magazine - safran.ru · 02 _ june 2011 _ safran magazine safran magazine _ june 2011 _ 03...

p. 26 marketS : AUTOMATED BORDER CONTROL / p. 32 INSIGHt : ARIANE MEETS NEW CHALLENGES

magazinesafran

juNe 2011 – # 10the safran group magazine

Safran’s new aircraft engine will power the Airbus A320neo and Comac C919

LEAP: POWERING THE FUTURE

SpecIal report

marchésContents

02 _ June 2011 _ safran Magazine safran Magazine _ June 2011 _ 03

marchésEditorial

six years after being founded, Safran reaffirms its position as a solid, unified, integrated and powerful group. Our economic, industrial and competitive environment is undergoing fast-paced transforma-tions, requiring increasingly quick reactions. To stay on top of these changes, the Annual General Meeting of Shareholders, on April 21, approved a change in our corporate governance, from a two-pronged

structure with an executive board and a supervisory board, to a unified structure based on a Board of Directors. The role of the Board has therefore been strength-ened, and its members are more directly involved in Group management. The new Board is both more streamlined and more diversified. It has fifteen members, in-cluding five women and two international directors. To ensure continuity and con-sistency, Francis Mer, Vice Chairman of the new Board, will also chair the Strategy

& Major Projects Committee, while the two other Board committees will be headed by directors with a deep under-standing of our Group: Michel Lucas for the Nomination and Remuneration Committee; and Jean-Marc Forneri for the Audit and Risk Management Committee.

The change in corporate governance goes hand in hand with a change in Safran’s corporate management organization, designed to strengthen cross-functionality and innovation. This has resulted in the creation of an Operations division (in the broad sense of the term), which will be responsible for coordinating programs involving several Safran companies. Our customers and partners will be able to deal with a single point-of-contact, guaranteeing the competitiveness of our offerings and the quality of our products and services, no matter which businesses are involved.

We have also created a Transformation division, designed to meet the same objec-tive of greater cross-functionality, as well as accelerating innovation. It will foster the development of real breakthrough concepts, even outside our current markets if applicable, and provide the framework needed to bring these innovations to mar-ket when the challenges – and the required resources – exceed the capabilities of individual Group companies.

These changes clearly reflect Safran’s long-term vision, and our firm conviction that the Group is far more than the sum of its parts.

In short, Safran is deploying the resources needed to leverage our growth poten-tial at multiple levels and meet the challenges of the coming decades.

Safran revamps corporate governance

32 InsightCheck out the latest safran group news at www.safran-group.com

Jean-Paul Hertemanchairman and cEO, safran

News breaks� p. 04

Tomorrow� p. 08Safran equips the X4 helicopter

Special report p. 10LEAP: powering the futureSafran’s new engine selected for the Airbus A320neo and Comac C919

panorama� p. 20Clean machinesGyros are assembled in clean rooms, to keep out any contaminants

Markets p. 2424 Safran on the Airbus A400M

airlifter26 Made-to-measure border

control systems28 Setting the pace in support services30 Detecting explosives in luggage

Insight� p. 3232 Ariane rises to the challenge of

space access36 Logistics expertise37 Opening the door to culture

Stories� p. 38Aircraft on ground in Agadir

Interview� p. 40Mexico, an inside viewInterview with Miguel Aleman Velasco, Chairman of Interjet

“Accelerating innovation”

Ariane 5 gives Europe a competitive, high-performance launch vehicle. As the lead contractor on its propulsion systems, Safran is working on upgrades to maintain market leadership.

Ambitions in spAce

The Safran group magazine - 2, bd du Général-Martial-Valin 75724 Paris

Cedex 15 - France - Fax : +33 (0)1 40 60 85 01 - PublicationDirector: Pascale Dubois - Editorial Director: Florent Vilbert - Executive Editor in Chief: Céline Groult - Editor in Chief: Martin Bellet - Written by: D. Baudier, M. Bellet, B. Dietz, C. Groult, F. Lert, P. Michaud, A. Papeguay, G. Sequeira-Martins, A. Attali - Translation: Don Siegel, ID Communications - Production: - Printed by: Imprimerie Vincent, certified imprim’vert, on PEFC

accredited paper - ISSN 2114 – 1037 - The articles and illustrations published in this magazine may not be reproduced without prior authorization. Cover: © Benedita Feijó

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Ailerons go electric

I n a world first, Sagem (Safran group) and Airbus successfully flight tested an electric aileron actuator earlier this year. Installed on an Airbus A320 flying testbed, this system was the culmination of three years of research. The

electromechanical actuator calls on Safran’s multidisciplinary expertise, spanning materials, power transmissions, electronics and sensors. It heralds the eventual replacement of all or part of the hydraulically-driven flight control system by an electrical system with the required reliability. The joint Sagem-Airbus program also reflects Safran’s full-fledged involvement in projects to develop “more electric” aircraft. Using electricity instead of traditional hydraulic and pneumatic systems, these aircraft will be lighter, reducing fuel consumption, environmental impact and total cost of ownership.

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see the press kit on “safran and ‘more electric’ aircraft” at www.lebourget2011.com

WEQUIPMENT

marchésNews breaks


Messier-Bugatti-Dowty (safran group) has won a major contract to supply wheels and carbon brakes on Boeing Next-Generation 737 twinjets operated by Copa Airlines, a major carrier in south America. The contract covers original equipment or retrofits for 86 aircraft. Messier-Bugatti-Dowty won the contract because of the advantages offered by these brakes, in particular a substantial reduction in weight and excellent endurance, plus compatibility with operations at high altitude and on short runways.

Indian residents receive secure ID cards based on biometric systems from Morpho (safran group).

5 million

Iron Bird test rig for Bombardier Transport

T here’s a real convergence between air and rail”, says Pierre Froment, Safran’s director of systems and equipment R&T (Research & Technology). In both

markets, development deadlines are short, while safety and operating requirements are demanding. To meet these challenges, Bombardier Transport has called on Safran Engineering Services to design and produce integration test stands, commonly called “Iron Birds”. Designed to test systems such as braking and door opening in a realistic environment, these test rigs are sophisticated enough to ensure that systems are mature right from the delivery of the first train. “Bombardier Transport’s approach marks a first in their market,” notes Froment. “Safran will set up two of these test rigs, one in Berlin for the Zefiro 380 high-speed train, and a second in France for the Regio2N regional train. The Iron Bird for Zefiro 380 will enter service during the second half of 2011.”

WRAIL

cARbon bRAKes FoR copA

French minister visits Villaroche

O n April 5, Safran welcomed Xavier Bertrand, French minister of labor, employment and health, to its Villaroche plant, to sign an

agreement with the French metallurgy industries trade association (UIMM) to facilitate the development of work-study programs in this field. Mr. Bertrand also announced new measures to encourage apprenticeships in industry, in particular doubling the period during which companies are exempt from charges for the hiring of an additional apprentice by the end of the year, in companies with fewer than 250 employees. The government has allocated a budget of 60 million euros to support this measure. Xavier Bertrand underscored the importance of innovation as a success and diversity factor in industry, while pointing out the importance of the aerospace sector in the French economy.

Three safran group companies, Messier-Bugatti (wheels and brakes), Messier-Dowty (landing gear) and Messier services (MRO), merged on May 2, 2011 to form a single company, Messier-Bugatti-Dowty, the world leader in aircraft landing and braking systems. By bringing together these three companies and their complementary businesses, safran can harmonize management and also provide customers with a single point of contact that leverages safran’s competitive advantages in this market. Headquartered in Vélizy, near Paris, Messier-Bugatti-Dowty counts 17 main plants in Europe, North America and Asia, with a total of 6,240 employees.

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messieR- bUGAtti-DoWtY

Arrius 2B turboshaft engine delivered to sTAT MedEvac.

1, 000th

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Jean-Paul Ebanga, President and cEO, cFm International “CFM has become the global benchmark in engines for single-aisle jets, revolutionizing the market with its CFM56 and unique organizational model. Our new challenge is to sustain our leadership, while also reinventing ourselves and maintaining the same passion for excellence we have always shown.” Jean-Paul Ebanga, 48, who joined CFM International as President and CEO on February 1, 2011, wants to combine ambition and realism. As he points out, “Reinventing an enterprise is always a delicate matter.” He has forged his professional expertise through a series of management positions within the Group, in particular through experience with strategic partnerships, including international joint ventures. As early as 1994, Jean-Paul Ebanga spurred the creation of a joint venture for electronic engine controls, Fadec International, and he was most recently Chairman and CEO of PowerJet, the joint venture between Safran and NPO Saturn of Russia responsible for the SaM146 engine.

marchésNews breaks


Decision-makers

Explosive detection systems meet European standards

On March 8, Morpho Detection Inc.’s high-speed explosive detection systems received a positive assessment by the European Civil Aviation

Conference, showing that they meet the European Union’s Standard 3, which will be mandatory by 2012 for any newly acquired system. “The CEAC’s excellent evaluation of our equipment will enable European airports of any size to procure with full confidence a powerful inspection system for checked luggage. Our systems combine detection and operational efficiency, plus the high speed required by users,” said Dennis Cooke, head of Morpho Detection, Inc.

