Dassault Systemes Annual Report 2019

FY2019 Annual Report · Dassault Systemes

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2018/2019/2020
Corporate Report

Because experience is human, experience is about enjoying art,
science and technology to imagine and create a better world for
all. And this world must be sustainable.

Dassault Systèmes builds on imagination, knowledge and know-how
to make a lasting contribution for the benefit of all. To achieve this
strategy, we will focus on developing our leadership in Life Sciences
& Healthcare alongside two other strategic sectors of the economy:
Manufacturing Industries and Infrastructure & Cities.

We stand at the threshold of a new world, where industry will
need to create new landscapes in terms of what we offer, decide
between use case scenarios and transform the art of production.
We’ll only be able to tackle these challenges by balancing
all the dimensions of what it means to be human at once:
an industrial being, a social being and a living being.
The ability to imagine, the passion to learn, the willingness
to dare, and the art of how we make it happen will be crucial.

In this brave new paradigm, virtual will be the vital link between
the imagination, the useful and the sustainable.

WE ARE WHERE
CITIES BECOME HUMAN,
HEALTH BECOMES PERSONALIZED,
HORIZONS EXPAND,
SUSTAINABILITY TAKES ROOT,
EMOTIONS ARE CREATED.

WE WILL BE THERE TOMORROW.

2019 Corporate Report — 0 1

P. 02 EDITORIAL

P. 06 GOVERNANCE

P. 08 PROFILE

P. 10 FINANCIAL PERFORMANCE

P. 12 CSR COMMITMENTS

P. 14

OBJECTIVES AND
OWNERSHIP STRUCTURE

WE ARE WHERE…
CITIES BECOME HUMAN

P. 18

P. 30

WE ARE WHERE…
HEALTH BECOMES
PERSONALIZED

WE ARE WHERE…
HORIZONS EXPAND

P. 42

P. 52

WE ARE WHERE…
SUSTAINABILITY
TAKES ROOT

WE ARE WHERE…
P. 64 EMOTIONS ARE CREATED

P. 76

WE WILL BE THERE
TOMORROW

P. 84

ADDITIONAL
INFORMATION

Delivering on our financial

objectives, setting the stage
for multi-decade expansion.

CONVERSATION

BERNARD CHARLÈS
Vice Chairman of the Board of Directors
and Chief Executive Officer

CHARLES EDELSTENNE
Chairman of the Board of Directors

2019 has been a year of intense activities for
Dassault Systèmes, during which we achieved all our
objectives thanks to the adoption of the 3DEXPERIENCE
by our customers, and over achieved those announced
in 2014 as part of our five-year strategic plan.
We also, and above all, have further deepened
our strategy and expanded our addressable market,
completed a major acquisition in the Healthcare
sector with Medidata, reinforced and renewed
our executive committee, setting a path for growth
for the coming decades.

2019 strong performance: satisfactory revenue
and EPS growth
Non-IFRS 2019 total revenue increased 13%
inconstant currencies, reaching €4,056 million.
This growth was driven by an increase of 15%
of non-IFRS recurring revenue (representing 72%
of our total software revenue), non-IFRS license
revenue growth of 6%, and acquisitions.

The 3DEXPERIENCE recorded a good performance
on large clients’ deployment, with a 22% increase
in non-IFRS software revenue and represented 29%
of non-IFRS software revenue. As for our Diversification
Industries, they represented 34% of non-IFRS
software revenue.

At 32%, non-IFRS operating margin improved 10 basis
points, driven by strong organic improvement and
favorable currency effects, more than offsetting
the dilutive effect of 120 basis points of acquisitions.
Finally, non-IFRS EPS growth was 17%, reaching €3.65,
€0.06 resulting from the acquisition of Medidata.

2014-2019 plan achieved
Benefiting from our sustainable growth drivers,
the 3DEXPERIENCE adoption dynamic, diversification,
and our strong execution capacities, we delivered
our results according to our commitments.
Reaching in 2019 a €3.65 EPS, we over delivered
on our objective established in 2014 to double our EPS

to reach €3.50. The increase was principally
driven over the five-year period by top-line
growth. We expanded into more economic
sectors and the share of our diversification
industries representing over one-third
of our revenue, bolstered our growth.

Wide customer adoption and numerous
deployments of the 3DEXPERIENCE
Our strategy is primarily dedicated to serve
our clients and help them navigate
the major transformations and challenges
their industries are facing. Among many
others, two major contracts highlight 2019.
Toyota has decided to adopt
3DEXPERIENCE POWER’BY in a global
deployment, including suppliers, for more
than 40,000 users, to prepare the advent
of electrified, smart and connected cars.
In Aerospace, Lockheed Martin will deploy
3DEXPERIENCE platform to become the
standard engineering and manufacturing
software for all new developments.

Successful 2012 vision, need to go
beyond our current strategy
In 2012, we introduced our purpose,
unveiled the 3DEXPERIENCE concept
and the 3DEXPERIENCE platform.
At the time, we shared our belief,
while providing to business and people
3DEXPERIENCE universes to imagine
sustainable innovations capable of
harmonizing product, nature and life,
that the 21st century would be a time
of unprecedented invention and creation.

02 — WE ARE THERE
02 — WE ARE THERE

2019 Corporate Report — 03

In 2012, we were largely focused on products,
but through the implementation of our mission,
we decided that we can go further, extending our scope
from things to life. We also considered that while
the “Social Industry Experience” made sense, we had
to go beyond this concept.

Experiences are, first and foremost, human and that is
the reason why we now prefer to speak about “Human
Industry Experiences”. Henceforth, we have the
ambition to become the world leader in three strategic
sectors of the economy: Manufacturing Industries,
Life Sciences and Healthcare, Infrastructure and Cities.

Medidata acquisition, strengthening of our strategy
in life sciences and new ambition
By identifying Life Sciences and Healthcare as a major
axis of development, we executed this strategy
with the acquisition of Medidata, which is for
Dassault Systèmes, a landmark. This acquisition was,
by its size, the largest in Dassault Systèmes’ history,
with a total purchase price of $5.8 billion. It was
funded by our cash flow from operations, which
reported an excellent performance in 2019, increasing
by 32% to €1,186 million, and by Dassault Systèmes’
first bond issuance of €3.65 billion. This inaugural
issuance received strong interest and was largely
oversubscribed. At the end of 2019, our ratio of net
financial debt plus lease of €3.4 billion on EBITDAO
of €1.3 billion, stands at 2.5.

With this acquisition, we reinforce our business
experience platform with an end-to-end approach
from research and discovery, to development, clinical
testing, manufacturing and commercialization
of new therapies and health technologies. We believe
this can be instrumental to our contribution
to a sustainable world.

Similar to the revolution in industry we initiated
in 1989, with the creation of the first virtual twin of
the Boeing 777 and the major decision we announced
on February 9, 2012, to shift our center of gravity from
product to experience, we now have the ambition to
create the virtual twin of the human, to offer solutions
enabling the development of personalized, therefore
more effective, treatments. We have started to work
in this direction with our Living Heart program, certified
by the United States FDA, and through the research

we are currently conducting on the human brain.
We are aware that carrying out such an undertaking
takes time, but we are highly motivated by this
exciting perspective.

Business outlook
To ensure that all operational decisions are taken
in a very consistent manner and in line with our
corporate strategy, we are extending the scope
of responsibility of key executives and establishing
a new multi-generation leadership, led by Pascal Daloz
as Chief Operating Officer. As these lines are being
written, we presented for the first quarter 2020
our total non-IFRS revenue below our initial targets
by 2.5%, due to services and new licenses weakness.
On the other hand, non-IFRS recurring revenue,
growing 30% and non-IFRS EPS improving 9%
at €0.95 are in line with our objectives.

Because experience

is human, it is all
about making the most
of art, science and
technology to imagine
and create a more
sustainable world.

Prior to the crisis generated by the COVID-19
pandemic, we had set an objective of 21%
to 23% growth of our total non-IFRS
revenue at constant currency, with
non-IFRS recurring revenue as the main
driver, and a non-IFRS EPS target of €4.15
to €4.20, up 14% to 15%.

The new objectives taking into account
the possible evolution of the crisis during the
year are the following: 12% to 13% growth
of our total non-IFRS revenue at constant
currency, on a solid non-IFRS recurring
revenue growth and a non-IFRS EPS target
of €3.65 to €3.72, stable to slightly growing
compared to the 2019 non-IFRS EPS.
We remain fully committed to serving
our customers and are attentive to our staff
during this crisis, which brings to light
the benefits of our 3DEXPERIENCE platform,
our remote and Cloud solutions.

We are also particularly active in the Life
Sciences sector to ensure the success
of the large number of ongoing clinical
trials and development of medical devices.
Considering new horizons, setting a path
for growth for the coming decades, is only
possible with the support and trust
of our clients, the motivation and sense
of community of all of Dassault Systèmes’
collaborators, energized by a purpose giving
strong meaning to their daily experiences
as employees, citizens and human beings.

Finally, because experience is human, it is
all about making the most of art, science
and technology to imagine and create
a more sustainable world. This ambition
is at the very heart of the mission
we embraced in 2012. It consists in,
thanks to virtual universes, helping
our customers harmonize nature, product
and life. Such a mission inspires all of
our collaborators to always embrace
learning, question certainty and be curious
and imaginative to remain innovative.

04 — WE ARE THERE

2019 Corporate Report — 05

GOVERNANCE

BERNARD CHARLÈS
Vice Chairman of the Board of Directors
and Chief Executive Officer

DOMINIQUE FLORACK
President

Around PASCAL DALOZ, the Operations Executive Committee, from left to right:

ELISA PRISNER, Vice President Business Platform Experience
SAMSON KHAOU, Executive Vice President, Asia-Pacific
PHILIPPE LAUFER, Executive Vice President, 3DS Global Brands
THIBAULT DE TERSANT, Senior Executive Vice President, General Secretary
FLORENCE VERZELEN, Executive Vice President, Industry, Marketing, Global Affairs, Workforce of the Future
PASCAL DALOZ, Chief Operating Officer & Chief Financial Officer
ERIK SWEDBERG, North America Managing Director
FLORENCE HU-AUBIGNY, Executive Vice President, Research & Development
LAURENCE BARTHÈS, Executive Vice President, Chief People & Information Officer
OLIVIER RIBET, Executive Vice President, Europe, Middle East, Africa, Russia (EMEAR)
VICTOIRE DE MARGERIE, Vice President Corporate Equity & Communications

06 — WE ARE THERE

2019 Corporate Report — 07

PROFILE

We roll out our strategy by calling on our Strategic
Operational Elements: Brands, Industries and Geos.
Dassault Systèmes’ Brands create great user
experiences and build vibrant user communities
and develop the apps that power the
3DEXPERIENCE platform.

Our Industries develop Solution Experiences, which
are industry-focused offerings that deliver specific
value to companies and users in a particular industry.

Our twelve GEOs are responsible
for making GEOs the driving force for
the development of our business and drive
the implementation of our customer-centric
engagement model.

LIFE SCIENCES
& HEALTHCARE
TAREK SHERIF

MANUFACTURING
INDUSTRIES
BRUNO LATCHAGUE

INFRASTRUCTURE
& CITIES
SYLVAIN LAURENT

Western Europe
Philippe Besse

Northern Europe
John Kitchingman

Southern Europe
Guido Porro

North America
Erik Swedberg

Latin America
Alejandro Chocolat

Central Europe
Klaus Löckel

Russia
Alexey Ryzhov

Japan
Philippe Godbout

Korea
Youngbin Cho

Southern Asia Pacific
Samson Khaou

India
Deepak NG

China
Ying Zhang

3DEXCITE
Dominic Kurtaz

CENTRIC PLM
Christopher Groves

ENOVIA
Stéphane Declée

TRANSPORTATION
& MOBILITY

AEROSPACE
& DEFENSE

MARINE &
OFFSHORE

INDUSTRIAL
EQUIPMENT

TRANSPORTATION
& MOBILITY

AEROSPACE
& DEFENSE

MARINE &
OFFSHORE

INDUSTRIAL
EQUIPMENT

TRANSPORTATION
& MOBILITY

TRANSPORTATION
AEROSPACE
& MOBILITY
& DEFENSE

AEROSPACE
& DEFENSE

MARINE &
OFFSHORE

AEROSPACE
& DEFENSE

MARINE &
OFFSHORE

INDUSTRIAL
EQUIPMENT

MARINE &
OFFSHORE

INDUSTRIAL
EQUIPMENT

HIGH-TECH

HOME & LIFESTYLE

LIFE SCIENCES

CONSUMER
PACKAGED GOODS
& RETAIL

SOLIDWORKS
Gian Paolo Bassi

CATIA
Olivier Sappin

GEOVIA
Michelle Ash

BIOVIA
Jason Benedict

TRANSPORTATION
& MOBILITY

AEROSPACE
Laurence Montanari
& DEFENSE

AEROSPACE
& DEFENSE

MARINE &
OFFSHORE

MARINE &
INDUSTRIAL
David Ziegler
OFFSHORE
EQUIPMENT

INDUSTRIAL
EQUIPMENT

Alexandre Tew Kai

HIGH-TECH

HIGH-TECH
HOME & LIFESTYLE
Philippe Bartissol

HOME & LIFESTYLE

CONSUMER
CONSUMER
PACKAGED GOODS
PACKAGED GOODS
Olivier de Percin
& RETAIL
& RETAIL

CONSUMER
PACKAGED GOODS
& RETAIL

LIFE SCIENCES

LIFE SCIENCES
Philippe Loeb

LIFE SCIENCES

HIGH-TECH

HIGH-TECH
HOME & LIFESTYLE

HOME & LIFESTYLE

LIFE SCIENCES

CONSUMER
HOME & LIFESTYLE
PACKAGED GOODS
& RETAIL

CONSUMER
PACKAGED GOODS
& RETAIL

CONSUMER
LIFE SCIENCES
PACKAGED GOODS
& RETAIL

ENERGY
& MATERIALS

CONSTRUCTION,
CITIES &
TERRITORIES

BUSINESS SERVICES

HIGH-TECH

HOME & LIFESTYLE

CONSUMER
PACKAGED GOODS
& RETAIL

LIFE SCIENCES

ENERGY
& MATERIALS

CONSTRUCTION,
CITIES &
TERRITORIES

CONSTRUCTION,
CITIES &
BUSINESS SERVICES
TERRITORIES

BUSINESS SERVICES

ENERGY
& MATERIALS

Philippe Loeb
CONSTRUCTION,
ENERGY
ENERGY
ENERGY
CITIES &
& MATERIALS
& MATERIALS
& MATERIALS
TERRITORIES

CONSTRUCTION,
CITIES &
TERRITORIES

Claire Biot
CONSTRUCTION,
CONSTRUCTION,
CITIES &
CITIES &
BUSINESS SERVICES
BUSINESS SERVICES
TERRITORIES
TERRITORIES

Thomas Grand

BUSINESS SERVICES

ENERGY
ENERGY
& MATERIALS
& MATERIALS
08 — WE ARE THERE

CONSTRUCTION,
CITIES &
TERRITORIES

BUSINESS SERVICES

Simon Huffeteau

Taherah Kuhl

SIMULIA
Bruno Latchague

DELMIA
Guillaume Vendroux

3DVIA
Vincent Picou

EXALEAD
Morgan Zimmermann

NETVIBES
Morgan Zimmermann

MEDIDATA
Tarek Sherif
Glen de Vries

2019 Corporate Report — 09

SUCCESS OF OUR 2014-2019 PLAN:
OPENING A NEW HORIZON

34%
Diversification
industries

DOUBLING EPS
IN 5 YEARS

Target set in 2014
for 2019
€3.50 EPS (1)

