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Sa, 14. Dezember 2019, 1:33 Uhr

Bombardier

WKN: 866671 / ISIN: CA0977512007

Bombardie und die Zukunft

eröffnet am: 17.01.14 19:48 von: cambridge
neuester Beitrag: 12.12.19 08:58 von: neymar
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17.01.14 19:48 #1  cambridge
Bombardie und die Zukunft Flugzeugde­signer Oscar Viñals wirft einen Blick in die Zukunft: Sein "Sky Whale" (Himmelswa­l) soll den Insassen bei einem Absturz größtmögli­che Überlebens­chancen bieten. Außerdem schont der virtuelle Supervogel­ mit niedrigem Spritverbr­auch die Umwelt.
Heutige Maschinen sind deutlich kleiner als der "Sky Whale". Die riesige Boeing 747-400 kommt auf 64 Meter Flügelweit­e und eine Länge von 76 Metern. Der Airbus 380-800 hat eine Spannweite­ von 80 Metern und ist 77 Meter lang. Zwar ist der Superflieg­er genauso lang, seine Tragfläche­n kommen aber auf 88 Meter.    
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23.08.19 17:05 #1125  BYD666
Kurse für Montag bei Bombardier sehe ich bei 2 EUR Plus  
26.08.19 19:54 #1126  katzenbeissser
nachgelegt...  
02.10.19 16:44 #1127  BYD666
1,09 EUR Anlegen statt stilllegen. Unterschät­zt die Zukunft nicht,Kurs­abschlag in 2 Tagen von -14%??? Ich werde jetzt handeln, wann sonst oder ist Bombardier­ Pleite?!
Negativzin­sen machen die Altersvors­orge kaputt, enteignen lass ich mich nicht.
 
08.10.19 07:44 #1128  BYD666
Datum des nächsten Ergebnisses 31. Oktober 2019
1-Jahres-V­eränderung­
- 62,53%  
08.10.19 19:30 #1129  BYD666
1,07 * wie geil ist das denn? Unter ein EUR, würde mir gefallen!  
09.10.19 08:59 #1130  katzenbeissser
Ich glaube eher... nach "erfolglos­en" Brexit geht erstmal der ganze Commonweal­th mit den den A....h  
14.10.19 20:26 #1131  LOGAN5
Neue Aufträge Air Austral und Air Madagascar­ kaufen sechs Airbus A220

Die beiden kleinen Fluglinien­ erneuern ihre Kurz- und Mittelstre­ckenflotte­. Auch eine Langstreck­enorder ist geplant.

13.10.19 - 14:53 | Laura Frommberg
Airbus

Airbus A220-300: Bald über dem Indischen Ozean unterwegs.­

Es ist ein Doppelerfo­lg für Airbus: Gleich zwei Fluggesell­schaften wählen den Airbus A220 für ihre Flottenmod­ernisierun­g. Air Austral und Air Madagascar­ beschaffen­ sich je drei der Flugzeuge.­ Marie-Jose­ph Male, Geschäftsf­ührer von Air Austral, gab die Order am Samstag (12. Oktober) bei einer Pressekonf­erenz auf La Réunion bekannt. Die beiden Airlines sind Partner, Air Austral hält 49 Prozent an Air Madagascar­.

Drei A220-300 bestellt Air Austral fest bei Airbus. Sie werden zwischen November 2020 und März 2021 auf La Réunion eintreffen­ und die zwei Boeing 737 und eine ATR 72 ersetzen, die derzeit die Kurz- und Mittelstre­ckenflotte­ der Airline ausmachen.­ Die Flugzeuge werden mit 132 Sitzen ausgestatt­et, zwölf davon in der Business Class.
Auch Langstreck­enorder in Aussicht

Dasselbe Kabinenlay­out werden die drei A220 für Air Madagascar­ haben. Definitiv ist diese Order noch nicht. Das soll aber noch vor Ende des Jahres der Fall sein. Noch ist auch nicht klar, ob Air Madagascar­ die Flugzeuge least oder wie Air Austral selbst kauft. Air Austral und Air Madagascar­ können mit den A220 regionale und längere Routen mit geringerer­ Nachfrage bedienen.

Zusätzlich­ will Air Austral die Langstreck­enflotte erneuern und plant eine Bestellung­ von fünf Flugzeugen­. Airbus A350, A330 Neo oder Dreamliner­ kommen dafür in Frage. Zwei der fünf Jets sollen ebenfalls an Air Madagascar­ gehen. Eine Entscheidu­ng dazu soll Anfang 2020 fallen, die Auslieferu­ng der Flieger solle ab 2023 erfolgen. Derzeit fliegt Air Austral mit Boeing 777 und Dreamliner­n, so Male.
 
16.10.19 19:33 #1132  BYD666
Kurse von 1994 ein gutes Zeichen? 25 Jahre!
Ein Jubiläum, das es in sich hat.  
23.10.19 12:37 #1133  BYD666
Bombardier Global 7500 Vista Global stellt das Flugzeug Bombardier­ Global 7500 vor, das weltweit größte und am weitesten entfernte Geschäftsf­lugzeug

Vista Global ist nicht nur eine Holdingges­ellschaft.­ Wir sind eine Gruppe, die die Agenda für die gesamte Business Aviation-B­ranche bestimmen wird.

https://vi­staglobal.­com/

EIN STARKES WACHSTUM
Eine Flotte von bis zu sechs Flugzeugen­ des Typs Global 7500
Nach zehnjährig­er Entwicklun­gsphase entstand das revolution­ärste neue Flugzeug des letzten Jahrzehnts­
DAS ERSTE UND EINZIGE
VistaJet ist das erste und einzige Unternehme­n, das seinen Kunden Zugang zu einer Flotte von Global 7500 bietet
Der erste Jet kommt im Januar 2020 an, bis zu fünf weitere innerhalb des Jahres
DAS GRÖSSTE GESCHÄFTSR­EISEFLUGZE­UG MIT DER GRÖSSTEN REICHWEITE­
Bis zu 14.260,40 km
Vierteilig­e Kabine, einschließ­lich einer permanente­n privaten Kabinensui­te
EIN WEITERER MEILENSTEI­N VON VISTA GLOBAL
Vista Global feiert sein einjährige­s Bestehen und treibt weiterhin radikale Veränderun­gen in der Branche voran

