labinal power systems overview - kwb · 2 / confidential / 30.06.2015 / this document and the...

This document and the information therein are the property of Labinal Power Systems, They must not be copied or communicated to a third party without the prior written authorization of Labinal Power Systems.

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Labinal Power Systems

Overview

June 2015

CONFIDENTIAL / 30.06.2015 /


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SAFRAN

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SAFRAN AT A GLANCE

69,000 employees in 57 countries

3 core businesses

Aerospace

Defence

Security

29 %

8 % 53 %

10 %

Revenue breakdown by activity

Defence

Security

Aerospace Propulsion

Aircraft Equipment (including Labinal Power Systems)

Revenue € 15.4 billion

Recurring operating income € 2.1 billion

Net income - Group share € 1.2 billion

(As of December 31, 2014)


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LABINAL POWER SYSTEMS

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AN UNRIVALLED PRODUCT RANGE

GENERATION DISTRIBUTION WIRING LOADS

ELECTRIFICATION

Variable and constant

frequency AC

generators

2-Pole, high speed

APU generators

28VDC Brush and

BLDC (Brushless

Direct Current) Start

Generators

EWIS processes and

Tools

All-ATA interface

modeling & simulation

One-Stop Shop for

configuration control

Green Taxi (APU

Supplied) and e-Brake

Electric Nacelle (e-TRAS-

Electrical Thrust Reverser

Actuation System, VFN -

Variable Fan Nozzle,

Anti-Ice functions)

Electric Engine Start

Flight Controls EMA

(Electro Mechanical

Actuator)

Variable frequency fans

AC and DC distribution

Secondary AC and DC

Solid State Power

Controller

Circuit protection

Contactors & Relays

INTEGRATION & CERTIFICATION

• Complete nose-to-tail electrical power systems for any size of aircraft

• Integration of a complete electrical power generation and distribution system

and certification process support

ALTERNATE POWER

Auxiliary Power

e-APU (Auxiliary

Power Unit) and MPG

(Main Power

Generators)

RAT (Ram Air Turbine)

product policy from

conventional deploy to

integrated solutions


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GLOBAL PLAYER BALANCING CUSTOMER

PROXIMITY AND COST EFFECTIVENESS

USA

Mexico

Brazil

India

China Morocco

Spain

France

UK Germany

Singapore

Canada

~ 5,900

~ 14,200 Employees (incl. JVs)

~ 7,300 ~ 1000 Americas Europe/Africa Asia


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5 OPERATIONAL DIVISIONS TO

BETTER SERVE CUSTOMERS

/03/


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FIVE OPERATIONAL DIVISIONS

EWIS

AMERICAS

Wiring

Services

TECHNOFAN

Ventilation equipment

and systems

POWER

Equipment and

electrical systems

Safran

Engineering

Services

Global engineering

solutions

EWIS

EURASIA

Wiring

Services

~ 5,300 people ~ 990 people ~ 3,800 people ~ 340 people

LABINAL POWER SYSTEMS

~ 3,500 people


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SAFRAN ENGINEERING SERVICES

Certification & safety

Electrical systems

Avionics/

Embedded systems

Aerostructure

Mechanical systems

ENGINEERING SOLUTIONS

CONFIDENTIAL / 22.06.2015 / Sales & Marketing

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ELECTRICAL

SYSTEMS

MECHANICAL

SYSTEMS CERTIFICATION &

SAFETY

EWIS technology &

certification

Wiring system

architecture

Harness manufacturing &

installation design

Functional requirements

System architecture

Hardware & software

development

Flight physics:

aerodynamics, loads &

aeroelastics, mass properties

Primary & secondary

structures (metallic &

composite): design & stress

Mechanical systems

installation & repair engineering

Functional & detailed design

Manufacturing & supply chain

Combustion & engine

performance

Certification Services for

Engineering Centers of

Competency

System Safety Assessment /

Analysis

Provide regulatory interface

& perform delegated activities

AVIONICS &

EMBEDDED

SYSTEMS

AEROSTRUCTURE

END-TO-END PROCESS CAPABILITIES IN ENGINEERING


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LABINAL SERVICES COMPANY ORGANIZATION WITHIN THE

GROUP


Companies

of Safran

•Snecma • Turbomeca

•Messier-Bugatti-Dowty • Aircelle

•Labinal Power Systems • Sagem

•Techspace Aero • Herakles

•Hispano Suiza • Morpho

Divisions

of Labinal Power Systems

•Safran Engineering Services • Power

•EWIS Eurasia • Technofan

•EWIS North Americas

Business Units of EWIS Eurasia

•EWIS Manufacturing

•Labinal Services Eurasia

Sites

of Labinal Services Eurasia

•Toulouse (Headquarters) • Marignane

•Hamburg • Saint Nazaire

•Marignane • Merignac

•Istres • ...