Target overachieved
in 2019
€3.65 EPS (1)

32.0

31.9

32.0

23.0

22.1

20.2

1,186

899

745

4 ,056

4 ,018

3 ,477

3 ,491

3 ,228

3 ,242

2017

2018

2019

DILUTION IMPACT OF ACQUISITIONS
ENTIRELY OFFSET AND STABLE
OPERATING MARGIN
(%)

3.65

3.12

2.68

2.01

2.34

2.18

2017

2018

2019

NET CASH PROVIDED
BY OPERATIONS (3)
INCREASED IN 2019
(€M)

Industry diversification (1)

34% Diversification industries
29% Transportation & Mobility
16%
Industrial Equipment
14% Aerospace & Defense
7% Business Services

72%
Recurring
Software (1)

Large proportion of recurring revenue

72%
28%

Recurring Software (1)
Licenses and Product
Development (1)

More than
25,000
new customers

2017

2018

2019

ORGANIC AND ACQUISITIONS-
RELATED GROWTH OF +13% (2)
IN REVENUE
(€M)

IFRS

NON-IFRS(2)

2017

2018

2019

DILUTED EPS (1) (€)
UP +17% IN 2019 (€)

A large installed base
with 270,000 customers

42%
in Europe

Excellent performance
in Americas, Europe and
Asia progressing well

42% Europe (3)
31% Americas (3)
27% Asia (3)

Leading brands serving our users (2)

27% CATIA
20% SOLIDWORKS
10% ENOVIA
31% Other software
12%

Services and other

(1) Non-IFRS.
(2) Non-IFRS, revenue growth figures in constant currencies.
(3) All financial information is reported according to IFRS. In addition, the Company has provided supplemental non-IFRS financial information, which excludes the effect of adjusting
the carrying value of acquired companies’ deferred revenue, share-based compensation expense and related social charges, amortization of acquired intangible assets and of tangible assets
revaluation, lease incentives of acquired companies, other operating income and expense, net, including the payment of goodwill and acquired intangible assets, certain one-time financial
revenue items and the income tax effects of these non-IFRS adjustments.

(1) As % of non-IFRS software revenue (2).
(2) All financial information is reported according to IFRS. In addition, the Company has provided supplemental non-IFRS financial information, which excludes the effect
of adjusting the carrying value of acquired companies’ deferred revenue, share-based compensation expense and related social charges, amortization of acquired intangible
assets and of tangible assets revaluation, lease incentives of acquired companies, other operating income and expense, net, including the payment of goodwill and acquired
intangible assets, certain one-time financial revenue items and the income tax effects of these non-IFRS adjustments.
(3) As % of IFRS software revenue.

10 — WE ARE THERE

2019 Corporate Report — 11

PUSHING THE BOUNDARIES OF POSSIBILITIES
IN 21st CENTURY HEALTHCARE

A PURPOSE-DRIVEN COMPANY

Life Sciences & Healthcare is now
our second largest core sector. Our idea is
simple. We want to help health innovators
power smarter therapeutics for healthier
people. In the age of precision medicine
and patient experiences, it is clear that
the future of healthcare will be shaped
by inclusive and multi-discipline platforms
enabling virtual twin experiences for
healthcare. We made virtual twins of cars
and airplanes possible. We will do the same
for the human body. The 3DEXPERIENCE
platform combines modeling, simulation,
data science, AI, and collaboration in a new,

unified, end-to-end approach. This ushers in
a revolution for the 4,500 pharmaceutical and biotech
companies and 50,000-plus medical device
manufacturers that make up the health ecosystem,
empowering them to develop sustainable solutions
by connecting the dots from research to commercial
deployment of new therapies and health technologies.

Bernard Charlès
Vice Chairman
of the Board of Directors
and Chief Executive Officer

POSITIVE OUTCOME FOR CLIENTS’ HANDPRINT

Dassault Systèmes can enable sectors, such as the
global automotive sector, to create handprints which
are around 10,000 times greater than its own footprint.
Clearly, this is where its sustainability efforts should be
focused, for the good of humanity and the planet.
http://hwpi.harvard.edu/files/chge/files/handprints_
of_product_innovation.pdf

1
Footprint

10,000
Handprints

Negative impact
for the planet

Positive impact
for the planet

Dassault Systèmes
provides business & people
with 3DEXPERIENCE universes
to imagine sustainable
innovations capable
of harmonizing product,
nature and life.

KEY DATES

A UNIFIED AND END-TO-END OFFER

WELL POSITIONED IN SRI INDEXES AND RANKINGS,
DASSAULT SYSTÈMES IS:

DASSAULT SYSTÈMES’ ENGAGEMENT

April 29, 2014
Acquisition of Accelrys

October 29, 2019
Acquisition of Medidata

November 13, 2019
Life Sciences Day

OPENING UP A NEW WORLD
OF VIRTUAL TWIN EXPERIENCES
FOR HEALTHCARE

MEDIDATA,
to operate as a new expertise

Life Sciences,
as a New Core Sector

MANUFACTURING

Made to Cure

COMMERCIALIZATION

Launched to Cure

COMPLIANCE

License to Cure

CLINICAL TESTING

Clinically Approved

Dassault Systèmes

Medidata Solutions

RESEARCH
& DISCOVERY

Design to Cure

PRECLINICAL DEVELOPMENT

ONE Lab

Moderate CO2 emissions
in 2018
11.5 tCO2-eq per employee
in 2019
-6% to 10.8 tCO2-eq per employee

Setting a target to reduce emissions by 2030

# 20
Fortune Future 50 (2019)
“companies with the
strongest long-term
growth potential”
# AA
MSCI ESG indexes (2019)
“to measure a company’s
resilience to long-term,
financially relevant ESG
risks”

# 1
Corporate Knights Most
Sustainable Corporations
(2018)
“the most sustainable
companies in the world”
# 2
Fortune Future
50 Sustainability
All Stars (2019)
“companies focused
on environmental
innovation, the rational
use of resources and
efforts to limit emissions
among other factors”

12 — WE ARE THERE

2019 Corporate Report — 13

REACHING ALL OUR
2019 OBJECTIVES

Looking at our top-line financial
performance and before including our
recent Medidata acquisition, we delivered
for 2019 total non-IFRS revenue growth
in line with our objectives. Driving these
results was our non-IFRS recurring software
revenue, which increased 8% on an organic
basis at constant currency, 200 basis points
above 2018, and at the high end of the
goal we had shared.

of our five-year plan to double our non-IFRS EPS
to €3.50. We achieved this commitment thanks to
the strength and sustainability of our strategic growth
drivers. 3DEXPERIENCE non-IFRS software revenue
grew between 2014 and 2019 at a CAGR exceeding
20%. Diversified industries contribution to our software
sales mix improved and global geo expansion broadened
our market footprint over this timeframe.

From an earnings perspective, 2019
represents the successful completion

Pascal Daloz
Chief Operating Officer
and Chief Financial Officer

2014-2019
NON-IFRS OBJECTIVE
OVERACHIEVED

Actual EPS of €3.65
EPS objective of € 3.50

€1.75

2014 GUIDANCE

2019

SHAREHOLDERS’ INFORMATION

3.65

3.11

2.68

2.49

2.25

DASSAULT
SYSTÈMES
STOCK DATA
Listed on NYSE, Euronext Paris and
traded on the American OTC market

Member of CAC 40

Share price 31/12/2019

€146.55

$164.5
Market capitalization

€38.01 MD

$42.72 MD
Comparison of the 1-year
stock performance

DASSAULT SYSTÈMES +41%
CAC 40 +26%
NASDAQ +35%

Daily volume of stock traded
on Euronext Paris
324,666 shares

1.69 1.75 1.82

1.46

1.25

STEADY NON-IFRS
GROWTH (€)

0.95 1.01

0.93

0.92

0.63 0.68 0.80

0.62

0.64

0.52 0.59

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Shareholders’ composition
(controlled capital)

51% Free float
41%

Groupe Industriel
Marcel Dassault

6% Charles Edelstenne
2% Bernard Charlès

Shareholders’ composition
(free float)

33% North America
27% France
18%

Continental Europe
(excluding France)

17% UK & Ireland
5 % Rest of world

SHAREHOLDERS’ CONTACT

KEY 2019 SHAREHOLDERS’ EVENTS

Tel.: +33 (0)1 6162 6924
Fax: +33 (0)1 7073 4359
E-mail: investors@3ds.com
www.3ds.com/investors

Thursday, April 23, 2020 Release of first quarter earnings
Tuesday, May 26, 2020 Annual shareholders’ meeting
Thursday, July 23, 2020 Release of second quarter earnings
Thursday, October 22, 2020 Release of third quarter earnings
Tuesday, November 17, 2020 CAPITAL MARKETS DAY
Thursday, February 4, 2021 Release of fourth quarter earnings

14 — WE ARE THERE

2019 Corporate Report — 15

THE ONLY PROGRESS
IS HUMAN

Today, society faces a number of challenges in major areas such as
healthcare, cities and the environment. To meet those challenges
as a community, we need to find bold answers to these questions,
while respecting the world that surrounds us. Through concrete actions,
the initiative from Dassault Systèmes – named “The Only Progress
is Human” – aims to enable sustainable innovation through
virtual universes.

Because virtual universes offer an infinite space for creativity,
they allow us to put imagination and human experience at the core
of the creative process. With a virtual experience twin of the real world,
Dassault Systèmes enables innovators to work more efficiently and
more sustainably by proactively thinking about the product’s impact
on the environment and society, and to better understand how it can
interact harmoniously with nature and our lives.

The initiative consists of 10 Acts, inspired by the expectations
of younger generations regarding our future world, and by
Dassault Systèmes’ ability to deliver solutions to answer their questions.
Each Act addresses one theme and one major challenge for society.

For the first time, Dassault Systèmes is addressing the public to show
how it offers the possibility to create innovations that contribute to
human progress, and in particular, how its solutions enable
governments, companies and individuals to better understand
the challenges they face and how to sustainably innovate. Each Act
will illustrate how virtual twins are used in the real world to create
human-centric experiences that rise to the challenge posed by each
theme. Formats will vary between Acts, and will involve a range of
events, partnerships and unique experiences. All Acts will incorporate
virtual worlds and engage the public in order to encourage innovation
using Dassault Systèmes solutions.

Victoire de Margerie
Vice President Corporate Equity & Communications

Act I
EMOTION
How can virtual worlds
change the way
we experience emotions?

The first Act focused on emotion
– a powerful catalyst for positive
action and innovation –
at the Virtual Harmony event that
took place at the Jardin des Plantes
in Paris on February 26, 2020.
This unique musical and visual
experience showed how the virtual
world can engage both intellect
and emotion. The music featured
violinist Renaud Capuçon
and focused on the 3Dvarius,
a futuristic, 3D-printed electric
violin designed with CATIA
by Laurent Bernadac, an engineer
specializing in mechanical
design and energy, and also
a professional violinist.

Act II
HEALTH
How can we control
our health better in the future?

Act III
CITIES
How can cities adapt to
our ever-growing needs?

Act IV
NATURE
Can we imagine
a 100% sustainable industry?

Act V
CONSUMPTION
How can we consume
goods sustainably in the future?

Act VI
MOBILITY
How can we move freely around the world
without impacting the environment?

Act VII
ENERGY
How can we create
an energy-positive world?

Act VIII
WATER
How can we safeguard
our most precious resource?

Act IX
HERITAGE
How can we better navigate the future
by understanding the past?

Act X
FUTURE
How can we build a better world
for the next 40 years?

16 — WE ARE THERE

2019 Corporate Report — 1 7

WE
ARE
WHERE…

Because the best way
of meeting the challenges
of urbanization is to make
sure that city renewal
projects focus on the people
who live there, because the
ways in which we consume
and travel need to change,
we are there.

18 — WE ARE THERE

2019 Corporate Report — 19

Urban transformation projects – whether
they involve transportation infrastructure,
real estate developments or architectural
projects – require teams to communicate
effectively. Project managers, project
owners, contractors and architects need
a collaborative environment and a single
set of reference data to make sure
they are speaking the same language.

That communication now extends to
residents, because a city’s planning only
makes sense if it enhances the quality of life
and experience of the people who live there.
These requirements also arise in a context
in which data of all kinds are increasingly
widely available and can be harnessed
to drive a city’s transformation. Data make
it possible not only to manage, regulate and
plan the way cities work, but also to invent
new types of services. This is one of the
major developments over the last few years,
and the movement is only just beginning.

Simon Huffeteau
Vice President Construction,
Cities & Territories, Dassault Systèmes

A sustainable, resilient and inclusive city
The first challenge that urban planners must
meet is to ensure that cities are sustainable
and, beyond that, resilient. This can involve
much more short-term issues, such as how
well will the urban system cope with a strike
by refuse collectors, an extreme weather
event, a flood or a major fire? Will it survive
a crisis? Another challenge, which also
relates to a city’s sustainability, is to ensure
that it is inclusive: this should be understood
not only in social terms but also from
the human point of view, because a city
is inhabited and experienced by human
beings. For example, it is imperative
that real estate development is coherent
with transportation system development.

Another challenge relates to a city’s
governance, and the quality of relationships
between the municipal authorities, the city’s
local economic ecosystem and its citizens,
in a context in which many private-sector
entities now act as middlemen, using digital
technology to offer a city’s inhabitants
various goods and services, such as
transportation. To make a city sustainable,
resilient and inclusive, digital platforms have
a key role to play. Dassault Systèmes adds
value in precisely this area: it supports
development, oversight and execution of
public policy and projects, helping the city
authority become the entity driving
the transformation of the city and
its context. Today, when a major real estate
developer builds a tall building, its square
footage is less important than the experience
provided to its occupants and the city
authority’s ability to understand the overall
impact. The 3DEXPERIENCE platform gives
municipal authorities a way to regain control
of their cities and allow project owners
to take into account the city context when
making their decisions. Having previously
been organized around Architecture,
Engineering and Construction, the platform’s
focus is now on Construction, Cities and
Territories, showing the role that Dassault
Systèmes intends to play with respect
to cities and, particularly, the people who
live in them.

