demonstrated performance improvementincludes commitments from the bombardier hse policy as well. in...
TRANSCRIPT
Demonstrated Performance Improvement
TransportationHealth, Safety & Environment
Report 2006/07
About this ReportFor the fi rst time at the end of 2006, Bombardier
Transportation published a comprehensive Sustainability
Report. As part of our commitments with respect to the
International Association of Public Transport (UITP) Sus-
tainability Charter, we will issue such sustainability reports
at least every second year. In order to refl ect changes
in performance continuously, we will also publish an
abbreviated Occupational Health, Safety and Environment
(HSE) data report every other year.
The present HSE report refl ects this approach. It should
be read in conjunction with the 2005/06 Sustainability
Report which is available on our website (www.transport.
bombardier.com > About us > Sustainable Mobility).
In the course of the year 2006, Bombardier Transporta-
tion has made progress not only in terms of business
performance but also with regard to HSE. The fi gures
shown in the present report demonstrate this. 2006 was
a year of many accomplishments in HSE, including the
presentation of two Environmental Product Declarations
(EPD) according to ISO 14025:2006 at the InnoTrans fair
in September 2006, and the awarding of Eco-Man-
agement and Audit Scheme (EMAS) registrations to the
German sites Aachen, Bautzen and Goerlitz. In Poland,
the Wroclaw plant also underwent validation according
to EMAS. However, due to delays in the setting up of the
EMAS system in Poland, it took until early 2007 before
registration was carried out.
Regarding Design for Environment (DfE) we contributed
to an international workshop of Allianz pro Schiene
Contents 2 About this Report
2 Management Systems/Certification
3 Key Performance Data Health, Safety & Environment
4 Environmental Performance
9 Health & Safety
11 Sustainability
which took place in the context of InnoTrans in Berlin in
September, 2006.
Report Profi le
In 2006, no major changes took place with regard to the
sites included in performance reporting. For data report-
ing, not only the 42 major manufacturing and services
locations are covered, but also most of the smaller
services/maintenance locations, three joint-ventures in
China and some solely administrative locations. Although
we started in 2007 (retroactively for 2006) to collect
additional data (e.g. related to details of water usage/dis-
charge or VOC emission), these are not yet included in
the present report. However, we will include them in the
coming year’s reports once the data quality has reached
a suffi cient degree.
Management Systems/
Certifi cationWe continue to follow guidance from Bombardier Inc.,
according to which all manufacturing and services sites
have to undergo ISO 14001 and OHSAS 18001 certifi ca-
tion, unless they have less than 150 employees, are joint
ventures without Bombardier management control or are
solely offi ce locations. In 2006, we completed company-
wide certifi cation according to OHSAS 18001, with the
Eco-Management and Audit Scheme (EMAS) www.ec.europa.eu/environment/emas
Allianz pro Schiene www.allianz-pro-schiene.de
exception of one service center in North America (160
employees). Regarding ISO 14001, 38 out of 41 eligible
sites are now certifi ed. All locations not yet certifi ed are
relatively small, with 300 employees in two services
centers in North America, and 700 employees in a bogie
plant in Hungary which had just been acquired in 2005.
From an employee number perspective this means that
out of 23,600 employees in sites that should be certifi ed
only 1,000 (4.4%) are not yet certifi ed with respect to ISO
14001, and merely 160 (0.7%) are missing certifi cation
according to OHSAS 18001. It may be worth mentioning
that in most cases we follow the approach that each site
must be certifi ed individually prior to allowing for “matrix”
certifi cation which is widely used by other corporations
and would make inclusion of smaller locations pos-
sible with less effort. In 2006, we started a program to
enhance our management systems with stronger legal
compliance, performance and communication elements.
While independent legal compliance reviews have been
performed for several years already, we introduced a
mandatory HSE performance reporting per site equiva-
lent to the “environmental statement” in 2006. This is
also required under the European EMAS approach.
Bombardier Transportation favors EMAS: with all German
sites, as well as Wroclaw, Poland, registered under EMAS,
the percentage of covered eligible sites has reached 31%;
with regard to employees this amounts to 38%.
