altran.com

altran’s science and technology magazine october-december 2013 #26

> José Barrigón Del Santo, Consultant for Altran Spain

In the loop

Lotus F1 Team and Altran: a passion for innovation p. 12

In the world

Altran Spain: partner in excellencep. 14

in the know

Digital transformation: companies face a choicep. 08

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04 | In the aIrMission Across America accomplished!Congratulations to Altran teams for safely guiding Solar Impulse across America!

06 | In the labsInventing the food of the futureTo meet the growing need for food on our planet, new solutions for producing foodstuffs are beginning to emerge. 3D printing, GMOs and stem cells – take a glimpse at what may be on your plate tomorrow.

08 | In the knowDigital transformation: companies face a choiceSmartphones, tablets, the cloud, 4G, big data – digital is everywhere. For companies, successfully transitioning to digital is imperative. The next digital generation is now!

12 | In the loopLotus F1 Team and Altran: a passion for innovationIn Formula One, speed and innovation are the winning combination. Altran is bringing both to Lotus F1 Team as it challenges for the Formula One World Championship.

14 | In the worldAltran Spain: Partner in Excellence20-year partner of the Telefónica group, Altran Spain brings its expertise in telecommunications networks and services to Telefónica Global Solutions.

16 | In spaInDiscover our local newsA new section that covers the most relevant events and facts of Altran in Spain. Do you want to know them?

54-56 avenue hoche 75008 parisFrancewww.altran.comaltitude@altran.com

altitude #26

publishing director:philippe salleeditorial director:Frédéric Fougerateditor in chief: kaling chaneditorial content:martin bellet, pierre michaud, nicolas sixcontributors: Florence barré, emilie bartier, Ángeles bernáldez, owen burdekin, leonor de l’hermite, Julien Gascó, sébastien heuclin, Jean-luc hozé, christian le liepvre, debbie mayhew, luca mazzocco, lauriane mouly, darold ochoa Fernandez, susana perfecto, réjane prioux, alexia Van daele, khedidja Zidourdesign and page layout:

01 77 45 86 86publishing manager: martin belletart director:david corvaisierpage layout:Fabienne laurent, marion stepieneditorial secretary: corporate editions translation: corporate editionscover credit:adam lubroth, capa pictureson the cover:José barrigón del santo, business control and marketing consultant, altran spainproduction: sylvie esquerprint by:design colorcopyright:october 2013issn: 1767-9974 altitude (paris 2003)

altran.com

altran’s science and technology magazine october-december 2013 #26

> José Barrigón Del Santo, Consultant for Altran Spain

In the loop

Lotus F1 Team and Altran: a passion for innovation p. 12

In the world

Altran Spain: partner in excellencep. 14

in the know

Digital transformation: companies face a choicep. 08

Excellence made in Altran

At Altran, excellence is a state of mind which all our Innovation Makers strive to embody each and every day.

Excellence means searching for solutions, innovations and beyond, with a single goal in mind: better serve our clients.

It is a great source of pride for our group when our clients recognise this value, be it Patrick Louis, CEO of Lotus F1, stating in this edition of Altitude that, “We need professionals that are highly specialised in technology and have a passion for innovation… This is a unique state of mind shared by all Altran consultants”; or Telefónica, which is renewing and intensifying its alliance with Altran Spain, its partner in excellence of 20 years.

Excellence is also an in-house value, as seen last May with the launch of THE i PROJECT (i for innovation): a contest that lets us identify and support innovations designed by our employees to meet our clients’ future needs in all industrial and service sectors worldwide. This exceptional programme, set to start up again this November, will put teams in action in pursuit of excellence, with prizes awarded to the best projects.

Excellence is as much a value as an added value, but, on top of all, it is a shared state of mind.

COMPETITION

PRODuCTION OPTIMISATION

INNOvATION

EuroPE

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unITED KIngDoM

This year, the Altran Foundation for Innovation is organising national awards in five European countries (Belgium, Italy, Portugal, Spain and the uK) to recognise innovative projects of general interest. In most countries, registrations are open from September to October 2013. An independent jury will award the prize to a laureate in each country, in November 2013. In January 2014, the five national laureates will have the opportunity to participate in the international final. More information on www.altran-foundation.org.

Altran France has been chosen by Airbus to implement an innovative industrial optimisation project at the Saint-Eloi production site outside of Toulouse. The project aims to accelerate production output for the A320neo programme, Airbus’ single-aisle A320 Family. This is Airbus’ most successful aircraft programme to date, with over 9,000 orders. Altran will help Airbus optimise the launch phase of the A320neo, scheduled for 2015.

Product development firm and subsidiary of the Altran group, Cambridge Consultants is helping conservationists at the Zoological Society of London protect some of the world’s most rare and endangered species. A remote monitoring system of satellite-connected and motion-triggered cameras is providing early warning of illegal poaching activity, as well as evidence for prosecutions. And a mobile app is allowing users anywhere in the world to track and identify animals from near-real-time images.