Hong Kong, China

20 — WE ARE THERE

2019 Corporate Report — 21

Sustainable cities: key issues
Morphosis Architects has always been
interested in how cutting-edge tools can
expand and augment the design process.
Founded by Thom Mayne, Morphosis’
architecture and planning projects are
recognized the world over, and feature
major innovations in terms of form,
constructability and sustainability.

Morphosis was one of the first architecture
firms to adopt CATIA and parametric
modeling, and it uses the 3DEXPERIENCE
platform at all stages from design to
completion, from immersive visualization
of the concept to optimization of
energy-efficient façade systems.

A building‘s architecture is an increasingly
complex system that requires tools
and innovations that are themselves
increasingly sophisticated in terms
of design and construction. This growing
complexity reflects the increasing demands
that architecture must address in terms of
functionality, environmental sustainability,
and performance, which now also overlap
with issues relating to sustainable cities.
For example, urban growth is creating
traffic congestion problems all over
the world.

A new, integrated travel system
With limited space available on the ground, it will be
hard for current traffic routes to cope with increasing
volumes of travel. This is why Urban Air Mobility
(UAM) is such an active area of development. Fifty
companies, from established aerospace and automotive
groups to technology startups, are currently working
in this field. Hybrid propulsion systems are being
developed for the near term, but all-electric airborne
vehicles that can take off and land vertically are the
future: their low emissions and noise levels are a
winning combination for our cities. Unmanned Aerial
Vehicles (UAVs) also are a major application of UAM
technology. Designing these vehicles and showing
that they can operate reliably in a complex urban
environment are major challenges. Multidisciplinary
analyses must be carried out within a tightly defined
regulatory framework. The large amount of data
involved requires integrated project management that
combines virtual prototyping and physical simulation
within a collaborative platform. The most advanced
aerodynamic and aeroacoustics simulation techniques
are integrated within the SIMULIA solution, allowing
users to understand and resolve highly complex issues,
starting with noise, which is mainly produced when
the blades of the main rotor hit the turbulence
generated by the other blades. Vehicles often have
a number of rotors, some of which can be coaxial
and contra-rotating, with variable angles and speeds,
resulting in a level of complexity that goes beyond the
capabilities of traditional fluid dynamics simulations.

To maximize the range of these vehicles, simulation
also is vital in battery design, and the constant quest
to make vehicles lighter and more robust means
that components and assemblies, subject to multiple
nonlinear loads, must be optimized. Finally, all of these
low-flying aircraft must communicate and coordinate

By modeling our projects in 3D, we can
progress very quickly, considerably increase
the amount of time we spend thinking
and reduce the time spent on manual work.

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Developing a quiet, optimized

and certified vehicle for Urban Air
Mobility (UAM), within the target
compressed timeframes, can only
be accomplished with the range of
multiphysics simulation capabilities
provided by SIMULIA.

Our high-fidelity computational fluid
dynamics (CFD) uniquely predicts
noise signatures of these vehicles,
and our electromagnetics capabilities
ensure communication system
functionality in all adverse conditions.
Additionally, with a long history
in aerospace certification for structures
and composites, our customers
can be certain that regulatory
requirements will be met,
even in the early design phase.

Rachel Fu
Senior Manager,
SIMULIA Aerospace
& Defense Initiatives

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22 — WE ARE THERE

2019 Corporate Report — 23

PIXEL

XYT: VEHICLES DESIGNED BY
AND FOR DELIVERY DRIVERS

XYT is a next-generation vehicle manufacturer that has developed
the PIXEL, a modular electric utility vehicle specifically designed
for urban logistics to make the last kilometers of a delivery.
Its chassis and its various container models allow the user to
configure the ideal vehicle for the activity, to enhance it,
and to optimize it as needed. Designed alongside industry
professionals, the vehicle improves working conditions, profits
and performance for tradesmen, retailers and e-commerce
companies. Light and eco-designed, these vehicles offer good
durability and autonomy, thereby reducing their environmental
footprint for sustainable mobility.

with each other reliably so that they
can safely operate as part of an urban
transportation system, and this requires
integrated multi-scale electromagnetic
simulations. The technologies integrated
into the SIMULIA and CATIA suites allow
users to move away from traditional
design paths, which are required to
achieve a viable concept vehicle quickly
and efficiently, in this competitive
emerging market.

Last-mile logistics
Public transport and shared two-wheeled
vehicles also are key parts of a transportation
system, as are delivery vehicles, which
represent a rapidly changing industry.
The explosion of e-commerce, traffic
congestion, the environmental impact
of transportation, pedestrianization and
the banning of certain vehicles from city
centers all mean that urban logistics need
a thorough overhaul. Whether a package
has come from halfway around the world
or the next city, the last mile is a major
headache for logistics companies.

Generally, they deliver packages using large vans, which
are unsuited for small volumes and urgent deliveries.
Today, many companies understand that these urban
vehicles need to be rethought, while also reducing their
environmental footprint. Both major international
automotive groups and specialist startups are working
on the issue. For example, they are looking at electric
propulsion methods, cockpit ergonomics, the driving
position, the interface with the driver, the way in which
vehicles are unloaded, ease of maintenance and
upgradability. Whatever their size, those companies
are adopting an agile approach, using collaborative
platforms that include users in the process of defining
product specifications. This approach helps them speed
up the development of their first vehicles, which they
then can rapidly adjust based on customer feedback.

EZ-FLEX

TESTED WITH
CUSTOMERS

The Renault EZ-Flex is an
experimental electric smart utility
vehicle, designed for urban deliveries.
It was designed by the Renault
group‘s LCI (collaborative innovation
lab) and represents a novel
collaborative and innovative approach.

Across Europe, customers will test
a dozen of these vehicles and suggest
changes to help address future
uses more effectively. The LCI
is a multidiscipline team of engineers
and architects specializing in
mechanics, platforms, bodywork
and product architecture; designers
specializing in vehicle exteriors,
interiors and user interfaces;
and marketing experts. The cloud-
based 3DEXPERIENCE platform
ensures that all disciplines can work
together, speeding up the validation
of concepts and making them more
robust through digital modeling
and a single-design approach.

24 — WE ARE THERE

2019 Corporate Report — 25

Milan, City of the future

people involved
in the first
DATAVIRONMENT
Hackathon, divided
into five teams

90%

of the world‘s data
have been generated in
the last two years

Interacting with city residents
Another way our cities are being
transformed is by identifying
and harnessing data, a central part of
the smart cities approach. More than 90%
of the world‘s data have been generated
over the past two years, and this trend will
continue: data from mobile computing,
artificial intelligence and augmented reality
create artificial landscapes that form part
of the urban fabric. The combination of
the virtual and physical worlds offers new
opportunities to designers as they seek to
address social and sustainability issues.

In April 2019, five international teams took
part in the DATAVIRONMENT Hackathon
Challenge in Milan, bringing together
the most cutting-edge architecture
and design practices.

They had 48 hours to design the Milan of the future,
using data and the CATIA and SOLIDWORKS design
solutions integrated in 3DEXPERIENCity.

Their experiments included the location between
the ancient Parco Sempione – Milan‘s largest park –
and CityLife, Milan‘s new business, residential
and retail district. The first team created a covered
walkway, with canopies that move in response to heat,
light and interactions with people. The second
proposed turning car-parking spaces into modular
farms to promote local food production. Another team
designed a data center that is visibly integrated within
the city, clearly showing the increasing use of data in
urban management, whereas data centers are usually
relegated to unpopulated areas. The fourth team
designed an automatic generator of restaurant
extensions, and the winning team designed a holistic,
automated urban planning and construction tool, using
data related to the distance from the city‘s historic and
modern centers and each building‘s use (retail,
residential, cultural, etc.). The tool not only simulated
proposed buildings, but also future changes to
the urban fabric. It showed the extent to which urban
planning is a dynamic discipline that combines both
the past and the future.

Harmonizing all elements of city life into healthy,

pleasant human experiences requires a sense
of responsibility and exposure to the urban context
in all its complexity. Ethical design requires
the ability to respond immediately
and intelligently to the global standards
that a city must meet.

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26 — WE ARE THERE

2019 Corporate Report — 2 7

A SMART CONSTRUCTION INDUSTRY

Pacific Consultants is a construction consultancy founded in 1951 to support
the nation‘s development of post-war reconstruction in Japan. They have been involved
in urban development in Japan and overseas, like transportation infrastructure such as roads,
railways, ports and others. The civil engineering industry in Japan possesses
world-class technical capabilities of earthquake resistance technology
and seismic technology against tsunamis and heavy rain, and the professionalism
of engineers involved in the projects is very high. However, because competent technology
often depends on personal skills, there are problems that skills are not handed down
if engineers retire. Therefore, it will be necessary in the future to digitalize processes
and share knowledge. Pacific Consultants has adopted the 3DEXPERIENCE platform
with the aim of improving productivity and reforming work styles on projects like bridges
and sand control dams. In order to determine effective positions and structure,
calculation and trial and error are repeated, but quick design is possible
by changing conditions and positioning using CATIA design templates.
Since design templates can be reused, projects can be continuously improved.

In the future, with the aging of structures, the issue will be how to maintain
and manage them efficiently. In addition to the structures that will be built
in the future, 3D-enhanced maintenance and centralized management
of structures in the cloud environment will open up a smart construction industry.

HONG KONG
AND ITS VIRTUAL TWIN

Arup is a global firm of designers, engineers, architects, planners, consultants
and technical specialists, leading the study of cities. It has operations in more than
140 countries and its teams combine knowledge of the built environment
with new technologies in order to design a better world in the digital era.
Its Smart Green Resilient strategy aims to reduce demand for resources, promote
a low-carbon economy, make business more productive, improve the quality of urban life
and increase climate resilience. In October 2019, Arup and Dassault Systèmes formed a
strategic partnership: the 3DEXPERIENCE platform is giving Arup the benefit of virtual
twin technology, and now offers a collaborative solution that is enhanced by Arup’s
experience. The two partners are taking part in Hong Kong’s plan to
unify data representations and systems in order to improve the way the city functions
and, therefore, the quality of life of its inhabitants. Hong Kong’s government
is encouraging the creation of shared infrastructure consisting of spatial data,
with innovation and technology being used to meet urban challenges and improve
quality of life, sustainability and efficiency, with the ultimate goal of increasing
Hong Kong’s appeal. The project has two phases: the first focuses on devising
a global framework, including targets and a roadmap with the aim of creating a smart city.

The second showcases several applications in four areas: urban planning
and the use of space on the ground, through pedestrianization and urban design,
for example; infrastructure and engineering, such as the visualization of underground
spaces and water, electricity and wastewater services; the landscape,
the environment and their conservation; and the combination of working processes.
The platform has already shown its great potential in fostering collaboration between
the public sector, private sector and academia.

28 — WE ARE THERE

2019 Corporate Report — 2 9

Tama Ôhashi Bridge

WE
ARE
WHERE…

Because the healthcare
industry produces
a huge amount
of raw data that can
be harnessed; because
simulation can help train
doctors and educate
patients; because digital
technologies offer a way
of developing a more
open, collaborative
and inclusive kind of
medicine, we are there.

30 — WE ARE THERE

2019 Corporate Report — 31

their own data and using it in discussions
with their doctor to manage their health.
In precision medicine, we are working
on solutions – therapeutic and care-based –
that are tailored to the individual patient.

To achieve that target, we need to know
about the patient’s genome and
phenotype, lifestyle and environment,
and other clinical data points to develop
a working model. To that end, the patient
experience will guide us. A life, from cradle
to grave, is a set of experiences, and what’s
important is not the destination, but the
journey. I like to think that what we’re
doing improves that journey. And, in
partnership with Dassault Systèmes,
we will have a positive impact on the world.
People are proud to be associated with
a company like ours.

Tarek Sherif
Co-Founder and Co-CEO
of Medidata, head of Life Sciences
& Healthcare sector, Dassault Systèmes

Since Dassault Systèmes was created,
the leading role we play in sustainable
innovation has led us to adopt the ambition
of achieving harmony between product,
nature and life. We are now applying
the knowledge and know-how we have
developed in the world of products to the
world of life. The aim of using virtual worlds
to cure people and help them lead a better
life has been driving us for many years.
We firmly believe that this requires the
virtual twin of the human body – created
on our 3DEXPERIENCE platform with
its modeling, simulation, data intelligence
and collaboration capacities. By joining
forces with Medidata, we now have
an unrivaled set of assets with which to
pursue our vision and develop our scientific
culture. By combining data intelligence
and simulation, we can offer more intelligent
therapies and contribute to life sciences
what we have been contributing
to manufacturing since we created
the first digital mock-up.

Bernard Charlès
Vice Chairman of the Board of Directors
and Chief Executive Officer

MEDIDATA WAS
FOUNDED 20 YEARS AGO
WITH THE GOAL OF
CREATING TECHNOLOGY
AND SERVICES THAT WOULD
POSITIVELY IMPACT THE
LIFE SCIENCES INDUSTRY
AND, ULTIMATELY,
PATIENTS’ LIVES.

Our mission then, as it is now, was to power smarter
treatments and healthier people.

The internet was developing rapidly back then, and
we saw a better way to collect and manage clinical trial
data, which were largely manual processes at the time.
Innovative data and technology were central to our
business plan and, as our success and reputation grew,
our electronic data capture (EDC) solution became
a de facto standard for running clinical trials. Today,
more than half of all clinical trials use one of our
solutions. There’s an excellent chance that a medicine
you or a loved one has taken was developed
with Medidata’s help.

As part of Medidata’s evolution, around 10 years ago,
we asked our customers for the right to use the huge
volume of data we were collecting. This was highly
strategic from a business perspective and
transformative from a scientific standpoint. We now
have billions of data points to analyze for strategic
insights and to generate evidence for our life science
customers and partners; it represents a tremendous
competitive advantage.

Our creative approach to problem-solving and purpose-
driven mission is what made us an attractive company
for Dassault Systèmes to acquire. Our companies share
similar cultures and values.

For several years, Dassault Systèmes
has been applying its expertise, developed
in the aerospace and automotive sectors,
to life sciences under its BIOVIA brand.
Joining forces with Dassault Systèmes
creates a fabulous opportunity to drive
even more rapid, transformative progress
in the life sciences industry. Today, a new
wave of innovation is taking place, based
on creating targeted therapies and
treatments that are tailored to the patient.
Yet, there are still decades of traditional
clinical practices fraught with inefficiencies
to overcome. I have no doubt, though, that
there is growing recognition that the life
sciences industry needs to digitally disrupt
its R&D operating model. The realization
that precision medicine has benefits
for both the patient and the business
is gaining momentum. This is the kind
of transformation that took place in the
aerospace industry several decades ago,
when Dassault Systèmes started to
visualize how to create a digital mock-up
of an aircraft and then a virtual twin.

