Strategies to DevelopCustomer Intimacy atBombardier Transportation (BT)

Chris Antonopoulos

Breese Value Forum

July 2012

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Agenda

Creating Tommorrow2

Introduction - Bombardier1

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2 Sales Challenges & Solutions

3 CRM & CSM

Sales Competency Evaluation4

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Agenda

Creating Tommorrow2

Introduction - Bombardier1

3

2 Sales Challenges & Solutions

3 CRM & CSM

Sales Competency Evaluation4

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BombardierOverview

Corporateoffice basedin Montréal,Canada

Listed onTorontoStockExchange(BBD)

Workforceof 65,400peopleworldwide

1

Revenues of$17.7 bn US

1

94% ofrevenuesgeneratedoutsideCanada

1 for fiscal year ended January 31, 2011

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BombardierA Diversified Company

Breakdown by revenues1 Breakdown by workforce1

Transportation

Aerospace

51%

49%

Transportation

Aerospace

54%

46%

1 for fiscal year ended January 31, 2011

$17.7bn US

65,400

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Bombardier TransportationGlobal Expertise – Local Presence

Global Headquarters

Present in > 60 countries

59 production/engineering sites and 20 service centres

in 25 countries

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Our Products and SolutionsThe Broadest Portfolio in the Rail Industry

TransportationSystems

Monorailsystems

APM systems

Light railsystems

ART systems

Metro systems

Intercitysystems

Transit Security

Services

Fleetmanagement

Operations &maintenance

Materialsolutions

Vehiclerefurbishment

Componentreengineering

Propulsion& Controls

Tractionconverters

Auxiliaryconverters

Traction drives

Control andcommunication

Bogies

Portfolio tomatch entirerange of railvehicles

Full scope ofservice over thelifetime of abogie

Rail ControlSolutions

Integratedcontrol systems

Automatic trainprotection andoperation

Interlockingsystems

Waysideequipment

Services

Rail Vehicles

Light railvehicles

Metros

Commutertrains

Regional trains

Intercity trains

High speedtrains

Locomotives

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Agenda

Creating Tommorrow2

Introduction - Bombardier1

3

2 Sales Challenges & Solutions

3 CRM & CSM

Sales Competency Evaluation4

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Increasing privatization and opening of cross-bordertraffic is changing customer business model

• Vertically integrated- Engineering and Procurement- Maintenance- Operation

• Purchasing approach- Lower acquisition cost- Specification-driven- Political consideration

• Product delivery- Large series- Long cycle time- No Service

• Asset ownership throughout its life

Traditional Model(predominantly Incumbents)

Emerging Model(Private Operators and Modern Incumbents)

• Focused on operation and customer interface

• Life-cycle cost optimization

- Acquisition cost

- Operating cost

- Residual value

• Return on asset approach

- Life cycle cost

- Availability/Reliability

• Purchasing approach

- Life cycle cost optimization

- Standardized/Plug-and-Play customization

- Low political consideration

- Leasing vs. owning

• Product delivery

- Small series

- Short lead time

- ROS/Service offering

BT needs to

• improve its understanding of the emerging customers’ business model

• develop integrated rolling stock / services solutions

• package marketable, value-based offerings

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Strategic sales – selling to executives (USP/UVP!)

Value – based selling based on modelling of customer’s business

Proper capture planning & execution

Comprehensive & coherent BT propositions

Extracting value for our innovations

CRM – achieving customer intimacy

New customers – selective entrance into emerging countries

Strengthen sales competencies

Recruitment & Retention of the best

Key Sales Challenges

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“Strategic Leap Forward”Cornerstone 1 – Customer Orientation

CustomerOrientation

Cornerstone Strategic Priority Workstream

Customer Relationship

Strategic Selling

Unique Value Proposition

New Market Development*

Customer intimacy programme

Non-A customers strategy

Pro-active selling

Pricing

Strategic up-selling

Offering gaps identification (solutions / products)

