LEADING SOCIETIES TO A LOW CARBON FUTURE - Alstom's sustainability journey 2021
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LEADING SOCIETIES TO A LOW CARBON FUTURE Alstom’s sustainability journey 2021
SNAPSHOT OF
OUR COMPANY
At Alstom, we develop and
deliver mobility solutions
Our ambition is clear.
3 questions
to Henri
Poupart-Lafarge
Chairman and CEO of Alstom
What makes you think Alstom is in
the best position to address the challenges
of sustainable mobility?
Our customers can choose from a portfolio of proven
solutions based on Alstom’s unrivalled expertise in both
hydrogen and battery propulsion solutions. This includes
that provide the sustainable We are committed to leading the way to new but also refurbishment options.
Because of the major challenges facing society today –
foundations for the future of greener and smarter mobility, worldwide. global warming, population growth and rapid urbanisation, Also important are our advanced signalling and digital
transportation, guiding societies solutions which increase capacity and reduce emissions
to a low carbon future. Green and smart solutions, for all. shortage of natural resources and the unprecedented
health crisis experienced in the last two years, the demand through more efficient operation. In the coming years we
for a more environmentally friendly, resource efficient and will continue to work intensively with all the players in our
socially inclusive economy is steadily growing in societies. value chain to deliver on the same goal: safe and sustainable
mobility for all.
As a pure player in the mobility sector, Alstom doesn’t
A complete range of mobility solutions simply provide products and services, instead, we develop,
optimise and market a wide range of mobility solutions What are the key achievements from last
that contribute to a low carbon future. year that you are most proud of?
Our broad portfolio covers trams, Our strong local presence as well as long-standing
metros, people movers and The successful integration of Bombardier Transportation is
relationships with our customers and their communities
monorails, commuter, regional a game-changer for Alstom, allowing us to nearly double in
Urban rolling Mainline Components help us bring the right solutions to the market: mobility
Locomotives size, to benefit from strong technological and geographical
and very high-speed trains. stock rolling stock solutions that are reliable, safe, and sustainable. We are
complementarity, and to offer the broadest portfolio
Furthermore we offer locomotives, convinced that access to smarter, greener transportation
of innovative sustainable solutions to our customers.
a full range of components, can boost social equity and economic development and
we make it our mission to support the transition towards I took great pride in witnessing our collective ability to
services, infrastructure, signalling
sustainable transportation systems. achieve such a complex integration, in a time of pandemic,
and digital mobility solutions.
Integrated while continuing to deliver to our customers. We are now
Signalling Infrastructure Customised At Alstom, we are committed to maintain our focus on
urban systems services more than 74,000 people, united in the ambition to lead
innovations that transform mobility at large, by pioneering
the sustainable mobility transition and willing to tackle
smarter and greener mobility solutions.
the challenges ahead.
How can Alstom make a stronger positive
impact on mobility in the years to come?
Alstom in numbers Societies need to move decisively towards zero emission
transport for both passengers and freight. Alstom has been
Over Partnering over More than Sales (FY
150,000 300 74,000
putting environmental sustainability and social responsibility
2021/22):
15.5
at the top of its agenda for decades, focussing on developing
a wide range of green and innovative technologies to reduce
vehicles in commercial cities. employees emissions and pollution in catenary-free operations.
service worldwide. in 70 countries. bn euros.
2 3
A TRANSFORMATIVE MADE IN
VALUE CREATION ALSTOM
MODEL
VALUE CREATED
OUR RESOURCES FOR STAKEHOLDERS
aEBIT
FINANCIAL CAPITAL 17% 5% EMPLOYEES
· Total Recordable Injury Rate for
· €81bn backlog AMERICAS employees and contractors at 2.3
· Equity of €9bn
· 80% of employees are proud to work for Alstom(3)
62%
INDUSTRIAL CAPITAL EUROPE
· 250 sites in 70 countries CUSTOMERS
7%
· Industrial CAPEX: €303m
· Customer satisfaction at 8.1(4)
SALES
€15.5bn
· Energy consumption of solutions
INTELLECTUAL CAPITAL AMECA reduced by 22% vs 2014
· 9,400 patents RESPOND TO DESIGN
· 3.4% of sales dedicated to R&D 14% CLIENT NEED THE RAILWAY
SYSTEM
· 19,700 engineers
· 91.3% of trained people
ASIA/PACIFIC PASSENGERS
PURCHASE SUB-SYSTEMS · Nearly 90 million people daily
MANUFACTURE TRACTIONS
ASSEMBLAGE transported by Alstom trains
NATURAL CAPITAL SYSTEMS
DESAND BOGIES
TRAINS
· 42% of electricity
of renewable origin ENVIRONMENT
· 88% waste recovery
ACHAT DES SOUS-SYSTÈMES · 4.6 g CO2/pass.km
· 92% of products sold last year
ASSEMBLE · 51% eco-designed solutions
can be reused or recycled
FABRICATION
TRAINS DES SYSTÈMES
Signalling
15%
DE TRACTIONS ET LES BOGIES
HUMAN CAPITAL
SUPPLIERS
· 74,100 employees from
· 60% of Alstom products
166 nationalities
costs purchased
· Top Employer Europe, Asia Pacific Rolling stock Services
56 22%
· Founding member of “Railsponsible”
and North America
% INSTALL
INFRASTRUCTURE
BRAND CAPITAL AND SIGNALLING SOCIETY
· 1,000 customers among which 300 cities
Systems · 27% effective tax rate(5)
SOCIETAL CAPITAL
· ISO 37001(1) antibribery certification
7% · > 245,000 beneficiaries
from social programme
· 62% of total purchase volume covered
by screenings, online assessments MAINTAIN SHAREHOLDERS
and/or on-site audits(2)
GIVE THE KEY
TO OPERATORS · 35% pay-out ratio(6)
· €2.2m foundation budget
(3) Employee engagement survey 2021.
(4) Net Promoter Score.
(1) For countries and operational sites in all its regions. (5) Before PPA.
(2) As per level of risks. (6) Proposed at July 2022 Shareholders’ meeting.