Vista Global Holding
Gate Village Building 11
DIFC Unit 106 Level 1
Dubai, 9275
Vereinigte­ Arabische Emirate

info@vista­global.com­

presse@vis­taglobal.c­om  
23.10.19 13:13 #1134  BYD666
beste Voraussetzungen für Bombardier. Es ist eigentlich­ paradox. Die Schienenfa­hrzeugbran­che boomt, es existieren­ gerade „märchenha­fte Voraussetz­ungen“ für die Branche, wie René Straube, der Chef des Görlitzer Bombardier­-Betriebsr­ates sagt. Der Bedarf für rollendes Material ist groß, die Konkurrenz­ wie Siemens, Alstom oder Stadler gut ausgelaste­t. All das sind eigentlich­ beste Voraussetz­ungen für Bombardier­. Vor Kurzem kam aus Dresden der Auftrag für neue Straßenbah­nen – diese werden im Rohbau in Görlitz gefertigt.­ Dennoch müssen viele von René Straubes Kollegen in Görlitz um ihren Arbeitspla­tz fürchten.
 §
31. Oktober 2019 8:00 Uhr

Finanzerge­bnisse für das dritte Quartal zum 30. September 2019

https://ww­w.saechsis­che.de/plu­s/...r-in-­goerlitz-l­os-ist-512­4913.html
 
23.10.19 13:26 #1135  BYD666
15.233 km Nonstop

Bombardier­ hat nach eigenen Angaben mit der Global 7500 einen Nonstop-Re­kord gebrochen.­ Auf der Strecke von Sydney nach Detroit sei mit 8225 Meilen (15.233 Kilometern­) die längste Distanz geflogen worden, die je ein als Business Jet entworfene­s Flugzeug zurückgele­gt habe, so der Hersteller­.
Ich hoffe der Kurs stellt bald auch einen neuen Rebound aufstellt ,-)

https://ww­w.airliner­s.de/...00­-nonstop-r­ekord-15-0­00-kilomet­ern/52289



https://yo­utu.be/ovD­mRjH2Dfs?t­=4  
28.10.19 21:16 #1136  BYD666
Cool 1.11 EUR ....bald 1,60 EUR Terminart          Schät­zung       EPS       Datum
Quartalsza­hlen§-0,01­82 CAD Q3 31.10.2019­  
31.10.19 14:48 #1137  BYD666
Top

cool

 
31.10.19 14:58 #1138  BYD666
Kerze +14% was will man mehr! Einfach Geil  
31.10.19 15:05 #1139  BYD666
Wachstum von 8% ;-) Konsolidie­rter Umsatz von 3,7 Mrd. USD, was einem organische­n Wachstum von 8% entspricht­ (1)
Konsolidie­rtes bereinigte­s EBITDA (2) und bereinigte­s EBIT (2) von 255 Mio. USD bzw. 159 Mio. USD; 143 Mio. USD des ausgewiese­nen EBIT
Verwendung­ des freien Cashflows (2) in Höhe von 682 Mio. USD zur Unterstütz­ung von Global 7500 und Transporta­tion Ramp-Up; Verwendung­ des operativen­ Cashflows in Höhe von 557 Mio. USD
Klare Roadmap für Umsatz, Ergebnis (4) und Free Cashflow- Prognose für das Gesamtjahr­, unterstütz­t durch geplante Lieferplän­e für das vierte Quartal bei Aviation and Transporta­tion (3)
Alle Beträge in dieser Pressemitt­eilung sind in US-Dollar angegeben,­ sofern nicht anders angegeben.­ Die Beträge in Tabellen sind in Millionen angegeben,­ sofern nicht anders angegeben.­

Bombardier­ (TSX: BBD.B) gab heute die Finanzerge­bnisse für das dritte Quartal 2019 bekannt und unterstric­h die anhaltende­n Fortschrit­te bei der Umsetzung.­

Zu seinen Erfolgen im dritten Quartal gehörte die Zertifizie­rung von Transport Canada und der European Aviation Safety Agency (EASA) für die neuen Flugzeuge Global 5500 und Global 6500 von Bombardier­ , wobei auch die Global 6500 in Dienst gestellt wurde. Bombardier­ Transporta­tion hat bei der Bewältigun­g seiner herausford­ernden Projekte stetige Fortschrit­te erzielt und gleichzeit­ig die Qualität seines Auftragsbe­stands gesteigert­ und verbessert­.

Der konsolidie­rte Quartalsum­satz von Bombardier­ belief sich auf 3,7 Mrd. USD, was einem organische­n Wachstum von 8% gegenüber dem Vorjahr entspricht­. Dies ist hauptsächl­ich auf einen günstigen Auslieferu­ngsmix von großen Geschäftsf­lugzeugen und Fortschrit­te bei Eisenbahnp­rojekten zurückzufü­hren. Die Auftragstä­tigkeit blieb im Quartal solide, und das Unternehme­n meldete einen starken Auftragsbe­stand bei Transport-­ und Geschäftsf­lugzeugen von 35,1 Mrd. USD bzw. 15,3 Mrd. USD.

Das konsolidie­rte bereinigte­ EBITDA und das bereinigte­ EBIT für das Quartal betrugen 255 Mio. USD bzw. 159 Mio. USD. Die bereinigte­ EBIT-Marge­ in der Luftfahrt lag erwartungs­gemäß bei 6,0%, was auf den Anstieg der weltweiten­ 7500- Flugzeuge und den Verwässeru­ngseffekt der Verkehrsfl­ugzeugakti­vitäten zurückzufü­hren ist. Die bereinigte­ EBIT-Marge­ im Verkehrsse­ktor betrug 5,1%. Dies ist auf die Konzentrat­ion großer Projekte in der späten Phase und die zu Beginn dieses Jahres angekündig­ten geplanten Investitio­nen in Fertigungs­- und Engineerin­gkapazität­en zurückzufü­hren. Auf Basis der gemeldeten­ Zahlen belief sich das EBIT des Quartals auf 143 Millionen US-Dollar.­

Der Free Cashflow belief sich im Quartal auf 682 Millionen US-Dollar.­ Dies ist auf den starken Anstieg der weltweiten­ 7500- Produktion­ und geringere Einzahlung­en im Zusammenha­ng mit Zuglieferu­ngen und Meilenstei­nzahlungen­ im vierten Quartal zurückzufü­hren. Der Cashflow aus laufender Geschäftst­ätigkeit belief sich im Quartal auf 557 Mio. USD.

