CONSTANTLY INVENTING THE FUTURE

x

6 A review

30 years 8 of expertise 10 of innovation 12 of open doors 14 of growth

16 At the heart of the action

30 years 18 of corporate values 20 of commitment 22 of talent

24 Over to them...

30 years 28 and next? 30 > Defence 32 > Transports 34 > Telecoms 36 > Energy 38 > Aviation 40 > Space 42 > Healthcare

44 ... A brief explanation

©Scalian - ©Istock - ©Naval Group

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ans

SCALIAN’s 30th anniversary is an opportunity to acknowledge the success of our corporate project and to thank

all of those who helped us to achieve it as we celebrate together.

First, I would like to thank all our men and women, engineers and consultants, for their expertise, professional

commitment and creativity. Over the years, our collective role in the Group’s story has forged a strong sense

of belonging.

I would also like to thank our clients for their trust and loyalty in tasking us with innovative, fundamental and

strategic projects. We are honoured to be a preferred partner and we will continue to bring passion to our work

every day, in pursuit of our shared success. Looking beyond the experience gained, SCALIAN would not have

acquired the renown it has today without bold ideas and innovation.

Over these past 30 years, we have developed our business lines through a full and pertinent positioning

strategy. Today, we are moving towards the future as a key player, ready to contribute to the transformations

that await us.

That future is set to bring huge technological, sectoral and social challenges. These will no doubt be disrupted,

reinvented at a faster pace, connected, digitised and packed with data.

Given that SCALIAN is built on human capital, we will have the ambition, agility and wisdom to contribute to this

future, while making sure that people remain at the core of every high-tech revolution and project.

I have every confidence in our company, in its energy and in the values conveyed by its men and women: you!

As a responsible entrepreneur, let’s innovate and commit to working together and for our clients, as we set our

sights on the future.

Let’s set a date in ten years’ time to read the next chapter in the story that we

are writing together!

Yvan Chabanne CEO, SCALIAN Group

“In 1989, the Internet arrived. And so did we”

OF AUDACITY AND INNOVATION

54

AT REVIEW TIME

30 YEARS OF EXPERTISE

30 YEARS OF INNOVATION

30 YEARS OF WORLD OPENING

30 YEARS OF GROWTH

“We like to see the world in 3 dimensions“

YEARS OF EXPERTISEFor 30 years, we have sought to deliver coherent, complementary solutions spanning all the links in the value chain in our three core business areas, supporting our clients at every stage in the life cycle of their products, in order to address the challenges of both the present and the future.

A DIGITAL TRANFORMATION PLAYER AT THE CUTTING EDGE OF METHODS AND PROCESSESThe digital transformation is often perceived as a simple digitisation of the

information used by the company. In reality, however, it is far more. The

information made available could significantly change the value derived by the

company from its role and its historic positioning in its sector of activity.

AT THE HEART OF THE SYSTEM, DIGITAL PULSEFrom the choice of technologies to the approval of

IT and embedded systems, we help our clients to

develop the most innovative products and implement

the most efficient processes. Organised around

several centres of excellence, our advanced skills span

a wide range of specialist areas. These include fields

in which experts are rare, such as supervision systems.

FOR OPERATIONAL PERFORMANCEWe support clients in a wide range of areas, from enterprise

performance to financial, purchasing, project, supply chain

and quality performance. Our experts and consultants provide

advice and support in building and enhancing the key functions

of the client’s value chain, from the performance of industrial

operations to the operational management of agile, digital

transformation projects.

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“We’re always one step ahead in the technology”

Industrial processes

Smarter systems

Business transformation

Augmented Human

Artificial Intelligence

YEARS OF INNOVATIONWe have maintained our start-up mindset for over 30 years. A start-up whose purpose is to design smart, autonomous systems, create an agile Factory 4.0 and support organisations in their digital transformation. Through our Innovation LAB – the control tower for the Group’s R&D and innovation activities – we are identifying, initiating and maturing the technologies, skills and applications of the future to enhance our operational performance and improve the reliability and safety of critical and complex systems.

THE FUNDAMENTALS GUIDING OUR ACTIONS> Step outside the box to spark

innovation.

> Set your sights on the horizon and

progress in small steps as part of an

incremental approach.

> Behave like a start-up and work with

agility.

> Do not innovate alone if you want to

go further and faster

OUR STRATEGIC GOALS FOR THE FUTURE A CYBER-PHYSICAL AND HUMAN DUALITY Model and simulate real

environments and cyber-

physical systems for

purposes of system design or

development, as well as for

training or to support system

acceptance by users.