The same thing is going to happen
in life sciences, and then in healthcare
more broadly. The way in which care
is delivered is changing, too, with patients
becoming more proactive in tracking

32 — WE ARE THERE

2019 Corporate Report — 33

DIGITAL

TRANSFORMATION IS
CHANGING THE BUSINESS
OF HEALTHCARE
AT BREAKNECK SPEED.
Across the industry, from biopharmaceutical
and medical device companies to hospital systems
and regulators, everyone is seeking the next big
technological innovation. But our eyes are on
the ultimate prize: to help develop new treatments,
enhance care, improve outcomes, maximize efficiency
and increase value in our data-powered world.
Medidata is helping to combine and amplify
breakthroughs in medical science and artificial
intelligence to realize the promise of precision medicine.
The ability to provide the right treatment to the right
patient at the right time will be transformative
in the way we diagnose and deploy medicines.
Precision medicine is only made possible by collecting
and analyzing massive amounts of data. And that
demands that we adopt a new mindset. To be specific,
three new mindsets.

First is that more and different types of data will need
to be collected to realize the potential for personalized
prescriptions. Rather than learn all we can about a
specific organ or disease state, we need to take a
holistic approach. After all, we are the sum of our
genetics and biomarkers, plus our medical and family
history, our activities of daily life, and our ability
to move, remember and engage with others.
This is what drives Medidata. Our people, experience,
expertise and our next generation of tools will help
provide the evidence and insights to demonstrate
the value of new therapies and devices to regulatory
authorities, medical professionals, patients and insurers.

The second shift in thinking involves the current R&D
model – in place for about 80 years – of attempting to
find the most effective treatment for the greatest
number of patients. But, as we learn more about the
individual both biologically and behaviorally, the more
likely it is that a particular therapy will not be the most
appropriate choice. Our work in Idiopathic Multicentric
Castleman Disease (iMCD), a rare, difficult to diagnose,
life-threatening disorder, illustrates this point. Early
testing to predict treatment response to siltuximab (the
only FDA-approved drug for iMCD) is urgently needed

to inform clinicians about the likelihood of patient
response to therapy, adjust treatments if needed
and identify novel therapeutic targets for siltuximab
non-responders. Medidata partnered with the
Castleman Disease Collaborative Network and used
our proprietary machine-learning algorithms to identify
a protein biomarker that could be used to measure
the likelihood of response soon after beginning therapy.
Starting from an efficacy rate of 19% for siltuximab,
we identified a subset of patients where the efficacy
rate was almost 70%. We helped to create a real source
of hope for patients.

Patients are where we see the third needed change
in mindset: we must place the patient at the center
of our efforts. The patient is as much a partner
in transforming healthcare as drug developers
and medical professionals. That is why Medidata pays
special attention to patient needs and works to ensure
clinical trials are as targeted, efficient and accessible
as possible. With this imperative, Medidata is pioneering
“virtual” trials and “synthetic” controls to speed
the development of new therapeutics and minimize
patient exposure to potentially harmful agents.
Traditionally, clinical trials have required at least
two groups to prove that a treatment is effective.
Each time a patient took the new treatment, another
patient, taking either a placebo or the standard
treatment, was required as the control group.

Today, we are able to compare patients receiving
new treatments with a much smaller control group
by reusing patient data from previous studies.
This predictive modeling is made possible by the
industry’s largest structured, standardized clinical trial
data repository, connected with real world, translational
and other datasets. The ever-growing Medidata
solutions are built upon more than 20,000 trials
and nearly 6 million patients. Medidata’s end-to-end
solution for clinical development is powering the digital
transformation of the life sciences industry, enabling
our partners and customers to turn ideas into
new scientific realities.

Glen de Vries
Co-Founder and Co-CEO of Medidata

THE PATIENT EQUATION,
THE DATA-DRIVEN FUTURE OF
PRECISION MEDICINE AND
THE BUSINESS OF HEALTHCARE (1)

In The Patient Equation,
Glen de Vries sets out his ideas
and strategies for helping
scientists, medical
professionals, policymakers
and patients advance
and accelerate the digital
transformation of the life
sciences. He explains how
biotech, pharmaceutical
and medical device companies
can embrace the data
revolution to deliver faster,

cheaper and more effective
solutions for patients.
With more and diverse forms
of data, precision medicine
can become a reality where
scientific and medical
decisions are enhanced by
algorithms – our individualized
patient equations – to deliver
the right treatment at
the right time.

(1) Available in Summer 2020

34 — WE ARE THERE

2019 Corporate Report — 35

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IMPROVING HEALTHCARE
BY COLLABORATING,
LEARNING
AND PRACTICING
Although medical innovations have considerably
improved people’s health overall, chronic diseases have
never affected so many people. Epidemic crises are
becoming more frequent and brutal. This is why people
working in the healthcare sector need to adopt virtual
platforms to connect, link and share data. By doing so,
they will be able to provide new therapies that take
into account the social and environmental factors
that affect a person’s health. Such platforms will make
it possible to share information between patients,
caregivers‘ practices, funding organizations
and regulatory bodies to increase global knowledge
in the life sciences field. They also will have a role
to play in preventing disease and will make patients
more independent by facilitating treatment at home.
The quality, reliability and extent of a city’s healthcare
infrastructure are central to that city’s appeal.
Smart cities are connecting the virtual and real worlds
and developing sustainable urban solutions to protect
the health of their growing, aging populations,
while also offering a better experience to their citizens.
Currently, a patient’s care pathway is fragmented
between various specialists, resulting in a jumble
of disconnected health services. Participants in
the medical sector will increasingly need to pool their
data to achieve genuine collaborative intelligence.
The experience economy, by putting patients at
the center of value creation, offers a holistic care model
that favors innovation. Since patients are central
to their own care pathways, the right to access
and control their personal data is becoming more vital
than ever. The security and confidentiality of those data
are a priority, and regulations relating to personal
healthcare data will be gradually harmonized
throughout the world. Data anonymization is essential.

The technology will result in new
approaches for pre-symptomatic prevention
and early diagnosis: recent progress in
machine learning, combined with solid
scientific knowledge, has resulted
in prediction models that make use
of imaging and genomics techniques.
These new models can produce personalized
recommendations for patients, taking
into account their individual chances
of developing specific diseases.

High-definition technologies are adding
value in neurosurgery, where brain imaging
is being combined with functional
electrophysiology and perioperative
assessments in the operating theater.
In orthopedics, the patient’s virtual twin
can be used to guide surgical planning
by predicting the result of the operation.
By 2030, 3D printing could be used to make
prescription drugs or new tissue based
on a 3D model of the patient’s organs.
Finally, home care can reduce the risk of
complications arising from hospitalization,
but requires complex infrastructure and
a network that relies on new platforms
capable of collecting patient data, producing
diagnoses, connecting patients with
healthcare professionals and checking
the efficacy of treatments. The Living Heart
project is an excellent example of how
virtual universes will radically improve
the healthcare experience and the major
contribution of virtual twins for monitoring,
understanding, preventing, diagnosing and
maintaining health.

Claire Biot,
Vice President, Life Sciences Industry
Patrick Johnson
Vice President, Research & Technology strategy
Sébastien Massart
Head of Corporate Strategy
Nicolas Pécuchet
Healthcare & Life Sciences Research Manager

10%

of global GDP:
healthcare
expenditures
in 2022
(Source: Deloitte, 2019)

Average annual
growth in healthcare
expenditures in
low-income countries
(Source: WHO, 2018)

71%

People who expect
3D-printed-to-order
organs to have a direct
impact on their health
(Source: Frost & Sullivan, 2014)

INNOVATIVE PROCESSES WITHIN
A STRICT REGULATORY FRAMEWORK

German company B. Braun
is one of the world’s largest
suppliers to the healthcare
sector. It offers a
comprehensive array of
products and services in the
fields of anesthesia, intensive
care, cardiology, surgery and
dialysis, serving healthcare
establishments, pharmacies
and home-care providers.
In 2019, B. Braun decided
to invest in digital solutions
to round out its product range,
as well as improving efficiency,
quality and collaboration in its
supply chain, by adopting the
License to Cure solution based

on the 3DEXPERIENCE
platform. Dassault Systèmes is
working in close collaboration
with TECHNIA, one of the
largest Life Sciences system
integrators worldwide, to
deliver business transformation
to B. Braun. The solution
is allowing the company
to streamline its scientific
and operational processes,
from modeling and simulation
to production, while meeting
exacting quality and regulatory
compliance standards. The
result is to increase the benefits
for patients and medics while
also reducing costs.

36 — WE ARE THERE

2019 Corporate Report — 37

Y
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A
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I
V
K
P

AN ATTRACTIVE AND
SMART DIABETES
MONITORING DEVICE

PKvitality is a French manufacturer
specializing in wearable medical
devices. For diabetes sufferers,
it is developing a smartwatch
that measures their glucose levels
constantly and in a non-invasive way,
and alerts wearers and their loved
ones in the event of a hypo- or
hyperglycemic episode. A patch
applied to the skin every week
measures glucose levels in interstitial
fluid using microneedles.
The smartwatch interprets the signal
sent by the patch, stores and displays
information, and synchronizes
information in the cloud. Alerts are
sent to the patient using vibrations.
This bio-wearable device, developed
and honed using the 3DEXPERIENCE
platform, is a more practical and
totally discreet way for patients
to check their health status.

Y
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O
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A BETTER
QUALITY OF LIFE

In June 2019, Dassault Systèmes
strengthened its partnership with
BioSerenity by taking an equity stake
in the company. BioSerenity, founded
in France in 2014 and already
supported by the 3DEXPERIENCE
Lab, specializes in personalized
healthcare. It is developing wearable
devices comprising textile elements
and discrete sensors that allow
constant heart, epilepsy, urinary
and sleep monitoring. As well as
its medtech business, BioSerenity
also analyzes signals, particularly
biomarkers. Using science data,
the company achieves an in-depth
understanding of patients to devise
a more customized care pathway
through careful, responsible
management of the data. BioSerenity
also operates in the medical field as
a provider of Healthcare as a Service
(HaaS). Through its efforts,
pathologies can be understood
and treated on a more personal level,
with unprecedented efficiency and at
a reasonable cost. Dassault Systèmes
is working in partnership with
BioSerenity as it addresses all its
challenges, particularly in terms of
expanding its presence and adopting
virtual twin technology to design
the most effective and least invasive
devices, to ensure that care pathways
reflect the full diversity of their
patients, and to personalize care in
an affordable way.

S
P
O
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F

FEOPS: PLANNING
AND CUSTOMIZING
HEART
INTERVENTIONS

FEops is a Belgian company that
has developed, with the support
of the 3DEXPERIENCE Lab, the first
and only patient-specific simulation
technology for structural heart
interventions. The solution accurately
predicts how heart devices and
implants will interact with a given
patient. FEops also offers a unique
pre-operative planning platform
for structural heart interventions.
This accessible, upgradable and
automated platform uses artificial
intelligence to help deliver better
clinical results and make procedures
more effective. Anatomical
information about hundreds of real
patients is accessible in the cloud;
this eventually will provide
a way of training medics and create
an environment for clinical trials,
along with a tool for modeling
devices and implants using
a diversified patient group.

38 — WE ARE THERE

2019 Corporate Report — 39

T
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A PROJECT TO SET A NEW STANDARD
FOR INNOVATION

teaching and training, medical device
and drug design, clinical diagnostics
and regulatory science, speeding up
the translation of scientific innovation
into improved care for patients.
Conducting virtual clinical trials will
not only make it possible to identify
risks at an early stage, they also can
define the effective patient population
and provide synthetic control arms
to reduce the need to recruit large
groups of patients.

The same methodology is now being
used for diagnosing and treating
brain disorders and personalized
orthopedic implants. Applying
artificial intelligence and virtual
reality technologies, the mysteries
of the human body are becoming
clearer. The world of medical
innovation is changing forever.

The Living Heart Project, which aims
to simulate the human heart in 3D,
was launched by Dassault Systèmes,
in partnership with the US Food
and Drug Administration, in 2014.
The goal is to develop new testing
paradigms for the insertion,
placement and performance of
cardiovascular devices. The five-year
collaboration delivered on that goal
and was extended for an additional
five years in 2019, with a new target
of using the Living Heart as a partial
replacement for animal and human
testing in clinical trials.

The project is supported by a global
ecosystem, which has expanded
to include more than 130 different
organizations in 24 countries,
representing pharmaceutical
and medical device manufacturers,
cardiologists, teachers, research
organizations and regulatory
agencies. Together, they are
developing and validating
high-precision, customized digital
twins of the human heart, or “virtual
clinics.” They serve as a basis for
in silico cardiovascular medicine,

R
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U
H

HUGH HERR,
BIONIC CLIMBER
AND MIT PROFESSOR (1)

Expert climber Hugh Herr had both legs amputated
at the knee after suffering severe frostbite following
a winter climbing accident. He couldn’t imagine life
without climbing, and so he designed prosthetic
legs that would allow him to pursue his passion.
Each leg contains three miniature computers,
12 sensors and an actuator in the shape
of a tendon, allowing him to dance, jump and,
above all, climb again to the highest standard.

The system was designed with the help
of SOLIDWORKS. But Hugh Herr wanted to go
even further, from prosthetic to bionic limbs.
A biophysicist by training, he is joint head of
the Center for Extreme Bionics at MIT Media Lab,
whose teams invented the AMI (Agonist-
Antagonist Myoneural Interface). The principle
consists of surgically stitching muscles together.
When the agonist muscle is electrically stimulated,
it contracts and pulls on its partner, the antagonist
muscle. The muscle naturally contains biological
sensors that detect this interplay and send a host
of information to the central nervous system,
and so the connection between the brain and
the prosthetic limb is made. The system employs
a pair of AMIs for each robotic joint. Synthetic
proprioceptive sensors on each muscle measure
their properties and send that information
to the computers controlling the bionic limb.
When users guide their phantom limbs using their
brains, their muscles move dynamically and give
the robot the order to move. The brain therefore
controls the robot, and the muscles send
information about the bionic limb’s movements
back to the brain. In this way, mechatronics and
the nervous system become very deeply integrated.

Herr believes that this represents a major inflection
point in history, in which designed objects
can become an integral part of a human being’s
physical identity.

(1) Massachusetts Institute of Technology

This represents a major inflection

point in history, in which designed
objects can become an integral part of
a human being’s physical identity.

