Aerospace Open Innovation Challenge 2026

BACKGROUND OF THE PROBLEM

The aircraft cabin is a high-pressure, complex working environment where cabin crew must simultaneously act as safety officers, medical first responders, retail service professionals, and service ambassadors.

Today, many cabin operations still rely heavily on manual observations and paper-based reporting. This creates inefficiencies and information silos between the cabin, the flight deck, and operations control, limiting the ability of cabin crew to operate proactively and consistently. These limitations manifest across several friction points in daily cabin operations, all of which are ultimately driven by a set of fundamental value drivers for airlines.

The first friction point is a contextual awareness gap. Cabin crew often lack access to real-time or relevant information such as passenger history, flight and weather data, connecting flight status, or live inventory levels. As a result, crew members are forced into reactive decision-making, which can affect service quality, safety monitoring, and operational efficiency.

A second friction point relates to the physical and cognitive load placed on cabin crew. Many routine but essential tasks such as counting meals, completing safety or service logs, or searching for passenger information are still performed manually. These activities consume time and attention that could otherwise be dedicated to safety oversight, passenger interaction, and higher-value service delivery.

The third friction point is the lack of a self-reporting cabin environment. Today, the cabin largely depends on human observation to identify issues such as missing safety equipment, broken seat or lighting components, or inventory discrepancies. In practice, the cabin does not actively communicate its status to the crew, making it difficult to detect and address issues early. There is an opportunity to move toward a cabin that can surface its own operational state in a more systematic and timely manner.

The fourth friction point concerns the emotional and operational strain on cabin crew. Beyond the availability of tools, uncertainty, fragmented information, and miscommunication can contribute to stress and fatigue. Over time, this impacts the overall crew experience and, by extension, the passenger experience.

Across these friction points, there are three core value drivers that guide how potential solutions are assessed. These include the optimisation of aircraft turnaround time, improvements in margins and operational efficiency, and the retention and well-being of cabin personnel. All proposed solutions will be evaluated with these value drivers in mind.

By digitalising cabin procedures, crew tools, and onboard equipment, there is an opportunity to transform the cabin from a largely manual workspace into a more connected and responsive environment. Solutions may address one or multiple friction points simultaneously and are not expected to be mutually exclusive. While software and connectivity-based approaches are central, Airbus recognises that certain use cases may require hardware components such as sensors or embedded systems, and such approaches should not be ruled out.

We are seeking partners who can help enable a future cabin ecosystem in which the crew is supported by connected systems and data-driven insights. This would allow cabin crew to focus more effectively on what matters most: ensuring safety, delivering consistent service, and enhancing the overall passenger experience.

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Technical Requirements / Performance Criteria

Technical Requirements:

1. Offline-First Architecture: Solutions must maintain core functionality during periods of zero connectivity (satellite "black spots") and sync automatically once a connection is re-established.
2. Seamless Interoperability: Software must be designed to integrate via state-of-the-art APIs to connect with existing systems and devices in the cabin operations ecosystem.
3. Bandwidth & Latency Optimization: All tools must be optimized for the specific constraints of in-flight satellite links, ensuring high performance even with low bandwidth.

Performance Requirements:

Performance will be evaluated in line with the core value drivers of the challenge. Solutions are expected to demonstrate clear impact across one or more of the following areas:

• Operational time savings, including measurable reductions in time required to complete mandatory onboard activities and contributions to shorter turnaround times.
• Crew effort and experience, reflected through improvements in Crew Effort Score (CES), ease of task completion, access to information, and overall crew satisfaction.
• Passenger experience and loyalty, including improvements in passenger satisfaction and Net Promoter Score (NPS).
• Revenue impact, including the potential to improve or enable ancillary revenue and onboard retail performance.
• Crew and operational efficiency, across cabin operations and coordination with flight deck and operations teams.
• Weight, fuel, and emissions impact, with solutions expected to minimise additional weight and ideally support efficiency or sustainability gains.
• Safety, security, and regulatory compliance, which remain mandatory and non-negotiable.

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Cost Target of the Product/Solution

Cost targets will be determined on a case-by-case basis.

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Timeframe for Development of the Product/Solution

Phase 1: Proof of Concept development in Q3 2026

Phase 2: Commercial rollout to be determined on a case by case basis, with a target implementation starting from Q4 2026

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Potential Market / Business Opportunity for the Product/Solution

The solution has broad applicability across the global airline ecosystem and can be rolled out with airlines globally. Airbus is willing to potentially support a further global roll-outs with all its airline partners.