SMART AUTONOMOUS SYSTEMSIncrease the autonomy,

collaboration and decision-

making capacities of critical or

complex systems, improving

their ability to help operators

and to interact naturally with

their users.

OPERATIONAL EXCELLENCEImprove the performance

of organisations and their

projects while respecting

each individual, by creating

an alchemy between new

practices, methods and

technologies, drawing

upon scientific thought,

experimentation and

participatory improvement

programmes.

COLLECTIVE OR ARTIFICIAL INTELLIGENCE, LEARNING AND KNOWLEDGE EXPLOITATIONCombine natural and collective

approaches with digital

technologies to promote

the creation, collection,

distribution, sharing and

exploitation of data and

knowledge, guaranteeing

transparency and explainability,

while taking account of ethical

and ecological considerations.

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FOCUSING ON THE ESSENTIALSTo support our clients in their international projects, we set up local

structures wherever possible, implementing the Group’s excellence

in methods, tools and practices. Our aim is to continue extending our

base in other countries.

YEARS OF OPEN DOORSBecause innovation is meaningful only if it is shared, we deliver practical solutions for key players in industry and services. Supporting our clients as part of major industrial projects helps us to build up unique know-how in corporate performance and digital systems.

“We want our solutions to benef it everybody”

Canada

USA

UK

Australia

Central America

Italy

China

India

Morocco

France

Spain

Our locations Our ambitions

Germany

United KingdomBelgium

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INTERNATIONAL EXPANSION

2009

EVOSYSJOINS EUROGICIELA spin-off from the THALES Group, founded in 2001 and specialising in air traffic control aérien

2011

FOUNDING OF 4 BUSINESS ENTITIES:• ETOP International,

a leader in project management

• EQUERT, quality management,

• EUROGICIEL Ingénierie, systems and software engineering

• Exm company, online solutions integrator

2002

EUROGICIEL STATES ITSIDENTITY AS AN SSAPA Société de Services en Accompagnement de Projets (project support services company). The acronym - a perfect fit with its activity - is filed with the INPI (national institute of industrial property)

2003

3 SPECIALIST BUSINESS AREAS:Software & Systems Engineering, Project Management and Quality Management, all three of which subsequently became specialist companies

1999

1990: THE INTERNET REPLACES ARPANET, THE FIRST NON-MILITARY NETWORK DESIGNED BY ACADEMICS AND LAUNCHED IN THE US IN 1969.

1992: THE FIRST “SMART PHONES” APPEAR. THE ERICSSON 380 − THE FIRST DEVICE MARKETED AS A SMARTPHONE − IS LAUNCHED IN 2000, AND THE FIRST SMARTPHONE USING WINDOWS MOBILE IN 2001. IN 2007, APPLE LAUNCHES ITS FIRST IPHONE.

2003: COMPLETE DNA SEQUENCING OF THE HUMAN GENOME.

2016: SEVERAL VIRTUAL REALITY HEADSETS ARRIVE ON THE MARKET, INCLUDING THE OCULUS RIFT, THE HTC VIVE AND THE PLAYSTATION VR.

YEARS OF GROWTHSince its founding in 1989, the Group has sought to develop its activity by conquering new markets and integrating new business lines.

“We always look further and higher”

FOUNDING OF EUROGICIEL • Daniel Benchimol,

founder and CEO

• Specialist in software development and embedded systems

1989

2018: THE CONCEPT OF SELF-DRIVING VEHICLES BRINGS TOGETHER A WIDE RANGE OF PLAYERS. THE AIM IS TO DEVELOP AND BUILD A VEHICLE ABLE TO DRIVE ON PUBLIC ROADS WITHOUT HUMAN INTERVENTION.

EUROGICIEL BECOMES SCALIAN

CMT+JOINS SCALIAN

Set up in 2003, CMT+ is a consultancy specialising in the organisation of purchasing and management control. Its workforce includes experts in purchasing and supply, management control, e-procurement and organisation

2017

ALYOTECH JOINS EUROGICIELFounded in 2005, Alyotech develops innovative solutions in products and services through two centres of expertise:

engineering & product design consultancy and information systems consultancy

2016

A NEW CORPORATE PROJECT

• Arrival of a new majority shareholder, ANDERA

• Arrival of Yvan Chabanne, CEO

A NEW MANAGEMENT TEAM FOR A NEW AMBITION

• 900 people

• €69m in revenue

2015

2001: THE EURO COMES INTO CIRCULATION ON 31 DECEMBER.

