Battery-powered tram offers major benefits of requiring no overhead wires or other electrified infrastructure – saving on costs and visual impact
On-board batteries allow energy to be additionally recovered during breaking
Trial in Florence aims to allow mobility firm to offer battery-trams globally
Tram adds to the growing list of battery products being developed as Hitachi puts decarbonisation and sustainability at the heart of its global strategy
Hitachi Rail has successfully tested its first battery-powered tram in Florence – an important milestone towards expanding the firm’s offer to market the vehicles across the world.
While traditional tram lines require electrified infrastructure – usually overhead wires supported by poles or pylons – that are expensive to install and visually unattractive. Battery trams offer the opportunity to run high capacity public transport through city centres, while saving millions on installing wires and reducing the visual impact on beautiful historic streets, like Florence.
The trial involves installing battery packs on an existing Hitachi-built Sirio tram, which covered a section of the line under battery power. The innovation allows power to be returned to the batteries when the train breaks, reducing the overall amount of energy consumed and protecting the environment.
This news is the latest in a number of announcements from the global mobility firm as expands its sustainability credentials and its zero-carbon offer to its customers around the world. Hitachi recently announced the trial of a battery train in the UK and delivery of hybrid trains in Italy, having built one of the world’s first battery powered train fleets that operates in Japan.
Hitachi has a rich heritage of building trams and tramways in Europe and in Asia, and is involved in new tram and metro infrastructure projects in the Americas and in the UK.
Andrea Pepi, Head of Sales and Projects Italy, Hitachi Rail said: “Our aim is to use our technology and our work to help build a sustainable society and contribute to the well-being of people around the world by improving their quality of life.”
“This is a key milestone as we pioneer this new technology that allow us to work with our customers to reduce infrastructure costs while still offering environmentally-friendly public transport. We hope this successful trial in Italy creates new opportunities for us across the world.”
The Mayor of Florence, Dario Nardella said: “We are happy that Hitachi Rail has chosen the tramway in Florence to test this innovation. Battery-powered trams can revolutionize this type of service within cities. Public transport, especially in historic centers, will have to be less impactful and increasingly sustainable. This marks another significant step forward for the tramways in Florence.”
WASHINGTON – Amtrak is transforming Northeast Corridor train travel by enhancing the customer experience, both in stations and on board trains. As part of this effort, Amtrak is currently accepting Letters of Interest from interested contractors until Feb. 15, 2021, for construction associated work at New Carrollton Station in Maryland. The project involves work within the existing station and the construction of a side platform, and will be closely coordinated with Amtrak for minimal impacts to service.
This infrastructure work is underway in preparation for the introduction of the new Acela fleet scheduled to begin entering service in 2021. The project is necessary to support higher frequency Acela service by expanding the routing options available for high-speed trains in the busy triple-track territory between Washington, D.C. and Baltimore, which is also heavily utilized by commuter trains.
Constructed in 1983 as an intermodal facility, the New Carrollton station serves Amtrak and Maryland Area Regional Commuter (MARC) trains, Washington Metrorail, Metro buses, MTA buses and county transit, as well as many commuting drivers who connect to transit and Amtrak. The New Carrollton Station is served daily by Amtrak’s Acela, Northeast Regional, Palmetto and Vermonter trains. New Carrollton Staton is located on the Northeast Corridor (NEC), one of the busiest, most complex, and economically vital transportation systems in the world connecting eight states and the District of Columbia.
In an effort to make Amtrak the smarter way to travel, we are also upgrading our infrastructure and modernization efforts and improving track capacity and ride quality all along the Northeast Corridor. The New Carrollton Station project also complements other significant station expansion investments at New York Penn Station; the opening of the new Moynihan Train Hall in New York; and further development of stations in Washington, D.C., Baltimore and Philadelphia.
Agreement comprises a rail system with a network of around 1000km – first being a 460km project valued around 3bn$
Turnkey Engineering, Procurement and Construction project including 15 years of services
Siemens Mobility to provide high-speed and regional trains, locomotives, rail infrastructure, system integration and other services
The National Authority for Tunnels, a governmental authority under the jurisdiction of the Ministry of Transport of Egypt, and Siemens Mobility have signed a Memorandum of Understanding (MoU) – together with the local companies Orascom Construction S.A.E. and The Arab Contractors (Osman Ahmed Osman & Co.) – to design, install and commission Egypt’s first ever high-speed rail transportation system. Additionally, Siemens Mobility will be providing maintenance services. The agreement comprises a rail system with a network of 1000km, with the first being a 460km high-speed line. The order value of this initial high-speed line is around 3bn$.