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Resources that will be Provided to Support Solution Development

Cash contribution
Up to SGD 75,000 depending on the alignment with the solution provider

In-kind contribution

• Access to relevant data and pilot site(s)
• Airbus can serve as a go-to-market partner and has a global reach towards many global airlines
• Mentorship: Guidance on all aspects of building out the POC including design support, service design, expertise on learn startup and building out user stories

Additional contribution via EnterpriseSG
EnterpriseSG is willing to match Airbus’ commitment with up to SGD 50,000 to support the POC/pilot

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Other Considerations

Airbus is looking for SMEs and startups with solutions that can be implemented in a relatively short time frame, targeting a Technology Readiness Level of 5 or higher.

For Background Intellectual Property, both parties will retain ownership of their respective IP brought into the project. In the event that Foreground Intellectual Property is created, ownership will be determined on a case by case basis, depending on the contributions of each party.

BACKGROUND OF THE PROBLEM

While speech recognition technologies have advanced significantly in general-purpose and consumer settings, these approaches do not perform reliably in air traffic management environments. ATC communications involve highly domain-specific phraseology, region-specific conventions, and significant accent variability across controllers and pilots. These challenges are compounded by degraded audio quality, background noise, and signal interference inherent to VHF and HF communications. As a result, general-purpose speech-to-text systems are insufficient for ATM use cases, as they are not designed to operate with the precision, robustness, and domain awareness required in safety-critical operations.

There is effectively no margin for error in the interpretation of ATC communications. False positives in command or intent recognition are unacceptable, as incorrect interpretation of clearances, instructions, or requests can have serious operational and safety implications. Any viable solution must therefore prioritise extremely high precision and explicit handling of uncertainty, including the ability to flag low-confidence or ambiguous inputs rather than forcing an interpretation.

Beyond transcription, a key objective is to enable deeper understanding of how controllers perform their tasks in real-world environments. Public data sources are already widely used to analyse air traffic flows, capacity, and trajectories. However, these datasets do not capture the actual commands issued by controllers or the intent behind those commands. Without access to structured voice-derived intent data, it is not possible to fully correlate controller instructions with other monitored variables, including traffic patterns, environmental conditions, and system constraints.

AIR Lab seeks to address this gap by enabling the extraction of structured, machine-readable command and intent data from ATC voice communications. This capability would support analysis of how controller communications manifest across different regions and operational contexts, particularly with respect to accent, pronunciation, and speech characteristics, while maintaining adherence to globally standardised ICAO phraseology and procedures. Linguistic diversity and environmental factors can influence the clarity and interpretation of spoken communications, and a deeper, data-driven understanding of these variations could inform improved familiarisation, training, and system design, as well as the development of AI-based decision-support and agent-based systems grounded in real operational practice.

A key use case is the creation of high-quality training and validation datasets for AI agents, allowing these systems to learn from how human controllers operate in diverse, real-world conditions. Where available, existing public datasets, such as the OpenSky Network, including recorded voice data for parts of the region, may be leveraged to support development, training, and evaluation of proposed solutions.

For the initial proof-of-concept, AIR Lab expects the scope to focus on operational environments where accent variability is high and audio conditions are most challenging, such as regions with strong linguistic variation and elevated background noise, as well as oceanic airspace where HF communications are prevalent. Within this constrained and demanding scope, achieving reliable performance under real-world conditions is the primary objective. An indicative benchmark for early validation would be demonstrated accuracy in excess of 70 percent in these high-variance, degraded environments, recognising that performance expectations may evolve as the solution matures and expands to additional contexts.

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Technical Requirements / Performance Criteria

Technical requirements:

1. Accent-Robust Speech Recognition
   1. Ability to handle diverse regional accents and ICAO-standard phraseology
   2. Adaptable or trainable models for ATM-specific vocabulary
2. Noise & Signal Degradation Handling
   1. Robust performance under noisy, low-quality VHF/HF audio conditions
   2. Capability to process recorded or streamed audio inputs
3. Command & Intent Extraction
   1. Translate recognised speech into structured intents (e.g. clearances, requests, instructions)
   2. Map intents to predefined ATM actions or data fields
4. System Integration Readiness
   1. API-based integration with RCP tools and digital ATM systems
   2. Modular architecture suitable for phased deployment
5. The solution must account for differing audio characteristics across communication channels. Performance criteria will be channel-dependent, with higher accuracy and confidence thresholds expected for VHF, and robust degradation handling required for HF.s
   1. HF communications typically involve lower audio quality, higher background noise, and signal distortion.
   2. VHF communications generally provide higher audio quality and more stable signal conditions.
6. Recognition Accuracy
   1. High accuracy across accented speech and domain-specific phraseology
7. Latency (Phase-Dependent)
   1. Phase 1: Near-real-time or batch processing acceptable
   2. Phase 2: Low-latency processing suitable for operational environments
8. Explainability & Confidence Scoring
   1. Confidence levels provided for recognised commands
   2. Ability to flag ambiguity or low-confidence interpretations
9. Operational Reliability
10. Graceful degradation in degraded audio or incomplete inputs

Performance requirements:

Performance criteria will be determined on a case-by-case basis. Generally, solutions will be evaluated based on a combination of their impact on operational efficiency and safety.