SCALIAN TURNS 30 2,700 EMPLOYEES OF 24 NATIONALITIES

PRESENT IN 7 COUNTRIES• €230m in revenue

• Arrival of COBEPA, a new majority shareholder. Anderra remains a shareholder.

• New strategic plan focusing on international expansion

2019

AMBITIONSFOR 2024 6,000 EMPLOYEES €500M IN REVENUE (40% OUTSIDE FRANCE)

2024

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30 YEARS OF CORPORATE VALUES

30 YEARS OF COMMITMENT

30 YEARS OF TALENT

AT THE HEART OF THE ACTION

“We are building on strong foundations”

YEARS OF CORPORATE VALUES CONVEYED BY MEN AND WOMEN WITH A PASSIONOur men and women work with clients every day, pursuing a passion for innovation, technology and our business lines, protecting our independence and pursing ambitions of shared success. All those who have come to know and trust us over the past 30 years can confirm the existence of a SCALIAN mindset, based on common values.

PASSION

COMMITMENT

EXCELLENCE

AMBITION

FRIENDLINESS

AGILITY

PROXIMITY

1918

YEARS OF COMMITMENTWe are taking a proactive approach to the environment, quality, human safety, system security, and social and ethical responsibility. Our aim is to leave a positive footprint.

SCALIAN SUPPORTS REFORESTATIONIn response to the global climate crisis, we have decided

to set up our first carbon offset project. Over 2,000 trees

were planted in France in 2019, through the partnership

with Reforest’Action. Employees were encouraged to

plant a virtual tree, offsetting 3,000 tonnes of carbon

equivalent in all.

LIMITING THE ENVIRONMENTAL IMPACT OF THE AEROSPACE INDUSTRYSCALIAN has joined force with

two other leading industry

players to limit the environmental

impact of the aerospace industry,

through simulation and artificial

intelligence.

The consortium has developed

methods to detect anomalies and set

out a series of principles to

optimise flight paths in order to

reduce kerosene consumption and

thus environmental impact.

“Every day, we act for the present and the future”

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“#feeltheexperience”

YEARS OF TALENTTo accelerate the career development of our experts and all those who join us every year, SCALIAN has put in place an ambitious HR policy. Our flourishing and creative community of explorers enjoy a wide variety of assignments and business lines, personalised career paths, in-house training, special internal events and more.

PROMOTE CAREER DEVELOPMENTThe SCALIAN Academy gives us the resources to

continuously build and adapt skills to the market, as

well as to develop and retain talent.

SIMPLIFY INTEGRATIONTo go further, it is important to make a good start. We

aim to give new recruits all the keys necessary for suc-

cess, through a recruitment process combining local

input with speed and excellence, and an induction

path involving close monitoring.

BUILD COHESIONQuality of life in the workplace is essential, so we encou-

rage discussion and dialogue between employees. Our

approach includes shared projects, regular meetings

and special internal events, along with a corporate

social network that develops social ties.

SUPPORT AMBITIONSThrough our local management structure and wide

diversity of business lines and assignments, we give

all employees the opportunity to develop their talent

and to progress along a number of paths.

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Matthieu/ Service Range Manager

“When I left school, I told myself that I would never work in consultancy. Today, I can’t see myself doing anything else. You learn something new every day, you work on innovative projects and you meet new people. It’s a really fulfilling job.”

Raphaël/ Project Management Officer, Practice Leader

“At SCALIAN, I’m exploring new paths.”

AmelSoftware development engineer

“We feel inspired and motivated by the Group’s major growth ambitions.” Hatem

Data Scientist

“We started off as an operator in embedded systems. Today, we’re a player in new mobilities. SCALIAN has kept pace with the technological and social revolution.”

Camille/ Project Management Officer

“We feel supported in our work and the company listens to what we say, so we’re keen to make progress on all these interesting projects. It puts a spring in your step when you go to work in the morning.”

David/ Scientific Project Manager

“We work in a fast-moving and flexible environment. This helps us to build our skills and to give the best of ourselves to what we do.”

Larry/ Supply Chain Improvement and Quality Systems Coaching

“SCALIAN is a serious contender for business from major corporations that really want and need to see improvement. Further, SCALIAN has begun to establish a large footprint in North America, as a potential supplier of technical ser-vices. It’s gaining recognition from all industries, not just aerospace.”

Laurence/ Facilities Manager

“For me, it’s an adventure that started 30 years ago! I received the support and trust I needed to evolve towards a position as an expert.”

Fanny / Assignment Director

“For me, the key word is support. That’s how I was able to progress so quickly, from Assignment Manager to Assignment Director, I’m part of a team where I feel that I can grow.”