UAE sponsorship

A sponsor of the association “Friends of Paris-Sorbonne Abu Dhabi”, Safran took part in the inauguration of the new premises of the Sorbonne-Abu Dhabi on February 13,

2011, the first French-language university in the Gulf region. This event was part of the “Emirates’ 2030 Economic Vision” initiative that sets general objectives for the development of the United Arab Emirates in the next 20 years. It also enables Safran to contribute to the UAE’s cultural and educational development, and further enhances its image in the region.

WCULTURE

WsECURITY

Airbus A380 nacelle delivered by Aircelle on May 10, 2011

300th

safran at the Paris Air show

s afran will once again be in the spotlight at the 2011 Paris Air Show, the 49th edition of this premier event, as it is

every two years. Safran will be hosting both a hospitality chalet and a huge stand, spanning over 1,000 square meters (10,800 sq. ft.), so that visitors can discover the flagship products and innovations offered by all Safran

companies, including models of the new LEAP engine and the Green Taxiing concept. The Group will be announcing new items and showcasing its business activities throughout the show. For the latest news on Safran at the air show, go to the special show website for videos, photos, press releases and more: www.lebourget2011.com

Already chosen as an engine supplier on China’s new C919 commercial jet, safran has signed an agreement to create a joint venture with shanghai Aircraft Manufacturing Co. Ltd. (sAMC), subsidiary of aircraft-maker Comac, via its wiring specialist Labinal. The new company will design, develop, produce and support electrical wiring interconnection systems (EWIs) for the Asia-Pacific market, and will supply the EWIs for the C919.

c919 WiRinG FRom FRAnce AnD cHinA

The electric aileron actuator (see page 4) received the safran Grand Prize – Product, Technology and service Innovation award during a ceremony on April 5. safran also recognized innovation in other priority areas, namely participative innovation, Lean-sigma initiatives, sustainable development and patented innovation. Research and innovation are of course top strategic priorities for safran, whose business success depends in large part on the development and application of leading-edge technologies. safran organizes a yearly Innovation Competition to foster innovation and entrepreneurship throughout the Group. Launched in 2005, this initiative is part of the safran+ continuous improvement plan, and highlights the creativity, energy and initiative of safran employees.

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innoVAtion GRAnD pRiZe

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marchésTomorrow


With more than 900 sold over some 30 years, the Dauphin helicopter is one of Euro-copter’s biggest successes. However, competition is

heating up, and it must soon be replaced. The French-German helicopter-maker is gearing up for the next generation with its new X4 helicopter, incorporating significant technological breakthroughs and eligible for France’s “Future Investment Plan”*. Euro-copter is leading a production team for this new rotorcraft, including three major French participants: its parent company EADS, Thales and Safran. Group companies Turbo-meca and Sagem are both heavily involved in the X4 program.

INCREAsED FLIGHT sAFETY, REDUCED COsTs“Sagem’s participation in the X4 reflects our strong commitment to innovation, in close col-laboration with the other partners,” explains Guillaume Thin, head of product policy at Sagem. “We are working very closely with Thales on everything concerning the design of the helicopter’s avionics systems, based on a very clear workshare split. Given the high level of innovation desired, having two avionics heavyweights working on the same program is not overkill if we want to meet the daunting technical challenges ahead.”

Sagem will invest in three main areas for the new helicopter, starting with flight controls. “We already have a high level of expertise in complete control systems, from the cockpit to the rotor, along with safety-critical software, flight control equipment and actuators,” Guil-laume Thin explains. For example, Sagem can call on its experience with the NH90 military

helicopter for fly-by-wire controls. The second project under the responsibility of Safran’s electronics specialist is the information sys-tem, and especially digital security – one of the Group’s flagship disciplines. The third aspect is optronics, including cameras and image pro-cessing. “The end goal of all these innovations is of course to improve flight safety, but also to significantly reduce operating costs,” notes Thin.

PUsHING THE ENVELOPECombining technical innovation and reduced operating costs is also a major focus at tur-bine engine specialist Turbomeca. “Today we’re working on the Tech 800 demonstra-tor, which heralds the TM800, the 1,100-shaft horsepower (SHP) class engine that will replace our Arriel 2 and TM333 powerplants,”

Safran is contributing to Eurocopter’s planned successor to its iconic Dauphin helicopter, the X4. This new rotorcraft can be summed up in a single word, innovation!

X4, neXt-GeneRAtion HelicopteR

hELIcOPTErs

says Jacques Brochet, head of engineering at Turbomeca. “The Tech 800 will mark a quan-tum leap in technology compared to current engines, including a 20% reduction in fuel consumption during cruise. This engine is designed for medium helicopters such as the Eurocopter X4.” To meet this target, Turbomeca will really have to push the envelope of the gas turbine engine, squeezing out the last drops of perfor-mance in this conventional layout by optimiz-ing the design and materials. For example, it can opt for a twin-centrifugal compressor with variable pitch blades and a high compression ratio, the latest-generation single-crystal mate-rials, 3D aero design of all blades and vanes, etc.

The TM800 will also benefit from the “Basis” fleet management system now under develop-

ment by Safran, designed to reduce mainte-nance costs by 20% (see article on page 28). “Engine certification is slated for 2016, which matches the requirement expressed by our cus-tomers,” notes Jacques Brochet. “To meet this deadline, we launched the development of the TM800 engine at the same time as our work on the Tech 800 demonstrator. The design of the demonstrator has now been finalized, and partial tests of the compressor and combustor will start at the end of 2011.” For Safran, Eurocopter’s new X4 is an excel-lent opportunity to bolster its technical lead-ership in engines and avionics, while also strengthening its ties with the world’s leading helicopter manufacturer.

* France’s Future Investment Plan will invest some 35 billion euros in the country’s modernization.

as in X4, the new Eurocopter helicopter in the 4 to 5 ton class

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Safran’s new aircraft engine, more fuel-efficient and friendlier to the environment, has already been selected for the Airbus A320neo and Comac C919 jetliners.

LEAP:POWERING THE FUTURE

15% lower fuel consumption by LEAP, compared to current engines

18,700 new single-aisle aircraft will be built in the next 20 years

50/50joint company of Safran and GE, CFM International, will equally split all work on LEAP

10 _ June 2011 _ Safran Magazine Safran Magazine _ June 2011 _ 11

marchésSpecial report

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O n the move – and increasingly competitive. These are the two distinguishing characteristics of today’s global aviation industry, a sector that has been undergoing

a fast-paced transformation in recent years. Air traffic trends echo economic trends, but to a greater degree: growth in passenger traf-fic is generally 1.5 to 2 points higher than the economic growth rate. The difference is even greater in air cargo traffic, sometimes consid-ered the bellwether of global trade. To keep pace with this international growth, aircraft fleets will double in the next 20 years. Boe-ing projects that the number of commercial airplanes – including regional and mainline (single-aisle and widebody) jets – will increase from 18,890 in 2009 to 36,300 in 2029. The second major trend is a shift in the market’s center of gravity, reflecting the over-all shift from the West to emerging economic powers. “Demand in Asian markets is buoyant,” says Chen Ghanjun, head of AVIC’s interna-tional division. “The Chinese economy posted 16% annual growth for 20 years, and current forecasts indicate an annual growth rate of 8% over the next 20 years. At the same time, China continues to strengthen ties with the rest of the world.” Fleets in Western countries (North America and Europe) now account for nearly 60% of all aircraft in service worldwide, versus 25% for Asia and the Middle East. In 20 years, these percentages will have changed to 45% and 40%.

A COVETED MARKET These heady growth prospects naturally sharpen appetites among budding manu-facturers, and new aircraft projects are flowering. The Sukhoi Superjet 100, slated for European certification in 2011, and the Mitsubishi Regional Jet, with a first flight planned in 2012, are seeking to capitalize on the boom in regional aviation. New players are aiming for breakthroughs in the hotly contested market for single-aisle commercial

Air transport is a very dynamic market, continually attracting new players. Innovative new technologies are needed to meet airlines’ increasingly demanding expectations, especially for engines.

marKET


“having a world-class aviation industry is one of the defining characteristics of any country that wants to be a major economic and political power. The United states’ leading exporter is Boeing, for example. china, now the world’s second largest economy, has set ambitious objectives

in all markets, potentially calling into question the american-European duopoly held by Boeing and airbus. comac can count on a large domestic market, which will quickly double in size. That’s an advantage, but its not enough in a market that’s open to competition. The

russian aviation industry, for instance, was very hard hit following the fall of the soviet Union and the opening of its traditional East Bloc markets. While Tupolev and antonov jetliners were inexpensive, they were also very costly to operate, in terms of both fuel consumption and maintenance. Today, an aircraft’s total operating cost (TOc) is the key to business success – and it will be even more so in the future, as oil prices continue to skyrocket. Furthermore, these economic considerations go hand in hand with pressing environmental concerns.”