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Cost Target of the Product/Solution

Cost targets will be determined on a case-by-case basis.

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Timeframe for Development of the Product/Solution

AIR Lab expects solutions to be developed and assessed through a phased proof-of-concept approach focused on feasibility validation rather than production readiness.

Phase 1: Prototype Development and Technical Feasibility (2-3 months)
This phase focuses on requirements clarification and the development of an initial functional prototype addressing the core problem statement. Activities may include early model development, data exploration, and limited integration to demonstrate technical feasibility in a controlled environment. Deliverable: Initial functional prototype demonstrating feasibility of core concepts

Phase 2: POC Validation and Refinement (2–3 months)
This phase focuses on validating the prototype within representative scenarios and refining the solution based on evaluation findings. Activities include performance assessment against agreed technical benchmarks and documentation of limitations, risks, and recommendations for future development. Deliverable: POC-validated prototype with documented evaluation outcomes

Timelines may vary depending on solution maturity and scope.

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Potential Market / Business Opportunity for the Product/Solution

Within AIR Lab, the proof of concept is intended to validate the feasibility of integrating speech-based inputs into the Regional Collaboration Platform (RCP) within representative air traffic management operational environments. The RCP serves as a collaborative sandbox for experimenting with digital air traffic management capabilities, and this proof of concept would assess whether air traffic voice communications can be transformed into structured, actionable data to support future digital workflows, decision support functions, and automation use cases within collaborative ATM environments.

From a broader industry perspective, the global air traffic management sector represents a growing technology market driven by increasing air traffic demand, system modernisation, and the progressive adoption of digital and AI enabled capabilities. Industry research estimates the global ATM market to be valued at approximately USD 9 billion today, with projections exceeding USD 15 billion by 2030 as ANSPs and system integrators continue to invest in digital transformation initiatives. In parallel, the wider digital aviation market, encompassing software driven solutions, analytics, and intelligent interfaces, is projected to reach approximately USD 65 billion by the end of the decade.

Given the global and multilingual nature of aviation operations, a robust and accent agnostic capability validated through this proof of concept could, over time, be extended beyond AIR Lab to support ANSPs, ATM system integrators, and aviation technology providers worldwide. AIR Lab therefore sees this proof of concept as an important early step in enabling scalable solutions with longer term regional and global applicability.

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Resources that will be Provided to Support Solution Development

Cash contribution
Up to SGD 30,000 depending on the alignment with the solution provider

In-kind contribution

• Test scenarios, simulated data, and operational context
• Involvement of end-users (ATC's, technical experts and domain experts will be involved).
• Access to potential sandbox environment

Additional contribution via EnterpriseSG
EnterpriseSG is willing to match AIR Lab’s’ commitment with up to SGD 30,000 to support the POC/pilot

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OTHER CONSIDERATIONS

AIR Lab is seeking solutions with an appropriate level of technology at a TRL level of between 4-6. All submissions will be evaluated based on maturity, feasibility, and readiness for pilot validation within a regulated, safety-critical environment.

Finally, any background intellectual property developed prior to this collaboration will be retained by the originating party. In the event that new foreground intellectual property is created through this engagement, ownership and usage rights will be discussed and agreed on a case-by-case basis.

BACKGROUND OF THE PROBLEM

During major aircraft maintenance and interior refurbishment events, entire cabins including seats and interior components are removed from the aircraft. These events typically occur every eight to ten years for business aircraft and up to twelve years for commercial aircraft, and can require several hundred labor hours per aircraft as refurbishment is carried out front to back. As global fleet volumes continue to grow, the frequency and scale of these refurbishment cycles are increasing, while sustainability and waste reduction are becoming more important considerations.

Aircraft cabin interior components such as seats, seat upholstery, carpets, sidewall coverings, headliners, decorative panels, and other interior fittings are commonly replaced during these cycles. Many of these components are primarily made of materials such as wood, leather, composites, plastics, foams, and fabrics. Although these materials often retain residual value and functional life, they are frequently discarded due to limitations in assessment, traceability, and processing capabilities.

Today, assessment of part condition and repairability is largely manual and subjective, resulting in inconsistent refurbishment outcomes and low reuse rates. Material composition is often poorly documented, and mixed material assemblies require specialised dismantling processes that are difficult to scale. As a result, refurbishment lead times remain long, quality is inconsistent, and large volumes of potentially recoverable materials are sent to landfill. This drives higher waste management costs and leads to missed sustainability targets.

