ANNUAL INFORMATION FORM for the Year Ended December 31, 2015
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 -
Canada's Aviation Hall of Fame
Volume 31, No. 2 THE Spring 2013 Canada’s Aviation Hall of Fame Canada’s Aviation Hall of Fame Panthéon de l’Aviation du Canada Dodds Finland Curtis Fraser Christensen Greenaway Burke Hitchins Boffa Floyd Fullerton Davoud Dowling Bazalgette Clarke Grossmith Capreol Hobbs Baker, A.W. Boggs Garneau Forester Deluce Collishaw Beaudoin Hadfield Agar Dunlap Carr Hollick-Kenyon Baker, R.F. Bradford Garratt Fowler, R. Bell Halton Archibald Hopson Baker, R.J. Brintnell Gilbert Fowler, W. Berry Hamilton Armstrong Balchen Hornell Bristol Dyment Godfrey Cavadias Fox Beurling Hartman Audette Dickins Baldwin Cooke Hotson Brown Graham Edwards Caywood Foy Birchall Hayter Austin Dilworth Bannock Cooper-Slipper Howe Buller Grandy Fallow Franks Chamberlin Bishop Heaslip Bjornson Dobbin Barker Crichton Hutt Burbidge Gray Fauquier Fraser-Harris Blakey Chmela Hiscocks Bain 1 Canada’s Aviation Hall of Fame Panthéon de l’Aviation du Canada CONTACT INFORMATION: OFFICE HOURS: STAFF: Tuesday - Friday: 9 am - 4:30 pm Executive Director - Rosella Bjornson Canada’s Aviation Hall of Fame Closed Mondays Administrator - Dawn Lindgren * NEW - PO Box 6090 Wetaskiwin AB Acting Curator - Robert Porter * NEW - T9A 2E8 CAHF DISPLAYS (HANGAR) HOURS: Phone: 780.361.1351 Tuesday to Sunday: 10 am - 5 pm Fax: 780.361.1239 Closed Mondays BOARD OF DIRECTORS: Website: www.cahf.ca Winter Hours: 1 pm - 4 pm Email: [email protected] Please call to confirm opening times. Tom Appleton, ON, Chairman James Morrison, ON, Secretary, Treasurer Barry Marsden, BC, Vice-Chairman Denis Chagnon, QC -
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. -
Proxy2019 (NEXTGEN)
BOMBARDIER INC. NOTICE OF ANNUAL MEETING OF SHAREHOLDERS 2020 YOUR VOTE IS IMPORTANT As used in this management proxy circular, all references to Bombardier, the Corporation, we, us or similar terms are to Bombardier Inc. Date: Thursday, June 18, 2020 Time: 10:30 a.m. (Montréal time) By order of the Board of Directors, Place: Espace Mansfield 1230 Mansfield Street Montréal, Québec, Canada H3B 2Y3 The holders of Class A shares (multiple voting) and/or Class B shares (subordinate voting) of Bombardier Inc. whose names Steeve Robitaille appear on the list of shareholders of Bombardier Inc. on Senior Vice President, General Counsel Wednesday, May 6, 2020, at 5:00 p.m. (Montréal time) will be and Corporate Secretary entitled to receive this notice of the meeting of shareholders Montréal, Québec, Canada, May 6, 2020 and to vote at the meeting. BUSINESS ON THE AGENDA OF THE MEETING: In light of the ongoing public health concerns related to the spread of COVID-19 and in order to mitigate potential risks to 1. Receipt of the consolidated financial statements of the health and safety of its shareholders, employees, Bombardier Inc. for the financial year ended communities and other stakeholders, the Corporation is December 31, 2019 and the auditors’ report thereon; providing facilities to allow its shareholders to participate in a 2. Election of the directors of Bombardier Inc.; hybrid meeting format whereby registered shareholders and duly appointed proxyholders may attend and participate in the 3. Appointment of the auditors of Bombardier Inc. and meeting via live webcast. The legal requirements of the authorization to the directors of Bombardier Inc. -
Bombardier's Mass Production of the Snowmobile: the Canadian Exception? Christian De Bresson and Joseph Lampel
