euronaval2010 dcns

DCNS: AN AMBITIOUS COMPANY

DCNS is among the French

armament companies that has

undergone the most profound

changes in recent years. It has

managed i ts t rans i t ion f rom a

state-owned company attached to

the administration, to a profitable

private company. DCNS!s culture

is one of results, like that of the

most successful private companies

in the world.

Managing complex programmes

dai ly , DCNS combines the

technical capabilities and human

skills that have made its expertise

world-renowned. Responsibility for

the des ign, maintenance and

manufacturing of a ballistic missile

launcher submar ine, the most

complex system ever made by

man, positions the company as a

large systems in tegrator o f

systems. In this regard, DCNS is

involved in nuclear deterrence, “an

in tangib le geopol i t ica l g iven”

(Admira l Mi l l ) . Thanks to the

company !s engineers and

technicians, among others, the

group allows France to maintain

the technologica l credib i l i ty of

deterrence.

This va luable exper t ise a l lows

DCNS to chart its ambitions for

growth through a strategic course

over the next ten years. DCNS

aims to double its turnover. In this

context, the group will remain the

Navy!s partner of reference. It also

seeks to develop itself in highly

compet i t ive sectors such as

international naval defence, civil

nuc lear energy and renewable

marine resources.

The move towards ocean energy

stems from the fact that three-

quarters of the earth is covered by

seas. The marine group offers a

huge potential, while providing a

range of less expensive solutions

to European navies, which are

a lways on the lookout for

economies of scale.

This growth will be conditioned by

an overa l l improvement in the

group !s per formance expected

over the next three years. DCNS!s

growth and gains in performance

will create wealth and jobs for the

company and its environment. To

do this, the company can rely on

its experience with the Navy, with

an MCO (maintenance in

operat ional condi t ion) and

availability rate for ships that has

generally been rising over the past

three years (surface ships and

submarines alike).

The object ive of th is growth

strategy is to keep DCNS moving

in order to best pos i t ion the

company in v iew of poss ib le

European alliances.

Which consolidations in Europe?

While European defence budgets

tend to be decreasing, the military

shipbuilding industry continues to

experience relative growth. In fact,

Europeans have noted that in the

United States (35 per cent of the

global shipbui ld ing industry) ,

China and Russia, new doctrines

of missions for the Navy have

been publ ished, fur ther

legitimising the development or

launching of new programmes.

Aside from the United Kingdom,

European states have never

publ ished Defence Industr ia l

Strategies (DIS), although France

updated its White Paper in 2008.

However, many programmes and

efficient industries do exist. Seven

European countr ies have a

significant military naval sector. If

Br i t ish, French and German

industries stand out, Spain, Italy,

Sweden and the Netherlands also

have impressive groups. This

hierarchy results from the volume

of subsidies allocated by these

countries to marine equipment

because, l ike the defence

industry, the shipbuilding industry

depends heavily on orders from

States.

To avoid being outpaced by strong

competitors, such as the Koreans

or the Chinese, Europeans have

become aware of the urgent need

to consider intel l igent

consolidation plans needed to win

on the export market.

The sector remains, in the words

of several national players, “too

fragmented.” It revolves, broadly,

around three main poles: the

United Kingdom, wi th BAe

Systems; Germany, with HDW

and Thyssen; Spain with Navantia

and France, wi th DCNS. The

future of European naval defence

l ies among these poles. In

addition to existing partnerships

such as the Horizon Frigates or

FREMM (multi-mission frigates)

the Franco-British partnership is

high on the agenda.

E d i t o r : G u y P e r r i m o n d - C h i e f E d i t o r : G u i l l a u m e B e l a n - 4 N o v e m b e r 2 0 1 0

Bimonthly Newslet ter on Defence and Strategy

i n t e r n a t i o n a l

w w w . t t u . f rSupplement to TTU International n° 263

DCNS

Supplement to TTU International n° 263 - 4 November 2010

DCNS, ENGINE OF THE NAVAL DEFENCE INDUSTRY

s i tes as subcont rac tors ,representing 80 per cent of thesector in Brittany and 10,000 jobs.The creation of the cluster can beexplained by the wil l ingness ofmajor contractors to encouragetheir suppl iers to move from asingle activity to that of turnkeycapabil ity. They task them withvarious roles, including design,

supply, testing and operationalrespons ib i l i ty for a l l - inc lus ivepackages. As Patr ick Boissier points out,subcontractors form a unit withDCNS. For instance, a FREMMrepresents 3 millions of workinghours each year and half of theproduction is carried out undercontract.