The MoU was signed by Essam Waly, Chairman of Egypt’s National Authority for Tunnels, and Michael Peter, CEO Siemens Mobility, in a meeting on January 14, 2021 in Cairo. This was witnessed by His excellency, Prime Minister Mostafa Madbouly, His excellency, Minister of Transport Egypt Kamel Al Wazir, as well as Siemens CEO Joe Kaeser and Siemens Deputy CEO Roland Busch.
The first 460 km long high-speed line will connect the vastly developing cities of El-Alamein on the Mediterranean Sea to Ain Sokhna on the Red Sea, while also passing through the New Administrative Capital. The line will also be operable for freight transport purposes which will further foster economic growth in the region.
Siemens Mobility is the global leader in high-speed rail operations and is one of the leading companies in the Egyptian mobility market since the 1960s. The company has also extensive experience in delivering high-speed rail projects in the Middle East and Africa region.
As a leading global rail turnkey project provider with a proven track record of delivering projects on time, Siemens Mobility integrates its portfolio elements and delivers complete rail systems reliably and from one single source. So far, the company has successfully completed around 50 turnkey projects all over the world – delivering many ahead of schedule. Latest projects include the Extension of the Blue Line metro in Bangkok finished last year and the Copenhagen Light Rail project.
Alstom has been awarded the contract by Toulouse Metropole for the system for the third and new 27 km metro line, called Toulouse Aerospace Express, for the sum of more than €470 M. The contract could eventually be worth €713 M, including all options. The line consists of 21 stations and will serve the aviation labour pool.
The firm tranche of the order guarantees a transport capacity of 5,000 passengers per hour in each direction (pphpd), with options for up to 10,000 pphpd. It includes Alstom’s efficient, proven “Systems” solutions: Metropolis™ trains and Urbalis™ 400 CBTC solution for driverless operation and Hesop™ reversible substations. The scope also includes platform screen doors, including a dynamic system for load indication, and the track including the laying with the automated solution Appitrack™. Finally, the firm tranche of the order includes six years of maintenance, with 12 years of maintenance as an option.
“This order is excellent news for Alstom and I would like to thank Tisséo and Toulouse Metropole for their confidence! Alstom has submitted a very competitive system offer, while proposing its latest technologies and innovations on the various subsystems (vehicles, signalling, infrastructure and power supply). This order will enable us to continue developing our skills in France in all these areas, as well as our presence in the region of Occitanie, already in full expansion with our centres of excellence for Electrical component’in Toulouse and traction in Tarbes, and soon the Line 3 project team. We’ll also be calling on a number of local partners,” says Jean-Baptiste Eyméoud, President of Alstom in France.
The city of Toulouse is renowned for its economic vitality and the quality of life of the surrounding region. The Toulouse Aerospace Express project is part of a drive to increase the city’s appeal with the help of sustainable, inclusive mobility.
Alstom will contribute to the economic vitality of the local area with its site in Toulouse, which will be the nerve centre of the project. The site will consequently be developed for the construction and maintenance activities, thereby promoting local employment. In total, more than 600 people in France will work on this project, including up to 400 people in the Toulouse metropolitan area at the peak of the activity. 80% of the hours spent working on this project will be in France and 55% directly in the region of Occitanie. Jobs will also be created with our suppliers in France and in the city of Toulouse for the activities of installation, infrastructure and system deployment.
Alstom’s integrated Systems solution provides a highly mature, efficient and comfortable transport offer, designed with maximum operability and reliability in mind, with record availability of 99.8%. Alstom has a global leadership position and fully proven experience in the successful construction, commissioning and delivery of new integrated metro systems, as well as in their safe, reliable and efficient operation. Alstom can boast more than 65 years’ experience, having sold over 17,000 metro cars that carry 30 million passengers every day operate in 55 cities around the world. One of the most recent successes for Alstom in integrated metro projects being the 15-kilometre-long Dubai Metro Route 2020, completed and delivered in July 2020
The design selected for the system and the metro makes it possible to propose a solution that minimises waiting time in stations, with reduced traffic frequency from the moment of entry into service, but which, by increasing the number of metro cars from 2 to 3, increases the transport offer to 15,000 passengers per hour in each direction, without modifying the infrastructure. Indeed, Alstom will design the system to be able to go up to 15,000. The base contract is for 5,000 with options to go up to 10,000.
The rolling stock belongs to the Métropolis™ range of trains. It benefits from the innovations and continuous improvement brought to this product for more than 15 years, through numerous R&D programmes and contracts executed throughout the world. This state-of-the-art metro has been designed to improve passenger experience as well as reconcile performance, energy efficiency and ease of maintenance, in order to control costs throughout its life cycle.