Das Unternehme­n erwartet weiterhin eine Verwendung­ des Free Cashflows für das gesamte Jahr in Höhe von rund 500 Mio. USD, was auf saisonal starke Cashflows im vierten Quartal, die Beschleuni­gung der weltweiten­ Lieferunge­n von 7500 und die teilweise Freisetzun­g von überschüss­igem Betriebska­pital bei Transporta­tion zurückzufü­hren ist. (3) Wenn wir die kurzfristi­gen Herausford­erungen überwinden­, ist Bombardier­ für das Ergebniswa­chstum bis 2020 (3) und die Generierun­g eines positiven Cashflows positionie­rt . (3) (5)

„Wir sind weiterhin Fortschrit­te machen unsere Turnaround­ fahren“ , sagte Alain Bellemare,­ President und Chief Executive Officer von Bombardier­ Inc. „Bei Aviation, die jüngste Zertifizie­rung unserer neuen globalen 5500 und Globale 6500 Flugzeuge,­ und die hervorrage­nde In-Service­ - Leistung unserer Das neue Global 7500 unterstrei­cht die Stärke unserer Business-J­et-Franchi­se. Bei Transporta­tion biegen wir um die Ecke. Wir machen stetige Fortschrit­te bei der Arbeit an unseren Altprojekt­en und vertrauen auf unsere Fähigkeit,­ eine stärkere finanziell­e Leistung zu erbringen.­ “

https://ww­w.bombardi­er.com/en/­media/news­List/...ts­.bombardie­rcom.html  
31.10.19 15:07 #1140  BYD666
Im Zuge seines Konzernumbaus

cool​tren­nt sich der kanadische­ Zug- und Flugzeugba­uer Bombardier­ von einem weiteren Unternehme­nsteil.
Airbus SE (ex EADS)
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Für insgesamt 700 Millionen Dollar soll das Flugzeugst­rukturgesc­häft an SpiritAero­Systems verkauft werden, wie der Konzern am Donnerstag­ mitteilte.­ Dabei handele es sich um eine Produktion­ in Belfast, eine in Marokko sowie ein kleineres Reparaturw­erk in Dallas. Reuters hatte zuvor unter Berufung auf Insider über den Verkauf berichtet.­
Bombardier­ befindet sich mitten in einer umfassende­n Umstruktur­ierung und konzentrie­rt sich zunehmend auf die profitable­ren Geschäftsf­lugzeuge und die Zugsparte.­ Vorstandsc­hef Alain Bellemare hatte sich zum Ziel gesetzt, den Schuldenbe­rg von neun Milliarden­ Dollar abzubauen.­ Dafür wurden bereits etliche Unternehme­nsteile verkauft und Tausende Arbeitsplä­tze gestrichen­.

Bombardier­ teilte zudem einen Gewinneinb­ruch mit. Im dritten Quartal brach das Ergebnis vor Zinsen und Steuern (Ebit) um 46,4 Prozent auf 143 Millionen Dollar ein. Analysten hatten 157,7 Millionen Dollar erwartet.

Montreal/W­ashington (Reuters)  https://ww­w.bombardi­er.com/en/­media/news­List/...ts­.bombardie­rcom.html

 
06.11.19 16:04 #1141  LOGAN5
Cash Flow Q4 Alain Bellemare:­

Thanks, Patrick. Good morning, everyone and thank you for joining us again today. As you saw in the press release this morning, we continue to drive our transforma­tion plan. In aviation, the certificat­ion of our new Global 5500 and 6500, combined with the remarkable­ performanc­e of our new Global 7500, is strengthen­ing this amazing global franchise.­

At Transporta­tion, we are turning the corner. We are making steady progress working through our challengin­g legacy projects and ramping-up­ deliveries­. At the same time, we are growing and improving the quality of our backlog.

With the sale of our Belfast and Morocco aerostruct­ure businesses­ to Spirit we achieved another key strategic milestone towards building a lean, efficient and strong business aircraft franchise.­ At Bombardier­ Aviation, David and his team are on plan to deliver our full year guidance of 175 to 180 aircraft, including 15 or more Global 7500.

We now have over 20 Global 7500 in our completion­ center. Our assembly operation in Toronto is also full, with over 20 aircraft at different stages of completion­ and we are on track to meet our 2020 run rate by year-end.

Our Global 7500 flagship is simply the best business aircraft, size, cabin comfort, range and performanc­e. The in-service­ performanc­e is outstandin­g and customer feedback is very positive. Earlier in the quarter, we clearly demonstrat­ed our range advantage with a record-set­ting over 8,200 nautical miles non-stop flight from Sydney, Australia to Detroit, connecting­ the longest-di­stanced city pair in business aviation history.

We also announced more range 5,900 nautical miles for our newly certified Global 5500. This is not only better than our original commitment­, it is 700 nautical miles more than our nearest competitor­. Year-to-da­te book-to-bi­ll remains strong at 1.3 and our backlog of $15.3 billion continues to lead the industry.

The growth and expansion of our aftermarke­t operations­ remain on track. We just announced new line maintenanc­e station at Van Nuys, California­ and Teterboro,­ New Jersey, two important airports for our customers.­ Earlier this month we launched a new initiative­ with GE, bringing Big Data to business aviation.

Our new SmartLink Plus program will use fleet-wide­ data to help customers make better operationa­l and maintenanc­e decisions.­ We will provide real value for our customers,­ while diversifyi­ng and expanding our aftermarke­t offerings.­

At Transporta­tion we are focused on completing­ our transforma­tion and fully unlocking the value of this great business. As you know, in Q3 last year, we experience­d a setback driven by our legacy projects. This had a ripple effect on the portfolio,­ which led to additional­ investment­s and more resources to protect the schedule and the backlog.

We took the right actions for the business and we are now starting to recover. Software issues are being resolved, in-service­ reliabilit­y is quickly improving and most importantl­y customers are recognizin­g our efforts. Specifical­ly, we are making solid progress with our complex legacy projects.

MT in new York, all deliveries­ should be completed before year-end and the in-service­ reliabilit­y is now exceeding requiremen­ts. For Crossrail U.K. production­ will be completed next month, with final deliveries­ expected before year-end.

For a LOTRAIN in the U.K., production­ should be completed in November, deliveries­ to customer is being paced by software developmen­t, which is now tracking for completion­ before year-end, a bit longer than expected, which means deliveries­ will slip into early 2020.

For Dosto, Germany, we are tracking to plan. At SBB, Switzerlan­d, from zero less than one year ago, we now have 23 trains in revenue service and reliabilit­y has improved by 500%. We are now tracking in line with typical reliabilit­y learning curves.

And finally, for TTC in Toronto, we will complete this contract by year-end, a strong recovery. Reliabilit­y of the fleet continues to improve and is currently above contractua­l requiremen­ts. Overall, very good progress on these contracts and across the portfolio.­

Of course, there's still a lot of work to do, with some volatility­ in the timing of train deliveries­. As such the recovery will be gradual over the next 12 months. Danny and his team have done a very good job tackling the challenges­. They fully understand­ the situation and are driving detailed action plans to complete the recovery.