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onlineTRACK CHANGES IN THE EARTH’S vEGETATION over the course of a year with data gathered by a sensor on the Suomi NPP satellite between April 2012 and April 2013.

ON 4 AuGuST, KIROBO, A JAPANESE ROBOT DEvELOPED By TOyOTA, was flown to the International Space Station. Capable of holding a conversation, Kirobo will keep his fellow countryman Commander Koichi Wakata company.

THE WIRELESSLy-CHARGED ELECTRIC BuS MOvES uP A GEAR: in the South Korean city of Gumi, an entire bus line has been equipped with underground cables for induction charging.

In conJuncTIon wITh ThE PIErrE AuDoIn conSuLTAnTS AgEncy, Altran drew up a white paper that analyses the evolution of IT testing and proposes an integrated approach, geared to enhance IT quality.

This study can be

downloaded at:

http://www.altran.com/information-systems/white-paper.html

a fter years of clinging to your old Nokia, you finally resolved to part ways. With your latest-

generation Smartphone, you’re finally up to speed. But for how long? The advent of eye tracking could soon relegate touch-screen technology to the digital Stone Age. Capturing eye movements with the telephone’s built-in camera, this technology – already included in the Samsung Galaxy S4 – will free users from the confines of touch. For example, it already allows users to control video playback. Pausing couldn’t be easier: just look away from the camera. The video starts up again when the user looks back at the screen. In time, this technology could be used to select and call a contact in the address book. A solution that could prove particularly useful for people with disabilities.

Mission across america accomplished!

04 | In the aIr In the aIr | 05

SOLAR IMPULSE

125dollarsThIS IS ThE coST oF rEnTIng a miniature satellite for three days. ArduSat, launched into orbit by the HTv-4 cargo ship in August, has numerous sensors (camera, temperature probe, spectrometer, etc.).

w hat do the London Olympic Games and the Paris Marathon have in common? In both cases, a large number of people migrated along a marked path in a very short span of time:

in London to reach the Olympic stadium, in Paris to cross the finish line. The two events provided a picture perfect opportunity for English company Pavegen Systems to demonstrate that the kinetic energy produced by hundreds of thousands of footsteps could be recovered. Thanks to a system of sensitive tiles made from recycled materials, the pressure of pedestrians’ or runners’ feet is converted into electricity. The only requirement is heavy traffic, as each step only produces 8 watts. During the Games in 2012, the 12 tiles installed by Pavegen served to light the bridge connecting the West Ham underground station to the Olympic stadium all through the night. Given the success of this experiment, 176 tiles were installed on the Champs Élysées for the most recent Paris Marathon. The energy produced was used to power backlit signs. However, it would have been enough to light up the Eiffel Tower for two hours. These two educationally-oriented experiments are a step towards sustainable cities. Eventually, their use could become widespread.

One small step for man, a giant leap for ecology

TELEcOMS

When Smartphones obey both hand… and eye!

A nation deeply rooted in the aviation industry, America was on the edge of its seat for Solar Impulse’s majestic two-month flight from San Francisco to New york that began on 3 May. Its success came as no

surprise to Altran. The solar aircraft’s two pilots, Bertrand Piccard and André Borschberg, faced changing weather conditions during their six flights. Altran engineers meanwhile carefully prepared all flight plans to minimise safety risks, working round-the-clock to update flight trajectories in real time according to weather conditions. Thanks to their responsiveness and training in crisis management, these engineers were able to respond with poise to the incident that occurred during the last flight. Configuring an emergency landing, they took into account the energy in the batteries, the time to reach each suitable landing spot, and the risk of turbulence during descent. Congratulations to Altran teams for safely guiding Solar Impulse across America!

EnERgy

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A cuSToM DESIgnED cAST Jake Evill, a young design graduate from New Zealand, has developed a new generation of casts with the orthopaedics department at his university. 3D-printed from an x-ray of the fracture, the cast offers customised support. This revolutionary breakthrough for broken bones is not only washable and lightweight, but it also allows skin to breathe.

Improve productivity, integrate new standards, continue to innovate, invent new business models, conquer new markets – companies striving to remain competitive on the market face a host of challenges. Addressing these issues separately provides only partial results. “Thanks to its global Lifecycle Experience solution, Altran accompanies its clients in achieving the transformations necessary to adapt to their new environment: changes in the portfolio of products and services, processes involving innovation, manufacturing and support, as well as the supply chain”, explains Jean-Luc Hozé, Executive Director of this Altran solution. “The transformation is also

our own. Our 1,600 consultants who today work on these topics intend to become developers of and players in much larger and more ambitious projects. They encourage the company to open up both within its own ranks and towards its environment”. A manufacturer of heat processing systems who used this global approach boosted project profitability by reducing costs over 20%. This makes for a compelling result that should motivate other industries to trust Altran to reinvent innovation and operational excellence.

More:

http://lifecycle-experience.altran.com/

Altran reinvents innovation and operational excellence

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Pavegen floor at the arrival of the 2013 Paris Marathon.