For passengers, as it is a new line, the train will be characterised in particular by increased volumes on board and large openings to the exterior. The experience of the journey will be made more pleasant with an atmosphere that is air-conditioned and quiet, LED lighting that adjusts to travel conditions, reinforced air filtration and antibacterial coatings on the handholds for a healthier interior.
Travel will be made easier from the moment you step on board, with, for example, platform facades indicating the density of people on board the cars.
Urbalis™ 400 is a proven, efficient CBTC (Communication Based Train Control) automatic operation solution, in commercial service in many cities around the world. Deployed or in the process of being deployed on more than 100 metro lines, notably in Lyon and Marseille, Urbalis 400™ is a generic solution, managed as a platform, to ensure optimum safety and reliability as well as long-term durability. The solution has also demonstrated its operational robustness and modular capabilities, enabling it to control sensitive interfaces such as those of the train or the centralised control centre.
The transport system solution provided by Alstom has also been designed to reduce operational costs, achieving major energy savings through a combination of reversible Hesop™ substations with regenerative braking, efficient traction and braking systems and improved CBTC automatic train control strategies.
And finally, the project also includes the construction of a rail track that reduces friction and fine particles to a minimum, thanks to steel-on-steel operation and offers guaranteed performance over time.
With this contract, Alstom is making a long-term commitment to mobility in Toulouse by ensuring the construction and maintenance of this third line on behalf of Tisséo.
Infrastructure work across the Auckland metro rail network is set to ramp up over the Christmas period during a network wide shut down.
As Aucklanders head out of the city on holiday, work on several projects is scheduled across the network to take advantage of the quieter period.
KiwiRail Chief Operating Officer Todd Moyle says work will focus on track repairs.
“We’ll have more than 100 people working over the Christmas and New Year period across the network. Additionally, preliminary work on Papakura to Pukekohe electrification, the Westfield and Wiri junction and the construction of a third main will be getting underway.”
All of the projects are part of the Auckland Metro Rail Programme and once complete will deliver Auckland a resilient train infrastructure network for improved reliability of passenger train services provided by Auckland Transport and freight trains.
Earlier in the year, testing uncovered damage to more than 100km of track which required urgent upgrading.
“Our teams have put in a lot of hours and have already completed over 50 percent of the required work.
“The upgrade has been a massive task and KiwiRail has worked with Auckland Transport throughout the project to try to minimise the impact on commuters.”
The network shutdown will take place from Saturday 26 December to Sunday 10 January. During that period only freight trains will operate on the tracks.
Commuters on the Western line between Fruitvale Road and Swanson will need to prepare for a longer period of disruption, with work starting earlier, on December 20, and continuing along the entire Western Line until the end of January 2021.
“We have planned the repairs on the Western line to minimise the impact when the school year begins in February.”
“KiwiRail appreciates the level of cooperation and understanding from the public as this necessary work continues. The progress that will be made during the shutdown is an investment which will make the network more resilient and reduce future outages.”
AT Executive General Manager Integrated Networks Mark Lambert says “Once again AT wishes to acknowledge the disruption that these works have had on our customers. We will continue to provide Rail Replacement Bus services across the network throughout the shutdown, including New Year’s Eve, when many Aucklanders will be wanting to spend time with their friends and loved-ones.”
Union Pacific today named Craig Richardson executive vice president, chief legal officer and corporate secretary. Richardson is responsible for overseeing all aspects of the company’s legal affairs, including commercial transactions and litigation, regulatory matters, labor and employment. Richardson also supervises the railroad’s compliance and ethics program, and risk management initiatives, including Union Pacific’s police department. He succeeds Rhonda Ferguson, who served as executive vice president, chief legal officer and corporate secretary.
Richardson most recently served as vice president of commercial and regulatory law. He’s also held the position of associate general counsel.
“Craig has provided critical leadership, guiding us through sensitive and complex legal matters with insight, sound judgment and clarity,” said Chairman, President and CEO Lance Fritz. “He is a superior partner and counselor and has the expertise we need during this time of unprecedented change within our nation and company.”
Richardson’s experience spans commercial and regulatory litigation, including oil and gas, environmental, and antitrust law, as well as all aspects of multi-jurisdictional permitting of global energy infrastructure. For nearly a decade, he served as the Chief Legal Officer of El Paso Corporation’s Pipeline Group, the largest network of interstate natural gas pipelines in North America, delivering over 30% of the natural gas consumed in the United States. He was responsible for all legal matters nationwide, waging successful litigation in executing El Paso’s $8 billion portfolio of crucial additions to national energy infrastructure from California to New York.
Boeing [NYSE: BA] expects China’s airlines to acquire 8,600 new airplanes valued at $1.4 trillion and commercial aviation services valued at $1.7 trillion over the next 20 years, reflecting an expected robust recovery following the COVID-19 pandemic. Boeing shared its annual China market forecast today as part of the 2020 Commercial Market Outlook (CMO), which shows anticipated demand for commercial airplanes and services.