Traceability presents an additional challenge. Interior materials must meet strict aerospace qualification requirements, including flammability testing. While these tests are conducted in batches during original material qualification, there is often no robust end to end traceability linking refurbished or reused materials to the specific tests that were performed. In some cases, materials are sent back to their original manufacturing facilities for reprocessing or validation, adding further cost, complexity, and delays.

These challenges are not unique to a single aircraft platform or operator. They apply broadly across business aviation and commercial aircraft fleets, where interior refurbishment volumes are increasing and regulatory, environmental, and customer expectations around sustainability continue to rise.

Bombardier is therefore seeking solution providers that can come up with ideas for an integrated and scalable systematic assessment, sorting, refurbishment, reuse, and recycling of end of life aircraft cabin interior components.

The solution should support circular economy practices by improving material recovery, increasing refurbishment and reuse rates, and reducing waste sent to landfill. This includes the ability to accurately identify material composition, efficiently handle mixed material assemblies, and support decision making on whether components should be refurbished, reused, or recycled.

In addition, the solution should improve traceability across refurbishment cycles, including visibility into material qualification and flammability testing history where applicable, while being deployable within existing MRO and refurbishment environments. The objective is to enable consistent, repeatable, and sustainable interior refurbishment processes that can be applied across Bombardier aircraft platforms and extended to other business and commercial aircraft.

The industry has explored generic recycling services, manual sorting operations, and isolated refurbishment pilots to address these challenges. However, these approaches have fallen short due to the lack of aerospace specific material identification tools, insufficient accuracy and repeatability in manual condition assessment, inefficient dismantling workflows, and poor integration with digital traceability and sustainability reporting requirements. As a result, these efforts have not achieved the consistency, traceability, or scale required for modern MRO, teardown, or refurbishment operations.

Generic waste collection and recycling processes without aerospace specific material handling are not of interest. Fully manual and labor intensive assessment methods that do not scale across fleets are also out of scope, as are onsite solutions requiring complex or heavy industrial machinery that cannot be realistically deployed on MRO shop floors.

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Technical Requirements / Performance Criteria

Technical requirements:

• Deployable in typical aerospace MRO/teardown/refurbishment environments
• Compatible with standard cabin material across multiple aircraft types
• Portable or modular systems preferred; minimal specialised hardware
• Digital traceability for 3R routing and sustainability reporting
• Condition assessment (wear, cracks, deformation, surface damage)
• ≥85–90% accuracy in determining repairability, reuse, or recycle potential
• Material classification (metal, composite, plastic, foam, fabric, mixed components)
• Automated recommendation engine for Reuse vs. Refurbish vs. Recycle
• Digital logging of part condition, material composition, and lifecycle status
• Output reports aligned with sustainability and ESG frameworks
• Standardised repairability criteria
• Guidance for reupholstery, surface restoration, coating removal, or part re-certification
• Configurable workflows for different cabin components
• Methods to dismantle mixed-material components safely and efficiently
• Sorting into appropriate recycling streams (alloys, composites, polymers, textiles)
• Material recovery rate target: ≥60% by mass (stretch: ≥75%)
• Aerospace interior material regulations (e.g., fire safety FAR 25.853), noting fire retardants may also be utilised
• Environmental and waste-management standards (ISO 14001 or equivalent)
• Data security and traceability requirements for aerospace operations

Note that the above technical requirements are not all a must-have. Bombardier is willing to experiment with new solutions depending on the selected solution provider.

Performance requirements:

ROI will be assessed on a case-by-case basis. The solution should demonstrate a positive ROI or earn back time within a one year time window.

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Cost Target of the Product/Solution

Cost targets will be determined on a case-by-case basis.

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Timeframe for Development of the Product/Solution

Phase 1: Proof of Concept development in Q3 2026
Phase 2: Commercial rollout to be determined on a case by case basis, with a target implementation starting from Q4 2026

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Potential Market / Business Opportunity for the Product/Solution

The solution has broad applicability across the global aerospace ecosystem:

• MRO centres
• Cabin refurbishment shops
• Aircraft dismantling and end-of-life service providers
• OEMs and Tier-1 interior suppliers
• Airlines pursuing circular-economy sustainability targets

Bombardier is willing to support further roll-out within Bombardier both in the EU and US. Additionally, Bombardier is open for the solution provider to further roll-out the solution in the wider market.