FREMM under construction

The naval defence industry inFrance represents a turnover ofmore than five billion euros andupwards of 40,000 jobs. InSeptember 2010, the minister ofindustry was in fact at DCNS !sfacil i ty in Lorient to launch the“shipbuilding industry!s strategiccommittee.” The minister wants togive priority to French-made shipsand equ ipment and avo idoutsourcing in a strategic andsensitive sector. For its part, DCNS aims to doubleits turnover; the development ofthe company is cer ta in ly anengine of economic growth in thenava l de fence sector . Manysuppliers and subcontractors withspecific skills rely on this growth.For DCNS pres ident Pat r ickBoissier, subcontractors “must beinvolved from the design phaseand partnership agreements mustbe established with key suppliersin the long term. We must engagewith them in terms of duration andvolume, to enable them to investand to gradually reduce the costof their services.” The nava l po le in Br i t tany isin teres t ing . I t inc ludes 60companies, as many d i f ferent

A high-quality service offering

supply of spare parts to optimisation

or the construction of naval bases,

through modernisation of equipment

and extending ship life.

The strength of DCNS lies in its

teams of experts, who draw on more

than 350 years of experience in

naval military technology. This know-

how covers the entire lifecycle of the

ship, from the design phase through

to its decommissioning. DCNS is in

charge of operational maintenance

of the French Marine Nationale!s

first-rank ships (frigates, avisos,

patrol boats, projection and

command vessels, submarines ...).

On the other hand, DCNS designs,

operates and maintains the seaport

infrastructure on behalf of the

French Navy, and recently in Brazil,

Following the sale of a vessel,

whether a surface ship or

submarine, as well as naval

systems (e.g. countermining

warfare), DCNS offers support and

assistance to its customers in order

to reduce cost of ownership,

increase reliability and technical and

operational availabil i ty of ships

(training and exercise), maintain and

modernise vessels, extend ship life,

optimise infrastructures (both naval

bases as construction or

maintenance shipyards) and provide

full naval base services.

In order to do this, DCNS offers a full

range of services that combine

performance and competitiveness

and that are adapted and adjusted to

the needs of each client: from the

the group has been accompanying

the Brazilian Navy in the design and

implementation of i ts new

infrastructure (shipyards and naval

base), where the country!s future

submarines will be based.

Moreover, controlling major new

construction programmes in all

categories of ships—combat,

support and security— guarantees a

high level of maintenance with the

same performance and

competitiveness.

This makes it possible to maintain a

strong synergy between complex

processes and simpler ones when

the dual nature of the vessels

permits greater utilisation of civil

shipbuilding references.


DCNSPAGE 3

THE VIRTUOUS CIRCLE OF PERFORMANCE

Multi-mission frigates

(FREMM), thanks to their

technology and weapons

systems, are a major DCNS

export product. Currently under

construction at the Lorient facility

(picture), a frigate of this class

has already been ordered by

Morocco and should be

delivered by 2013. As the most

advanced surface ship in the

French navy, the FREMM, with

its mixed propulsion (electric /

gas turbine for a maximum

speed of 27 knots) could also

find numerous opportunities on

the export market.

The FREMM programme !s

original i ty also l ies in i ts

industr ial architecture. The

project is being carried out in

cooperation with Italy, whose

frigates will be slightly different

in terms of design but share

equipment in common with

France.

FREMM for export

In May 2010, the FREMM

“Aquitaine” was set af loat.

Manufactured by DCNS at i ts

Lorient site with the support of all

the other yards of the group, the

ship, particularly stealthy both in its

materials and its design, was begun

in December 2007 and must be

delivered to the French Navy in

2012. After leaving i ts

construct ion form, the

“Aquitaine” was dry-docked for

fitting of its sonar bulb, rudders

and propel lers. In addit ion,

work continues with weapons,

notably the installation of the

electronic warfare mast that

has just been completed.