≈ 69,000 employees

€ 15,4 billion revenue

≈ 14,200 employees

€ 1,5 billion revenue

≈ 4,200 employees

≈ 800 employees

Figures as per 31st December 2014

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LABINAL SERVICES EUROPE FOOTPRINT

BROUGHTON

Airbus (A380)

SAINT NAZAIRE

Airbus (A400M,

A380, A350)

LSC MERIGNAC

Dassault (Falcon)

ARGENTEUIL

Dassault (Rafale)

TOULOUSE

Airbus ( A400M,

A380, A350,

SA/LR)

Air France

LSC MARIGNANE

Airbus Helicopters

(EC175/ MKI/II

/NH90)

DONAUWÖRTH

Airbus Helicopters

(AirPlane Doors)

LSC HAMBURG

Airbus (A380 /

A330 GMF / SA/LR

/ A350)

Lufthansa Technik

On-Site Customer Premises Support

ISTRES

Dassault (Rafale /

Falcon)


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AT CUSTOMER SIDES FROM FINAL ASSEMBLY

LINE…

AN AIRCRAFT READY FOR POWER ON

Tests

(Systems – Cabin - FTI)

Maintenance & Completion Electrical modifications

Logistics management Mechanical Systems Integration

Electrical installation

On new and/or series programs

On site customer support at customer premises


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LPS Knowledge MANAGEMENT

PROJECT STATUS

/04/


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• Document templates or Knowledge “Ticket’s” each being dedicated to one given type of knowledge

• Technical Referential, General Knowledge, People information

Identify and prioritize the knowledge

CONTENT TYPES

• Depending upon its Usage, Audience, Sensitivity or level of trust, each Knowledge category is ruled by a specific Governance

• Strong, Light or Social Governance

Define and approve the Knowledge

GOVERNANCE MODEL

•Technical solutions for create, record, use, promote and improve the knowledge content, adapted to the Governance and IT ecosystem

•SharePoint Libraries, WIKI, InShare Communities

Implement HOSTING / SHARING SOLUTION

with pilot projects

• Capture the Needs

• Propose the Solution

& the process

• Customize and implement the Tools

• Train the users

Implement & Deploy Solution “on demand”

KM – CAPITALIZATION PRINCIPLES

KM Solutions implementation strategy

3 steps iterating process


Safran KM Tool: not needed at this stage to implement our solutions, as soon as Compatibility with future Tool is guaranteed

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KM – SOLUTIONS IMPLEMENTATION STRATEGY

MAIN KNOWLEDGE CONTENT TYPES

Knowledge Content Types

Document templates or Knowledge “Ticket’s”

each being dedicated to one given type of

knowledge


Sorted in 3 main categories,

mainly related to the

Audience and the Usage of

the Knowledge

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KM – SOLUTIONS IMPLEMENTATION STRATEGY

KNOWLEDGE CONTENT GOVERNANCE

Knowledge Content Governance

Depending upon its Usage, Audience, sensitivity or

level of trust, each Knowledge category is ruled by a

specific Governance


‒ Prior validation of the Content Technical before publication by a Reading Board

‒ Access restricted to Communities

‒ Prior validation before publication by the Author only + Users ratings (after)

‒ Access open to all Company

‒ No prior validation

‒ Access to all Safran Group

SCN Governance applies

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LABINAL GMBH

RETIREMENT

/05/


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LABINAL GMBH –

PENSIONER/ PARTIAL RETIREMENT

Pensioner total 8

Partial retirement

Aktiv 4

Passiv 3

Total 7

29 %

8 % 53 %

10 %

???


Begin 01.01.2007 till 31.03.2019


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LABINAL GMBH

PARENTAL LEAVE

/06/


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LABINAL GMBH –

PERENTAL LEAVE/ SENIORITY

Parental leave

2014 ♀ 5 ♂ 3

2015 ♀15 ♂ 17 (current ♀13 ♂ 5 )

Seniority / 40,7 years

Long staff tenure 7,2 years

29 %

8 % 53 %

10 %


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LABINAL GMBH

TALENT MANGEMENT

/07/


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TALENT MANAGEMENT ANNUAL CALENDAR

CONFIDENTIAL / February 2015 / LPS HRD

JAN. FEB. MARCH APRIL MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC.

ANNUAL APPRAISAL

BU PEOPLE REVIEW

BU DIV. LPS

CAREER COMMITTEE

ACTION PLANS / IDP

REVIEW OF ACTION PLANS

Cross-functional review

•Goal setting •Performance evaluation

•Talent Assessment •Critical Skills Identification & mitigation plan •Action plans

•Proposal of talent pool and specific population •Adjustment of the action plan with a focus on specific populations •Succession plans of N-1 CODIR/COMEX •Update of the who’s who

•Individual Development plan for some senior managers, Talent pool, BB, Experts. •Deployment of the action plans

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CRITERIA TO ASSESS POTENTIAL

Global Thinking & Analysis

Impact – Relations with other

Personal Change

Orientation- Open

Mindness

Result

Orientation

Global thinking Analysis and anticipation

Problem solving & decision making

Personal Interaction -

Impact Communication - relationships

Scoring as a team

Empowering people

Leading by example

Personal Change Orientation Learning orientation, adaptability, flexibility

Daring to innovate Result Orientation Expertise in the field

Business approach

Embarking on a shared vision

Associates are assessed on each of these criteria with a 4-point scale. The talent assessment sheet includes detailed

definitions.

CONFIDENTIAL / February 2015 / LPS HRD

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