4 5
Decarbonising transport
medical services, and cultural activities. by transport, focusing first on switch to as many connections within or between
lower emitting modes. major cities worldwide still cannot be
Deep decarbonisation is needed in all made with public transport. In addition,
sectors to reach the aims of the Paris The crucial importance of transport sector specific plans and funding are targeting
Agreement but has proven particularly emissions in achieving Paris Agreement the development of hydrogen production
difficult in transport until now. Transport targets is now well recognised by public capabilities and usage in Europe, France,
carbon emissions account for around authorities. Many countries have already Germany and Spain amongst other
27% of global emissions and have been scheduled a halt to sales of new cars countries.
increasing steadily. If current trends equipped with combustion engines
continue they could represent 40% of e.g. Norway (2025), Germany (2030), Biofuels continue to raise questions
total emissions by 20302. Decarbonisation Denmark (2030), France (2040), United around land usage, environmental
of transport requires strong emission Kingdom (2040) and Spain (2040). benefits and operational costs, and
reductions even as increasing global Cities and provinces are also taking should therefore be preferred for use
SOCIETIES ARE FACING
populations and urbanisation trends drive up the challenge and planning a ban for transport modes that have limited
up transport demand. Decarbonisation of diesel or fossil-fuel vehicles at local alternative decarbonisation pathways.
of freight, which represents around 40% level (e.g. Madrid, Paris, Amsterdam,
of transport emissions3, represents an Athens, Mexico, Munich, and regions like
additional challenge as the volume of California and Quebec). Decarbonising
UNPRECEDENTED
goods being transported continues to passenger traffic through electrical
rise rapidly. transport powered by renewable
Worldwide CO2 emissions by Sector
energy appears as the most logical
(2018)
The transport sector still relies heavily path. Hydrogen also offers a credible
SUSTAINABILITY
on fossil fuels as a primary source of long-term alternative for applications 6% 27%
Transport
energy, representing 97% of energy requiring high autonomy. Long-term
We must demand, and with little progress on this investments embedded in the recovery Industry
in recent years. Today most actors agree packages unveiled by governments in the
dramatically shift that the “Avoid Shift Improve” approach, EU, USA, India and Canada since 2020
Buildings
” CHALLENGES
39% 28%
transport from which defines the priorities for action, have demonstrated a willingness to focus Other
should be the way to decouple mobility on electrical and shared mobility as a
road to rail. needs from CO2 emissions generated priority. Investment needs to remain high
Source: IEA - 2019. Emissions from energy combustion
Electricity and Heat Reallocated
Ursula von der Leyen,
2021, European Time for change Rail is the answer
Commission President Our climate is warming. Greenhouse gas rise to 1.5 °C. To enable this, global
COP26 UN Climate Change emissions caused by human activity have emissions must peak as soon as possible, In contrast to other motorised modes of Alstom supports a strong push to shift strong contribution to decarbonisation
Conference in Glasgow, Nov 2021 already led to an increase in average before declining dramatically. Despite transport rail is inherently low emission. passenger and freight transport demand investment in rail brings many other
global temperatures by around 1.1°C1 widespread awareness and reinforced Rail makes up just 2% of total transport from higher emission modes to rail. This benefits. It supports equal access
over pre-industrial levels. This warming collective efforts, emissions reached their emissions. Yet it accounts for 8% of should be accomplished by increasing rail to transport, brings social progress
is leading to more extreme weather highest ever level in 2021 (+6% versus global passenger travel, and 7% of freight transport capacity through investment and economic development, and has
events, increased frequency of droughts, 2020). activity3. In France very high-speed rail in rolling stock and infrastructure, positive impacts on air quality and
floods, and bushfires amongst other can bring up to 60 times fewer carbon incentivised by regulation. As well as a public health.
catastrophic consequences. Under the At the same time persistent inequalities emissions per passenger kilometre than
Transport Average GHG emissions for powered transportation modes (gCO2/pkm)
Paris Agreement the global community continue and large sections of the global an equivalent flight.
27%
generates has coalesced around the ambitious goal population continue to have limited 19
of achieving carbon neutrality by 2050, access to mobility, impairing their ability Highly efficient electric rail vehicles are
Rail
in order to limit global temperature to access education, employment, already running with zero well-to-wheel
of CO2 emissions emissions when supplied with renewable 39
Potential Global Temperature Increases electricity. Emissions from diesel rail Thermal 2 & 3 wheels
from energy use
operations can already be avoided for
2.5-2.9°C Expected based on current policies & actions passenger transport using battery and 63
hydrogen solutions; these technologies Bus
2.4°C Likely to be reached based on current commitments
are also now being developed for freight 123
1.5°C Maximum increase targeted applications.
+1,000 km flights
1.1°C Temperature increase today
148
1 IPCC 6th Assessment Report - 2021 Thermal car
2 Source: International Transport Forum 2019. Source: www.iea.org/data-and-statistics/charts/well-to-wheel-wake-wing-ghg-intensity-of-motorised-passenger-
3 Source: IEA. transport-modes in 2021.
6 7
ALSTOM’S Our people and our communities
are our strength
MISSION: We understand the scale of the challenges we face,
but we are confident in our ability to succeed. This is
based on the immense talents and enthusiasm of our
74,100 employees, who all subscribe to our values of
Alstom is committed to contributing to the social and
economic development of our communities, in every
one of the 70 countries where we are present. We see
this as a vital part of being a good corporate citizen.
Support the transition to sustainable transport systems being Agile, Inclusive and Responsible. Our utmost
priority is keeping our people safe, while empowering
Our community actions are coordinated at a country
level, allowing us to be responsive to specific local
by delivering mobility solutions that are safe, environmentally them to contribute to our shared mission. We are
actively increasing and embracing our diversity, which
needs. Alstom also funds the Alstom Foundation, which
supports projects to boost socio-economic development
friendly, reliable and inclusive everywhere in the world we see as a source of strength, and taking more care
for the health and wellbeing of our employees.
and sustainability in disadvantaged communities
in countries where we operate.
Answering the call
in a responsible way Momentum to accelerate action on
At Alstom, we believe sustainable mobility is key sustainability is growing.The EU
to sustainable development, and that everyone Today, taxonomy for sustainable activities
should have access to mobility through public
transport. Our contribution is to deliver mobility
solutions that are safe, sustainable, attractive and
99%
of Alstom
(a classification system establishing
a list of environmentally
sustainable economic activities)
reliable everywhere in the world, because ultimately revenues are EU will significantly direct investments
this will increase social equity and inclusion. This taxonomy eligible. towards sustainable projects.
mission lies at the heart of our company strategy.
