The manufacturer’s Environmental Product Declarations (EPDs) are a key part of its strategy to contribute to a more sustainable aerospace industry, delivered a year ahead of schedule, it said. “Challenger 650 aircraft joins Bombardier’s Challenger 3500, Global 5500, Global 6500 and Global 7500 aircraft as the only business jets in the world to carry an EPD,” according to Bombardier.

The declarations enable the company and its partners to mitigate the environmental footprint of their products, it said. Used as a reference guide, the EPDs can help to target improvement areas over the short- or medium-terms. Environmental details on display include: aircraft CO2 emissions generated at each step of the value chain from raw material extraction until aircraft end-of-life.

But the initiative is not designed to deliver direct commercial advantage. “The role of EPDs is not to stamp our aircraft as more sustainable than others, rather to take ownership of the environmental impact they generate,” said Jean-Christophe Gallagher, executive vice president, Aircraft Sales & Bombardier Defense, Bombardier.

Environmental reports can be consulted like any other specification document, he added. “The same way we provide factual information about the unmatched width of the Challenger 650 aircraft’s cabin in its category or its leading dispatch reliability, Bombardier [now] publicly provides factual information on the environmental impact of its business jets.”

Bombardier started its environmental analysis during the development of its Global 7500. The aircraft became the first business jet to receive a third-party verified EPD in 2020. Bombardier published a self-declared EPD for its Challenger 3500 aircraft in 2022, for its Global 5500 and Global 6500 aircraft in 2023, and now its Challenger 650 jet.

Meanwhile, read full details of all Bombardier’s business jets EPDs on the company’s website.

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“The Global 7500 embodies Bombardier’s commitment to innovation and performance,” said Jean-Christophe Gallagher, EVP, Bombardier Defense. “It’s the perfect choice for Asia-Pacific customers seeking the ultimate long-distance travel experience, and a capable option for specialised and defense missions.”

The Global 7500 comes with a top speed of Mach 0.925 and a range of 7,700 nautical miles, enabling connections between Singapore and major cities like San Francisco, London, Hong Kong, New York, Tokyo, and Melbourne.

The aircraft houses Bombardier’s advanced Smooth Flĕx Wing technology which minimises drag, reduces fuel consumption, and lowers emissions, while delivering an exceptionally smooth ride.

Inside, the spacious cabin features four living areas, a full-sized kitchen, and a dedicated crew suite, offering an unparalleled in-flight experience. The aircraft also comes with innovative design elements including Bombardier’s patented Nuage seat with its industry-first zero-gravity position, and the Soleil lighting system, which simulates natural daylight to combat jet lag.

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But the interiors of all these can only, at best, be described as functional. You cannot compare them with a newly completed VVIP aircraft from Jet Aviation Basel. But this will soon be David Paddock’s new work life. 

Paddock is leaving his role as president of Jet Aviation in April to become president of sister company General Dynamics Land Systems. Jeremie Caillet, who has been running Europe, Middle East and Africa for Jet Aviation, will replace him. 

Paddock took over from Rob Smith in July 2019 and grew Jet Aviation through both Covid and the post-pandemic bounce. Jet Aviation is one of the few truly global business aviation companies. He had to deal with massive demand in the US while borders were closed in Asia. 

General Dynamics likes moving people around. Smith left to run General Dynamics’ Marine Systems which builds ships and nuclear submarines. Jason Aiken (former Gulfstream chief financial officer) is also switching from CFO of the parent company to be executive vice president of Technologies. 

Moving between divisions is much more common than it was 20 years ago. Talent managers (formerly known as human resource managers, and before that personnel) call this talent mobility or scaling horizontally. They say that you should no longer think of career ladders, but talent lattices (only people in HR would use this term). 