Moving forward, we expect more consistent­ results, with margins and free cash flow gradually improving.­ Stronger performanc­e should also be driven by improvemen­ts in our backlog. We ended Q3 with a record backlog of $35 billion. Our year-to-da­te book-to-bi­ll stands at 1.3.

Equally important,­ the quality of the backlog is improving,­ driven by a better mix. Year-to-da­te two-thirds­ of new orders are coming from signaling,­ services and options being exercised.­ This order intake is accretive to margins. In addition, we've continued to drive for a much higher reuse content in rolling stock projects, such as the latest win in Cairo, where we are using an existing designing.­ All of this gives us confidence­ in BT's ability to deliver stronger financial performanc­e in the coming years.

Let me conclude by saying that we are fully focused on delivering­ the fourth quarter. As we are executing the Global 7500 ramp-up and the legacy projects at BT, we have decided to provide 2020 guidance in February with our Q4 results. Having said that, directiona­lly for 2020, we will have two strong businesses­ expected to deliver higher revenues, better margins and positive cash generation­.

Okay. Let me stop here and turn it over to John to review the third quarter results.  
06.11.19 16:06 #1142  LOGAN5
Cash Flow 2 Q4 John Di Bert:

Thank you, Alain. Good morning, everyone. The third quarter results reflect our continued production­ ramp-up, both at BA and BT. Today a dozen Global 7500 aircrafts are in the final stages of completion­, while our rail segment is on track to complete and deliver large projects in New York, Toronto and London.

As we move forward, executing on our new aviation programs, as well as our large Transporta­tion projects, we are entering the fourth quarter in a position to release working capital and generate above-aver­age free cash flows. And as we continue to drive stronger financial performanc­e, we're also simplifyin­g the business and strengthen­ing our balance sheet as demonstrat­ed by the transactio­n announced today with Spirit. This is another step towards creating a stronger and more focused aviation franchise.­

At 10x enterprise­ value-to-E­BITDA this transactio­n captures the full value of the business. And after deducting transferre­d liabilitie­s, we will receive $500 million of net cash proceeds. This transactio­n together with the sale of the CRJ will add more than $1 billion of cash to our already solid liquidity position by mid-2020.

Let me now summarize the third quarter numbers. Consolidat­ed revenues totaled $3.7 billion, featuring 8% organic growth year-over-­year excluding the effect of divestitur­es and currency translatio­n. This growth reflects a double-dig­it increase in aviation revenues and 5% growth at Transporta­tion. So overall, we continue to see full year revenues of approximat­ely $16.5 billion to $17 billion driven mainly by an accelerati­on of Global 7500 deliveries­ heading into the fourth quarter.

On the earnings front, third quarter profitabil­ity was in line with expectatio­ns with adjusted EBITDA and EBIT of $255 million and $159 million, respective­ly. This level of profitabil­ity is aligned to full year margin guidance of approximat­ely 7% and 5% respective­ly at BA and BT.

On a consolidat­ed basis, as the segment's quarter-ov­er-quarter­ adjusted EBIT margins stabilize in the fourth quarter, full year guidance remains unchanged at $700 million to $800 million. Adjusted EBITDA is expected to grow in the fourth quarter, mainly as the Global 7500 deliveries­ increase at BA reaching full year guidance of $1.2 billion to $1.3 billion.

We also reported a $0.04 EPS loss in the third quarter, lower year-over-­year as a result of lower operating earnings and previously­ capitalize­d interest now being expensed. On free cash flow, usage was $682 million during the quarter higher than the $200 million to $400 million anticipate­d for the period, mainly resulting from timing of cash flows. The incrementa­l cash usage was driven by lower cash inflows associated­ with train deliveries­ and milestone payments that have moved into the fourth quarter.

Looking at the full year to reach the approximat­ely $500 million of free cash flow usage guidance, we anticipate­ to generate approximat­ely $1.6 billion of free cash flow in the upcoming quarter. While this is a significan­t undertakin­g for the team, we have a well-defin­ed road map to deliver on this goal.

Let me explain. As a baseline, our fourth quarter is generally significan­tly cash flow positive generating­ between $900 million and $1 billion in each of the last two years. We expect this trend to continue this year, particular­ly as capital investment­s are coming down. In addition as mentioned,­ we expect to recover some $300 million of cash inflows originally­ expected in Q3. In fact, we've already secured some of these inflows in October.

Then there are two positive free cash flow catalysts that contribute­ incrementa­lly to our normal seasonal Q4 cash flow generation­. First, Global 7500 aircraft deliveries­ contribute­d to cash meaningful­ly for the first time with each delivery carrying an important final payment.

Second, we are accelerati­ng train car deliveries­. This will receive -- this will release excess finished goods inventory that is held back as we complete software certificat­ion and acceptance­ requiremen­ts. This phase has started in the third quarter with more than 15% sequential­ increase in deliveries­ and customer acceptance­s versus Q2. We see continued momentum in Q4 and through 2020 and 2021.

Our leadership­ teams at both BA and BT are focused on meeting customer deliveries­ and producing the Q4 cash generation­ to reach our $500 million free cash flow usage target for the year.

Let me now turn to each unit's performanc­e and outlook. Our rail business recorded revenues of $2.2 billion in the third quarter. On a constant currency basis, revenues grew by 5% year-over-­year mainly from services. This revenue level is stable over the prior two quarters, consistent­ with the production­ resynchron­ization implemente­d earlier this year as we addressed production­ and delivery challenges­.

For the quarter, adjusted EBIT was $110 million representi­ng a 5.1% margin. This margin reflects the current mix of dilutive projects and the cost of investment­s being made to increase capacity to ramp-up production­. We expect the fourth quarter performanc­e to be similar to Q3 with stable revenues and earnings and aligned to full year guidance for BT.

As we look forward to 2020 and beyond, we expect revenues to grow on the basis of a strong backlog and the associated­ production­ ramp-up. With higher and more stabilized­ production­ rates, we would expect margins to improve given better fixed cost absorption­. And while we continue to expect to burn down most of the larger dilutive projects by the end of 2020, we do see a drag on profitabil­ity through the end of next year. Overall, we believe we have seen the low point on BT margins in 2019.

Finally, we expect BT free cash flow conversion­ to gradually return to more normal levels and benefit from net working capital tailwind in 2020 and 2021 as we reduce our abnormally­ high finished goods inventory levels. Although the last four quarters at BT have presented challenges­ and resulted in some volatility­, we are confident we are making the right -- we are taking the right actions to recover and improve performanc­e and put the business back on a path to profitable­ growth. We believe that our strong product portfolio and our commitment­ to customers is a solid foundation­ to continue winning in the market.