Alstom welcomes this, as well as
Alstom’s core business and solutions directly the public policies and legislation emerging around the world that help
contribute to sustainable development, which is unlock the investment required to make economic activity and mobility
reflected in one of the United Nation’s Sustainable more sustainable.
Development Goals: “Providing access to safe,
affordable, accessible and sustainable transport
systems for all, notably by expanding public transport
by 2030”. Transport’s essential contribution to We must also reinforce collaboration on decarbonisation
sustainable development is represented by its with our customers and our suppliers as we have a shared
ability to boost economic development, promote responsibility for all the emissions in our value chain.
employment and well-being, and reduce inequality
and exclusion. Alstom’s strong contribution to decarbonisation is also Our vision at the heart
Contribution
reflected at the European level. Some 99% of Alstom’s
activities are classified as eligible under the EU’s taxonomy
on sustainable activities.
of our corporate strategy
to net zero
Global trends will continue to spur growth in the rail industry. Our strategy Alstom in Motion 2025
Together for success - or AiM 2025 - positions us to capture this growth and extend our innovative leadership of the
mobility industry. This will be accelerated by the successful integration of Bombardier Transportation.
Decarbonising transport is also key to limiting the
effects of global warming. Alstom will make a strong At Alstom, we always act with the highest levels of integrity, It builds on well-established strategic pillars.
contribution to the decarbonisation of mobility, and and we have a strong ethics and compliance focus. This
our emission reduction targets are Science Based, in allows us to be a trusted partner for our customers, GROWTH INNOVATION EFFICIENCY
line with Paris Agreement trajectories. In the longer our suppliers and all our stakeholders. We work with by offering by pioneering smarter at scale,
term we have committed to net zero carbon in our our suppliers to help them improve their sustainability greater value and greener mobility powered by
value chain by 2050. Delivering on this promise will performance. to customers solutions for all digital
require us to continue to innovate to bring new and
improved energy efficient solutions to the market, as Alstom’s mission to improve access to sustainable and
well as to propose efficient alternatives to diesel in rail. equitable public transport is clear, and strongly underlined Everything we do is dedicated to making the world more sustainable. That’s why our AiM 2025 strategy
by our priorities. Following the successful integration of fully integrates our Corporate Social Responsibility commitments. The deployment of the strategy
Bombardier Transportation, we have the most global reach is driven by one Alstom team with one set of common values: Agile, Inclusive and Responsible.
and breadth of product range in our industry. We are united
in our purpose and together we will lead the way to greener
and smarter mobility.
8 9
A COMMITTED
ORGANISATION
Our 2025 Sustainability & CSR targets
All goals have been established considering risk and materiality assessments, dialogue with stakeholders, and recognised
CSR standards and frameworks.
ENABLING CARING
decarbonisation of mobility for our people
Our sustainability -25%1 100% 100%2 25% Total
recordable
Global
Top
28% Learning
culture:
targets fully
energy main solutions electricity recycled injury rate
Employer
women in
22 hours
2
consumption covered by from content in management,
in solutions. ecodesign renewable newly-developed at certification. engineering and per employee
integrated in our approach. sources. rolling stock. professional roles. per year.
strategic framework ACTING CREATING
as a responsible business partner a positive impact on society
At Alstom, our sustainability targets are fully integrated into our
Alstom in Motion 2025 strategy, underlining our determination
to make Corporate Social Responsability (CSR) achievements
100% 500 12 250,000
of suppliers monitored or assessed suppliers trained in countries beneficiaries per year from local
a central part of our company performance. Our strategy on CSR and E&C standards Sustainability & CSR. with CSR label. actions and Alstom Foundation.
has been designed based on the analysis of key challenges according to their level of risk.
and stakeholders’ expectations as collected during Alstom’s
Materiality assessment. From this basis, we developed our
Sustainability and CSR strategy and its deployment roadmap,
validated and monitored by the Board of Directors and the 2030 Carbon targets
Based on Science3
dedicated Sustainability & CSR Committee of the Alstom
Leadership Team. 40% 35%
reduction in direct and indirect (scope 1 & 2) CO2 emissions reduction in indirect emissions from use of sold products in
from Alstom sites vs. FY2021/22. gCO2/pass.km and gCO2/ton.km vs. FY2021/22.
A recognised and well-established Alstom is committed to achieving net zero carbon in value chain by 2050.
Sustainability & CSR performance
1 Compared to 2014. 2 At end 2025. 3 Targets to be submitted for Science-Based Target initiative validation.
Accolades
and awards
Driving change,
Alstom has developed a strong growth expense of responsibility. Alstom’s CSR
momentum in recent years. This is already performance is positively evaluated
being further boosted with the successful on a regular basis by numerous rating
integration of Bombardier Transportation.
Importantly, growth has not come at the
agencies.
locally
Here is a snapshot of some of Alstom’s CSR ratings.
Platinum Top 1% Regional implementation of our CSR
Ecovadis CSR rating (74/100) policy is undertaken by a local network
of Sustainability & CSR Champions.
Top 100 Each local Champion supports their
Managing Director to drive Alstom
DISCLOSURE INSIGHT ACTION
11th consecutive year, A-rating on Member of CAC40 ESG Most Sustainable Corporations
top 5% in industry climate change (with a score of 67/100) in the World (Corporate Knights) policies and processes locally; manage
local CSR initiatives; foster positive
relationships with local organisations
MSCI ISS-oekom Sustainalytics
ISO 26000 and communities; develop and maintain
label awarded for France, Italy, the Country Community Action Plan; and
AA rating Prime status Rank 4th UK, Australia, Spain and India
with B-rating as industry leader - contribute to report and communicate
score 19 (lower better) on CSR initiatives, good practices and
Alstom Foundation activities.
10 11
SUSTAINABLE FRANCE
Testing of the first hybrid electric-die-
MOBILITY
sel-battery trains for four French re-
gions Occitanie, Grand-Est, Nouvel-
le-Aquitaine and Centre-Val-de-Loire
has been concluded successfully. The
existing regional diesel fleet will be GERMANY
EVERYWHERE
refurbished to contribute to reduce The city of Stuttgart is making moves to
energy consumption and greenhouse scale up public transport capacity on its
gas emissions without the need to up- existing infrastructure. The first step will
date the current infrastructure. Start be to rejuvenate 215 S-Bahn and 118
of commercial operations is planned regional trains by retrofitting them with
A glimpse of where we are making a difference
in 2023. Alstom’s latest digital signalling technol-
ogy ETCS and Automatic Train Operation
in automation level 2 (GoA2). Passen-
gers will enjoy refurbished trains and
can look forward to reliable, punctual,
and more frequent rail service with fast-
er connections based on rail automation.
