Digital transformation companies face a choice

altran’s science and technology magazine october-december 2013 #26In the loopLotus F1 Team andAltran: a passionfor innovationp. 12In the worldAltran Spain:partner inexcellencep. 14in the knowDigitaltransformation:companiesface a choicep. 08> José Barrigón Del Santo,Consultant for Altran Spainaltran.com

altran.comIn the loopin the knowp. 08> José Barrigón Del Santo,Consultant for Altran SpainIn the world02 | Contents & Contributors Contents & Contributors | 03altran’s science and technology magazine october-december 2013 #2604 | in the airLotus F1 Team andAltran: a passionfor innovationp. 12Digitaltransformation:companiesface a choiceAltran Spain:partner inexcellencep. 1454-56 avenue Hoche75008 ParisFrancewww.altran.comaltitude@altran.comAltitude #26Publishing Director:Philippe SalleEditorial Director:Frédéric FougeratEditor in Chief:Kaling ChanEditorial content:Martin Bellet, PierreMichaud, Nicolas SixContributors:Florence Barré, EmilieBartier, ÁngelesBernáldez, OwenBurdekin, Leonor DeL’hermite, Julien Gascó,Sébastien Heuclin, Jean-Luc Hozé, Christian LeLiepvre, Debbie Mayhew,Luca Mazzocco, LaurianeMouly, Darold OchoaFernandez, SusanaPerfecto, 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 EditionsTranslation:Corporate EditionsCover credit:Adam Lubroth,CAPA PicturesOn the cover:José Barrigón Del Santo,Business Control andMarketing Consultant,Altran SpainProduction:Sylvie EsquerPrint by:Design ColorCopyright:October 2013ISSN: 1767-9974Altitude (Paris 2003)© B. PagetEditorial by Philippe SalleChairman and ChiefExecutive, altranExcellence made in AltranAt Altran, excellence is a state of mind whichall our Innovation Makers strive to embodyeach and every day.Excellence means searching for solutions,innovations and beyond, with a single goalin mind: better serve our clients.It is a great source of pride for our groupwhen our clients recognise this value, beit Patrick Louis, CEO of Lotus F1, statingin this edition of Altitude that, “We needprofessionals that are highly specialisedin technology and have a passion forinnovation… This is a unique state ofmind shared by all Altran consultants”;or Telefónica, which is renewing andintensifying 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 ofTHE i PROJECT (i for innovation): a contestthat lets us identify and support innovationsdesigned by our employees to meet ourclients’ future needs in all industrial andservice sectors worldwide. This exceptionalprogramme, set to start up again thisNovember, will put teams in action in pursuitof excellence, with prizes awarded to the bestprojects.Excellence is as much a value as an addedvalue, but, on top of all, it is a shared state ofmind.© AltraneuropEcompetitionThis year, the Altran Foundation forInnovation is organising nationalawards in five European countries(Belgium, Italy, Portugal, Spain andthe UK) to recognise innovativeprojects of general interest. Inmost countries, registrations areopen from September to October2013. An independent jury willaward the prize to a laureate ineach country, in November 2013.In January 2014, the five nationallaureates will have the opportunityto participate in the internationalfinal.More information onwww.altran-foundation.org.© Airbus / A. Doumenjou© Cambridge ConsultantsUnited KingdomInnovationfranceproduction optimisationProduct development firm andsubsidiary of the Altran group,Cambridge Consultants ishelping conservationists at theZoological Society of Londonprotect some of the world’s mostrare and endangered species.A remote monitoring system ofsatellite-connected and motiontriggeredcameras is providingearly warning of illegal poachingactivity, as well as evidence forprosecutions. And a mobile appis allowing users anywhere inthe world to track and identifyanimals from near-real-timeimages.Altran France has been chosen byAirbus to implement an innovativeindustrial optimisation projectat the Saint-Eloi production siteoutside of Toulouse. The projectaims to accelerate productionoutput for the A320neoprogramme, Airbus’ single-aisleA320 Family. This is Airbus’ mostsuccessful aircraft programmeto date, with over 9,000 orders.Altran will help Airbus optimisethe launch phase of the A320neo,scheduled for 2015.Mission Across Americaaccomplished!Congratulations to Altran teamsfor safely guiding Solar Impulseacross America!Altran reinventsinnovation andoperational excellenceThanks to its global LifecycleExperience solution, Altranaccompanies its clients inachieving the transformationsnecessary to adapt to their newenvironment.06 | In the labsInventing the foodof the futureTo meet the growing need forfood on our planet, new solutionsfor producing foodstuffs arebeginning to emerge. 3D printing,GMOs and stem cells – take aglimpse at what may be on yourplate tomorrow.08 | in the knowDigital transformation:companies face a choiceSmartphones, tablets, thecloud, 4G, big data – digital iseverywhere. For companies,successfully transitioning todigital is imperative. The nextdigital generation is now!12 | in the loopLotus F1 Team andAltran: a passionfor innovationIn Formula One, speed andinnovation are the winningcombination. Altran is bringingboth to Lotus F1 Team as itchallenges for the Formula OneWorld Championship.14 | in the worldAltran Spain: Partner inExcellence20-year partner of the Telefónicagroup, Altran Spain brings itsexpertise in telecommunicationsnetworks and services to TelefónicaGlobal Solutions.altitude | # 26# 26 | altitude