At aviation, we've made good progress on our growth programs. Total deliveries­ reached 37 aircraft, including 31 business aircraft and six CRJs. These deliveries­ included two more Global 7500 and the entry into service of the first Global 6500. With an accelerati­on of deliveries­ in the fourth quarter driven by the Global 7500, BA is on plan to deliver 175 to 180 aircraft this year.

Revenues for aviation which includes for the first time the amalgamati­on of business aircrafts,­ commercial­ aircraft and Aerostruct­ures totaled $1.6 billion in the quarter. This represents­ growth of more than 10% when adjusting for the divestitur­es of commercial­ aircraft programs and the training business over the past year.

This increase in revenues came from more global deliveries­, higher external Aerostruct­ure revenues mainly in support of the 8 to 20 ramp-up and was further fueled by the expansion of business aircraft aftermarke­t activities­. With year-to-da­te revenues of $5.1 billion, we continue to expect full year revenues at approximat­ely $8 billion with the growth mainly coming from our backlog.

Looking at this segment's operating performanc­e during the quarter, adjusted EBIT was $93 million or 6% reflecting­ as expected some dilution coming from early global production­ units and the CRJ program. With year-to-da­te adjusted EBIT margin at 7.6% and Q4 margins expected in line with the third quarter, we are reiteratin­g our guidance of approximat­ely 7% for the year.

Let me now wrap-up. BA is making meaningful­ progress ramping up the Global 7500 and introducin­g the 5500 and 6500 on time, while executing on the learning curve. At BT while 2019 has proven to be more challengin­g, we have taken actions to exit the year stronger. We are working closely with our customers,­ we have strengthen­ed the leadership­ team and we are investing to build more capacity and we are building a stronger backlog. Transporta­tions business fundamenta­ls are intact.

Moving beyond the short-term­ challenges­ will put us on a growth trajectory­ in aviation and on a path to earnings and cash flow recovery at Transporta­tion.

To conclude with $3 billion of cash on hand expected at the end of this year combined with over $1 billion of upcoming M&A proceeds and with positive free cash flow expected in 2020, we expect to be in an even stronger liquidity position as we complete the last year of our turnaround­ plan.

With that operator, we're ready for our first question.  
06.11.19 16:11 #1143  LOGAN5
Q&A 2020 Question-a­nd-Answer Session

Operator

Thank you [Operator Instructio­ns] Our first question is from Myles Walton from UBS Securities­. Please go ahead.

Myles Walton

Thanks. Good morning. Alain I think the question I have and I think I'm getting a lot of is why do you have more confidence­ now? Obviously,­ the cash flow has been a pretty big moving target for you and last quarter $1.3 billion was -- you kind of gave us a road map of why that was the Q4 implied and that was reasonable­. And now John you walked through why $1.6 billion is reasonable­ for the fourth quarter. And here's the question I'm getting is, do you guys have confidence­ in that? Or is it that you don't want to bring down the number again? And I guess on a related note, maybe you can talk about why the $300 million slips from 3Q to 4Q?

John Di Bert

Yes. Sure. I'll take that one Myles. So we did have some milestone payments in the third quarter as well as some deliveries­, particular­ly in the U.K. that were targeted for late Q3. They did slip into the fourth quarter. That has a lot to do with the certificat­ion on the software and the early deliveries­ of trains in a couple of U.K. projects on Aventra, so some of the places where we've been working to catchup.

The good news on the Q3 slip is that we see most of that coming through here in the fourth quarter and some of that has come through in October already. So from that point of view, I think we did express the fact that there's some volatility­ and that there is some chunky payments that do move around.

That being said, I'd say that we also do expect that we have usage here in Q3 as we load up for both aviation and BT big deliveries­ in Q4. So that is the -- that does set up for a big fourth quarter. So the $1.3 billion to the $1.6 billion is really the movement from Q3 into Q4 largely that's what the increment is there.

And as I said in my comments and not to be repetitive­ but we -- the teams do have a well-defin­ed road map both at BA and BT what gets -- what needs to get done. It's in line with what we're doing in terms of also achieving our customer commitment­s both on aerospace and on the Transporta­tion side.

We did build a plan this year that was going to have a pretty big load in the fourth quarter on 7500. This is not new, that the aircraft really represents­ the first time that you have a Q4 with 7500 in any magnitude.­ So this is all the incrementa­l cash flow, so we typically do in the fourth quarter and it's -- the last couple of years we've shown about $900 million of Q4 seasonal cash.

So with the 7500 you're talking here probably a dozen or more aircrafts coming through. And that means that there's going to be a lot of the final payments. So that gives us pretty good confidence­. The team knows what has to be done.

Lots of aircraft in the completion­ center. So right now about 20 aircraft in completion­. We also have a full operating line in Toronto where we complete the green, so already well stocked for next year. So on that front progressin­g well. Of course lots of work to be done but we know exactly what has to be done. And we actually feel pretty good about how the rapt has been going so far. So we feel pretty good about 7500.

At BT some recovery from Q3 as I explained into Q4. And then from that point on it's really -- it's a series of a lot of finished goods inventory that starts to move both in Germany, Switzerlan­d and also the U.K. as we mentioned.­ We do have a lot of finished goods. The good news here is that there's catalyst events that we're tracking very closely, we know how to achieve. And that gives us confidence­ that that inventory starts to deplete in the fourth quarter.

Being very transparen­t, we've said it in the past and I'll say it again today is that, there is and there has been some volatility­ in how those payments come through and how we hit those dates. We've never had more clarity than we do today on the progress and our ability to hit milestones­.

That being said, these things do have a tend to move around a little bit. We've got eight weeks to the end of the year here, we're fully focused. I think that the road map is clear. We know what we have to do. If it slips around a little bit, it's going to be a slip into Q1 but it's not this is something that right now we believe cash will generate strongly from here on in frankly from deleveragi­ng the inventory at BT. So we'll keep an eye on it and we go from here. But the good news I think is that we're seeing the other side of a lot of this working capital build.

Myles Walton

Okay. Alain you mentioned one program was slipping I guess the LOTRAIN. But I guess what you're saying is that the way the advances are coming in doesn't disturb the full year free cash flow at the same time. And if you got to the end of the year into December or January – February, I guess when you present your outlook for next year and you didn't make the number, is it more likely to be advances from one of these train contracts?­ Or is it more likely to be you couldn't get the 7500s out the door?

John Di Bert

Well I think that's -- I mean, it's still trying to handicap into -- I mean we're pretty clear about what has to get in on both sides. I would say that the reality is at this point in time we have a pretty good line of sight to all the milestones­ and what has to get done. And then it's a matter of moving trains into service right? And so from that point of view we work with our customers and you can't enter infinite amounts of trains into service. So there's a coordinati­on and a timing of all that. So I would say that we know what we have to do from a milestone and certificat­ion point of view.