Solution orientation

One-BT approach

USP revisited

Market entry strategy CEE & SEE

Market entry strategy MENA

Selective activity other new markets**

Implications for product portfolio

CustomerOrientation

S

I

S

I

I

I

S

S

I

S

S

I

S

* RIC & CIS will be part of CS 3: increased focus ** LatAm, SEA

I SIncrementalChange

StepChange

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Sales Development; Breese and Miller Heiman

Creating the Value Proposition - Finding our voice; learning how tocreate a match between our innovative solutions and thecustomer’s wider business challenges. The Value Wheel

Business Modelling - Understanding our customer’s businesschallenges, (“It’s not what, it’s how”). Penetrating the account wideand deep; learning how to differentiate ourselves. Strategic Selling

Capture Planning – A newly focused business approach to ourcustomer will allow for the creation of compelling and winningcapture plans. Value added partnerships and increased credibilitywill lead to greater customer intimacy. Large Account Management

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The Miller Heiman Experience so far ..

Consistency; The Breese investments to date have provided a consistent process andlanguage for those Sales people (and associated functions), who have participated in thebusiness workshops.

Integration; The Breese tools, processes and practices have now been integrated withexisting BT tools (e..g. White Book), providing senior management with more transparency ofour sales funnel and increasing customer understanding at all levels.

Differentiation; By articulating tangible value propositions for all those involved in complexprocurement situations the Breese tools have identified opportunities to truly differentiate theBT solution.

Sales Buy-in; These practical and systematic, project focused business workshops haveexcited both our sales folk and their leaders by providing insights into “what could be” througha collaborative approach to the co-creation of solutions, as opposed to the traditional bidresponse behaviour.

Next Steps; We now need to ensure that division management fully understands andensures the mobilisation of the total organisation in this value approach to winning deals.

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Measuring Change– Create a “Dashboard” of Critical and Measurable KPI’s– Final and Intermediate Targets for Each KPI– Identify & Share Best Practice Benchmarks

Structured Joint Review Process– BREESE as External “Conscience”– Structured Review Timetable– Measure where Change is happening – and where it isn’t– Identify Reasons why and provide support– Redesign of next phases

Joint Success in Bombardier achieving its Goals

– Bombardier Achieves its KPI targets– Opportunity Focused Activity Planning– Ownership and Accountability– Continuous Improvement Measures and Actions

On-going Partnership with Breese

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Agenda

Creating Tommorrow2

Introduction - Bombardier1

3

2 Sales Challenges & Solutions

3 CRM & CSM

Sales Competency Evaluation4

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Customer Relationship Management ProgramObjective

Intensify relationships with customers, develop and implement longterm customer strategy for key customers

Moving from a project-centric view to a customer-focused approach fortop customers

Understanding customers‘ business model better & developing longterm customer relationships

Encourage pro-active sales

Focus on after-sales service

Create win-win situations for BT and its customers

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Selection top 25 BT CustomersAnnual Calibration

4 equally weighted selection criteria

– 3-Year past order intake

– 3-Year past margin generated by customer

– 3-Year future expected order intake (all A and B priority opportunities)

– Other considerations (e.g. long term relationship, launch customer fornew products, etc.)

The top 50 in each category where given a score from 50 down to 1

All scores added per customer and then tabled from highest to lowest

BT Divisions may have their own additional top customers

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Overall strategy, projects and upcoming tenders are dealt with inregular cross-functional meetings on various organisation levels

Issue Interval level BT participant DB participant

Strategy Annual top level B Inc., BT Board DB Board

Division Quarterly exec level Division mgt DB Regio or otherSteCo BT Board of mgt division

Project Quarterly, SteCo, Mgt level Division mgt DB division mgtstatus Monthly BT Board of mgt

Major as needed Task force, Div. Middle mgt DB division mgttenders mgt level

Major as needed as neededissues

DB - Processes established to manage complexrelationship

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DB - Overall measures planned to further strengthencooperation and improve relationship

Regular meetings with DB Group Purchasing

– Also include investments plans in RCS and SER

Support DB internationalisation/expansion strategy

– Use interoperability know-how to support DB cross-border traffic

– SER for DB activities outside Germany

Closer cooperation in maintenance

– Access to fleet data

– Improve availability and reliability of fleet

– Frame contract for spare part supply

Strengthen common lobbying

Joint developments to further improve environmental-friendliness of DBproducts

Deliver Talent 2 trains!!!