04 | in the air in the air | 05SolutionEnergy© Jake Evill and Cortex Cast systemsa custom designed castJake Evill, a young design graduatefrom New Zealand, has developeda new generation of casts withthe orthopaedics department athis university. 3D-printed from anx-ray of the fracture, the cast offerscustomised support. This revolutionarybreakthrough for broken bones is notonly washable and lightweight, but italso allows skin to breathe.In conjunction with thePierre Audoin Consultantsagency, Altran drew up a white paperthat analyses the evolution of IT testingand proposes an integrated approach,geared to enhance IT quality.This study can bedownloaded at:http://www.altran.com/information-systems/white-paper.html125dollarsThis is the cost ofrenting a miniature satellitefor three days. ArduSat, launchedinto orbit by the HTV-4 cargo shipin August, has numerous sensors(camera, temperature probe,spectrometer, etc.).© Solar ImpulseAltran reinvents innovationand operational excellenceImprove productivity, integrate newstandards, continue to innovate,invent new business models, conquernew markets – companies strivingto remain competitive on the marketface a host of challenges. Addressingthese issues separately provides onlypartial results. “Thanks to its globalLifecycle Experience solution, Altranaccompanies its clients in achievingthe transformations necessary toadapt to their new environment:changes in the portfolio of productsand services, processes involvinginnovation, manufacturing andsupport, as well as the supplychain”, explains Jean-Luc Hozé,Executive Director of this Altransolution. “The transformation is alsoSOLAR IMPULSEour own. Our 1,600 consultantswho today work on these topicsintend to become developers of andplayers in much larger and moreambitious projects. They encouragethe company to open up bothwithin its own ranks and towardsits environment”. A manufacturer ofheat processing systems who usedthis global approach boosted projectprofitability by reducing costs over20%. This makes for a compellingresult that should motivate otherindustries to trust Altran toreinvent innovation and operationalexcellence.More:http://lifecycle-experience.altran.com/Mission Across America accomplished!Anation deeply rooted in the aviation industry, America was on theedge of its seat for Solar Impulse’s majestic two-month flight from SanFrancisco to New York that began on 3 May. Its success came as nosurprise to Altran. The solar aircraft’s two pilots, Bertrand Piccard and AndréBorschberg, faced changing weather conditions during their six flights. Altranengineers meanwhile carefully prepared all flight plans to minimise safety risks,working round-the-clock to update flight trajectories in real time accordingto weather conditions. Thanks to their responsiveness and training in crisismanagement, these engineers were able to respond with poise to the incidentthat occurred during the last flight. Configuring an emergency landing, theytook into account the energy in the batteries, the time to reach each suitablelanding spot, and the risk of turbulence during descent. Congratulations toAltran teams for safely guiding Solar Impulse across America!© PavegenOne small step for man,a giant leap for ecologyPavegen floor at the arrival of the 2013 Paris Marathon.What do the London Olympic Games and the Paris Marathonhave in common? In both cases, a large number of peoplemigrated along a marked path in a very short span of time:in London to reach the Olympic stadium, in Paris to cross the finishline. The two events provided a picture perfect opportunity for Englishcompany Pavegen Systems to demonstrate that the kinetic energyproduced 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 intoelectricity. The only requirement is heavy traffic, as each step onlyproduces 8 watts. During the Games in 2012, the 12 tiles installedby Pavegen served to light the bridge connecting the West HamUnderground station to the Olympic stadium all through the night.Given the success of this experiment, 176 tiles were installed onthe Champs Élysées for the most recent