Bombardier Standard Presentation
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Aviation Leadership for the Environment
Aviation Leadership for the Environment Fassi Kafyeke Director Strategic Technology Bombardier Aerospace Co-Chair Canadian Aviation Environment Technology Road Map 2nd UTIAS-MITACS International Workshop on Aviation and Climate Change Toronto, May 27, 2010 Contents Bombardier Aerospace Products Aviation Effects on Global Warming Aviation Position on the Environment The Canadian Aviation Environment Technology Road Map (CAETRM) Bombardier Contribution Short-Term Execution: Bombardier CSeries Mid-Term Execution: GARDN Long-Term Execution: SAGE, FMP Conclusions and Recommendations 2 Fields of activity Aerospace Transportation F10 revenues: $9.4 billion F10 revenues: $10 billion 48% of total revenues 52% of total revenues Backlog: $16.7 billion* Backlog: $27.1 billion* Employees: 28,900* Employees: 33,800* *As at January 31, 2010 3 3 Bombardier’s Business Aircraft portfolio is centred on three families LEARJET FAMILY Learjet 40 XR Learjet 45 XRLearjet 60 XR Learjet 85 CHALLENGER FAMILY Challenger 300Challenger 605 Challenger 850 GLOBAL FAMILY Bombardier Global 5000 Global Express XRS Learjet, Learjet 40, Learjet 45, Learjet 60, Learjet 85, Challenger, Challenger 300, Challenger 605, Challenger 850, Global, Global 5000, Global Express, XR and XRS are trademarks of Bombardier Inc. or its subsidiaries. 4 Bombardier’s Commercial Aircraft portfolio is aligned with current market trends Turboprops Q-Series aircraft: 1,034 ordered, Q400 and Q400 NextGen 959 delivered*. CRJ Series: Regional jets 1,695 ordered, 1,587 delivered*. CRJ700 NextGen -
PRIMOVE – Wireless Electrification
Wireless Electrification Eighth International Hydrail Conference Ryerson University – Centre for Urban PRIVATE AND CONFIDENTIAL PRIVATE AND Energy, Toronto, Canada © Bombardier Inc. or its subsidiaries. All rights reserved. 2013.06.11 & 12 Tim Dickson, Ph.D., P. Eng Agenda 1 BOMBARDIER OVERVIEW 2 MEGATRENDS 3 INTRODUCTION TO PRIMOVE 4 ANSWERS TO QUESTIONS PRIVATE AND CONFIDENTIAL PRIVATE AND © Bombardier Inc. or its subsidiaries. All rights reserved. BOMBARDIER Overview PRIVATE AND CONFIDENTIAL PRIVATE AND Bombardier is the world’s only manufacturer of both planes and trains, with a worldwide workforce of 70,000* people. © Bombardier Inc. or its subsidiaries. All rights reserved. Bombardier is headquartered in Montréal, Canada. Our shares are traded on the Toronto Stock Exchange (BBD) and we are listed on the Dow Jones Sustainability World and North America indexes. In the fiscal year ended December 31, 2011, we posted revenues of $18.3 billion USD with 93% of revenues generated outside Canada. * as at December 31, 2011 3 BOMBARDIER Overview 1942-1973 1974-1985 1986-1993 Strategic 1993-2003 2003- Acquisitions . Company . Diversification . Entry into . Aerospace: . CRJ Series, . CRJ NextGen start-up into mass aerospace Short Brothers Global family, transit market through (UK), Express, Learjet 85, . Development Canadair Learjet (US), de Challenger 300 Q400 NextGen, of passenger . Learning of new acquisition Havilland (CA) CSeries, and personal industry . Tilting train, Global 7000, snowmobiles . Consolidation of . Transportation: AGC (Autorail . 1982 New York Global 8000 CONFIDENTIAL PRIVATE AND North American BN (BE), Grande . Vertical metro contract mass transit ANF (FR), Capacité) . Hybrid AGC, integration secured strong position and Deutsche ZEFIRO, ECO4 position in . -
Buy America Transit Supply Chain Connectivity Forum