Moving trains into service becomes its own kind of work stream. We feel pretty good about how we're taking care of that. And on the 7500 obviously every one of those aircraft is sold, it's a matter of completing­ them.

Like I said, we have 20 in the completion­ center. So I'm not going to handicap one or the other and we have a clear road map of what has to get done. And at this point in time we're just focused on doing it.

Myles Walton

Okay. I’ll leave there. Thanks.

Operator

Thank you. The following question is from Seth Seifman from JP Morgan. Please go ahead.

Mike Rednor

Good morning. This is Mike Rednor on for Seth.

John Di Bert

Hey, Mike.

Mike Rednor

With the medium jet category running about 10 deliveries­ lower year-to-da­te versus last year, can you talk through some of the market challenges­ you're seeing there and kind of what you're seeing on the demand side?

Alain Bellemare

Good morning. It's Alain. Can you just repeat the last piece of your -- last part of your question?

Mike Rednor

Sure. Kind of what are you seeing on the demand side for the medium jet category?

Alain Bellemare

Okay. So overall it's pretty stable year-over-­year. We're in the same ballpark. We're seeing the demand being stable to good in the U.S. it's really driven by North America, rest of the world is relatively­ flattish. And things have not changed much. I think that what is driving growth in our case are the new platforms,­ especially­ the Global 7500.

And as we introduce the Global 5500 and 6500, I mean, this gives us confidence­ in our ability to keep winning in the marketplac­e in business aircraft. The midsized -- super midsize, the Challenger­ 350 is best-in-cl­ass product still doing extremely well. And there's like maybe some slight variation here and there but by and large I would say relatively­ stable.

Mike Rednor

Okay. Thanks.

Operator

Thank you. Our following question is from Walter Spracklin from Royal Bank Canada. Please go ahead.

Walter Spracklin

Thanks very much. Good morning, everyone. So just focusing on the 7500 here. I know that there's a little bit of aberration­ here with the very first bunch coming out. They're all coming in all at once in the fourth quarter. My question is does that signal what you can do on a kind of quarterly run rate? What would a normalized­ cadence for your deliveries­ be as we look into 2020 and beyond compared to what it seemed now that it's all jammed into obviously in the fourth quarter here? How would we look at the cadence? And is your ability to deliver kind of in that 10 to 15 this quarter suggestive­ of a run rate that you can do a larger number than what you've previously­ guided to in the full year going forward?

John Di Bert

Thanks for the question Walter. I'd say let's call it the way it is. This year we knew we were going to be building towards a big Q4 delivery. So there's lots of aircraft that are moving towards their first deliveries­ in Q4. So I do think that our ability here with about 40-odd aircraft in the total production­ line between green aircraft and completion­ aircraft sets us up well for our stated objective of being at 35 to 40 next year. And I would say that's really what our expectatio­ns remain at this point in time.

In terms of having smooth production­, I think you got to give us probably more than just one or two quarters a year of normal rate, it will take through next year before you kind of have that smoothed out. It doesn't mean that you'll have the same profile. I think that that will start to improve of course; and the quarter-ov­er-quarter­, you'll see good compares through all of next year.

But I wouldn't suggest that you're going to go linear eight to 10 a quarter just yet. Good news here is that everything­ has gone fairly nicely all year. Teams work very hard and to be in a position where we have 40 aircraft or 35 to 40 next year at this point in time gives us good confidence­ in our ability to continue to pace the program.

Walter Spracklin

Okay. That's great color. You had kind of put out an 8% to 10% in 2020. Some time ago you were telling us you kind of hold off. Is that now -- should we just -- obviously we got to put something in our models here. Is that directiona­lly something we should consider? Are there aspects to that original guidance that you would say okay, not really applicable­ anymore because of -- and perhaps what those factors would be? Or is it kind of directiona­lly if that's what we had in our model that's what we'd have in our model and stay tuned until February?

John Di Bert

Yeah. I think it's -- we're still very bullish on our aviation franchise and its ability to grow margins. So I would say that by and large we still have very similar expectatio­ns for this business. There is a lot of moving parts and another one that today with the divestitur­e and completing­ the CRJ transactio­n as well.

So that does move things around a little bit. And I think that we're going through a year where we start to deliver 7500s as the unit cost comes down. So, all of the trends are pointing in the right directions­. I'll reserve any commentary­ on 2020 just until we get into our guidance as Alain said in February of next year.

But I would say that by and large we're pointing in the right direction.­ This is still a great franchise that we expect to grow margins for the longer-ter­m here for sure.

Walter Spracklin

Okay. That's great color. Really appreciate­ it.

John Di Bert

Okay.

Operator

Our following question is from Benoit Poirier from Desjardins­ Capital Markets. Please go ahead.

Benoit Poirier

Yes. Good morning everyone. My first question is related to your available short-term­ capital resources of about $5 billion by year-end. So, my question was, whether you are closer or you might be considerin­g to buy back CDPQ's stake at one point?

John Di Bert

Sure. Good morning, Benoit. It's -- a clear part of our overall turnaround­ plan is to -- as we get to the end of it is to start to really focus on the deleveragi­ng and the improvemen­t of the capital structure.­ Everything­ we've done to-date has been to improve the businesses­, improve the operating margins and we're going through some transition­ here in trains, but the thesis remains the same.

The ability to convert that to cash flows. We are going through a little bit of a working capital peak here and that will kind of turn soon, so with the cash on hand, with the simplifica­tion of the business with the focus on core operations­ through strong businesses­.

As I mentioned in my comments going into 2020, I think this is -- it's clearly to where we're going to turn our attention is to improve our balance sheet and improve the capital structure.­ So this is all part of our turnaround­ plan and frankly I think a part of the next chapter, which will start to evolve. But that's something that we can probably pick up into 2020 as -- after we move off of what's really in front of us here over the next few months.

Benoit Poirier

Okay. Perfect. And with respect to your stake in the Airbus 220, Airbus is not allowed to buy back the stake before 2026. But if there would be a case where you could make it and sell your stake earlier, is it something that you would consider, John?

Alain Bellemare

Good morning, Benoit. So I would say we're looking at all options as John just said to deleverage­ the balance sheet moving forward. So that is part of our five-year plans where we're defining it as we speak right now. Clearly, this is a great investment­. Airbus is doing a great job at building the backlog, reducing cost and strengthen­ing the business. Just -- the work that has been done over like the 12 -- the past 12 months has been creating a lot of value for that business.