“Companies benefit by training more adaptable managers with interdisciplinary thinking. As individuals ascend to the C-suite and top business roles, their leadership skills and decades-honed soft skills often outweigh specialised knowledge,” says Tina Lee Jebely, founding partner, The Roja Agency. “Functional expertise can be learned and complemented by proficient teams supporting these leaders. From my vantage point as the founder of a talent agency, I’ve witnessed how executives who embrace talent mobility emerge as more well-rounded leaders.”

Textron is a keen believer in rotating staff. Ron Draper, CEO of Textron Aviation, also had senior roles at Bell and Textron Specialized Vehicles (which makes golf carts, buggies and snowmobiles). Senior officials at Textron Aviation are often switched around. Lannie O’Bannion, Textron Aviation’s senior vice president, global sales and flight operations, spent a year running North America customer service, before returning to sales. 

“Moving strong executives from division to division keeps business and cultural continuity,” says Craig Picken, managing partner of executive search firm Northstar Group, which specialises in aerospace and aviation. “It is easier and less upsetting to the business to move a strong player you know to a leadership position in a new division versus hiring a person you don’t know and hoping they don’t screw things up.” 

In February 2023 Bombardier switched several senior roles with Jean-Christophe Gallagher moving to heading aircraft sales and Bombardier Defense after growing the services business considerably. 

But what can smaller companies do? 

“In smaller enterprises or positions reliant on specialised expertise, the scope for talent mobility may be more limited. In these scenarios, the value of in-depth, industry-specific knowledge cannot be overstated,” says Lee Jebely. “These roles demand professionals who have not only mastered the nuances of their field but also have the acumen to navigate its unique challenges effectively. While horizontal moves may not be common in these settings, it’s worth noting that leadership skills and a broad business orientation can still be beneficial for organizational growth, even within specialized domains.”

Lawyers who have spent years learning a market are not likely to switch from aircraft to defence. “While aircraft finance lawyers can certainly expand into and advise on other asset classes, such as yachts, submarines, or supercars, and related practice areas, this shift demands rigorous study and preparation,” says Lee Jebely.

One way of getting outside expertise can be working for an association part time. 

“Smaller companies are continually grooming people in that they give them a lot of responsibility and throw them to the wolves. CFOs often become presidents. Business development professionals learn how to run a profit and loss and take over as a general manager,” says Picken. “Most small companies are seeking out athletes who can wear a few hats and stay nimble,” he adds. “But small companies see a lot of turnover versus the bigger conglomerates. If they can’t find what they need internally, they just go outside. If you’re a mid to senior level executive at a small company you tend to groom your outside networks and keep your eye open for opportunities as they come up.” 

Paddock’s move is an opportunity for Caillet who joined Jet Aviation in 2008 and has held a number of senior roles including vice president VIP Completions. An engineer by training, he started his career at Dassault Falcon Jet in the US. 

While Paddock will no doubt use the many things he has learnt in his successful time running Jet Aviation, you can be sure Caillet will not be copying any tank interiors.

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The new 250,000sqft (about 23,225sqm) facility is full of business jets undergoing maintenance and upgrades. (The new hangar is equipped with 22 service bays capable of accommodating up to 14 Global 7500 aircraft simultaneously). London Biggin Hill Airport aircraft will throng the bays.

Growing its aftermarket service – jauntily encapsulated under the tagline ‘Bring Your Jets Home’ – has become a key 10-year strategy for the manufacturer since 2016. Demonstrating its success in achieving this goal, Bombardier is projecting its aftermarket services sales will reach the value of $2bn a year by 2025. In the third quarter of this year, the aftermarket accounted for 26% ($380m) of Bombardier’s total $1.46bn revenue.

“Bring Your Jets Home was the best way to proceed with this growth because it also answered our customers’ expectation,” Jean-Christophe Gallagher, executive vice president, Services and Support and Corporate Strategy, Bombardier told CJI during the inauguration event. “They appreciate the OEM level of expertise, service, quality, safety and our customers were asking for more of the OEM around the world. That’s why you see that a brand new facility is already full.” The Biggin Hill investment follows similar upgrades at Bombardier’s Singapore facility, Opa-Locka in Florida and Melbourne in Australia.

