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Shaping the Futureof Mobility
Bombardier TransportationSustainability Report 2010
Sustainability Report 2010 | Executive Message | Content
Executive Message
Dear Reader
As a global leader in rail, our stakeholders expect morefrom us than just the timely delivery of great products. Theyexpect our innovation to help reduce their carbon footprintand operating costs while improving their performance.They also look to us to lead by example in sustainablebehaviour.
Our operationsAs you will read in this report, our efforts and achievementsare trending in the right direction. Despite a significantincrease in business volume, we reduced our use ofenergy, water, and emitted less greenhouse gases andproduced less waste. We set a new target of achieving acarbon-neutral manufacturing footprint by 2020. We alsopursued green electricity and renewable sources of heatingenergy. Addressing the emissions caused by our travel andcompany cars gave birth to a new green car policy andgreen train travel policy.
Our peopleOur teams around the world are embracing the spirit ofsustainability through their constant drive to optimize ourproducts’ environmental performance, minimize ouroperations’ environmental footprint, strive for zero work-related incidents, extend these standards to our globalsupply chain and give their time to community projects.Safeguarding our employees’ well-being and investing intheir development are aspects of this spirit.
Our community involvementAlong with our successful business operations in India,China and South Africa comes the responsibility to make apositive societal contribution. That is why in India ouremployees are enhancing their communities’ prosperity andsustainability by harvesting rainwater, planting trees andfostering local entrepreneurship. In South Africa’s Gauteng
Province, our STARS program provides engineering andtechnical education to help build and sustain a trainedprofessional workforce in transportation-related fields. Andin China, we supported disaster recovery efforts in theaftermath of the devastating earthquake in Sichuan province.
Our newest eco-conscious productIn September 2010, we launched what is arguably themost exciting example of how our approach contributesto sustainability: the BOMBARDIER* ZEFIRO* 380 very highspeed train. This newest member of our ZEFIRO familyof high speed trains will set new standards in all-roundenvironmental and operating performance, passengercomfort and sustainable mobility. It is just one of thereasons we continue to say “The Climate is Right for Trains.”
André NavarriPresident and Chief Operating OfficerBombardier Transportation
About this Report 2
Company Profile 3
Sustainable Products 6
Operating Sustainably 16
Talented Employees 20
Engaged Suppliers 26
Responsible Citizen 30
GRI Index 33
Content
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2 Sustainability Report 2010 | About this Report
About this Report
We are pleased to issue our fourth Sustainability Report.It provides a transparent account of our sustainabilitymanagement, operational goals, and discusses overallperformance, challenges, and achievements. This reportrefers to the Corporate Social Responsibility Report ofBombardier Inc. published in November 2010 for details ofour approach and governance. 1 Regular sustainabilityreporting is understood to be part of our commitment asa signatory to the International Association of PublicTransport (UITP) Charter on Sustainable Development. 2
The data that appears in this report generally reflects thetime period between January 1, 2009 and December 31,2010. Bombardier Transportation used the GlobalReporting Initiative Sustainability Reporting Guidelines(GRI G3) in preparing this report. The GRI Index andApplication Level can be found on page 33. All amountsare in US dollars unless otherwise indicated. Values for2010 are preliminary due to the early issue date of thereport and are subject to validation.
Report BoundariesThis report primarily covers 44 large production and largeservice locations that have 150 or more employees and areowned or leased by Bombardier Transportation. Oursmaller sites, most of which are part of our Services andSystems Divisions, are predominately located on customerpremises. These sites are included in the BombardierTransportation health and safety management system, but follow customer-specified environmental procedures.We also own several office locations that do not engagein manufacturing activities and exceed 150 employees inonly a few cases. We report on health and safety statisticsfrom both our smaller sites and our office locations. For environmental data reporting, only the larger officelocations are included.
1 www.csr.bombardier.com 2 www.uitp.org
Bombardier Transportation offers products andinnovative solutions that set new standards inprofitable and sustainable mobility for customers.With a presence in over 60 countries, its installedbase exceeds 100,000 vehicles worldwide.
Bombardier is headquartered in Montréal, Canada andoperates in two product segments. Bombardier Aerospaceproduces regional and business aircraft, and BombardierTransportation provides rail transportation systems andsolutions.
About Bombardier Transportation
We are the global leader in the rail technology. The followingdescribes our business as at January 31, 2011:• Headquarters: Berlin, Germany• Employees: 34,900 • Facilities: 58 production and engineering sites;
40 services centres at customer premises worldwide• Revenues: $9.1 billion• Customers: Public and private railway operators including
national railways and municipal transit authorities
Company ProfileOur Approach to Sustainability
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4 Sustainability Report 2010 | Company Profile
ProductsBombardier Transportation offers the full range of railwaysolutions from complete trains to subsystems, maintenanceservices, complete rail transit systems and signaling.
We also provide fleet services, including full train andfleet maintenance; materials and logistics programs;refurbishment, re-engineering and overhauling of vehiclesand components; and predictive asset managementand maintenance. Rolling stock represents the core ofBombardier Transportation’s business and accounts for68 percent of the organization’s revenues.
Our Approach to Sustainability
Sustainability is an integral part of Bombardier Inc.’s business strategy Our Way Forward and reflected inour mission to develop solutions for sustainable mobility. Bombardier Inc. is a member of the United NationsGlobal Compact 1 and recognised by the Dow JonesSustainability Index. 2 Bombardier strived for buildinga sustainable future by addressing our key challenges inthe years to come.
Sustainable Mobility: Challenge and OpportunityAround the globe, we are faced with significant challengesincluding global warming, resource scarcity, and high energycosts. Cities continue to exhibit explosive growth, leadingto the pressing need for more effective transportationsystems. In many places, mobility has become very costly— for the environment and for passengers alike. Limitedtransportation options, traffic congestion, and pollution allnegatively affect quality of life.
Bombardier Transportation finds itself at the confluenceof these environmental and social challenges. Yet we seethem as opportunities. As the leading international designerand manufacturer of rail transportation systems, ourmission is to develop solutions for sustainable mobility.
We are ambitious but realistic in our quest. It is clear thatwe cannot stop climate change alone. We can, however,mitigate our environmental impacts and promote thebenefits of rail travel. In reaching this goal, we are helpingdemonstrate the attractiveness of rail travel as anenvironmentally sound method of transportation. Weare also improving our products’ overall environmentalperformance as demonstrated by our BOMBARDIER*ECO4* technologies.
Our products and services
Bombardier Transportation – A worldwide leader in trail technology
Rail vehicles: Very high speed,high speed (ZEFIRO); intercity(REGINA); commuter and regional trains (AGC, SPACIUM, TALENT, ELECTROSTAR, TURBOSTAR, BiLevel andmultilevel); metro cars (MOVIA):and light rail vehicles (FLEXITY)
Locomotives and Equipment:locomotives (TRAXX); bogies(FLEXX); and propulsion &controls (MITRAC)
Transportation systems:Automated People Mover(APM), advanced rapidtransit (ART) and monorailsystems (INNOVIA); masstransit systems; operationsand maintenance
Services: fleet maintenance,refurbishment and overhaul,and material solutions
Rail control solutions:mass transit (CITYFLO);mainline (INTERFLO); andEBI family of products
1 www.globalcompact.org 2 www.sustainability-index.com
Our Sustainability ObjectivesWe have defined five focus areas through a rigorousmateriality analysis:• Product Responsibility
We apply a life cycle approach to product developmentto enhance energy efficiency and improve the overallenvironmental profile of our products (emissions, noise,recyclability, etc.).
• Operational Environmental ManagementWe strive to use inputs efficiently (e.g., energy, materials)and eliminate or minimize unwanted outputs(e.g., effluents, air pollutants).
• EmployeesWe provide a safe and healthy work environment, offertraining and education, promote diversity, and work tomaintain excellent employee relations.
• Supply ChainWe ensure the efficiency and viability of our suppliers by enhancing the sustainability of our procurementprocesses, and promoting ethics, human rights andinternationally recognized labour standards across ourglobal supply chain.
• Responsible CitizenshipWe engage and partner with our communities andexternal stakeholders to identify and meet futurechallenges.
These focus areas correspond with the pillars of BombardierInc.’s approach to Corporate Social Responsibility. Toensure consistency with the corporate CSR strategy andits implementation we align our activities according to thecompany-wide CSR roadmap.
Managing SustainabilityBombardier Transportation has established an integratedbusiness management system that encompasses theGroup’s sustainability activities. We adhere to internationallyapproved management system standards, and on a localbasis these systems are certified by third-party auditors, including:• ISO 9001:2000 (Quality Management) • ISO 14001:2009 (Environmental Management) • BS OHSAS 18001:2007 (Occupational Health and Safety
Management) • EMAS (European Eco-Management and Audit Scheme)
Regulation (EC) No. 1221/2009; at several Europeansites
In 2006, we launched an integrated approach to align ouroperations with industry world-class standards and toformalize the sharing of best practices among allBombardier Transportation Divisions and sites. BOS(Bombardier Operations System) builds on elements fromprevious initiatives and applies well-established practicesand tools such as Six Sigma, LEAN, and World ClassManufacturing (WCM) in one operations system. We areusing BOS to help us achieve world-class operational andsustainable performance; through the application of fiveguiding principles: built-in quality, short lead time, peopleinvolvement, standardization, and continuousimprovement.
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Sustainable ProductsAdvance Sustainable Mobility
6 Sustainability Report 2010 | Sustainable Products
Aligned with the HSE Policy, Bombardier’s productresponsibility strategy includes three cornerstones foradvancing sustainable mobility:• Design for Environment• Lifecycles Assessments• Environmental Product Declarations
These cornerstones are helping Bombardier Transportationdesign, build and deliver more advanced products usinggreener technologies and materials — from lighter and moreadvanced materials and equipment, to more aerodynamicconfigurations and more efficient engines and systems.