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Customer Key Satisfaction Criteria

9,41

8,98

8,92

8,92

8,81

8,80

8,79

8,78

8,65

8,62

8,52

8,32

8,22

8,18

8,17

8,02

8,00

7,98

7,86

7,86

7,81

7,35

5 6 7 8 9 10

Product reliability

Qualityof workmanship

Asafetycritical culture

Taking ownership of problems

Abilityto solve customer issues &problems

Value for money

Operational performance/Life Cycle Costs

On time delivery

Understanding your needs/requirements

Responsiveness

Customer focused attitude

Clear points of contact

Competitive initial pricing

Qualityof technical documentation

Spare parts management

Abilityto implement product introduction

Qualityof bids &tenders

Qualityof bid negotiation

Abilityto manage suppliers/subcontractors

Overall companyreputation/trust

Abilityto innovate

General communication

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CRM - CSMQuestionnaire, Principles Must be:

– Broad enough to cover the different level of the Customer’s hierarchy

– Simple enough to be clearly understood

– Flexible enough to be understood in all cultures

– Standardized enough to be considered as KPI

3 major level selected:

– Top management

– Middle management

– Project level

4 major aspects:

– BT global attitude and image

– BT Sales attitude and competitiveness

– BT Products

– BT Project management

BT Global Sales

Products Projects

3

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DATEIssue 19

Cust Gen Mgr Cust TeamLeader

Cust TechMgr Projectmanager

Cust OpeMgr Projectmanager

XXX Mktg/CCR

Customer Name

BOMBARDIER TRANSPORTATION

BT STATUS

STRENGTHS

•Major topics as viewed bythe customer among theCriteria list (or others)

WEAKNESSES

•Major topics as viewed bythe customer among theCriteria list (or others)

Improvements ideas

•As viewed and/or debated with the customer

Which offers and/orprospects

Expected NTP

Status

12 DMUs 15/11/09

50 Zefiro trains 01/06/12

Order Intake booked

5 EMUs ( 25M€) Feb 09

Full Maintenance 5 years ( 7 M€) Feb 09

Considerations about competition

•As viewed and/or debated with the customer

Key Issues

•As viewed and/or debatedwith the customer

Expected BT response

•As viewed and/or debatedwith the customer

Sales & price Customer orientation Project Product offering

8 8 8 8

24

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Customer Satisfaction Measurement:Intermediate Result – Ratings by Criteria

Become #1 in customer satisfactionthrough enhanced execution1

0

1

2

3

4

5

6

7

8

9

10

Tendercompetitiveness

Value for money

Sales attitude

Strategicalignment

Effectiveness ofaccount

management

Communication

Responsiveness

Deliveringcommitments

Taking ownershipof problems

Organization

Innovation

Production

RAMS

LCC

Loyalty zone

average

Rejection zone

Measurement Spring 2011

Measurement Fall 2010

Measurement Spring 2010

Measurement Fall 2009

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Customer : STIBCSM DATE: Customer Orientation Sales % Price Project s Products

Strategic

alignment

Effectiv

eness of account

management

Communication

Tender competitiveness

Value for money

Sales attitude

Responsiveness

Deliverin

g commitments

Taking ownershipof

problems

Organiza

tion

Innovation

Production

RAMSLCC

Current

Score 7 9 8 8 8 9 7 8 9 9 6 7 9 8

= Result is higher than previous score in Nov 2010

= Result is same as previous score in Nov 2010

= Result is lower than previous score in Nov 2010

Number = Result is lower than 7.0

Vibration of Flexity Outlook tram Agree with STIB on final action plan, including deadline and actions, by 30 June 2011 R. Devriendt 30 June 2011