Legal Compliance
As described in our 2005/06 Sustainability Report,
Bombardier Transportation annually conducts a legal com-
External awards demonstrate that our performance
is recognized as best practice. In this context, we are
proud to report that the Canadian Urban Transit
Association (CUTA) gave its 2006 Corporate Excep-
tional Performance/Outstanding Achievement Award
for “Empowered Employees Bring Signifi cant Improve-
ments to Workplace Safety” to our Plattsburgh site
in USA. The Thunder Bay plant was nominated for
an Environmental Stewardship Award offered by the
Thunder Bay Chamber of Commerce, based on its
2006 energy savings program. And the Villeneuve
(Switzerland) site has been chosen by the CNA
(Caisse Nationale des Accidents – National Accident
Department) to hold their bi-annual meeting, putting
our good practices in the spotlight.
External Awards
pliance survey in one-third of its manufacturing and services
facilities. We have lowered the employee threshold for such
audits from 150 to 50, and the scope of the audits now
includes commitments from the Bombardier HSE policy as
well. In 2006, 15 audits in total were performed, including
three locations of the Total Transit Division (TTS). Most fi nd-
ings were related to implementation of the Bombardier Inc.
HSE policy or were good practice recommendations.
Key Performance Data
Health, Safety & EnvironmentWhile several HSE performance indicators have been
defi ned to respond to Bombardier Inc. internal demands
and to be in line with the Global Reporting Initiative (GRI)
recommendations, Bombardier Transportation defi ned
a set of Key Performance Indicators (KPIs) that are used
for regular performance tracking. Whereas environmental
data are collected and consolidated quarterly, this is done
monthly for occupational health & safety. Health & safety
performance information is available online for all members
of the management as well as for the HSE experts, who
will distribute the information on site level. From a larger
set of data evaluated internally, the following HSE data are
used for public reporting purposes. The reporting period
corresponds to the fi scal year starting February 1 and end-
ing January 31 of the following year.
Canadian Urban Transit Association (CUTA) www.cutaactu.org
Global Reporting Initiative (GRI) www.globalreporting.org
3
Environmental
Performance
For some time now, reduction of energy and
water consumption, as well as waste generated,
has been a focal point for environmental
improvement.
Energy Consumption per 200,000 Hours*
in Gigajoules; as of: January 31, 2007
12,800
9,600
6,400
3,200
0
11,841
2002
11,036
2003
11,858
2004
11,437
2005
Energy Consumption in Absolute Figures*
in Gigajoules; as of: January 31, 2007
3,600,000
2,700,000
1,800,000
900,000
0
2,335,393
20052004
2,907,777
2003
2,827,566
2002
Energy Consumption
In the context of rising energy prices and global warming,
we are increasing reduction efforts in particular regarding
energy consumption. This is especially relevant as energy
costs world-wide for Bombardier Transportation are in
the 30 to 40 million Euro range – previous reductions in
quantity were overcompensated by cost increases. With
respect to our manufacturing sites, the Bombardier Inc.
imposed reduction target of 3% (referenced to 200,000
work hours, compared to previous year) was slightly
exceeded. This is mainly due to the fact that after several
years of restructuring we have now reached a more
stable situation allowing for correct measurements and
better targeted improvement actions.
However, this does not exclude situations where specifi c
consumption per site will rise: examples are introduction
of additional workdays or shifts which normally will not go
hand in hand with a proportional increase in work hours
but rather lead to an increase of the indicator; or introduc-
tion of new, energy intensive manufacturing technologies.
OUR TARGET
> Reducing specifi c energy consumption by 3% annually
ACHIEVED
> Specifi c energy reduction: 3.5%
2007target
2006
11,043 10,712
2,289,092
2006
* Reporting years from February 1 to January 31
Reduction has been made possible by programs
organized by the sites. Such actions primarily focus on
renovation of buildings, including heating systems and
energy sources used for heating, and improvements in
lighting/lighting control.
3,100,054
4
Several locations in UK, like Central Rivers or Chart Lea-
con, have worked with the Carbon Trust, e.g. regarding
energy audits, to signifi cantly reduce energy consump-
tion. These site energy surveys resulted in proposing
several simple initiatives that have been adopted, such as
replacing and reducing lighting in the workshops, renew-
ing emergency lighting and investigating alternatives to
current HVAC systems.
Energy Effi ency of Logistics Networks
Many of the parts and components we are using for
assembly of vehicles and systems come from suppliers.