Paris Marathon. The energyproduced was used to power backlit signs. However, it would havebeen enough to light up the Eiffel Tower for two hours. These twoeducationally-oriented experiments are a step towards sustainablecities. Eventually, their use could become widespread.OnlineTrack changesin the Earth’svegetation over thecourse of a year withdata gathered by asensor on the SuomiNPP satellite betweenApril 2012 and April2013.On 4 August, Kirobo, aJapanese robot developedby Toyota, was flownto the International SpaceStation. Capable of holdinga conversation, Kirobo willkeep his fellow countrymanCommander Koichi Wakatacompany.TelecomsWhen Smartphonesobey both hand…and eye!After years of clinging to yourold Nokia, you finally resolvedto part ways. With your latestgenerationSmartphone, you’re finally upto speed. But for how long? The advent ofeye tracking could soon relegate touchscreentechnology to the digital StoneAge. Capturing eye movements with thetelephone’s built-in camera, this technology– already included in the Samsung GalaxyS4 – will free usersfrom the confinesof touch. Forexample, italready allowsusers to controlvideo playback.Pausing couldn’tbe easier: justlook away fromthe camera. Thevideo starts upagain when the userlooks back at thescreen. In time, thistechnology couldbe used to selectand call a contact inthe address book. Asolution that couldprove particularlyuseful for people withdisabilities.The wirelesslychargedelectricbus moves up agear: in the SouthKorean city of Gumi,an entire bus line hasbeen equipped withunderground cables forinduction charging.© Samsung Galaxy S4altitude | # 26# 26 | altitude

06 | in the labs in the labs | 07healthEating with confidenceFood safety has become a majorconcern for consumers. Recentscandals – the mad cow crisis in1996, melamine-tainted milk in2008, and the latest horsemeatfraud – have made them increasinglysuspicious. To reassure customers,manufacturers have put traceabilityat the forefront. Above and beyondlabels that guarantee a certain levelof quality, new technologies such asRFID tags allow us to verify products’origin remotely at each step of theproduction chain. Industrial designerHannes Harms even suggestsincorporating them directly intofoodstuffs so individuals can look upthe distribution circuit directly fromtheir computers.insight1777Following his discovery offertilisation of eggs by sperm,Lazzaro Spallanzani performsthe first artificial inseminationof an animal.altitude | # 26food innovationTo meet the growing need for food onour planet, new solutions for producingfoodstuffs are beginning to emerge. 3Dprinting, GMOs and stem cells – take a glimpseat what may be on your plate tomorrow.Inventingthe food ofthe future1983A tobacco plant modifiedto resist the antibiotic kanamycinbecomes the first geneticallymodified plant.2009The French Culinary Instituteand School of Culinary Artsin New York create theFab@home programme to print3D food at home.Fuelled by populationgrowth, food consumptionis set to double by 2050.Meanwhile, the capacityof traditional agricultureseems to be slowing. How will we feedthe entire world without skyrocketingproduction costs? To overcome this twofoldchallenge, producers are innovatingat each level of the food chain. Manufacturersof beef products, for example,have used bovine genome sequencingsince 2008 to genetically map the animals.This technology enables laboratoriesto select the finest bulls and exporttheir sperm around the world. Theircalves undergo genetic sequencing frombirth; we now understand their potentialwithout having to wait for adulthood.Grain producers go a step further,artificially introducing new genes intocertain species to improve their resistanceto inclement weather, pesticidesand pests. This method remains controversial.Europe and China still prohibitmarketing of genetically modifiedorganisms (GMOs), pending formalproof of the safety of these products.But although the benefits of geneticallymodified grains have yet to gainunanimous approval, the amount of landdevoted to growing GMO crops has continuedto 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 imitationingredients, food production may redefinewhat we see as “natural”. This marketis far from trivial; it represents overa billion dollars in the United States andsees annual growth of over 20%. Forexample, the American company Beyond2013The first burger withmeat created from stem cellsis served. It costs 290,000 eurosto make.STEP 1Powders containing carbohydrates,proteins, macro- and micronutrients arepackaged in cartridges. They havea shelf life of 30 years.STEP 2Using pressurised gas, the powdersin the cartridges are mixed in specialchambers to form dough that will becomethe printer’s “ink”.3D printerHow a 3D printer works3D printingcould