KEY ISSUES ACTION PLANS RESPONSIBLE DATE BY WHEN

Become #1 in customer satisfactionthrough enhanced execution1Customer Satisfaction Measurement:

Action Plans

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Achieving Customer Intimacy – Swiss Federal RailwaysCustomer Profile

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SBB Group

CHF millions 2009 2008

Passenger traffic revenues 2587,2 2535,7

Freight traffic revenues 890,3 1013,1

Operating income/EBIT 514,9 476,0

Consolidated net profit 369,8 345,0

Total net assets 32 634,3 31 418,1

Equity 9705,6 9312,3

SBB Performance

2009 2008

Number of passengers (millions) 327,5 322,6

Passenger-kilometres (millions) 16 676,8 16 144,3

General Abonnement travelcards1 400 277 374 769

Half-Fare travelcards1 2 275 077 2 206 712

Tonne-kilometres (millions) 11 674,2 12 530,9

Train-path kilometres (millions)2 161,6 158,7

Average workforce 27 978 27 822

SBB Challenges

SBB Group Financing by Swiss Confederation and Cantons / ZEB & 2030

SBB Group

SBB Passenger Traffic

Reorganization / gap in pension fund / co-operation partners

Increase of demand by 5-7% p.a. / investments into Rollingstock

SBB Passenger Traffic Punctuality / capacity / comfort / security / speed / energy

SBB Cargo Less freight traffic / co-operation partners / liberalization

SBB Cargo Cost structure / cost model / Industrial Plant Bellinzona

SBB Infrastructure Climate change / urbanization / energy consumption

SBB Infrastructure Network utilization / maintenance costs / maintenance NEAT

Installed BT Fleet (extract)

Locomotive class Re 450 Locomotive class Re 460 Locomotive Traxx Re 482 Locomotive Traxx Re 484 Intercity 7-car Tilting Train ICN Intercity DD coaches IC-2000 Intercity SD coaches IC-Bt

115119

502144

34190

Projects in Execution 2.2 BCHF

Low floor intermediate coach INOVA Low floor intermediate DD coach NDW Intercity 8-car EMU FV-Dosto SER Material Business Intercity Tilting Train ICN – Orbita

14212159

----44

230 MCHF126 MCHF

1820 MCHF10 MCHF

5 MCHF

Market Potential 2011-2013 2.5 BCHF

40 Eurocity 8-car Tilting Train ECN 150 Regional SD 4-car Train SER Material & Logistic solutions¨SER Orbita deployment on IC-fleet SER Orbita deployment on Cargo-fleet SER VRM projects passenger traffic

900 MCHF1500 MCHF

50 MCHF15 MCHF15 MCHF15 MCHF

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Achieving Customer Intimacy – Swiss Federal RailwaysCustomer Relations

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Strategy

Transparency Trust Teamwork

Actions

Clean Desk Customer Satisfaction Measurement Continuous Improvement Process Co-operation Controlling Communication

Results

Changes in Organization / Behavior Project claim issues closed CSM established, aligned and alive CIP established; from 32 to 84 pts. Sales – Bid – PM – CCR act together Customer Account Structure in place KUBA – STECO – TLM established Trust in people – products improved Overall Bombardier image improved SBB FV-Dosto order received SBB confirmed as launch customer

Sales &Price Policy

CustomerOrientation

ProjectExecution

ProductOffering

7.8 8.0 8.4 7.9

Weaknesses Sales & Price policy (SER/LOC)