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Resources that will be Provided to Support Solution Development

Cash contribution
Up to SGD 30,000 to support Proof of Concept development

In-kind contribution

• Access to decommissioned cabin parts, material samples, and test environments (under NDA if applicable)
• Access to relevant data and pilot site(s), including historical failure data
• Mentorship: Guidance from aerospace engineering, sustainability, and material-recycling experts

Additional contribution via EnterpriseSG
With a minimum paid pilot commitment of SGD 30,000 from Bombardier, EnterpriseSG provides matching POC grant support of SGD 30,000. For commitments above SGD 30,000, EnterpriseSG matches up to SGD 50,000.

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OTHER CONSIDERATIONS

Bombardier is looking for SMEs and startups with solutions that can be implemented in a relatively short time frame, targeting a Technology Readiness Level of 5 and higher.

For Background Intellectual Property, both parties will retain ownership of their respective IP brought into the project. In the event that Foreground Intellectual Property is created, ownership will be determined on a case by case basis, depending on the contributions of each party.span>

BACKGROUND OF THE PROBLEM

Engine assembly and disassembly training is a critical capability within Rolls-Royce’s aerospace MRO operations, with direct impact on safety, quality, and turnaround performance. Modern turbofan engines are highly complex, requiring technicians to execute precise procedures across hundreds of interconnected components with zero tolerance for error.

Training and certification are time- and resource-intensive. A full technician training cycle typically requires 6–9 months before independent operation, with 2–4 weeks of focused training for specific assembly or disassembly of externals including Line Replaceable modules, Harnesses, Pipes and Tubings. Each engine program relies on a critical mass of approximately 10–12 qualified technicians over multiple shifts to ensure servicing is performed correctly and in compliance with regulatory and quality standards.

While formal certification remains mandated by aviation regulatory bodies and must be achieved through existing approved channels, this method focuses on augmenting and expediting the training journey rather than replacing the formal certification process itself. Formal certification is considered out of scope for this challenge. The objective is to provide a bridge that accelerates the transition from classroom theory to real-world environment proficiency, facilitating the capture of tacit knowledge and reducing the time required for technicians to reach operational readiness. Proposed solutions should complement current training curricula to ensure higher confidence and procedural accuracy prior to final formal assessment.

Current training approaches combine classroom instruction, supervised hands-on practice, and on-the-job learning. These methods are constrained by the availability of physical engines, experienced trainers, and MRO capacity, and are difficult to scale consistently across geographically distributed facilities. The direct and indirect cost of training, including instructor time, asset availability, productivity impact, and certification overheads, is recognised as significant and will be clarified during solution scoping.

Rolls-Royce has previously explored digitally enabled training and assistance approaches. Wearable visual assistance tools were trialled and showed potential value, but adoption was limited by ergonomic constraints such as device bulk and comfort during extended shop-floor use. Rolls-Royce also has an established internal AR/VR community, and immersive training solutions have been applied in other parts of the organisation, including defence-related products. Based on these experiences, Rolls-Royce believes that AR/VR-based approaches are the most likely viable solution for addressing the complexity, repeatability, and scalability challenges of engine assembly and disassembly training.

Key learnings from these efforts include the importance of digital model readiness. High-fidelity CAD models used for engine design are often too detailed for direct use in training environments, and simplifying, translating, and transferring these models can be slow and resource-intensive. Future solutions must therefore support fast, maintainable, and fit-for-purpose digital representations. Adoption has not been a primary barrier; where tools clearly improve understanding, confidence, or task performance, technician acceptance is high.

While AR/VR is considered the most likely viable pathway, Rolls-Royce remains open to alternative or complementary approaches that can demonstrably improve training effectiveness, consistency, scalability, and cost efficiency while meeting safety and regulatory requirements. Illustrative solution directions may include immersive or simulated training environments, digitally enabled procedural learning systems, or hybrid training models combining physical, digital, and experiential learning. These examples are indicative only, and Rolls-Royce is seeking novel, credible, and scalable approaches that address the underlying training challenge rather than any single prescribed solution.

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Technical Requirements / Performance Criteria

Technical requirements:

Must-Have’s

• Support component-level manipulation focused on external engine components, including disassembly and reassembly of interconnected harnesses, looms, pipes, and tubings. Note that internal component manipulation is not required.
• Enable procedural training modules aligned with approved Rolls-Royce procedures, including correct sequencing and detection of incorrect steps or configurations.
• Usability and Adoption
  • System Usability Scale (SUS) score of ≥75 among technicians after initial training cycles
  • ≥80% of trainees able to complete onboarding within 2 weeks of platform introduction
  • ≥70% adoption rate across the targeted technician population within 6 months of deployment
• Scalability and Flexibility
  • Ability to support training for at least 5 distinct engine types, each with variant-specific procedures
  • Training content updateable to reflect procedural, design, or regulatory changes without full system redevelopment
• Safety and Compliance
  • Alignment with applicable aviation training and safety standards, including EASA Part-66, relevant FAA Advisory Circulars, and Rolls-Royce technical documentation standards
  • Support for training traceability and auditability to meet regulatory and internal compliance requirements

Nice-to-Have’s

• Enhanced interaction and feedback features that improve training realism and learning effectiveness.
• Integration with existing enterprise systems. Rolls-Royce currently uses Siemens NX for CAD; compatibility or integration with NX data and workflows may be beneficial.

