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  3 juin 2020 | International, Aérospatial

  AIAC releases aerospace recommendations and calls on federal government to implement long-term sectoral strategy

  Posted on June 3, 2020; Aerospace Industries Association of Canada Press Release The Aerospace Industries Association of Canada (AIAC) released six key recommendations that build on the Vision 2025 plan; while repeating the call for the federal government to recognize aerospace as a strategic sector in urgent need of a long-term sectoral strategy. “The impact of COVID-19 on Canada's aerospace industry has been unprecedented. The consequences of aircraft being grounded cascade down to our industry — to original equipment manufacturers (OEMs), maintenance, repair and overhaul workers (MRO) and ongoing work relating to Canada's assets in space. With longer lead times in supply chain slowdowns, the devastating economic effects of this crisis are going to reverberate across our industry for years to come,” said Mike Mueller, senior vice-president, AIAC. “Competitor countries are making aerospace a key part of their economic recovery plans. Canada needs to take similar steps — not only to retain our current position but also to be ready for the global market opportunities that will emerge when the industry recovers,” said Mueller. AIAC recommends the following actions the Government of Canada can take immediately to help ensure best possible outcomes and long-term stability for Canada's aerospace sector: 1. Develop a pragmatic and proportional plan to allow people to begin flying again. 2. Adapt Canada's job retention program and liquidity measures to support employees in industries that will take longer to recover. 3. Rapidly expand government support for green technologies to enable the decarbonization of key sectors, particularly transportation and aviation. 4. Establish a new long-term investment bank to support and foster essential manufacturing supply chains through the market transformation ahead. 5. Advance public procurement projects, particularly in defence and space projects, to help stimulate and sustain high-tech supply chains through the difficult months ahead. 6. Establish a Canadian sector strategy for aerospace that includes civil, defence and space. “There is a need now, more than ever, for the Federal Government to work with us on a long-term sectoral strategy for Canada's aerospace industry. Ensuring a strong Canadian aerospace sector will be crucial to rebuilding Canada's economy given aerospace's substantial contributions to our nation's economic health on an annual basis — $31 billion in revenues, over $25 billion to GDP and nearly 215,000 jobs,” said Mueller. Find the letter in its entirety here near the bottom of the page. https://www.skiesmag.com/press-releases/aiac-releases-aerospace-recommendations-and-calls-on-federal-government-to-implement-long-term-sectoral-strategy

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  21 octobre 2018 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  CEO Q&A: L3’s Chris Kubasik and Harris’s Bill Brown

  BY MARCUS WEISGERBER Soon after the companies announced plans to form the world's 7th-largest defense firm, the CEOs rang up for a joint interview. On Sunday, just after L3 Technologies and Harris Corp. announced their planned merger next year, I chatted with CEOs Chris Kubasik and Bill Brown about their plans to form L3 Harris Technologies, which would be the world's 7th-largest defense firm. Here are some excerpts. Q. How did this come together? Brown: Chris and I have known each other for a number of years here, and a lot of it started more socially, not from a business perspective. We work in the same space as complimentary businesses, complementary portfolios. Same [main] customer. You know we realized, given where we stack up in the defence hierarchy, this would be a great potential combination. We've been discussing it through the balance of this calendar year. [It] really picked up steam in the summer and were able to bring it forward here towards middle October. Q. Why a merger rather than an acquisition by one partner? Kubasik: Both companies are quite strong, and we're both on an upswing, and we looked at all the different stakeholders from the customers, the shareholders and the employees. And in our relative size and market value, a merger vehicle seems to be the absolute right way to go here. True partnership, as you've probably seen. 50/50 board. Bill and I have our leadership laid out clearly. It's absolutely the right way to do this. We're quite proud that we're able to pull it off. And I think it's the best way to serve all the stakeholders. Q. Bill is going to be CEO until a transition to Chris in a couple of years. How will that work? And what happens to L3's New York office if the headquarters moves to Florida? Brown: The combination in bringing these two great companies together is going to take a lot of work. So Chris and I will partner on this, in leading the company [and] clearly doing a lot of the integration. We're going to chair the integration committee together. I'll have responsibility for the enterprise functions, and Chris will keep an eye on the ball in what we do operationally in the business segments making sure that through to the integration we don't miss a beat in our growth agenda, meeting expectations of customers, delivering on programs. It's going to be a shared partnership in bringing the companies together. Kubasik: On a combined basis, we have several thousand employees in the state of New York, a lot in Rochester, of course Long Island and the surrounding areas. We got to do to what we believe is best for the business. When you look at the Space Coast of Florida, the 7,000 or so employees and infrastructure in the Melbourne area, it's an easy decision. We'll be transitioning from the headquarters from New York and taking the best of the best and moving to Florida. At some point the Manhattan office will either be significantly scaled down or ultimately closed. Q. Will the combined company divest or combine overlapping sectors? Bill Brown: Very high and complimentary portfolios. So we see very, very, very little overlap. Q. L3 has been on an acquisition spree in recent years. Should we expect more, perhaps in the maritime sphere? Kubasik: Job one is going to be the integration for the first couple years, so there will be very, very few, if any, acquisitions the first couple of years. They would have to be a once-in-a-lifetime opportunity. We're going to focus first and foremost on integrating this company. Once we get this integrated, which is a three-year program, we'll update and modify the strategy as appropriate. Correction: An earlier version of this article misstated the proposed merged company's rank by revenue among global defense firms. This Q&A is part of the weekly Global Business Brief newsletter by Marcus Weisgerber. Find the rest of this week's issue here,and subscribe to get it in your inbox, here. https://www.defenseone.com/business/2018/10/q-ceos-chris-kubasik-and-bill-brown-l3-technologies-and-harris-corps/152135

