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October 16, 2010 -
In a Globe and Mail special editorial feature, Mediacorp Canada Inc.
announced that Bombardier Aerospace is one of Each company was graded on eight key areas: physical workplace; work and social atmosphere; health, financial and family benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement. Employee engagement is central to Bombardier Aerospace's success and has been measured each year since 2004. |
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Based on the results of its comprehensive annual employee survey, managers, in collaboration with their teams, have been developing and implementing action plans designed to address improvement opportunities. This in turn has led to the introduction of many initiatives which have further fostered employee satisfaction, pride and motivation.
"This year, in the
spirit of continuous improvement, we decided to compare our current
practices with those of the most successful organizations in
Now in its 11th
year, the The aerospace division was launched with the 1986 acquisition of Canadair Ltd., at the time owned by the Government of Canada, and a company that had recorded the then-largest loss in history of any Canadian corporation. The Federal Government could not allow the Montreal-based company to close, and any hints that it might do so were met with media stories of the government's cancellation of the Avro Canada CF-105 Arrow in 1959. |
After acquiring
Canadair and restoring it to profitability, Bombardier acquired in 1989
the near-bankrupt Short Brothers aircraft manufacturing company in The aerospace arm now accounts for over half of the company's revenue. Bombardier's most popular aircraft currently include its Dash 8, CRJ100/200/440, and CRJ700/900/1000 lines of regional airliners. It also manufactures the Bombardier 415 amphibious water-bomber and the Challenger business jet. Learjet continues to operate as a subsidiary of Bombardier and manufactures jets under the Learjet name. Bombardier had been in discussions with Mirabel, Quebec (near Montreal) and Kansas City, Missouri for a $375 million assembly plant, for its future Cseries aircraft, which Bombardier is marketing as a replacement for aging DC-9, MD-80, and early, smaller versions of the Boeing 737. This new jet competes with the Boeing 737-600, Boeing 737-700, Airbus A318, Airbus A319, and Embraer 195. Bombardier claims the Cseries, which the company will offer in 110-seat and 130-seat versions, will burn at least 20% less fuel per trip than its "nearest" Embraer competitor and achieve "high 20s (percentage) savings" vs. the Boeing 737-600 or -700.
On July 13, 2008,
Bombardier announced that the C-series would be built in the
Both Bombardier
and its main competitor, Embraer, were engaged in a subsidy dispute in
the late 1990s and early 2000s. It was found by the World Trade
Organization (WTO), in a 2000 ruling, that Embraer has received illegal
subsidies from the Government of Brazil. In its ruling, the WTO ordered
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