Design for EnvironmentDesigning products with minimal environmental impactsthroughout their entire lifecycle is one of Bombardier’sguiding principles. Together with safety-oriented design, theDesign for Environment (DfE) approach of the BombardierGroup is central to the product responsibility strategy. Our proprietary DfE guidelines are helping BombardierTransportation design products with less environmentalimpact. This process of continuous improvement allows
The transportation sector accounts for approximately13 % of the world’s greenhouse gas emissions, lessthan 1 % is caused by rail transportation. However,we strive for continuous improvements in theenvironmental and social performance of ourproducts, since this is one important lever forincreasing customer satisfaction.
Sustainable mobility is built on products that mitigate thediverse impacts of climate change, air pollution, resourcescarcity and rapid urbanization. Such products consumeless energy and non-renewable materials. During their useand maintenance, they generate less noise, waste anddetrimental air emissions.
Our Approach to DevelopingResponsible Products
The Health, Safety and Environment (HSE) Policy of BombardierInc. incorporates the guiding principle of designing productswith minimal environmental impact. It commits us “tocontinuously improve the environmental performance of ouractivities and products and to gradually apply a total lifecycleview in their design while maintaining their competitiveness.”
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Bombardier Transportation to maintain our competitiveedge while ensuring compliance with all legal and customerenvironmental requirements.
Managing Design for EnvironmentThe integration of environmental sustainability into productdevelopment has long been a core function in designingstate-of-the-art rail transportation equipment. Our uniqueDesign for Environment (DfE) and complete lifecycle approachreduces our products’ environmental impacts and helps us address customer and end-user needs. It also ensurescompliance with current legal requirements while anticipatingfuture and potentially stricter environmental regulations.Product responsibility also encompasses socialconsiderations. We design our products to providecomfort, space, reliability, style and security as well aspromote convenient and safe passenger accessibility. Thisincludes catering to the mobility needs of the elderly andpeople with disabilities. Our DfE approach consists of thefollowing elements:• Applying a lifecycle perspective — examining
environmental impacts at the production, use anddisposal stage of a product’s lifecycle
• Maximizing recyclability and recoverability — usingmaterials featuring high recyclability and a high recycledmaterial content; marking plastic components andbatteries according to associated standards as well asother components that need special end-of-life treatment
• Eliminating hazardous substances — screening outthe presence of hazardous substances as well as relatedtoxic emissions
• Ensuring transparent communication —communicating our products’ environmental efficiencythrough Environmental Product Declarations (EPDs) withcomplete transparency by applying associated ISO(International Standards Organisation) standards
• Investing in technologies — improving energy efficiencyand reducing air emissions, resource consumption andwaste
• Involving suppliers — ensuring our suppliers complywith our environmental, social and quality standards and,through our Supplier Code of Conduct, uphold the UNGlobal Compact’s environmental requirements
In 2005, our Centre of Competence for DfE established keyEnvironmental Performance Indicators (EPIs) for designingnew products. These EPIs enable us to improve our products’ overall environmental performance. They fall intothe following three categories:• Material EPIs — restricted substances, renewable
materials, recyclability and hazardous waste• Process EPIs — DfE training and publications such
as the number of Lifecycle Assessments (LCAs) and Environmental Product Declarations (EPDs)
• Energy EPIs — onboard and traction-related energy consumption and energy recovery
Objectives: For 2010, company-wide objectives set by Bombardier Inc. covered fivemain areas (Customer Satisfaction, Product Environmental Footprint, Greenhouse Gas Emissions, Industry Leadership in CSR, and Safety),including several targets specific for Bombardier Transportation. Where individual objectives for Bombardier Transportation had beenset, achievement is reported below. Our contribution to the otherindicators was in line with our commitments.
KPI Objective Status by December 31, 2010
Environmental Additional EPDs for 3 new product familiesProduct Declarations EPDs
Harmonization Standard on Draft ready January, 2011within industry recyclability
calculation
ECO4 implementation Increase Results of a study are expectedin products by mid 2011
Pioneer role in Continue Leading PCR (Product category regard of DfE, EPDs increase Rules) review in UNIFE, Supplier
evaluation, leader in H&S performance
Safety (products) Benchmark Participated in benchmark initiated by John Deere
csr.bombardier.com
New specific targets for Bombardier Transportation, as well as detailedinformation on the achievement of 2010 objectives and new company-wideobjectives for 2011 will be communicated in conjunction with the upcomingCSR Report of Bombardier Inc., scheduled for the second half of 2011 and tobe published on our website csr.bombardier.com/en/products/objectives.
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Our ultimate goal is to apply DfE and EPIs to all new ordersand product development projects. To meet the growingneed for DfE expertise, we will continue offering training inthis area to all employees. Since launching DfE training in2001, more than 930 employees within engineering andprocurement have benefited from these courses. We willalso track the number of DfE training sessions as one ofour Environmental Performance Indicators.
Engineering Centres of CompetenceOur Centre of Competence (CoC) organization dates back to the early 1990s. Since then, experts at our variousCoCs have spearheaded several design breakthroughs insustainable rail travel, notably our ECO4 technologies.
Our DfE CoC is one of ten engineering CoCs. It is locatedwithin the Passengers Division in Sweden, the United Kingdom, Germany and France. This CoC ensures DfE isused across all divisions, engineering offices and productionsites. It also connects and supports our core DfE team,which consists of some 25 DfE experts around the globe.
Our core DfE team acts as internal consultants focused onimproving the environmental performance of our products.Among others, these experts interpret and respond to customer and legal environmental requirements, identify resource- and energy-efficient design solutions and helpselect sustainable materials.
Sharing Our DfE ExpertiseDue in part to our DfE expertise, we lead the SustainableTransport Committee of the European Rail Industry (UNIFE).The group monitors and advises on European environmentallegislation and policy initiatives. It provides standards andtools as well as supports cross certification. The group alsoserves as a forum for developing industry-wide standards.It promotes sector dialogue on energy and climate changewith customers’ environmental experts. These exchangescreate financial and ecological benefits for customers. Onearea of focus is harmonizing requirements for suppliers,including material declarations, lists of prohibited andrestricted substances, EPDs and recyclability.
Lifecycle AssessmentsDfE principles go hand in hand with Lifecycle Assessments(LCAs). DfE is the philosophy that helps improve theenvironmental impact of a product over its lifetime. A product’s design determines up to 80 % of itsdownstream environmental impact. LCA is the evaluativeprocess used to measure a product’s environmental impact at any point or over its whole lifetime. Identifying aproduct’s environmental impact or “hot spots” in turnpinpoints areas for improvement.
Our lifecycle management approach embeds sustainabledevelopment principles in our products’ design and pro cesses. LCAs help us minimize the environmentalimpacts of our products at all stages. These comprehensiveassessments also form the basis of our EnvironmentalProduct Declarations (EPDs).
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Standards and ToolsThe ISO (International Standards Organization) 14040 series of standards spells out the principles and frameworkfor Lifecycle Assessments. These standards guide ourLCAs. They also allow us to further enhance productperformance by comparing environmental impacts withthose of other solutions and designs.
When serving as a basis for Environmental ProductDeclarations (EPDs), LCAs are either issued with a self-declaration of conformity (ISO 14021) or are verified by a third party in accordance with ISO 14025, whichestablishes the principles and procedures for developingadvanced EPDs.
Impacts Generated by Using Our Rail ProductsA significant portion of the environmental impactsassociated with our products occurs during their use. LCAs show that 99 % of primary energy consumptionoccurs during this phase. CO2 and other emissionsproduced when generating electricity also contributesignificantly to these impacts. The exact percentage,however, depends on the energy source selected by the operator.
The product use phase also accounts for some 20 % oftotal materials consumed over the rail vehicle’s lifecycle.Materials used to maintain our products account for mostof this consumption.
Environmental Product DeclarationsEnvironmental Product Declarations (EPDs) summarize andcommunicate the environmental efficiency of our products.Applying the ISO 14025 standard and the guiding principlesof the international EPD® system ensures standardizationand complete transparency. This important environmentaldocumentation provides relevant, verified and comparableinformation to meet customer and market requirements.
EPDs improve our environmental reporting. They facilitatedialogue with customers and help us meet their growing requirements. These declarations set a baseline for furtherproduct-related environmental improvements. They allowour customers and engineers to benchmark our productsagainst those of other companies.
We also partner with our suppliers to provide input on thelifecycle attributes captured in our EPDs such as resourceuse, recyclability, energy and fuel efficiency, as well asgreenhouse gases, noise and other emissions.
In 1999, we became the first rail manufacturer to developan EPD. Today, thirteen EPDs exist for our products with more to come in the near future. They provide insightinto the environmental efficiency of our products at alllifecycle phases and follow ISO 14025:2006 as well as theProduct Category Rules for Rail Vehicles developed by theAssociation of the European Rail Industry (UNIFE) to ensurecomplete transparency and comparability (PCR 2009:05).They are validated by an independent external verifierapproved by the Technical Committee of the InternationalEPD® System (IEC).
Our EPDs detail the overall environmental efficiency of therail vehicle/product, including:• Material composition used in the product as well as
during maintenance• Energy consumption• Noise emission• Recyclability and recoverability rate at end of life• PM10 (Particulate Matter < 10µm) and NOX (Nitrogen
oxide, nitrogen dioxide, for diesel vehicles)• Resources used, waste generation and environmental
impact (carbon footprint)
10 Sustainability Report 2010 | Sustainable Products
Third-party ValidationThe European Union’s Eco-Management and Audit Scheme(EMAS) is a management tool for evaluating, reporting andimproving environmental performance. Many of our EPDsare validated externally using the EMAS approach. Theyalso comply with the ISO 14021 or ISO 14025:2006standard, depending on their intended audience. EPDsissued in 2009 apply the new PCR 2009:05 and arevalidated by an independent external verifier or approvedby International EPD® system or according to EMAS. In2009, we issued two new EPDs for rail vehicles: one for thecommuter train BOMBARDIER* SPACIUM*, the other forthe suburban train BOMBARDIER* TALENT2*.