Over to them...

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30 YEARS, AND NOW?ON THE WAY TO TOMORROW

YEARS, AND NEXT?In a fast-changing world, it is an inspiring experience to listen to the people shaping and inventing the future. We met teachers, engineers, laboratory managers, experts and executives from a wide range of fields: aviation, transport, telecoms, energy, defence, healthcare and space.

Each one talked to us about their experience in their chosen field of activity.

They discussed the main challenges of the future and the work that remains to be done. To conclude, they asked us to come back in 10, 20 or even 30 years’ time...

“Our aim is to contribute to the projects of the future”

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“A yawning gulf separates our perception of risk and the reality of the threat. In 2019, the world saw only one interstate war. States have learned to live in peace and competition has shifted to other areas, such as cyber technology, standards and space. For France, the main aim is no longer to protect our borders but to engage in a wide range of external operations to protect our vital interests.

This has radically transformed the face of the armed forces. Today, our army model is able to deploy 18,000 soldiers. The equipment used reflects the new situation, whether we’re talking about transport, with the A400M aircraft, or communication and localisation with the satellites Galileo and Syracuse. Against this backdrop, European cooperation is vital but it is advancing only in stops and starts, despite the creation of a structural fund and a process of ongoing cooperation as part of 34 multinational projects.

In 2018, France set up a Defence Innovation Agency with an annual budget of one billion euros for the purpose of developing projects with innovative companies. Manufacturers are learning to cooperate, either on their own initiative or at the request of their governments, for example, to develop the aerial combat system of the future. In terms of present-day threats, people are far more worried about terrorism than nuclear dissuasion, even though we are the only country in Europe, with the exception of the UK, to have a nuclear shield. However, we will need to spend thirty billion euros on its modernisation between 2025 and 2030.”

Jean-Jacques RocheProfessor at Paris II University,

Head of the Higher Institute of Armament and Defence

ISAD

Will augmented reality revolutionise the battle field?

The DGA (France’s defence procurement agency) organised a Reactive Experimentation Operation (Opération d’Expérimentation Réactive or OER) to assess the augmented reality glasses available on the market for foot soldiers. The project gave several branches of the armed forces an opportunity to test the relevance of this type of solution in real conditions, the objectives being to increase situational awareness, to identify allies in the field of vision and to share a common tactical picture in real time using a new visual interface that makes it easier to understand the environment.

The major innovations concerned by the project include the use of SLAM (Simultaneous Localization and Mapping) technology to replace the GPS system, a helmet-mounted collaborative module and new methods for representing tactical

pictures during operations (holograms, banners), with additional new functions to help foot soldiers make decisions.

This augmented reality system provides a wide angle of vision combining tactical information, shared photos and improved vision, thanks to the thermal camera on the augmented reality helmet.

The system is referred to by the name of FAST, from the French acronym for Augmented Secure Tactical foot soldier. It has several military and civil applications such as for:

special forces, where the coordination of Blue Force tracking is crucial,

anti-terrorist and bomb-disposal units,

fire fighters,

or outdoor industrial maintenance or roadwork operations.

This 18-month study is now complete. In compliance with the many operational constraints, SCALIAN is pursuing its efforts to bring this type of immersive technology into the theatre of operations in the medium term.

Predictive maintenance to extend the service life of armoured vehicles

Maintenance operations on armoured vehicles are customised according to use. The wear and tear on vehicle parts varies, depending on where and how they are used.

By recovering the GPS coordinates of each vehicle, SCALIAN is able to see where it was used and to correlate the characteristics of the terrain with the parts subjected to the greatest stress and wear. In this way, it is able to draw up a targeted maintenance programme reflecting the use of each vehicle.

The main benefit lies in the increased efficiency of maintenance operations, the best programme for the best cost. The programme also enables forward planning in spare parts requirements by better assessing the probability of breakage of each part on the vehicle.

The two main aims here are to generate savings and to shorten supply cycles.

PerspectivesDEFENCEVision

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Digitization of incident management: improving the operation and safety of trains in densely-populated areas

SNCF Réseau commissioned SCALIAN to develop a proof of concept to improve the operational management of rail signalling incidents.

The tool aims to assist Traffic and Maintenance operators by automatically identifying incidents, and immediately calculating alternative routes to maintain the traffic flow.

actions taken by all the various stakeholders has also been digitised, ensuring compliance with procedures. The system was successfully tested on SNCF Réseau’s traffic supervision simulators in 2019 and is now part of a major programme to overhaul the operational management of rail traffic.