CANADA
In Montreal, we supply the Metropolitan
Express Network with a complete automatic
and driverless light metro system specifically
adapted to climate conditions and highly
accessible. It is ecodesigned and integrates
innovations for energy performance, such
as LED lighting, predictive maintenance, air
conditioning regulation, etc. The project is
expected to save 500k to 1 million tons of INDIA
CO2 over 25 years.
Alstom will supply and maintain 30 trains for
India’s first regional rapid transit system, linking
Meerut to Delhi, plus 10 trains for local transit in
Meerut. The trains will be manufactured locally
at Alstom’s Savli and Maneja factories in Guja-
rat. The trains will be the fastest in operation in
India, with a design speed of 180 km/h. Smart
ergonomics, high safety standards, low life cycle
costs and high recycleability make these trains
an attractive and sustainable choice to promote
public transport and significantly reduce traffic
congestion and air pollution.
PANAMA
We have implemented Mastria, the world’s
first multimodal supervision and mobility
orchestration solution in Panama City.
The platform uses AI to provide operators
and transport authorities with enhanced UNITED KINGDOM
passenger flow management tools. It also The UK’s iconic Pendolino™ train fleet operated
allows them to efficiently adapt their offer in by Avanti West Coast is to undergo the coun- SOUTH AFRICA
real time, such as to impose social distancing try’s biggest ever train refurbishment, which
requirements to maintain high standard Alstom’s Gibela JV builds passenger trains for the na-
will create scores of high-skilled engineering tional railway agency. The 78-hectare Gibela Dunno-
sanitary conditions. jobs and secure hundreds more roles through- ttar plant is a world-class hub for train manufactur-
out the network. The overhaul will focus on ing excellence in the African continent and was built
onboard facilities, with passengers benefitting with an investment of more than €50 million. With
from more comfortable seating, better lighting, a high local content contractual commitment, Gibela
new interiors, and more. Performance will also is strongly engaged in developing local supply chains
be improved through new maintenance pro- and sourcing components from local companies.
grammes, ensuring the fleet can continue to 79 South African suppliers provide critical parts for
serve communities for years to come. the trains, such as cables, subsystems and interiors.
12 13
PRIORITIES OUR CSR PRIORITIES OUR CSR PR
Enabling
decarbonisation
of mobility Creating
We embed responsible innovation at the a positive impact
very core of our R&D strategy to create and
develop an extensive range of low carbon/
high-performance mobility solutions.
on society
We are committed to accelerating local
development, wherever we operate, and
P16-21 to supporting inspiring and transformative
community projects.
P26-29
Caring for
our people Acting as
Our responsibility journey is a
collective one. That is why we
make sure all our teams are on
a responsible
board and that Alstom is a safe,
inclusive, and great workplace. business partner
We always act with integrity and purpose,
building strong partnerships to thrive
P22-25 as a trusted and responsible leader.
P30-31
14 15
Destination? Net zero.
Rail’s low emissions already make it the most environmentally friendly
powered transport mode. An increasing number of our customers are powering
our electric rail vehicles with renewable electricity, for full zero-emission
transport. To achieve net zero carbon through our value chain by 2050 we will
continue greening our operations, and work together more intensively with our
customers and suppliers.
We have defined our Climate
Strategy aiming for net zero Net zero carbon roadmap
carbon across our whole
ENABLING
value chain by 2050.
Alstom carbon Contribution Reduction of CO2 emissions in our value chain Carbon
footprint (FY 2021/22) to net zero removal
DECARBONISATION
Scope 1 & 2 mobility Scope 1 & 2 Scope 3 Scope 3
Direct and indirect Energy and Fuel Supply Chain Sold Products
Quantify Balance
emissions and increase the remaining
2025 Operational targets on Energy
230 ktCO2 avoided CO2 CO2 emissions
OF MOBILITY
emissions 2030 CO2 reduction targets by sequestration
To offer the French Scope 3 through our projects
Use of Sold Products solutions
Regions other alternatives 32,000 ktCO2
Reduce absolute
emissions by 40%
Target to be
disclosed in
Reduce emissions
intensity by 35%
to diesel by 2024-2025, Scope 3
vs FY2021/22 FY2022/23 vs FY2021/22
At Alstom, we believe that net zero mobility is not only possible, (rolling stock)
we are working on Business travels
but genuinely vital to the success of the Paris Agreement. We 6 ktCO2
different solutions, such embrace this challenge as we mobilise our know-how to provide Raise awareness among Alstom employees
as hybrid, hydrogen and the most attractive, inclusive and advanced rail solutions: the
Scope 3
Logistics
battery-powered trains, lowest emission mass transport mode for passengers and 33 ktCO2 The 2030 reduction targets will be submitted to SBT initiative for validation in the course of 2022
as well as the partial freight. Achieving carbon neutral transport by 2050 requires a
decisive modal shift towards rail, and we welcome the policies
electrification of lines.
Carole Desnost
” and investments that will unlock this shift. At the same time, we
continue to improve our own operations to substantially reduce our CONTRIBUTING TO LOW CARBON At the same time Alstom is deploying a on direct train-to-train communication,
SNCF Group Director direct carbon footprint. MOBILITY THROUGH GAME- complete signalling system for Line 18 brings the intelligence of the system on-
of Technology, Innovation CHANGING DIGITAL TECHNOLOGIES of the Île-de-France network in Paris. board the trains and allows an increase
and Projects. Urbalis Fluence TM* automatic train of 30% in capacity while decreasing
Alstom primar y contributes to control, an innovative solution based energy consumption.
development of net zero mobility
Our 2025 targets
by delivering efficient rail systems
enabling low carbon transport. Digital
technologies can bring large carbon
benefits. For example, SNCF Réseau
has chosen Alstom’s digital signalling
technology AtlasTM for the Paris-Lyon
high-speed line, the busiest route in
25% 100% 25% 100%
Europe. Thanks to the new ERTMS
1 system, Alstom allows an increase in
the capacity of the line from 13 to 16
energy reduction of newly developed recycled content in newly- electricity supply trains during peak hours, allowing more
in solutions. solutions ecodesigned. developed rolling stock. from renewables. sustainable mobility capacity on the
existing infrastructure.