revolutionise theway we cook. Connectedto a computer, a 3Dprinter could allowus to create food withjust a few clicks.Meat already markets imitation chickenthat tastes so much like the real thingthat even famous New York Times foodcritic Mark Bittman was fooled. Theirmeats are manufactured using soy powderthat is heated, cooled and then processedunder high pressure.Meanwhile, the Dutch governmentis exploring other ways to keep soaringmeat prices at bay. It is investing inresearch on insects: crickets, grasshoppers,worms, and ants.While Western consumersstill fiercely resistthis option, they maybe able to overcometheir reluctance if themeat were to come inthe form of a steak.The environmentalInert gasResearchershave succeededin growing animalmuscles in vitro.1PowderCartridges2MixChambers3PrintingNozzleSTEP 3According to a computerised recipe previously sentto the printer, a nozzle progressively deposits thedifferent layers of ingredients until it becomes a 3Dfoodstuff. The RepRap printing platform – open sourceand open design – is particularly suited to thisapplication.impact of insect meat has the advantageof being low: two calories of fossilfuel energy are required to produce onecalorie of insect meat, as opposed to an8:1 ratio for beef.Seaweed, one of the fastest growingplants, is also raising hopes. Scientistsat Sheffield Hallam University havedeveloped a seaweed salt for victims ofhypertension. Its outstanding productivitycould save millions of acres of landand billions of litres of water.Printable… pizza!The food of the future may well defy traditionalmanufacturing methods. Dutchresearchers succeeded in growing animalmuscles in vitro. If artificial meat were toreplace beef, it would require only 1% ofthe land used for raising livestock and only4% of the water the animals drink. A mere6 weeks are needed tocreate this meat, whichcould make it to ourplates in the next fiveto ten years.Yet it is 3D printing– an industrial processin full swing – that maytruly revolutionise ouridea of sustenance. Harnessing this technology,the American start-up ModernMeadows designed a machine capableof manufacturing a steak by alternatingtwo layers of tissue: cells and hydrogel.NASA meanwhile commissioned SMRC todevelop a pizza printer for space travel. Itsoil, tomato, dough and protein cartridgeshave a thirty-year shelf life – enough forseveral trips between the Earth and Mars!Lorenzo Timon© DRAlexia vanDaeleSenior MarketingCommunicationsSpecialist,Altran Belgiumand Luxembourg“In 2013, the AltranFoundation willrecognise an agrifoodproject”What is the mission of the AltranFoundation?Altran built a foundation that worksfor the public interest. Each year,it presents an award in severalcountries. Assistance is free ofcharge and suited to beneficiaries’needs: R&D, marketing, distribution,organisation, manufacturing,financing, etc. The jury is madeup of industrial entrepreneurs,elected officials and employerrepresentatives, thus allowing us toestablish strategic contacts. Withinthe Group, the prize is a unifyingproject, offering our consultantsthe chance to get involved in thecompany in a different way and todevelop new skills.Why have you now chosen tofocus on agri-food issues?The agri-food industry is exhibitingstrong growth in Belgium: + 47%over 10 years. It is a true challengeto produce greater quantities whileguaranteeing stability and supplyquality, and without sacrificing healthor the environment. We thereforedecided that the Foundation’s 2013prize would go to an innovativeproject in this sector.What are the next steps?We want to find companies orindividual researchers on theforefront of these issues, even if thatmeans contacting them ourselves.The prize will be awarded in lateNovember. For six months, we willhelp the winner to grow and developthanks to the advice of our experts.insight# 26 | altitude

08 | in the know in the know | 09DIGITALSmartphones, tablets, the cloud, 4G, big data –digital is everywhere. For companies, successfullytransitioning to digital is imperative. What are thestakes? Meeting clients’ needs and better managingrelationships among employees and with suppliers.The next digital generation is now!Digital transformation:companies face a choice© Thinkstock$1,000bn2013 e-businessturnover worldwideJust a few years ago, thingswere simple. Modernising acompany’s image and openinga new sales channel wereas easy as launching a website.That was yesterday. Winningover clients involves more than adigital storefront. Always connectedand informed, consumers have becomemore demanding. Their expectationsgo above and beyond the ease of shopping,booking hotels or managing bankaccounts online. To get customers’attention, companies must now offer areal “experience” and rethink their traditionalmodel. Leading Booz & Company’smost recent Industry DigitalisationIndex 2012, the banking / insurancesector is at the forefront of this process.