Measuring 142 meters long,

with a 6,000-tonne

displacement, the “Aquitaine”

will be followed by 11 other

frigates of the same class, all to

be delivered by 2022. The fleet

wi l l form the French naval

force!s future “soldiers of the

sea.” The weapons include

The FREMM programme: the “Aquitaine”

Among DCNS!s major strategic

transformat ions in i ts move

toward greater performance is

the innovat ive concept of

“competitive reinternalisation,”

unveiled by CEO Patrick Boissier

in December 2009. In the wake of

a “virtuous circle of performance,”

this “competitive reinternalisation”

a ims to car ry out par t o f the

production at DCNS yards rather

than contracting it out to low-cost

shipyards. “In a business such as

ours, I think we can be efficient

and compet i t i ve on ly by

contro l l ing a major product ion

facility.”

This industrial policy is designed

to enab le DCNS to a t ta in ,

in terna l ly , the same leve l o f

overall economic performance as

with partial outsourcing to low-

cost shipyards. The challenge for

DCNS is to carry out industrial

activities in its core-sector, which,

by not be ing outsourced, can

in i t ia te pos i t i ve growth . Th is

means increasing the volume of

domest ic product ion and

opt imis ing the product ion

faci l i t ies, and better absorbing

structural costs. DCNS, which has

significantly invested to ensure

that its industrial structure is one

of Europe !s most modern ones,

main ta ins and deve lops a

successfu l and compet i t i ve

industrial base in France.

Aster, Scalp Naval and Exocet

MM40 Block 3 missiles, as well as

MU90 torpedoes and a 76-mm

turret. Each frigate will deploy an

NH90 helicopter. In this regard, the

FREMM is a programme of

excellence that fully demonstrates

DCNS!s integration capabilities.

FREMM Aquitaine

Inside the FREMM


DCNSPAGE 4

INNOVATION AND MASTERING COMPLEX SYSTEMS

CMSs well adapted to every navies

DCNS-designed combat

management systems (CMSs) give

naval forces the capabilities needed

to successfully participate in joint

and allied missions. Building on

expertise acquired as the French

Navy!s long-term benchmark prime

contractor, DCNS proposes

evolvable CMS solutions for all

forms of naval warfare and a wide

variety of equipment configurations.

The Setis range is for multirole

surface combatants participating in

high-intensity operations (air threat

management, anti-submarine

warfare, deep strike, land attack,

etc.) and the Polaris range for

vessels designed for area

surveillance, policing and counter-

piracy missions.

It is impossible today to sell a

weapons system without adding

one or more technological bricks.

Defence continues to be a

technological leader for the

industry. Today, in order to carry

out technology transfers and

maintain its R&D investment, it is

essential to stimulate innovation.

That is why DCNS has developed a

partnership with PhD students at

the Naval Academy and the Ecole

Centrale de Nantes. Each year,

DCNS spends 70 million euros in

this area. R&D can not be

summarised through winning

tenders for preliminary studies, but

rather in building on long-term

training and validating know-how.

Research allows DCNS to develop

skills outside the field of defence,

such as bio-marine energy, or the

study of wave movements, in

environmental studies and

everything that relates to the sea. In

this regard, the SIGRAN project

looks promising.

In this regard, DCNS has secured

16 million euros in funding from the

European Commission for a

research project in the field of

maritime security: the “I2C” (Eye-

To-Sea). This project, which

involves 20 partners, among which

the Onera, will be spread over four

years and will study and evaluate

the implementation of a global

system for surveillance of regional

maritime areas and detection of

offenders. DCNS intends to confirm

with a demonstrator, under

development, the capabil i ty to

respond to security challenges in

the Mediterranean Sea.

The Scorpene is a submarine

powered with a new-generat ion

classic propulsion, developed by

DCNS in cooperat ion with the

Spanish shipyard Navantia for the

export market, with DCNS in charge

of the Scorpene design. Chile and

Malaysia have each already ordered

two of these submarines, and India

has ordered six Scorpenes along

with a technology transfer.