China’s rapidly growing middle class, increased economic growth and growing urbanization are all factors in the Boeing forecast, suggesting the country will lead passenger travel globally in the next few years. Since 2000, China’s commercial jet fleet has expanded sevenfold, and approximately 25% of all aviation growth worldwide in the last decade has come from China. Boeing forecasts this trend will continue over the next 20 years.
“While COVID-19 has severely impacted every passenger market worldwide, China’s fundamental growth drivers remain resilient and robust,” said Richard Wynne, managing director, China Marketing, Boeing Commercial Airplanes. “Not only has China’s recovery from COVID-19 outpaced the rest of the world, but also continued government investments toward improving and expanding its transportation infrastructure, large regional traffic flows, and a flourishing domestic market mean this region of the world will thrive.”
Despite the challenges imposed by the pandemic, China’s projected airplane and services market represents a nearly 7% increase over last year’s 20-year CMO forecast. These increases are driven by continued high demand for single-aisle airplanes and China’s expanding share of passenger widebodies to support international routes, along with a large replacement cycle as China’s fleet matures. Boeing also anticipates growth in Chinese demand for new and converted freighters and digital solutions to help carriers further innovate and succeed.
The 2020 China CMO includes:
– Boeing forecasts China’s annual passenger traffic growth to be 5.5% over the next 20 years
– Boeing estimates operators will need more than 6,450 new single-aisle airplanes in China over the next 20 years. Single-aisle airplanes, such as the 737 family, continue to be the main driver of capacity growth
– In the widebody market, Boeing forecasts demand for 1,590 deliveries by 2039 in China. Widebody airplanes will account for 18% of China’s deliveries during the 20-year period, down 4% from last year’s forecast due to an anticipated slower recovery in global long-haul traffic
– China has the world’s highest e-commerce growth rate but significant room for development of air express shipping, presenting an opportunity for robust freighter demand
– Long-term aviation industry growth in China is expected to drive the need for 395,000 commercial pilots, cabin crew members and aviation technicians to fly and to maintain the country’s airplane fleet
– Financial results continue to be significantly impacted by COVID-19 and the 737 MAX grounding
– Proactively managing liquidity and transforming for the future
– Revenue of $14.1 billion, GAAP loss per share of ($0.79) and core (non-GAAP)* loss per share of ($1.39)
– Operating cash flow of ($4.8) billion; cash and marketable securities of $27.1 billion
– Total backlog of $393 billion, including more than 4,300 commercial airplanes
Table 1. Summary Financial Results
Third Quarter
Nine Months
(Dollars in Millions, except per share data)
2020
2019
Change
2020
2019
Change
Revenues
$14,139
$19,980
(29)%
$42,854
$58,648
(27)%
GAAP
(Loss)/Earnings From Operations
($401)
$1,259
NM
($4,718)
$229
NM
Operating Margin
(2.8)%
6.3%
NM
(11.0)%
0.4%
NM
Net (Loss)/Earnings
($466)
$1,167
NM
($3,502)
$374
NM
(Loss)/Earnings Per Share
($0.79)
$2.05
NM
($6.10)
$0.66
NM
Operating Cash Flow
($4,819)
($2,424)
NM
($14,401)
($226)
NM
Non-GAAP*
Core Operating (Loss)/Earnings
($754)
$895
NM
($5,773)
($864)
NM
Core Operating Margin
(5.3)%
4.5%
NM
(13.5)%
(1.5)%
NM
Core (Loss)/Earnings Per Share
($1.39)
$1.45
NM
($7.88)
($1.13)
NM
*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”
The Boeing Company [NYSE: BA] reported third-quarter revenue of $14.1 billion, GAAP loss per share of ($0.79) and core loss per share (non-GAAP)* of ($1.39), reflecting lower commercial deliveries and services volume primarily due to COVID-19 (Table 1). Boeing recorded operating cash flow of ($4.8) billion.
“The global pandemic continued to add pressure to our business this quarter, and we’re aligning to this new reality by closely managing our liquidity and transforming our enterprise to be sharper, more resilient and more sustainable for the long term,” said Boeing President and Chief Executive Officer Dave Calhoun. “Our diverse portfolio, including our government services, defense and space programs, continues to provide some stability for us as we adapt and rebuild for the other side of the pandemic. We remain focused on the health and safety of our employees and their communities. I’m proud of the dedication and commitment our teams have demonstrated as they continued to deliver for our customers in this challenging environment. Despite the near-term headwinds, we remain confident in our long term future and are focused on sustaining critical investments in our business and the meaningful actions we are taking to strengthen our safety culture, improve transparency and rebuild trust.”
