics Civil satellites Surface radars 44 // Air Traffic Management Welcome to Thales ATM 5 / Thales Air Traffic Management Solutions Automation Communication Navigation Surveillance Conventional ATC Centres Aeronautical Radar Navaids ● TopSky - ATC Messaging
    [Show full text]
  • Air Traffic Management Shaping Tomorrow’S Sky an Undisputed Innovation -And User- Oriented Environment Dedicated to Research and Experimentations
    www.thalesgroup.com FLIGHT INFORMATION REGIONS (FIRS) CONTROLLED BY THALES AUTOMATED PASSION FOR INNOVATION CONTROL SYSTEMS Air Traffic Management Shaping Tomorrow’s Sky An undisputed innovation -and user- oriented environment dedicated to research and experimentations AFR101 + Exploring new technologies through 4 Innovation Labs around the world: 094 220 NESSI 24 > France (SkyCentre, The Link by Thales) Australia (CASIA) and the US (NextGen Innovation Lab) > Capturing user’s needs to provide simple and reliable solutions QTR303 IWA A319 M > Ideal environment to evaluate new concepts developed 145 070 CELSO 37 DID YOU KNOW? 190 LWTM ahdg asp > Integrating Human Factors approach for continuous enhancement of our solutions DENIS2S 09 THIA 220 > Widest range of CNS and ATM solutions > 2 out of every 3 planes in the world take off and land safely thanks to Thales > Leading role in SESAR / key technology partner in US NextGen > ICAO ASBUs Block 0 & 1 compliant > 24/7 innovation with our 4 labs in Australia, France and the US - THALES - 02/15 - Technical characteristics are given for information and are subject to change without prior notice. - THALES 02/15 Technical > More than 60 Customers have already experienced the ATM Innovation Labs AFR201 WEST B744 H 310 - 310 KUMAR 53 310 KUMAR star rwy VABB 310 AUSTRALIA FRANCE GERMANY ITALY UNITED KINGDOM USA Thales Australia Limited Thales Air Systems SAS Thales Electronic Systems GmbH Thales Italia S.p.A. Thales ATM Limited Thales ATM The Thales Australia Centre 3, avenue Charles Lindbergh Thalesplatz 1 Via E. Mattei, No.1 Minerva building, Manor Royal 2733 South Crystal Drive WTC Northbank Wharf BP 20351 71254 Ditzingen 20064 Gorgonzola (MI) Crawley, West Sussex RH10 9HA Suite 1200 Melbourne, VIC 3005 94628 Rungis cedex Tel.
    [Show full text]
  • Product Line Engineering Applied to CBTC Systems Development
    Product Line Engineering Applied to CBTC Systems Development Alessio Ferrari1, Giorgio O. Spagnolo1, Giacomo Martelli2, and Simone Menabeni2 1 ISTI-CNR, Via G. Moruzzi 1, Pisa, ITALY, [email protected], WWW home page: http://www.isti.cnr.it/ 2 DSI, Universit`adegli Studi di Firenze, Via di S.Marta 3, Firenze, ITALY, [email protected], WWW home page: http://www.dsi.unifi.it/ Abstract. The degree of automation in rail transport systems is con- stantly increasing. The gradual replacement of the control role of the human agent requires these systems to guarantee an enhanced level of safety and reliability. On the other hand, increased automation implies increased complexity. Dealing with such complexity requires to analyse the different system aspects at the proper level of abstraction. The semi-formal and formal modelling methods can provide crucial sup- port to meet the safety and reliability requirements and ensure that a proper degree of abstraction is maintained during the analysis. Further- more, the product line engineering technology provides a suitable tool to integrate formal modelling with system modularity. Communications-based Train Control (CBTC) systems are the new fron- tier of automated train control and operation. Currently developed CBTC platforms are actually very complex systems including several function- alities, and every installed system, developed by a different company, varies in extent, scope, number, and even names of the implemented functionalities. International standards have emerged, but they remain at a quite abstract level, mostly setting terminology. This paper reports intermediate results in an effort aimed at defining a global model of CBTC, by mixing formal modelling and product line engineering.
    [Show full text]
  • Annual Report
    Annual20 ////////////////////////////////////////////////////////// report 07 Financial report Business review Shareholder information 2007 Annual report Thales 45 rue de Villiers 92200 Neuilly-sur-Seine – FRANCE Tél.: + 33 (0)1 57 77 80 00 www.thalesgroup.com www.thalesgroup.com WorldReginfo - 31f96d7b-6321-44dc-9b56-5ddcb02cd173 The Corporate brochure is available at www.thalesgroup.com WorldReginfo - 31f96d7b-6321-44dc-9b56-5ddcb02cd173 2007 ANNUAL REPORT CONTENTS Overview ........................................................................................................................................................................................................2 Timeline ...........................................................................................................................................................................................................4 Key figures .....................................................................................................................................................................................................6 Governance and auditors ...................................................................................................................................................................8 1 . 2007 FINANCIAL REPORT 1. Directors’ report ............................................................................................................................................................................. 12 2. Consolidated financial statements .............................................................................................................................