Water dispensers in the vast new hangar are refreshing engineers and technicians tasked with more than conducting scheduled (and unscheduled) maintenance. About 18 months ago the company launched its Bombardier Certified Pre-owned aircraft programme, like car manufacturers’ schemes. It’s now looking for pre-owned aircraft worldwide to retrofit these aircraft with what Gallagher calls “the latest and greatest technologies”.

About 10 years ago, the latest technology was available only on aircraft fresh off the the production line. “Today, most of the technologies we have on our production lines are available as retrofits on Bombardier’s platforms,” said Gallagher. That includes upgrades to interiors, cabin management system, avionics and connectivity. “We are able to provide a plane that looks perfectly new, with a brand new interior, new coat of paint and the latest connectivity and avionics capabilities.”

The aftermarket is becoming a major source of income for all OEMs. This now accounts for between 26% and a third of sales for some companies, including Gulfstream (including Jet Aviation) and Textron Aviation, as revealed by CJI research last month. 

But it’s not solely about diversifying revenue streams – at least for Bombardier. “Obviously, a service facility will sell airplanes for us,” says Gallagher. “Our employees are not just technicians and engineers; they are brand ambassadors – every one of them.”

So, what future for maintenance, repair and overall (MRO) competitors? Rapid consolidation in the sector, as the OEMs have expanded their aftermarket offer, has become increasingly evident. Not least Dassault acquiring TAG and Execujet and Jet Aviation’s acquisition of Hawker Pacific.

It’s a trend that shows no sign of slowing. Bombardier’s independent authorised service centres have fallen from a high of about 70 to fewer than 15.

But independent MROs will retain a place, says Gallagher. “We have been very clear for the Bombardier fleet, we are looking at a 50% share of a $4bn market. There is plenty of room for everyone else.” To prove the point, he singles out US partner Duncan Aviation as one of the manufacturer’s “specular MROs” around the world. “We will continue, as an OEM, to support these facilities that are able to provide a level of service to our customers that exceeds everybody’s expectations.”

Meanwhile, if Bombardier does hit its target of achieving a target of $2bn a year for its aftermarket services by 2025, the whole team may want to toast their success with something a little stronger than Scottish Pure water.

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Above: Bombardier’s Jean-Christophe Gallagher addresses guests at the service centre inauguration.

Top: The new hangar during the inauguration  ceremony of Bombardier’s new Biggin Hill Service Centre.

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“The new facility is the beacon of our Canadian company in Europe,” Jean-Christophe Gallagher, executive vice president, Services and Support and Corporate Strategy, Bombardier told Corporate Jet Investor, shortly before the opening ceremony on Wednesday, November 30th. “We are growing are aftermarket business to become a $2bn business in 2025 and this is happening at the same time as unprecedented levels of flying around the world.” The investment underlined the manufacturers’ commitment to the European market, he added.

Now, is the perfect time to commission such a facility because the overall hours of the Bombardier fleet are climbing worldwide, he said. The expanded site will deliver new maintenance and modification capabilities and full-service interior finishing capacity for its family of Learjet, Challenger and Global aircraft. The bays will also be able to accommodate the new Global 8000 business jet when it enters into service in 2025.

New amenities at the site include: heavy maintenance and modification capabilities, wheel and battery shops and on-site interiors. The workforce, currently numbering 250 people, will grow to 350 people next year. Access to a skilled workforce was another key reason behind the site’s expansion Gallagher told CJI. “So, the demand [for aftermarket services] is there, we are coming exactly at the right moment with the capacity and also we have the skill sets of the talented people here.”

The manufacturer plans to continue developing a pipeline of skilled aerospace staff in the region to foster the development of highly skilled technicians. Bombardier has a history of apprenticeship programmes and, in the UK, has worked with training leader Marshall Centre. This has resulted in a “thorough, 36-month programme, providing an important conduit for impactful, high-paying aerospace jobs in the region”, according to the company.