Buy America Transit Supply Chain Connectivity Forum APTA Rail Conference Phoenix, AZ June 22, 2016 Agenda 8:00am Registration/Continental Breakfast 8:30am Welcome Remarks and Forum Introduction 8:45am U.S. DOT Keynote and Buy America Overview 9:25am Q&A 9:40am Break 9:50am Arizona Public Transportation 10:00am OEM Panel: Supply Chain Opportunities and Needs 11:15am Q&A 11:30am Supplier Panel: The View from Prospective Suppliers 12:10pm Q&A 12:25pm Lunch (One-on-One Signups) 1:15pm MEP Assistance and Resources 1:45pm Open Discussion: Transit Supply Issues and Opportunities 2:05pm Intro to One-on-One Meetings among OEMs and Suppliers 2:15pm Transition to One-on-One Meetings among OEMs and Potential Suppliers 2:15pm Networking Reception Concurrent with One-on-One Meetings 5:00pm ADJOURN www.nist.gov/mep [email protected] (301) 975-5020 MEP Overview 2 Agenda 8:00am Registration/Continental Breakfast 8:30am Welcome Remarks and Forum Introduction 8:45am U.S. DOT Keynote and Buy America Overview 9:25am Q&A 9:40am Break 9:50am Arizona Public Transportation 10:00am OEM Panel: Supply Chain Opportunities and Needs 11:15am Q&A 11:30am Supplier Panel: The View from Prospective Suppliers 12:10pm Q&A 12:25pm Lunch (One-on-One Signups) 1:15pm MEP Assistance and Resources 1:45pm Open Discussion: Transit Supply Issues and Opportunities 2:05pm Intro to One-on-One Meetings among OEMs and Suppliers 2:15pm Transition to One-on-One Meetings among OEMs and Potential Suppliers 2:15pm Networking Reception Concurrent with One-on-One Meetings 5:00pm ADJOURN www.nist.gov/mep [email protected] (301) 975-5020 MEP Overview 3 WELCOME TO PHOENIX David Garafano Executive Director www.nist.gov/mep [email protected] (301) 975-5020 MEP Overview 4 Agenda 8:00am Registration/Continental Breakfast 8:30am Welcome Remarks and Forum Introduction 8:45am U.S. -
Global Competitiveness in the Rail and Transit Industry
Global Competitiveness in the Rail and Transit Industry Michael Renner and Gary Gardner Global Competitiveness in the Rail and Transit Industry Michael Renner and Gary Gardner September 2010 2 GLOBAL COMPETITIVENESS IN THE RAIL AND TRANSIT INDUSTRY © 2010 Worldwatch Institute, Washington, D.C. Printed on paper that is 50 percent recycled, 30 percent post-consumer waste, process chlorine free. The views expressed are those of the authors and do not necessarily represent those of the Worldwatch Institute; of its directors, officers, or staff; or of its funding organizations. Editor: Lisa Mastny Designer: Lyle Rosbotham Table of Contents 3 Table of Contents Summary . 7 U.S. Rail and Transit in Context . 9 The Global Rail Market . 11 Selected National Experiences: Europe and East Asia . 16 Implications for the United States . 27 Endnotes . 30 Figures and Tables Figure 1. National Investment in Rail Infrastructure, Selected Countries, 2008 . 11 Figure 2. Leading Global Rail Equipment Manufacturers, Share of World Market, 2001 . 15 Figure 3. Leading Global Rail Equipment Manufacturers, by Sales, 2009 . 15 Table 1. Global Passenger and Freight Rail Market, by Region and Major Industry Segment, 2005–2007 Average . 12 Table 2. Annual Rolling Stock Markets by Region, Current and Projections to 2016 . 13 Table 3. Profiles of Major Rail Vehicle Manufacturers . 14 Table 4. Employment at Leading Rail Vehicle Manufacturing Companies . 15 Table 5. Estimate of Needed European Urban Rail Investments over a 20-Year Period . 17 Table 6. German Rail Manufacturing Industry Sales, 2006–2009 . 18 Table 7. Germany’s Annual Investments in Urban Mass Transit, 2009 . 19 Table 8. -
Bombardier Overview Bombardier