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Meat already markets imitation chicken that tastes so much like the real thing that even famous New york Times food critic Mark Bittman was fooled. Their meats are manufactured using soy pow-der that is heated, cooled and then pro-cessed under high pressure.

Meanwhile, the Dutch government is exploring other ways to keep soar-ing meat prices at bay. It is investing in research on insects: crickets, grasshop-pers, worms, and ants. While Western consum-ers still fiercely resist this option, they may be able to overcome their reluctance if the meat were to come in the form of a steak. The environmental impact of insect meat has the advan-tage of being low: two calories of fossil fuel energy are required to produce one calorie of insect meat, as opposed to an 8:1 ratio for beef.

Seaweed, one of the fastest growing plants, is also raising hopes. Scientists at Sheffield Hallam university have developed a seaweed salt for victims of hypertension. Its outstanding productiv-

ity could save millions of acres of land and billions of litres of water.

Printable… pizza!The food of the future may well defy tra-ditional manufacturing methods. Dutch researchers succeeded in growing animal muscles in vitro. If artificial meat were to replace beef, it would require only 1% of the land used for raising livestock and only 4% of the water the animals drink. A mere

6 weeks are needed to create this meat, which could make it to our plates in the next five to ten years.

yet it is 3D printing – an industrial process in full swing – that may truly revolutionise our

idea of sustenance. Harnessing this tech-nology, the American start-up Modern Meadows designed a machine capable of manufacturing a steak by alternating two layers of tissue: cells and hydrogel. NASA meanwhile commissioned SMRC to develop a pizza printer for space travel. Its oil, tomato, dough and protein cartridges have a thirty-year shelf life – enough for several trips between the Earth and Mars!

uelled by population growth, food consumption is set to double by 2050. Meanwhile, the capacity of traditional agriculture

seems to be slowing. How will we feed the entire world without skyrocketing production costs? To overcome this two-fold challenge, producers are innovating at each level of the food chain. Manu-facturers of beef products, for example, have used bovine genome sequencing since 2008 to genetically map the ani-mals. This technology enables laborato-ries to select the finest bulls and export their sperm around the world. Their calves undergo genetic sequencing from birth; we now understand their potential without having to wait for adulthood.

Grain producers go a step further, artificially introducing new genes into certain species to improve their resist-

ance to inclement weather, pesticides and pests. This method remains con-troversial. Europe and China still pro-hibit marketing of genetically modi-fied organisms (GMOs), pending formal proof of the safety of these products. But although the benefits of geneti-cally modified grains have yet to gain unanimous approval, the amount of land devoted to growing GMO crops has con-tinued to grow in recent years. In 2012, it reached 395 million acres worldwide – 10% of the planet’s cultivated land.

cricketburgerWith the rise of artificial and imitation ingredients, food production may rede-fine what we see as “natural”. This mar-ket is far from trivial; it represents over a billion dollars in the united States and sees annual growth of over 20%. For example, the American company Beyond

to meet the GrowInG need For Food on our planet, new solutIons For producInG FoodstuFFs are beGInnInG to emerGe. 3d prIntInG, Gmos and stem cells – take a GlImpse at what may be on your plate tomorrow.

FhEALThEating with confidence

Food safety has become a major concern for consumers. Recent scandals – the mad cow crisis in 1996, melamine-tainted milk in 2008, and the latest horsemeat fraud – have made them increasingly suspicious. To reassure customers, manufacturers have put traceability at the forefront. Above and beyond labels that guarantee a certain level of quality, new technologies such as RFID tags allow us to verify products’ origin remotely at each step of the production chain. Industrial designer Hannes Harms even suggests incorporating them directly into foodstuffs so individuals can look up the distribution circuit directly from their computers.

1777Following his discovery of

fertilisation of eggs by sperm, lazzaro spallanzani performs the first artificial insemination

of an animal.

1983a tobacco plant modified

to resist the antibiotic kanamycin becomes the first genetically

modified plant.

2009the French culinary Institute and school of culinary arts

in new york create the Fab@home programme to print

3d food at home.

2013the first burger with

meat created from stem cells is served. It costs 290,000 euros

to make.

06 | In the labs In the labs | 07

food innovation

“IN 2013, THE ALTRAN FOuNDATION WILL RECOGNISE AN AGRI-FOOD PROJECT”

ALExIA vAN DAELESenior Marketing Communications Specialist, Altran Belgium and Luxembourg

what is the mission of the altran foundation?altran built a foundation that works for the public interest. each year, it presents an award in several countries. assistance is free of charge and suited to beneficiaries’ needs: r&d, marketing, distribution, organisation, manufacturing, financing, etc. the jury is made up of industrial entrepreneurs, elected officials and employer representatives, thus allowing us to establish strategic contacts. within the Group, the prize is a unifying project, offering our consultants the chance to get involved in the company in a different way and to develop new skills.

why have you now chosen to focus on agri-food issues?the agri-food industry is exhibiting strong growth in belgium: + 47% over 10 years. It is a true challenge to produce greater quantities while guaranteeing stability and supply quality, and without sacrificing health or the environment. we therefore decided that the Foundation’s 2013 prize would go to an innovative project in this sector. what are the next steps?we want to find companies or individual researchers on the forefront of these issues, even if that means contacting them ourselves. the prize will be awarded in late november. For six months, we will help the winner to grow and develop thanks to the advice of our experts.