40 — WE ARE THERE

2019 Corporate Report — 41

WE
ARE
WHERE…

Because the future
of mobility lies
in designing and
developing new, more
energy efficient and
environmentally friendly
vehicles, because
we must invent new
ways of using transport,
we are there.

42 — WE ARE THERE

2019 Corporate Report — 43

For decades, people saw cars as a way of adding a touch of glamor, liberty, chic
and pizzazz to their everyday lives. Today, some people may be less enamored,
and more likely to associate the automobile with particulate pollution, greenhouse
gas emissions, traffic congestion and noise. To get back its mojo, the automotive
industry needs to reinvent itself. The future will belong to greener mobility,
hybrid and electric cars powered by smart technologies and delivering connected
services. These faster, more precisely guided and safer vehicles need integrated
platforms throughout the development cycle for design, testing and assessment
of autonomous driving. At the same time, business models are shifting away
from vehicle ownership, towards a pay-as-you-go approach. This highly
disruptive change will save raw materials, energy and money, but change
the industry. A whole new mobility ecosystem is taking shape, one that will
transform the experience for drivers and passengers alike.

A car that likes people
Picking up the gauntlet of sustainable mobility, Canoo,
a two-year-old company based in Los Angeles, has
taken a different approach with its next-generation
electric vehicles. Canoo’s value proposition is built
around users: design a car that likes people, rather
than a car that people like. Using a common integrated
platform (encompassing the chassis, the battery and
its management system, the motor, brakes and shock
absorbers) that is shared by all its vehicles, the company
plans to develop a post-SUV vehicle specially designed
for last-mile logistics and a self-driving shuttle.

A complete development process
Autonomy and electricity are the two major
complementary trends that will shape the
cars of the future. NIO, a global enterprise,
has been designing and building a new
generation of electric road cars that have
been delivering superior performance and
unique user experiences since the company
was founded in 2014. The company’s
mission is that electric vehicles will simply
become the natural choice for everyone,
leading to a more sustainable tomorrow.

Not only is Canoo’s product revolutionary, its overall
business model is, too. Canoo vehicles will not be sold,
but rented using a highly flexible subscription plan that
includes mileage, insurance and servicing and can
be canceled at any time. With this pay-as-you-use
concept, rather than full ownership, the business
model shifts towards vehicle sharing and the car-as-a-
service. The software industry has already shown that
this approach can be successful: embracing the SaaS
(Software as a Service) model increases value for both
developers and users.

To achieve its goals, Canoo needs a unified data model,
and the cloud-based 3DEXPERIENCE platform provides
it, with low entry costs and very rapid deployment
times. The platform is always available and accessible
by all of Canoo’s business partners around the world.
That includes designers, product analysts and supply
chain managers. The user experience can be tested using
virtual reality, creating a highly realistic environment.

What’s more, the model can be used across the
enterprise’s entire ecosystem. And since the various
vehicle components are manufactured in suppliers’
factories, the cloud infrastructure is even more crucial.

Right from the start, NIO was committed
to expanding its global reach and needed
a strong technology platform to support
its growth and to orchestrate more than
10 development and manufacturing

FIA ADOPTS
3DEXPERIENCE

The FIA, the governing body
for world motor sport, has decided
to use the 3DEXPERIENCE platform
in the cloud so that it can interact
more seamlessly with constructors
competing in one of its World
Championship. To improve and
facilitate compliance checks
on vehicles taking part in its events,
the FIA’s goal was to carry them out
using CAD data. Since carmakers use
different design systems, the data
are provided in a neutral format
that the 3DEXPERIENCE platform
can interpret.

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44 — WE ARE THERE

2019 Corporate Report — 45

SPARKCHARGE,
THE SOLUTION TO
OVERCOME BATTERY
FAILURE

Most regions of the world have good
coverage with gas stations, reducing
the risk of running out of gas. But it’s
a whole different ball game for
electric vehicles. Rather than towing
away an electric vehicle with a low
battery, a roadside assistance service
provider can now use SparkCharge’s
mobile charging unit. In less
than 20 minutes, SparkCharge can
recharge an electric vehicle that
has run out of power sufficiently
to get it back on the road and drive
the last few kilometers to its
destination. For this ground-breaking
product, SparkCharge relied
on Dassault Systèmes solutions
to optimize every stage of design,
engineering, prototyping,
manufacturing and marketing.

GLOBAL CONNECTED
CAR MARKET

17%

annual growth rate

US$63

billion in 2017

US$225

billion by 2025*

Semiconductor companies have a key role
to play in this value chain and are now
working hand in hand with carmakers
to produce reliable vehicles. As systems
become more complex, innovation
platforms help systems architects simplify
project management, while ensuring
end-to-end traceability and reducing
development risk, time and costs.

Each stage in a project can now be
effectively evaluated, from the original
system requirements through to the
detailed hardware and software delivered
in the vehicle. Manufacturers are using
virtual models and simulation to run
hundreds of virtual tests. These virtual
prototypes are capable of replacing costly
physical testing and enabling design
and engineering teams to analyze all of
the electromagnetic, fluids and structural
physics to achieve the overall optimal
design, faster. A shared platform helps
all stakeholders to detect and remedy
inconsistencies and issues, and meet
required quality and safety standards.

With vehicles providing growing levels
of autonomy, quality and compliance are
key challenges that the 3DEXPERIENCE
platform helps to meet.

The 3DEXPERIENCE platform

of Dassault Systèmes, and
the integration of CST Studio Suite
electromagnetic simulation
technology on the platform, is a huge
step toward improving communication
between design and engineering
teams. Modeling and simulation
on the platform facilitate true
multiphysics-based design.
When you have up-to-date
information, a single model and access
to the right combination of tools,
you can collaboratively perform virtual
testing to optimize antennas
for mechanical, thermal and, yes,
even electromagnetic performance,
simultaneously.

Marc Rutschlin
Strategic Planning Specialist,
High-Tech Industry, SIMULIA brand
of Dassault Systèmes

facilities, including in Shanghai, Beijing, San Jose
(California), Munich and London. NIO selected
3DEXPERIENCE as its enterprise R&D platform. Its
engineers in China, Germany and the United States can
perform development tasks collaboratively, despite the
distance between them. They also gain rapid access to
all vehicle data at any time, while checking integration
and changes proposed by teams working on other
sub-systems. Business partners and suppliers located
in Sweden and India can also access the same data.
What matters most to NIO is time to move from concept
to product launch, staying ahead of the competition.
With the ability for many teams to collaborate
on the platform to quickly iterate product designs,
NIO speeds up the entire development cycle; it only
took NIO three years to develop a car from scratch
in these conditions. NIO uses the platform to manage
the entire product development process: definition,
specifications, initial nomenclature, technical design in
3D and 2D, technical adjustments and shared
functionality, as well as the interface with the
downstream ERP information system. The continuous
information flow carries through into manufacturing
operations, including final assembly and logistics, via
the virtual factory managed by the DELMIA solution.

Learning machines
Semi-autonomous vehicles have a bright future, and
modeling their performance at every stage is crucial
when engineering their cyber-systems, which will
determine decision-making and interactions with their
environment. Cars need to travel billions of kilometers
virtually before they can be considered safe.

Autonomous connected vehicles are machines
that can learn. They learn about their passengers
and their environment – like roads, traffic systems
and other vehicles – by using their sensors and
software. Intelligent systems connected by the cloud
enable new services such as journey sharing, giving
the mobility ecosystem the chance to grow and
diversify its business. Smart mobility requires a great
deal of data to fuel new services, all of them powered
by high-performance computing. 5G technology can
potentially deliver the coverage, speed and latency that
mobility systems require to achieve appropriate levels
of responsiveness and, thus, safety.

* Source: Allied Market Research.
The figures include technology (2G, 3G and 4G/LTE),
connectivity solutions and services, such as driver assistance.

46 — WE ARE THERE

2019 Corporate Report — 47

A new kind of flying machine
Helping people get around cities is a challenge
for manufacturers interested in urban air mobility.
Growing urban populations and the increasing
size of cities around the world will inevitably cause
traffic congestion problems. One solution is to develop
safe, affordable, and accessible air travel in the urban
context. Bell has developed the Nexus 4EX, a four-rotor
all-electric air taxi with a range of around 100 km
(60 miles), designed for use in cities. One of the
challenges facing Bell is to gain regulatory authorization
for this new type of urban flying machine, which
needs to integrate and interconnect with a dense
transport system.

As a result, manufacturers must work
with politicians, local government teams
and urban planners to help define
the infrastructure required to develop urban
air mobility. Gaining acceptance among the
public will be another significant challenge.
Although Bell’s eventual aim is for the
Nexus to be fully autonomous, a pilot will
be required in the early days to gain
the public‘s trust. Bell is more than just
an aerospace company; it wants to be
a provider of mobility services that form
an integral part of a comprehensive,
multimodal urban transport ecosystem.

Infrastructure is another issue: landing areas,
for example on the rooftops of buildings, will also need
to be certified for a specific category of aircraft.

By developing its Bell AerOS cloud-based
solution, the company will be able
to respond rapidly to the needs of
city-dwellers by managing the maintenance,
monitoring vehicle health, and scheduling
the fleet. Bell is a long-standing user
of Dassault Systèmes’ solutions and
technology, which play a key role when
it is designing, developing and making its
innovative products. As well as design
solutions, simulation is now a vital tool
for Bell; it is crucial for modeling the system
of systems that is urban mobility, and for
showing partners, urban planners and local
politicians what it will look like in the future.
It is an essential tool for communicating
ideas and getting others to buy into them.

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As well as design solutions, simulation is now a vital

tool for Bell; it is crucial for modeling the system
of systems that is urban mobility, and for showing
partners, urban planners and local politicians what it will
look like in the future.

NEXUS 4EX
4 electrically powered rotors
Capacity: 5 passengers
(in autonomous flight mode)
Range: 97 km (60 miles)
Mass: 3,175 kg (7,000 lbs)
Cruising speed:
241 km/h (150 mph)
Maximum footprint:
12 m x 12 m (40 ft x 40 ft)

48 — WE ARE THERE

2019 Corporate Report — 49

M
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The space industry has long remained a niche market,

but is seeing an industrial renaissance similar to that of civil
aviation, an industry in which Dassault Systèmes started, won
its first customers and has undisputed credibility. In the space
industry, as in aviation, product complexity must be managed
over the long term: a satellite remains in orbit for around
15 years and cannot be brought back to Earth for modification.
As a result, it’s vital to define concepts in advance, and to be
able to assess all design alternatives and then adjust
the parameters of the initial brief. So we need to address
the additional engineering requirements and adjust production
systems at the same time. Since the satellite market
is growing very rapidly, particularly for mega-constellations,
we are moving from a cottage industry to mass production.

In 10 years’ time there will be 50,000 satellites in orbit,
10 times the figure today. Earth itself, and all the journeys
taking place on it, along with all connected objects,
will be constantly monitored. Space will complement 5G
technology. An autonomous car will use 5G in town, but will
need satellites in areas with no 5G coverage. This is a major
change that requires a new paradigm, and not just in the space
industry. As well as the skills to develop and build a
constellation of satellites, you now need to be able to model
and simulate the behavior of an aircraft, car or boat within
the ecosystem (a system of systems), particularly for
communication purposes. You need to not only define the
functional architecture of that system of systems, but also
show that it works. Whether you’re talking about air traffic
control, autonomous driving or urban mobility, fundamental
changes are happening. Our technology, particularly that
which based on CATIA Cybersystems, is up to the challenge.

David Ziegler
Vice President,
Aerospace & Defense Industry,
Dassault Systèmes

50 — WE ARE THERE

Improving the life and capabilities of satellites
ThrustMe is once again going in an innovative direction
compared to the rest of the space industry, and could
be showing the way forward. Co-founded in France
by Ane Aanesland – who obtained her doctoral degree
in plasma physics from the Arctic University of Norway,
the world’s most northerly university – this startup now
employs around 20 people of 14 nationalities, of whom
30% are women. ThrustMe’s employees include specialists
in diverse disciplines – from plasma physics and aerospace
engineering to analog and digital electronics, chemistry,
fluid dynamics – and they have solid simulation and
experimentation skills, combining the two approaches in
order to test prototype systems quickly in their laboratory.
Particles in cell and fluid simulations, together with thermal,
vibration and impact simulations, are carried out before
and during experimental testing.

ThrustMe is a response to market demand for small satellites
that can be organized into constellations ranging from
the tens to the hundreds and even the thousands of units.
The satellites, which have a low orbit just above 300 km
(186 miles) above the Earth, last for only a few months
before a natural decay. ThrustMe’s aim is to extend
their lifespan by giving them propulsive drag compensation;
or, for those that have higher orbits, to ensure that
they de-orbit after the mission.

More sophisticated missions require significant orbital
changes, phasing or inclination changes. For any of these
maneuvers in space, propulsion is primordial. ThrustMe’s
breakthrough innovations lay in the use of solid propellant
for propulsion systems that classically use pressurized gases.
It marries traditional space technologies with new,
innovative solutions to address the market need for smaller,
yet high-performing and safe, systems.

4,000

satellites are
currently in orbit
around the Earth

From 10,000 to
50,000

satellites are expected
to be launched
in the next 10 years

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SIMULATION IS PROPELLING
INNOVATION

Spacecraft, satellites and planetary exploration
vehicles are complex systems in which there
is no room for error. Since testing opportunities
are limited, precise virtual simulations are
needed to ensure that a product can do its job
throughout its lifetime. To predict accurately
how a system will respond, companies need to
simulate interactions between various physical
models using the principles of aerodynamics,
electromagnetism and solid mechanics,
combined with dynamic, thermo-structural,
kinetic, noise, vibration and docking analyses.
Dassault Systèmes brings this all together
by integrating 3D modeling and SIMULIA
multiphysics simulation on the 3DEXPERIENCE
platform, allowing the collaborative
development of advanced space systems.

2019 Corporate Report — 51

WE
ARE
WHERE…

52 — WE ARE THERE

2019 Corporate Report — 53

Because our planet is
sending distress signals,
because the idea of
a more sustainable form
of development is starting
to take hold, because
we need more imagination
and innovation in our
sciences, standard
practices and business
models, we are there.

Inventing new ways of producing and consuming is vitally
important. Currently, manufacturers focus on efficiency,
but their attention is shifting towards sustainability. Producers
that fail to align themselves with sustainability objectives will
find that their products and services fall below their customers’
expectations, and they will struggle to find a market for them.

By testing ideas, products and experiences virtually before
offering them in the real world, producers can find new,
respectful ways of operating. In this way, virtual universes
are catalysts for change, connecting and contextualizing
the exponentially growing volume of data. Only the digital
world provides a suitable platform for the observations
and decisions needed to devise new methods of production.
Therefore, using virtual technology increases efficiency
in the real world.