While in the past we have focussed primarily on the
reduction of disposable packaging, we have now also
been looking into innovative solutions for transport:
Bombardier Transportation Austria participated in the
project ÖKOPROFIT® which is a project initiated by the
city of Vienna to support companies in Vienna to improve
their environmental performance. One of the projects
initiated was delivering of goods by using the “Gueterbim”
which is a special tram-vehicle provided by the local tram-
operator – this means fewer deliveries by trucks and
reduction of the associated environmental burdens.
Future Plans
Future plans concern temperature reduction in offi ce
buildings/workshops at night, automatic start of heat-
ing depending on the inside/outside temperature, which
unfortunately is not yet standard everywhere.
At the Light Rail Vehicles (LRV) hub site in Bautzen, Ger-
many, use of renewable energies in the installation of the
new test ring for trams is being investigated.
For example, in Dunakeszi, Hungary, a long term pro-
gram aimed at changing doors in production halls has
almost been fi nished. The site has minimized steam
usage, paint shops were fi tted with local heating
systems instead of steam heating. At the end of 2006
the “LEAN” Energy saving project was started. Stro-
emmen, Norway, belongs to the group of sites that
replaced old windows. To save energy in the Rand-
ers facility, Denmark, new automatic lights, shutting
down when no persons are present, were installed
in the administration building. The intensity of the
light is automatically regulated according to incoming
daylight. The La Pocatiere site, Canada, uses factory
walls with solar heaters for pre-heating the heating
system water.
Sites Taking Action – Some Examples
Carbon Trust www.carbontrust.co.uk
ÖKOPROFIT® www.oekoprofit-graz.at
5
Envi
ronm
enta
l Per
form
ance
Also regarding future activities to reduce energy con-
sumption even more, we have decided to use support
from external contractors (“Energy contracting”) which
will start from an in depth analysis of the site specifi c
reduction potential and usually results in cost savings of
approx. 30%.
Reducing energy consumption does not necessarily lead to
reduction of greenhouse gas emissions. In addition to look-
ing into specifi cally buying “green” energy, we are investi-
gating options for Carbon offsetting, such as involvement
with the National Forest or Woodland Trust in the UK.
Greenhouse Gas Emissions per 200,000 Hours*
tonnes CO2 equivalents; as of: January 31, 2007
1,000
750
500
250
0
867
2002
922
2003
985
2004
919
2005
Greenhouse Gas Emissions in Absolute Figures*
tonnes CO2 equivalents; as of: January 31, 2007
260,000
195,000
130,000
65,000
0
187,631
20052004
241,636
2003
236,153
2002
226,989
OUR TARGET
> Reducing greenhouse gas emission by 3% annually
ACHIEVED
> No reduction (0.1%)
Most of our production facilities are not subject to the
EU emissions trading scheme. Only the Aachen plant,
Germany, and the facility in Brugge, Belgium, par-
ticipate in CO2 emission trading with respect to their
heating systems.
Product Related Energy Effi ciency/CO2 Reduction Activities
While decreasing energy consumption and CO2
emissions is of utmost relevance for the sites, it is
even more important to support our customers to
cope with rising energy cost, but also to improve the
competitive advantage of rail. Respective information
has been presented in detail in our 2005/06 Sus-
tainability Report. New initiatives include a feasibility
study regarding the use of biodiesel in trains as well
as political initiatives like participating in a conference
on climate change jointly organized with Deutsche
Bahn in Brussels in November, 2006. Bombardier
Transportation presented its environmental strategy
to members of the European Union (EU) Commission
and Parliament.
EU CO2 Emission Trading
Water Consumption per 200,000 Hours*
cubic meters; as of: January 31, 2007
5,000
3,750
2,500
1,250
0
4,629
2002
4,126
2003
4,024
2004
3,764
2005
Water Consumption in Absolute Figures*
cubic meters; as of: January 31, 2007
1,400,000
1,050,000
700,000
350,000
0
768,590
20052004
986,665
2003
1,057,186
2002
1,212,011
OUR TARGET
> Reducing specifi c water consumption by 3% annually
ACHIEVED
> Reduction of 7%
2007target
2006
915 888
189,652
2006
2007target
2006
3,506 3,401
726,840
2006
Greenhouse Gas Emissions Water Consumption
6
Specifi c water consumption (mainly for sanitary use) has
been reduced by 7% as compared to the previous year.