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STEP 1Powders containing carbohydrates, proteins, macro- and micronutrients are packaged in cartridges. They have a shelf life of 30 years.

STEP 2Using pressurised gas, the powders in the cartridges are mixed in special chambers to form dough that will become the printer’s “ink”.

3D printing could revolutionise the way we cook. Connected to a computer, a 3D printer could allow us to create food with just a few clicks.

How a 3D printer works

STEP 3According to a computerised recipe previously sent to the printer, a nozzle progressively deposits the di�erent layers of ingredients until it becomes a 3D foodstu�. The RepRap printing platform – open source and open design – is particularly suited to this application.

PowderCartridges

PrintingNozzle

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2

3

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Inert gas3D printer3D printer

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GuIDING THE DIGITAL TRANSFORMATION

RÉJANE PRIOux, Marketing Manager, Altran

Involving decision-makers at the highest echelons of the company is the leading factor for success in the digital transfor-mation. Going digital not only requires a complete overhaul of the business model, but also of the tools, infrastruc-ture and even employee tasks. sure steer-ing is a must. building on the strength of its cross-sector experience, altran deftly manages complex cross-border projects. the company also boasts unique know-how in the fields of information systems, intelligent systems, product lifecycle management and corporate governance. Far from being compartmentalised, these various solutions are complementary, making altran a specialist in the digital transformation. companies that quickly understand this paradigm shift and modify their dna accordingly will have the best chance to survive and prosper.

smartphones, tablets, the cloud, 4G, bIG data – dIGItal Is eVerywhere. For companIes, successFully transItIonInG to dIGItal Is ImperatIVe. what are the stakes? meetInG clIents’ needs and better manaGInG relatIonshIps amonG employees and wIth supplIers. the next dIGItal GeneratIon Is now!

digital

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digital transformation:companies face a choice

ust a few years ago, things were simple. Modernising a company’s image and open-ing a new sales channel were as easy as launching a web-site. That was yesterday. Win-

ning over clients involves more than a digital storefront. Always connected and informed, consumers have become more demanding. Their expectations go above and beyond the ease of shop-ping, booking hotels or managing bank accounts online. To get customers’ attention, companies must now offer a real “experience” and rethink their tra-ditional model. Leading Booz & Compa-ny’s most recent Industry Digitalisation Index 2012, the banking / insurance sector is at the forefront of this process. “Insurance companies redesigned the way their digital customers navigate”, explains Leonor de L’Hermite, AxA Global Account Manager at Altran. “The goal is to simplify and accelerate the act of purchasing. From understanding the need to taking out a policy and filing a claim, consumers have the possibility to personalise the offer, which renders it all the more attractive”.

This paradigm shift is even making waves in the “real” world. “Operat-ing a network of branches – once the strength of the insurance sector – may now be a weakness, as the offer pro-posed in physical points of sale is not always the same as the online offer-ing. The industry must therefore make sweeping changes, especially to foster exchanges among the various depart-ments: marketing, purchasing, etc.”. In addition to this challenge, going digi-tal means approaching risk differently: on the Internet, the slightest flaw can be quickly disseminated, especially via social networks.

DIGERATI*: THE NEW LEADERSAdaptation is good. Innovation is even better. In an increasingly digital environ-ment, the first to launch a new solution has a strategic advantage over competi-tors. In air transport, for example, the low-cost carrier EasyJet offered the first set of à la carte services for passengers over the Internet (seat choice, checked luggage, etc.), gradually nibbling away at the market share of historical com-panies such as Air France-KLM and

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$1,000 bn2013 e-business turnover worldwide

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Digitalisation represents a significant challenge for companies because it upsets both their business model and

ecosystem. Given the magnitude of the task, company leaders tend to see the change in terms of problems instead of opportunities. In my opinion, they must not only ask themselves how to digitalise their business over time, but also how their company would look if it were founded today. This way of thinking would give them an idea of the measures to be taken in the short and medium terms when it comes to defining their product and service offering, production facilities, talent management and marketing methods, as well as relationships with stakeholders.

The digital transformation has an impact on all sectors of activity, but these sectors exhibit varying levels

of maturity. For example, the pharmaceutical industry currently lags behind in this area. To accommodate the emergence of new technologies, companies must identify new markets and change their current modes of operation. In becoming more mobile, more collaborative and more responsive to their customers, they will be better informed and therefore more reactive.

> Laurent habib, President of the strategy and communications agency Babel

> Leonor de L’hermite, AxA Global Account Manager, Altran

10 | In the know In the know | 11

CuSTOMER RELATIONSHIPS GO DIGITAL“while online retail sales represent only 12% of our activity, 60% of those who buy our tyres get information on the web before purchasing”, explains Jean-Denis Perche, Sales and Marketing Director for goodyear Dunlop’s French consumer Division. “In addition to having a marketing strategy suited to this media and improving our search engine indexing, we must have the tools needed to ensure that product information on our distributors’ sites is up to date. our relationship with these key partners is also digital: 60% of their orders are now placed via an electronic platform. They can also access our inventory in real time, to offer their customers the most relevant products and services possible”.

