2009 Annual ASEE Global Colloquium on Engineering Education

October 15, 2009

Skills / Tools Challenges for the Engineer in United Technologies

$59 billion

UTC REVENUES2008

OtisPratt &Whitney

Carrier

Sikorsky

Fire & Security

HamiltonSundstrand

$59 billion

United States

Other

Asia Pacific

Canada

Latin America

Europe

REVENUES2008

65% of revenuefrom outside US

REVENUESGrowth

0

10

20

30

40

50

60

72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08

($ billions)

International

United States

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Company funded

Customer funded

RESEARCH & DEVELOPMENT

($ millions)

Company funded

Customer funded

UTC COMMERCIAL BUSINESSESOtis

Elevators, Escalators and

Moving Walkways

Carrier Residential, Commercial, Building, and

Transportation

UTC Fire & SecurityFire Detection,

Suppression, and Security Systems

UTC PowerOn-site, Fleet and

Automotive Fuel Cells

Hamilton Sundstrand

Flight Systems, Engine Controls, Defense and Industrial

Pratt & Whitney

Commercial & Military Jet Engines, Power Systems, Space Propulsion

UTC AEROSPACE BUSINESSES

Sikorsky

Commercial and Military Helicopters

UTC EMPLOYEESMore than 200,000 in approximately 70 countries

0

7,000

14,000

21,000

28,000

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

International

Domestic

(degrees)

EMPLOYEE SCHOLAR PROGRAM

Total spend $780 million

Global Trends in Engineering

•Collaboration across many diverse locations

•Low-cost sourcing in emerging markets

•Value-add for large corporations is increasingly at the systems design/integration level

•Design-to-cost becoming more important

•Technology partnerships/licensing augmenting traditional home-grown R&D

•Sustainability a major global thrust

•Collaboration across many diverse locations•Collaborative tools and skills•Data rights and handling (ITAR, proprietary)•Language/cultural familiarity•Flexible work arrangements across time zones (job sharing, work segmenting, virtual or temporary co-location)•Labor laws, workplace practices, privacy policies

•Low-cost sourcing in emerging markets•Requirements allocation•Work package preparation•Technical direction and design evaluation

Skills/Tools Challenges for the Engineer

•Value-add for large corporations is increasingly at the systems design/integration level

•Component specification writing•Test and certification techniques•Platform integration•Dynamic system modeling

•Design-to-cost becoming more important•Cross-functional expertise/awareness•Should-cost techniques•Manufacturing knowledge•Product cost drivers (materials, tolerances, special processes, etc..)•Follow-on cost impacts of the design (reliability, MTBF, replacement costs, warrantee, field support)

Skills/Tools Challenges for the Engineer

•Technology partnerships/licensing augmenting traditional home-grown R&D

•Technology readiness evaluation capability•Requirements allocation•Product development plans and risk management•Patent process knowledge, IP strategies/awareness•Business relationships, competitive assessments

•Sustainability a major global thrust•Environmental impact of design (Energy efficiency, dangerous materials, waste and packaging required, life cycle impacts)•Sustainable design drivers (Greenhouse gas emissions, energy intensity, facility resource usage)•Impact of public policy on product design (Carbon restrictions, local water/air standards, building codes, materials restrictions, etc..)

Skills/Tools Challenges for the Engineer

Operations Products Advocacy

UTC SUSTAINABILITY ROADMAP

24

26

28

30

32

34

36

38

40

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

20

25

30

35

40

45

50

55

60(BTUs x 1012) (revenues, $ billions)

0

1,000

2,000

3,000

4,000

5,000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

20

28

36

44

52

60(revenues, $ billions)(gallons x 106)

U.S. Green Building Council

Dow Jones Sustainability Index

Global 100 Most Sustainable Corporations inthe World

WBCSD Energy Efficiency in Buildings project

Aggressive EH&S goals across UTC

Otis TEDA facility in Tianjin – LEED Gold

Pratt & Whitney engine overhaul facility in Shanghai – LEED Platinum

Carrier Evergreen® chillers

Otis Gen2TM elevator system

UTC Power PureComfort® CHP, PureCycle® geothermal, and 400 kW PureCell® system

Pratt & Whitney PurePowerTM engine

Energy use (1997-2008)

Water use (1997-2008)

14

#29 -

Geared Turbofan™ Engine

Otis Elevator

Pratt & WhitneyUTC Power

Combined Heat Power (CHP) system

UTC Sustainable Product Launches

... 2007 recipient

... 2007 recipient

UTC Power

Purecycle® Geothermal Power System

Source: K. Adelberth, Lund University, Lafarge

Demolition

Maintenance

Usage

Construction

Materials12%

200 kWh/m².year

83%

1%

1%3%

Energy Use in Buildings

16

40% of World Energy UseIs Consumed in Buildings

83% of a building’s Energy FootprintIs Consumed During Use

17

ENERGY EFFICIENCY IN BUILDINGS World Business Council for Sustainable Development Project

Transforming the way buildings are designed, built and used

Focus on energy

Business perspective

Communicate research findings openly with markets and regulators

A world where buildings consume zero net energy

17

Systems (Whole Building) Approach to Energy Efficiency

Buildings Design& Energy Analysis

Windows & Lighting

Sensors, Controls

HVAC

Power Delivery &Demand Response

Demonstrations

Domestic/InternationalPolicies, Regulation,Standards, Markets

Natural Ventilation, Indoor Environment

IntegrationThe Whole is Greater than the Sum of the Parts

Networks, Communications

Building Materials

Summary

•UTC a global conglomerate that relies heavily on well-educated engineers

•Succeeding in the global economy requires some new skills beyond the traditional engineering education

•Sustainability a key thrust of UTC reflected in our facilities, products and policies