“Insurance companies redesigned theway their digital customers navigate”,explains Leonor de L’Hermite, AXAGlobal Account Manager at Altran. “Thegoal is to simplify and accelerate the actof purchasing. From understanding theneed to taking out a policy and filing aclaim, consumers have the possibilityto personalise the offer, which rendersit all the more attractive”.© AltranRéjane Prioux,MarketingManager, AltranGuiding the digitaltransformationInvolving decision-makers at the highestechelons of the company is the leadingfactor for success in the digital transformation.Going digital not only requires acomplete overhaul of the business model,but also of the tools, infrastructure andeven employee tasks. Sure steering isa must. Building on the strength of itscross-sector experience, Altran deftlymanages complex cross-border projects.The company also boasts unique knowhowin the fields of information systems,intelligent systems, product lifecyclemanagement and corporate governance.Far from being compartmentalised, thesevarious solutions are complementary,making Altran a specialist in the digitaltransformation. Companies that quicklyunderstand this paradigm shift andmodify their DNA accordingly will havethe best chance to survive and prosper.InsightThis paradigm shift is even makingwaves in the “real” world. “Operatinga network of branches – once thestrength of the insurance sector – maynow be a weakness, as the offer proposedin physical points of sale is notalways the same as the online offering.The industry must therefore makesweeping changes, especially to fosterexchanges among the various departments:marketing, purchasing, etc.”. Inaddition to this challenge, going digitalmeans approaching risk differently:on the Internet, the slightest flaw canbe quickly disseminated, especially viasocial networks.Digerati*: the new leadersAdaptation is good. Innovation is evenbetter. In an increasingly digital environment,the first to launch a new solutionhas a strategic advantage over competitors.In air transport, for example, thelow-cost carrier EasyJet offered the firstset of à la carte services for passengersover the Internet (seat choice, checkedluggage, etc.), gradually nibbling awayat the market share of historical companiessuch as Air France-KLM andaltitude | # 26# 26 | altitude

10 | in the know in the know | 11© ThinkstockThe 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)Customerrelationshipsgo digital“While online retail salesrepresent only 12% of ouractivity, 60% of those who buyour tyres get information onthe web before purchasing”,explains Jean-Denis Perche,Sales and Marketing Directorfor Goodyear Dunlop’s FrenchConsumer Division. “In additionto having a marketing strategysuited to this media andimproving our search engineindexing, we must have thetools needed to ensure thatproduct information on ourdistributors’ sites is up to date.Our relationship with these keypartners is also digital: 60% oftheir orders are now placed viaan electronic platform. They canalso access our inventory in realtime, to offer their customersthe most relevant products andservices possible”.> Laurent Habib,President of thestrategy andcommunicationsagency Babel> Leonor deL’Hermite,AXA Global AccountManager, AltranDigitalisation represents a significantchallenge for companies because itupsets both their business model andecosystem. Given the magnitude of the task,company leaders tend to see the change in termsof problems instead of opportunities. In myopinion, they must not only ask themselves howto digitalise their business over time, but alsohow their company would look if it were foundedtoday. This way of thinking would give them anidea of the measures to be taken in the short andmedium terms when it comes to defining theirproduct and service offering, production facilities,talent management and marketing methods, aswell as relationships with stakeholders.The digital transformation has animpact on all sectors of activity, butthese sectors exhibit varying levelsof maturity. For example, the pharmaceuticalindustry currently lags behind in this area.To accommodate the emergence of newtechnologies, companies must identify newmarkets and change their current modes ofoperation. In becoming more mobile, morecollaborative and more responsive to theircustomers, they will be better informed andtherefore more reactive.Lufthansa that were built on “all inclusive”business models. EasyJet is nowthe 4th largest European airline in termsof passengers transported.Brands themselves are also re-examined.Nike is a prime example. In additionto a line of customisable shoes, theAmerican company offers Nike+ shoesthat connect via watch or smartphone