Following the lead of global regulators, Boeing made steady progress toward the safe return to service of the 737 MAX, including rigorous certification and validation flights conducted by the U.S. Federal Aviation Administration, Transport Canada and the European Union Aviation Safety Agency. The Joint Operational Evaluation Board, featuring civil aviation authorities from the United States, Canada, Brazil, and the European Union, also conducted its evaluations of updated crew training. The 737 MAX has now completed around 1,400 test and check flights and more than 3,000 flight hours as it progresses through the robust and comprehensive certification process.
To adapt to the market impacts of COVID-19 and position the company for the future, Boeing continued its business transformation across five key areas including its infrastructure footprint, overhead and organizational structure, portfolio and investment mix, supply chain health and operational excellence. As the company resizes its operations to align with market realities, Boeing expects to continue lowering overall staffing levels through natural attrition as well as voluntary and involuntary workforce reductions, and recorded additional severance costs in the third quarter.
Table 2. Cash Flow
Third Quarter
Nine Months
(Millions)
2020
2019
2020
2019
Operating Cash Flow
($4,819)
($2,424)
($14,401)
($226)
Less Additions to Property, Plant & Equipment
($262)
($465)
($1,038)
($1,387)
Free Cash Flow*
($5,081)
($2,889)
($15,439)
($1,613)
*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”
Operating cash flow was ($4.8) billion in the quarter, reflecting lower commercial deliveries and services volume primarily due to COVID-19, as well as timing of receipts and expenditures (Table 2).
Table 3. Cash, Marketable Securities and Debt Balances
Quarter-End
(Billions)
Q3 20
Q2 20
Cash
$10.6
$20.0
Marketable Securities1
$16.5
$12.4
Total
$27.1
$32.4
Debt Balances:
The Boeing Company, net of intercompany loans to BCC
$59.1
$59.5
Boeing Capital, including intercompany loans
$1.9
$1.9
Total Consolidated Debt
$61.0
$61.4
1Marketable securities consists primarily of time deposits due within one year classified as “short-term investments.”
Cash and investments in marketable securities decreased to $27.1 billion, compared to $32.4 billion at the beginning of the quarter, primarily driven by operating cash outflows (Table 3). Debt was $61.0 billion, down from $61.4 billion at the beginning of the quarter due to the repayment of maturing debt.
Total company backlog at quarter-end was $393 billion.
Segment Results
Commercial Airplanes
Table 4. Commercial Airplanes
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Commercial Airplanes Deliveries
28
62
(55)%
98
301
(67)%
Revenues
$3,596
$8,249
(56)%
$11,434
$24,793
(54)%
Loss from Operations
($1,369)
($40)
NM
($6,199)
($3,813)
NM
Operating Margin
(38.1)%
(0.5)%
NM
(54.2)%
(15.4)%
NM
Commercial Airplanes third-quarter revenue decreased to $3.6 billion, reflecting lower delivery volume primarily due to COVID-19 impacts as well as 787 quality issues and associated rework. Third-quarter operating margin decreased to (38.1) percent, primarily driven by lower delivery volume, as well as $590 million of abnormal production costs related to the 737 program.
Commercial Airplanes added the final 777X flight test airplane to the test program and the GE9X engine received FAA certification. In October, the company decided it will consolidate 787 production in South Carolina in mid-2021, which did not have a significant financial impact on the program in the third quarter. Commercial Airplanes delivered 28 airplanes during the quarter, and backlog included over 4,300 airplanes valued at $313 billion.
Defense, Space & Security
Table 5. Defense, Space & Security
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Revenues
$6,848
$7,002
(2)%
$19,478
$20,168
(3)%
Earnings from Operations
$628
$754
(17)%
$1,037
$2,581
(60)%
Operating Margin
9.2%
10.8%
(1.6) Pts
5.3%
12.8%
(7.5) Pts
Defense, Space & Security third-quarter revenue decreased to $6.8 billion, primarily due to derivative aircraft award timing, partially offset by higher fighter volume (Table 5). Third-quarter operating margin decreased to 9.2 percent reflecting less favorable performance, including a $67 million KC-46A Tanker charge.
During the quarter, Defense, Space & Security received an award for eight F-15EX advanced fighter aircraft for the U.S. Air Force and a contract extension for the International Space Station for NASA, as well as contracts for nine additional MH-47G Block II Chinook helicopters for the U.S. Army Special Operations and four additional 702X satellites. Also in the quarter, the U.S. Air Force and Boeing team was awarded the Collier Trophy for aerospace excellence for the X-37B autonomous spaceplane. Significant milestones included inducting the 20th U.S. Navy F/A-18 into the Service Life Modification program as well as delivering the firstBell Boeing V-22 Osprey to Japan and the first MH-47G Block II Chinook to the U.S. Army Special Operations.
