1. Patrocinadores:
Máster e Colaboração
Platinum
Gold
Silver Instituição participante
Blue
Realização:

2. Thales
A global leader dedicated to security
Bruno Rondani
bruno.rondani@thalesgroup.com

3. Profile
World leader for mission-critical information systems
 Three core businesses
 Aerospace & Space
 Defence
 Security } €12.9 bn annual revenues
 A Worldwide Group
 68,000 employees worldwide
 Presence in 50 countries
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4. Three core businesses
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5. Three strategic pillars
 Presence all along the value chain
 From equipment and systems, to systems integration
 Prime contracting and services
 Dual technologies
 Balanced portfolio between defence and civil businesses
 Optimised synergies
 International presence
 Long-term customer partnership
 Maximised local commercial opportunities
 Access to local skills and resources
 Meeting national security requirements
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6. Highly talented people
 68,000 employees of whom 50% outside France
 Highly skilled (e.g. 60% of workforce are engineers or managers)
 Multicultural teams unified by the same values
 Focus on customers
 Innovate, decide and act quickly
 Perform through teaming
 Develop our people
 Dynamic HR policy
 Renowned training structure: Thales University
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7. Worldwide presence
France: 34,300
USA: 2,200
UK: 8,200
Canada: 1,200
Germany: 4,500
Spain: 2,100
Italy: 2,600
Netherlands: 2,000
Belgium: 950
Latin America: 660
(Brasil: 350)
Australia: 3,600
South Korea: 1,370
Saudi Arabia: 730
Others: China: 390 / South Africa: 340 / Switzerland: 290 / Singapore: 240 / India: 200 / Austria: 200 /
Norway: 180 / Portugal: 160 / Poland: 130
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8. Domains
 Market-driven businesses
Dual Defence Civil
Defence & Air Avionics Space Defence Land Transportation
Security C4I Operations Mission Defence Systems
Systems Systems
A coherent organisation
Bringing to our customers the benefit of technology expertise
and international presence
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9. Innovation and technological excellence
 R&D at Thales totals € 2.5bn (20% of revenues)
 25,000 researchers and engineers on cutting-edge technologies
 300 inventions per year
 Over 15,000 patents
 Over 30 cooperation agreements with universities and public
research laboratories in Europe, the United States and Asia
Copyright © Nobel Web AB 2007
Photo: Hans Mehlin
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10. Innovation Culture
Culture change
“inventing for the sake of inventing”
“customer-centric approach”
innovation should be driven by customer demand and the
need to anticipate future needs
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11. R&D Scope Definition
Research (concept, architecture, new tech) : TRL 1-3 ==> 5 - 15 years
Feasibility & De-risking : TRL 3-6 ==> 2 - 5 years
Development & Engineering : TRL 6-9 ==> 1 - 2 years
Research & Technology: “push approach” ~ 12% of R&D
Investments
Research Maturation & Risk reduction
New
Technology
1 2 3 4 5 6
Concepts
Architecture ~ 88% of R&D
Tools Investments
Products
Prospects 4 5 6 7
7 8
3 9
Bids
Programmes
Pre Bid analysis & Bid Development Production Support
derisking Integration & Maintenance
Validation
Engineering: “pull approach”
Technology readiness level
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12. Thales Research & Technology Organisation
Dual Defence Civil
Defence & Air Avionics Space Defence Land Transportation
Security C4I Operations Mission Defence Systems
Systems Systems
5 Key Technology Domains, transverse organisation to drive:
R&T orientations and technologies axes
Thales Research Centers
United Kingdom Nederland Singapore France
Reading Delft Palaiseau
• Master new technologies, new concepts
• Deliver first technological demonstrators
The vast majority of the R&D is performed within the Divisions
TRT Corporate Labs – around 4% of total R&D budget
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13. Innovation Organisation
 R&D policy is coordinated by the CTO office, is implemented
through:
- The Divisons: business focus and in charge of the short and
medium term developments required for their equipment and
systems product lines
- KTD governance with the goal the provide the global R&T
coherence, and transfer research results to programs
- The TRT network: They anticipate future breakthroughs,
establish connections to academic innovation eco-systems, and
should maintain high level of expertise in key technologies
Thales R&D is largely decentralized
Corporate R&T Laboratory is highly focused on
external coolaborations
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14. Cooperation Strategy
Cooperation actions:
 Long term scientific agreements most famous research laboratories
 Cooperation with other industrial labs
 Cooperation with technological SMEs
 Demonstration platforms build with partners and clients
Cooperation framework:
 Common laboratories,
 Common programs and projects
 Research contracts
 Joint-ventures
More than 400 people are currently working for
Thales in these cooperative framework programs
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15. Innovation Strategy
R&D corporate mission:
  Competitiveness:
 Give a proper access to key critical technologies,
 Control of the supply chain
 Adapt development process for the complexity we have to deal
with
  Attractiveness:
 Innovate
 Look for disruptive technologies
 Look for disruptive ways to design, develop, integrate solutions
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16. Innovation Strategy
Four R&D Strategic Directions:
 Open Innovation
 Acceleration of the Insertion of New Technologies
 Anticipation of Ruptures – not only technical ones
 Efficiency Optimization
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17. Thales Group: Innovation Strategy
 Open Innovation
- A number of innovations will be discovered in other places
- Fosters collaborations with universities, research institutes,
SMEs and suppliers
- Participation on competitiveness cluster and European
collaborative projects
- High visibility in scientific community
- Attract young and brilliant engineers
The concept of “innovation” ecosystem, local and global,
is hence central to Thales R&D strategy
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18. Innovation Strategy
 Acceleration of the Insertion of New Technologies
- Key Technical Domains (KTD) is a commonly shared
governance of technical activities performed in Divisions and in
the central teams
- Ensure global coherence of advanced R&T studies: optimize,
rationalize resources, share results, set common strategic
directions
- Accelerate de-risk transfer of R&D results towards programs