Document generated on 09/25/2021 6:35 a.m. Scientia Canadensis Canadian Journal of the History of Science, Technology and Medicine Revue canadienne d'histoire des sciences, des techniques et de la médecine Bombardier's Mass Production of the Snowmobile: The Canadian Exception? Christian De Bresson and Joseph Lampel Volume 9, Number 2 (29), décembre–December 1985 URI: https://id.erudit.org/iderudit/800214ar DOI: https://doi.org/10.7202/800214ar See table of contents Publisher(s) CSTHA/AHSTC ISSN 0829-2507 (print) 1918-7750 (digital) Explore this journal Cite this article De Bresson, C. & Lampel, J. (1985). Bombardier's Mass Production of the Snowmobile: The Canadian Exception? Scientia Canadensis, 9(2), 133–149. https://doi.org/10.7202/800214ar Tout droit réservé © Canadian Science and Technology Historical Association / This document is protected by copyright law. Use of the services of Érudit Association pour l'histoire de la science et de la technologie au Canada, 1985 (including reproduction) is subject to its terms and conditions, which can be viewed online. https://apropos.erudit.org/en/users/policy-on-use/ This article is disseminated and preserved by Érudit. Érudit is a non-profit inter-university consortium of the Université de Montréal, Université Laval, and the Université du Québec à Montréal. Its mission is to promote and disseminate research. https://www.erudit.org/en/ 133 BOMBARDIER'S MASS PRODUCTION OF THE SNOWMOBILE: THE CANADIAN EXCEPTION? Chris DeBresson* and Joseph Lampe1** (Although) the Canadian record in innovation is not quite as dismal as popularly supposed ... a high proportion of innovative products are custom made for one or two customers, and fail to grow into mass produced standardized products.1 A disjunction seems to have beset Canadian industrial and econ omic development in the last forty years. -
Annual Report Year Ended January 31 2004
Annual Report Year Ended January 31 2004 We’ve made alotof progress MESSAGES TO SHAREHOLDERS 20 CORPORATE GOVERNANCE 24 AEROSPACE 26 TRANSPORTATION 34 SOCIAL RESPONSIBILITY AND SUSTAINABILITY 36 FINANCIAL HIGHLIGHTS 38 FINANCIAL SECTION 39 MAIN BUSINESS LOCATIONS 136 BOARD OF DIRECTORS AND OFFICERS 137 SHAREHOLDER INFORMATION 138 read more on our rigorous action plan but on page there’s 20 still alotof progress TO BE MADE. PAUL M. TELLIER PRESIDENT AND CHIEF EXECUTIVE OFFICER Bringing in new leadership was critical, but that was just THE FIRST STEP. read more on our spirit and vision on page 22 LAURENT BEAUDOIN, FCA EXECUTIVE CHAIRMAN OF THE BOARD PIERRE ALARY SENIOR VICE PRESIDENT AND CHIEF FINANCIAL OFFICER read more on our financials starting on page 39 Recapitalization was very important. It gave us breathing space for a while. RÉJEAN BOURQUE VICE PRESIDENT, INVESTOR RELATIONS And a new share issue was oversubscribed by $400 MILLION. Encouraging. FRANÇOIS LEMARCHAND SENIOR VICE PRESIDENT AND TREASURER We promised to reduce the risk profile at Bombardier Capital and concentrate on our most vital portfolios. And we did just that. MICHAEL DENHAM SENIOR VICE PRESIDENT, STRATEGY We divested ourselves of certain assets to concentrate on trains and planes. Focus is everything. FRANÇOIS THIBAULT VICE PRESIDENT, ACQUISITIONS Trains, where we’re number ONE in the world read more on initiatives at Transportation on page 34 WOLFGANG TOELSNER ANDRÉ NAVARRI CHIEF OPERATING OFFICER, BOMBARDIER TRANSPORTATION PRESIDENT, BOMBARDIER TRANSPORTATION read more on Aerospace’s achievements and challenges on page 26 PIERRE BEAUDOIN PRESIDENT AND CHIEF OPERATING OFFICER, BOMBARDIER AEROSPACE and planes, where we’reaworld LEADER in regional aircraft and business jets. -