Lufthansa that were built on “all inclu-sive” business models. EasyJet is now the 4th largest European airline in terms of passengers transported.

Brands themselves are also re-exam-ined. Nike is a prime example. In addi-tion to a line of customisable shoes, the American company offers Nike+ shoes that connect via watch or smartphone to allow the user to track his or her perfor-mance and share it with a community of users. This expertise in digital strategy has made Nike one of the most promi-nent “digerati”.

The title of “digerati” has been given to primarily high-tech companies such as Apple or Google, along with The North Face, Admiral and volvo. And it is not merely honorary: an MIT (Massachusetts Institute of Technology) study demon-strated that companies with a digerati approach are 26% more profitable than their competitors, while companies that are less digitally mature are 24% less profitable. This represents a whopping difference of 50%!

Open source completely overturned this dynamic. It opens up access to com-puter software codes so any user can suggest improvements or even transfor-mations. The automotive industry, which experienced significant digital growth in 2012, has already capitalised on the idea. A pioneer in the field, auto manufacturer Ford gave its “Sync” voice command soft-ware open source access. Result: inde-pendent developers may now offer appli-cations to personalise each car in every way for the benefit of the consumer. Everybody wins. Since the end of 2011, Altran has had an Open & Connected Car platform on which constructors and equipment manufacturers will be able to test their applications – a cheaper and faster way to develop and test new con-cepts. Compatible with smartphones and tablets, the car of the future has success-fully entered the digital era and is now an example for other industries.

* Digerati are companies that make the most highly developed use of digital technology as a tool for strategic transformation.

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gET DIgErATI or gET BEhInD

to help clients rise to the challenge of the digital transformation, altran has created a custom offering that brings together the Group’s different savoir-faire. the “Get digerati or get behind” solution launched in 2013 has a tripartite focus. the first is to put ourselves in the position of the final customer to better understand his or her expectations and then to define the products and services that correspond to those needs. secondly, it aims to have an overall vision of the client’s evolution, to make it as pleasant as possible and encourage customer loyalty. lastly, this new solution endeavours to create a real link with the client, in continuously optimising the services offered. putting these principles into practice requires great operational agility, a quality that altran is committed to sharing with its partners.

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of e-consumers swap brands after a poor customer experience

89%

BuILD ON IN-HOuSE ExPERIENCEThe digital transformation also alters relations within the company. For some, it is an opportunity to boost collective creativity. In 2007, IBM launched “IBM Innovation JAM”. For 72 hours, employ-ees were invited to submit innovations and leave comments on the different projects online. In all, 40,000 ideas were submitted to the first JAM, 37 were selected, and the top 10 were devel-oped. Appliance specialist Electrolux built on this innovative concept, even raising pay for the most active contribu-tors. In 2011, the company also launched an internal social network to enable its 58,000 employees to share their experi-

ences. This is a real booster for integrat-ing and training new employees.

Altran has not been left behind. Group employees have a blog – www.innovation -makers.com – to promote their projects and career paths since 2012. The goal is to reach both within and outside of the company and to communicate on Altran’s wealth of expertise and ability to innovate, and forge a bond between people who generally do not work closely with each other. In May 2013, Altran also launched an in-house contest, THE i PROJECT (i for innovation), via a call for inventive projects. The Season 1 was a resounding success with teams all over the world and the Season 2 will start this November.

DESIGN DIFFERENTLyTo what extent has the advent of digital affected relations between companies and their suppliers? Traditionally, the latter produced components from a set of speci-fications imposed by their client. Room for offering new solutions was limited.

The number of smartphone subscriptions was 1.1 billion at the end of 2012 and is expected to reach 3.3 billion by the end of 2018. (2012 Ericsson annual report)

When I started working for Fiat in January 2012, I began by reassessing our digital maturity so we could

implement a coherent digital strategy. To be in the right place at the right time with the right message, we put ourselves in our clients’ shoes so we could better understand how they came to our brand. This has enabled us to improve our visibility on Google – the digital world’s homepage.

> Jérémie Ballouard,Digital Marketing Manager, Fiat Group

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We share with Lotus a certain culture of performance

We see Altran engineers as integral members of our team

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> Mike Simms, Chief Executive Officer, Altran uK.

> Patrick Louis, Chief Executive Officer, Lotus F1 Team.

lotus f1 team

a passion

interview

andaltran:It’s official! On June 2013, Altran became a technical partner of Lotus F1 Team. This announcement came at a turning point in the history of motor sports. Changes in racing regulations have led to a sizeable technological overhaul, requiring the designers of tomorrow’s cars to rise to new challenges for the 2014 season.