Sustainable manufacturing Hackathon
To demonstrate the power of virtual worlds
to make manufacturing more sustainable,
20 students from around the world and
from various academic disciplines came
together for the first-ever Dassault Systèmes
Hackathon focused on sustainable
manufacturing solutions.

Four teams with five students each used
the 3DEXPERIENCE platform; they worked,
innovated and collaborated intensively over
48 hours before presenting and discussing
the fruits of their labor. The yellow team
focused on recycling plastic waste found
in ocean gyres. Their concept was for
autonomous boats to collect the plastic,
which would be recycled to build houses
using additive manufacturing. The recovered
plastic also would be used to make water
collection systems: plastic nets resembling
spider webs would be used to condense
morning mists into water droplets. The
green team designed a “sunflower-factory”
in which nature and technology would work
in synergy.

This factory of the future would use biomimetics
– using elements of nature to solve complex human
problems – to adapt to its environment. Like a
sunflower, the factory would absorb sunlight and blend
in with nature, a self-sufficient ecosystem powered by
its environment. The blue team’s main goal was
to create a healthy environment within a factory.
With large windows and solar panels on the rooftop,
the factory would contain green spaces in which
employees could relax. Its second aim was intelligent
resource synchronization: process sequencing,
self-guided vehicles, automatic storage and retrieval
systems, and robots that collaborate with humans.
The red team, which won the Hackathon, proposed
a way in which various companies in the same area
could collaborate and share resources. Employee
well-being would be improved through access to
a nursery and fitness center, as part of a post-modern
industrial complex. The approach would also enhance
the manufacturing process itself through the sharing
of skills and the pooling of certain technical services.
By integrating the supply chain, carrying out joint
operations, and sharing logistics facilities, storage costs
could be reduced and production capacity increased.

54 — WE ARE THERE

2019 Corporate Report — 55

Less waste for the planet and its inhabitants
Amcor has more than 35,000 employees across
200 production sites worldwide. This 150-year-old
company designs and manufactures a wide variety
of packaging for the food and beverage industry,
healthcare, homewares and personal care industries.
As one of the leading manufacturers of plastic
containers, Amcor is continually seeking ways to
reduce the amount of material used in bottles, while
keeping them strong and cost-effective to produce.

Throughout the process of designing a container,
engineers use simulation to identify areas of strain,
which indicate potential points of failure, helping
them create lightweight, optimized designs. Reducing
the amount of material by one gram or even half
a gram in each of the billions of containers that
Amcor and its customers produce annually represents
considerable cumulative savings. Amcor’s customers
enjoy lower production and transportation costs and
reduced risk of product failure, while the planet
and its inhabitants benefit from less waste in landfills.
When designing its products, Amcor Rigid Plastic’s
R&D teams use advanced digital engineering
techniques enabled with CATIA, SIMULIA Abaqus
and other Dassault Systèmes solutions, allowing them
to move from concept to production in the space of just
a few months.

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To help clients hit their sustainability targets by using AI
to transform their manufacturing activities, Dassault Systèmes
has adopted an approach based on the “three Ps” of sustainability:
people, planet and profit. Concerning people, to train future
generations, we need to transfer knowledge and expertise from
today’s employees and devise technology to create experiences
that foster innovation, to build a more sustainable future.
Companies need to adapt to digital technology and make their
employees more autonomous. This goal can be achieved using
multidisciplinary lifelong learning approaches, combining
classroom study and practical work. With AI, augmented reality,
and virtual reality, knowledge can be imparted more quickly
and at the right time, making learning more intuitive.

Greater overall operational efficiency is good for the planet,
the second P. By implementing lean practices throughout a
product’s lifecycle, companies can minimize their environmental
footprint. The aim is to assess, streamline and improve all
operations: product design, engineering, the production process
and the supply chain. Eliminating waste, unnecessary product
movements, overstocking, errors and quality problems requires AI
that is capable of learning. This technology is also proving its worth
by reducing energy consumption: for example, smart grids that
connect producers with consumers and predict consumption peaks
help to optimize operations in real time. The third P – profit –
involves replacing supply chains with global value networks
in which industrial partners join forces, redefining the way
they contribute to attaining common goals. AI-based collaborative
digital platforms allow companies to deliver sustainable, unique
and outstanding experiences. AI systems can process data
at lightning speed, assessing millions of potential scenarios.
They allow companies to coordinate all of their stakeholders
in a more efficient and agile way. Thus, companies can capture,
standardize and analyze data to assess the environmental
and social impacts of a given commercial activity, and define
the key issues to ensure informed decision-making.

Morgan Zimmermann
CEO of NETVIBES-EXALEAD,
a brand of Dassault Systèmes

56 — WE ARE THERE

2019 Corporate Report — 57

18%

Reducing weight
from 44 grams
to 36 grams

US$15.7

billion (€14.7 billion):
the potential contribution
of AI by 2030,
according to PwC

XSun’s main challenge is to optimize a complex system
and find the best trade-offs in terms of structural
requirements, footprint, position and internal volume.

Inevitably, assessing these constraints involves a large
amount of cross-discipline work and requires digital
collaboration, design and simulation tools. The platform
makes it possible to analyze how the drone’s
aerodynamics are affected when one of its elements is
adjusted. Because the 3DEXPERIENCE platform enables
XSun’s engineers to perform the full set of simulations
as soon as the overall design is ready, they can quickly
see how different design options affect the whole
in structural and spatial terms.

Protecting fauna and flora
French startup XSun is designing and
developing an energy-independent solar
drone system that can make its own
decisions. Its first product is revolutionary:
a drone with double wings that are not
stacked, as in a biplane, but arranged side
by side to increase the surface area for
photovoltaic cells and ensure optimal flight
performance. Boosted by support from
the 3DEXPERIENCE Lab, XSun adopted
the 3DEXPERIENCE platform on the cloud,
allowing its teams to collaborate effectively
when designing, simulating and testing
the drone. This flying machine has potential
applications in numerous areas; land and sea
observation, protection of fauna and flora,
monitoring of atmospheric pollutants,
defense and security applications as part
of border and maritime surveillance,
and checks on linear infrastructure,
including roads and oil and gas pipelines.

hour flight time for
the SolarXOne drone,
rising to 20 hours
depending on the
time of take-off

The changing role of engineers in the energy sector
Cross-discipline communication also is accelerating
in the nuclear industry. To support the industry’s
transformation, Électricité de France (EDF) established
the Switch program, to streamline and coordinate
the design, construction, maintenance and
decommissioning of a power plant.

Throughout a plant’s lifecycle, the program allows
millions of pieces of data to be organized, shared
and used by all industry participants in a simple and
safe way, optimizing, harmonizing and digitalizing
all engineering processes. Virtual twins will exist
alongside each power plant. Switch will also integrate
data that is reliable, secure and available in real time.

With these new, digital capabilities, new, more
dynamic work methods are appearing. The entire
industry is in flux and reinventing itself around digital
technology to become more efficient, competitive
and collaborative. As a result, the role of the engineer
is changing. To accelerate this transformation,
EDF has chosen the 3DEXPERIENCE platform
as its operating model.

Transforming our
business involves interacting
with our ecosystem,
i.e. with all of the actors:
industrialists, experts,
and engineers… who work
with us. We want to rethink
our processes, the way
we do things and the way
we interact around the virtual
twin of our equipment/plant.

Bruno Lièvre
Head of the Switch
digital transformation
program, EDF

58 — WE ARE THERE

2019 Corporate Report — 59

Participants in the blue economy take action
In December 2019, as part of the 15th “Assises de
l’économie de la mer” (economy of the sea conference),
participants in the maritime industry launched
a coalition in favor of ecological and energy transition,
strongly encouraged by French President Emmanuel
Macron and supported in his opening address to
the conference. Frédéric Moncany de Saint-Aignan,
chairman of the French Maritime Cluster behind
the initiative – which is being led in partnership with
ADEME (French environment and energy conservation
agency) – formally announced the coalition, of which
Dassault Systèmes is a founding partner: “Participants
in the blue economy are today announcing a Coalition
to speed up the maritime industry’s ecological and
energy transition. From 2020, a digital platform will
allow partners to work together in order to develop
solutions more quickly and deploy them widely [...]
making the French maritime industry a leading player
in social responsibility and ecological transition.”

The Coalition will initially produce an overview, which
is currently lacking, of objectives, needs, technologies,
participants and key data, and create an IT system to
help with decision-making. This will allow the cluster’s
partners and all members of its ecosystem to work
on maritime energy-use models, based on ambitious
industrial projects and common R&D programs aimed

at protecting human health and
biodiversity and combating climate change.
By involving the whole value chain and
other sectors of the economy, these much-
needed paradigm shifts and the solutions
identified will transform the marine
industry, ensuring that its products and
activities are in harmony with nature and
life. This ambition fits with that of Dassault
Systèmes, which wants to contribute and
put the 3DEXPERIENCE platform at the
heart of the work done by the Coalition,
of which it is a member alongside many
of its customers including Bureau Veritas,
EDF and Naval Group.

Alexandre Tew Kaï, Vice President Marine
& Offshore at Dassault Systèmes, said:
“Improving collaboration between all
industry players – from various sectors
such as maritime, logistics, energy and
insurance – is vital in enabling the Coalition
to share the same view of existing data and

to identify, validate and develop solutions
together. Dassault Systèmes is working
alongside the Coalition’s members to
accelerate those synergies by making the
3DEXPERIENCE platform available to them.
The platform allows users to organize
working groups and deliverables, manage
schedules efficiently and guide decisions
using data and data analysis techniques
based on a single, common database, along
with virtual twins that will allow the
Coalition to test its scenarios. Dassault
Systèmes is also contributing its experience
and ability to mobilize expertise and
know-how in 11 different industries
(including automotive and aerospace but
also life sciences), allowing the Coalition to
draw inspiration from current best practices
in those industries. Finally, we want to
raise France’s international profile,
particularly with respect to the United
Nations, which is preparing a declaration
on energy transition in the maritime
industry, and in the work being jointly led
by the Global Maritime Forum and the World
Economic Forum through the “Getting to
Zero Coalition”, with which the Coalition
has signed a partnership agreement.”

LA FONDATION
DASSAULT SYSTÈMES:
COMMITTED
TO THE OCEAN

La Fondation Dassault Systèmes
is working with France’s Ministry
of Education, Onisep, Canopé and
Ifremer (France’s national institute for
ocean science) on the Mission Océan
project, an educational experience
for high school students that uses
3D and virtual reality technology.
The project was launched in 2019
in southern France, and will be rolled
out across the country in 2021 to
coincide with the start of the United
Nations Decade for Ocean Sciences.

The aim is to enable students to
discover the oceans, explore potential
careers, use the expertise of industry
and research professionals and devise
projects that help protect the oceans.

Mission Océan will give students
an alternative way of learning, using
new methods made possible by 3D
and virtual technology, that allows
them to discover their own power
to influence the environment and
encourages them to think about
their future education and careers.

LIST OF PARTNERS

Associations and federations: Association française pour
l’hydrogène et les piles à combustible | Armateurs de France |
Club Croisière de Marseille | Fédération française des pilotes
maritimes | France Filière Pêche | Groupement des Industries
de Construction et Activités navales | Association française
du Gaz – Plateforme GNL | Union française de l’Électricité |
Union nationale des industries de la manutention portuaire |
Union des Ports de France

Research institutes: CEA | CNES | Ifremer | Météo France |
Shom

Business clusters: Pôle Mer Bretagne Atlantique
& Pôle Mer Méditerranée

Partner and joint leader of the project: Ecosys Group

60 — WE ARE THERE

2019 Corporate Report — 61

Industrial groups innovating with the first 3D
classification process
Bureau Veritas, Naval Group and Dassault Systèmes
have joined forces to invent 3D classification, based
on the 3DEXPERIENCE platform. The aim is to reduce
the time and cost involved in reviewing new vessel
designs and to improve data accuracy and traceability
using digital continuity. To ensure that vessels comply
with safety and environmental regulations before they
take to the water, their designs and production facilities
are tested, inspected and certified by independent
classification companies such as Bureau Veritas,
the world leader in this area.

To improve on the standard vessel classification
process, which is based on 2D plans, Bureau Veritas,
Naval Group and Dassault Systèmes decided to find
innovative ways of collaborating in order to become
more competitive in their respective areas. This resulted
in them being the first to apply a 3D classification
process to a top-level military vessel – a defense
and intervention frigate – for the French Navy.
The process was developed using the 3DEXPERIENCE
platform, and uses a single 3D model that allows digital
information to be exchanged, improves collaboration
and reduces the number of iterations needed
in the design review process in order to achieve
classification. All comments and iterations can be
tracked, taken into account and revised in real time.

A major step forward
The collaborative project combines the expertise
of Bureau Veritas in ship classification, of Naval Group
in designing and building military vessels at the leading
edge of technology, and of Dassault Systèmes
in 3D design software, 3D digital mock-up solutions
and lifecycle management. The 3D model integrates
completely with the Bureau Veritas suite of modeling
and calculation software. The collaboration represents
a major step forward in modeling in relation to the ship
classification calculations performed during naval
defense design and construction, and in the marine
industry’s digital transformation.

THE PARTNERS

• Naval Group is a leading European
player in naval defense. It designs,
produces and maintains surface ships
and submarines for the navies
of France and other countries.
• Bureau Veritas is a world leader
in testing, inspection and certification
services, employing 77,000 people
in more than 1,500 offices
and laboratories across the globe.
Bureau Veritas helps its clients
improve their performance
by offering innovative solutions
to ensure that their assets, products,
infrastructure and processes comply
with standards and regulations.

62 — WE ARE THERE

2019 Corporate Report — 63

WE
ARE
WHERE…

Because we are going
through a revolution
that requires us
to look beyond
functional and
technical aspects,
because the virtual
twin experience
allows us to
understand and take
action more quickly,
respectfully and
collaboratively,
we are there.

64 — WE ARE THERE

2019 Corporate Report — 65

For Patrick Jouin, complex shapes suggested
technology can produce a burst of emotion.
The French designer has developed a new
foldable chair concept, Tamu, that is light
and 3D-printed. Anne Asensio, Vice President
of Design Experience at Dassault Systèmes,
interviews Jouin.

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_ Anne Asensio: When faced with new technologies,
designers are sometimes reluctant to change their
habits, to “let go,” and the idea of relearning everything
they thought they knew is hard for them to accept.
You’re not one of them.

_ Patrick Jouin: That’s right, because when I realized
the possibilities of 3D printing, it opened up a world
of opportunity for me. Once you start down that path,
there’s no going back. When we made our first
3D-modeled chair using SOLIDWORKS, we were
amazed, even though there was no generative design
at the time.