President of the aeronautics Division, smithsonian National air and space museum

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Total operating cost, the key to success


lowed by the 180-seat MS-21-300, then the 210-seat MS-21-400. And of course Comac of China is developing the C919, a 156 to 168-seat aircraft strongly inspired by the A320. “As a brand-new player, Comac will have to meet a number of challenges,” emphasizes Chen Ghanjun. “Making the transition from challenger to leader is not easy, and given the long cycles in aviation, any major changes take two decades. The C919 is the first step in this long march, but we still have quite a long road to travel.”

NEW ENGINE – OR NEW AIRCRAFT? The advent of new players in the mainline commercial jet market raises questions about the long-standing Boeing-Airbus duopoly, while the two giants must decide whether they will develop new versions of their cur-

rent A320 and 737 market leaders with more fuel-efficient engines, or build brand-new aircraft. “Developing a completely new air-craft implies major risks and investments, primarily covering development costs, but the decision must also incorporate consid-erations of establishing a strategic position in the commercial marketplace,” says Olivier Longeville, director of strategy and markets at Snecma’s commercial engine division. “Boeing is still hesitating, but Airbus, react-ing to programs by Bombardier and Comac, has opted for reengining, with the launch of its A320neo, or new engine option.” How-ever, even if the revolutionary brand-new aircraft projects are indeed launched, they would not hit the market until 2025 – and competition in the meantime will be very fierce indeed.

aviation CaRdS ReSHUFFLed

jets, while the larger regional jets (over 100 seats) could well challenge the smaller con-ventional mainline jets. The world’s third largest aircraft manufacturer, Embraer, a leader in regional jets, plans to enter the short/medium-haul mainline market as well. Bombardier is making an even more deter-mined bid to break into this lucrative market with its new CSeries family, carrying 100 to 149 passengers and slated for service entry in 2013. The MS-21 being developed by Irkut of Russia is scheduled for a first flight in 2014, with European certification in 2016. Its basic 150-seat MS-21-200 version should be fol-

projected growth rate for Asia-Pacific fleets in the next 20 years

300%

commercial airplanes expected to be in operation by 2029, versus 18,890 in 2009, including both mainline and regional jets

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Safran Magazine: At the end of 2010 Comac chose CFM International’s pro-pulsion system for the C919; ten months later, Airbus also chose LEAP for its reen-gined A320neo – is there a link between the two selections? Christian Scherer: The single-aisle commer-cial jet market is currently a duopoly between Boeing and Airbus. Although highly competi-tive, this market offers the advantage of stabil-ity. But a number of new players have emerged recently, not only China, but also Russia, Can-ada, Brazil and Japan, all developing a single-aisle jet. The cards are being reshuffled, possibly upsetting the duopoly and competing with our best-selling A320. The new Chinese jetliner will be state-of-the-art, including its engines, so we had to protect our position! With LEAP, we will

Offering a spectacular reduction in fuel consumption over its predecessors, yet based on proven architecture, LEAP delivers all the advantages needed to duplicate the market success of the best-selling CFM56 turbofan engine.

LeaP: tHe natURaL CHoiCe

sTraTEGY



decrease in fuel consumption for LEAP, versus the CFM56-5B

15 %

employees in the MRO network

2, 000 noise reduction (effective perceived noise – decibels)

15 EPNdB

be able to offer our 250 customers the same cost-effective performance as this new player. And in terms of financial investment and risk, launch-ing a brand-new aircraft is in a totally different league than reengining an existing aircraft. Jean-Pierre Cojan: While offering superior fuel consumption, LEAP’s design is also based on an architecture that has proven its reliability: the same as the one behind the success of the CFM56, more than 21,500 of which have been sold to date. It builds on very solid foundations, so Airbus is not taking any risks by choosing LEAP to reengine the A320. Customers who choose this engine will benefit from the same advantages as on the CFM56. So it’s not really surprising that the two aircraft manufacturers made the same decision concerning two jets targeting the same market segment.

“The maintenance, repair and overhaul (mrO) division is 2,000 people strong, worldwide. We have

two main facilities in France, plus others in Belgium, morocco, china, the United states and mexico,

where a second repair shop is now under construction. Given the aviation life cycle, spanning several dozen years, maintenance costs account for a considerable share of the total cost of ownership (TcO) for an engine. The market success of the cFm56 is largely based on its operational dependability and its predictable costs. however, just knowing

they are getting a good product is not enough: our customers also want to know that they will receive excellent service over the long term. From this standpoint, the extension of the agreement between snecma and GE to 2040 is especially reassuring for all operators. We also aim to be very flexible in our contract negotiations, adapting

to the customer’s needs: we offer maintenance on demand (“Time & material”), or fixed-price contracts per hour of flight (“Power by the hour”), so that customers maintain complete control over their costs. It’s also worth pointing out that our engines are designed from the outset to facilitate access to parts for all repair and maintenance procedures.”

The strength of an MRO network

mrO division director, snecma

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Christian Scherer, Airbus Executive Vice President, Strategy and Future Programs (right), and Jean-Pierre Cojan, Safran Executive Vice President, Strategy and Development, review the reasons behind the selection of LEAP for the new Airbus A320neo.

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What are the main advantages of the LEAP engine? C.S. : There are a lot, but first I would say the improvement in fuel consumption, since fuel is the biggest operating expense for an airline. The announced 15% decrease in specific fuel con-sumption will convince our customers. In fact, we believe that the actual figure will be better than that announced by CFM International, which never promises more than it can deliver. Also worth noting is an improved acoustic margin. Because of these changes we will be able to offer an aircraft with very high performance during the commercial life of the A320neo, which should be about 15 years. J.-P.C. : I already pointed out that the engine’s architecture is based on proven principles. For instance, it does not include a reduction gearbox, which complicates things. LEAP will offer defi-nite advantages in terms of reliability, and there-fore maintenance costs. And since it uses our top technologies (see article on page 17), it will deliver the expected performance. One of the most dis-tinctive differences lies in the fan blades, made of a 3D woven composite.

How would you describe relations between Airbus and CFM International? C.S. : I’m not going to spout a lot of clichés here: although relations are very professional, and very intense, they’re admittedly not as easy as you might think, especially given how long we’ve worked together. But it’s also easy to understand. Airbus has more or less clearly admitted its fears that Boeing is a favored client. CFM Interna-tional is the exclusive engine supplier for the Boe-ing 737, so their ties are in fact quite strong. But offering a choice of two engines on our aircraft is

Selection criteriacFm International stays in constant touch with its customers, whether airlines, leasing firms or mrO specialists. The opinion of the latter is in fact very important, since servicing may involve the use of parts not produced by the original equipment manufacturer (OEm). Operators base their selection of both aircraft and engine on several main criteria: the purchase price, of course, but also financing terms and maintenance costs, with engines accounting for the lion’s share of this item. The cost of parts and services is generally considered a key to the selection process. all of these factors go into the total cost of ownership (TcO). Engine reliability and track record is also a factor, since its lifespan is counted in tens of thousands of hours in the air, or several dozen years in service. selecting an engine is like making a bet on the future. Of course, the largest part of operating costs is jet fuel, whose price has skyrocketed in recent years. This is all the more important since reducing fuel consumption automatically decreases cO2 emissions, an area of concern for all operators, along with noise.


D on’t break up a winning team! This old sports cliché actually makes a lot of sense in relation to the joint venture formed by GE and Safran, CFM International.

“We have maintained the traditional work-split between the two partners in CFM,” notes Chaker Chahrour, Vice President of CFM International. “GE is in charge of the ‘core’, comprising the compressor, com-bustor and high-pressure turbine, as well as most integration tasks. Snecma designs and makes the fan module, including the low-pressure compressor and turbine, as well as the exhaust nozzle.”

From new materials to new manufacturing processes, Safran and GE have pooled their unexcelled expertise to design LEAP, a robust new high-performance turbofan engine.

FoUR-HandenGine viRtUoSoS

TEchNOLOGY

Each company operates its own final assem-bly line, located respectively in Evendale, Ohio and Villaroche (near Paris), France.

COMPOSITES, A KEY TO IMPROVEMENT Fabienne Lacorre, product engineering man-ager for LEAP engines at Snecma, the “engi-neer in chief” for this project, points out that Safran is also in charge of engine acoustics and installation in the airframe. “This is a major role, because we work so closely with the airframer on the best possible integration of the engine in the aircraft. It’s a real privi-lege to work on such a strategic project. We

not just a dogma at Airbus. It’s a choice we made that offers real balance, giving us full confidence in the strength of our partnership with CFM International. J.-P.C. : I appreciate your frankness, and I under-stand this reticence, which has in fact never stopped our two companies from working together very effectively. I also believe that CFM International may have similar feelings, with Airbus perceived as a customer that does not totally trust CFM, since it makes us compete. But I also think that seeing its main competitor favor CFM International should reassure Airbus that it has made the right choice – as confirmed by its predominant market share on the A320 over the last 20 years!

Safran is responsible for the low-pressure section of LEAP.

Computer-generated image of the new LEAP-powered A320neo.