Alstom committed to science-based targets within the frame of the Paris Agreement.
*World-first implementation for Métropole Européenne
de Lille
1: At end 2025
16 17
Innovation for energy efficiency Ecodesign for
The largest part of our carbon footprint comes from the energy use of our solutions circular solutions
during operation. Our teams therefore strive to increase energy efficiency by deploying
Incorporating ecodesign into our product development process is key to reducing
the most advanced technologies, materials and designs in our electric trains, and
the environmental impacts of our products and solutions. We take a design, lifecycle and
by offering green traction options to replace diesel trains, taking us closer to carbon impacts approach to reduce environmental impacts right throughout the product lifecycle.
neutrality and reducing operating costs for our customers. This is an important part of our shift towards a circular economy.
METROPOLISTM, SETTING ECODESIGN We adopt a systematic
AS A GOLD STANDARD ecodesign process,
100+
fostered by network of
With its extensive track record,
HOW DO WE MAKE IT HAPPEN? WHERE WE STAND TODAY low lifecycle costs and keen focus
on passenger experience, Alstom’s
22% Metropolis metros set the standard in ecodesign experts.
Monitoring Continuously Freight solutions:
reliable and attractive metro service.
emissions amount
energy efficiency of our innovating Fully automated or manually operated, The recently developed
9.2
solutions through a unique energy reduction to an average of low-impact material
for enhanced performance, Metropolis stands for energy-efficient,
KPI (based on standardised establishing energy in our solutions quiet and safe operations. Also, by from Voyages SNCF and Alstom, brought catalogue is a key tool
sets of operating conditions). efficiency as one of our top since 2014. gCO2/ton.km. choosing low impact materials whenever together on a common platform during the to improve performance.
six R&D priorities. possible (sustainable wood flooring, definition and co-specification phases of the
Passenger transport solutions: organic grease, etc.) Alstom strives to project: a first in Europe. Thanks to a more
Adopting
4.6
Integrating emissions amount to an average of pave the way towards a more circular compact architecture, the TGV M power car
a systematic design, lifecycle and approach to production and operation. brings the added value of lower acquisition
51%
energy efficiency as
impacts approach to drive the a key priority in our gCO2/passenger-km. and maintenance costs while offering 20%
reduction of energy demand. ecodesign process. LAUNCHING THE TGV M POWER CAR more capacity. The return of energy to the
This confirms that Alstom’s solutions rank catenary during braking, eco-driving and of newly developed
solutions with
amongst the most efficient in the transport This ecodesigned TGV very high-speed the increasingly aerodynamic shape of ecodesign in
sector for low carbon mobility. train (scheduled to enter service in 2024) the nose enables overall energy savings of 2021/22.
benefits from the combined know-how approximately 20%.
ENERGY EFFICIENCY IMPROVE- motor, high performance regenerative it captures more than 99% of the
MENTS AND ADVANCED FEATURES electrical braking, and energy saving recoverable energy in braking mode and
modes in stabling. Those trains are re-injects it into the network or back
Thanks to its permanent focus on inno- also offering reduced noise in operation to the power grid, delivering up to 40%
vation, Alstom is pursuing its objectives and an ecodesign approach using more savings on energy consumption, with
to enhance efficiency through improved environmentally friendly materials (such corresponding reduction in operating
traction systems, weight reduction, im- as recycled materials) and high rate of costs. Additionally, Hesop facilitates
Alstom’s ecodesign approach is based on lifecycle thinking, consideration
proved aerodynamics and heating/air recyclability. heat dispersion, reducing the ventilation of customer and stakeholder expectations, and continuous improvement.
conditioning systems, ecodriving, braking requirements of underground operations.
energy recovery and storage, and optimi- HESOPTM: SAVING ENERGY, To date, 123 Hesop converters have
Our 5 priorities Product lifecycle based on regional train
sation at system level. GENERATING VALUE been ordered or delivered for metro and Energy
tramway projects worldwide. Reduction Coradia Polyvalent operating in France
efficiency
TRAINS OF THE FUTURE Our expertise in energy efficiency has of noise and
led us to create Hesop: an advanced vibrations 36% 4%
123
Danish State Railways (DSB) has chosen reversible power substation. Incredibly, Raw materials Manufacture
Alstom to deliver a new state-of-the-art
train fleet to provide regional and fast Easy end-of-life < 1% < 1%
rail services. With their top speed of 200
km/h, the Coradia StreamTM range of
HesopTM converters
ordered management and End-of-life LCA* Delivery
circular economy results
trains have been specially adapted to
local needs and will ensure swift and
comfortable mobility across Denmark. Reduction of 5% 54%
air emissions Maintenance Use
The trains have been designed for energy Use of greener, recyclable
efficiency with specific features such as and natural materials
enhanced aerodynamics, ventilation
system adjusted to occupancy, efficient
traction chain with self ventilated traction * Lifecycle analysis
18 19Goodbye diesel, Towards net zero operations
time for greener rail Alstom has been acting to reduce the environmental footprint of our
operations, with significant progress achieved. We aim to progressively
Today, approximately 25% of rail operations remain dependent on diesel, with the reach net zero operations and have committed to sourcing 100%
proportion higher for freight transport in many countries. In Europe 46% of rail lines renewable electricity supply across our facilities by 2025.
remain unelectrified and 6,000 diesel trains are set to be replaced or refurbished by
2035. Alstom has a portfolio of solutions that provide an alternative to diesel and will
accompany its customers in the shift away from diesel in rail.
HOW DO WE MAKE WHERE WE STAND TODAY
IT HAPPEN?