Performance requirements:

Performance requirements will be evaluated on a case-by-case basis and will focus on demonstrated outcomes during pilot deployment rather than theoretical capability. Generally, the target will be reduction of training manhours from 4 weeks to 2 weeks (50%). In addition, The solution should demonstrate:

• Capital cost: Reasonable investment in hardware, software licensing, and infrastructure deployment
• Operational cost: Cost per technician trained should not exceed 30% of equivalent traditional training program costs
• Total cost of ownership: Including maintenance, content updates, and support services over a 3-5 year deployment cycle

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Cost Target of the Product/Solution

Cost targets will be determined on a case-by-case basis. If the POC is successful and we move towards eventual implementation of a full-fledged product, the full system architecture costs should be less than $200k (including software and hardware) to enable viable implementation.

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Timeframe for Development of the Product/Solution

Rolls-Royce expects solutions to be developed and validated through a phased approach.

Phase 1: Prototype Development (6–9 months)

• Requirements alignment and development of a functional prototype covering core training workflows
• Initial user testing to validate usability and training effectiveness
• Deliverable: Working prototype

Phase 2: Pilot Deployment and Validation (6–9 months)

• Pilot deployment in selected MRO locations
• Performance evaluation and refinement based on operational feedback
• Deliverable: Pilot-validated solution ready for scaling

Timelines may vary depending on solution maturity and scope.

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Potential Market / Business Opportunity for the Product/Solution

Immediate Market

• 5 primary Rolls-Royce MRO facilities across Singapore, UK, Germany, US, and Hong Kong.
• 1,500–2,000 active technicians requiring initial training, recurrent training, and training for multiple engine variants.
• Ongoing demand driven by continuous onboarding, refresher training, and procedural updates for new designs and variants.
• Broader Commercial Opportunity
• The global MRO market is estimated at ~S$30–40 billion, with workforce capability and training scalability recognised as critical industry challenges.
• Digitally enabled and immersive training approaches are increasingly viewed as strategic capabilities across aerospace MRO due to technician shortages, rising training costs, and safety requirements.
• Licensing or white-label opportunities may exist for adjacent applications, including aircraft assembly, avionics integration, and other complex, safety-critical manufacturing environments beyond aerospace.

In addition to internal deployment, Rolls-Royce is open to exploring wider industry roll-out, particularly where solutions contribute to improved Safety and Health outcomes, reduced operational risk, and enhanced workforce readiness in safety-critical industrial settings.

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Resources that will be Provided to Support Solution Development

Cash contribution

Rolls-Royce will commit to a minimum paid pilot program (quantum to be discussed at scoping) structured as:

• Up to SGD 35,000: Direct funding for prototype development, pilot deployment, and testing at 2-3 MRO facilities during Phases 1-2
• Additional quantum: Paid trial/extended pilot contract contingent on performance milestones and proof of training effectiveness

In-kind contribution

• High-fidelity 3D CAD models of target engine variants in vendor-neutral formats (STEP, IGES), ensuring accurate geometric representation
• Detailed technical documentation: Assembly/disassembly procedures, component specifications, safety guidelines, and operational best practices aligned with Rolls-Royce technical manuals
• Subject matter expert (SME) access: Dedicated technical liaison from a target MRO facility to provide procedural guidance, validate training content accuracy, and facilitate technician user testing
• Physical test environment access: Limited access to non-production MRO facilities and retired/spare engine components for reference, photography, and hands-on validation during development
• User testing and feedback: Facilitation of focus groups and pilot user testing with 20-30 technicians across MRO locations to validate design, usability, and learning effectiveness

Additional contribution via EnterpriseSG
EnterpriseSG is willing to match Rolls-Royce’s commitment with up to SGD 35,000 to support the POC/pilot

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OTHER CONSIDERATIONS

Rolls-Royce is seeking solutions with an appropriate level of technology readiness and maturity to support pilot deployment within the proposed timeframe. Solutions at earlier stages may be considered if they demonstrate strong technical differentiation and a credible development roadmap. All submissions will be evaluated based on maturity, feasibility, and readiness for pilot validation within a regulated, safety-critical environment.

Finally, any background intellectual property developed prior to this collaboration will be retained by the originating party. In the event that new foreground intellectual property is created through this engagement, ownership and usage rights will be discussed and agreed on a case-by-case basis.