July 2013 Overview Bombardier PRIVATE AND CONFIDENTIAL © Bombardier Inc. or its subsidiaries. All rights reserved. Bombardier Overview Bombardier Incorporated (Fiscal Year ended December 31, 2012) . Revenues: $16.8 billion . EBIT before special items1 (Margin): $835 million / 5.0% . Adjusted Net Income2 (Per Share): $692 million / $0.38 . Market Capitalization: $6.5 billion3 . Dividend (Yield): Cdn $0.10 per share / 2.7% Bombardier Aerospace Bombardier Transportation Bombardier Inc. or its subsidiaries. All rights reserved. Inc.itsor subsidiaries.AllBombardier . Revenue: $8.6 billion (51% of total) . Revenue: $8.1 billion (49% of total) © . EBIT before special items1 : $382 million . EBIT before special items1: $453 million . Order Backlog: $32.9 billion . Order Backlog: $33.7 billion . Employees: 35,500 . Employees: 36,000 1 Special items in 2012 include $119 million for restructuring charges (BT), $19 million for a loss related to flooding (BT), $25 million for foreign exchange hedging loss (BT), and a $23 million gain on resolution of a litigation in connection with capital tax (BA). See Caution regarding Non-GAAP measures at the end of this presentation 2 See Caution regarding Non-GAAP measures at the end of this presentation 3 Market capitalization is based on an exchange rate of 1.00 USD/CAD. Class A shares valued at Class B price 2 Note: Market capitalization and yield are based on share price of Cdn $3.76 (December 31, 2012) Bombardier – from Entrepreneurial to Global leader 1942-1973 1974-1985 1986-1993 1994-2001 2002-today Consolidation of Invention of Rail Global Entry Aerospace leadership snowmobile transportation leadership position Revenues* $0.7 B $1.0 B $5.6 B $12.4 B $16.8 B ** . -
The Role of Knowledge Management in Aircraft Product Development
THE ROLE OF KNOWLEDGE MANAGEMENT IN AIRCRAFT PRODUCT DEVELOPMENT Alexander PREIS Marco BEAULIEU July 10th, 2012 PLM12 9th International Conference on Product Lifecycle Management PLM IN THE KNOWLEDGE MANAGEMENT AGE INDUSTRY DAY: BOMBARDIER AEROSPACE THIS PRESENTATION ‘The role of Knowledge Management in Aircraft Product Development” THIS AFTERNOON Patrice Belanger “Enabling PLM at Bombardier Aerospace” 2 THE POWER OF KNOWLEDGE DRIVING NEW PRODUCT DEVELOPMENT QUOTE: HEWLETT PACKARD 3 FIELDS OF ACTIVITY Aerospace Transportation Revenues for fiscal year ended December 31, 2011 Revenues for fiscal year ended December 31, 2011 $8.6 billion $9.8 billion 47% of total revenues 53% of total revenues Backlog: $22.0 billion* Backlog: $31.9 billion $* Employees: 33,600** Employees: 36,200** * As at December 31, 2011 ** As at December 31, 2011. Includes contractual employees. 4 BOMBARDIER AEROSPACE: 30,300 EMPLOYEES AROUND THE WORLD 18,418 EMPLOYEES 5,335 EMPLOYEES 4,324 EMPLOYEES 1,469 EMPLOYEES BUSINESS AIRCRAFT STRONGEST PORTFOLIO OF BUSINESS JETS LEARJET FAMILY LEARJET 40 XR LEARJET 45 XR LEARJET 60 XR LEARJET 85 CHALLENGER FAMILY CHALLENGER 300 CHALLENGER 605 CHALLENGER 850 CHALLENGER 870 GLOBAL FAMILY GLOBAL 5000 GLOBAL 6000 GLOBAL 7000 GLOBAL 8000 Bombardier, Challenger, Challenger 300, Challenger 605, Challenger 850, Challenger 870, Global, Global 5000, Global 6000, Global 7000, Global 8000, Learjet, Learjet 40, Learjet 45, Learjet 60, Learjet 85 and XR are trademarks of Bombardier Inc. or its subsidiaries. COMMERCIAL AIRCRAFT LEADERS IN THE NEW REALITY Optimized Q-SERIES short-haul FAMILY solution Q400 NEXTGEN Optimized CRJ SERIES regional FAMILY network CRJ700 NEXTGEN CRJ900 NEXTGEN CRJ1000 NEXTGEN solution Optimized CSERIES 100- to 149-seat FAMILY market segment CS100 CS300 solution Bombardier, CRJ, CRJ700, CRJ900, CRJ1000, CS100, CS300, CSeries, NextGen, Q-Series and Q400 are trademarks of Bombardier Inc. -