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  23 novembre 2020 | International, Aérospatial

  IAI names Boaz Levy as new chief exec

  By: Seth J. Frantzman JERUSALEM — Israel Aerospace Industries has named Boaz Levy, its former vice president for the Systems Missiles and Space Group, as its new CEO. Levy's group oversaw major contracts for IAI over the years, including billion-dollar deals in India in 2018. He was also central to the Arrow 3 program, which was developed with U.S. support to intercept high-altitude targets in space, such as ballistic missiles. In his new position, Levy said he plans to lead the company through the challenges of the future. “IAI has transformed in recent years, but we still have a considerable way to achieve the company's potential and strengthen our position in existing and new markets,” he said. Levy's appointment was approved by the Board of Directors, according to a statement from the company. The search committee chose Levy to replace Nimrod Sheffer after announcing in July he would step down. Sheffer had replaced Joseph Weiss as CEO in 2018, who had been at the helm of the company for six years. Sheffer came from the strategic planning area of the company and had drafted a new growth strategy for IAI. In March the company said its annual revenue surpassed $4 billion for the first time. That was an increase from $3.6 billion in 2018 and $3.5 billion in 2017. IAI's chairman of the board, Harel Locker, praised the unanimous decision to nominate Levy. “Levy has successfully managed the Systems Missiles and Space Group — IAI's most profitable group that in recent years has made technological and financial groundbreaking achievements. Boaz knows the domestic and international defense market and understands our customer's needs,” Locker said. Sheffer officially stepped down on Oct. 31, and Levy's nomination has been submitted to Israeli Defense Minister Benny Gantz and Minister for Cyber and National Digital Matters Dudi Amsalem, who supervise the government's authority over IAI. IAI is one of Israel's three large defense companies along with Elbit Systems and Rafael Advanced Defense Systems. Many of the companies' capabilities are integrated into key Israeli weapon systems, such as the Iron Dome air defense system, which uses radar made by IAI subsidiary Elta Systems. Similarly, the new Sa'ar-class corvette will combine capabilities from IAI, including a new sea-to-sea missile the company recently tested. Levy was previously head of IAI's air defense division between 2010 and 2013. A graduate of Israel's Technion, he came to IAI in 1990 as an engineer and worked on the Arrow program in the 1990s and 2000s. According to IAI, he “headed the induction of the Arrow-2 into operational service.” He also headed the Barak-8 program, which IAI claims is one of the world's most advanced air defense systems. The Barak-8 is also a major revenue source for the company. In 2017, Levy indicated Israel aimed to build future interceptors beyond Arrow 2 and Arrow 3. The Arrow 3 is currently Israel's top tier in a multilayered air defense system that includes the Iron Dome and David's Sling, all programs supported by the U.S. More than 20 American states are involved in the production of Arrow 3. Israel faces increasing threats from Iran and also challenges at sea, which is partly why it has shifted its naval doctrine amid adoption of the new Sa'ar 6 corvettes, and also why it rolled out a new multiyear defense strategy called Momentum. The country has aso begun modernizing training, creating new military units and upgrading communications systems for its armed forces. https://www.defensenews.com/industry/2020/11/20/iai-names-boaz-levy-as-new-chief-exec