The agile transformation of an organisation

Pursuing a shared vision, the SCALIAN Innovation Lab and Albi-Carmaux IMT Mines Engineering school in south-west France are seeking to transform supply chain management. The idea is to shift from the current operational and local focus to a more abstract approach that will encompass tactical and strategic issues, looking beyond problems of inventory, stock and logistics. The joint laboratory will carry out applied research work on real industrial problems. The aim is to quickly move towards the pre-production stage and to start field trials.

Through this partnership, we have become part of an international three-way set-up with Georgia Tech, the world’s largest supply chain and logistics leadership institute.

In the longer term, we’re looking at the transformation of the very foundations of our supply chain offering.

We can expect to see a shift towards higher-level consultancy tasks with the emphasis on innovation. For example, managing supply chain performance in a logic space that can be represented using virtual reality.

“Previously, the transport offering was highly structured. Today, it is increasingly fragmented with a wider spread across time and space. At the same time, traditional operators have seen their position challenged. We are making the transition from an industrial approach to an approach based on door-to-door travel, with customised, real-time, ride-hailing services, managed by contact platforms rather than by operators or manufacturers. Users are hyper-informed and connected, to the extent that they become service integrators themselves.

For manufacturers and transport firms, interconnec-ting and exploiting the data collected is the main objective. New players arriving on the market are not necessarily transport providers, since they are not subject to public service requirements. This has led us to rethink the role of the authorities: should they seek to organise? Regulate? Facilitate?

Public self-driving vehicles are another major trend for the medium term. Currently, personnel expenses make up 60% of operating costs in transport services. Developing self-driving vehicles would lower the breakeven point, making it possible to increase frequency and to expand both the areas covered and the available times. Vehicles will drive themselves to the areas where they are needed.”

Pierre ZembriDirector of the City, Mobility,

Transport LaboratoryIfsstar joint research centre,

École des Ponts Paris Tech school, Paris-Est University

LMVT

TRANSPORTSVision

Perspectives

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Towards new functions

Telephone operators are moving towards dedicated business solutions. Companies are able to manage their telephone and internet services, as well as collaborative functions such as instant messaging, video conferencing, document sharing or conference calls, all accessed from mobile devices.

SCALIAN’s Digital Factory is developing new functions and user stories while ensuring better maintainability and scalability of solutions.

…and services tailored to needs

To improve the service provided by a mobile application, you need to know and understand its users. This requires a solution to capture and analyse the data used in applications.

Non-intrusive and independent of proprietary solutions, this approach provides the basis for action plans that improve the service provided, enhance ergonomics and boost performance.

“Fibre optic and 5G technology are mainstays of the new generation networks, but their deployment across Europe will cost hundreds of billions of euros. With its significantly higher throughput and low latency, 5G will transform business models and spawn a host of new uses. Virtual networks whose performance is guaranteed by a service level agreement will be used in a wide range of applications including self-driving vehicles, audiovisual transmission, virtual and augmented reality and online gaming. 5G technology will multiply the connectivity of the Internet of Things by a factor of between ten and one hundred in robotics, logistics and industry. It will also be possible to distribute ultra-high definition content in specific areas, for business or public events.

North America is seeing the development of fixed 5G delivering high-speed broadband through the cellular network. This technology can be deployed

instead of fibre to provide a service for subscribers. It opens new perspectives for mobile operators in terms of markets and revenue, by reducing the necessary investment in certain configurations.

Satellite constellations will be useful locally but will not compete with fixed and mobile infrastructures. The question is one of profitability. Satellite operators are actively looking for business models that will allow them to deliver an efficient service to the three billion people around the world who do not yet have network access. The timescale is not always the same for technological and economic maturity.”

Jean-Luc LemmensDirecteur du pôlemédia - télécoms

Idate Digiworld

TELECOMSVision

Perspectives

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“To tackle the climate crisis, we should consume less energy and produce more of it from carbon-free sources. Unfortunately, this is not reflected in current trends. The transition is too slow, encumbered by consumerism and the weight of past investments that are cancelling out the ecological progress delivered by electric vehicles or heat insulation.

In the future, we will need to generate a larger proportion of renewable energy, close to where it is consumed, through citizen energy communities or local cooperatives. Players will need to adapt to this new paradigm and play a more active role in the ecological transition, by delivering energy-efficient services and equipment, and avoiding planned obsolescence.

These players are now sending out a new message, placing the emphasis on ecology, advanced networks and digital services. The idea is to portray themselves as an alternative to high-carbon energy. Energy transmission and distribution networks are also under pressure and are seeking to deploy renewable energies that are often intermittent. As part of this aim, the green energy surplus can be stored as a gas.