THE FIRST HYDROGEN PASSENGER DESTINATION? GREEN TRACTION THE FUTURE IS ALSO BATTERY-
TRAIN, ALREADY A REALITY WITH HELION ELECTRIC
Rolling CO2 emissions Scope 1 and 2 in detail
At Alstom, we believe that hydrogen trains Alstom is determined to accelerate the Irish Rail has selected Alstom to deliver out energy efficiency
are a vital technology to enable zero- shift towards emission-free mobility. 13 battery-electric trains as part of a programmes in all our
geographies. At the end of 2021, Scope
1 - Use of natural
emission mobility. Our Coradia iLint™ train That’s why we acquired Helion Hydrogen considerable framework agreement gas and other fuels
has proven the viability of hydrogen rail, Power, a manufacturer of hydrogen for the Dublin Area Rapid Transport Alstom was supplied
Generating
42%
providing a whisper-smooth emission- fuel cells and fully integrated hydrogen network. Due to enter service in 2025, with 43%
Scope
1 - Company cars
53% (using gasoline or diesel)
free ride with a range of up to 1,000 systems for transport and energy these solutions are capable of journeys renewable energy
kilometres. The successful deployment applications. We are convinced that up to 80 kilometres outside the electrified on our sites. Scope 1 - HFC fugitive
emissions
of the Coradia iLint in Germany has led hydrogen has a key role to play in the network under battery power. With of green electricity*.
to multiple orders and the development green transition, not just in mobility but fast-charging stations and regenerative Switching 3% Scope 2 - Use of electricity,
to renewable electricity (through steam & heat (- market
of a broader range of hydrogen trains. also in industrial applications. Helion braking, it is a giant step for making rail based)
Alstom has taken orders for a total of 59 will help us play a strong role in this even more sustainable, while enhancing certificate and power purchase 1%
hydrogen trains, including the delivery of transition. the passenger experience in the Dublin agreements.).
Coradia Stream hydrogen trains to Italy. area and beyond. Alstom has also sold its *42% of electricity from renewable origin
battery-electric trains to the German and
Australian markets.
ALL-IN ON RENEWABLE ENERGY
Initiatives to install solar PV panels are
Green traction implementation: Alstom is involved UPGRADING EXISTING TRAINS rapidly multiplying across our facilities
in numerous concrete projects throughout Europe TO BATTERY POWER worldwide. Green electricity purchases
are also on the rise (green certificates
The French government and SNCF or green power purchase agreements
have set the target of phasing (PPA)). All our regions have established a
out diesel trains by 2035. To help trajectory to reach 100% green electricity
France meet this target, we are by 2025.
1st Test now leveraging our services and
Hydrogen train
programme retrofit skills to convert five AGC
Eversholt Rail Trial operations diesel-electric bimode trains to zero-
emission battery-electric propulsion. OUR GOAL A GAME-CHANGING ENERGY
With 50% of the French diesel rail Reach 100% green INFRASTRUCTURE
fleet consisting of AGC trains built electricity by 2025
1st Test at Alstom’s site in Crespin, this Alstom’s site in Villeneuve (Switzerland)
1st Passenger sustainable retractioning approach has consistently invested in environmental
Service in 2018 could have a major impact on initiatives since 2018, including reducing
removing diesel from the French rail water consumption and installing LED
Trial operations network. It also provides a unique lighting. This year, this pioneering site
1st order opportunity to capitalise on existing has installed approximately 3900 sqm
assets and avoid unnecessary renewal of solar panels on its Gotthard test hall,
of installed rolling stock fleets. enabling the production of around 770
1st order MWh of electricity per year, half of which
it consumes while feeding the rest into the
local grid. An extra 1300 sqm is currently
being developed for a similar purpose.
20 21Health & safety,
unconditionally
Implementing strong and consistent Health & Safety standards everywhere
in the world - for employees and contractors - is evidence of Alstom’s
determination to protect our people and ensure safe workplaces.
HOW DO WE MAKE IT HAPPEN? WHERE WE STAND TODAY
Integrated Implementing We have divided Total Recordable
2.3
Health & Safety our Life Saving Rules the Injury Frequency Injury Rate at
2
management to create a safer Rate by more than
in line with working environment. in
ISO 45001 and key 8 years. (scope: employees
CARING FOR
performance indicators and contractors).
tracking in all our facilities.
Deploying Proportion of Alstom
OUR PEOPLE
safety training modules
employees trained with e-learning
to foster in-house Conducting
76.1%
Our company is fully module on High Risk Activities (in %)
EHS culture. regular risk
commited to ensuring that assessments and
Rolling out developing action
Alstom figures among the best our Health and plans to mitigate any
places to work in the world. Wellbeing Programme. identified risks.
We are building an agile, inclusive, Our people are our greatest resource. We make sure to
and responsible culture, engaging provide them with the best working environment and
with our people and ensuring employee experience. At Alstom, we deploy ambitious
they are given opportunities to programmes to help our company attract, engage, HEALTH & SAFETY IN ACTION,
protect and retain the right people. WITH OUR LIFE-SAVING RULES
”
grow and develop their talents.
It is a cornerstone of our collective success. Thanks to the analysis of main safety
Anne-Sophie
risks, we have identified the high-risk
Chauveau-Galas OUR GOAL activities related to the broad spectrum
Chief Human Resources
Reduce severe of works that we perform. These activities
Officer accidents to zero are defined in our Alstom Zero Deviation
Plan. Last year, 77 EHS audits were
performed. Our goal? To reinforce our
Our 2025 targets
control of high-risk activities, including
working at height, works involving risk
of interference from moving vehicles, etc
and reduce serious accidents to zero.
Alstom has launched an awareness
campaign around its Life-Saving Rules.
Total recordable
injury rate at 28% Global Top
Employer
22
Learning culture
These rules are all about making sure
everyone knows and understands their
2
role in keeping themselves, their teams,
women in management, certification. hours colleagues and contractors safe in high-
engineering & training/employee. risk activities. An EHS world cup was
professional role (MEP). launched in 2022 to recognise and award
good practices across the world.
22 23Diversity & inclusion, Developing and engaging with our employees,
source of strength and resilience making Alstom an employer of choice
Across all our businesses and product lines, we create an inclusive culture in which diversity is Meeting the mobility challenges of tomorrow is only possible with
recognised and valued. By bringing together people from diverse backgrounds and giving everyone the support of our talents around the world. That is why we strive to create
the opportunity to contribute their know-how, strengths and experiences, we create shared value for engaging work environments and encourage inspiring career paths.
Alstom and our stakeholders while reflecting the diversity of our customers.