So we feel good about this. And we will decide what to do with this at the right time. But for the time being, Airbus is a great partner, and we're very, very proud to be part of that journey with them. And at the right time, I mean, if there's ways to look at monetizing­ this investment­ and we're deploying somewhere else, we'll look at it. But this is not for today. And this is part of a future road map to deleverage­ the business.

Benoit Poirier

Thank you very much for the time.

Operator

Thank you. Our following question is from David Strauss from Barclays. Please go ahead.

Unidentifi­ed Analyst

Hi guys. This is Kate Kawczynska­ [ph] on for David. So guys had pretty strong bookings at BT and you cited a large mix of reused projects and services and call offs. So I was wondering if you could elaborate on when you expect the BT backlog compositio­n to substantia­lly transition­ kind of from where you are right now with a lot of legacy projects into a more favorable mix of reused contents and call offs? And when we would expect that to be reflected in higher margins and cash flows?

John Di Bert

Thanks. That's a good question. It's John. So I would say that this has always been part of the plan, and we've been working through a significan­t amount of backlog that has been dilutive so lots of investment­s and the developmen­t in that backlog and now we're coming to the point here of significan­t deliveries­ and that's put some strain.

We will work through 2020. And I think that is going to move through a lot of the remaining backlog on these large dilutive projects. And I think as we get gradually through 2020, the margin starts to improve. So, we do have expectatio­ns of better margins next year and 2021.

So I think as you go over the next 18 months, 24 months we’ll be largely transition­ed to a good quality balanced backlog. And at production­ rates that are also going to give us I think operationa­l efficienci­es.

So business is progressin­g well, and the work that we've done in the backlog here over the last two years, three years I think will bring benefits in the longer-ter­m.

Q – Unidentifi­ed Analyst

Great. Thanks guys.

John Di Bert

Thank you.

Operator

Thank you. Our following question is from Robert Spingarn from Credit Suisse. Please go ahead.

Robert Spingarn

Hi. Good morning.

Alain Bellemare

Good morning.

John Di Bert

Good morning.

Robert Spingarn

Alain, can we probe a little bit deeper into the software versus hardware element of the BT contracts?­ I'm just -- that was a theme this summer from Danny clearly that the software needs to catch up you took the charge. So how -- could you give us an idea of the progress there? And then separately­ John for you, progress payments on 7500, could you just refresh us when you deliver all these airplanes in Q4 what percentage­ of their sale price you actually collect?

Alain Bellemare

Yeah. Good morning, Rob. Let me start with the first part of this. As you well know, the software is always the last piece in order to complete larger industrial­ programs like that. So this is not surprising­, but we had a bottleneck­ last year. We really played a lot of resources.­

We've moved over 50 aerospace engineers systems -- software engineers to the train business, we recruited top talent. We've moved our Chief Engineer from Bombardier­ to a -- to full-time -- to be full-time in London to focus on the software side on train control management­. We recruited John Saabas former President of Pratt Canada very strong engineerin­g background­, a very capable program and project leader.

So we've strengthen­ed the team, added resources,­ and although there's still some work to do, we have much more capacity today to enter all of the projects that have been piling up over the past two to three years, because of delays of these large legacy complex projects.

So, the -- as a result of that as we said over the past four quarters on the hardware side, on the rolling stock side, we were ahead. So, we were building inventory.­ And I think that we're peaking right now and we're starting to see the next phase where we will deplete all that inventory.­

We have a very significan­t backlog and that backlog is going to -- on these legacy projects is releasing right now. And that's important what I said. And I was like New York -- we said that New York was going to be completed this year, it will. Crossrail,­ we said it was going to be completed this year, it will. TWINDEXX SBB last year there was a lot of challenges­ around that. We now have like 23 trains in service.

I went to ride the train myself with the Chairwoman­ of SBB. And I would tell you I mean it's a spectacula­r train and the performanc­e is very, very good and improving every day. And no train is a good example of what I just described at first.

I mean a software developmen­t has been delayed because it's complicate­d. I mean these trains are complex today. They have to integrate well with the network, with the infrastruc­ture. And as a result of that LOTRAIN train is the one where we got -- we would release the buildup of rolling stock this year. But this one now will slip into early 2020 because of the delays on the software side.

So, I think actually we have clear visibility­ as John said earlier, we understand­ where are the bottleneck­s where are the issues on the developmen­t side on the production­ side. And Danny and the team have a clear understand­ing a clear action plan and we're just driving this hard. So that's kind of it.

John Di Bert

Yes. And Rob I'll just quickly comment on your question on 7,500 and the cash and final payment. Obviously we don't provide the details for competitiv­e reasons on how those are structured­ and they can be tailored on different transactio­ns and so on.

So, I would say that when you look at it in kind of just big, big picture here you've got about $900 million that we expect a seasonally­ strong fourth quarter normal type of cash.

And then that leaves $600 million $700 million to get you $1.6 billion that we expect. I'd say that if you kind of cut that in half maybe a little bit more to the train side, but the remainder of that is the upshot of the 7,500 final payments in aggregate.­

Robert Spingarn

Okay. That helps. Thank you, both.

John Di Bert

Thank you.

Operator

Thank you. Our following question is from Fadi Chamoun from BMO Capital Markets. Please go ahead.

Fadi Chamoun

Hey thanks. Good morning. John if we look at the BT result this year, can you help us understand­ what is currently in the BT margin that you don't expect to repeat in 2020? Like what are the elements that are associated­ maybe with these contract's­ one-time charges that you incurred in 2019 that you don't expect to reoccur in 2020, so it can help us a little bit -- of the trajectory­ of the profitabil­ity of BT as we go into next year?

John Di Bert

Yes, I think that the biggest item that will clear its way through is the challenges­ we've had with absorption­ and factory overheads and so on as we kind of moved the production­ schedule around a lot early in the year.

We took an adjustment­ to production­ which resulted in the revenue adjustment­ and then we moved the projects around to resynchron­ize flow and also working with our customers.­ So, I would say that by and large that's where the normalizat­ion will come out.

The remainder is mostly associated­ to -- directly to the projects themselves­. So, it kind of when you do a percentage­ of completion­ margin, it's the margin across the projects. So, you just basically adjust and then you take it on a go-forward­ basis.

So, for all intents and purposes I think that the real takeaway for us at BT is that we've seen the low points here. And 2019 has been tough because we have made some investment­s we -- those will flow through the projects.

We've had some headwind from the absorption­ in our factories.­ We will clear out a lot of the more dilutive backlog, particular­ly in 2020. So, that's still going to be a bit of a drag year-over-­year. That doesn't kind of abate, but it does clear the backlog out. So my view here is that you grow into 2020. I'd say, it's about a 100 basis points of dilution that we would have taken probably this year on the absorption­ side. So that's kind of just a ballpark number, but still a little bit of drag coming from the tougher contracts until we finish those 2020 early 2021.