This is one of the options available. It could be a “buffer” solution in the energy transition process, particularly if the energy is produced from biomass and biofuel. However, a real culture shock will be necessary to change the mindset of all stakeholders: consumers, companies, the authorities and suppliers.”

Carine SebiAssistant Professor

Grenoble Management

School

Improving the diagnostic process for taking vital decisions

Improving the safety of high-risk industrial sites using a remote monitoring solution to detect gas leaks. This is the aim of the programme set up by TOTAL’s R&D department. Managed by a control room, it serves as an experimentation lab to simulate the most common leak scenarios.

This control room will make it possible to anticipate risks and prevent accidents, for example on oil and gas platforms and high-risk production sites. The objective is to detect any

leaks, malfunction or failure of the equipment in real time. This process collects data from the equipment (IoT, air analysis, thermal analysis, computer vision detection, etc.). It then stores the information, analyses the data and shows the results on control screens, using Dataviz type tables to display any alerts.

Several dozen suppliers were invited to test their equipment, data collection, optical or acoustic instruments, along with the associated detection algorithms.

The challenge facing SCALIAN, which is overseeing the ‘data’ strand of the project, is to ingest, store and make these measurement data available in near-real time. This involves a number of complex technical issues, given the volume, variety and speed of the data used. The aim is also to integrate and orchestrate a large number of smart bricks in a unique system where they will work together to provide operators with coherent, legible information.

Augmented reality applied to nuclear maintenance

A player in the French energy industry, skilled in the fields of engineering, support, inspection and expertise, decided to test the full potential of augmented reality to inspect systems in nuclear facilities during unit outage phases. In the case studied, information from a portable ultrasound device was displayed on augmented reality glasses. The video feed was then streamed in real time to a remote expert. The expert could thereby view both the visual situation and the digital situation (from the ultrasound device) and work with the technician to complete the diagnostic phase more quickly.

ENERGYVision

Perspectives

36 37

“The number of passengers is doubling every fifteen years in civil aviation. The number of aircraft in circulation will total 50,000 by 2030. The last example of disruptive technology in the industry was Concorde. Under the pressure of public opinion, the objective today and in the future will be to build aircraft that are cleaner, more fuel-efficient and quieter. Engine noise has been halved in twenty years but there is still room for improvement, particularly on take-off and landing.

In terms of carbon emissions, progress is unable to keep pace with the increase in traffic. Between now and 2035, we can expect to see the first hybrid aircraft running primarily on hydrogen or electric power. Another concept: a propeller powered aircraft, as in the Onera project. We could see an all-electric short-haul plane with 70

seats in or around 2035. In the meantime, biofuels are likely to be the most effective solution for reducing the impact on global warming.

Civil aviation is moving towards maximum automation in piloting systems. Will aircraft ever be fully automated? Maybe one day. Nevertheless, the capacity for co-analysis and co-decision making by the crew remains essential. Passenger transport by drone is technically possible but is not widely accepted by the public. The same applies to space travel, which will remain restricted to scientific missions or tourist excursions for wealthy travellers. Airships could deliver a breakthrough in technology, since they are silent and clean. But the R&D costs for a programme of this type would run into billions of euros.”

Gérard FeldzerAerospace and transport

consultant_

Former director of the Air and Space Museum

SCALIAN joins the Airbus project management lab for the incubation of I-RISK

At the first Innovation Day in July 2019, an AIRBUS jury selected the first projects to be incubated. SCALIAN presented several innovative projects at various stages: from the original idea to the making of a functional prototype transposed to an AIRBUS environment. This was the case of our I-Risk prototype, used in programmes and projects for purposes of predictive risk assessment. The jury selected this project as one of the high-tech initiatives to be incubated by the PM LAB.

Our project will now continue its incubation and development within the AIRBUS community. It will have access to data and testing grounds specific to AIRBUS, which will also provide the development resources and time necessary for pre-production prototyping.

Exploratory drones of the future

SCALIAN is involved in the Metis (Multiphysics Exploration Technology Integrated System) project, launched by TOTAL. This project aims to revolutionise geophysical data acquisition using autonomous drones.

A range of methodologies and technologies have been developed to improve the quality of 3D images of the subsoil in increasingly complex geological environments, notably on-shore areas that are difficult to reach: Metis uses 25 drones and tens of thousands of DARTs (Downfall Air Receiver Technology - wireless seismic sensors) to obtain high-quality images of the subsoil in real time, while reducing both cost and risk. SCALIAN is specifically in charge of the system and software architecture for the fleet of drones. The main technological challenge is to make it reliable, autonomous and smart. With this in mind, SCALIAN developed embedded software that enables the drones to coordinate their movements using a dedicated communication network, and to carry out their mission with a high degree of autonomy.