This was due to continued efforts at many sites, including
reduction of water use in production. For example, at the
Aachen site, Germany, the water for vehicle water tests is
now reused. One important side-effect of more diligently
following water consumption has been the detection of
leaks in a few places. The leaks were mainly due to old
age of most facilities, dating back to the early days of rail,
150 years ago. We have started to distinguish in more
detail the water sources, as well as gathering data on
water discharge. As mentioned in the introduction, these
data will be reported from 2007 on, in order to achieve
better conformity with the GRI guidelines.
In our 2005/06 Sustainability Report, we pointed out
that it is diffi cult to control the generation of hazardous
waste. There are two main reasons for this: Restructuring
activities and moving of production equipment between
sites is typically accompanied by the disposal of out-
dated materials or critical construction waste like paints,
glues, contaminated soil or even asbestos, which would
fall under the “hazardous waste” category. Our Services
sites, in particular when refurbishing old vehicles, gener-
ate considerable quantities of waste, and some of it is
considered “hazardous”. Both contributions to the waste
stream are largely out of our control. However, also in the
new-built business, new orders may sometimes bring
about an increase in hazardous waste, as may normal
facility maintenance like the regular cleaning of a paint
booth. Nevertheless, due to our continued effort to limit
the amount of hazardous materials bought in, a reduction
was still achieved.
Hazardous Waste per 200,000 Hours*
in metric tonnes; as of: January 31, 2007
32
24
16
8
0
27
2002
18
2003
22
2004
21
2005
Hazardous Waste in Absolute Figures*
in metric tonnes; as of: January 31, 2007
8,000
6,000
4,000
2,000
0
4,335
20052004
5,330
2003
4,620
2002
7,115
OUR TARGET
> Reducing hazardous waste by 5% annually
ACHIEVED
> Reduction of 28%
OUR TARGET
> Reducing general waste by 3% annually
ACHIEVED
> Reduction of 20%
Waste per 200,000 Hours*
in metric tonnes; as of: January 31, 2007
100
75
50
25
0
64
2002
65
2003
80
2004
83
2005
Waste in Absolute Figures*
in metric tonnes; as of: January 31, 2007
20,000
15,000
10,000
5,000
0
16,902
20052004
19,550
2003
16,760
2002
16,712
2007target
2006
15 15
3,186
2006
13,660
2006
2007target
2006
66 64
* Reporting years from February 1 to January 31
Hazardous Waste General Waste
7
Envi
ronm
enta
l Per
form
ance
Much of what was said about hazardous waste also
holds for general waste. The more steady state regarding
the sites is refl ected in the decrease of waste quantities,
following a peak in 2004. But we are just back to the
2001/2002 situation – which indicates that further efforts
for reduction are required.
Recycled Materials
There is no specifi c Corporate target for recycled
materials reduction, but we achieved a strong reduc-
tion of 38%. It is diffi cult to say whether this is good or
bad. It may be considered good, because it means less
resource consumption in the fi rst place. But it may be
seen as bad also, because (compared to the reduction
in general waste which is not recycled) the decrease is
stronger. This means, the proportion between landfi lled/
incinerated waste and recycled waste has moved to the
“wrong” direction. The reasons for this shift are again
twofold: On one hand there is the reduction of e.g. scrap
from building demolition and old production equipment.
On the other hand, there is a strong trend to move from
disposable packaging to returnable. For instance in
Plattsburgh, US, 50% of the major components were
received in returnable crates from the main equipment
suppliers; or in Kassel, Germany, a reduction of packing
material was achieved due to the introduction of kan-
ban materials and bin management (usage of re-usable
transport containers).
Since packaging materials (carton board, wood, plastic)
will normally be recycled, this is an important cause for the
strong reduction of this waste category.
Environmental Incidents
There was one signifi cant incident in April 2006, in the
UK, when about 5,000 liter of diesel were discharged
from the sites drainage system into a watercourse.
Once reported, the spill response procedure was initiated
properly, and tankers pumped out the contamination. The
Environment Agency (UK Government) was also advised
immediately, and visited the site the following day. A reme-
diation scheme was devised and approved by the Environ-
ment Agency and the watercourse was decontaminated.
The fuel point drainage system has been modifi ed since,
reducing risk of reoccurrence.