Greenhouse Gas Emissions
When it comes to emissions and energy consumption, rail transportation is the world’s most sustainable mode of mass transit. It generates less than 1 % of globalgreenhouse gas emissions. In addition to climate change,the industry faces significant challenges, including resourcescarcity, rising fossil fuel and raw material costs, as well asstricter emission, noise and land-use regulations. As aglobal leader in rail technology, we are duty-bound to helpdevelop innovative solutions to these challenges.
Collaborating with StakeholdersWhile the landbound transport sector is exempted fromgreenhouse gas emission trading, electricity generation isnot. Electricity is one of the rail operator’s most important energy sources. Our customers — railway operators — are developing a comprehensive roadmap to ultimatelyachieve a zero-carbon impact. Through UNIFE, we andother major rail manufacturers are working with the UIC
(International Union of Railways) — our customers’organization — to align our strategies. Our recent jointmeetings took place in September 2009 and March 2010.
As we work with stakeholders, we continue to provideconcrete solutions to the challenge of sustainabletransportation. We also continue to invest in products that contribute to the environmentally sound transportationof people and goods.
Products
In 2009 and 2010, we made the world’s most sustainablemode of mass transit even more environmentally sound. Atthe same time, we continued to develop new technologiesthat increase the energy efficiency of our vehicles and that enable drivers to optimize vehicle energy consumption.
ECO4 Energy-Saving TechnologiesAs our world grapples with global climate change,congestion, population growth and rapid urbanization, railoperators face volatile energy costs, the need to improveoperating efficiency and tough competition. Achievingsustainable mobility and optimal efficiency are crucial tosociety and the rail industry alike. Our EcoActivetechnologies advance these goals by reducing overallenergy consumption by up to 50 %.
The Climate is Right for TrainsOur The Climate is Right for Trains* concept and ECO4technologies advance sustainable mobility. Launched in2008, ECO4 is both a product portfolio and a roadmap foraction in the transport community. Our ECO4 technologiesare built on the four cornerstones of Energy, Efficiency,Economy and Ecology, delivering overall energy savings ofup to 50 % compared to current solutions. They representa unique and market-leading combination of new andproven products that improve total train performance, enable unprecedented levels of efficiency, reduce energyconsumption, and minimize carbon footprints. In this way,our ECO4 technologies are “The Most Efficient Way toSave the Planet.”
Worldwide Success with Rail OperatorsBy spearheading EcoActive technologies in the rail industry,we are the only rail manufacturer currently offering acomprehensive, flexible portfolio of green rail technologies.Today our ECO4 solutions are adopted by rail operators andincorporated into our most recent rail projects worldwide.
World GHG emissions Calendar 2004
www.theclimateisrightfortrains.com
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This includes our ALP-45 locomotives, the ZEFIRO veryhigh speed train, the BOMBARDIER* OMNEO* commuterdouble-deck train, BOMBARDIER* TWINDEXX* high capacityvehicles, and our Metro solution for downtown Singapore.
Today, a total of fifteen ECO4 products, including fiveindustry-first technologies, are used in approximately 120applications. Together they are paving the way for a newera in rail technology with unprecedented reductions incosts and emissions.
New Breakthrough Technologies at InnoTransAt InnoTrans 2010 in September, we unveiled three newECO4 breakthroughs:• EcoSilent Optimized Train Sound, a tool for acoustic
design that makes trains one of the quietest ways totravel
• EnerGstor Wayside Energy Storage, a modular super-capacitor technology for wayside storage of regeneratedbraking energy
• EcoEfficient Optimized Environmental Performance, a solution for optimizing the choice of materials and design,including recyclability and recoverability, and providing fullenvironmental transparency through externally certifiedproduct declarations
With ECO4, we take into account how each subsystem impacts a train’s overall efficiency and attractiveness. Wealso work closely with rail operators to ensure excellentfunctionality in a broad range of technical environments.This collaboration has resulted in:• Lighter weight, lower maintenance bogies with reduced
wheel and track wear• Intelligent, comfort-driven interior climate control• Optimized aerodynamic performance for very high speed
trains• Catenary-free tram operation• Energy-saving driver assistance technology
12 Sustainability Report 2010 | Sustainable Products
EBI Drive 50Our BOMBARDIER* EBI* Drive 50 system helps driversoptimize their trains’ energy consumption. This smartsoftware makes recommendations concerning velocity andacceleration or deceleration. This minimizes the energyneeded to run a train. Smoother operation of the train alsoreduces wear on the wheel sets, engines, brakes andtracks. This, in turn, drives down operational costs.
During tests in Sweden, the system enabled energy savings of up to 19 % compared to the same trip made bythe same driver but without the EBI Drive 50 system.
Product-related Environmental ChallengesIn order to further limit the environmental impact of ourproducts, we continue to research and work on innovativetransportation solutions.
Alternative FuelsWe continue to support collaborative research initiatives incleaner alternative fuels. We actively participated in productinnovation research to explore biodiesel alternatives. Trialson a Virgin Voyager train set confirmed the feasibility of CO2
emission reductions of up to 14 % with biodiesel fuel.
Environmentally Preferable MaterialsWe carefully select the materials and substances used in our new vehicles to minimize environmental impactsthroughout the entire lifecycle. Materials play an important role in the overall environmental impact during manufacturingand assembly. To a large extent, they also determine end-of-life properties such as recyclability and amount ofhazardous waste. At present, we are focused on maximizingour products’ recyclability and minimizing the use ofhazardous substances.
End-of-Life ChallengesEffective end-of-life solutions are a priority. End-of-life options for rail vehicles include:• Recoverability
- Reuse- Material recycling- Incineration with energy recovery
• Disposal (usually in landfill sites)
EBI Drive 50 Driver Assistance System
Test Results in Sweden - Energy Savings of up to 19%
Average EnergyConsumption: 660 KWh
Average EnergyConsumption: 535 KWh
Tota
l Ene
rgy
(kW
h)
Reference Runs Runs using the EBI Drive 50 Driver Assistance System
700
600
500
400
300
0
84148430
84408450
84148430
84408450
84268444
84548414
84308440
84508414
84308440
84408450
84148414
84308440
8430
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We achieve a rail vehicle recoverability rate of more than95%. Recoverability includes reuse, material recyclingand incineration with energy recovery. Using recyclable materials and avoiding the blending of materials increases a vehicle’s recoverability. New recycling techniques havealso evolved over the past couple of years. A completematerial declaration together with a recycling manual willreduce end-of-life costs. These tools facilitate properenvironmental documentation, which improves end-of-lifeoptions.
We are also working with UNIFE to harmonize end-of-lifedefinitions across the industry. Within UNIFE, we haveagreed to apply the ISO 22628 standard (Road vehicles —Recyclability and recoverability — Calculation method) whencalculating recoverability and recyclability rates. Applyingthe ISO standard ensures that figures are comparable andtransparent for our customers.
Recyclability and Recycled Material ContentWe strive to maximize the recyclability of our vehicles andincrease the amount of recycled content used in ourvehicles. A typical rail vehicle is composed of metals,organics, plastics, rubbers, chemicals and other materials.
Starting in the early design stages, we take steps tofacilitate efficient, end-of-life dismantling, material recyclingand use of recycled materials. Therefore we apply severaltools to increase the recyclability of our products, like ourDfE recycling guidelines, the CE-Mat (Certification &Environmental Database) or Lifecycle Assessments. Wealso prepare recycling manuals to document materialscontent, recyclability and special handling instructions.
Our vision is to ultimately achieve 100% productrecyclability and 100% use of renewable and recycledmaterials to manufacture our products. In 2009, a studyconcluded that a general passenger vehicle consists of40% recycled material, 2% renewable material and 58%virgin material. The study concludes that the market forrecycled metals is more or less self-propelled and initialefforts should focus on increasing the use of recycledpolymers and renewable materials.
We are currently working with our suppliers to increase theuse of recycled polymers and renewable materials in ourtrain interiors. This will decrease material costs, energy use,carbon emissions and costs as well as waste, in particularlandfill. As a result, the material properties for recycledpolymers will improve.
Use of Hazardous SubstancesOur List of Prohibited and Restricted Substances identifiesthose substances that are either completely banned fromuse or which are only to be used in certain applications.Restricted substances require specific approval and areonly permitted when it is absolutely necessary such as forsafety reasons. We update this list on a continuous basis to reflect new and upcoming legal requirements. All majorEuropean rail manufacturers have started harmonizing theirlists of forbidden or restricted substances to assist sub-suppliers.
To comply with regulations, including the European UnionREACH regulation, we implemented a systematic approachto measure, track and manage chemical risks throughoutour supply chain. A central group helps each of our operatingunits interpret our REACH obligations and implement anynecessary changes and actions. We will continue to workwith our suppliers to build our knowledge of chemical risksand identify alternatives to hazardous substances.
Our Approach to DevelopingSafe Products
We are committed to leading through innovation andoutstanding product safety, efficiency and performance.Product safety to us means designing highly reliable,secure and comfortably accessible products.