_ A. A.: When we first met, some time after you made
that first chair, I suggested you try combining concept
development, design and simulation within the
3DEXPERIENCE platform, which includes generative
design. How did it go for you?

_ P. J.: At the start of the Tamu project, there was just
a sketch and the idea that the chair should fold, like
a piece of origami. Next came the idea of a fabric
or skin that we could fold so that it wouldn’t take up
space. At the same time, we had to ensure the chair’s
tensegrity so that it would stand up. The machine-
driven process also factors in the weight of the person
sitting on the chair.

_ A. A.: Actually, there is no machine,
just people operating the software.
This is another area in which you had
to break away from your usual practices:
accepting that others could come up with
new solutions to meet your requirements,
for example, by taking a scientific approach.
That inclusive process, combining man
and machine and adding a community
component, is new. It’s a form of
collaboration that could herald a new era,
a new style, a new language.

_ P. J.: The idea of combining form and
function also seems key to me. By using
a very light mesh, we made the chair highly
ergonomic and comfortable to sit on,
because it molds to the body. We used
an optimization system so that the chair
was as transparent and light as possible.
We were able to generate a material that
was impossible to model a few years ago.
It used to be too complex; we could imagine
it but not make it real. That’s all changed
now. We are also using all of this software-
based intelligence to improve the way
the chair is made, from selecting
the material to 3D printing. The approach
involves a complex triangular system.
The result is an expression of the software’s
hidden beauty. When we devised
the concept for this chair, we built on
thousands of years of human intelligence.
Every time I put my pencil on a sheet of
paper, I’m perpetuating that intelligence,
like all designers do.

We can now generate

a material that was
impossible to model a few
years ago. It used to be too
complex; we could imagine
it but not make it real.
That’s all changed now.

66 — WE ARE THERE

2019 Corporate Report — 67

During Milan Design
Week 2019, Morphosis
Architects created an
immersive installation.

The installation used projection and augmented reality
to provide insight into how the firm approached design
problems with advanced software platforms. One of
the best opportunities for use of this technology is in
the development of complex façade systems. The façade
panels that Morphosis employs in many of its designs
are perfectly controlled to conserve material costs, balance
shading and views, and allow for easy constructability.
In the installation, the firm also carefully designed the
panels for the projections to create a unique viewing
experience; the rotating panels produced random
alignments, and people become key participants
in the installation by interacting with it, giving
it meaning and making it desirable.

Three projects and three geometric systems were
presented: the modular pre-cast concrete façade of
the Perot Museum of Nature and Science (Dallas),
the fiber-reinforced polymer brise-soleil units of the Kolon
One & Only Tower (Seoul), and the iridescent,
robotically punched anodized façade of the Bloomberg
Center (New York City). The installation as a whole aimed
to help people understand the way that data, concept
and technology work together at different levels
to achieve the goals of a project.

Architecture is a discipline that is now shifting into
a much more virtual space: when Morphosis designs
a building, it spends several months developing a virtual
model, virtual systems and virtual mockups that can
be subject to tests and simulations to observe how the
building will perform when built. Virtual and augmented
reality are used to explore users’ experience as they
interact with the future space, not just on a screen but in
a simulation of the space itself. The firm’s model shows
how digital tools can factor in the way in which people
experience geometry, moving from the virtual to
the physical. The installation also looks at how materials
interact, how research can be used to address
the constraints of a project and how the younger
generation of architects is making a difference.

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Permanent dialogue
Morphosis Architects has a team of 70 people,
including architects, designers and advanced technology
specialists, as well as an in-house fabrication workshop
called X-Tech that works with the Morphosis team
to develop prototypes, test materials and undertake
smaller-scale fabrication jobs. They operate a small
manufacturing facility with both digital and analog
production equipment, and they support all of the
firm’s design teams.

The research studio also is involved in prototyping
and studying materials. It recently worked with a tile
manufacturer to make a series of geometric tiles,
designed using CATIA, which were then prototyped
by a manufacturer in the United States. Morphosis is
interested in pushing back the limitations of materials,
working closely with its suppliers.

There is a permanent dialogue between designers
and manufacturers. The process involves many
iterations between digital design, modeling and
simulation, and a continuous dialogue between design
teams, researchers and suppliers. In the same way,
virtual simulation and testing with a 3D printer
– a technology that the firm first adopted in 1999 –
are combined. The firm now is employing these
innovations in the curving ceramic façade of
the Orange County Museum of Art, currently
under construction in Costa Mesa, California.

The next generation of architects
The Morphosis team consists of people from all over
the world. The firm employs many interns and has
a facility that provides training in both architecture
and production, based on its view that the fabrication
process cannot be separated from the design process.
Many members of the team, including the firm’s
founder Thom Mayne, also hold teaching positions
at nearby architecture colleges, and the firm as a whole
is committed to working with universities to bring
through the next generation of architects. In a recent
one-day workshop led by Morphosis Director of Design
Technology Kerenza Harris, students were tasked
to design the first city on the planet Mars, using many
CATIA tools including the Imagine & Shape solution.
Students could play around with the city’s design on
various scales, and think about the city as a system
of smaller components. They also created a narrative
as well as virtual and augmented reality visualizations
to share their ideas.

MORPHOSIS,
PLAYING
WITH GRAVITY

Morphosis Architects was founded
by Thom Mayne in 1972. The firm’s
work is known as much for its highly
sustainable buildings as for complex
architectural forms – twisting,
constraining, moving, shifting and
disrupting components in a building in
order to produce a kind of architecture
that fights against gravity or plays
with it, instead of simply submitting
to it. Fractured spaces, oblique walls
and architectural elements that appear
suspended are common features
of its work, which can be found
in the Americas, Europe and Asia.
Thom Mayne received the Pritzker
Prize, the world’s greatest distinction
in architecture, in 2005.

68 — WE ARE THERE

2019 Corporate Report — 69

German household appliance group Miele‘s
Design Center is in charge of the group‘s user
and brand experience: it seeks to design
the best experience and product design
for its customers as well as enhance
the way they interact with its products.

the process by designing the experience
using virtual 3D systems like those used
in product design.

A project to demonstrate this new approach
to experience design focused on a Miele
robot vacuum. Today, when developing
a product, it is possible to define
the product experience and create virtual
prototypes, or digital twins, factoring in the
product‘s services, behavior and interactions
to limit the risk of errors, facilitate decision-
making and reduce costs.

When Miele, the manufacturer of premium domestic
appliances, wanted to review and extend its traditional
product design methods to incorporate experience
design, it used Dassault Systèmes‘ Design Studio to
transform the process of creating the Miele experience.
Creating a brand experience consists of defining and
developing the user‘s experience of the brand‘s products
within their natural environment: the household itself.
This could not be replaced by a laboratory or a test
stand. Today, the desired experience and services are
defined using a “design thinking” method. This
involves producing usage scenarios taking various
visual forms that can be shared with others, such as
storyboards and animated films, to forge agreement
among the project‘s stakeholders.

However, producing these media and adjusting them
for each iteration of the project is very time-consuming.
In addition, they are not interactive and so do not
allow all usage variants to be tested during project
reviews or user testing. The aim is to adopt new tools
in the upstream discussion phase and to transform

That’s the first time we
bring things out of the virtual
environment directly to
the real user to interact with.

Andreas Enslin
Miele Design Center Director

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Once cut, diamonds are the essence of purity.
But getting them out of the ground involves
the same noise, dust and risk of accidents
as those found in any other mine, whether
underground or open-pit.

The experience starts with a bird’s-eye view of
the processing plant in operation, and visitors then can
explore each building in detail. By selecting a building,
the visitor can zoom in and see what is happening
inside, with a particular focus on the machinery.
Visitors can find out contextual information about each
machine, and sectional views are available for some
machines. An immersive 360° video experience also
gives an idea of the mine’s sheer scale. During the tour,
visitors can select various video sequences to make
them feel like they are actually present within
this world, with each scene – featuring spatial audio
effects – depicting different situations. Huge vehicles,
enormous machines and spectacular blasting operations
give visitors a genuine feel for how a mine works,
without the drawbacks or risks. Debswana also
is planning to upgrade and reuse the initial model
to train its staff and to carry out real-time supervision
of the plant and mine.

This is why Debswana – a joint venture
between De Beers and the government
of Botswana, the world’s largest diamond
producer – wanted to offer visitors
a realistic virtual tour of its Jwaneng mine
and associated processing plant. Virtual
tours avoid the issues that arise with
real-world tours, which require adjusted
safety rules in the presence of visitors,
a one hour visitor safety briefing, attendance
by engineers to provide explanations,
3-4 hours of walking in a hot, noisy
and dusty environment and, although
controlled, the real risks associated with
any industrial site or mine. The 3DEXCITE
solution, based on the 3DEXPERIENCE
platform, allows Debswana to design
virtual tours, maintaining a sense of the
mine’s huge scale while also educating
visitors about its processes and facilities.

The virtual 3D tour is an enhanced
interactive experience: visitors can move
around the mine and learn detailed
information about the mining process.
The 3D rendering produces a simplified
visual presentation, making the process
easier to understand by removing
unimportant details.

70 — WE ARE THERE

2019 Corporate Report — 71

Sunreef Yachts’ high-end
catamarans are created for
demanding clients who
expect the highest standards
of design, safety and luxury.

Its customized yachts combine bold design,
energy efficiency, reliability and high
performance. The company uses
SOLIDWORKS to create the entire design
and SIMULIA XFlow to simulate and check
the boats’ seaworthiness before the design
is finalized. SIMULIA XFlow tests the yacht’s
aerodynamics and hydrodynamics, allowing
the designers to calculate the power required
to propel it at different speeds and in various
sea conditions; this determines the engine,
propeller and sail design.

New, unconventional shapes can be created
and simulated, unleashing the marine
architects’ powers of innovation. They
can test unusual hull designs and various
stabilizing methods to generate a whole
new aesthetic.

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72 — WE ARE THERE

2019 Corporate Report — 73

SUNREEF YACHTS
LUXURY CATAMARANS

Sunreef Yachts was founded in 2002, with the aim of creating a whole new market segment of luxury
catamarans for private clients. The young company’s approach immediately appealed to many yacht
owners, because a multihull is more stable and offers more spacious living space than a narrower, longer
single-hull vessel. A catamaran also has greater range, because there is less friction between the hull
and the water and, therefore, less drag and better fuel consumption when the engine is being used.
Sunreef Yachts' shipyard is located in Gdansk, Poland.

Dances with robots
Imagine two dancers:
a human and a robot…

Not a humanoid like those that appear in
science-fiction films or made by Japanese
manufacturers, but an industrial robot
that is 2m (6.5 feet) tall and weighing
900kg (1,984 pounds)!

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For Swedish dancer and
choreographer Fredrik
Rydman, a robot is an
exceptional dance partner,
executing his sequences
to perfection, completely
in time, performing lifts
with absolute security.

The dance shatters preconceptions
about our relationship with
machines, and the emotion
that the audience feels is derived
from the implied questions raised
by the piece.

The show makes us think
differently about the way
artificial intelligence
and robots are becoming
part of our lives.

What do robots dream of?
ABB has operations in more than 100 countries and
136,000 employees. It is a world leader in electricity
networks, industrial automation and robotics.
One of its managing directors, Michael Larsson, sees
how quickly the manufacturing sector is changing,
and believes that technology’s role is to improve
the way in which humans and robots collaborate.
“We want to be certain that our technologies are safe,”
he says, “and that humans and robots can share
the same workspace.” He stresses that the traditional
factory needs to change, and that work is needed
to develop the sustainable factories of the future.
The first robots carried out repetitive, programmable
and unchanging tasks, with humans controlling
them from afar. He explains that in the manufacturing
industry, it is now possible to imagine a collaborative
robot working alongside humans in every part
of the plant, with changes in demand leading
to dynamic adjustment of the production process
and the creation of new products. He emphasizes
how sustainable processes will be integral to all stages
of production in future factories.

Highly versatile
“What we want to do,” Larsson explains, “is to integrate
collaboration, simplification and digitalization to enhance
flexibility and productivity. Collaboration means making
the most of what needs to be done by humans
and what can be done by robots. For us, creating
a collaborative work envelope provides an opportunity
to develop efficient technologies that allow them
to work together.” Traditional manufacturing concepts
with monolithic assembly lines and conveyor belts
are disappearing. ABB now uses automatically guided
vehicles and mobile robots to produce items in a more
flexible environment. This reduces the amount
of floorspace required and allows a factory to better
respond to demand. “The approach also allows
our customers to be highly versatile,” adds Larsson.
“They can start on a small scale and increase volume
as required. Because we use standardized production
cells, we can add more cells to take production to
the next level.” This means that the factory doesn’t need
to be oversized at the start of a product’s lifecycle, since
production can be expanded when needed, depending
on production requirements and market developments.

* A collaboration between ABB and Kulturhuset Stadsteatern.

74 — WE ARE THERE

2019 Corporate Report — 7 5

Because virtual universes
are universes of the
possible, because the digital
revolution is opening up
immense opportunities,
because progress only
has meaning if everyone
can participate and benefit
from it, we are there.

76 — WE ARE THERE

2019 Corporate Report — 77

The 3DEXPERIENCE Lab is accelerating
its expansion and bolstering its global network
to develop projects that have a positive impact
on society. It works with startups, giving them
preferential access to the 3DEXPERIENCE platform
and customized assistance. The projects
it supports can now be experienced in Dassault
Systèmes’ Museum of Innovation.

Since 2019, new startup incubator partners have
joined the 3DEXPERIENCE Lab’s dynamic ecosystem,
such as MIT Enterprise Forum CEE in Poland,
Greentown Labs in the United States, Centech
in Canada, OuiCrea and HAX in China, Tshimologong
in South Africa, HEC business school in France
and FabLab Communautique in Canada. For Frédéric
Vacher, head of innovation at Dassault Systèmes,
“The 3DEXPERIENCE Lab shows the power of collective
intelligence, open innovation and cloud platforms
in enabling disruptive innovations that align with
the United Nations’ sustainable development goals”.

Virtual twin and physical prototype
Dassault Systèmes’ Museum of Innovation – an
immersive virtual reality experience – is a way to
discover the disruptive projects being developed with
the support of the 3DEXPERIENCE Lab. During the
virtual tour, visitors pass through different exhibition
spaces focusing on life sciences, cities and lifestyles,
covering all of the Lab’s areas of activity.