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are setting up collaborative working platforms in Toulouse for Airbus and in Shanghai for Comac, so that we can work hand in hand with each manufacturer.” The LEAP’s higher performance compared to current engines is due to higher bypass and com-pression ratios, advanced 3D design techniques, innovative production processes and broader use of advanced materials, including organic matrix composites (OMC), ceramic matrix composites (CMC) and titanium aluminide (TiAl).

Under testThe fan is also a hotbed of innovation, with its 3D woven composite blades, successfully tested on the Mascot engine demonstrator. CFM has carried out a large number of tests, including bird ingestion and blade out tests, simulating the cer-tification criteria for this patented technology, based on resin transfer molding (RTM). In this technique, the liquid resin is injected between a mold and a rigid counter-mold, enabling the production of light yet strong single-piece parts of a 3D woven composite, with a process that is easy to implement on an industrial scale. Devel-oped by Safran and already used on the struts for the Boeing 787 landing gear, this technology is one of the major building blocks in the LEAP engine. Across the Atlantic, GE is working on the engine core. Like the other parts of the engine, it will be based on 3D aero design, along with advanced cooling techniques and new materials, such as CMC high-pressure turbine rings.

aircelle, a leading supplier of engine nacelles, on the a380 for instance, has come up with a number of innovations to make a significant contribution to improving the propulsion system for the c919 and a320neo. On the chinese jetliner, the LEaP-X1c integrated propulsion system is the result of close collaboration between aircelle and GE

subsidiary middle river aircraft systems (mras), via their joint venture Nexcelle and cFm International. On the reengined a320neo, aircelle was chosen to supply the complete LEaP nacelle. aircelle has largely demonstrated its ability to provide advanced technological solutions, along with proven production capacity, to guarantee

maturity right from service entry, even at high production rates. mras is also taking part in this program, as a preferred partner. “The nacelles for each of these aircraft will incorporate aircelle’s best technologies,” says François Tarel, Executive Vice President of aircelle, “such as the electrical thrust reverser actuation system (ETras), and the use of advanced composites to attenuate noise. a highly integrated engine-nacelle assembly also helps save weight and increase propulsion efficiency. These proven innovations will help cut fuel consumption and operating costs.”

Executive Vice President, aircelle (safran group)

Nacelles tailor-made for LEAP

T he LEAP engine’s strength lies in its architecture, based on an array of technologies that are easily adapt-able to both brand-new aircraft, such as the Comac C919, and reengined

aircraft, such as the Airbus A320neo. These new “Advanced Turbofan” technologies sup-port higher bypass ratios than current-gener-ation turbofans. “In this type of engine, the turbine drives the fan directly,” explains Vin-cent Garnier, R&T director at Snecma’s engi-neering division. “It’s a conventional design, allying simplicity and reliability, and is highly competitive because of weight savings and higher-performance components.” The LEAP engine should be certified in 2014, with both versions entering revenue service in 2016.

Open rotor designsThe real technological breakthrough will come with the following generation of engines, based on an “open rotor”, with the unshrouded fan operating in the open, almost like an old-style propeller…. This concept was actually flight tested back in the 1980s, with the GE36 demonstrator developed by Snecma and GE. Offering an ultra-high bypass ratio (UHBR), this type of engine offers the same speed as

The engines powering tomorrow’s single-aisle airliners will have to meet even more demanding requirements. Safran is already working with plane-makers to develop the solutions needed.

LeaP… into WHat? TOmOrrOW


a conventional turbofan, but with fuel con-sumption reduced by about 25% in relation to current-generation engines. The unshrouded fan can be larger, thus increasing its bypass ratio and propulsion efficiency. The first step is to choose the fan airfoil shape, while evalu-ating the demonstrator at the same time. “We should finish this phase in 2012,” says Vincent Garnier, “and the first ground tests will kick off in 2015, followed in 2016 by work needed to integrate the engine on the flying testbed. One essential question must still be answered: will these engines be installed on the aft fuselage, under the wings or over the wings? Because of issues like these, engine development will require close collaboration with the airframe manufacturer. The first models of this type could enter service towards 2025.” An open-rotor layout also entails deep changes in the nacelle, since it plays an even greater role in noise reduction, and some com-ponents which are usually fixed, such as the nozzle, will become rotating parts subject to high operating temperatures. At the same time, the thrust reverser as we know it will no lon-ger exist. Some of the world’s leading aerospace research organizations are deeply involved in these test programs.

weight savings per aircraft from the new fan module, compared to the CFM56

450 kg

less NOx (oxides of nitrogen) emitted in relation to the CAEP/6 standard (Committee on Aviation Environmental Protection)

60%

reduction in fuel consumption for the open rotor over the advanced turbofan

10%

reduction in fuel consumption over current turbofans

25%

Some airlines have already accepted the open rotor concept, as shown by this artist’s illustration for EasyJet.

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Cutaway view of the counter-rotating engine being studied by Snecma.

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Inertial navigation systems are assembled in clean rooms to keep out the slightest hint of contamination.

CLEAN MACHINEs

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High-tech labsagem’s new coriolis building, spanning some 14,000 square meters (151,200 sq. ft.), including 6,500 square meters (70,200 sq. ft.) of clean rooms, is largely dedicated to the production of inertial navigation components and subassemblies. Used in ships, planes and rockets, these devices are based on gyroscopes of various types. The most sophisticated models, including hemispheric resonant gyros, laser gyros, etc., demand production environments without the slightest outside particle, to ensure their integrity and precision. Workshops such as these, offering tightly controlled environments, are called clean rooms, and expertise in this technology is one of safran’s competitive advantages. Furthermore, safran has constructed a building meeting high Environmental Quality (hQE) standards, with 5,000 square meters (54,000 sq. ft.) of photovoltaic panels on the roof, clearly showing its commitment to sustainable development, spanning ecological, economic and social aspects.

1. WiringLaser gyro autonomous production unit, an IsO 7 class clean room: wiring the sensor under a binocular microscope.

2. Inspectionhemispheric resonator gyro (hrG) autonomous production unit, an IsO 5 class clean room: inspecting resonator subassemblies using binocular microscopes.

3. BondingLaser autonomous production unit, an IsO 5 class clean room: bonding the piezoelectric actuators on mirrors in the laser cavity.

4. MeasurementLaser autonomous production unit, an IsO 5 class clean room: measuring the laser’s light intensity on a test bench.

5. Eco-design buildingThe new coriolis building meets hQE (high Environmental Quality) standards.

6. End of the dayFor the men in green, the day always ends with the same ritual: they have to remove and put away their pressure suit to protect it from any contamination. Gloves and masks are used only once, then recycled.

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The Airbus A400M is a star of the 2011 Paris Air Show, and Safran is a key supplier on this innovative new military airlifter.

A400M: SHOWCASING INNOVATIVE DESIGN

DEFENSE


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M ilitary operations need logistics support to succeed. Hence the strategic importance of the Airbus A400M for Europe. The new military transport

aircraft boasts a payload capacity twice that

of its predecessors, and offers unprecedented versatility for tactical and strategic missions, including under extreme conditions. State-of-the-art technologies developed by the Safran group play a key role in delivering these excep-tional capabilities.

174aircraft ordered by eight countries

37metric tons payload capacity

TURBOPROP ENGINEs The a400m is powered by four TP400 turboprop engines rated at 11,000 shaft horsepower (shp) each, the most powerful engine of this type ever built in the West. They are designed and manufactured by Europrop International, a consortium of four aero-engine manufacturers: Snecma (Safran group), rolls-royce, mTU aero Engines and ITP. The TP400 allows the a400m to fly further and faster than its competitors, giving it a range of 4,500 km (2,800 miles) with a 30 metric ton payload, and 6,400 km (4,000 miles) with a 20 metric ton payload.

LANDING GEAR The a400m’s 12-wheel landing gear ensures equitable load distribution on the ground, and allows the aircraft to land on short runways as well as unprepared landing strips. To ensure safe operation, the heavy-duty landing gear shock struts maintain a minimum distance between fuselage and ground whatever the load. Titanium is used on some landing gear components, such as the walking beam, to reduce overall weight.

ELECTRICAL WIRING sYsTEMsSafran designs and manufactures electrical harnesses for the a400m’s nose section as well as avionics cabinets for the aircraft’s onboard computers. aluminum cables are used for most of the nose section wiring – amounting to about 100 harnesses and 12,000 connections – in order to meet the a400m’s weight target.

NAVIGATION sYsTEMThe hybrid navigation system (combining inertial guidance with GPS) developed by Safran for the a400m allows the aircraft to carry out a very wide range of tactical and strategic missions, from military re-supply to humanitarian rescue operations. It also enables the aircraft to operate under difficult conditions, such as very low altitude flights in zero visibility, unassisted landings on rough airstrips, etc. This sophisticated system is certified to both civil and military standards.

MAINTENANCE-AIDmaintenance-aid systems supplied by Safran are used for onboard recording of key parameters such as airspeed, engine temperature, etc. In addition to its importance as flight data for pilots, this information enables the prompt detection and prevention of possible failures on the electric power supply, pneumatic system, sensors, engines, etc., as part of the preventive maintenance concept for the a400m.