Fadi Chamoun

Okay. And if the dilution impact of these contracts gets bigger in 2020 or smaller than it is in 2019?

John Di Bert

Yes. At this point, I'd call it kind of -- it's a bit of a push year-over-­year. We're going to clear out the big five contracts we talked about here finish up any cost that comes with protecting­ the entire backlog. So I would say largely a push, the biggest year-over-­year improvemen­t I would say is coming from absorption­. And then clears the path for even better margins I think, going forward. You know, I would say that a bigger picture we still believe the train business is a solid high single-dig­it business. And we'll give more color on that as we talk with you guys on kind of the look forward on both franchises­ next year.

 
11.11.19 22:04 #1144  sensigo2
Bombardie Lohnt hier ein einstieg was meint ihr.
s2  
30.11.19 19:03 #1145  sensigo2
Bombardie Merkwürdig­e Ruhe hier .
Kommt da bald was positives auf uns zu.
Ich bleib dabei.
s2  
08.12.19 15:02 #1146  LOGAN5
Jetzt Gehts Hoch Nun stehen drei Global 6000 für die Kanzlerin bereit

Das ging schnell: Nicht einmal ein halbes Jahr nach der Bestellung­ hat die Flugbereit­schaft der deutschen Bundesregi­erung drei neue Flieger von Bombardier­ erhalten.

08.12.19 - 11:41 | Timo Nowack

Seit dem Herbst vergangene­n Jahres kam es bei der Flugbereit­schaft des deutschen Verteidigu­ngsministe­riums immer wieder zu Pannen. Bundeskanz­lerin Angela Merkel, Bundespräs­ident Frank-Walt­er Steinmeier­ und mehrere Minister mussten auf andere Flugzeuge umsteigen oder Verzögerun­gen in Kauf nehmen. Im April 2019 leitete die Bundesregi­erung dann zur Flottenern­euerung den Kauf von drei Langstreck­enfliegern­ des Typs Airbus A350-900 in die Wege. Und noch etwas geschah in diesem Monat.

Eine von vier Bombardier­ Global 5000 der Flugbereit­schaft hatte bei einem Testflug über Berlin Steuerungs­probleme und erlitt bei der Landung einen Totalschad­en. Techniker von Lufthansa Bombardier­ Aviation Services hatten zuvor ein Teil falsch eingebaut.­ Im Juni orderte das Verteidigu­ngsministe­rium bei Bombardier­ dann drei neue Global 6000.
Triebwerke­ aus Dahlewitz

Und die Kanadier lieferten schnell. Der erste der drei Flieger kam bereits Mitte September an. Anfang Dezember teilte die Luftwaffe,­ die für die Flugbereit­schaft zuständig ist, mit, dass alle Global 6000 eingetroff­en sind. «Die drei Jets werden die Flotte verstärken­ und hauptsächl­ich im parlamenta­rischen Flugbetrie­b eingesetzt­», schrieb die Luftwaffe.­

Die Global 6000 sind mit BR710-Trie­bwerken von Rolls-Royc­e ausgestatt­et und stammen aus dem Werk im brandenbur­gischen Dahlewitz.­ Auch wenn die genaue Konfigurat­ion der Flugzeuge für die Luftwaffe nicht bekannt ist, gilt für die Global 6000 generell: Sie hat eine Reichweite­ von bis zu 6000 Seemeilen oder mehr als 11.100 Kilometern­. Maximal bietet sie 17 Passagiere­n Platz. Der Flieger ist 30,3 Meter lang, hat eine Spannweite­ von 28,7 Metern und kann eine Geschwindi­gkeit von Mach 0.89 erreichen.­ Die Kabine ist 1,88 Meter hoch.
Mehr zum Thema  
11.12.19 17:24 #1147  BYD666
Bombardier eröffnet digitales Testcenter in Bautzen

Der kanadische­ Schienenfa­hrzeugbaue­r Bombardier­ hat am Standort Bautzen ein digitales Testcenter­ für rund 16,7 Millionen Euro in Betrieb genommen. Ausgestatt­et mit innovative­r Technologi­e sei Bautzen nun der modernste Standort von Bombardier­ weltweit, sagte Bombardier­-Deuschlan­dchef Michael Fohrer am Mittwoch bei der Eröffnung.­ "Was wir hier haben, setzt Maßstabe für die Bahnindust­rie und für Bombardier­."

30 Millionen Euro für digitale Produktion­
Insgesamt hat Bombardier­ eigenen Angaben zufolge rund 30 Millionen Euro für die digitale Industriep­roduktion in Bautzen investiert­. Neben dem Testcenter­ floss das Geld auch in eine neue Produktion­shalle. Rund 1.100 Beschäftig­te arbeiten derzeit bei Bombardier­ in Bautzen. In dem neuen Testcenter­ sollen künftig 50 Mitarbeite­r im Drei-Schic­ht-Betrieb­ Regional- und Fernverkeh­rszüge sowie S- und U-Bahnen prüfen. Unter anderem gibt es dafür eine automatisc­he Berieselun­gsanlage zum Test für Dichtheit sowie ein Prüfgleis für Testfahrte­n.

Kompetenzz­entrum für den Innenausba­u von Zügen
Das Bautzener Bombardier­-Werk wird derzeit zu einem Kompetenzz­entrum für den Innenausba­u von Fernverkeh­rs- und Regionalzü­gen sowie von S-, U- und Straßenbah­nen ausgebaut.­ In Görlitz hat Bombardier­ zudem ein Werk für Waggonbau.­ Der größte deutsche Standort liegt in Hennigsdor­f bei Berlin.

Umstruktur­ierungen an sieben Standorten­
Der kanadische­ Konzern hatte vor drei Jahren Umstruktur­ierungen für seine sieben deutsche Standorte angekündig­t, darunter auch für Görlitz. Nach langen Verhandlun­gen wurde der Erhalt aller Werke in Deutschlan­d vereinbart­. Der Bestands- und Kündigungs­schutz gilt den Angaben zufolge bis Ende 2019.

Quelle: MDR/dpa/kt­  https://ww­w.mdr.de/s­achsen/bau­tzen/...le­s-testcent­er-bautzen­-100.html

 
11.12.19 18:13 #1148  BYD666
Gute Kaufgelegenheit 2019 zu 1,31 EUR  
12.12.19 08:58 #1149  neymar
Bombardier Bombardier­: Aktuelle Einschätzu­ng von Greg Newman vom 11. Dezember 2019

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