toallow the user to track his or her performanceand share it with a community ofusers. This expertise in digital strategyhas made Nike one of the most prominent“digerati”.The title of “digerati” has been given toprimarily high-tech companies such asApple or Google, along with The NorthFace, Admiral and Volvo. And it is notmerely honorary: an MIT (MassachusettsInstitute of Technology) study demonstratedthat companies with a digeratiapproach are 26% more profitable thantheir competitors, while companies thatare less digitally mature are 24% lessprofitable. This represents a whoppingdifference of 50%!89%of e-consumers swap brands aftera poor customer experienceBuild on in-house experienceThe digital transformation also altersrelations within the company. For some,it is an opportunity to boost collectivecreativity. In 2007, IBM launched “IBMInnovation JAM”. For 72 hours, employeeswere invited to submit innovationsand leave comments on the differentprojects online. In all, 40,000 ideaswere submitted to the first JAM, 37 wereselected, and the top 10 were developed.Appliance specialist Electroluxbuilt on this innovative concept, evenraising pay for the most active contributors.In 2011, the company also launchedan internal social network to enable its58,000 employees to share their experiences.This is a real booster for integratingand training new employees.Altran has not been left behind. Groupemployees have a blog – www.innovation-makers.com – to promote their projectsand career paths since 2012. The goalis to reach both within and outside ofthe company and to communicate onAltran’s wealth of expertise and abilityto innovate, and forge a bond betweenpeople who generally do not workclosely with each other. In May 2013,Altran also launched an in-house contest,THE i PROJECT (i for innovation), via acall for inventive projects. The Season 1was a resounding success with teamsall over the world and the Season 2 willstart this November.Design differentlyTo what extent has the advent of digitalaffected relations between companies andtheir suppliers? Traditionally, the latterproduced components from a set of specificationsimposed by their client. Room foroffering new solutions was limited.Open source completely overturnedthis dynamic. It opens up access to computersoftware codes so any user cansuggest improvements or even transformations.The automotive industry, whichexperienced significant digital growth in2012, has already capitalised on the idea.A pioneer in the field, auto manufacturerFord gave its “Sync” voice command softwareopen source access. Result: independentdevelopers may now offer applicationsto personalise each car in everyway for the benefit of the consumer.Everybody wins. Since the end of 2011,Altran has had an Open & ConnectedCar platform on which constructors andequipment manufacturers will be able totest their applications – a cheaper andfaster way to develop and test new concepts.Compatible with smartphones andtablets, the car of the future has successfullyentered the digital era and is now anexample for other industries.* Digerati are companies that make the mosthighly developed use of digital technology as atool for strategic transformation.> JérémieBallouard,Digital MarketingManager, Fiat GroupGet digerati or get behindTo help clients rise to the challenge of the digital transformation, Altranhas created a custom offering that brings together the Group’s differentsavoir-faire. The “Get digerati or get behind” solution launched in 2013 hasa tripartite focus. The first is to put ourselves in the position of the finalcustomer to better understand his or her expectations and then to definethe products and services that correspond to those needs. Secondly, it aimsto have an overall vision of the client’s evolution, to make it as pleasant aspossible and encourage customer loyalty. Lastly, this new solution endeavoursto create a real link with the client, in continuously optimising the servicesoffered. Putting these principles into practice requires great operationalagility, a quality that Altran is committed to sharing with its partners.insightWhen I started working for Fiat inJanuary 2012, I began by reassessingour digital maturity so we couldimplement a coherent digital strategy. To be inthe right place at the right time with the rightmessage, we put ourselves in our clients’ shoesso we could better understand how they cameto our brand. This has enabled us to improveour visibility on Google – the digital world’shomepage.altitude | # 26# 26 | altitude