7 partner countries (Belgium, France, Germany, Luxembourg, spain, Turkey, UK)

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For news on Safran at the Paris air Show, www.lebourget2011.com

AUTOMATED AND SEMI- AUTOMATED CONTrOL GATESWith passenger traffic on the rise, morpho (Safran group) has developed a range of automated e-gates and semi-automated control booths to boost the speed and efficiency of border controls at airports. These systems are designed to read the information contained in new biometric travel documents, and compare it with the document holder’s features.Seventy-five e-gates supplied by Safran are now in service in five countries, half of them in australia and New Zealand, real pioneers in this technology. The SmartGate solution, accessible to New Zealand and australian passport holders, incorporates an automated customs kiosk before the biometric gate itself, to meet the requirement, shared by the two countries, to carry out identity checks at the same time as customs formalities. Travelers are able to pass through both stages in just 20 to 28 seconds! more than 2.7 million passengers have been processed through SmartGate systems installed in the arrivals halls at seven australian airports since august 2007.

In New Zealand, the system is up and running at three airports (in arrivals since December 2009, and in departures since 2010).

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The future looks bright for automated border control systems, given growing airport congestion and increasingly stringent security requirements. Safran is already a market leader in this segment.

MADE-TO-MEASUrE BOrDEr CONTrOL SYSTEMS

BIOmETrIcS

seconds to cross the border

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10 million passengers processed

countries have purchased these systems (Australia, Egypt, France, New Zealand, UK)

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1. Explosive detection system2. Floor system to detect the presence of more than 1 person

1. Facial identification system2. Iris recognition system3. Fingerprint identification system

BIOMETrIC rECOGNITION Standards introduced by the International civil aviation Organization (IcaO) since the terrorist attacks of September 11, 2001 have resulted in the increasingly widespread use of electronic passports containing a photo of the holder’s face in addition to the usual personal data. Other biometric information, such as fingerprints or iris images, can also be embedded.Safran’s biometric recognition systems, equipped with ultra-high-precision sensors and cameras, are the only ones in the world capable of processing these three types of data. This allows customers to choose the solution that best fits their requirements: australia and New Zealand opted for facial recognition, unlike Egypt (fingerprint) and the UK (iris/facial). In France and other EU countries, the biometric data stored in passports also includes fingerprints. This means that, in Europe, IcaO-compliant biometric gates can be based on facial or fingerprint recognition. The gates installed by Safran at Paris-area airports will soon be the

first in Europe to make direct use of the digital fingerprint data stored in new European biometric passports. Safran is also developing new “on-the-fly” fingerprint and facial recognition technologies. These systems will respectively allow the fingerprints of all four fingers on a moving hand to be captured and processed in a few seconds, and enable the face to be reconstructed as a 3D image without the subject having to “stop, stand and look” in a specific direction (i.e., at a camera).

ADDITIONAL DETECTION CAPABILITIESTo further improve security at e-gates, Safran has developed a system using cameras and pressure sensors located in the floor to ensure that only one person is present in the gate at a time. The system can also incorporate an optional abandoned baggage detection function.additional baggage monitoring equipment proposed by Safran includes X-ray scanners, and systems for detecting explosives, drugs and chemicals. Safran utilizes state-of-the-art technologies based on ion detection, analysis of the vibration frequencies of substances, and computer-assisted tomography. Twenty airports in australia and New Zealand, for example, use the Itemiser 3 drug and explosive detection system, which measures positive and negative ions and is

capable of identifying a wide range of substances (see article on page 30). Safran is currently developing technologies designed to allow identity checks and baggage controls to be carried out simultaneously, rather than separately as at present, in order to further smooth passenger flows, improve security and reduce operator costs.

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Terry Wall has been heavily involved in the roll-out of the e-Gate system across the country’s eight international airports.australia was an early adopter of e-Gates, he explains, based in part on its relatively small

population and high percentage of air travel (98%). “airports here are privately operated, so commercial pressure was a factor too. Using e-Gates allows us to minimize the space dedicated to passenger

processing.” Usage among eligible travelers already stands at 48%, of which a recent survey found that 82% had no complaints and a full 100% found the waiting time acceptable. “I think people are becoming more familiar with this specific technology, more aware of it,” says Terry Wall. “The system has been working very well. So far we’ve always been happy.”

National manager Passenger Operations, australian customs and Border Protection Service

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C ustomers don’t just want reliable products, above all they want out-standing aftersales service,” says David Weic, coordinator of the Monitoring Services project at

Safran. “A clearer view of engine health and configurations helps meet this goal, as does our work on enhancing operational efficiency.”

Anticipating these changes, Safran had already laid the foundations with its Engine Monitoring program starting in 2005, fol-lowed in 2009 by Safran Global Data Services (SGDS). Developed by Sagem, SGDS is a secure database offering very high availability (99.9%), that stores and automatically pro-cesses the data collected by Aircraft Condi-tion Monitoring Systems (ACMS). Safran thus offers its customers high-value-added services that can be accessed online via any type of terminal. SGDS will also be open to outside partners, who will contribute their own ser-vices to enrich the content. One of the major focuses of current develop-ment work is to provide monitoring for future-generation engines. Customers operating the best-selling CFM56 commercial turbofan, and shortly the SaM146 regional jet engine, already benefit from this service. “The virtually real-time transmission of flight data to the ground means quick analysis and feedback, which is greatly appreciated by our customers,” says Nicolas Lecerf, manager of health monitor-ing services on Snecma’s commercial engines. “When an engine signals a problem with its control system, the customer is informed within five minutes. They can then decide if they want to initiate a troubleshooting and repair operation as soon as the plane lands, or change their operational schedule.” To enhance flight safety, Sagem has devel-oped the Corporate Flight Operations Qual-ity Assurance (C-FOQA) service for business aircraft pilots, purpose-designed for use with an iPad. It provides all flight data as soon as the

Pilots can use an iPad to instantly see the flight data analyzed by safran.

Innovative aero-engine technologies already enhance performance while also facilitating maintenance. The next step is to set up a system that gathers and processes maintenance data to improve overall efficiency.

SETTING THE PACE IN SUPPOrT SErVICES

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w More For Philippe Lemasson’s take on sagem’s new iPad offering, see the Media section on the safran website: www.safran-group.com

«

Philippe Lemasson, Sagem’s head of sales & mar-keting for aircraft information systems, explains: “We want to bring our customers all the benefits of a real ‘triple play’ package, comprising mainte-nance services, enhanced operations and safety in a single application.” “All of these factors provide a decisive advantage for our customers,” adds David Weic. “And if the customer agrees, we receive timely data on their configurations and continuous operational infor-mation on the fleets under our responsibility. Our experts can then better understand any incidents that may occur, and more efficiently plan servicing schedules. In turn, we can offer contracts that bet-ter meet customer needs, and also incorporate this feedback in the design of our new products.”

* OEM – Original Equipment Manufacturer** MRO – Maintenance, Repair and Overhaul

“We deploy a fleet of 30 helicopters operating in ten countries. The engine e-logbook reduces the amount of data to be entered initially, since this was previously the operator’s task, while also ensuring that information will be

shared during updates. It’s really a win-win system: it allows us to manage things more efficiently, while Turbomeca can guarantee better control over our costs and turn-times. With an overall view of all engines, Turbomeca

will expand its expertise and improve its troubleshooting database. and of course it benefits us as well. health and usage monitoring systems (hUmS) are just as important for us, because we can know, at any given moment, just how long a helicopter can fly before it needs servicing. So we can plan ahead to order parts and schedule overhauls, which reduces our costs in two ways: we avoid the need for emergency services, and we increase dispatch reliability.”

Production facilities manager, héli-Union

w GUILLAUME MArTIN

A win-win system

KB of data generated during each flight for operational monitoring of engines

GB of data recorded each month by snecma, as part of its research into fault diagnostics and forecasting

sagem celebrated the first million flights analyzed for its customers. With 158 airlines using its data analysis systems, that means nearly 600 analysts work daily on these products

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with just a click of their mouse, they can guaran-tee that their engine configuration and operation matches manufacturer recommendations. Fur-thermore, they can access personalized services, tailored to the exact needs of their fleet. The upshot is major benefits for customers, in terms of higher dispatch reliability, lower staff expenses, reduced operating costs and above all greater flight safety, since engine maintenance is now more transparent across the board.

CUsTOMER ADVANTAGEs FOR THE LONG HAULAnd this is only the beginning. Thanks to the data gathered via these systems, Sagem and Snecma have already reduced fuel consumption and C02 emissions, as well as offering flight path management systems, which are particularly useful at airports surrounded by difficult terrain.

plane lands, enabling operators to identify and test various paths for improvement.