The Scandinavian High-Speed Rail
THE SCANDINAVIAN HIGH-SPEED RAIL INDUSTRIAL DESIGN DIPLOMA BY THOMAS LARSEN RØED INDUSTRIAL DESIGN DIPLOMA BY THOMAS LARSEN RØED THE SCANDINAVIAN HIGH-SPEED RAIL SuperVisors: NINA BJØRNSTAD SVEIN GUNNAR KJØDE Floire Nathanael Daub Oslo 2012 6 DEPARTURE INTRO PreFace 7 PREFACE IMAGINE GETTING ON THE These parts represents the phases of TRAIN IN OSLO AT 8 IN THE the project. In Departure you find this MORNING. YOU GET SOME preface, the scope of the project and WORK DONE, RELAX AND background information. In Journey, HAVE A SNACK. AT 11 YOU’RE the research is presented, while Arrival IN COPENHAGEN ARRIVING AT shows results. The Notes part has a YOUR MEETING. summary of the project, a glossary and the appendix. This is a possibility. The terminology used is generally Linjen is an industrial design explained in the text, but should you diploma written at The Oslo School encounter problems understanding a of Architecture and Design in 2012, word or abbreviation, it might be useful between August 13th and December to look in the glossary. 20th. This report consist of four parts: Departure, Journey, Arrival and Notes. 8 DEPARTURE INTRO COntent 9 Intro Preface 6 Brand strategy Content 8 DEPARTURE Scope 10 74 Clarifying strategy 90 Brand brief Background 92 Visual identity preview High-speed rail 12 Partners 14 Concept ARRIVAL 98 Initial sketch process 104 Specifications 106 Directions 143 Concept development Research 158 Results Reality check: Field study 20 The Green Train 26 The Scandinavian 8 Million City 30 JOURNEY Product Analysis 34 Recap Identity 176 Summary Identity Research 46 180 Glossary NOTES Workshop 60 182 Appendix Interviews 64 The products role in a brand 70 10 DEPARTURE INTRO SCOpe 11 The aim is to create a high- speed rail concept on Scandinavian values I BELIEVE WE NEED A HIGH- of a Scandinavian HSR more tangible SPEED RAIL NETWORK IN and realistic, which hopefully would SCANDINAVIA. -
Eastman Turbo Oil Industry Approvals Business Jets
Eastman turbo oil industry approvals Business jets Aircraft maintenance manual (AMM) oil approvals ETO ETO ETO ETO Aircraft manufacturer Aircraft model Engine manufacturer Engine 2197 2380 2389 25 Beechcraft King Air B200 Pratt & Whitney PT6A-41 Bombardier Challenger CL-600 Honeywell ALF 502L Bombardier Global 5000/Global Express Rolls-Royce BR710 Bombardier Challenger GE CF34-3A or -3B Bombardier CL-601/604/605/610 Aerospace Bombardier Challenger 800 GE CF34-3B1 Bombardier Global 7000/8000 GE GE Passport Bombardier Challenger 300 Honeywell HTF7000 Learjet 31 Honeywell TFE 731-2 Learjet 40/40XR/45/45 XR Honeywell TFE-731-20 Bombardier Learjet Learjet 60/60XR P&W PW305A Learjet 85 P&W PW307B Learjet 55 Honeywell TFE-731-3A Citation X or 10 Rolls-Royce AE3007C Citation II or Bravo P&W JT15D Citation Encore P&W JT15D-5D Citation Sovereign P&W PW306C Cessna Citation Latitude P&W PW306D Citation Excel or XLS P&W PW545C Citation Mustang P&W PW615F Conquest II Honeywell TPE-331 110 Falcon 7X P&W PW307A Falcon 2000 EX/LX/DX P&W PW308C Dassault Falcon 50 Honeywell TFE-731-3 Falcon 900 Honeywell TFE-731-5 Falcon 900 EX/DX/LX Honeywell TFE-731-60 Eclipse Aviation Eclipse 500/400 P&W PW610F This list is subject to change. Refer to your Component Maintenance Manual (CMM) or the Qualified Products List (QPL) to determine which fluids are approved for your application. If you have any questions about an application, call our customer service department at 800-260-4150. (continued on next page) Eastman turbo oil industry approvals Business jets Aircraft -
Solutions for High-Speed Rail Proven SKF Technologies for Improved Reliability, Efficiency and Safety