In Malaysia, the second submarine of

the Royal Navy, KD Tun Razak,

reached its naval base last July. The

journey from southern France to

Malaysia lasted 64 days.

The two Malaysian submarines with a

length of 67.5 metres and a

displacement of 1,550 tonnes are

operated by a 31-strong Malaysian

crew and have an endurance of 45

days. Training of the crew was

organised so that the Malaysian navy

would be ready to take possession of

i ts ships according to the

submarines! construction schedule.

This Scorpene programme confirms

DCNS !s submarine know-how in

Scorpene, Malaysia

managing complex naval

programmes. With 10 ships sold

worldwide, the Scorpene has

become a global benchmark for

conventional submarines (two for

Chi le, two in Malaysia, six for

India).

Built in France and Spain, they are

produced according to the same

industrial process. They benefit

from innovations developed in

recent years on other programmes

and bring together the most

advanced technologies, notably in

the f ields of hydrodynamics,

acoust ic discret ion and

automation. Their modular design

make the Scorpenes highly

adaptable to various mission

profiles and requirements.

In Brazil, the contract covers the

design and implementat ion of

technology transfers for four

conventional submarines

developed from the Scorpene

experience. The Brazilian contract

also includes assistance with the

design and implementation of the

non-nuclear part of the f i rst

Brazi l ian nuclear-powered

submarine, while DCNS will also

provide support for the completion

of a naval base and a shipyard.

R&D: innovate in order to anticipate

The Scorpene and its variants

DCNS


INTERNATIONAL GROWTH

The Andrasta solution

Andrasta is a small coastal

submarine designed for the export

market. With a surface

displacement of 900 tonnes, the

ship is capable of operat ing

multiple weapons systems. The

submarine is specifically designed

for navies that do not have

submarine forces or that cannot

afford large submarines like the

Scorpene. With its proven and

rel iable technologies, the

Andrasta is much cheaper than

the traditional 1500 to 2000 tons

submarines. The Andrasta can

cover 1,850 miles at eight knots

and 3,000 miles at four knots. At

this speed, i t can remain

submerged, working on its battery

for 60 hours, i ts maximum

endurance being 15 days.

DCNS has made a remarkable

breakthrough on the worldwide

naval defence market (new

construction and services) with

significant orders, including with

“BRIC” countries (Brazil, Russia,

India and China). And the sector still

offers a potential for development of

more than three billion euros per

year. All maritime regions of the

world are considered by DCNS as

areas of growth, the group aiming to

become the world!s leading exporter

in the sector. In this regard, DCNS

relies on a policy of openness to

international cooperation that

combines local partnerships and

technology transfers. DCNS knows

how to implement sustainable

industrial cooperation. Its technology

transfers are not limited to deliveries

of kits, but real transfers of

competencies in the fields of design,

construction and maintenance as

well as modification of military naval

platforms with a technical assistance

that is adapted to each shipyard and

local context.

Many successes attest to the quality

of this expertise:

- Technology transfer for the

construction of six Delta frigates,

among which five for Singapore;

- Technology transfer with the

adaptation and modernisation of

Indian production facil i t ies to

manufacture six Scorpenes;

- Creation of an autonomous entity

in partnership with the Malaysian

industry to ensure full support and

maintenance of Malaysia !s two

Scorpene submarines;

- Technology transfer for the

construction in Pakistan of two

submarines (the first having been

built in France) with a modernisation

programme that includes an AIP (Air

Independent Propulsion) on locally

built ships;

- Major Industrial Partnerships with

local industrials within the framework

of modernisation programmes for

the combat systems of the U-209s in

service in Latin America navies;

- Large-scale technology transfer in

Brazil for the construction of four

submarines derived from the

Scorpene, including construction of

production facil i t ies and local

maintenance as well as support for

the design of a large submarine that

can be fitted with nuclear

propulsion, designed and built

by Brazil.