The Group is also involved in the specifications and design of the drones and their payload. A dedicated simulator is used to test most of the software and hardware components developed. The project’s stakeholders are closely involved in considering and defining the future aviation regulations applicable to drones in Europe and around the world.

AVIATIONVision Perspectives

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“The space access market is evolving towards greater versatility – with a single launcher carrying several satellites − and reuse. In Europe, for example, the first reusable heavy-lift launch vehicle is expected to be operational by 2025. Between now and then, against a backdrop of fierce global competition, Europe will need to achieve a fivefold reduction in the cost of placing satellites in orbit.

The private sector is continuing to expand into the field of launch vehicles for nanosatellites, weighing a few dozen kilos, and microsatellites, weighing between 200 and 300 kilos. Over 130 projects are currently listed worldwide with the purpose of putting satellite constellations into low orbit for telecommunications, localisation and observation. Onera, the French aerospace lab, recently demonstrated a reusable drone that could be used to launch nanosatellites. This diversification of the launch vehicle market is also visible in launch zones. Studies are under way in the Azores and in Scotland as possible locations for spaceports, alongside Kourou.

Concerning the satellites themselves, efforts will continue to reduce the weight of both platforms and payloads, primarily by miniaturising embedded systems, such as telescopes, cameras and transponders. These constellations of dozens or even

hundreds of satellites may be less precise, but they are also cheaper and far more numerous, passing more frequently over the areas to be covered. Nanosatellites and microsatellites are also becoming manœuvrable, thanks to the use of electric rather than chemical propulsion.

Further, satellite applications are also set to change. The European Union is already offering free access to the data collected by its Copernicus satellites. This is an opportunity for companies of all sizes to develop new services for the environment, agriculture, transport, energy, and so on. Based on the rapid analysis of large volumes of data and backed up by methods using artificial intelligence, this new segment is expected to see rapid growth.”

Jean-Claude Traineau

Space Programme Director, French Aerospace Lab

(ONERA)

Cybersecurity, a key issue in the transformation of the space satellite market

The integration of technological innovations and major operational upgrades in the latest space programmes has led to a substantial increase in the volume of ground-air data exchanged. This link must therefore be made secure. Data security is a key concern in the design of these complex systems.

SCALIAN produces presentation materials for targeted innovative technologies. The Group also defines the corresponding preliminary architecture for the ground segment, including the preliminary identity management architecture, the related technical documents, and the sales pitch, in compliance with regulatory requirements.

Agility in industry

The complex systems industry is evolving against a backdrop of growing constraints. With the emergence of new players, competition is becoming fiercer so companies need to innovate continuously in order to meet the exacting requirements set by clients.

This creates a level of uncertainty, given that technological maturity is always lower at the start of a project.

The conventional V-model of development with its siloed approach does not provide the flexibility necessary to address these new challenges. For this reason, the SCALIAN Innovation LAB and its Agile experts have joined forces with a key player from the space industry to develop a framework integrating the Agile principles and values that have proved successful in software development, and adapting them to the development of complex systems.

The objective is to design a coherent range of methods and tools in order to address the complexity of both the system and the organisation. With this approach, development is no longer sequential but incremental. Silos are removed in order to bring people together around shared projects. Decision-making is decentralised for greater efficiency, and supplier / client relations are redefined to place greater emphasis on collaboration.

SPACEVision

Perspectives

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“French people are looking for a more coherent lifestyle. They are seeking to balance individual and collective aspirations, while adopting consumer and dietary habits that are good for both their health and the environment. As a result, the healthcare of the future will be part of a global approach based on seven ‘Ps’: Personalised, Preventive (centred on motivation and individual aims), Participative, backed by Proof, Precise, with coordinated healthcare Pathways, and Plural, drawing upon com-plementary alternative medicine.

These expectations will be met in four ways. First, through advanced, non-invasive and targeted medicine with few secondary effects, for example, Car T-cell immu-notherapy in cancer care and robot-assisted microsurgery to aid faster patient recovery. Second, through a healthcare pathway tailored to each region, making extensive use of remote medicine and connected health tools.

Third, through preventive personalised medicine, in which individuals play an active role in their own healthcare, through apps, connected objects, self-diagnosis platforms and high-performance algo-rithms, for example.