12 | in the loop in the loop | 13interviewLotus F1 TeamWe share with Lotus a certainculture of performance> Mike Simms,Chief Executive Officer,Altran UK.andAltran:In Formula One, speed and innovation are the winningcombination. Altran is bringing both to Lotus F1 Team as itchallenges for the Formula One World Championship.a passionfor innovationWe see Altran engineersas integral members of our team> Patrick Louis,Chief Executive Officer,Lotus F1 Team.It’s official! On June 2013, Altranbecame a technical partner of Lotus F1Team. This announcement came at aturning point in the history of motorsports. Changes in racing regulationshave led to a sizeable technologicaloverhaul, requiring the designersof tomorrow’s cars to rise to newchallenges for the 2014 season.In what way is Formula Onebracing for one of the mostsignificant technologicalchanges in its history?> Patrick Louis: Next season, we willbe replacing the current 2.4-litre V8normally aspirated engines with V6Lotus F1 Team, racingaheadBased in central England, the teamfirst entered the Formula One WorldChampionship in 1981 under theToleman name, undergoing subsequentevolutions as Benetton, Renault F1Team, Lotus Renault GP and now LotusF1 Team. With four Drivers’ and threeConstructors’ World Championshipscollected along the way, Lotus F1 Teamhas been home to some of the greatestdrivers in history such as Ayrton Senna,Michael Schumacher, and FernandoAlonso. The 2013 season has seen theteam make a flying start in its bid forchampionship glory, with 2007 FormulaOne World Champion Kimi Räikkönenand team-mate Romain Grosjeantaking eight podium finishes from theopening ten races. Currently occupyingsecond position in the Drivers’ andfourth in the Constructors’ WorldChampionships, the Enstone-basedsquad is on the hunt for championshipglory once again.insightturbo engines with built-in energyrecovery systems. In addition, eachcar will only be allowed 100 kg offuel on board per race, comparedto 160 kg today. To take fulladvantage of this new generation ofautomobiles, we must make highlystrategic decisions. In 2014, the rulesof the game are changing so radicallythat constructors may very well bedealt new hands.Why was Altran consultants’know-how in simulationparticularly valuable?> Patrick Louis: Because the rulesgoverning F1 prohibit us frombuilding test vehicles. We musttherefore rely almost exclusivelyon simulation when making the manytechnical choices to optimisethe performance of future cars.On questions such as the distributionof weight between the front and rearof the vehicle, accurate simulationsare essential.Is the Altran-Lotus F1 Team anextension of the Group’s formerpartnership with the Renault F1Team?> Mike Simms: Of course. Thisshared adventure began in 2002,when we signed an agreementwith Renault F1 Team to supplyengineering and design expertise.Our consultants worked alongsideRenault engineers on aerodynamics,control systems, energy recoverysystems, etc. It is in large partthanks to their contribution thatthe V-Car has been developed. Thisvirtual vehicle, which allows us totest electronic components, is stillused by Lotus F1 Team today. From2004 to 2010, we organised theAltran Engineering Academy, aninnovative competition that enabledyoung engineering graduates fromaround the world to compete for ayear-long internship with the team.Many of the winners subsequentlywon permanent contracts and twoof them are still with Lotus F1 Teamtoday. The Technological Partnershipbetween us ended in 2010, but wehave continued to work together.> Patrick Louis: In 2011, thanksto Altran engineers, we deployed amajor wind tunnel upgrade. Todaythis tool is seen as state-of-the-artin the industry. The following yearthey developed our new drivingsimulator and, since the beginningof 2013, they have been preparingnext season’s transmission.What are the mutual benefitsof this partnership?> Patrick Louis: We appreciateAltran’s ability to provide uswith high-level experts. We needprofessionals that are highlyspecialised in technology, have apassion for innovation and above allare totally invested in their work.The Altran consultants currently onour site in Enstone share this mentalityunique to F1, and we see them asintegral members of our team.> Mike Simms: Lotus F1 Team isan extremely demanding clientthat drives us to give our best.The partnership is a great way ofraising brand profile for Altran, bothin the UK and globally. Since theofficial announcement, the numberof unsolicited applications we havereceived from candidates in the UKhas nearly quadrupled!© David Fisheraltitude | # 26Our team boasts the best performance to budget ratio; Altranand its engineers are undoubtedly to thank!> Patrick Louis, Chief Executive Officer, Lotus F1 Team.# 26 | altitude