In what way is Formula one bracing for one of the most significant technological changes in its history?> Patrick Louis: Next season, we will be replacing the current 2.4-litre v8 normally aspirated engines with v6

turbo engines with built-in energy recovery systems. In addition, each car will only be allowed 100 kg of fuel on board per race, compared to 160 kg today. To take full advantage of this new generation of automobiles, we must make highly strategic decisions. In 2014, the rules of the game are changing so radically that constructors may very well be dealt new hands.

why was Altran consultants’ know-how in simulation particularly valuable?> Patrick Louis: Because the rules governing F1 prohibit us from building test vehicles. We must therefore rely almost exclusively on simulation when making the many technical choices to optimise the performance of future cars. On questions such as the distribution of weight between the front and rear of the vehicle, accurate simulations are essential.

Is the Altran-Lotus F1 Team an extension of the group’s former partnership with the renault F1 Team? > Mike Simms: Of course. This shared adventure began in 2002, when we signed an agreement with Renault F1 Team to supply engineering and design expertise. Our consultants worked alongside Renault engineers on aerodynamics, control systems, energy recovery systems, etc. It is in large part thanks to their contribution that the v-Car has been developed. This virtual vehicle, which allows us to test electronic components, is still used by Lotus F1 Team today. From

2004 to 2010, we organised the Altran Engineering Academy, an innovative competition that enabled young engineering graduates from around the world to compete for a year-long internship with the team. Many of the winners subsequently won permanent contracts and two of them are still with Lotus F1 Team today. The Technological Partnership between us ended in 2010, but we have continued to work together.> Patrick Louis: In 2011, thanks to Altran engineers, we deployed a major wind tunnel upgrade. Today this tool is seen as state-of-the-art in the industry. The following year they developed our new driving simulator and, since the beginning of 2013, they have been preparing next season’s transmission.

what are the mutual benefits of this partnership?> Patrick Louis: We appreciate Altran’s ability to provide us with high-level experts. We need professionals that are highly specialised in technology, have a passion for innovation and above all are totally invested in their work. The Altran consultants currently on our site in Enstone share this mentality unique to F1, and we see them as integral members of our team.> Mike Simms: Lotus F1 Team is an extremely demanding client that drives us to give our best. The partnership is a great way of raising brand profile for Altran, both in the uK and globally. Since the official announcement, the number of unsolicited applications we have received from candidates in the uK has nearly quadrupled!

> Patrick Louis, Chief Executive Officer, Lotus F1 Team.

Our team boasts the best performance to budget ratio; Altran and its engineers are undoubtedly to thank!

In Formula one, speed and InnoVatIon are the wInnInG combInatIon. altran Is brInGInG both to lotus F1 team as It challenGes For the Formula one world champIonshIp.

LoTuS F1 TEAM, rAcIng AhEAD

based in central england, the team first entered the Formula one world championship in 1981 under the toleman name, undergoing subsequent evolutions as benetton, renault F1 team, lotus renault Gp and now lotus F1 team. with four drivers’ and three constructors’ world championships collected along the way, lotus F1 team has been home to some of the greatest drivers in history such as ayrton senna, michael schumacher, and Fernando alonso. the 2013 season has seen the team make a flying start in its bid for championship glory, with 2007 Formula one world champion kimi räikkönen and team-mate romain Grosjean taking eight podium finishes from the opening ten races. currently occupying second position in the drivers’ and fourth in the constructors’ world championships, the enstone-based squad is on the hunt for championship glory once again.

InSIghT

for innovation

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BIo

1981 Joined Telefónica Group1982 Telecommunications Engineering Degree – Polytechnic university of Madrid1983 International Collaboration Degree – Polytechnic university of Madrid1984-1994 Led Radio System and Mobile Network projects1994-1998 Worked for Telefónica in various positions in Peru and Argentina 1998-2003 CEO of Telefónica del Peru2003-2005 General Manager of Corporate Development of Telefónica International2005 CEO of Telefónica International Wholesale Services2012 CEO of Telefónica International Global Solutions

BIo

JoSé BArrIgón DEL SAnTo Business Control and Marketing Consultant

2006 Telecom Technical Engineer Degree, university of valladolid – Joined Altran as a Consultant for Motorola and then British Telecom 2007 Started working for Telefónica as Project Manager of International Projects2008 Business Consultant2011 In charge of overall plans for international projects2013 Became Business Control and Marketing Consultant for Telefónica Global Solutions

In highly technological sectors such as telecommunications, we must be very dynamic to meet our clients’ needs and

expectations. We also have to be extremely effective to remain as competitive as possible. To achieve our goals, we decided to consider certain service providers as full-fledged partners, partners we call on to provide us with procedures very close to our core business. That is the case with Altran, which has often proven its loyalty, effectiveness and dynamism over the years. Throughout our collaboration, Altran has transformed and developed along with us. Our contacts at Altran truly understand our requests, and their initiatives, aimed first and foremost at improving our working methods, provide us with real added value. We are very pleased to have Altran as a partner, and we look forward to working together in the same spirit for a long time to come.