Backlog at Defense, Space & Security was $62 billion, of which 30 percent represents orders from customers outside the U.S.
Global Services
Table 6. Global Services
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
Change
2020
2019
Change
Revenues
$3,694
$4,658
(21)%
$11,810
$13,820
(15)%
Earnings from Operations
$271
$673
(60)%
$307
$2,013
(85%)
Operating Margin
7.3%
14.4%
(7.1) Pts
2.6%
14.6%
(12.0) Pts
Global Services third-quarter revenue decreased to $3.7 billion, driven by lower commercial services volume due to COVID-19, partially offset by higher government services volume (Table 6). Third-quarter operating margin decreased to 7.3 percent primarily due to lower commercial services volume and additional severance costs.
During the quarter, Global Services signed an agreement with GECAS for 11 737-800 Boeing Converted Freighters, secured a six-year P-8A support contract for the Royal Australian Air Force, and was awarded F-15EX training and services support contracts by the U.S. Air Force. Global Services also delivered the first P-8A Operational Flight Trainer for the United Kingdom Royal Air Force.
Additional Financial Information
Table 7. Additional Financial Information
Third Quarter
Nine Months
(Dollars in Millions)
2020
2019
2020
2019
Revenues
Boeing Capital
$71
$66
$205
$207
Unallocated items, eliminations and other
($70)
$5
($73)
($340)
Earnings from Operations
Boeing Capital
$30
$29
$47
$86
FAS/CAS service cost adjustment
$353
$364
$1,055
$1,093
Other unallocated items and eliminations
($314)
($521)
($965)
($1,731)
Other income, net
$119
$121
$325
$334
Interest and debt expense
($643)
($203)
($1,458)
($480)
Effective tax rate
49.6%
0.8%
40.1%
(350.6)%
At quarter-end, Boeing Capital’s net portfolio balance was $2.0 billion. The change in revenue and earnings from other unallocated items and eliminations was primarily due to the timing of cost allocations. Earnings from other unallocated items and eliminations was also impacted by lower enterprise research and development expense. Interest and debt expense increased due to higher debt balances. The third quarter effective tax rate reflects tax benefits related to the five year net operating loss carryback provision in the Coronavirus Aid, Relief, and Economic Security (CARES) Act as well as the impact of pre-tax losses.
Non-GAAP Measures Disclosures
We supplement the reporting of our financial information determined under Generally Accepted Accounting Principles in the United States of America (GAAP) with certain non-GAAP financial information. The non-GAAP financial information presented excludes certain significant items that may not be indicative of, or are unrelated to, results from our ongoing business operations. We believe that these non-GAAP measures provide investors with additional insight into the company’s ongoing business performance. These non-GAAP measures should not be considered in isolation or as a substitute for the related GAAP measures, and other companies may define such measures differently. We encourage investors to review our financial statements and publicly-filed reports in their entirety and not to rely on any single financial measure. The following definitions are provided:
Core Operating Earnings, Core Operating Margin and Core Earnings Per Share
Core operating earnings is defined as GAAP earnings from operations excluding the FAS/CAS service cost adjustment. The FAS/CAS service cost adjustment represents the difference between the FAS pension and postretirement service costs calculated under GAAP and costs allocated to the business segments. Core operating margin is defined as core operating earnings expressed as a percentage of revenue. Core earnings per share is defined as GAAP diluted earnings per share excluding the net earnings per share impact of the FAS/CAS service cost adjustment and Non-operating pension and postretirement expenses. Non-operating pension and postretirement expenses represent the components of net periodic benefit costs other than service cost. Pension costs, comprising service and prior service costs computed in accordance with GAAP are allocated to Commercial Airplanes and BGS businesses supporting commercial customers. Pension costs allocated to BDS and BGS businesses supporting government customers are computed in accordance with U.S. Government Cost Accounting Standards (CAS), which employ different actuarial assumptions and accounting conventions than GAAP. CAS costs are allocable to government contracts. Other postretirement benefit costs are allocated to all business segments based on CAS, which is generally based on benefits paid. Management uses core operating earnings, core operating margin and core earnings per share for purposes of evaluating and forecasting underlying business performance. Management believes these core earnings measures provide investors additional insights into operational performance as they exclude non-service pension and post-retirement costs, which primarily represent costs driven by market factors and costs not allocable to government contracts. A reconciliation between the GAAP and non-GAAP measures is provided on pages 12-13.
