Maintaining our trains
Want to work on rolling stock in facilities that meet the highest Industry 4.0 standards? Join our Rolling Stock Division to help us maintain SNCF trains and deliver high-level operational performance for our customers.
What the Rolling Stock Division does
- We work hard every day to deliver high-quality maintenance and keep passengers safe and comfortable onboard.
- We optimize the operational performance of our customers in SNCF Group and beyond.
Our ambition
We harness the commitment and expertise of our employees to give customers the industrial and engineering solutions they need for today’s rolling stock—and tomorrow’s.
We maintain
17,000
rolling stock maintained and refurbished in our Technicentres
There are
8,400
employees in the Rolling Stock Division
In
10
heavy-maintenance Technicentres
Our infrastructure
In addition to our 10 heavy-maintenance Technicentres, we rely on:
- an integrated logistics centre
- a single, integrated rolling stock engineering unit
- our Technicampus training centre
- Techninat—a nationwide maintenance network for locomotives and wagons
Meeting customer needs
Rolling stock engineering
Backed by our widely recognized experience in every stage of the rolling stock life cycle, we deliver solutions, innovate and customize trains, analyse performance, and run tests.
Heavy maintenance
We refurbish and upgrade rolling stock and repair parts in our heavy-maintenance Technicentres. These facilities offer technical expertise and a full range of equipment.
Innovative careers
Predictive maintenance
For over a decade, we’ve used predictive maintenance to anticipate breakdowns and make trains more reliable, comfortable and punctual. We can analyse 8,000 train variables—including 2,000 in real time—and we can monitor over 1,100 trains simultaneously.
Piloting drones
More and more, we use drones to assess rolling stock and to monitor rail sites, engineering structures and work sites. In our Bischheim Technicentre, we train employees specifically for high-level drone work.
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