Flexibility GT&C / Organization

Commitments OTD / Objectives

Relations BT senior management

Strengths Competence / Customerunderstanding

Products / Innovations / Platforms

Range of product portfolio

International experiences and network

Key Issues Project execution NDW

Response time SER / ENG Resources

Bonus system MTS/CRO

Project execution ETCS / TRAXX

Expectations OTD / Q / Start up phase NDW

4 days in SER / resources for SW ENG

SBB-P/Cargo volume incl. VRM/Orbita

Close technical issues / OTD

Customer Relations

INOVA 32 – 55 – 79 – 84 SBB CIP Rating

Additional Improvement Ideas

Employee exchange SBB Yverdon / BT Villeneuve

Consignation stock – common logistics approach

Common procurement concept / productpromotion

Bonus/Malus – Continuous Improvement Plan

32.4

2.712.5

70.25.1

10.5

3.5

4.61.7

1.90.7

2.0

0

10

20

30

40

50

60

70

80

90

2006 2007 2008 2009

Jahr

inM

ioC

HF

Neufahrzeuge Fz-Ersatzteile Sonstiges (Betriebsmittel / Informatik / etc.)

Sales Development BT

CCR

PGR

Sales/PM

SER

Sales/PM

LAE

Sales/PM

Customer Key-Account Structure

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Agenda

Creating Tommorrow2

Introduction - Bombardier1

3

2 Sales Challenges & Solutions

3 CRM & CSM

Sales Competency Evaluation4

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Statistics on Top Sales People

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Distribution by region

Asia/Australia;5

Europe; 19

North America;2

Top Sales

Asia/Australia;3

Europe; 11

NorthAmerica; 2

Latin America;2

Aspiring

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> 29 30-39 40-49 50-59 < 60

0

4

15

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Age

Top Sales

Statistics on Top Sales People

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Distribution by age

> 29 30-39 40-49 50-59 < 60

2

4

8

4

0

Age

Aspiring

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Bottom 20 - Example

25 low performers identified through calibration (below 2.75)

PGR: 5 employees

– UK: 1 Individual left

– North: 2 Terminated, 1 Re-deployed

– LRV: 1 Re-deployed

SER: 14 employees

– Central: 2 Terminated, 1 Re-deployed, 1 Receiving coaching

– Western: 4 Terminated/Left

– Balance were Parts Sales and therefore out of scope.

RCS: Used updated framework to reflect competencies for commoditiySales.

PPC: All identified were parts Sales and therefore out of scope

BOG: 1 employee

– left and now replaced

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Development Framework – Concept

In order to:- achieve overall ambitious sales targets,- build up a sales force that has the right proficiency level of the sales competencies and- openly embraces the 8 steps of strategic selling

the following development framework is deployed:

Development of sales workforce is more than training alone; in each BU/region one„role model“ of sales will be assigned to lead the sales development in his/her remit

Training

Coaching

Exposure/Projects

Feedback

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Development Framework – Training/Coaching

The Sales development priorities in (based on results of capability assessment) are:

1. Negotiation skills (existing)

2. Change of business model/ Identification of Sales Opportunity (existing)

3. Product ‘push’ - ‘What to sell and how to sell it’ (existing)

4. Business Acumen (in development)

5. Coaching (continue)

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Next Steps; The Wider Picture

CommunicationsCurriculum; (Presentation skills,

Negotiation, Impact and Influence)

Project Managementand Selection skills

Product TrainingCurriculum

Breese Curriculum

Induction

Time

Resp

on

sib

ilit

y

LeadershipCurriculum

Contracts and FinanceCurriculum

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Excellence inSales

Competitiveedge

Continuousimprovement

Systematicapproaches

Getting thebasics right

Low maintenance, highlyprofitable, standardisedofferings built aroundexceptional value for thecustomer

We have the “Edge”, weare unstoppable andunbeatable

The creation of an unlevel playing field; thecreation of a space wherethere is no realcompetition.

We sell to rather than arebought form.

Customer’s immediatelyunderstand ourdifferentiators and arewilling to pay for them

Constantly one stepahead of the market andthe competition.

Always raising the bar ofexcellence, in technology,delivery and service.