Free Cash Flow
Free cash flow is GAAP operating cash flow reduced by capital expenditures for property, plant and equipment. Management believes free cash flow provides investors with an important perspective on the cash available for shareholders, debt repayment, and acquisitions after making the capital investments required to support ongoing business operations and long term value creation. Free cash flow does not represent the residual cash flow available for discretionary expenditures as it excludes certain mandatory expenditures such as repayment of maturing debt. Management uses free cash flow as a measure to assess both business performance and overall liquidity. Table 2 provides a reconciliation of free cash flow to GAAP operating cash flow.
Caution Concerning Forward-Looking Statements
This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “may,” “should,” “expects,” “intends,” “projects,” “plans,” “believes,” “estimates,” “targets,” “anticipates,” and similar expressions generally identify these forward-looking statements. Examples of forward-looking statements include statements relating to our future financial condition and operating results, as well as any other statement that does not directly relate to any historical or current fact. Forward-looking statements are based on expectations and assumptions that we believe to be reasonable when made, but that may not prove to be accurate. These statements are not guarantees and are subject to risks, uncertainties, and changes in circumstances that are difficult to predict. Many factors could cause actual results to differ materially and adversely from these forward-looking statements. Among these factors are risks related to: (1) the COVID-19 pandemic and related government actions, including with respect to our operations, our liquidity, the health of our customers and suppliers, and future demand for our products and services; (2) the 737 MAX, including the timing and conditions of 737 MAX regulatory approvals, lower than planned production rates and/or delivery rates, and increased considerations to customers and suppliers, (3) general conditions in the economy and our industry, including those due to regulatory changes; (4) our reliance on our commercial airline customers; (5) the overall health of our aircraft production system, planned commercial aircraft production rate changes, our commercial development and derivative aircraft programs, and our aircraft being subject to stringent performance and reliability standards; (6) changing budget and appropriation levels and acquisition priorities of the U.S. government; (7) our dependence on U.S. government contracts; (8) our reliance on fixed-price contracts; (9) our reliance on cost-type contracts; (10) uncertainties concerning contracts that include in-orbit incentive payments; (11) our dependence on our subcontractors and suppliers, as well as the availability of raw materials; (12) changes in accounting estimates; (13) changes in the competitive landscape in our markets; (14) our non-U.S. operations, including sales to non-U.S. customers; (15) threats to the security of our or our customers’ information; (16) potential adverse developments in new or pending litigation and/or government investigations; (17) customer and aircraft concentration in our customer financing portfolio; (18) changes in our ability to obtain debt financing on commercially reasonable terms and at competitive rates; (19) realizing the anticipated benefits of mergers, acquisitions, joint ventures/strategic alliances or divestitures; (20) the adequacy of our insurance coverage to cover significant risk exposures; (21) potential business disruptions, including those related to physical security threats, information technology or cyber-attacks, epidemics, sanctions or natural disasters; (22) work stoppages or other labor disruptions; (23) substantial pension and other postretirement benefit obligations; and (24) potential environmental liabilities.
Additional information concerning these and other factors can be found in our filings with the Securities and Exchange Commission, including our most recent Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K. Any forward-looking statement speaks only as of the date on which it is made, and we assume no obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise, except as required by law.
– Travel time reduced to one hour on Sighisoara-Brasov section thanks to modernised infrastructure
– Alstom working on 75% of the 450 km currently in rehabilitation on the Romanian section of the European rail corridor
Alstom will provide digital train control, traffic management and electrification infrastructure as part of the rehabilitation and modernisation of Lot 2 (Apata-Cata) on the Sighisoara-Brasov section of the European Rhine-Danube rail corridor in Romania. Alstom’s share of the contract amounts to approximately €70 million. The Asocierea RailWorks consortium, of which Alstom is part, has signed the contract, with the project execution expected to last four years.
This project completes the previous one for Lots 1 and 3 of the same section, which was awarded to Asocierea RailWorks in March 2020. In total, Alstom will provide signalling and electrification works on the double line covering the railway distance of 128 kilometres – totalling more than 250 kilometres of modernized railway infrastructure – between Sighisoara and Brasov, two important touristic destinations in Romania.
The new project, totalling 28 kilometres of double railway line, includes the optimisation of the existing route by building tunnels to reduce travel time, as well as the modernisation of most of the old line, for passenger trains operating at up to 160 km/h. Alstom is directly responsible for the traffic management system, digital interlocking and ERTMS Level 2 deployment (ETCS Level 2 + GSM-R telecommunications system), passenger information systems as well as catenary upgrades and electric traction substations.
The most complex part in this project is the construction of two double tunnels (four tunnels in total, two per each direction) totalling almost 13 kilometres of double lines. In these tunnels, Alstom is responsible for an electro-ventilation system to compensate the lack of natural ventilation, along with a fire-proof system to ensure full traffic safety.