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 -
View Annual Report
ANNUAL REPORT YEAR ENDED JANUARY 31, 2000 2000 y 31, ear ended Januar Year ended January 31, 2000 ended January 31, Year Y T AL REPOR ANNUAL REPORT ANNUAL ANNU Printed in Canada - ISBN 2-921393-45-X Legal Deposit, BibliothBibliothèqueèque nanationaletionale du QuQuébecébec 81 a TABLE OF CONTENTS a SHAREHOLDER INFORMATION 2 Highlights 4 Report to Shareholders 8 Management’s Discussion and Analysis 10 Bombardier Aerospace 18 Bombardier Transportation A Record Year 24 Bombardier Recreational Products 29 Bombardier Capital 31 Bombardier International 32 Six Sigma 34 Social Responsibility 36 Environment Share Capital Authorized and Issued as at January 31, 2000 37 Liquidity and Capital Resources 41 Financial Section Authorized Issued Class A shares 896,000,000 175,797,064 76 Main Business Locations Class B shares 896,000,000 513,011,944 78 Activities Preferred shares, Series 2 12,000,000 12,000,000 80 Board of Directors and Corporate Officers At the special and annual meeting to be held on June 20, 2000, the shareholders of Bombardier will Fiscal be asked to approve a split of both class A and class B shares on a two-for-one basis. Upon shareholders’ 81 Shareholder Information approval, the split will be effective for shareholders of record at the close of business, Montréal time, 1999-2000 on Friday, July 7, 2000. Net Income: $718.8 million Stock Exchange Listings Class A and B shares Toronto (Canada) Preferred shares, Series 2 Toronto (Canada) Class B shares Brussels (Belgium) and Frankfurt (Germany) Stock listing codes BBD (Toronto) BOM (Brussels) BBDd.F (Frankfurt) Incorporation Corporate Secretary SHAREHOLDER Media Relations The Corporation was Bombardier Inc. -
Bombardier 2008-09 Annual Report
OUR WAY AnnualReport,2009 EndedJanuary Year 31, FORWARD ANNUAL REPORT, YEAR ENDED JANUARY 31, 2009 www.bombardier.com FINANCIAL HIGHLIGHTS (in millions of U.S. dollars, except per share and backlog amounts) For the fiscal years ended January 31 2009 2008 Revenues $ 19,721 $ 17,506 EBIT before special item $ 1,411 $ 902 EBT before special item $ 1,273 $ 601 Income taxes $ 265 $ 122 Net income $ 1,008 $ 317 Earnings per share before special item (in dollars): Basic $ 0.57 $ 0.26 Diluted $ 0.56 $ 0.26 Earnings per share (in dollars): Basic $ 0.57 $ 0.17 Diluted $ 0.56 $ 0.16 Dividend per common share (in Cdn dollars) Class A $ 0.08 $ – Class B $ 0.08 $ – As at January 31 2009 2008 Total assets $ 21,306 $ 22,120 Shareholders’ equity $ 2,544 $ 3,118 We take pride in our employees’ engagement. We sincerely thank all Net additions to property, plant and equipment and intangible assets $ 567 $ 417 of our employees who agreed to participate in this annual report. Total backlog (in billions of dollars) $ 48.2 $ 53.6 Book value per common share (in dollars) $ 1.27 $ 1.60 Number of common shares Class A 316,582,537 316,961,957 Class B 1,413,866,601 1,413,700,636 STOCK MARKET PRicE RANGES BOMBARDIER’S STOCK PERFORMANCE (in Cdn dollars) January 31, 2006 to January 31, 2009 For the years 300 ended January 31 2009 2008 Class A 200 BiLevel, Bombardier, Bombardier 415, Challenger, Challenger 300, Challenger 604, Challenger 605, Challenger 800, CL-215, CONTESSA, CRJ, CRJ200, CRJ700, CRJ705, CRJ900, CRJ1000, High $ 9.00 $ 7.00 CS100, CS300, CSeries, CITYFLO, CX-100, EBI, ECO4, ELECTROSTAR, EnerGplan, FLEXITY, Flexjet, FLEXX, Global, Global 5000, Global Express, Global Vision, INNOVIA, INTERFLO, Learjet, *100 Learjet 40, Learjet 45, Learjet 60, Learjet 85, MITRAC, MOVIA, NextGen, ORBITA, PartsExpress, PRIMOVE, Q200, Q300, Q400, Q-Series, REGINA, Skyjet, Skyjet International, Smart Services, Low $ 3.25 $ 4.10 SPACIUM, TALENT, The climate is right for trains, TRAXX, TURBOSTAR, XR, XRS and ZEFIRO are trademarks of Bombardier Inc. -