Capitalising on the Brazilian contract

Following several years of exploration, evaluation of needs and negotiation,

DCNS has won the largest contract in its export history in Brazil. This

success proves DCNS!s credibility, and opens a window of opportunity for

new prospects. The Brazilian contract provides a well-controlled transfer of

technology. The construction of the first of the four conventional submarines

derived from the Scorpene-class began in May at Cherbourg. The first part

must be completed in 2012 and the submarine will enter service in 2017.

Aside from the delivery of these submarines, the contract includes support for

design - under the design authority of the Brazilian Navy – of the non-nuclear

part of the first Brazilian nuclear-propelled submarine and assistance with the

completion of a naval base and a shipyard. The Brazilian submarine is a

version adapted to Brasilia!s requirements (80 days! patrol with a 35- to 50-

member crew), which required a longer version to carry more fuel and larger

living areas. The 6.7 billion-euro contract is to be carried out through the

creation of a joint-venture between the French manufacturer and the Brazilian

multinational Odebrecht. The joint-venture is owned 59 per cent by the

Brazilian company with DCNS responsible for the operational management. It

is through this company that DCNS is assisting and supporting the Brazilian

Navy in building a submarine base and a shipyard in Sepetiba, near Rio.

DCNS will also support Brasilia during the design and manufacturing phase

of a nuclear-propelled submarine, which will enter service in 2025. In this

regard, DCNS opened a design school in Lorient on 16 September. Over a

period of 18 months, the school will train around 30 engineers and Brazilian

officers in the design of a nuclear submarine, excluding the expertise of

propulsion. The nuclear part will be supplied by Brasilia. In the meantime,

150 Brazilian staff will be trained by DCNS over the next three years, mainly

in Cherbourg, for production activities, before joining the Brazilian shipyards.


DCNSPAGE 6

DCNS: A COMBAT-PROVEN LABEL

Within the context of coalition-led

military operations, projection is

a decisive factor. The BPC

concept combines a helicopter

landing dock, a floating hospital,

an amphibious assault ship,

troop transport and a command

vessel in a single platform. The

first two BPCs, “Mistral” and

“Tonnerre,” were commissioned

in 2006 and 2007 respectively.

The third of the class wil l be

commissioned in 2012. In May

2010, the BPC completed its

103rd rotat ion with Exercise

Corymbe in West Africa.

Projection Deterrence

The atomic bomb, with its power

and range, signalled the “end of

the relationship between power

and weight” (General Andre

Beaufre). Embarked in a nuclear-

powered, ballistic nuclear missile-

carrying submarine (SSBN), the

nuclear vector has absolute mobility

and total discretion. In addition to

political credibility, the invisibility of

the SSBN makes i t a strong

psychological force of deterrence,

which protects national terr i tory,

creating uncertainty and fear in the

mind of the opponent.

DCNS is maintaining and developing

its expert ise in this area so that

France can keep its deterrence

DCNS and Carrier Vessel Battle Group

The aircraft carr ier “Charles de

Gaulle,” in service since late 2000,

is the most sophisticated ship ever

built in Europe. It can deploy up to

40 aircraft, including the Rafale

fighter and Hawkeye surveillance

aircraft, and can catapult an aircraft

every th i r ty seconds. I ts Seni t

combat system is highly integrated

and features the Aster self-defence

missile. It is fitted with a powerful

communications system, including

Link 16, allowing the interoperability

with NATO forces. It can handle up

to 100 aircraft sorties per day, as it

did when it operated during the war

in Afghanistan.

In addition to the aircraft carrier

itself, DCNS is also at the heart of

the carrier vessel battle group !s

protect ion when deployed.

Especially during implementation of

frigates by the Marine Nationale,

including Forbin-type anti-aircraft

ships and even nuclear-powered

attack submarines (SSN). Like the

SSBN, the design and production of

aircraft carriers and escort SSNs

reveals the broad range of complex

know-how that DCNS offers.

The emergence of criminal and terrorist elements

threatening the security of multiple targets such as

oi l r igs , merchandise convoys and undersea

pipelines is at the origin of the design of a new ship

by DCNS teams: a small vessel dedicated to these

new threats.