Internal process are clearto everyone involved

Our approach is alignedto, and serves the needsof, the customer.

We win more profitablebusiness.

Our best offer first timeand in good time

Consistently meet ourcommitments

Customers trust us.

Result

BT meets or exceeds allcommitments and is amodel of outrageouscustomer service.

Customers are happy topay a premium

We have eliminated ourcompetition.

“First calll and “last look”on all deals from allcustomers.

Our customersrecommend us to otherstakeholders in theirnetworks.

We have value that no-one else can offer.

Strategy milestones arebeing met.

We are continuouslythinking 5-7 years ahead.

We are never satisfied. Complacency is

unacceptable.

All Divisions aligned intheir approaches.

KAM programme for allaccounts.

Targets for turnaroundtime and acuracy of bidsare met and exceeded.

CRM databasecomplete and up todate.

100% White bookAcceptance

Measurements

Regular cross divisionalcommercial reviews

Lessons learned, bothWins and Lossesregularly captured andshared.

Trusted business advisor Recognised industry-wide

as “the experts” Recognised as a true

partner

Value Proposition SalesStrategy completelyintegrated understoodand practiced by allinvolved in the process.

Viewed as part of thecompany, who’s strategicinput is invaluable.

True intimacy with thecustomer’s organisationis established.

Internal navigation routesclearly articulated andunderstood.

Robust risk analysis toolsin place.

Customer’s Vision wellunderstood and forms theplatform for our ValueOffering.

Decision-makinglandscape fullyunderstood.

Capture Planning tools toinclude Value Propositionstrategy.

Robust certification anddevelopment plans for all.

Key influencers identified. Strategy to understand

the customer’s businessmodel in place.

Clearly defined Transparent ownership. Transparent elevation

processes.

Ability to focus on the“right” customer

Basic customerknowledge.

Level 1 positioning andrelationships.

Tools andProcesses

CustomerRelationshipManagement

The team is seen as theteam to be.

Share and celebratesuccess

Everyone is fully crosstrained

BT is fully aligned withthe Customer

Full ownershipfunctionally anddivisionally.

Whole organisation thinks“customer” and not just“project”.

Ongoing development atboth individual and teamlevel

Cross functional roleexperience/job sharingestablished.

Teams officially assigned Accurate, and regular

reporting loops

The right people The right teams The right attitude Organisational

alignment

Team andorganizationalcollaboration

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Back up slides

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FLEXITY Outlook FLEXITY Classic FLEXITY Swift FLEXITY Link

100% low floor(Linz, Austria)

Low floor(Saarbrücken, Germany)

100% low floor(Milan, Italy)

70% low Floor(Dresden, Germany)

High floor(Cologne, Germany)

Low floor(Stockholm, Sweden)

Low floor(Minneapolis, USA)

70% low floor(Krakow, Poland)

100% low floor(Bruxelles, Belgium)

High floor(Rotterdam, Netherlands)

Products and servicesLight Rail Vehicles

70% low floor(Frankfurt, Germany)

Low floor(Istanbul, Turkey)

High floor(Frankfurt, Germany)

FLEXITY is a trademark of Bombardier Inc. or its subsidiaries.

100% low floor(Berlin, Germany)

FLEXITY Berlin

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New York(USA)

MOVIA – GuangzhouMetro Line 2 (China)

Berlin(Germany)

C20 – Stockholm(Sweden)

MOVIA – Bucharest(Romania)

Paris(France)

MOVIA – Shenzhen(China)

Mexico City(Mexico)

Products and servicesMetros

Munich(Germany)

MOVIA – Shanghai(China)

London(UK) – BCV

London(UK) – Sub Surface

MOVIA is a trademark of Bombardier Inc. or its subsidiaries.