Bombardier Standard Presentation
Bombardier- The Evolution of Mobility HBM User Group Meeting PRIVATE AND CONFIDENTIAL AND PRIVATE Wendy Smith Bombardier Inc. or its subsidiaries. All rights reserved. itsAllInc.subsidiaries.or Bombardier Test Engineer © 24th April 2013 Agenda BOMBARDIER’S EVOLUTION BOMBARDIER AEROSPACE BOMBARDIER TRANSPORTATION ENGINEERING DEVELOPMENT LABORATORY, DERBY PRIVATE AND CONFIDENTIAL AND PRIVATE GLYPHWORKS IN ‘THE LAB’ Bombardier Inc. or its subsidiaries. All rights reserved. itsAllInc.subsidiaries.or Bombardier © 2 BOMBARDIER Our evolution 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 AND PRIVATE North American BN (BE), Grande . Vertical metro contract mass transit ANF (FR), Capacité) . Hybrid AGC, integration secured strong position and Deutsche ZEFIRO, ECO4 rights reserved. itsAllInc.subsidiaries.or Bombardier position in . Sale of © . Energy crisis reinforcement of Waggonbau (DE), American Recreational . Transportation’s provoked presence in Concarril (MX), market products expansion into market Europe Talbot (DE), business unit emerging collapse Adtranz (DE) markets 3 AEROSPACE BOMBARDIER PRIVATE AND CONFIDENTIAL © Bombardier Inc. or its subsidiaries. All rights reserved. BOMBARDIER AEROSPACE Overview PRIVATE AND CONFIDENTIAL AND PRIVATE Bombardier Aerospace is a world leader in the design and manufacture of innovative aviation products and related services for the business, commercial, amphibious and specialized aircraft rights reserved. itsAllInc.subsidiaries.or Bombardier markets. -
The Rise and Fall of Bombardier
THE HARTMANN PAPERS: The Rise and Fall of Bombardier The first report of the expected CSeries aircraft purchase by Delta Airlines appeared in public media in mid-April 2016, and the extremely high degree of confidence with which this order was predicted pointed to the only obvious source - Bombardier. In the next two weeks until Delta actually made it official, a media circus was unleashed that had all the hallmarks of a good American TV infomercial sponsored by, again, Bombardier. It was, and still is, a well coordinated corporate marketing campaign with grossly misleading statements, buzz words from Bombardier’s junior marketing guy’s dictionary, and a focus concentrated on very few narrow and specific issues to the total exclusion of hard true facts. To this day the media repeat the “$5.6 billion value” of the Delta deal, even though Bombardier itself tacitly acknowledged - and never disputed - the reported 75% discount which brings the deal down to a mere $1.4 billion. Bombardier already announced a $500 million write-off on this “onerous deal”, acknowledged that it is not going to make profit on its CSeries aircraft until 2021, and the Airbus sales chief, who is the one who ought to know, claims that Bombardier is losing $7 million on each Delta aircraft. So when will Bombardier start making profit, and how will it pay off the accumulated multi-billion $ loses with single-digit-millions of profits made on aircraft in 5 or 10 years? The CSeries is being presented as a “game changer” and a sort of revolutionary aircraft that guarantees Bombardier’s great future.