Capable of reacting quickly even in the context of

international operations, the Gowind family (1,000

to 2,500 tonnes) operates different capabilities:

implementation of unmanned aerial and surface

vehicles, quick launch and recovery of two fast

commando boats from its rear dock, 360-degree

next-generation panoramic vision from bridge,

satell i te communication system integrated into

maritime surveillance networks, an architecture and

weapons designed and dedicated to asymmetric

threats, as well as a flexible mission system. All these

assets are determinants for countries that consider

the i r mar i t ime in terests and sovere ignty to be

priorities.

capability. Thus, a new SSBN was

called to active duty on 20 September.

“Le Terrible” has begun a training

phase of several months, that will

soon been completed with its entry

into the operational patrols cycle. The

fourth and last ship of the SSBN

Triomphant-class, i t wil l carry 16

ICBMs M51s (9,000 km range). Built

by DCNS, the SSBN type Triomphant

is 138 metres long.

Gowind: facing new threats


DCNSPAGE 7

INDIA: PARTNERSHIP “SERVICE” BECOMES REALITY

DCNS CEO Patrick Boissier was in

Bombay earl ier this year to

inaugurate DCNS India, the French

group!s wholly owned subsidiary

specialised in naval services. The

group is in charge of a contract

providing technology transfers for

Scorpene submarines at Mazagon

Dock Shipyard Ltd (MDL). Six

submarines of this type wi l l be

delivered by 2018 to the Indian

Navy under the P75 programme.

The contract, signed in 2005, covers

the l icensing, construct ion,

technology transfer and delivery by

the French manufacturers of some

parts of the hull and the combat

system made by UDS International.

DCNS India wi l l contr ibute to

technology transfers by providing

consulting services and technical

assistance and support for the

“sourcing” as wel l as the

qualification of Indian suppliers for

components and submarine

equipment. Beyond this programme,

DCNS India!s mission is to carry out

detailed engineering, consulting,

sourcing and procurement for other

projects that DCNS has with Indian

shipyards. It also plans to offer

simi lar services to DCNS units

abroad.

The creation of DCNS India reflects

the group!s willingness to accelerate

its international development and

specifically its presence in India by

easing the process of technology

transfer and reinforcing the strong

ties that the French group has with

Indian industry and engineering

manufactur ing, both publ ic and

private.

LATIN AMERICA: A PROACTIVE STRATEGY

With its success in Chile and Brazil,

DCNS now considers the Lat in

American market as having high

potent ial . The Internat ional

Symposium Copona 2010, held in

Santiago, Chile in February of this

year, has clearly shown the group!s

willingness to develop its activities in

the region. DCNS has unveiled a

whole range of global solutions,

meeting various needs and

expectat ions of a booming

continent.

Providing global solutions in the field

of armed vessels, DCNS has

demonstrated its expertise to its

partners in ensuring their self-

defence against all types of threats

(terrorists or drug traffickers, pirate

attacks or strategic installations...).

These programmes include

FREMM, Gowind and the new family

of FM400 frigates. Moreover, DCNS

has innovative solutions for safety

and securi ty in the mari t ime

environment, especial ly i ts

MATRICS offer (Maritime Traffic

Intelligence and Control of the Sea)

on the Gowind family OPVs

(Offshore Patrol Vessels). Thanks to

an elaborated intel l igence

management, MATRICS offers

efficient maritime surveillance and

supports authori t ies in their

decision-making in terms of

appropriate and timely interventions.

MESMA INNOVATION: AN ASSET FOR EXPORT

The AIP MESMA (Autonomous

Sub-Marine Energy Module) is an

electrical power generator module

dedicated to convent ional

submarines. It provides power for

both onboard and propuls ion

systems, and a lso a l lows the

batteries to recharge without having

to resurface.

The MESMA AIP quadruples the

submerged endurance of a

convent ional submarine, which

significantly expands its outreach

and improves the stealth of the

submarine operation.

For more than two years, the

MESMA has functioned perfectly

and demonstrated the expected

performance. The MESMA AIP has

been selected to power Pakistan!s

Agosta submarine.

The compact MESMA can be

integrated in the construction of a

new ship or during a retrof i t or

upgrading operation.