My main task is to analyse the revenue generated by customers and compare it with the internal

costs for Telefónica Global Solutions. I verify that these revenues are in line with the budgets established at the beginning of the year, and develop forecasts and objectives for the following years. The aim is to facilitate the decision-making process to maintain healthy and profitable growth. I also work with the department that develops future services to be commercialised. At Telefónica, Altran consultants work with various teams on projects of all kinds, and they have very multidisciplinary profiles. For Telefónica, this is true added value.

Ihave two roles within the organisation launched by Altran Spain for Telefónica. First, I am Product Development Manager for several solutions aimed at the mobility

and needs of multinational clients. I work within a precise methodology that I must both track and optimise. I also act as Agreement Leader from the design stage – according to the needs expressed by Telefónica and the clients – up to implementation of products and solutions. I negotiate agreements with every operator in the world. Working in a very international environment, I have to adapt to cultural disparities between countries. It is not always easy, but it makes my job all the more rewarding.

A partner we can count on

Our versatility: an asset for Telefónica

20-year partner of the Telefónica group, Altran Spain brings its expertise in telecommunica-tions networks and services to Telefónica global Solutions (TgSol). With a global footprint, this division is in charge of three segments: out-sourcing services for multinational corporations, capacity-sharing among operators and roaming services. Altran Spain’s teams are highly involved,

active at virtually all levels of TGSol’s value chain – from design to development, and even presales and marketing of innovative services: voIP, vPN, CDN and unified communications, as well as WAN and mobile services. A sign of trust between the two partners, Altran Spain recently began helping TGSol’s execu-tive committee to develop a new culture of innova-tion within the company.

ALTrAn SPAIn

altran has been present in spain since 1992 with a differentiated model of consultancy focused on innovation processes, providing business solutions, strategy, engineering, development and technology applications. with more than 2,000 highly qualified professionals, altran spain operates country-wide for 150 major companies in different industries: aerospace and defence, automotive, Infrastructure and transportation, energy, Government, Industry and life sciences, Financial services and telecoms & media.

JoSé rAMón VELA CEO of Telefónica Global Solutions

partner in excellence

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telecommunications

A cross-border career

BIo

roBErTo oLMEDA Arroyo Product Development Manager and Agreement Leader

2005 Computer Science Degree – university of Alcala de Henares2006 Software Developer for TIWS2007 Database Consultant for TIREA 2008 Joined Altran as a Database Consultant for Telefónica I+DSIncE 2011 Product Development Manager and Agreement Leader for Telefónica Global Solutions

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a ccording to the report, social networks and instant messaging will be the most

used mobile applications in the next four years, and mobile broadband will be the most used service in 2016.

To prepare the report, the Telecommunications and Media division of Altran Spain has interviewed more than 70 of the leading actors in the Spanish sector, covering the entire value chain from new global players, through operators and manufacturers, to application developers and users.

The “ecosystem” model includes five areas within the industry, focused on terminals, networks, services, applications and contents, with the corresponding sub-areas and components. For each area, the interviews were structured into seven topics that were considered key for analysing the sector: events, offering, actors, business models, business strategies, key factors of competitiveness, and investments.

Additional information

In what direction are

evolving?telecommunications

altran spaIn releases the second edItIon oF Its study on the ‘eVolutIon oF the telecommunIcatIons macro-sector In spaIn’, whIch descrIbes the Industry’s structure For the upcomInG years.

ecosystem

70

interviews with the leading actors in the spanish sector

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interviews with the leading actors in the spanish sector

Download the report

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a helping hand to young engineers who are passionate about

altran lends

Altran’s relationship with the world of motor sports is anything but new. Its passion for Formula 1 is evident, backed by its background and experience in this field. It has been a technological partner and sponsor of the Renault Formula 1 team for a decade, and it is currently a technical partner of the Lotus F1 team.

The company has also established the «Altran Excellence Centre for New Automotive Technologies» in Barcelona. This global centre of excellence focuses on the Group’s projects related to innovation and the automotive industry.

Each home spent an average of €254.20 on goods and services linked to sports, and each person spent an average of €96 in this area.

There are 18,342 businesses whose main financial activity is linked to sports. This represents 0.6% of all the companies listed in the DIRCE (Directorio Central de Empresas, the central business directory).

In 2011, the Central Government invested €152 million in sports (0.01% of the GDP).

PASSIon For F1KEy FIgurES

t he Altran Group has launched a new edition of the Foundation’s Awards, which have the aim of rewarding the most technologically innovative projects that contribute towards improving society’s

well-being. In Spain, the focus has been placed on sports as a key catalyst for

improving society and the surroundings by having a positive influence on a variety of areas such as health, education, social connections and the environment.

With the theme of ‘Smart Sports, Smart Societies’, Spain wants to give a chance to projects linked to the wide world of sports that could help build more sustainable and connected societies.

The winner will receive six months of support and technological advice from a team of Altran experts, and it will have the chance to participate in the international final. Electronic applications must be submitted before midnight of the 31st of October.

s ince its creation in 1982, Altran has been involved in major innovations over the years, effectively helping to develop those of tomorrow. Having become a global leader in innovation consulting,

the Group wished to use the skills it has developed for the common good.In 1996, Altran created the Altran Foundation for Innovation, a new

independent entity whose mission is to promote technological innovation for human benefit and its objectives are to promote the emergence of creative ideas; to support the development of innovative ideas and to enable projects to progress more quickly.