BACKGROUND OF THE PROBLEM

Engine handling and positioning is a critical enabler of Rolls-Royce’s aerospace MRO operations, directly affecting safety, turnaround time, and overall shop floor efficiency. Modern large turbofan engines are complex and heavy assets, and the way they are handled during servicing strongly influences how work is sequenced, how many technicians are required, and how flexibly maintenance activities can be carried out.

Today, aircraft engines undergoing MRO are typically rotated by 90 degrees and mounted on fixed engine stands. Servicing activities are then performed in a front-to-back sequence, which effectively becomes a top-to-bottom workflow once the engine is positioned.

Removal of engine modules is carried out using overhead cranes installed in designated walking and handling zones on the shop floor. Modules are extracted one at a time, in a fixed order, progressing sequentially from the front of the engine to the rear. This process is largely manual and constrained by the physical layout of the facility and the design of existing stands and handling equipment. All servicing steps must be completed in a predefined sequence, even when only specific components require attention.

As a result, average engine servicing time is approximately 2–3 weeks, with around 10–12 technicians typically working full time on a single engine. This handling approach is primarily applied to larger engine types (Trent 1000, Trent XWB 84k/97k and Trent 7000), where weight, size, and access constraints are most pronounced.

This fixed and sequential handling model limits flexibility, restricts parallel work, and creates inefficiencies when only selected engine components need to be accessed or removed.

Rolls-Royce has previously explored digitally enabled handling and tooling concepts, including lab-based prototypes incorporating more than 20 IoT sensor types. Through these efforts, Rolls-Royce has developed significant internal knowledge of sensor feasibility, data quality, and implementation considerations in MRO environments. This experience can inform future solutions that choose to incorporate sensing or digital capabilities, although such approaches are not mandatory.

Rolls-Royce is seeking new ways to enable more flexible and efficient engine servicing by moving away from rigid, linear handling and disassembly sequences. The objective is to support more modular, non-linear access to engine components, allowing specific parts to be removed or serviced as needed, while improving safety, asset utilisation, and turnaround performance.

Illustrative solution directions may include approaches that enable engines and modules to be moved and repositioned horizontally across the shop floor, allowing work to be carried out at different MRO gates without fixed sequencing. This could include modular handling systems capable of supporting multiple engine types and configurations.

Solutions may also incorporate sensing or digital capabilities to improve visibility, traceability, and condition monitoring of handling equipment, such as tracking location, load cycles, usage, or structural health to support predictive maintenance and improved asset utilisation. Rolls-Royce has already defined a GPS tracking system which may be incorporated into the solution. Any indoor tracking solution must be best value, require maintenance no less frequently than the structural aspect of the solution and be easy to integrate with other systems. Any indoor tracking solution should also be reliable and data validation must be considered. Methods of testing digital sensing capabilities in real world conditions are welcomed, and the value case for an indoor tracking solution should be clear.

Other approaches may focus on reducing manual handling effort and safety risk through assisted or semi-automated movement and positioning, while remaining compatible with existing MRO layouts and mixed human-machine workflows.

These examples are indicative only. Rolls-Royce is seeking novel, credible, and scalable approaches that improve flexibility, modularity, and efficiency in engine handling and servicing, without prescribing a specific technology or architecture.

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Technical Requirements / Performance Criteria

Technical requirements:

Must-Have’s

• A modular base platform capable of supporting both whole engines and individual modules, including compressors, combustors, and turbines, with quick-change cradle systems to allow reconfiguration between use cases. Cradle changeover time must be no more than 60 minutes when switching between engine types or between whole-engine and module configurations.
• The system must be designed for safe handling of large aerospace components and support engine weights of up to 3,500 kg and module weights ranging from 500 to 2,000 kg, depending on component.
• All structural components must meet a minimum safety factor of 2:1 under rated load and pass stability testing with no tipping under up to 10 degrees of inclination at maximum load.
• The solution must include safety mechanisms suitable for busy MRO shop floors with mixed human–machine workflows, including safety interlocks and collision avoidance capabilities to prevent unintended movement or unsafe operation.
• Where movement or positioning is enabled, the system must support controlled docking with positioning accuracy of up to 50 mm.
• The solution must be scalable and configurable to support multiple engine types and MRO gates without fundamental redesign.
• It must support configuration management for updates related to new engine types or workflows.
• Where digital connectivity is used, the solution must align with Rolls-Royce information security policies and relevant industrial cybersecurity standards, including IEC 62443 or equivalent, secure authentication, and encrypted data transmission.
• System availability should be at least 99 percent, excluding planned maintenance.