ACHIEVED
> Reduction of 38%
Recycled Material per 200,000 Hours*
in metric tonnes; as of: January 31, 2007
240
180
120
60
02002
91
2003
233
2004
165
2005
Recycled Material in Absolute Figures*
in metric tonnes; as of: January 31, 2007
60,000
45,000
30,000
15,000
0
33,601
20052004
57,198
2003
23,220
20022007target
21,031
20062006
102 99
8
Use of Leading Indicators, e.g. Reporting and Following-
up of Hazardous Situations and Near Misses
In order to increase the number of reports from around
one per ten employees per year to one report per
employee per year, the Central Rivers plant in the UK
gives a monthly award (Eagle Eye Award) for the near
miss report of the month. Award winners receive a trophy
and are taken out for a celebration meal twice per year.
Demonstrating Management Attention, e.g. by
Performing Regular Workplace Audits
At many facilities regular audits performed by the manage-
ment team have become a common sight although some
years ago they were still regarded as an unusual event.
For example, at La Pocatiere, Canada, in 2006 305
audits were carried out by supervisors and employees
in different cells of the plant. In Thunder Bay, Canada,
there were 55 documented audits performed by the
General Manager, the directors and/or managers of the
plant. Monthly 5S+1 (Sort, Straighten, Shine, Standard-
ize, Sustain, plus HSE) audits are conducted in the cells
within the World Class Manufacturing (WCM) program.
Similar fi gures hold for plants in Europe, like Aachen (70
audits) or Brugge (63 audits).
Incentives to Award Accident-Free Work Teams or Employees
While recognition for employees improving safety makes
a lot of sense, the best way to achieve this may be debat-
able. Due to cultural differences, we believe that such
recognition cannot be prescribed on a global Group level.
Health & Safety
OUR TARGET
> Reduce accidents frequency to 0.5 (Loss time accidents
plus temporary assignments per 200,000 work hours)
> Reduce accident severity to 15 (days lost due to accidents
plus temporary assignments per 200,000 work hours)
NOT FULLY ACHIEVED
> achieved was a frequency reduction from
0.9 to 0.8, and a severity of 16
Bombardier Transportation has been putting a lot of effort in reducing work-related
accidents and illnesses. Starting from 2001, we were able to reduce accidents result-
ing in workday loss signifi cantly. In 2001, basically every day an accident happened
somewhere in the organization. Now, we have a mean time between accidents of
more than a week. The target (world-class level) is around one Loss Time Accident
(L.T.A.) per month. We have defi ned mandatory areas of action to be tackled by all
sites, and some examples demonstrate how the facilities deal with these.
* Reporting years from February 1 to January 31
4
3
2
1
0
2.5
2002
1.6
2003
1.2
2004
0.9
2005
40
30
20
10
0
14.6
20052004
16.8
2003
24.1
2002
31.6
Lost Days per 200,000 Hours (severity)*
Accidents per 200,000 Hours (frequency)*
2007target
2007target
2006
2006
0,80,33
13,010,0
Accidents and Lost Days
9
Hea
lth &
Saf
ety
There are however some initiatives not related to award-
ing money, but to more intangible recognition. As an
initiative to improve safety communication within the
division and on site, our London Underground Division
(LUP) launched a safety wallet under the divisional strap
line “Destination Safety”. Together with a safety booklet
giving guidance on keeping safe when out and about on
London Underground sites, the wallet was issued to all
LUP staff and suppliers and has been very well received.
At the Central Rivers facility, UK, a donation of £ 50 is
given to “Railway Children” charity for every shift that has
an accident free month. Railway Children supports street
children living alone and at risk on the streets. The charity
helps children all over the world, many of whom live in
and around railway stations.
At the La Pocatiere site, Canada, the fi rst season of the
HS World Cup (incentive program based on preventive
actions) was completed early 2006 and gifts have been
distributed to participants. The second season of the
World Cup which includes now Environment, Health Care,
Quality and WCM program began in 2006.
Several business divisions, e.g. Locomotives (LOC) and
TTS, award annual HSE prizes, either for whole sites or
outstanding individuals in recognition of their health &
safety performance.
Visualization
All sites use information boards near the entrance to
inform about days since the last accident, the number of
accidents in the current year and longest time between
accidents. In many places, in addition to the statistics
there are indicators used such as a cross coloured in
green for accident-free days or a picture of a human
body with indication of injured parts to make employ-
ees aware of the situation in their work cell. Some sites
created mascots to raise awareness of the workforce in
avoiding accidents, e.g. the mascot “Prudencio” – made
out of different pieces of Personal Protection Equipment
(PPE) – at our Sahagun plant in Mexico or the mascot
“Théo Z’Aguets” (English: “B. Vigilant”) at the La Pocatiere
site, Canada.