80%
of employees
feel proud of working
WHERE WE STAND
HOW DO WE MAKE IT HAPPEN? WHERE WE STAND TODAY for Alstom
TODAY
35,000
More than
45%
Through reinforced Preventing
governance supported by potential discrimination
the Diversity & Inclusion and harassment
of the Alstom Board new colleagues on-boarded since
committee. behaviours.
February 2021.
18
members are women.
Making Supporting IT ONLY MATTERS IF OUR PEOPLE ARE ON BOARD
our Diversity Charter a gender balance, disability
23.2%
As of March 2022
gold standard, across our inclusion, LGBT+@work We have relaunched our global engagement survey. The latest study (conducted average training hours per employee.
14
geographies. and multiple cultures. between October and November 2021) recorded a very encouraging 68% participation
rate. A total of 46,371 permanent employees worldwide (in 65 countries) shared
Encouraging women in managers their feedback. 80% expressed pride at working for Alstom and with an overall Global
female hiring and managing female attrition (through & professional roles. Engagement Index score of 67%, one point above the external benchmark, the survey countries certified Top Employers.
active recruiment policies and targeted talent result provides an excellent platform for further progress.
development programmes, coaching and mentorships).
ALSTOM SPAIN AN EARLY MOVER
TAKING PRACTICAL ACTION FOR EQUITY OUR GOAL
Obtain Global Top Alstom is certified as a Top Employer in the regions
In 2021/22, Alstom carried out a comprehensive Employer certification Europe, Asia Pacific and North America, with
analysis of our compensation practices to identify by 2025 certifications in a total of 14 countries worldwide.
OUR GOAL potential pay gaps between our female and male First among them, Spain, where Alstom was awarded the certification
Reach 28 % employees during the Performance Management
Cycle. Currently, for all Managers, Engineers and
back in 2019. The Top Employers Institute, which conducts the in-
depth evaluation, measures close to 600 HR practices, including
of women amongst
managers, engineers Professionals, the actual gap between male salaries learning and talent development. Today, our goal is to obtain Top
and professionals and female salaries is measured at 5.3% as of Employer certification for all Alstom regions by 2025. We are heading
31 March 2022. Any identified specific and urgent in the right direction!
cases are corrected as priorities. General guidelines
have also been developed so that managers and
HR can address the topic. This exercise will be
repeated yearly.
A WORKPLACE FOR ALL
HOW DO WE MAKE IT HAPPEN?
Within Alstom many initiatives at country level have been established
to promote gender diversity. This includes “Alstom Women of
Deploying Encouraging Maintaining
Excellence”networks, which comprise hundreds of members in countries employability through free
career management internal mobility with the
such as the United States, India, Germany, France and the UK. We access to Digital Learning
through annual introduction of MyGalaxy
also work through external partnerships, like Valore D in Italy and content in the “I-Learn” portal.
performance targets and to allow employees to map
Elles Bougent in France. Many of Alstom’s employees are involved
in programmes to promote STEM (Science, Technology, Engineering,
assessments, people their skills versus positions On-boarding
reviews, skills assessment and build their future career our new employees through the
Mathematics) studies for girls and woman and many countries organise
and development plans. steps as well as their global Discovery Challenge digital platform
employee visits to schools and welcome young female students for
journey at Alstom. (more than 1M connections).
training periods (as in Australia’s Lucy Mentoring Program).
24 25Contributing to projects that
change people’s lives
All our projects share the ambition of making transport more inclusive and supporting
local development, by providing better access to work, education, medical services
and culture. At Alstom, we seek to serve communities and people by connecting them.
CONNECTING CARIOCAS
Historically engaged in developing the Brazilian
mobility landscape, Alstom participated in the
CREATING A POSITIVE
modernisation of the Porto Maravilha region.
This included a new three line tramway with a
total length of 28 km, with this network providing
the local population with a smooth, efficient and
IMPACT ON SOCIETY
economical means of transportation, opening the
port region to the rest of the city.
Upon completing five years in operation, Rio
de Janeiro’s tramway numbers are impressive,
underlining our positive socioeconomic impact
in the area. Between 2016 and 2021, we have
Alstom has partnered with We are committed to At Alstom, we believe that transported more than 73 million people, who have
India in the modernisation deploy Corporate Social responsible leadership can enjoyed shorter and more comfortable journeys.
The tramway project has been the centerpiece of
and development of its Responsibility in our local only be built on strong a major renovation programme of the city centre,
transportation industry, territories to create shared relationships with local which involved creating pedestrian areas and
making it safer and more value for all our stakeholders. communities and contribution completely redesigning the urban landscape for the
sustainable. And going We encourage our teams in to local initiatives over great benefit of inhabitants.
forward, we aspire to continue Regions, countries, sites to the long-term. We are
to positively influence the take local and concrete actions committed to supporting
Indian market with our and support deployment local development wherever
products and operations.
” of robust processes through we operate and acting as BUILDING A MORE ACCESSIBLE
”
a country CSR label. a trusted and valued local AND UNIVERSAL MOBILITY
partner as well as a good
Alstom and Fundación ONCE have
Ling Fang, Cécile Texier, corporate citizen. renewed the collaboration framework
President of Alstom VP Sustainability agreement launched in 2019 to promote
Asia Pacific Region & CSR the social inclusion of people with
disabilities in rail mobility. Both entities
have collaborated to develop more
accessible and inclusive projects during
Our 2025 targets the last couple of years, including the new
Barcelona Metro and the future high-
capacity commuter trains for Renfe. In
250,000
addition, Fundación ONCE has become
12
a strategic advisor to Alstom worldwide.
countries to implement AFNOR beneficiaries from local actions
Committed to CSR Label. and Alstom Foundation.
26 13 27Supporting local development, Making a difference where
wherever we operate it matters, together
In all the territories where we are present, we recognise the importance Through the Alstom Foundation and local community actions driven
of understanding and engaging with local communities, supporting their sustainable by employees, Alstom demonstrates its commitment to being a good
development and acting as a committed local citizen. We demonstrate our long-term corporate citizen and giving back to society.
commitment by nurturing virtuous partnerships and supporting local
community actions.
HOW DO WE MAKE IT
HAPPEN?