Nice-to-Have’s

• Features that reduce manual handling effort and technician strain, such as assisted movement or mobility-enabled handling concepts, provided they remain compatible with existing MRO layouts and safety requirements.
• Where mobility or sensing capabilities are included, solutions may provide real-time location visibility within approximately 2 meters across the MRO facility and support condition monitoring to enable early detection of structural or mechanical issues, with the objective of reducing unplanned tooling downtime.

Performance requirements:

Performance requirements will be evaluated on a case-by-case basis and will focus on demonstrated outcomes during pilot deployment rather than theoretical capability.

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Cost Target of the Product/Solution

Cost targets will be determined on a case-by-case basis. If the POC is successful and we move towards eventual implementation of a full-fledged product, the full system architecture costs should be less than $500k to enable viable implementation.

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Timeframe for Development of the Product/Solution

Rolls-Royce expects solutions to be developed and validated through a phased approach.

Phase 1: Prototype Development (6–9 months)

• Requirements alignment and development of a functional prototype covering core training workflows
• Initial user testing to validate usability and training effectiveness
• Deliverable: Working prototype

Phase 2: Pilot Deployment and Validation (6–9 months)

• Pilot deployment in selected MRO locations
• Performance evaluation and refinement based on operational feedback
• Deliverable: Pilot-validated solution ready for scaling

Timelines may vary depending on solution maturity and scope.

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Potential Market / Business Opportunity for the Product/Solution

Immediate Market

• 5 primary MRO facilities across multiple geographies requiring scalable technician training: Singapore, UK, Germany, US and Hong Kong
• Multiple engine types and variants: Trent XWB-84k, Trent 700, with future extensibility to Trent 1000, 7000, 1000-TEN, and next-generation engine programs
• Recurring capital investment cycle: Engine stands typically have 10-15 year asset lifecycles; opportunity for fleet-wide replacement or augmentation as legacy equipment ages
• Integration with broader digital transformation: SMART Stand aligns with Rolls-Royce's Industry 4.0 roadmap, digital twin strategy, and MRO efficiency improvement initiatives

Broader commercial opportunity

Global MRO market at ~S$30-40 billion

• Companies like ST Engineering Aerospace, Lufthansa Technik, AFI KLM E&M, and AAR Corp operate large engine MRO facilities facing similar handling challenges
• Industry trends favoring smart manufacturing: MRO 4.0, digital transformation, and Industry 4.0 adoption are strategic priorities across the aerospace MRO sector
• Complementing market opportunities:
  • Aircraft assembly and final assembly lines: Similar modular handling requirements for aircraft fuselages, wings, and major assemblies
  • Heavy machinery servicing: Power generation & industrial gas turbines, marine propulsion systems—all share similar large-component handling challenges
  • Automotive and electric vehicle manufacturing: Battery pack handling, electric motor assembly, and automotive powertrain MRO require modular, intelligent handling systems

In addition to internal deployment, Rolls-Royce is open to exploring roll-out with adjacent industries, but prefers to have exclusivity to avoid rollout with direct competitors

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Resources that will be Provided to Support Solution Development

Cash contribution

Rolls-Royce will commit to a minimum paid pilot program (quantum to be discussed at scoping) structured as:

• Up to SGD 35,000: Direct funding for requirements definition, conceptual design development, and feasibility validation
• Additional quantum: Paid trial contract contingent on performance milestones and proof of concept effectiveness

In-kind contribution

• Engine dimensional data and interface specifications for Trent XWB-84k and Trent 700, including:
  • Engine weights, center-of-gravity locations, and mounting interface dimensions
  • Module weights and dimensions (compressor, combustor, turbine)
  • Load cases and handling requirements across MRO gates (0-4)
• Existing stand designs and specifications (designs, lessons learned from current equipment)
• MRO gate workflow documentation:
  • Detailed process maps showing how engines move through the facility and handling requirements at each gate
  • Assembly/disassembly procedures, component specifications, safety guidelines, and operational best practices aligned with Rolls-Royce technical manuals
• Subject matter expert (SME) access: Dedicated technical liaison for design review, structural analysis validation, and interface compatibility verification

Additional contribution via EnterpriseSG
EnterpriseSG is willing to match Rolls-Royce’s commitment with up to SGD 35,000 to support the POC/pilot

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OTHER CONSIDERATIONS

Rolls-Royce is seeking solutions with an appropriate level of technology readiness and maturity to support pilot deployment within the proposed timeframe. Solutions at earlier stages may be considered if they demonstrate strong technical differentiation and a credible development roadmap. All submissions will be evaluated based on maturity, feasibility, and readiness for pilot validation within a regulated, safety-critical environment.

Finally, any background intellectual property developed prior to this collaboration will be retained by the originating party. In the event that new foreground intellectual property is created through this engagement, ownership and usage rights will be discussed and agreed on a case-by-case basis.