Solutions for high-speed rail Proven SKF technologies for improved reliability, efficiency and safety The Power of Knowledge Engineering Knowledge engineering capabilities 2 for high-speed rail. Today, high-speed trains, cruising at 300 km/h have Meet your challenges with SKF changed Europe’s geography, and distances between Rail transport is a high-tech growth industry. SKF has large cities are no longer counted in kilometres but rather a global leadership in high-speed railways through: in TGV, ICE, Eurostar or other train hours. The dark clouds of global warming threatening our planet are seen as rays • strong strategic partnership with global and local of sunshine to this most sustainable transport medium, customers with other continents and countries following the growth • system supplier of wheelset bearings and hous- ings equipped with sensors to detect operational path initiated by Europe and Japan. High-speed rail parameters represents the solution to sustainable mobility needs and • solutions for train control systems and online symbolises the future of passenger business. condition monitoring • drive system bearing solutions km 40 000 • dedicated test centre for endurance and homologa- tion testing 35 000 30 000 • technical innovations and knowledge 25 000 • local resources to offer the world rail industry best 20 000 customer service capabilities 15 000 10 000 5 000 0 1970 1980 1990 2000 2010 2020 Expected evolution of the world high-speed network, source UIC 3 Historical development Speed has always been the essence of railways Speed Speed has been the essence of railways since the first steam (km/h) locomotive made its appearance in 1804. -
Commission Clears Takeover of Adtranz by Bombardier, Subject To
,3 Brussels, 3 April 2001 &RPPLVVLRQ FOHDUV WDNHRYHU RI $'WUDQ] E\ %RPEDUGLHUVXEMHFWWRFRPPLWPHQWV 7KH(XURSHDQ&RPPLVVLRQKDVDXWKRULVHGWKHWDNHRYHURI'DLPOHU&KU\VOHU¶V UDLO EXVLQHVV GLYLVLRQ $'WUDQ] E\ %RPEDUGLHU RI &DQDGD VXEMHFW WR FRPPLWPHQWV $V LQLWLDOO\ QRWLILHG WKH RSHUDWLRQ ZRXOG KDYH OHG WR WKH FUHDWLRQRIDGRPLQDQWSRVLWLRQRQWKHPDUNHWVIRUUHJLRQDOWUDLQVDQGWUDPV LQ*HUPDQ\%XWWKHFRPSDQLHVRIIHUHGDQXPEHURIGLYHVWPHQWVDQGRWKHU XQGHUWDNLQJV ZKLFK ZLOO HQVXUH WKH HPHUJHQFH RI D VWURQJ FRPSHWLWRU LQ *HUPDQ\WRUHSODFHWKHHOLPLQDWLRQRIFRPSHWLWLRQIURP$'WUDQ] ADtranz (Germany) was created in 1995 through the pooling of the rail business activities of ABB and Daimler-Benz (now called DaimlerChrysler), which acquired sole control in 1999. ADtranz makes rail rolling stock and signalling equipment. Canada’s Bombardier is active in the aircraft, rail transportation equipment and recreational product industries. The acquisition will make Bombardier the world’s largest integrated producer of railway equipment, ahead of Alstom of France and Germany’s Siemens, the three heavy weights in the rail equipment industry both in Europe and in the rest of the world. An in-depth investigation into the ADtranz deal confirmed the Commission’s concerns about reduction of competition in the markets for regional trains and trams / light rail vehicles in Germany. But the parties submitted commitments which will result in the development of Stadler Rail, a Swiss company active in Germany, as a strong independent supplier of regional trains and trams / light rail vehicles which will take over to a large extent the current market position of ADtranz. The commitments will also ensure that two independent suppliers of electrical propulsion (Kiepe and ELIN) remain active in both markets, which will allow for future consortia with Stadler and other non-integrated mechanical suppliers. -