Product Safety PolicyLaunched in 2004, our Product Safety Policy is based onthe same principles as our corporate Health, Safety andEnvironment (HSE) Policy. As such, health and safety is a
Recycled and Renewable Materials in Rail Vehicles
Recycled Renewable Virgin
58%40%
2%
14 Sustainability Report 2010 | Sustainable Products
fundamental corporate social responsibility and a prioritygoverning all our activities. Our focus is on making safetrains, not making trains safe. This means that safety is anintegral part of our design process, not an afterthought.Our Safety Management Process includes the following hierarchy of governing documents, which help us ensurethat our products are safe for their intended use:1. Product Safety Policy (the “why” of our Safety
Management Process)• Captures our commitment to develop, provide and
maintain products that are safe for passengers, operators and other stakeholders
2. Product Safety Management Organization Directive (the “what” and “who”)• Explains what we do and the roles, responsibilities
and structures to achieve our global product safety objectives and policy
3. Design for Product Safety Process Procedure (the “how”)• Outlines how we meet our goals within the defined
structures, details the processes and suggests bestpractices and plans
To support this documentation and the safety managementprocess, we adhere to our Product Safety ManagementSystem. Implemented in 2004, it specifies the roles,responsibilities and cycles for ensuring continuousimprovement. The system • Defines product safety requirements based on applicable
laws and regulations in each country and on customer, regulator and other legitimate third-party criteria
• Ensures that safety requirements are fulfilled during thedevelopment and delivery of products and services, including a demonstration of compliance
• Proactively analyzes incidents and accidents to reviewand improve product safety performance
• Continually monitors and assesses the safetymanagement process
Design for Safety ApproachOur design for safety approach focuses us on identifying,controlling, mitigating and eliminating hazards. Every project design team is responsible for collecting and integrating safety analyses conducted by the subsystemteams. This data is then summarized in a Safety Case Report prepared by the project’s lead safety engineer.Our objective is to design trains that protect the safety ofthe people making, using and maintaining our products.We do this by ensuring that we:• Avoid hazards by using proven design and materials as
well as diverse, redundant or fail-safe components• Implement safety requirements at all stages of the project• Include safety requirements in the project’s Requirements
Management documentation and procurementspecifications
• Include safety requirements in all operation andmaintenance documentation
• Maintain product safety through subsequent productchanges or modifications that fall within our scope
Engaging Customers in Product Responsibility
Trends in the Design ProcessFor many years, operators were in charge of designing railvehicles. With the advent of privatization, manufacturers increasingly took over the design work. More recently, large and often state-owned rail operators started movingcertain design activities back in-house. They providemanufacturers with very detailed specifications, right downto the type of lubricant and paint.
Despite this recent trend, we continue to rely on customerfeedback to guide certain vehicle and component designssuch as manmachine interfaces and vehicle interiors. OurCustomer Relationship Management Program also helpsus understand customer strategies, business priorities and requirements. We also reach out to our customers’ customers — the passengers — soliciting their input tocreate more attractive and effective products. One exampleis our YouRail contest held in 2010.
http://yourail-design.bombardier.com
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This online open innovation competition solicited designideas for innovative train interiors from rail enthusiastsworldwide. With this project, Bombardier Transportationbecame the first company in the rail industry to involve Internet users in the future design of trains. An accompanyingpresence in social media channels like Facebook andTwitter helped to generate tremendous interest in thecompetition throughout the world. The 2,184 members ofour open innovation community submitted 3,807 configureddesigns and 423 freely created designs. Communitymembers selected the best designs. From these designs,our jury committee chose the final winners. A total of $ 7,000 and nine netbooks were awarded.
Designing Rail Solutions with Our CustomersExtensive joint definition design workshops also allow us tointegrate customer feedback into our projects and products.At these workshops, customers and design teams discussprojects and align product specifications with customerneeds. Results from customer surveys are also thoroughlyanalyzed and strategic plans are adjusted accordingly.Developing our ECO4 products in collaboration withcustomers yielded flawless functionality in a broad range of environmental technologies.
Maintaining Customer DialogueOur rail transportation customers are frequently state railoperators and projects take three to five years to complete.It is crucial to maintain an open dialogue throughout thisprocess to ensure customer satisfaction.Our Chief Country Representatives (CCRs) are appointed incountries with significant business opportunities to:• Liaise with customers, governments and their agencies,
labour unions and all other stakeholders• Develop and execute country-specific strategies in
cooperation with all our divisions• Coordinate customer interfaces and activities• Help rapidly resolve key issues with all relevant
stakeholders
We also appoint Regional Sales Executives (RSEs) inselected emerging markets to perform the same role as our CCRs.
In 2009, we launched a customer satisfaction measurementprogram as part of CIP (Customer Intimacy Program). Twicea year, we measure the level of customer satisfaction withour performance and present the results to management.Working with customers, we develop action plans toaddress areas requiring improvement. Involving customersin this process significantly increases their trust and loyalty.
During project execution, monthly operational reports trackkey indicators, including delivery performance and customersatisfaction. In 2009, major customer Deutsche Bahnranked us among its two top service materials suppliers.This is a significant improvement over our 2007 ranking.
Product Roadmaps Geared to Long-term Customer NeedsFor each division and major product line, we develop product roadmaps based on technology trends and futurecustomer needs. With ECO4, we are setting new standardsin profitable, sustainable mobility for our customers byradically improving total train performance. It assists trainoperators in enhancing fleet reliability and performancewhile reducing their carbon footprint and energy costs.
BOS: Excellence in ExecutionAssessments within our Bombardier operations SystemExcellence in Execution (BOS) program and best practicesare helping us create an integrated Lean production systemto consistently meet customer expectations. We also gatherdata using our Advanced System for Project Information(ASPI) to predict, monitor and understand our customers’future needs.
• Carbon offsetting if required either due to theunavailability of regenerative energy or for economicreasons
This will allow us to achieve our vision of delivering carbon-neutral operations by 2020.
Energy and Carbon TargetsOur target is to reduce our facilities’ energy consumptionand GHG (Greenhouse Gas) emissions by an additional10% between 2010 and 2015. This target builds on our31% reduction in energy consumption and 32 % reductionin GHG emissions achieved between 2004 and 2010.
Based on inventories of GHG emissions and available renewable energy sources in the countries where we operate, we continued assessing the costs and feasibility of progressively switching to low carbon energy andoptions for delivering carbon-neutral operations.
16 Sustainability Report 2010 | Operating Sustainably
Energy and Carbon Management
We are determined to minimize the impact of ouroperations on the globe’s climate. Our overriding objectiveis to achieve carbon-neutral operations by 2020. Thisrequires that we continue to drive down our operations’carbon footprint. Our Energy and Carbon ManagementStrategy (EMCS) is helping us do just that.
Three-pronged StrategyOur ECMS calls on us to minimize our overall carbon footprint through a three-pronged approach focused on:• Improved energy efficiency• Increased use of renewable energy sources
Operating SustainablyReducing Our Environmental Footprint
We strive to continuously reduce any detrimentalenvironmental impact generated by our productsand operations. Although lifecycle analyses confirmthat customer use and maintenance of our productsgenerates the greatest impact, the environmentalfootprint of our service and manufacturing facilitiesremains an ongoing focus.
New specific targets for Bombardier Transportation, as well as detailedinformation on the achievement of 2010 objectives and new company-wideobjectives for 2011 will be communicated in conjunction with the upcomingCSR Report of Bombardier Inc., scheduled for the second half of 2011 and tobe published on our website csr.bombardier.com/en/operations/objectives.
17
Environmental Performance
Energy Efficiency and ConsumptionFrom 2004 up to 2006 both our energy consumption andthe resulting greenhouse gas emissions decreased in absolute numbers. Between 2006 and 2008, our both figures inclined, mainly due to a production speed-up. Due to production slowdown, but to successful energyefficiency measures as well, for instance in sites such asCrespin, Bruges, and Thunder Bay our energy consumptiondropped by 193,471 gigajoules since 2008.
Objectives: For 2010, company-wide objectives set by Bombardier Inc. coveredEnergy and Carbon Management as well as Environmental PerformanceManagement. These objectives included several targets specific forBombardier Transportation. Where individual objectives forBombardier Transportation had been set, achievement is reportedbelow. Our contribution to the other indicators was in line with ourcommitments.
Objective Status by December 31, 2010
Green fund Approved by Bombardier Transportation Leadership Team (BTLT) in January, 2011
Site-specific CO2 Expected by mid 2011targets
Program for carbon Agreed in principle by BTLT, in May, 2010; neutrality details to follow from site projects until Q2 2011
Focus on travel Carbon neutral train travel implemented in related CO2 Germany; framework car policy in January, 2011
IMS (Information Went live December, 2010; to be fullyManagement System) implemented during 2011enhancement
New indicators Partly used for 2010 reporting already, to be fully rolled out in 2011
Additional GRI Planned for fiscal 2011indicators
Application of green Planned for fiscal 2011building guidelines for renovation
Greenhouse Gas EmissionsOver the past three years, our manufacturing and servicenetwork achieved a year-on-year reduction of 5 % in totalannual CO2 emissions. Compared to 2009, we lowered ourCO2 emissions by 7 % or 12,920 tonnes in 2010. Some ofthe decrease is attributable to the production slowdowns,but also to improving energy efficiency and switching togreen electricity.
3,600,000
2,700,000
1,800,000
900,000
2,907,777
2004 2005 2006 2007 2008 2009 2010
2,335,3932,032,696
2,127,5782,199,211
2,117,1672,005,740
Energy Consumptionin Gigajoules
260,000
195,000
130,000
65,000
241,636
187,631164,485
181,864193,359
177,392164,472
Greenhouse Gas Emissionsin tonnes CO2-equivalent
csr.bombardier.com
2004 2005 2006 2007 2008 2009 2010
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Water ConsumptionWe decreased our water consumption by 19 % or 147,617cubic metres between 2005 and 2010. Compared to 2009,the reduction was 94,308 cubic metres or 13 %. The stopof the production in Bautzen in the second half of 2010because of major flood and an upgrade of the paint boothsto dry technology in Bruges were major drivers for thedecrease.
Sustainability Report 2010 | Operating Sustainably
WasteWaste data for 2010 was not completely available from allsites until the editorial deadline of the report. Therefore weprovide 2009 values and a target for 2010. We reducedwaste generation by 21.7 %, from 16,902 metric tonnes in 2005 to 13,236 metric tonnes in 2009. In 2009, we decreased our waste generation by 13.1 % or 1,998 tonnescompared to 2009. The reduction resulted from thecompletion of one-off projects in Matranovak and Camden,which generated extra waste in 2009.
A significant portion of our waste results from serviceoperations — for example, waste generated by passengersof our products — for which we do not have completecontrol. In 2010, we began monitoring a new waste-relatedindex called the waste valorization index. This index willhelp us track our progress in recycling waste. It defines theamount of waste valorized or recycled versus the totalmass of waste.