ADDING VALUEFellow Group company Turbomeca has launched another SGDS-based application, BASIS, designed to offer innovative support services for helicopter engines. “We worked hand in hand with our customers to develop a suite of services that only Turbomeca can offer, because of our OEM* status and long experience with MRO**,” explains Alexandre Kamenka, Basis project manager. With this new service, online information on engine operation has replaced traditional paper documents, and is easier to share. Helicopter operators know that,

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I n just over a year, Safran signed four major contracts with the Transportation Security Administration (TSA), the U.S. Depart-ment of Homeland Security entity respon-sible for aviation security. The first contract,

signed in September 2009, was for 400 Itemiser DX explosives trace detection (ETD) systems, made by Group company Morpho Detection. The second, in April 2010, was for an additional 1,200 systems to check passengers, luggage and cargo in American airports. Safran has won two more contracts since then, bringing the total number of Itemiser DX systems ordered to 2,800, worth about $80 million. These contracts are part of a general move to strengthen aviation security in the United

Guaranteeing safe air travel is more than ever a priority. Safran offers a next-generation technology to detect explosives in hand and checked luggage, cargo and passengers, placing it on the front lines in this global battle.

ITEMISEr DX, THE ELECTrONIC BLOODHOUND

SEcUrITY

States. A series of measures passed by Con-gress in 2007, jointly called the 9/11 Act, took effect on August 1, 2010. They stipulate that all items carried by any passenger aircraft must be systematically scanned for the presence of explosives. “The Itemiser DX is based on Ion Trap Mobility Spectroscopy, or ITMS, a technology we developed and patented to detect various threats and illicit substances,” explains Todd Swearingen, director, aviation security at Mor-pho Detection. “Trace detection is based on the identification of minuscule particles and minute traces of vapor emitted by organic substances, such as explosives and narcotics. Furthermore, Itemiser DX is the first system

in its class capable of simultaneously detecting these two types of substances.”

FAsT AND sIMPLEITMS can detect a much wider range of sub-stances than other current technologies, and also offers considerable advantages in terms of reliability and maintainability. Certified in March 2009 by the TSA, Itemiser DX is a portable desktop unit about the size of a large briefcase, combining reliable operation and ease of use at an affordable price. It indicates the presence of explosives in less than ten sec-onds, and does not require operators to have any special technical or scientific knowledge. The screen simply indicates the presence of illicit substances, based on a “footprint” pre-viously entered in the system. Itemiser DX is therefore especially well suited for passenger checkpoints, as well as for the inspection of cargo and checked luggage. “Itemiser DX is the first product marketed under the Morpho Detection brand since Saf-ran acquired GE’s Homeland Protection busi-ness in September 2009,” says Todd Swear-ingen. “It’s a clear technical and commercial success, and bolsters our leadership in the secu-rity market. Plus, this same system can be used to protect a variety of high-value facilities.”

The first Itemiser DX units entered service in the summer of 2010 at checkpoints in Ameri-can airports, replacing older and less effective models. In addition, they have been deployed by customers in the private sector, such as DB Schenker, a leading integrated logistics ser-vices company.

“We deliver real value-added to our customers, going far beyond simply selling a piece of equipment. We analyze their needs, propose solutions and train

staff for a world that is undergoing constant technological change. Since august 2010, in compliance with the certified cargo Screening Program (ccSP) implemented

by the TSa, all air transport operators in the United States must now systematically check all luggage and cargo they carry. To meet this new requirement, plus our customers’ needs, we naturally turned to the Itemiser DX. Its reliability and ease of use compared to its only competitor made it a very easy choice. Due to the success of the Itemiser DX, we are very excited about entering new markets with other detection systems from morpho.”

chairman and cEO, US Testing Equipment Ltd. (distributor of the Itemiser DX)

w rEESE CArPENTEr

Reliable and easy to use

seconds to analyze and detect traces

Itemiser DX systems purchased by the TsA to date

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O n February 16, 2011, the Ariane rocket lofted Europe’s ATV cargo supply vessel to the International Space Station, some 160 miles (260 km) above the Earth. Not

only was this mission technically flawless, it also had a highly symbolic meaning, as Cédric Goubet, assistant to Safran’s Deputy CEO, and COO, explains: “It was the 200th Ariane mission, and the 41st successful launch in a row of Ariane 5.” “Kicking off this long success story was Europe’s determination to achieve indepen-dent access to space,” continues Goubet. “In fact, a number of strategic technologies and businesses depend on space, including tele-communications, GPS, telephony and tele-vision, not to mention military intelligence, prevention of natural disasters and monitor-ing of our agricultural resources.” This quest for independence in space is still front page news, as shown by the recent launch of Galileo, Europe’s own satellite posi-tioning system that will eventually involve a constellation of 30 satellites.

A FIERCELY COMPETITIVE MARKETHowever, as necessary as it is, this indepen-dence is also very delicate. Access to space is expensive. To amortize the cost, Europe needs Ariane rockets to carry out commercial sat-ellite launches, including five to seven dual launches a year, plus one or two governmen-tal missions for science, defense, etc. With-out the commercial missions, the latter would become prohibitively expensive. Furthermore, a drop in the launch rate could harm the dependability and capability of the produc-tion system, which brings together a number of partners in a dozen European countries. Two major factors could threaten this deli-cate balance, starting with the advent of new

To maintain its competitiveness in the commercial launch market, the Ariane rocket has to change, as it already has several times in the past. Safran, as the lead contractor for Ariane’s propulsion systems, will play a major role in all upcoming programs.

ArIANE: rISING TO THE CHALLENGE OF SPACE ACCESS

SPacE

“The competitive landscape for launch services will change greatly in the coming years. We have to prepare right now by making decisions for medium-term upgrades to ariane 5 (towards 2016), and move forward quickly on our r&D programs for the new-generation launcher, which could enter service towards 2025. Several initiatives have therefore been launched at the

same time, mainly ESa’s Future Launcher Preparatory Program (FLPP), and ariane 6, which also benefits from French government support via the Future Investment Plan. The decisive success factor for the new launcher will be its operating cost. a target has been set to decrease the cost per kilo into orbit by 40%, which will require several technological

breakthroughs. The choice of the propulsion systems (liquid or solid or both) will also play a major role in meeting this target. Wide-ranging r&D work has already started on propulsion systems. For example, Safran has shown that the number of parts in the hydrogen turbopump on the Vulcain main-stage engine can be cut in half. Work is also under way on solid propulsion systems, in particular to make one-piece solid rocket motors for the boosters (today, they are made of three segments). at stake for Europe in all of these activities is nothing less than our ability to maintain long-term independent access to space.”

Director of Launchers, cNES (French space agency)

w MICHEL EYMArD

Ariane 6 on the horizon

competitors in a small market, amounting to about 20 commercial satellites a year. Ariane’s main rival for the moment is Proton, a Rus-sian launcher originally developed during the Soviet era. But in the next few years, Ari-ane may also be facing competitors from the American companies SpaceX and Orbital, which have won support from the American government in order to reduce the costs of their own launches, for the moment domi-nated by the Delta and Atlas launchers – both very costly. Another emerging player is China. With its family of Long March launchers, it already has solid experience in the market, and could eventually be a contender. There is also a once and future competitor, namely the inter-national consortium Sea Launch, which oper-ates the Russian-Ukrainian Zenith launcher. After temporarily suspending operations due to various difficulties, it could shortly be on the market again. In short the situation is difficult: demand is stable, but the supply is increasing. And Ariane is also penalized by the current euro/dollar exchange rate, which makes its services more expensive.

HEAVIER PAYLOADsAnother challenge facing Ariane is the gen-eral increase in the weight of commercial satellites, which makes the dual launches for which Ariane 5 was designed more difficult. The member-States in the European Space Agency (ESA) therefore decided to kick off

“ESa has launched several initiatives to maintain ariane’s competitiveness in the commercial market. In the short term, we

initiated a performance improvement plan to improve ariane 5 Eca’s payload capacity, adding

several hundred kilos here and there. In the medium term we will go further with the ariane 5 mE, involving the complete redesign of the upper stage, with a new fairing and a new restartable engine, Vinci. With this new upper stage, we can better meet the needs of our customers, whose satellites are getting heavier and heavier. We can also more easily combine large

and small satellites, to optimize ariane 5 launch scheduling. Furthermore, the introduction of the Vinci engine will allow us to manage all types of launches using a single version of ariane, whereas today the aTV missions require a special version. Our aim for the moment is to introduce ariane 5 mE without increasing launch costs.”