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EMU M-7(New York, USA)

Class 481(Berlin, Germany)

TALENT (Germany, Norway,

Austria, Canada, Hungary)

ITINO(Germany, Sweden)

Class 474(Hamburg, Germany)

EMU SPACIUM 3.O6(Paris, France)

NINA(Switzerland)

REGIO-SWINGER(Germany, Croatia)

Commuter trains

AGC(France)

Class 424-426(Germany)

CP 2000(Portugal)

Products and servicesCommuter / Regional trains

Regional trains

DD-Coaches (Germany,

Denmark,Israel, Luxembourg)

BiLevel coaches(Canada, USA)

DD-EMU(Netherlands)

Double deck trains

TALENT 2(Germany)

Talent, BiLevel, SPACIUM, ITINO, REGIO-SWINGER and NINA

are trademarks of Bombardier Inc. or its subsidiaries.

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Products and servicesIntercity / High speed trains

ICN EMU,tilt (Switzerland)

TURBOSTAR DMU(UK)

Voyager DEMU,(UK)

ELECTROSTAR EMU(UK)

REGINA EMU(Sweden)

I11Coach(Belgium)

ICE 3 EMU(Germany/Netherlands)

High speed trains

ICE T EMU,tilt (Germany)

Intercity trains

CONTESSA EMU(Denmark/Sweden)

Airport Express(Norway)

Acela Express(USA)

ZEFIRO (China)

ELECTROSTAR, TURBOSTAR, REGINA, CONTESSA, ICN and ZEFIRO

are trademarks of Bombardier Inc. or its subsidiaries.

Voyager, ICE and Acela are trademarks of third parties.

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TRAXX AC

Products and servicesLocomotives

TRAXX MS Other ProjectsTRAXX DC TRAXX DE

TRAXX P160 AC(Deutsche Bahn)

TRAXX F140 AC(SBB Cargo)

TRAXX F140 DC2(Angel Trains)

TRAXX F140 DC(RENFE)

TRAXX F140 MS(SBB Cargo)

TRAXX F140 MS(Angel Trains)

TRAXX P160 DE(LNVG)

High speed powerheadAVE S-102 (RENFE)

E464(Trenitalia)

TRAXX is a trademark of Bombardier Inc. or its subsidiaries.

AVE is a trademark of third parties.

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Products and servicesTransportation systems

Monorail systems Light rail systems ART systemsAPM systems Metros systems

GLT systems

Las Vegas(USA)

Caen(France)

CX-100 - BeijingAirport (China)

Eskisehir(Turkey)

Metro do Porto(Portugal)

Vancouver(Canada)

Nottingham(United Kingdom)

Kuala Lumpur(Malaysia)

CX-100 - FrankfurtAirport (Germany)

JFK Airport,New York (USA)

INNOVIA - Dallas/FortWorth Airport (USA)

Taipei(Taiwan)

Gautrain(South Africa)

Intercity systems

INNOVIA and CX-100 are trademarks of Bombardier Inc. or its subsidiaries.

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EBI Linkwayside equipment

EBI Comradio block centre

EBI Tracktrain detection

EBI Lightsignals

EBI Switchpoint machines

EBI Screencontrol room

EBI Startelematic unit

EBI Gatelevel crossings

Products and servicesRail control solutions

CITYFLO, INTERFLO and EBI are trademarks of Bombardier Inc. or its subsidiaries.

INTERFLOmainline solutions

CITYFLOmass transit solutions

ERTMSETCS levels 1 & 2

EBI Drive 50driver assistance system

EBI Lockcomputerisedinterlocking

EBI CabATC onboard equipment

EBI Tooldesign and maintenance

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Products and servicesBogies

S – FLEXX Urban M – FLEXX Metro

M – FLEXX Compact, FLEXX Eco, FLEXX Fit,FLEXX Load, FLEXX Link and FLEXX Speed

L – FLEXX Power

Bogies for trams and light rail vehicles Bogies for metro

Bogies for locomotivesBogies for regional, long distance and high speed trains

FLEXX is a trademark of Bombardier Inc. or its subsidiaries.