Hazardous WasteWe decreased hazardous waste by 42 %, from 4,335 metric tonnes in 2005 to 2,516 metric tonnes in 2009. This significant improvement was driven by more stringenthazardous waste guidelines as prescribed by our list of restricted substances.
1,200,000
900,000
600,000
300,000
986,665
768,590707,385
724,587722,584
715,282620,973
Water Consumptionin m3
16,000
12,000
8,000
4,000
19,550
16,902
13,472
16,27915,234
13,236
11,000
Total Mass Non Valorized Waste1
in metric tonnes
16,000
12,000
8,000
4,000
5,3304,335
3,1123,845
2,510 2,516 2,000
Hazardous Wastein metric tonnes
1 Non-hazardous and hazardous waste
2004 2005 2006 2007 2008 2009 2010
2004 2005 2006 2007 2008 2009 2010target
2004 2005 2006 2007 2008 2009 2010target
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Environmental Initiatives
Over the years, efforts to reduce our environmentalfootprint have become an integral part of our day-to-day activities. Several programs are in place to promote localactions that help conserve energy, reduce emissions, savewater and generate less waste.
Focusing on Renewable ResourcesSome of our manufacturing sites are located in countrieswith significant hydro-electricity supply. In 2009, wecompleted a study to obtain a more comprehensiveunderstanding of our sites’ green energy use worldwide aswell as the availability and cost of renewable energy. Thiswill help us identify opportunities to harness new sources of renewable energy and further reduce our environmentalfootprint.
Advancing Energy Efficiency at Our SitesThe Energy Efficiency at Our Facilities (ENEFA) projectallows us to assess our sites’ energy-efficiency performanceagainst internal benchmarks. For example, we completedan energy survey of our 26 major production sites. Thisenabled us to identify energy consumption and key emissionsources. Based on the assessment, we targeted and initiatedprojects at nine sites, which should save approximately50,000 MWh every year. This saving represents 15 % of the annual consumption of our major production facilities.To date, five sites have implemented energy-efficiencyprograms. Additional sites will follow in the near future.
Site-based projects include building renovations, heatingsystem upgrades, energy source and lighting systemoptimization, and conversions to district heating instead of site-based heating. These measures were partly identifiedin cooperation with external partners such as the CarbonTrust for United Kingdom sites. Our sites also adjustedheating and cooling systems to automatically maintain pre-set heating levels and lower night-time temperatures in office buildings, workshops and production sites.
Thermal Insulation and Energy RecoveryThermal insulation (against cold and heat) can significantlyreduce the use of energy and thus reduce costs andemissions. At several sites in Belgium, England andGermany we installed roof insulation and thermally efficientwindows. At Baroda (India), we began monitoring the
ventilation plant to improve the heating system. At CeskaLipa (Czech Republic), we installed anti-draught air curtainsand frequency converters in lifting devices. Along with other energy-efficient measures, this saves up to 1.4 GWhannually.
In some cases, it has been possible to use the heatresulting from operating processes for heating purposes.Thus, at our German plant at Goerlitz, we started using aircontrol systems with heat recuperation to improve theheating system. In Vienna (Austria), the use of waste heatfrom the compressor unit now helps to generate warmwater. And at La Pocatière in Canada we began using heatgenerated by compressors and the laser-cutting machineto heat parts of the workshop. This has contributed toannual heat savings of 112,000 KWh, which is equivalent topowering 100 60-watt light bulbs for more than two years.
Reducing Our Events’ Environmental FootprintOur main exhibition event in 2010 was made carbonneutral by purchasing carbon offset credits for theemissions resulting from travel and other organizationalaspects. Bombardier Transportation became the firstbusiness in the rail transportation industry to be certified to BS8901 for sustainable event management of theInnotrans Exhibition 2010 in Berlin.
Environmental Standards and CertificationsWe hold a consolidated, multisite certification to the ISO 9001: 2000 quality standard, and 100 % of our eligible facilities have been ISO 14001 certified since themid 1990s. Nine of our European facilities comply with theEuropean Eco-Management and Audit Scheme (EMAS).Our component manufacturing sites comply with theInternational Railway Industry Standard (IRIS) and arecertified to the ISO 9001 quality standard.
Focused on continuous improvement, the ISO 14001standard guides our efforts to identify and manage our activities’ environmental aspects and impacts. It enables us to track and improve environmental impact reductionprograms across our manufacturing, service, maintenanceand engineering operations.
20 Sustainability Report 2010 | Talented Employees
Talented EmployeesWorld-Class Employees for Continued Growth
World-class employees are crucial to preserving ourleadership and ensuring our continued growth. So isengaging our employees, fostering their development andinspiring them to be their best.
Global Talent Management
In recent years, Bombardier Inc. intensified its efforts tojoin the ranks of the world’s top employers and today wecontinue to make significant progress. In 2009, BombardierInc. rolled out the Global Talent Management Roadmap toaddress challenges in both established and emergingmarkets. Among these are: skill shortages, demographicchanges, increased competition for the best people andcontinually improving our health and safety performance.
Our employees are our most important stakeholders.Their commitment, dedication and power to innovateare key to our success.
21
To better coordinate the diversity and employment equityinitiatives, Bombardier Transportation participated in across-group work team in 2009 which developed keyperformance indicators (KPIs) to improve our ability to trackour progress and plan our future needs. These KPIsinclude, among others, the number of local leaders in ouroperations in emerging economies and the percentage ofwomen in overall workforce and leadership positions.
Increasing Gender DiversityGender diversity is essential to any organization’s successand development. That’s why increasing the number ofwomen in leadership positions is a key objective. Currently,16.4 % of our workforce are female. Our objective is torecruit and retain more female engineers. Participation incampus fairs, industry networks and mentorship programsis helping us meet this objective.
Objectives: For 2010, company-wide objectives set by Bombardier Inc. coveredGlobal Talent Management, Health & Safety, and Employee Engagement,including several targets specific for Bombardier Transportation. Individual objectives for Bombardier Transportation have only been setfor issues regarding Occupational Health & Safety. Here, targetsrelating to the accident frequency rate and severity in 2010 have notbeen fully achieved. Our contribution to the other indicators was in linewith our commitments.
New specific targets for Bombardier Transportation, as well as detailedinformation on the achievement of 2010 objectives and new company-wideobjectives for 2011 will be communicated in conjunction with the up-comingCSR Report of Bombardier Inc., scheduled for the second half of 2011 and tobe published on our website csr.bombardier.com/en/employees/objectives.
Implementing Bombardier’s Global TalentManagement RoadmapThe Global Talent Management Roadmap is enabling usto intensify our efforts to develop skilled, engaged andproud talent around the globe. Bombardier Inc.’s roadmapconsists of robust initiatives in areas such as: sourcing andrecruiting, learning and development, leadershipdevelopment and compensation.
Among other actions, we established a new talentgovernance organization and aligned our key talentmanagement components. This led to the creation of aTalent Management dashboard with common keyperformance indicators (KPIs) and targets. These KPIsinclude among others:• Percentage of women in overall workforce and leadership
positions• Percentage of local leaders in emerging economies• Turnover rates• Number of high-potential employees and leaders• Employee engagement index
Bombardier Inc. also implemented the first global HumanResources system for succession planning, which alignsour high-potential definitions and key positions worldwide.
Strengthening Our Workforce Diversity
As a global company, Bombardier is proud of its employeesworldwide. Their diversity and skills drive our competitiveadvantage and fuel innovation. Bombardier’s commitmentto employee diversity and equal opportunity is captured inour Code of Ethics and Business Conduct. It is alsoreflected in our various Human Resources policies that areenforced across the company every day.
Code of Ethics and Business Conduct
csr.bombardier.com
KPI Target 2010 Reached by 31 December, 2010
Accident frequency 0.2 0.33(lost workday cases/200,000 work hours)
Accident severity 5 7.5(lost workdays/200,000 work hours)
22 Sustainability Report 2010 | Talented Employees
So is our cross-functional Female Engineering Network(FEN), created in April 2008 by seven female engineersfrom seven different sites. The FEN is making BombardierTransportation a more exciting and attractive place forwomen to work. Today this network connects over 140women in 20 different sites. Members participate in jobfairs and conventions, support education in technical fieldsand hold regular meetings. The FEN recently became theonly private organization to receive funding (265,000 euro)through a German/European Union initiative.
Addressing Today’s Shifting DemographicsToday many companies struggle to address the issue ofdemographic change. In numerous countries where weoperate, declining birth rates intensify competition forskilled young workers. At the same time, our existingworkforce is aging. As employees retire, we must ensurethat we safeguard our valuable knowledge base. We areaddressing the “age gap” to effectively share expertisebetween generations by strengthening our successionplanning process, proactively planning future workforceneeds in light of demographic shifts, facilitating interactionsbetween younger and older employees to transferknowledge, and selectively introducing progressiveretirement. We also continue to support employees asthey reach retirement age. We accommodate their needs,as best we can, by adjusting their responsibilities to fittheir experience and expertise.
Improving Health and Safety
The challenging objective of achieving zero accidents andoccupational illnesses lies at the heart of our employeehealth and safety initiatives. Bombardier Inc.’s Health,Safety and Environment (HSE) Policy allows us to bettermanage HSE risks and foster a zero accident culture.
HSE GovernanceAdhering to the OHSAS (Occupational Health and SafetyAssessment Series) 18001 standard also helps us proactivelyidentify and mitigate health and safety hazards and risks.All of our eligible sites are OHSAS 18001 certified. Cross-functional committees and working groups oversee HSE
20
15
10
5
8.709.80 9.85
12.6010.90
Percentage of Women in Management (Directors and Up)
100
75
50
25
Workforce Diversitypercentage
European Union (without Germany)
North America Other
Australia
Germany
Asia
47.4 44.9 43.9
25.8 25.3 25.8
18.7 18.1 18.1
1.0 1.1 1.2
3.6 3.8 4.63.5 6.8 6.5
2006 2007 2008 2009 2010
2008 2009 2010
Taking Steps to Achieve Zero AccidentsDespite ongoing progress, our safety results still leave roomfor improvement. In September 2009, an accident claimedthe life of a service engineer. While working at a customerdepot in Germany, the 48-year-old engineer was fatallyelectrocuted. This tragic incident led us to develop andimplement even more stringent directives for off-siteemployee activities. It also reminds us of the importance ofreaching zero accidents. Today, several initiatives are underway to further improve our health and safety performance.