At their own pace, visitors can discover projects
and startups offering personalized health solutions,
creating more sustainable cities and designing more
environmentally friendly products. Each project has
its own individual space involving a real-time interactive
3D experience. During the tour – a genuine educational
expedition – visitors can find out about the background
to a project and understand how it contributes
to the attainment of the United Nations’ sustainable
development goals, before diving into a virtual
simulation in which they interact with a virtual twin
of the project alongside its physical prototype.
This virtual reality experience exists within a digital
environment in the cloud, which means that it
is dynamic and rapidly deployable. The Museum
was officially launched in the Atelier des Lumières’
immersive exhibition space in Paris. Dassault Systèmes
has already introduced it to its offices in Boston, Pune,
Shanghai and Munich and is planning to extend access
to other countries in which the company operates,
as well as linking up with science museums to share
the experience with the general public.

Dassault Systèmes set up its first
3DEXPERIENCE Lab in France in 2015, and
very soon expanded it into the United States
and India. It now works with more than
30 startups and 15 incubator, technology
and fab lab partners across the world.

The 3DEXPERIENCE Lab was designed
both as an ideas laboratory and a startup
accelerator, with the aim of supporting
disruptive innovations that have a positive
impact on society. It has also joined forces
with multinational companies to accelerate
promising projects in specific sectors. Its
growing community of 1,200 mentors
provides expertise in disciplines as diverse
as design, simulation, regulation
and marketing.

COMMITTED STARTUPS

The 3DEXPERIENCE Lab supports
the United Nations’ 17 sustainable
development goals. Each startup project
is associated with and committed to one
of these goals. For example,
Agreenculture designs agricultural robots,
aiming to help “end hunger, achieve food
security and improved nutrition
and promote sustainable agriculture”.
In the healthcare sector, Damae Medical
(devices to detect skin cancer), FEops
(simulations for heart interventions),
Gyrolift (new mobility solutions),
Inali (prosthetic hands), PKvitality
(bio-wearable solutions), Digital
Orthopaedics, Exact Cure and Gyrolift aim
to “ensure healthy lives and promote
well-being for all at all ages”, while Leka
intends to “ensure inclusive and equitable
quality education and promote lifelong
learning opportunities for all”. The goal of
Eel Energy and SparkCharge is to “ensure
access to affordable, reliable, sustainable
and modern energy for all”, while
SplashElec is helping to “reduce inequality
within and among countries”. XSun’s
drones and XYT’s urban vehicles,
meanwhile, intend to “make cities
and human settlements inclusive, safe,
resilient and sustainable”.

78 — WE ARE THERE

2019 Corporate Report — 79

The aim of the 3DEXPERIENCE for Good
hackathon was to design a prosthetic hand for
the Ellen Meadows Prosthetic Hand Foundation
to distribute to vast numbers of people around
the world. There were three key requirements:
the hand had to be cheap to produce, simple
and durable.

More than 12 million people around
the world have had a forearm amputation.
In the last 15 years, the Ellen Meadows
Prosthetic Hand Foundation has given
away 50,000 LN-4s: low-cost, light,
durable and functional prosthetic hands
designed using pre-CAD technology.

Thanks to the generosity of its donors,
the Ellen Meadows Foundation works
with individuals and organizations around
the world to find people who would benefit
from one of these hands. The Foundation
distributes its hands in three ways: through
one-off events, partner organizations
in individual countries, and responses
to individual requests.

With the 3DEXPERIENCE for Good hackathon, Dassault
Systèmes joined forces with the Ellen Meadows
Foundation to upgrade the LN-4 and reinvent the way
prosthetic hands are designed. The aim was to design
a new model that would meet certain usage
and manufacturability requirements. Although asked
to focus on the technical design, participants were also
asked to factor into their design the need to ship more
than 1 million of the hands, free of charge, to the most
distant corners of the world. The five teams consisted
of designers and engineers from various backgrounds,
including students, teachers and those working
in industry, all recognized in their fields and supported
by Dassault Systèmes experts.

Remote collaboration
Unlike traditional hackathons that take place over
a weekend, the five teams of design specialists each
spent 120 hours, over the space of a month, bringing
their ideas to life. Using their unique skills and talents
and a range of leading-edge solutions based on
the 3DEXPERIENCE platform, each team’s members
collaborated remotely to develop their designs.
The first time they met in person was to present
the fruits of their labor, on February 10, 2020 at the
3DEXPERIENCE World 2020 event in Nashville, USA.

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FIVE TEAMS, FIVE APPROACHES,
ONE GOAL

• Team 1, Prosthetic ARMada, improved on the Ellen Meadows
Foundation’s initial hand by enabling it to grasp objects: each
finger can lock individually and whole-hand organic modeling
makes it look similar to a real hand.
• Team 2, Manbus Postca 2.0, proposed a device fitted to
the forearm with mechanical locking to give a more secure grip.
• Team 3, DextR-3, produced the winning design: a functional
and simple hand inspired by the original design, but with
an opposable thumb and index finger and whole-hand grip.
The design is ambidextrous and the hand can be assembled
in a left- or right-hand configuration using a simple screwdriver.
• Team 4, Xtreme Team 4 Good, developed a mechanism that
is activated by bending the arm. The hand can grip objects
but also open doors, and more closely resembles a human hand.
• Team 5, The Five, presented an articulated hand that can
perform the main movements of a human hand.

80 — WE ARE THERE

2019 Corporate Report — 81

For the last four years, La Fondation
Dassault Systèmes has been supporting
the education and research sector, and
encouraging Dassault Systèmes employees
to get involved.

Dassault Systèmes firmly believes that virtual universes
can improve real life and help create a more sustainable
world. La Fondation Dassault Systèmes uses a skills-
based sponsorship approach with Dassault Systèmes
employees helping to train and support young people
interested in science and engineering careers. Here are
four examples of that collaboration, showing how it
helps young people and how the employees benefit too.

The race is on
Virtual worlds can help teachers motivate students
and try out new ways of learning. In 2019, for the third
consecutive year, students at the Apprentis d’Auteuil
school in Meudon, France, took part in the “Course
en cours,” a novel educational project that gives students
the chance to dream up, design, make, test and race
a miniature racing car, and take part in a national
competition. Dassault Systèmes employees helped
these students, who have special social and educational
needs, to model and build their car, as well as prepare
an exhibition stand and an oral presentation. Stéphanie
Tamhoua, an employee who took part in the project,
explained: “Working with young people is a real
challenge: it makes you question your preconceptions

and forces you to think of different ways of
passing on your knowledge.” David Bonner
added: “I love working with teenagers in
general. It's a very interesting stage of life.”

Mutual enrichment
The Institut de l’Engagement works
with young people who, because of their
educational, cultural, social or geographical
background, financial situation or disability,
have difficulties developing their plans
for their future. Each year, the Institute helps
300 young people aged 16 to 30 to realize
their plans, such as resuming their studies
or starting a business. Dassault Systèmes
employees sit on the selection panel, offer
mentoring to those selected and take part in
the Campus de l’Engagement, a three-day
event that brings together the program
participants with 150 speakers from partner
companies to talk, think, work and interact
in a mutually enriching way. Together, they
take part in workshops, round tables, talks
and debates, thinking of ways to address the

Working with young
people is a real challenge:
it makes you question
your preconceptions
and forces you to think
of different ways of passing
on your knowledge.

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major economic, social and environmental challenges
of today. Laurent Poinot, who sat on the selection panel
and mentored an aspiring engineer, said: “When you
take part in this kind of thing, you always get out more
than you put in. Initiatives like this give new meaning
to our day-to-day work.”

Sébastien Massart co-led a session entitled “Creating
experiences: from the virtual to the real?” during
the Campus de l’Engagement event, taking him out
of his usual working environment to talk to a curious
and engaged audience.

Like a startup
In the 3Défi challenge, teams of junior high-school
students, supported by their technology teachers, create
a fictitious startup to design and 3D print a smartphone
holder. The initiative was developed jointly by the
La Main à la Pâte Foundation – set up by France’s
Académie des Sciences and elite university ENS
– and La Fondation Dassault Systèmes. Each team
designs prototypes using 3D design software and then
3D prints them at their school. The aim is to encourage
innovation and creativity among students and introduce

them to both maker culture and the world
of startups. Students have the chance
to meet professionals and find out about
technology careers and entrepreneurship.
Philippe Minez said: ”Working with these
students is a valuable experience. The time
we spend together, seeing their progress,
gives real meaning to my work with
La Fondation.” Senior high-school students
are not forgotten either. At the Lycée
Louis-Bascan, final-year students of science
and technology, with the focus on
manufacturing and sustainability, receive
help completing their technology projects.
Specialist talks are arranged to give them
valuable information about innovative
business practices and to help them
understand aspects such as “design
thinking.” “Taking part in these projects
gives me great satisfaction,” explains
Sébastien Smetryns. “It’s very fulfilling
to pass on my knowledge and apply for
purposes that are different to those I deal
with every day.”

It’s very fulfilling to pass
on my knowledge and apply for
purposes that are different to those
I deal with every day.

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82 — WE ARE THERE

2019 Corporate Report — 83

ADDITIONAL INFORMATION

DASSAULT SYSTÈMES
HEADQUARTERS
10, rue Marcel Dassault – CS 40501
78946 Vélizy-Villacoublay Cedex,
France
Tel.: +33 (0)1 61 62 61 62

NORTH AMERICA
175 Wyman Street,
Waltham, MA 02451, United States
Tel.: +1 781 810 3000

LATIN AMERICA
85 Avenue Jornalista Roberto Marinho
13th floor – suite 131
04576-010 São Paulo, Brazil
Tel.: +55 (11) 2348-9900

CENTRAL EUROPE
Meitnerstrasse 8
70563 Stuttgart, Germany
Tel.: +49 711 273000

NORTHERN EUROPE
Riley Court, Suite 9, Milburn Hill Road
CV4 7HP Coventry, United Kingdom
Tel.: +44 (0) 247 685 7400

RUSSIA
Kuntsevo Plaza
Yartsevskaya Street, 19
121552 Moscow, Russia
Tel.: +7 495 935 89 28

SOUTHERN EUROPE
Innovazione 3
Via dell’ Innovazione, 3
20126 Milano Bicocca
MI, Italy
Tel.: +39 02 3343061

WESTERN EUROPE
10, rue Marcel Dassault – CS 40501
78946 Vélizy-Villacoublay Cedex,
France
Tel.: +33 (0)1 6162 6162

INDIA
Oberoi Commerz
International Business Park
Goregaon (East)
400063 Mumbai, MH, India
Tel.: +91 2244764567

SOUTHERN ASIA-PACIFIC
9 Tampines Grande #03-16
528735 Singapore
Tel.: +65 6511 7988

CHINA
China Central Place, Tower 2,
Room 707-709 No.79, Jianguo Road
Chaoyang District
100025 Beijing, China
Tel.: +86 10 6536 2288

KOREA
ASEM Tower 9F, 517 Yeongdong-daero
Gangnam-gu, 135798 Seoul,
South Korea
Tel.: +82 232707800

JAPAN
ThinkPark Tower 20F
2-1-1, Osaki, Shinagawa-ku,
141-6020 Tokyo, Japan
Tel.: +81 3 4321 3500

For more information,
visit www.3ds.com

Investor relations
Tel.: +33 (0)1 6162 6924
Fax.: +33 (0)1 7073 4359
E-mail: investors@3ds.com

THANKS

We would like to thank all those who helped create this corporate report:
Ane AANESLAND, Tom ACLAND, Arup, Anne ASENSIO, Jonathan ASHER, Marie Pierre AULAS, Allison BALL,
Fabrice BARASINSKI, Aymeric BENCE, Dale BERRY, Claire BIOT, David BONNER, Aurélie BORDE, François-José BORDONADO,
Misbah BOUNNACEUR, Fanny CABANNE, Gaëlle CADIOU, Rachel CALLERY, Alexandrine CHAILLOU, Cyril COHEN,
Annegret COX, Karin CUDD, Céline DANTZER-DELFINO, Victoire de MARGERIE, Glen de VRIES, April DEADY,
Caroline DECOTTIGNIES, Maryann DENNEHY, Stephane DEZERABLE, Patrick DRAGON, Paul DREWERY, Caroline DRUCKER,
Terrence DRULA, Yann DUGUER, Marie DUMAS, Jonathan DUTTON, Elizabeth ELDREDGE, Andreas ENSLIN,
Rosemarie ESPOSITO, Lauriane FAVRE, Mélanie FICHER, Hillary FORSYTHE, Stéphanie FOURNIER, Grégory FOURNIER,
Marc FROUIN, Rachel FU, Géraldine GANDVEAU, Laurence GERMOND, Fred GONZALES, Kerenza HARRIS, Hansong HUANG,
Bernadette HEARNE, Kristina HINES, Neno HORVAT, Simon HUFFETEAU, Lindsey HUGHES, Glenn ISBEL, Patrick JOHNSON,
Patrick JOUIN, Michele KATZ, Guillaume KERBOUL, Sabrina KHOUCHANE, Yasmine KOMIHA, Marianne KUHN-BOBLET,
Clara LANDRY, Natasja LEGRAND, Steven LEVINE, Bruno LIÈVRE, Maria LUCERON, Maeva MANDARD, Claudia MARQUES,
Michael MARSHALL, Béatrix MARTINEZ, Laura MARX, Sébastien MASSART, Florence MATHIEU, Thom MAYNE,
Samir MEDJEBAR, Xavier MELKONIAN, Patrick MICHEL, Susan MILLER, Jeff MILLER, Philippe MINEZ, Shiraz MISHRA,
Ségolène MOIGNET, Frédéric MONCANY de SAINT-AIGNAN, Laurence MONTANARI, Akio MORIWAKI, Grace MU,
Michele MURRAY-ROSS, Paul OESTREICHER, Pacific Consultants, Rohan PAWAR, Nicolas PÉCUCHET, Laurent POINOT,
Artur POLOCZANSKI, Dmytro RAFALSKYI, David RANDLE, Tim RAU, Alyssa ROSS, Mathilde RUFFEL, Marc RUTSCHLIN,
Irina SELEDKOVA, Cagatay SERIN, Tarek SHERIF, Sébastien SMETRYNS, Malin SWANSTRÖM, Stéphanie TAMHOUA,
Alexandre TEW KAÏ, Jutta TREUTLEIN, Frédéric VACHER, Guillaume VAUR, Tim WEBB, Joshua WHITE, Diane YUREK,
David ZIEGLER and Morgan ZIMMERMANN.

84 — WE ARE THERE

Graphic credits: Adobe Stock, Alain-Charles Beau, Amcor, Arup, Bell, Anthony Bernier, BioSerenity, Thierry Collet, Dassault Systèmes, Debswana, FEops, Getty Images,
Pacifi c Consultants, PKvitality, Sébastien d’Halloy, Hugh Herr, La Fondation Dassault Systèmes, Håkan Larsson, Medidata, Miele, MODELSKI’B, Morphosis Architects,
Narrative Images, Naval Group, Renault, Jack Schroeder Creative, SparkCharge, Matthieu Suprin, ThrustMe, XSun, XYT and Vincent Zobler.
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