HOW DO WE MAKE IT HAPPEN? WHERE WE STAND TODAY Deploying
1,200
Country Community Action Plans
Present in
70
in all countries where we have
Reinforcing more than 200 employees.
deployment of localisation
plans in the context
Deploying suppliers’ employees
of major projects.
impact reports to
countries. trained on Alstom quality Making
assess our positive a difference with the Alstom
fundamentals.
contribution Foundation through projects
Working
X5
(social, economic, More than promoted by Alstom employees
74,000
closely with local suppliers environmental, etc). © Recicla - Association Nuevos Caminos in territories where we operate.
(SMEs, start-ups...)
Alstom Foundation’s Recicla+ project.
and contributing
to ecosystems growth.
more indirect jobs Teaming up
employees. for each direct Alstom ACTING AS A LOCAL FORCE FOR GOOD with local and international
employee. partners to bring a positive
At Alstom, we act as a positive corporate citizen by fostering cooperation with local impact to local communities.
communities and investing in initiatives that support social, environmental and economic
ENTERING A NEW CHAPTER OF RAIL SHARING VALUE(S) development. We are proud to see our employees come together in inspiring fund-raising Promoting
MOBILITY IN THE US IN SOUTH AFRICA events and donation campaigns. By teaming up with local NGOs and charities, our volunteering
teams in Italy, North America, Australia or Poland (among others!) truly embody what
In the United States, Alstom is building In South Africa, Alstom’s Gibela Joint our vision of local contribution is all about. Thanks to everyone involved.
the next generation of high-speed Venture is delivering 600 new passenger
trainsets for national operator Amtrak. trains to the Passenger Rail Agency of
The first two trains have already been South Africa. Gibela is strongly invested
manufactured in New York State and in developing local supply chains to allow
are undergoing testing before they enter sourcing of components and services THE DISCOVERY CHALLENGE
service later in 2022. The supply chain for from local companies. The company WHERE WE STAND TODAY CAMPAIGN
the project is distributed widely across the currently works with 79 South African
44 8,000 245,000
country, with parts being manufactured suppliers with technology transfer at the Alstom University is Alstom’s award
Around More than
FORWARD INDIA! by 250 different suppliers in 17 states. heart of the programme. This increase in winning online learning repository.
The project supports more than 1,300 local skills and capabilities should provide In 2021 the Discovery Challenge
India has made great progress in new jobs in nearly 90 communities a strong base for ongoing sustainable countries have campaign allowed Alstom employees
making its transport infrastructure more countrywide, with a focus on high value growth. deployed a Country to direct points to various NGOs as
employees people benefited from Alstom
sustainable and Alstom is very proud to engineering and manufacturing jobs. Community they completed learning programmes.
involved in volunteering and Foundation community
have been a partner in this transformation. Action Plan. This saw 47,000 participants complete
Supported Employment and Household Consumption in India activities. actions in 2021/22.
By developing next generation metro trains 432,000 learning hours and €46,000
and efficient electric locomotives, we offer donated to 8 NGOs.
2.2 275
solutions that emit up to ten times fewer
CO2 emissions than competing modes Alstom Foundation: In China for instance, WorldVision
of transport. In September 2021 Alstom was given €8000 to strengthen
India was our first country to estimate Foundation projects protection skill’s of local NGOs and
its socio-economic impact according to a to date, including support various quality local activities
global methodology developed with Ernst million euros budget targeted to the most vulnerable
each year. the 38 projects
& Young. children and families.
selected in 2021/22.
28 29A value chain built
on shared values
Building a fairer, safer and greener supply chain is vital to improving environmental
and societal outcomes. That is why we are fully committed to reducing environmental,
social and ethical risks throughout our supply chain.
HOW DO WE MAKE IT HAPPEN? WHERE WE STAND TODAY
96% 62%
ESD Charter* Fostering a
signature as a mandatory collaborative approach
pre-requisite for entrance for all our operational
ACTING
to Alstom’s panel partnerships. of the spend volume covered of spend
by ESD Charter* signature volume assessed
with key suppliers. on CSR stakes.
Assessing CSR criteria
and auditing our suppliers’ integrated in each
100
AS A RESPONSIBLE
CSR performance to rely supplier business
on a sustainable & strong award and futher
supply chain. strenghten in coming suppliers enrolled in Alstom Sustainable
selection processes. Procurement training programmes.
PARTNER
The Schaeffler Group is a key supplier of components to the railway * Ethics & Sustainable Development Charter
industry, and has been a reliable partner of Alstom for several
decades. The Group has been recognised with the Railsponsible
Supplier Award 2021, Sustainability and Climate Change. PREMIUM PARTNERSHIP PROGRAMME
As sustainability plays a crucial role in Alstom’s relationships with all our stakeholders Our Alstom Alliance™ programme is designed and driven to
the Schaeffler Group’s corporate strategy, are guided by our fundamental principles of develop a collaborative approach with our strategic suppliers and
contractors in 4 main areas: Business Development, Operational
decarbonisation has become a key priority with integrity and transparency. And by working Excellence, Product & Process Innovation and After Sales Market.
”
the aim to achieve carbon neutrality by 2040. collaboratively with our suppliers we ensure 24 suppliers have already joined the programme and committed
they share our commitments and are to reaching ambitious objectives. Annual evaluations highlight
Klaus Rosenfeld valuable achievements and next steps to help Alstom elaborate
empowered to develop their sustainability
24
Chief Executive Officer each axis of its business plan. Amongst other priorities, we are
of Schaeffler AG practices. In this way we foster partnerships using this programme as a catalyst to deploy our Sustainability
that help deliver sustainable mobility. and Climate targets with our strategic partners.
suppliers in
the Alliance
programme
Achieving common sustainability goals requires
smart & innovative ideas and intensive dialogue
between both teams.
SUSTAINABLE PROCUREMENT THE LICENSE TO OPERATE
ACROSS OUR INDUSTRY
Our 2025 targets Alstom strongly supports sectoral initiatives destined to
accelerate positive transformations in rail industry supply chains.
100% 500
Most prominent among them, Railsponsible aims to drive
sustainability in the railway supply chain through a common
ISO 37001 Reaching a net promoter
score of
approach, field collaboration and the sharing of best practices
and processes, with members including SNCF, Nederlandse
8.3
of suppliers monitored or assessed suppliers trained certification in all Spoorwegen, Deutsche Bahn and Knorr-Bremse. This initiative
on CSR and E&C standards on sustainability regions. counts now 15 members.
according to their level of risk. and CSR.
30 31You can also read