Improve Health and Safety MonitoringAs announced in 2008, we have begun implementing a newHealth, Safety and Environment Information ManagementSystem (HSE IMS). This system will enable us to bettertrack our performance and monitor new leading indicators.It will allow us to more proactively manage our health andsafety risks. The HSE IMS covers more than 200 reportingentities. Over 280 users feed data into the system. In 2009,we began using the HSE IMS to monitor the following newleading indicators:• Number of health, safety and environment training hours• Implementation of our Safety Observation Program to
foster a proactive prevention-first attitude• Trained safety observers perform a specified number of
observations, focusing on key local risks, and report theirfeedback to employees at a minimum every month
• Number of employee reports of near misses and ofdangerous situations and behaviours
23
performance at all levels of our organization. BombardierTransportation’s HSE Global team develops group-wideHSE strategy, while operating group and site HSE teamsdevelop and implement action plans aligned with the HSEpolicies, directives and divisional objectives.
Following the OHSAS 18001 standard systematically andintegrating it into our operating systems drives continuousimprovement. Every three years, HSE legal complianceaudits are conducted by external auditors.
Our Health and Safety PerformanceWe are clearly trending in the right direction on our journeyto zero accidents and occupational illnesses. Once again in2009, our safety record improved as we continued tointensify our prevention activities and moved closer to aninjury-free workplace. Over the past five years, our totallost-time cases continued to decline. During this period, we reduced our accident frequency rate by 49 %. We alsodecreased our accident severity rate by 46 %. Between2009 and 2010 we stabilized our record accident frequencyrate at 0.4. However, we improved our accident frequencywithout temporary assignments from 0.37 in 2009 to 0.33in 2010. Our total accident severity rate rose from 6.3 in2009 to 9.1 in 2010, which was caused by both, lost workand days of temporary assignments.
2.0
1.5
1.0
0.5
1.3
1.0
0.8
0.50.6
0.4
0.33
0.08
Accidents per 200,000 hoursfrequency1
20
15
10
5
21.8 21.2
17.0
11.3 12.0
6.3
1.6
7.5
Lost days per 200,000 hoursseverity2
1 Loss Time Accident (L.T.A.) Frequency: The total number of accidents that result in a worker’s absence for at least one day, plus temporary assignments(i.e., employees returning back to work following an accident, but unable toperform their previous tasks).
2 Loss Time Accident (L.T.A.) Severity: The total number of days a worker isunable to return to their job due to an accident (from the first day up to a maximum of 180 days) plus temporary assignments.
lost work days temporary assignments lost work days temporary assignments
2004 2005 2006 2007 2008 2009 2010 2004 2005 2006 2007 2008 2009 2010
24 Sustainability Report 2010 | Talented Employees
Harmonize Health and Safety PracticesDepending on the country, different sites still havedifferent health and safety procedures. Our objective isto standardize our approach by developing one Healthand Safety Excellence System built on leading practicesto oversee our worldwide activities. This will ensure thesame health and safety standards and procedures at allsites, simplifying training from site to site. Since OHSAS18001 has been well established for several years, ourfocus is on ensuring our off-site activities comply with theHealth and Safety Excellence System.
Further Integrate Health and Safety into Business SystemsBombardier’s business systems incorporate diverse healthand safety principles and directives. This includes theBombardier Operations System (BOS). A key element ofBOS is “creating a safe workplace for employees.” We assess our performance relative to this goal in part bytracking the indicators “accident frequency” and “resolvednear misses and dangerous behaviours and situations” inthe BOS scorecard. We are constantly adjusting BOS toensure that occupational health and safety considerationsare an integral part of all processes and procedures.
Promote Health and Safety Standards across Supply ChainWe are committed to encouraging all suppliers to adoptour health and safety standards. Most contractors andsuppliers under our management are already integratedinto our health and safety management and reportingsystems. However some contractors and suppliers notunder our control apply their own standards, which maynot fully align with ours. By continuing to leverage ourHealth, Safety and Environment Policy and ourSupplier Code of Conduct, we actively promote highhealth and safety standards across our supply chain.
Invest in Health and Safety Leadership TrainingIn the spring of 2011, Bombardier held the first annual HSELeadership Conference to bring together all top level HSErepresentatives. The two-day conference has encouragedknowledge sharing, fostered networking and provided aforum for learning about best practices and new challenges.
Providing Emergency Support to Employees andTheir FamiliesIn October 2009, we expanded an existing employee aid andsupport fund to cover all Transportation sites in Germany.This registered association provides one-time financial and
in-kind donations to employees, former employees andsurviving dependents facing emergencies such as:• Fire, catastrophes and other events where insurance
coverage is insufficient• Severe illnesses and accidents resulting in long-term or
permanent loss of employment• Death• Assaults or other events affecting health or property
Since its inception in 1998, the fund has provided 40,000euros to individuals involved in more than 20 emergencies.The association is financed almost solely through employeemembership fees.
Engagement
Employees are arguably our most important stakeholdergroup. Our very success hinges on their full engagement.Engaged employees are innovative, dedicated andproductive.
We foster employee engagement within the continuousimprovement program of the Bombardier OperationsSystem (BOS). It is composed of five principles, includingPeople Involvement and Continuous Improvement. ThePeople Involvement principle covers the followingelements: team concept, safe and green workplace,communication and mission/vision deployment, strategiccompetence management, and shop-floor management.We increased our average BOS rating from 2.1 in 2009 to2.2 in 2010.
Engaging Our EmployeesInitiatives promoting the well-being, growth anddevelopment of our employees took many forms. Theyrevolved around listening to, developing, rewardingand recruiting employees worldwide.
Listening / Engagement SurveyWe hire our employees for their know-how, insight andskills. That’s why we have much to gain from listening tothem. Our employee engagement surveys provide us withan excellent opportunity to learn from our global, multi-talented workforce. These surveys help identify key driversof engagement and focus our action plans to improve ourorganization’s performance. We hold annual employeeengagement surveys. All surveys now include questionsrelated to our sustainability performance. Managersreceive detailed reports on survey results and assistancedeveloping action plans to address identified focus areas.Progress in achieving the goals laid out in these plans istracked and reported.
In February and May 2010,we conducted an EmployeePulse Survey. Based on the survey’s findings, 76 % ofemployees are highly engaged, especially in terms of pride,commitment and loyalty. The survey showed a 12 %improvement in employees’ understanding of our directionand priorities, from 61 % in 2008 to 73 % in 2009. Enablingemployees to be productive, in part by providing tools andequipment, was a key area needing improvement.
Unions and Work CouncilsAt Bombardier Transportation, labour unions and workcouncils are key stakeholders. They play a role in ensuring asafe and rewarding workplace. Unions and work councils areinformed of and, when required, participate in restructuringdecisions and procedures. 55 % of our employees arecovered by collective agreements. With the support of acentral group, individual sites generally handle their ownnegotiations and consultation activities. Different countriesvary tremendously in their approach to these activities. For example, many European sites have employeerepresentatives and a large number of co-determinationissues. In 2001, the European Work Council was established.The council meets annually to address a variety of socialand economic matters. Between these annual meetings,the Council’s Liaison Committee communicates andcollaborates with our senior management team.
RewardingSeveral programs exist to recognize and reward employeeswho contribute to our company’s innovation, continuousimprovement and success. Our major employee recognitionawards are the BOS Best Practice Awards and the InnovationAward. The BOS Best Practice Awards underscore theimportance of transferring best practices by recognizingsites that excel at it. Best practice sharing is central toBOS’s Continuous Improvement principle. Bestowed everytwo years, these awards encourage employees to learnand share ideas with colleagues across the group. TheInnovation Award recognizes innovation as a key driver ofour profitable growth and competitive advantage. It seeksto reward those teams who continually push the envelopein innovation. In 2009, 14 very strong nominations werereceived and selecting only one winner was a tough task.We selected a study on a new metro bogie concept, whichallows a reduction in weight of up-to 30 %.
25
The Supplier Code of Conduct
By the end of 2010, all 450 main suppliers, accounting for80 % of our procurement spend, were compliant with theSupplier Code of Conduct compared to just 120 in 2008.Compliant means:• They have signed the Bombardier Code, or• They have signed equivalent industry association codes, or• They have confirmed that their corporate responsibility
system covers our Code and we have verified this fact, or• The supplier’s commitment to our Code is covered by its
parent company’s commitment.
26 Sustainability Report 2010 | Engaged Suppliers
Launched in 2008, Bombardier’s Supplier Code ofConduct embodies the United Nations Global Compactprinciples. We are now developing a monitoring andcompliance program, primarily based on self-evaluation, to ensure our suppliers respect the Code’s principles. This program will also include our ability to ensure suppliers address any breach or behaviour not in line with the Code’s principles in a timely manner.
Engaged SuppliersInvolving Suppliers in Sustainability Matters
Our global supply chain is constantly evolving and increasingly integrated within our activities. Morethan ever, our suppliers’ expertise plays a critical role in designing and manufacturing advancedcomponents for our trains. This makes suppliers key partners in our success.
27
We only ask our master vendors to sign the Code. Mastervendors are strategic suppliers and suppliers with highannual spend. By the end of 2009, all of our incumbentmaster vendors were compliant with our Code. Our goal isto ensure that all of our master vendors remain committedto actively adhering to the Code.
In 2009, we explored solutions for assessing compliancewith the Code. When doubts exist, we have decided to askthe supplier to conduct a self-assessment and report backto us. If a second step is required, we will audit the supplierourselves.
Supplier Code of Conduct issues are part of our ongoingSupplier Evaluation and Approval Process. We are currentlyexploring options to harmonize our compliance programsand external audits within the UNIFE (Association of the European Rail Industry) framework to reduce bothmonitoring efforts and compliance burdens on suppliers.