Communicating HSE Issues to Employees
The list of activities at the La Pocatiere plant, Canada, is
just one example of the large spectrum of ways to com-
municate:
> Local newspapers
> HSE Flash (punctual communication as needed)
> HSE meetings with Supervisors and also with the Directors
> In-plant TV network
> WCM board
> HSE monthly topics
> HSE and business unit’s posting board
> Daily communication inside cells
> Posters
> Kiosks on different HSE topics
> Distribution of pamphlets
> Season’s Greetings cards sent to all
employees from HSE Committee
> Two conferences for all employees
On October 19, 2006, the JFK AirTrain Service Deliv-
ery Center (SDC), New York, US, celebrated 700 days
without a Lost Time Accident (L.T.A.) at the site. A
great result, since the plant once belonged to the sites
with poor HSE performance and even a fatal accident
in 2002. A congratulatory luncheon sponsored by the
Port Authority of New York and New Jersey was held
at the Operation and Maintenance Service Facility.
The JFK AirTrain safety slogan, “Safety Depends On
Me” stresses the importance of all employees’ 100%
participation in the Stop Card Program. The Stop
Card Program is an excellent tool used to iden-
tify observed safe and unsafe conditions and acts
presently in the workplace. The Stop Card Program
enables the Safety Department to provide feedback to
each department on issues that have been raised at
the site, allowing supervisors to discuss these issues
with their employees in tool box meetings.
In Germany, the Mannheim site management invited
all employees for celebrating “one year without acci-
dent”.
Health & Safety Success Stories
10
Wellness
One of the commitments in the Bombardier Inc. HSE
policy is about fostering employees’ health. Wellness pro-
grams are being incorporated into many large corpora-
tions due to their ability to lower the ever increasing costs
of health care.
Here are some examples what Bombardier Transportation
has implemented at site level: A worksite wellness pro-
gram at the Pittsburgh location, US, was implemented,
with full intentions of branching out to all TTS SDCs,
manufacturing, project sites, and offi ces. The Wellness
Newsletter, distributed quarterly, provides information on
stress reduction, exercise and a balanced diet. The news-
letter is distributed electronically.
In Plattsburgh, US, 109 employees participated in the
“Biggest Losers’” weight loss contest. Total weight loss
for the Plattsburgh facility was 1043.5 pounds averaging
over 9.5 pounds per employee. A fun team-supported
diet and fi tness program encouraged sensible eating
habits and fi tness routine and boosted employee moral.
At several sites, including the Group headquarters in Ber-
lin, Germany, an on-site physical therapist evaluates and
treats early symptoms of muscular skeletal disorders and
coaches employees on proper body mechanics prevent-
ing ergonomic injuries.
In Baroda (India), we are providing extensive health care
for our employees, for example:
> Health check-up of all blue collar workers
> Executive medical check-up of all management staff
> Dermatology check-up camp for all employees
> Diabetes check-up camp for all employees
> Cholesterol check-up camp for all employees
> Eye check- up camp for all employees
> Ear, Nose, Throat (ENT) check-up camp for all employees
> Dental check-up camp for all employees
> AIDS awareness camp
> Education about water borne diseases and their prevention
SustainabilityThe UITP launched its Sustainable Development Charter in
2003 with 33 pioneer signatories, among them Bombardier
Transportation as the only vehicle manufacturer. Today over
100 UITP members from across the globe have signed up
to this voluntary, measurable commitment to incorporate
sustainable development into their organizations.
UITP Sustainability Conference, Bilbao
In October, 2006, Bilbao hosted the fi rst UITP interna-
tional conference dedicated to covering all the different
aspects of sustainable development – clearly demonstrat-
ing the environmental, social and economic advantages
of the sustainability approach, and the contribution and
role of the public transport sector. Bombardier Transpor-
tation showcased its good practices and the implementa-
tion of new, environmentally sustainable technologies for
the public transport sector in the poster zone.
11
Hea
lth &
Saf
ety
Bombardier Transportation
Transportation Health, Safety & Environment Report 2006/07
Schöneberger Ufer 1
D-10785 Berlin
Germany
Tel + 49 30 98 60 7-0
Fax + 49 30 98 60 7-2000
E-mail [email protected]
Editorial deadline: January 31, 2007
© 2
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Bom
bard
ier
Inc.
or
its s
ubsi
diar
ies.
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right
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serv
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rinte
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