    [Show full text]
  • Perspectives D'évolution De L'industrie De Défense En Europe
    Perspectives d’évolution de l’industrie de défense en Europe Hélène Masson – Cédric Paulin (1er septembre 2007) Avec le soutien du Centre des Hautes Études de l’Armement (CHEAr) _____________________ Fondation pour la Recherche Stratégique • 27, rue Damesme • 75013 PARIS Tél. : 01 43 13 77 77 • fax : 01 43 13 77 78 • http ://www.frstrategie.org Siret 394 095 533 00045 • TVA FR74 394 095 533 • Code APE 732Z Fondation reconnue d'utilité publique – Décret du 26 février 1993 PERSPECTIVES D ’EVOLUTION DE L ’INDUSTRIE DE DEFENSE EN EUROPE RECHERCHES & DOCUMENTS SOMMAIRE LISTE DES ACRONYMES ......................................................................................................................................... 7 INTRODUCTION .................................................................................................................................................... 11 PARTIE 1 LES INDUSTRIES DE DEFENSE EN EUROPE : ETAT DES LIEUX PAR SECTEUR ET PERSPECTIVES D ’EVOLUTION .................................................................. 13 1 – SECTEUR AEROSPATIAL MILITAIRE (HM) ........................................................................................................ 13 1.1 – Positionnement stratégique des grands maîtres d’œuvre et principaux moteurs de croissance du secteur ..................................................................... 13 1.1.1 – Profil des donneurs d’ordre ......................................................................................................... 13 1.1.2 – Moteurs de
    [Show full text]
  • Calepin International B6 2009 Version3.Indd
    Calepin international des principales entreprises travaillant pour la défense Édition Mai 2009 DÉLÉGATION GÉNÉRALE POUR L’ARMEMENT Sommaire Sommaire .............................................................................................. p. 3 Carte des ensembles de sécurité en Europe ............................................ p. 4 Préface .................................................................................................. p. 5 Taux de change de l’Euro ....................................................................... p. 6 Fiches sociétés (pays de la LoI* + États-Unis) Sommaire sociétés pays de la LoI + États-Unis ....................................... p. 7 à 8 Fiches sociétés pays de la LoI + États-Unis ............................................. p. 9 à 112 Tableaux pays (LoI* + Etats-Unis) Sommaire tableaux pays de la LoI + États-Unis ...................................... p. 114 Allemagne............................................................................................. p. 116 Espagne ................................................................................................ p. 117 États-Unis d’Amérique ........................................................................... p. 118 France ................................................................................................... p. 119 Italie ..................................................................................................... p. 120 Royaume-Uni .......................................................................................
    [Show full text]
  • Communications-Based Train Control (Cbtc) Before/After Cost Effectiveness Study
    COMMUNICATIONS-BASED TRAIN CONTROL (CBTC) BEFORE/AFTER COST EFFECTIVENESS STUDY March 2011 http://www.fta.dot.gov/research Report FTA-TX-26-7005.2010.01 1. REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704-0188 1. AGENCY USE ONLY (Leave blank) 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED March 2011 Final Draft Report, July 2009 - March 2011 4. TITLE AND SUBTITLE 5. FUNDING/GRANT NUMBER Communications-Based Train Control (CBTC) Before/After TX-26-7005 Cost Effectiveness Study 6. AUTHOR(S) David Rojas, P.E. and Eric Phillips, P.E. 7. PERFORMING ORGANIZATION NAME(S) AND 8. PERFORMING ORGANIZATION REPORT ADDRESS(ES) NUMBER Lea+Elliott, Inc. FTA-TX-26-7005.2010.01 785 Market Street, 12th Floor San Francisco, California 94103 9. SPONSORING/MONITORING AGENCY NAME(S) AND 10. SPONSORING/MONITORING ADDRESS(ES) AGENCY REPORT NUMBER Federal Transit Administration FTA-TX-26-7005.2010.01 U.S. Department of Transportation Website [http://www.fta.dot.gov/research] 1200 New Jersey Avenue, SE Washington, DC 20590 11. SUPPLEMENTARY NOTES 12a. DISTRIBUTION/AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE Available From: National Technical Information Service TRI-20 (NTIS), Springfield, VA 22161. Phone 703.605.6000 Fax 703.605.6900 Email [[email protected]] 13. ABSTRACT San Francisco Municipal Railway (Muni) undertook a retrofit of a fixed-block signaling system with a communications-based train control (CBTC) system in the subway portion of their light rail system (Muni Metro subway) in 1998. This report presents the findings of an in-depth study of the effectiveness of implementing the project. Along with a project narrative, two forms of analysis are provided: a quantitative cost-benefit analysis (CBA) and a qualitative analysis.
    [Show full text]