Suppliers and Sustainability
Engaging our suppliers through the Supplier Code of Conduct strengthens their commitment to adhere to ourhealth, safety and environment (HSE) standards. So doesactively involving suppliers in product responsibility throughour Design for Environment and Lifecycle Assessmentprocesses.
Safeguarding Supplier Health and SafetyWhen Bombardier updated the HSE Policy in 2008, weclarified our HSE vision for all stakeholders present on oursites, including suppliers. In 2009, we continued to leverageour HSE Policy, HSE directives and our Supplier Code ofConduct to enforce high standards across our facilities and entire supply chain. Committing to OHSAS 18001, ISO 14001 or equivalent HSE standards is also an integralpart of all our supplier contracts.
Involving Suppliers in Product ResponsibilityWe systematically involve suppliers in design decisionsearly on in our product development process. This enablesus to explore optimal designs with them and influence theirdecisions to reduce our products’ lifecycle impacts on theenvironment.
We actively encourage suppliers to:• Reduce and progressively eliminate their use of restricted
substances and hazardous materials• Select materials and processes that enhance our
products’ end-of-life recyclabilityWe also work with other rail technology manufacturers to drive, when feasible, harmonized roadmaps andrequirements to reduce and eliminate certain substances.
New specific targets for Bombardier Transportation, as well as detailedinformation on the achievement of 2011 objectives and new company-wideobjectives for 2012 will be communicated in conjunction with the upcomingCSR Report of Bombardier Inc., scheduled for the second half of 2011 and tobe published on our website csr.bombardier.com/en/supply-chain/objectives.
Objectives: For 2011, company-wide objectives set by Bombardier Inc. coveredfour areas (Roadmap for Hazardous Substances, Compliance with ourSupplier Code of Conduct, Harmonization with UNIFE, and SupplierSurveys). Where individual objectives for Bombardier Transportationhad been set, achievement is reported below.
Objective Status by December 31, 2010
Roadmap Prohibition of restricted and hazardous substanceuse incorporated in the supplier general terms andconditions
Supplier Code of Number of compliant suppliers increased Conduct by 12% to 450 suppliers.
Harmonization of Strategic options assessed and harmonization Code of Conduct process launched with external stakeholders
Supplier Survey Survey completed with a responsiveness of 70%
csr.bombardier.com
28 Sustainability Report 2010 | Engaged Suppliers
Joint R&D ProjectsOngoing joint research and development activities with oursuppliers continue to yield new technologies that furtherimprove our products’ environmental performance. Wepartnered with the engine manufacturer MTU to repowerand modernize 42 Type Rc2 electric locomotives and 62 Type T44 diesel locomotives in Sweden. The oldest ofthese locomotives was built in 1968. The PowerModuleswith MTU 12V 4000 R43 engines represent the mostadvanced and ecologically friendly rail traction technology currently available. They are also among the first to meetthe new emission limits in force.
Develop Total Cost Ownership Model
Supplier to create transparency onprocess steps and major cost drivers
Action Planning Fill Pipeline
DevelopTotal Cost
Model
Identify andAssess Saving
Potentials
Create ActionPlan
Supplier Cost Driver
In-house Process
Customer Cost Driver
Bombardier Transportationin-house transparency: analysis and estimation on effort/costs per process step
Customer Life Cycle Cost
Launch optimization initiativesfor major cost drivers
Cross-functionally assess findingsfrom TCO model
Deep Dive Workshop with supplier
The Total Cost Approach in Three Steps at Bombardier Transportation
The repowering of the locomotives for the end-user Green Cargo was achieved in record time. Fitted with third-generation common-rail fuel injection, these enginesemploy phased fuel injection electronically controlled by a computer. The high pressure at which the fuel is injectedoptimizes combustion and lowers the amount of fuel required. The result is less emission of nitrogen oxides, particulates and carbon dioxide. In addition to the engine’sreliability, the MTU Series 4000 • reduces fuel consumption by 20 %,• lowers emissions by 75 % percent lower,• significantly decreases external noise levels.
Supplier Relationship Management
Our programs to optimize supply chain performance helpensure compliance with our sourcing strategy through• a rigorous selection process to ensure supplier quality
and qualifications, including mandatory adherence to ourSupplier Code of Conduct principles,
• regular business reviews with top suppliers to discusscurrent projects, operational issues, R&D and future commercial targets.
Across Bombardier, we will continue to encourage our current and new suppliers to commit to respecting the principles of the Supplier Code of Conduct.
Monitoring Supplier PerformanceOur Supplier Relationship Management Program includes a master vendor list that fosters collaboration with key suppliers. It also supports the systematic measurementand management of supplier performance. The programincorporates case-driven, “deep dive” workshops. Theseworkshops use a “total cost of ownership” (TCO) approachto optimize our value chain (see figure). TCO includes thepurchase price of a product, transportation costs plusindirect costs such as handling, inspection, quality, rework,
maintenance and all other follow-on costs associated withthe purchase. A supplier performance dashboard formaster vendors also helps us evaluate supplier quality, on-time delivery and financial stability.
In 2009, we conducted 42 deep-dive TCO workshops. The TCO workshops helped us• Create strategic partnerships with our suppliers,• Enhance transparency on both sides,• Remain cost efficient in our bids and projects, and• Assure our suppliers of a long-term business relationship
with committed spend.
Supplier Communication InitiativesOur supplier communication plan fosters strategic long-termalliances with key suppliers and improves supply chainperformance. Our supplier advisory and technical boardsfacilitate collaboration on market strategies, technologyroadmaps and business continuity. Supplier forums engagesuppliers in discussions on key market issues, ensuring acommon understanding of challenges and strategies.
Every year, we invite 120 to 140 master vendors to ourSuppliers’ Day to discuss market developments and current business issues. More than 200 quarterly businessreviews held with our main suppliers allowed us to addressoperational and financial issues and discuss businessstrategies.
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30 Sustainability Report 2010 | Responsible Citizen
Like Bombardier Inc. we are expected to participate inpublic debates and continuously improve our ability tomake a positive contribution. From respecting human rights to socially sensible financial donations we aim toadvance the development of our communities.
Respecting Human Rights
Signing the United Nations Global Compact formalized Bombardier’s commitment to respect and protect humanrights within our sphere of influence. BombardierTransportation acts on this commitment by implementingBombardier’s policies and codes such as:• Code of Ethics and Business Conduct• Health, Safety and Environment Policy• Policy on Harassment Prevention• Employment Equity Policy• Human Resources Policy• Data Privacy Policy• Supplier Code of Conduct
Responsible CitizenMaking a Difference
Today, fuelling the economy is no longer the only rolebusinesses are expected to play. Our input is also increasingly solicited to help address diverse socialand environmental issues.
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Community Involvement
Bombardier has always believed in taking a long-term vision to cultivating sustainability. This is how Bombardierwas built. Our community involvement rests on the samebelief.
New donations, sponsorships and community involvement policyIn the fall of 2010, Bombardier finalized the new Donations,Sponsorships and Community Involvement Policy. This policy aligns community investments and tightens our community investment focus. It also helps BombardierTransportation to leverage our presence and strengthen our local roots in all key markets. The policy’s “3E” approachconcentrates our community investments on Education,Environment and Entrepreneurship.
Our objective is to allocate 80 % of our donations andsponsorships budget to these three areas by 2015. We also want to define more specific key performanceindicators (KPIs) to help us better measure the impact ofour contributions.
Improving how we monitor community involvementIn early 2010, Bombardier implemented a web-basedglobal reporting software, SPONSORIUM, to manage allcommunity involvement activities across the corporation.Training was also provided to all key users. This tool willallow us to facilitate the management of donation andsponsorship requests and enhance the monitoring of ourcommunity involvement strategy. This includes monitoringthe progress in aligning our community investments withthe 3E approach. SPONSORIUM can be consulted underwww.bombardier.sponsor.com.
Employee VolunteeringBombardier intends to deploy a full company-wide employeevolunteer program. We also wish to acknowledge thatmany more of our employees currently volunteer on theirown time, creating tremendous value in the communitieswhere we operate.
Stakeholder Engagement
In today’s interconnected world, nurturing good relationsand dialogue with key stakeholders is more vital to our success than ever. We engage with our stakeholders in the following ways:
Stakeholder Engagement StrategyIn 2009, Bombardier Transportation participated in the corporate-wide Stakeholder Engagement WorkingGroup which worked with the London-based InternationalBusiness Leaders Forum (IBLF) to develop a broaderstakeholder engagement strategy and process. Togetherwe benchmarked our industry peers, prioritized ourstakeholders, deepened our understanding of stakeholderexpectations, mapped their expectations and prioritizedissues, and selected stakeholder engagement mechanisms.For further details, please refer to csr.bombardier.com.
Academic Partnerships and Collaborative ResearchAcademic partnerships are key to talent management anddevelopment. These collaborations spur technologicalinnovation and provide an excellent pipeline for recruitinghigh caliber candidates. They help ensure our continuedleadership in engineering and manufacturing technologiesmeets evolving market requirements. We are involved ineducation at all levels, from post-doctorate programs toelementary schools. Our involvement takes the form ofcash and in-kind contributions, material, expertise, lecturesand governance.