As with Lots 1 and 3 of the Sighisoara-Brasov section, for the upgrade of the catenary systems, Alstom will supply its OCS3 catenary solution for main lines.
Trains have been running between Brașov and Sighișoara since 1873. After completed rehabilitation, the train journey should take under one hour for the fastest trains, compared to 160 to 250 minutes at present.
Alstom has been active in ongoing rehabilitation works on the Romanian part of the Rhine-Danube Corridor since 2012 and now has five ongoing and two completed signalling and infrastructure projects on this section, covering over 75% of the distance of the 450 km currently in rehabilitation on the Romanian section of the European corridor.
The pan-European Rhine-Danube Corridor links the cities of Nuremberg-Prague-Vienna-Budapest-Curtici-Simeria-Brasov-Bucharest-Constanta. Through the rehabilitation programmes currently in implementation on the sections located on the Northern branch of the Romanian part of this Corridor, the traffic speed will increase to 160 km/h for passenger trains and to 120 km/h for freight trains.
Alstom is a global pioneer in the development and implementation of on-board digital train control equipment. ATLAS 200 is the Alstom’s ERTMS level 2 solution allowing trains to increase speed in perfectly safe conditions.
– $11.5 million will stabilize and improve Colorado – New Mexico segment
WASHINGTON – Amtrak, committed to the national network of long-distance, interregional trains, is thanking the Federal Railroad Administration for a $5.6 million Consolidated Rail Infrastructure and Safety Improvements (CRISI) grant to stabilize and rehabilitate the route of the Amtrak Southwest Chief in Colorado and New Mexico. Combined with $4.9 million in Amtrak federal funds set aside for this service and $1 million from the New Mexico Department of Transportation (NMDOT), a total of $11.5 million will be invested from Trinidad, Colo., to south of Lamy, N.M.
This is the fifth federal grant for the route segment in these two states and Kansas. There is still a significant need for component renewal and restoration of the line to bring it to a more robust condition. When these improvements and others are complete, it will remain a productive route for decades to come.
Between 2016 and 2020, Amtrak has committed $15.8 million in direct funding for the route of the Southwest Chief, and an additional $12.8 million in matching funds to previously awarded federal grants. Amtrak has also invested between $4 and $8 million annually in this segment, outside of any grant programs, including selective installation of ties, replacing bolted rail in curves, and bridge or culvert repair.
“Starting in 2014, a team of elected and private officials formed a coalition with Amtrak that has been successful as shown by matching funds from the states and Amtrak, the political backing for the train by the region’s Congressional delegation, and the continued support by the cities, counties, and communities alongside the railway,” said Bill Flynn, Amtrak President & Chief Executive Officer. “Our past and current investments, from Kansas through Colorado and New Mexico, demonstrate our commitment to the Chief route and also preserve this segment for eventual inclusion in a north-south connection along the Front Range between Denver and Albuquerque, via Colorado Springs and Pueblo.”
Most of the trackage is owned by Burlington Northern Santa Fe Railway, which has been moving its traffic to less mountainous routes. The arid weather conditions and low freight tonnage since 2008 have allowed the right-of-way to remain in stable condition despite its advancing age. Amtrak, NMDOT and BNSF have identified critical areas where investment in the route infrastructure will improve its condition and enhance safety such that more efficient and productive maintenance dollars can be applied to it annually. Additional federal grant applications are expected to be sought.
Project engineering and construction under this CRISI grant will be carried out by the BNSF Railway Engineering Department and the Rio Metro Regional Transportation District, the latter which manages the NMDOT infrastructure. Work is expected to begin in 2021 and carry into 2022.
New ties will be installed on a 31-mile section south of Raton Pass and another six-mile segment in New Mexico, more than 12 miles of bolted rail will be converted to welded rail between Lamy and where Rio Metro’s Rail Runner commuter traffic diverges to Santa Fe, and the decks of two bridges will be rebuilt, along with three grade crossings.
BNSF commissioned a geotechnical assessment to provide recommendations for the reduction of rockfall hazards at Raton Pass, Glorieta Pass and Shoemaker Canyon. The grant will fund additional stabilization and protection measures. BNSF’s 3.3 percent Raton Pass grade is only used by Amtrak trains and is the steepest rail route in regular U.S. use. It is has been a National Historic Landmark since 1960 and is at an elevation of 7,834 feet.
The Southwest Chief (Trains 3 & 4) operates 2,265 miles between Chicago and Los Angeles, via Kansas City and Albuquerque, and also provides access to the Philmont Scout Ranch (northeast New Mexico’s largest employer), the Grand Canyon and Las Vegas.