ANNUAL INFORMATION FORM for the Year Ended December 31, 2015
ANNUAL INFORMATION FORM For the year ended December 31, 2015 February 17, 2016 NOTES (1) In this Annual Information Form, all monetary amounts are expressed in U.S. dollars, unless otherwise indicated. Certain totals, subtotals and percentages may not agree due to rounding. (2) Bombardier, Challenger, Challenger 300, Challenger 350, Challenger 605, Challenger 650, CRJ, CRJ700, CRJ900, CRJ1000, CS100, CS300, C Series, FlexCare, FLEXITY, Global, Global 5000, Global 6000, Global 7000, Global 8000, INNOVIA, Q400, Learjet, Learjet 75, Learjet 85, MOVIA, OMNEO, PRIMOVE, TALENT, TRAXX and The Evolution of Mobility are trademarks belonging to Bombardier Inc. or its subsidiaries. (3) This Annual Information Form contains references to trademarks of third parties for the purpose of describing Bombardier’s competitive environment and the development of its business. (4) In this Annual Information Form, the term “Bombardier” means, as required by the context, the Corporation and its subsidiaries on a consolidated basis or the Corporation or one or more of its subsidiaries. The term “Transportation” refers to the Corporation’s transportation reportable segment, the term "Business Aircraft" refers to the Corporation’s business aircraft reportable segment, the term “Commercial Aircraft” refers to the Corporation’s commercial aircraft reportable segment, the term “Aerostructures and Engineering Services” refers to the Corporation’s aerostructures and engineering services reportable segment and the term “Aerospace” refers, as the context may require prior to January 1, 2015, to the Corporation's prior aerospace reportable segment, or since, January 1, 2015, collectively to Business Aircraft, Commercial Aircraft and Aerostructures and Engineering Services. (5) Information is as at December 31, 2015, unless otherwise noted. -
Bbd 12.31.2019
We are a leading manufacturer of both planes and trains, operating under two reportable segments: Aviation and Transportation. We provide efficient, sustainable and enjoyable transportation solutions. Our products, services, and most of all, our 60,000 dedicated and highly skilled employees are what makes us a global leader in mobility and innovation. As at the date of this report, we have over 70 production and engineering sites in over 25 countries and a worldwide network of service centres. AVIATION Revenues(1) Designs, develops, manufactures, markets and provides aftermarket support for three $7.5 billion class-leading families of business jets - Learjet, Challenger and Global, in addition Order backlog(2) to outfitting various aircraft platforms for specialized use. $16.3 billion Employees(3) 24,350 TRANSPORTATION Revenues(1) Offers a wide-ranging portfolio of innovative and efficient solutions in the rail industry. $8.3 billion Covers the full spectrum of rail solutions, ranging from global mobility solutions to a Order backlog(2) variety of trains and sub-systems, services, system integration and signalling to meet billion the market’s needs and expectations. $35.8 Employees(3) 36,050 All amounts in this financial report are in US dollars unless otherwise indicated. (1) For fiscal year 2019. (2) As at December 31, 2019. Order backlog for Aviation includes $14.4 billion for business aircraft and $1.9 billion for other aviation. (3) As at December 31, 2019, including contractual and 1,700 inactive employees. Approximately 200 Corporate office employees are not allocated to a reportable segment. SETTING A PATH TO COMPLETE THE TURNAROUND Bombardier has come a long way since launching its turnaround plan.