Objectives: For 2010, company-wide objectives covered Stakeholder Engagementand Community involvement. Individual objectives for BombardierTransportation have not been set. For both areas, detailed informationon the achievements in 2010 objectives and new company-wideobjectives for 2011 will be communicated in conjunction with theupcoming CSR Report of Bombardier Inc., scheduled for the secondhalf of 2011 and to be published on our websitecsr.bombardier.com/en/responsible-citizenship/objectives.
csr.bombardier.com
32 Sustainability Report 2010 | Responsible Citizen
In Canada, the Bombardier Chair in SustainableTransportation at the University of British Columbia’sCollege of Interdisciplinary Studies is sponsored by the J. Armand Bombardier Foundation. Dr. Larry Frank isinvestigating the links between public health and land uses, travel choices, the environment, land developmentand transportation investment. The Foundation recentlyrenewed the five-year grant of $100,000 per year. In 2008,we endowed a new Chair of Rail Systems Technology inthe Faculty of Mechanical Engineering at the KarlsruheInstitute of Technology, Germany. The chair focuses on rail operations and includes an annual grant until 2013. It places rail technology at one of the top five universities in Germany. This new chair complements our Chair ofRailway Technology at Dresden Technical University,Germany. We also work closely with various universitiesworldwide, including the University of Plymouth (UnitedKingdom), the Technical University, Warsaw, the TechnicalUniversity, Radom, and the Silesian Technical University,Gliwice (all three in Poland), and the Royal Institute ofTechnology in Stockholm (Sweden).
Industry Partnerships and AssociationsIn 2009, we actively collaborated and engaged withstakeholders, including policy-makers and industry groups,to reduce emissions and increase efficiency standards.Emission standards for the rail industry are at various levelsof development. They include both criteria air contaminants(CACs) and Greenhouse Gas Emissions. The United Stateshas well-established emissions standards on CACs.Canada will likely adopt these standards after 2011. This is when the memorandum of understanding between railcompanies and the Canadian government expires. In theEuropean Union, we expect more stringent diesel emissionguidelines by 2012. Additional costs may be incurred toensure compliance with these stricter requirements.
To drive targeted innovations in sustainable and clean rail technologies, we established focused stakeholderengagement mechanisms to guide our R&D efforts. Oneexample is our collaboration with customers to advanceour C.L.E.A.N. (Catalyst-based Low Emission ApplicatioN)diesel research project. In 2008, C.L.E.A.N. produced environmentally friendly diesel trains that reduce nitrogenoxide and particulate emissions to levels that will becomeEuropean Union law in 2012. We also actively engage with industry associations, including the Transport andEnvironment Group of the Association of the European Rail Industry (UNIFE), the UITP Sustainability Commission,and the International Union of Railways (UIC).
Non-governmental OrganizationsWe seek an open dialogue with non-violent and crediblenon-governmental organizations (NGOs) on diverse subjectssuch as the environmental and human rights. During theseexchanges, we strive to create an atmosphere where allpoints of view are welcome and respected. This dialoguetakes the form of face-to-face meetings and conferencecalls. We maintain relationships with several environmentalNGOs, including the International Network for EnvironmentalManagement (INEM) and its German member B.A.U.M.,the Allianz pro Schiene (Alliance for Rail) and Future e.V.
Governments and Regulatory AuthoritiesGovernments are both customers and partners for us. We maintain an open dialogue with various levels ofgovernment through, among other activities, officialmeetings and briefings. We are working with governmententities to advance diverse green projects.
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GRI Index(Global Reporting Initiative)
G3 core indicators Page1. Strategy and analysis1.1 Statement from the CEO and the supervisory board chairperson Cover, 3 -121
1.2 Description of key impacts, risks and opportunities 4, 3 -121
2. Organizational profile2.1 Name of the company 3, 42.2 Primary brands, products and/or services 42.3 Operational structure and major divisions 42.4 Location of organization’s headquarters 32.5 Number/names of countries with either major operations 3, AR 2062.6 Nature of ownership 3, MPC2.7 Markets served 3, AR 28-29, 63-65, 106-1102.8 Scale of the reporting organization 32.9 Significant changes regarding size, structure, or ownership n. r.2.10 Awards received in the reporting period 25-301
3. Report parameters3.1 Reporting period 23.2 Date of most recent previous report 23.3 Reporting cycle 23.4 Contact point for questions regarding the report back cover3.5 Processes for defining report content 41
3.6 Boundary of report 23.7 Statement on specific limitations concerning the report’s scope 23.8 Basis for the reporting on joint ventures, subsidiaries etc. n. r.3.9 Data measurement techniques and bases of calculations 23.10 Explanation of any restatements of information n. r.3.11 Significant changes from previous reporting periods none3.12 GRI index 333.13 External verification of the report 3-241, 111-1131
4. Governance, commitments, and engagement4.1 Governance structure, incl. responsibility for sustainability 4, 34-361
4.2 Independence of the supervisory board chairperson 341
4.3 No. of independent supervisory board members 341
4.4 Mechanisms to provide recommendations to highest governance body 32-361
4.5 Linkage between senior management compensation and sustainability goals 34-361, MPC 25
4.6 Processes to ensure conflicts of interest are avoided 32-361, MPC 584.7 Expertise of highest governance body in terms of sustainability MPC 564.8 Corporate mission, values, and Codes of Conduct 26/27, 30, 34-381
4.9 Board-level processes for overseeing sustainability performance 34-361, 39/401
4.10 Processes for evaluating the highest governance body’s performance MPC 564.11 Implementation of the precautionary principle 5-7, 34-361
4.12 External initiatives that the organization endorses 27, 30-324.13 Significant memberships in industry and business associations 1/32, 148-1561
4.14 List of stakeholder groups engaged by the organization 31/32, 148-1561
4.15 Basis for identification and selection of stakeholders to engage 31/32, 148-1561
4.16 Approaches to stakeholder engagement (type/frequency)31/32, 3 -61, 148-1561
4.17 Response to key concerns raised by stakeholders 31/32, 148-1561
5. Management approach and performance indicatorsEconomic – Management approach 3/4EC1 Direct economic value created and distributed 3, AR 92/93EC2 Financial implication of climate change 4EC3 Coverage of benefit pension plan obligations AR 193-197EC4 Financial assistance received from government AR 136EC6 Spending on locally-based suppliers 26/27, 29EC7 Local hiring for senior management positions 20-22, 48-511
EC8 Infrastructure investments and services provided primarily for public benefit 30/31, 48-511
G3 core indicators PageEnvironmental – Management approach 16-19EN1 Weight/volume of materials used 12/13EN2 Percentage of materials used that are recycled 13EN3 Direct energy consumption: primary sources used by company 17, 111-1131
EN4 Indirect energy consumption: primary sources used through energy purchased 17, 111-1131
EN8 Total water withdrawal by source 18, 111-1131
EN11 Land used in protected areas n. r.EN12 Significant impacts of activities on protected areas n. r.EN16 Total direct and indirect greenhouse gas emissions by weight 17, 111-1131
EN17 Other relevant indirect greenhouse gas emissions by weight n. r.EN19 Ozone-depleting substances by weight n. r.EN20 NOX, SOX, and other significant air emissions N/AEN21 Water discharge by quality and destination 18, 1111
EN22 Total weight of waste by type and disposal method 18, 1111
EN23 Total number and volume of significant spills N/AEN26 Initiatives to mitigate environmental impacts of products and services
6-15, 64-1061
EN27 Percentage of recycled products n. r.EN28 Fines and sanctions for non-compliance with environmental regulations noneLabor practices and decent work – Management approach 20/21, 46-631
LA1 Total workforce by employment type, and region 3, 14/151, 46-631
LA2 Breakdown of employee turnover by age group, gender, and region 6-631
LA4 Percentage of employees covered by collective bargaining agreements 25LA5 Minimum notice period(s) regarding operational changes N/ALA7 Injuries, absentee rates and work-related fatalities by region 21, 23, CSR 52-55LA8 Prevention and risk-control programs regarding serious diseases
22/23, 52-551
LA10 Training hours per year per employee by employee category 8, 52-551
LA13 Composition of senior management and breakdown of employees (gender/culture/age) 21/22, 34-361, 50/511
LA14 Ratio of basic salary of men to women by employee category N/AHuman rights – Management approach 4, 6, 20/21, 30 1361
HR1 Investment agreements with HR clauses or screening N/AHR2 Suppliers and contractors that underwent screening on human rights
24, 26-29, 124-1321
HR4 Incidents of discrimination and actions taken N/AHR5 Operations with risks to freedom of association/collective
bargaining at risk noneHR6 Operations with significant risk incidents of child labor noneHR7 Operations with significant risk for incidents of forced or compulsory labor noneSociety – Management approach 30-32, 37/381, 134-1561
SO1 Policy to manage impacts on communities 31/32SO2 Business units analyzed for risks related to corruption 26/27, 37/381, 1261
SO3 Employees trained in organization’s anti-corruption policies 37/381
SO4 Action taken in response to instances of corruption N/ASO5 Positions and participation in public policy development and lobbying
31/32, 79-841, 148-1561
SO8 Fines/sanctions for non-compliance with laws and regulations noneProduct responsibility – Management approach 6, 70-781
PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvements 8, 98-1011
PR3 Principles/measures related to product information/labeling 9/10, 76-781
PR6 Programs for adherence of laws and voluntary codes n.r.PR8 Complaints connected to customer data protection breaches nonePR9 Fines for non-compliance with regulations concerning the
use of products and services N/A
1 = CSR Report Bombardier Inc. AR = Annual Report
MCP = Management Circular ProxyN/A = no information availablen.r. = not relevant
= Indicator is fully covered= Indicator is partially covered= Indicator is currently not covered
We have self-assessed our reporting to be Application Level B.
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Bombardier TransportationSchöneberger Ufer 1D-10785 Berlin, Germany
Tel +49 30 98 60 70Fax +49 30 98 60 72 000
www.transportation.bombardier.com
*Trademark(s) of Bombardier Inc. or its subsidiaries.
This report has been printed on EnviroTop 100 % recycled paper.EnviroTop holds “The Blue Angel” environmental certification. Thispaper is made without any additional bleach or optical brightenerand has been produced carbon neutrally. The applied coating isbased on plant-extract oil. The report has been printed with FSCand carbon-neutral certification. Bombardier Transportation hasan active set of environmental print guidelines, for further detailsplease visit: www.transportation.bombardier.com
Learn more about our commitment to sustainable mobility at:www.theclimateisrightfortrains.com
If you no longer require this brochure please recycle it responsibly.
Contact Sharon ChristiansVice President Communications & Public [email protected]
Date of PublicationApril 2011