MESMA notably features f ive

assets:

- Increased operat ional

performance: increased range and

submerged endurance, unlimited

diving depth;

- A sound discretion: the MESMA is

very quiet as it is integrated on a

structure that is isolated from the

hul l thanks to an e last ic

suspension;

- Compactness: integrated in a

single section of the submarine, it

offers an excellent power / volume

ratio;

- Security: no storage of hydrogen.

The MESMA is designed to meet

the strictest requirements in terms

of robustness and resi l ience to

shocks;

- Reliability: the MESMA has been

developed f rom mature

technologies that have been proven

by DCNS over many years.

DCNSSupplement to TTU International n° 263 - 4 November 2010

NEW GROWTH RELAYS

...to civilian nuclear

DCNS is determined to become a

major player in renewable maritime

energy and lead the sector. This

market is just at its beginning and

could reach several billion euros

per year over the

medium term.

In v iew of th is,

DCNS has

designed and

created an

incubator in Brest.

The structure aims

to consolidate and

increase DCNS !s

R&D investment in

this f ie ld. I t a lso

aims to br ing

together the skills

of the group and its

partners. The

establishment of this incubator is a

cont inuat ion of the in i t iat ives

decided by the government during

Grenelle of the Sea.

DCNS is the only company

worldwide to be investing in the four

key technologies of this market:

current marine power, floating wind

pump, wave energy and ocean

thermal energy.

In this regard, DCNS is already

involved with partners, studies and

projects exploring and defining

future industrial developments. An

example is the WINFLO project

(Wind turbine with INnovat ion

design for Floating Lightweight

Offshore), created from the

common efforts of major industrial

working in the naval sectors, oil and

wind power (Nass &

Wind, DCNS, SAIPEM,

InVivo, I f remer and

ENSIETA) to design

and develop a floating

wind pump.

DCNS is also working

on currents energy,

captured thanks to

submarine turbines. It

will launch a feasibility

study on the creation of

a 20 MW Central at Raz

Blanchard, in the

Channel.

As for ocean thermal

energy and waves, the latter is

made possible through a

submerged f loater, which

transforms the waves into hydraulic

power and electricity.

Known for its military know-how and global security

competencies, DCNS is increasingly integrating its

knowledge about propulsion to the service of dual

technologies, like civilian nuclear power, which opens

immense growth opportunities for export.

In terms of the civilian nuclear sector, DCNS has

reached a first step by signing a contract with the

Chinese CNPEC (China Nuclear Power Engineering

Company), partners of Areva for the supply of 14

exchangers dedicated to the Taichan plant!s first EPR

reactors. The heat exchangers are made at DCNS

Indret Nantes and Cherbourg facilities. DCNS is thus

relying on i ts industr ial and engineering means

dedicated to nuclear propulsion of the ships it designs

and produces. In France, DCNS manufactures the

internal structure of tanks and steam turbines

machining for the EPR and, in order to prove its

expertise, has made a model of the vacuum chamber of

the future ITER, being built in Cadarache.

DCNS is working in partnership with the Atomic Energy

Commission and Areva. Over the past 40 years, the

company has bui l t 18 naval nuclear propulsion

systems. These equipments have been installed for the

first time on the Redoutable-class (six ships) nuclear

ballistic missile submarine, then six Ruby-class nuclear

attack submarines, four Le Triomphant-class SSBNs

and on the “Charles de Gaulle.” It will also be fitted on

the future French navy Suffren-class SSN (Barracuda).

From renewable maritime energies...

TTU International – Bimonthly Newsletter on Defence and Strategy published by Sarl Certes, capital: "40,155

Head Office – 25, rue du Louvre – 75001 Paris – Phone: 33 1 40 26 03 03 – Fax: 33 1 40 26 18 59 – e-mail: [email protected] – www.ttu.fr

Publishing Director: Guy Perrimond – Managing Editor: Guillaume Belan

"23 per issue – Annual subscriber rates (22 issues): paper or e-mail edition: "620 (France), "680 (Overseas)

Printed in France by Certes © Certes 2010 – All rights reserved

euronaval2010 dcns

Economy & Finance