Information and conditions

Sports, the main theme of the altran Foundation awards in spain

The Altran Foundation: created to promote technological innovation for human benefit

FOUnDATIOn

40% of the Spanish population over the age of 15 practices some type of sports activity.

altran has partIcIpated In Formula student spaIn, an InternatIonal contest In whIch unIVersIty enGIneerInG students compete to deVelop and drIVe a sInGle-seater.

formula student

smartsports

The 2013 theme in Spain

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d uring a four-day period, the 30 international teams put their skills to the test, on and off the track, to try to win first-place on the podium.The project, organised in Spain by the Sociedad de Técnicos

de Automoción, took place between the 29th of August and the 1st of September at the Catalonia Circuit and allowed students to prepare themselves to step into the job world. Coinciding with the event, the company also published a series of job offers related to the automotive industry.

motor sports

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a ltran Spain and the Real Federación Española de Automovilismo (R. F. E.

de A.) have signed a framework collaboration agreement to carry out strategic joint projects, with a special focus on educational, research and sponsorship activities, developing and implementing new methodologies that promote R&D and operating excellence in the sector.

The agreement was signed by Carlos Gracia, President of the RFEA, and José Ramón Magarzo, CEO of Altran Iberia.

José Ramón Magarzo highlighted “this agreement will allow to cooperate in the development of projects within a strategic sector in which Altran brings his expertise as a company with high technological value. This signature will boost the partnership nationally and internationally, transferring technology and know-how of professionals Altran in the automotive sector”.

Additional information

a ltran Spain and ICEA (Investigación Cooperativa entre Entidades

Aseguradoras y Fondos de Pensiones) participated in the insurance sector conferences titled “Trends and Impacts of IT”, which aim to be a meeting place where insurance industry professionals analyse the economic setting and its impact on the sector.

On behalf of the Altran team, the conferences included a presentation by David Nicolás,

Director of the Insurance Area, who explained Altran’s collaboration with the industry on a strategic level, in which the ability to innovate is essential since this drives existing challenges that include creating new products, controlling the impact of technology on the traditional business, and customer orientation.

Learn more

s pain must establish a firm and well-defined commitment in order to meet the objectives

set by the European Union for 2020 in order to attain an investment in R&D of 3% of GDP. Otherwise, it may lose innovation capacity, which would hinder its competitiveness and delay its recovery.

In addition, the limited involvement of private companies in the nation’s innovation and R&D system continues to be the Achilles heel of the Spanish science and technology system. These are some of the main conclusions of the Altran Index of Innovation Potential 2013, prepared by Altran Spain, which has the aim of assessing the innovative capacity of European countries and determining the most optimal recommendations for each nation.

This is the fourth consecutive volume of the Index to assess the innovation capacity of countries. The main objectives of are to

analyse the innovation in Spain and, consequently, to develop recommendations for action, so our country can improve its innovation capabilities.

Additional information

www.altran.esDownload the Index (English)Download the Index (Spanish)

a ltran has participated in MECOM 2013, the most important event in the Middle East on innovation in the Telecommunications, Media and Information Technology sector. A number of the company’s

experts discussed the impact of new technologies on business models, telecommunications operators and the role of forecasting in new markets.

Luis Manuel Díaz de Terán, Senior Director of Telcom & Media at Altran Middle East, highlighted “the enabling technologies of new digital services” in his speech, and emphasised the challenges and opportunities posed by these changes. Antonio Rodríguez, Managing Director of Business Consulting, presented a set of internally developed strategic tools targeted at supporting MNOs (Mobile Network Operators).

To learn more

Framework agreement with the real Federación española de Automovilismo

promoting innovation in order to face current business challenges

For the first time, spain slips one position in the Altran Innovation Index

present at MEcOM 2013, the digital sector’s most important event in the middle east

TEcHnOLOgIcAL PARTnER

InSURAncE

InnOVATIOn InDEX

TELEcOM & MEDIA

Alfonso Martínez, CEO of Altran Middle East, during his speech at MECOM 2013.

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4thThis is theconsecutive volume of the Index to assess the innovation capacity of countries

The Real Federación Española de Automovilismo (R. F. E. de A.) is the highest authority in motorsport sport in our country.

José Ramón Magarzo, CEO of Altran Iberia and Carlos Gracia, CEO of Real Federación Española de Automovilismo, after signing the agreement.

For Altran, its greatest asset is its unique and particularly varied human capital, made up of the women and men withinthe Group working on some of the largest industrial projects for hundreds of clients across more than 20 countries.Altran is proud of its 20,000 “Innovation Makers” and has decided to create a blog in their honour: innovation-makers.comDiscover Altran through its professional and individual talents!

INNOvATION MAKERS

Discover our

i n n o v a t i o n - m a ke r s . c o m