Fourth and finally, through integrative medi-cine, a concept promoted by the World Health Organisation taking account of all factors with an influence on healthcare. It is important to train doctors in this systemic approach and to educate individuals and employers. This epigenetics-based approach is more robust and efficient in terms of public health, equal access to healthcare and mana-gement of public expenditure.”

Odile PeixotoDirectrice

du département Santé

BVA

Building on unique technology

SCALIAN is developing prosthesis control software and designing the test and validation chain for a French company, CARMAT, an innovator and leader in the biomedical sector, making artificial hearts that closely resemble the human heart.

This software can also measure physiological parameters and check the blood flow to support this long-term solution for heart failure.

SCALIAN personnel also helped to prepare for certification of the device in Europe and in the USA.

Consultancy for an organisational transformation delivering better care

The deployment of agile practices generally increases productivity and cooperation and promotes a sustainable pace of work while reducing friction and breaking down silos.

These methods are already widely used by Information Systems departments in the organisation of their IT projects. In this case, however, the task facing SCALIAN experts was to apply the principles of 3.0 management and the SCRUM agile framework to transform the back-office operations of a player in the healthcare sector.

The project quickly brought visible results, setting in motion a process of continuous improvement. Users expressed their satisfaction even though the term agility was never mentioned!

HEALTHCAREVision

Perspectives

4342

Big Data: Mega data or massive data. This term refers

to data sets whose size exceeds human intuition and

analytical skills, as well as IT tools conventionally used to

manage databases or information. Big Data concerns the

searching, capture, storage, sharing and presentation of

data.

AI: Artificial Intelligence: a set of theories and techniques

whose purpose is to reproduce by a machine the

cognitive abilities of a human being.

Difference between AR and VR: augmented reality –

virtual reality

Augmented reality combines virtual reality with real life.

It overlays virtual objects on the real-world environment.

With augmented reality, users interact with virtual

content in the real world, and are able to differentiate

one from the other.

Virtual reality is an entirely imaginary world with which

users can interact. This virtual world should be designed

in such a way that it is difficult for users to be able to

identify what is real and what isn’t.

HPC and simulation: numerical simulation involving

High Performance Computing (HPC), an essential tool in

scientific, technological and industrial research.

Supervision: an industrial technique for the

computerised monitoring and control of automated

manufacturing processes.

ChatBot: a software robot using artificial intelligence

to take part in a conversation in “human” language. It is

configured using keywords and a scenario. When a user

enters a keyword, a pre-recorded message is generated.

Supply Chain: the logistics-based management of

physical and information flows, for the smooth running

of the company.

Digital transformation: the change associated with

applying digital technology to all aspects of business.

This process involves integrating digital technologies to

improve the organisation of a company and develop its

business activity.

Industrial performance: the pursuit of operational

excellence. It is an aspect of key importance, demanding

efficiency at all levels and functions of the company.

It must be based on a continuous, global process of

reflection with a clearly identified and permanent

objective.

The Internet of Things (IoT): the interconnection via

the Internet of physical devices, places and environments.

The term encompasses the growing number of

connected objects, enabling communication between

physical devices and their digital existence.

Data Science: a discipline studying information, its

source, what it represents and how it can be turned

into a valuable resource for developing business and IT

strategies.

Test bench: a physical system used to test a product in

controlled settings and conditions in order to observe

and measure its behaviour.

ATM or Air Traffic Management: all the systems used in

the safe, smooth handling of air traffic.

Agile methods: the aim is to challenge the traditional

approach to project management, which involves

delivering a finished product with no room for change.

The agile approach focuses on the product and seeks to

involve the client throughout the project. Placing greater

emphasis on collaboration, this method is based on an

empirical approach leading to a better understanding of

needs. By using an iterative method, the project team

becomes proactive, able to test the validity of the project

at each stage and to fine-tune development if necessary,

based on the feedback received.

Cybersecurity: the technologies, processes and controls

designed to protect networks, computers and data

from attacks, damage and unauthorised access. In an IT

context, the term “security” refers to both cybersecurity

and physical security.

Machine Learning: an application of artificial intelligence

that gives computers the ability to learn without being

explicitly programmed for this purpose. To learn and

develop, computers require sample data for analysis and

training. We could say that Big Data is the driving force of

Machine Learning, the technology that best exploits the

full potential of data.

... A briefexplanation

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“A human being is a part of the whole, called by us “universe”, a part limited in time and space. He experiences himself, his thoughts and feeling as something separated f rom the rest, a kind of optical delusion of his consciousness. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few persons nearest to us. Our task must be to f ree ourselves f rom this prison by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty.”

Albert Einstein