14 | in the worldin the world | 15Telecommunicationsbiobio1981 JoinedTelefónica Group1982TelecommunicationsEngineering Degree –Polytechnic Universityof Madrid1983 InternationalCollaborationDegree – PolytechnicUniversity of Madrid1984-1994 LedRadio System andMobile Networkprojects1994-1998 Workedfor Telefónica invarious positions inPeru and Argentina1998-2003 CEO ofTelefónica del Peru2003-2005 GeneralManager of CorporateDevelopmentof TelefónicaInternational2005 CEOof TelefónicaInternationalWholesale Services2012 CEOof TelefónicaInternational GlobalSolutionsaltitude | # 26Partner in excellence20-year partner of the Telefónica group, AltranSpain brings its expertise in telecommunicationsnetworks and services to TelefónicaGlobal Solutions (TGSol). With a global footprint,this division is in charge of three segments: outsourcingservices for multinational corporations,capacity-sharing among operators and roamingservices. Altran Spain’s teams are highly involved,José Ramón Vela CEO of Telefónica Global Solutions© Adam Lubrothactive at virtually all levels of TGSol’s value chain –from design to development, and even presales andmarketing of innovative services: VoIP, VPN, CDN andunified communications, as well as WAN and mobileservices. A sign of trust between the two partners,Altran Spain recently began helping TGSol’s executivecommittee to develop a new culture of innovationwithin the company.A partnerwe can count onIn highly technological sectors such astelecommunications, we must be verydynamic to meet our clients’ needs andexpectations. We also have to be extremelyeffective to remain as competitive as possible.To achieve our goals, we decided to considercertain service providers as full-fledgedpartners, partners we call on to provideus with procedures very close to our corebusiness. That is the case with Altran, whichhas often proven its loyalty, effectivenessand dynamism over the years. Throughoutour collaboration, Altran has transformedand developed along with us. Our contactsat Altran truly understand our requests, andtheir initiatives, aimed first and foremost atimproving our working methods, provide uswith real added value. We are very pleased tohave Altran as a partner, and we look forwardto working together in the same spirit for along time to come.© Adam LubrothOur versatility: anasset for TelefónicaMy main task is to analyse therevenue generated by customersand compare it with the internalcosts for Telefónica Global Solutions.I verify that these revenues are in line withthe budgets established at the beginningof the year, and develop forecasts andobjectives for the following years.The aim is to facilitate the decision-makingprocess to maintain healthy and profitablegrowth. I also work with the departmentthat develops future servicesto be commercialised. At Telefónica,Altran consultants work with various teamson projects of all kinds, and they have verymultidisciplinary profiles. For Telefónica,this is true added value.bioJosé BarrigónDEL SANTOBusiness Controland MarketingConsultant2006 TelecomTechnical EngineerDegree, Universityof Valladolid –Joined Altran asa Consultant forMotorola and thenBritish Telecom2007 Startedworking forTelefónica asProject Manager ofInternational Projects2008 BusinessConsultant2011 In chargeof overall plansfor internationalprojects2013 BecameBusiness Controland MarketingConsultant forTelefónica GlobalSolutionsA cross-border careerIhave two roles within the organisation launched by AltranSpain for Telefónica. First, I am Product DevelopmentManager for several solutions aimed at the mobilityand needs of multinational clients. I work within a precisemethodology that I must both track and optimise. I also actas Agreement Leader from the design stage – accordingto the needs expressed by Telefónica and the clients – upto implementation of products and solutions. I negotiateagreements with every operator in the world. Working in avery international environment, I have to adapt to culturaldisparities between countries. It is not always easy, but itmakes my job all the more rewarding.insightAltran spain© Adam LubrothRobertoOlmeda ArroyoProductDevelopmentManager andAgreement Leader2005 ComputerScience Degree –University of Alcalade Henares2006 SoftwareDeveloper for TIWS2007 DatabaseConsultant for TIREA2008 Joined Altranas a DatabaseConsultant forTelefónica I+DSince 2011ProductDevelopmentManager andAgreement Leaderfor Telefónica GlobalSolutionsAltran has been present in Spain since 1992with a differentiated model of consultancyfocused on innovation processes, providingbusiness solutions, strategy, engineering,development and technology applications.With more than 2,000 highly qualifiedprofessionals, Altran Spain operatescountry-wide for 150 major companiesin different industries: Aerospace andDefence, Automotive, Infrastructure andTransportation, Energy, Government,Industry and Life Sciences, FinancialServices and Telecoms & Media.# 26 | altitude

Discover ourInnovation MakersMADE IN ALTRANinnovation-makers.comFor 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!