Director of Launchers, European Space agency (ESa)

w ANTONIO FABrIzI

staying competitive

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successful launches in a row by Ariane 5 (as of May 2011)

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“Safran recently consolidated the solid propulsion businesses of SNPE and its own subsidiary Snecma Propulsion Solide (SPS). In addition to the attendant benefits for solid rocket motors on tactical and strategic missiles, in the space propulsion sector this merger will bring the Group closer to its Italian partner in two complementary French-Italian companies involved in the production of

solid rocket motors for ariane 5: Europropulsion (50% avio, 50% Safran), and regulus (60% avio, 40% Safran). The latter company joined Safran when we purchased the SNPE subsidiary SmE and its 40% stake in regulus. at the launch site in Kourou, French Guiana, Europropulsion assembles the three segments making up each solid rocket motor on ariane 5, along with its nozzle

and igniter. Each of these solid boosters stands 25 meters tall (82 ft) and weighs nearly 270 metric tons, including 230 metric tons of solid propellant. Europropulsion also operates the solid booster integration building at the launch site. It’s a neighbor of regulus, which is in charge of casting the propellant in the two main segments on each booster. During each casting operation (seven per year on average), regulus sends a team of about 20 staff to Kourou for two to three weeks to help out. consolidating the companies in charge of “content” and “container” will undoubtedly generate new synergies.”

chairman and cEO of SmE, Safran group

w PHILIPPE SCHLEICHEr

synergies for Ariane 5

an upgrade program, dubbed Ariane 5 Midlife Evolution (ME), adding a new upper stage to increase payload capacity by nearly two met-ric tons. This new version should enter ser-vice in 2016 (see the interview with Antonio Fabrizi on page 33). Looking further ahead, ESA is also gearing up for a next-generation launcher to replace Ariane 5 ME, towards 2025 or 2030. When French President Nicolas Sarkozy visited Snecma’s Vernon plant* at the end of 2010, he announced that the new Ariane program would receive some 250 million euros in fund-ing from the country’s Future Investment Plan. A first payment of 82.5 million euros

has already been authorized. Among the dif-ferent concepts being examined is a single-payload launcher that could decrease the cost per kilo into orbit by 40% in relation to the current model.

PROPULsION BY sAFRANAriane 5’s propulsion is based on two solid boosters (see the interview with Philippe Schleicher on page 35), the Vulcain 2 main-stage engine and the HM7B upper-stage engine. On Ariane 5 ME, the latter will be replaced by Vinci, a new restartable cryogenic engine being developed by a Safran-led team. “This new engine will increase our payload

capacity, and also give Ariane’s customers a broader choice of orbits,” says Martin Sion, head of Snecma’s Space Engine division. Dur-ing recent tests, the third Vinci prototype met all objectives in terms of performance, thrust (nearly 40,000 lb), reignitability and endurance. “Our M3 engine racked up total burn time in these tests equal to nine times the length of a typical mission,” says a pleased Martin Sion. Roles on the next-generation launcher have yet to be defined. “Our top priority,” says Sion, “is to retain our dependability, which is an advantage over competitors. Secondly, we must continue to reduce costs, as we have

always done. For instance, a Vulcain engine now costs half as much as it did at the begin-ning of the Ariane 5 program. Furthermore, we teamed up with French space agency CNES, Volvo and fellow Group company Techspace Aero on a technology demonstra-tion program, enabling us to lower the cost of critical engine components by 40%. And we’re also working on a high-thrust engine demonstrator for ESA.”

* The Vernon plant in Normandy consolidates most of Safran’s space propulsion business, including cryogenic liquid propellant engines and plasma thrusters.

The strap-on solid boosters (above), the future Vinci upper-stage engine (top right) and the Vulcain main-stage engine (bottom right) are all part of Ariane 5’s propulsion system.

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W elcome hundreds of young students from disadvantaged neighborhoods in the greater Paris area to their first classic music concert in a prestigious

venue, and encourage their subsequent interest: that’s the challenge met by Safran on December 14, 2010, as it teamed up for the third year in a row with the Orchestre de l’Alliance and the French Ministry of Education. Safran is firmly

convinced that only a long-term social commit-ment will make a difference.

“The role of education is to encourage chil-dren to go as far as possible,” said French educa-tion minister Luc Chatel after the

concert. “Not only should we teach literature, languages and science, we also have to give them a broader cultural background. Music can have a considerable impact, and it’s an integral part of this process. I firmly support the engagement of partners and sponsors from the private sec-tor, and Safran is one of the companies that has expressed its willingness to work along with us.” Corporate social responsibility is one of the core values at Safran, which participates in a number of actions that foster social inclusion. Safran believes that culture, and especially music, fosters sharing and integration. The struggle against inequality often means fighting precon-ceived notions: classic music, for example, does not belong to a chosen few, but is, on the con-trary, a universal asset to be enjoyed by all.

w MoreTo see the video of the concert, go to the Commitments/Patronage section of the safran website www.safran-group.com

For the third year in a row, Safran put its corporate citizenship into practice by working with the Orchestre de l’Alliance to organize a concert for some 600 students from underserved neighborhoods.

OPENING THE DOOr TO CULTUrE

PhILaNThrOPY

W hen Safran sold its mobile phone business in 2008, the Sagem Industries plant in Fougères (Brittany) found itself in difficulty. But according to

Yves Riollet, head of Sagem Industries, “Saf-ran was fully committed to reenergizing the plant by leveraging skills it had developed in the telephone business, and employees were very actively committed to a successful rede-ployment.” The plant thus converted to a new business line, namely the production of printed circuit boards, primarily for the FELIN soldier modernization program, but also for avionics equipment in commercial jetliners. At the same time, it was able to capitalize on long-standing expertise in logistics, which has become a full-fledged business on its own.

THE LOGIsTICs ADVANTAGESagem Industries has built up distinctive exper-tise in logistics, spanning the entire supply chain. “We already worked with a large group of transport firms, because mobile phones demanded huge volume shipments,” says Vin-cent Frouin, logistics director at Sagem Indus-tries. “What’s more, we had nighttime interna-tional connections via the Rennes airport, plus overnight delivery services based in Rennes

and Nantes.” The plant has been able to apply these skills for other Safran group companies, and in particular for the FELIN program, an integrated equipment suite for today’s “wired” warfighters. “We dispatch over two trucks a day, on average, when we are delivering FELIN systems to French army regiments,” adds Vin-cent Frouin. Sagem Industries signed another key partner-ship with fellow Group company Turbomeca. This turbine engine specialist was looking for shipping services that would combine speed and economy. For the last year and a half, ten staff members at Fougères manage parts inven-tories and shipments for Turbomeca – ranging from small packages to the delivery of complete turbines weighing over 1,000 pounds. In some cases, these are dispatched on an AOG (Air-craft On Ground) emergency basis for aircraft awaiting repair, which means that the part has to arrive within 36 hours at the most. “We’re part of the same Group, so we speak the same language and share the same corpo-rate culture. We have full access to their orders, and we manage their inventory. In short, we’re an integral part of their own supply chain,” notes Vincent Frouin, who adds that Sagem Industries still has the capacity needed to wel-come other customers.

In just three years, Sagem Industries has become a recognized logistics specialist within the Group, capping a dynamic redeployment initiative.

A FASTEr, CHEAPEr, MOrE EXTENSIVE SUPPLY CHAIN

LOGISTIcS

students attended the concert organized by safran

of Turbomeca deliveries shipped on time in 2010

hours of training in 2009 and 2010, or an average of 100 hours for each employee.

safran has teamed up with the Orchestre de l’Alliance for three years in a row

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“I was really enthusiastic right from when I first heard about the concert, and we quickly chose a band class to attend. These classes are

one of the special features of the program at our school. Our band classes play a very eclectic repertory, from jazz and gospel to film music.

Whether classic or pop, we always appreciate something more when we understand it, and when we have learned to like it. That’s why we had our students work on the concert program, so they were able to appreciate the subtle differences between what they first heard and the live performance. For them, it was an exceptional experience.”

music teacher at the collège des Explorateurs junior high school in cergy

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Grounded aircraft cost airlines money. Safran’s troubleshooting experts provide on-site maintenance

services 24-7, helping to get planes safely back into the air.

38 _ June 2011 _ safran Magazine safran Magazine _ June 2011 _ 39

Stories

w T + 5 HOURsI’ve always hated the sun. And yet here I am in Agadir, with a broken-down Oceanic Airlines plane and a hundred tourists who just want to get home. Five hours ago, just as the plane was about to take off, several birds got sucked into the starboard engine. The pilot hit the brakes, partially burning them up, but managing to prevent a more serious accident by successfully completing what is known as a rejected take-off, or RTO. Having been immediately notified by the pilot, the airline decided to dispatch me for an initial AOG [aircraft on ground] damage

AgadirAOG in assessment. It’s only a small airport, so we have nobody on-site, and a company technician has to be present if an engine needs servicing. So here I am, 2,500 kilometers from home, with only the thin shadow provided by the aircraft’s wings for comfort.

I start my inspection with the starboard engine. The air inlet and fan show no sign of deformed blades, but there are traces of bird debris at the compressor inlet.