 . Hardware Security
Processing, Control Networks &Secure
and Cognition Communications
Software & Critical
Information Systems
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19. Innovation Strategy
 Anticipation of Ruptures – not only technical ones
- Technical Strategy Plan (TSP) provides the technical visions
and road-maps for the next 10 years
- The vision can’t be only internal: capture the customer’s needs
- Concept Development and Experimentation Approach (CD&E):
Battlespace Transformation Center, it is in way a co-innovation
process with the customer
- Study on general trends for the evolution of our technical skills:
business model evolution, technology evolution, supply chain,
development tools, partnerships, etc
- Training programs, mobility actions and targeted recruitments
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20. Innovation Strategy
 Efficiency Optimization
R&D engineering efficiency optimization through three levers:
- Strengthening a coherent and efficient “design authority”
organization through out the Group
- Facilitate peer engineering, reviews in order to get a strong
early warning approach on bids and programs
- Improve competitiveness and risk management of our
development through a common tooled process approached,
called Orchestra
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21. Thales Innovation Activities in Brazil
Omnisys is a Brazilian company that
belongs to Thales Group since 2006,
with great capacity to supply high
technology solutions for civil, military
and space applications.
2009 key figures:
 Revenues: R$ 50M
 290 Employees
 Operations in 9 countries
 Investing 15% of our revenues in
Research and Development
 Investment in a CMMI Level 3
software factory
 Investing in order to provide
leading edge technology with
proven quality levels, complying
with DO-178b and IEC61508
standards
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22. Thales Innovation Activities in Brazil
Omnisys has a group of 70 engineers and technicians in R&D, specialized in the
following areas:
 Complex Electronic Hardware
 Application Software
 Embedded Software Systems (Real Time)
 Specialist Software (Tracking Systems, Image Processing, Digital Signal Processing)
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23. Technological Routes in Brazil
1st Route – Land Surface
ATM Radars and Tracking Systems
2nd Route – Space
Communications systems, industrial processes
3rd Route – Above Water
Ship radars, electronic warfare, navigation systems
4th Route – Avionics
Airborne radars, electronic warfare
5th Route – Under Water
Sonar, on-board electronics
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24. Thales
A global leader dedicated to security
Bruno Rondani
bruno.rondani@thalesgroup.com