There appears to have been no major impact, but we need to perform a borescope inspection on the engine. Without all of the required equip-ment on site, the only solution is to call Snecma’s Customer Support Center (CSC), explain the problem, and ask them to send out one of their experts. Then it’s just a matter of waiting. The burnt odor coming from around the wheels leaves little doubt that tires and brakes will need to be replaced. That will take me a few hours, along with the on-site maintenance team. Then a shiny pool of oil under one of the wheels catches my eye. That shouldn’t be there. I get the feeling it’s going to be a long day: the main land-ing gear shock strut has depressurized.

w T + 6½ HOURsTalk about a fast response. It took just a twenty-minute conversation for the CSC, open 24-7, to decide to send out a technician. And it didn’t take much longer for the landing gear, either: I had to call the aircraft manufacturer, who con-

tacted the Safran group’s landing system special-ist Messier-Bugatti-Dowty, who will also be send-ing an expert. But there’s no time to daydream while waiting for them to arrive, so I go back to supervise the wheel and brake replacements, to ensure that the aircraft can take off as soon as possible.

w T + 11½ HOURsThe sun finally goes down, but not the tempera-ture. Out on the tarmac, I walk Snecma’s engine expert over to the aircraft. He seems more like a surgeon than a mechanic to me, with his case full of borescopes equipped with lights, cameras and mini-grinders. I have already unscrewed the access caps to allow him to insert the fiber-optic probe into the heart of the engine. While he starts his inspection, I turn to the technician dispatched by Messier-Bugatti-Dowty. I feel more at ease with him, with his oil-covered hands and greasy rag draped across the wheel. He cracks a half-smile.

– So, is it serious?– The inner cylinder has been scratched

because of the RTO, and it needs to be replaced.– The problem is that there’s nothing here:

no hangar, nothing. Just changing the wheels… – We’ll speak to the design office about

authoriz ing a ferry flight*. The backup seal will be OK for that, but my

face betrays my feelings.– So the plane will take off without passen-

gers. Just great.

– It could have been worse: one time we had to bring in inflatable cushions and jacks to lift an aircraft right where it stood in order to change the landing gear. The plane was grounded for a week, which certainly didn’t please the airline!

I sigh. I need him to get the aircraft out of here. Meanwhile, my surgeon guy has been doing his job.

– Two of the compressor blades are slightly damaged. I’m going to restore them in line with the original specification.

– So can the plane take off again?– Sure, no problem: I’ve sent a photo of the res-

toration to Product Support Engineering (PSE), and they approved return to service with no restrictions. And there’s no need to do a repeat inspection after 50 flights, like in the past.

I suddenly feel more relaxed. The issues are being resolved more quickly than I thought.

w T + 14 HOURsWatching the aircraft take off into the balmy Moroccan night, I feel exhausted. After a few conversations with the planemaker, I received their approval for takeoff. The passengers had already departed on a different aircraft, an emer-gency charter. I close my eyes. In a few hours, I’ll be back home in the gentle London rain.

* Ferry flight: a flight without passengers, in this case to bring an aircraft back to a service center for repair.

The number of AOG technicians deployed by Snecma. Two are always on call, and ready to leave at a moment’s notice

operations each year require engine removal and return to Snecma for servicing

on-site engine maintenance operations by Snecma each year

14 50 450

Mission log by Desmond shephard, team leader at Oceanic Airlines

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marchésInterview


safran Magazine: How would you describe Mexico’s economy today? Miguel Alemán: The American recession affected us in 2008 and 2009, but we have now digested the budgetary crisis and we have emerged in relatively better condition than some more developed countries. Under these conditions, Mexico has become a major player in the global economy. Not only are we adja-cent to the huge North American market, but we are also situated half-way between China and Europe. Like Brazil, we offer extremely competitive production conditions. We signed a bilateral trade agreement with the United States that gives Mexican products certain guarantees in the North American market. For example, everything produced at Safran’s new plant in Querétaro can be sold in Canada and the United States. The banking system is in excellent shape, our public finances currently show a surplus of more than $170 million, and our oil is selling very well in export markets – all the more so since recent events in the Middle East have further increased prices. In other words, the main problem for the Mexican economy is not really financial.

Would you say that the current major challenge for Mexico concerns social aspects? M. A.: That is indeed the key question. We need to provide a large share of our youth with education and training. The public and

private sectors must team up to develop capa-bilities that meet the country’s real needs. We need engineers, computer scientists, qualified workers. What’s going on at Querétaro is an excellent example of this trend. I’m not just talking about the plants built by Safran, but the partnerships being formed with local high schools and universities to train aeronautical engineers and technicians. Exchanges are also being developed between Mexican staff and France, which creates outstanding impetus. By opening up job prospects for young Mexi-cans, we ensure the economic future of our country, and at the same time we fight against the idleness that may tempt some to become narco-criminals.

What’s your view of these drug prob-lems, which have made Mexico front-page news in recent years? M. A.: It’s going to be very difficult to resolve the drug problem once and for all, but

we must absolutely fight to make sure that this scourge doesn’t expand, all the more so because a larger and larger share of these drugs are being taken by Mexicans, whereas before our country was just a transit point.

“Mexico has become a major player in the global economy.”Miguel Alemán Velasco

Miguel Alemán Velasco, former governor of the State of Veracruz, offers a resolutely modern vision of his country, far from the usual hackneyed clichés. His knowledge of industry, especially aviation, as well as long experience in media (Mr. Velasco was the radio and TV advisor to the Mexican president), give him an unexcelled perception of where Mexico stands today. Here he takes a closer look at the advantages and challenges facing this country at the crossroads of the Americas.

MEXICO, AN INSIDE VIEW

Interview  with Miguel Alemán Velasco, Chairman of Interjet

Birth in Veracruz

Candidate for the presidency

Joins the Institutional Revolutionary Party (PRI)

Elected senator for the state of Veracruz

Founds a new airline, Interjet

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But the widespread image of a veritable civil war raging across Mexico is still largely exag-gerated. This criminality only affects a small part of the country, and major cities such as Mexico City, Guadalajara and Veracruz are very safe these days.

How is the air transport business in Mexico doing? M. A.: Like the Mexican economy in general, it offers excellent development prospects, but also needs to be governed by more specific regula-tions. For instance, seven discount airlines were created simultaneously in Mexico six years ago, which turned the market upside down and heav-ily impacted the two major national airlines. Aero Mexico is still operating, but Mexicana went bankrupt. And among the seven new players, five have already disappeared. Furthermore, American majors have been able to stake out positions in our domestic market, which is in principle prohibited. For instance, they are offering flights from Mon-


marchésInterview

“mexico is one of the main emerging countries in Latin america, and the government’s commitment to developing a strong aviation industry, along with its economic growth, play a non-negligible role. safran has been operating in mexico 

since the end  of the 1980s.  We considerably bolstered our presence with the opening of our subsidiary safran mexico in 2008, then the inauguration  of two production facilities in 2010  at the brand-new aviation cluster in 

Querétaro. These new facilities clearly show the importance of mexico in safran’s international development strategy. They will enable us to meet growing demand from the many airlines operating in the americas for maintenance, repair and overhaul services on engines, landing gear and hydraulic equipment. Our plants in mexico also make parts for engines  and landing gear. In the security sector, we already work with the federal and local governments in mexico, as well as with police forces,  by supplying multibiometric 

systems to ensure the security of ID cards and voter lists. Our latest challenge is to meet strong demand in the smart card market. We are also taking an active role in actions conducted at the French and mexican government level,  to energize trade between our two countries. and because we are  fully committed to supporting the country’s social development, we have joined the mexican aerospace trade association FEmIa.  as part of this group, we are participating  in sustainable development and 

training programs,  as well as making our counterparts aware  of the advantages of doing business in mexico. For instance, we are collaborating on the creation of  a French-mexican aviation campus in Querétaro, designed to train people for jobs in our industry, and  we are the leading aviation industry employer in mexico. Our collaboration with Interjet, which whom we are working on the development of a second-generation biofuel, reflects the relations of mutual trust that we have established and continue to develop with mexican industry.”

chairman  and cEO, safran

Three decades of mutual trust

w JEAN-PAul HErtEMAN

[plants adapted to a saline environment], which need virtually no water to grow, and are consumed by neither people nor animals, giving them a major advantage compared with sugar cane feedstock that is being developed in Brazil, for example. We still need to determine the ideal mixture, i.e., one enabling us to eliminate all CO2 emissions, but which can still be mass produced.

How would you describe Mexico’s rela-tions with France? M. A.: Mexico and France have formed a num-ber of ties, especially between our respective industries. I have noticed in France that almost nobody realizes to what extent major French cor-porations have invested in Mexico in recent years. Very interesting projects have been developed by Safran, EADS and GDF Suez, for instance. Also worth mentioning is an exemplary partner-ship between researchers in the two countries to develop the vaccine that stopped the expansion of the H1N1 virus. The Year of Mexico in France, unfortunately cancelled, would have been an ideal opportunity to let people know about these outstanding collaborative efforts.

A superjet 100 flying Interjet colors, powered by twin saM146 engines from snecma.

terrey to Cancun… via Houston! It is absolutely necessary for the “rules of the game” to be clarified.

You created Interjet in 2005 – what are the results to date? M. A.: We positioned Interjet as a low cost-first class airline, offering accessible rates while also making sure that we offered our passengers greater comfort. Until now, this policy has proven largely successful, and we will continue along the same path. We currently operate in the domestic mar-ket, where demand is very strong, and we will eventually start international service. Our fleet primarily comprises Airbus A320 jets with engines from Safran-GE. We also bought new Russian aircraft powered by Safran engines, namely 15 Sukhoi Superjet 100 long-range regional jets, along with an option for five more.

Your country is also heavily involved in the development of biofuels, it seems… M. A.: Our scientists are working on halophytes

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