The new facility makes Bombardier’s centre the largest business jet MRO facility in Europe and the largest tenant at the London Biggin Hill Airport.

Reflecting the manufacturers’ commitment to sustainability, the company has pledged to install solar panels on the facilty’s roof to generate all the site’s electricity needs. Electrical charging stations will also be installed on site as part of Bombardier’s commitment to reduce its environmental footprint.

Bombardier also confirmed JETEX as its preferred FBO provider at the London Biggin Hill Service Centre. JETEX will offer customers concierge services onsite.

Robert Walters, commercial director of the airport said: “Bombardier has been a tremendous collaborator and we will continue to work closely together as a leading centre for aviation technology and innovation and as a catalyst for business aviation growth in the region.”

The expansion of the London Biggin Hill Service Centre follows the opening of new facilities in Miami, Florida and Melbourne, Australia and the expansion of its service centre in Singapore.

Pictured is part of Bombardier’s new vast hangar at London Biggin Hill Airport ahead of the inauguration ceremony. One of the Global range shares the space with a 1944 Spitfire MX 1X Spitfire, modified to offer passenger flights – in considerably less comfort than its jet-powered sister.

Biggin Hill Service Centre – at a glance

• New hangar equipped with 22 service bays
• Capable of accommodating up to 14 Global 7500 aircraft simultaneously
• Spans nearly 250,000sqft (about 23,225sqm)
• Workforce to rise from  250  to 350 people next year
• Largest business jet MRO facility in Europe. 

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Located in Miami-Dade County, Florida, the new facility at full capacity plans to add close to 300 aerospace jobs, including more than 225 highly skilled technicians.

Éric Martel, president and CEO, Bombardier said: “The US is an important market for Bombardier with close to 3,000 aircraft in our fleet, and this highly-efficient facility provides a key focal point for customers based in the area, and those who will visit from as far as Latin America.”

“Bombardier began this year by naming Wichita as our new headquarters in the US, and I am delighted to highlight this inauguration that significantly grows our footprint and employment base in Florida. The city of Miami is a vibrant, international hub of business and commerce and we can’t wait to welcome our customers to our new facility and see our employees continue to thrive and grow,” added Martel.

Bombardier is also currently hiring additional maintenance technicians both in Florida and across its service network to support recent expansions. Technicians will receive Bombardier’s Type Training Course for Mechanical and Avionics certification.

Ralph Cutié, Miami-Dade Aviation Department director and CEO, said: “Congratulations to Bombardier on the successful completion of its newest service centre, which has brought hundreds of new jobs and millions of dollars in private investment to Miami-Opa Locka Executive Airport and Miami-Dade County.”

Jean-Christophe Gallagher, executive vice president, Services and Support, and Corporate Strategy, Bombardier, added: “Our new facility provides significant benefits, including quick aircraft turnarounds, greater convenience and OEM peace of mind to Bombardier’s growing customer base in the U.S and around the world.”

With its recent service centre expansion projects, Bombardier has added close to one million sqft of capacity to its aftermarket network.

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The deal will see Bombardier purchase SAF from Signature through Book and Claim, to cover its flights associated with its production facilities in Quebec, Canada from January 2023.

The flights covered by the SAF include production testing and certification flights in Canada and customer demonstration flights that take place in Hartford, Connecticut, as well as after-service check flights conducted at Bombardier service centres across Florida, Berlin, Germany and Singapore.

The Book and Claim system means that a user located near a SAF production site will use the SAF that Bombardier has purchased in their flights, allowing Bombardier to claim the greenhouse gas (GHG) reductions associated with its use. Bombardier said the decision to purchase the SAF through Book and Claim will reduce annual GHG emissions from its fuel use in flight operations by 25%.

“Over the last two years, Signature has grown our SAF supply points to 17 global airports, or around 10% of our total network of private aviation terminals,” said Tony Lefebvre, CEO, Signature Aviation. “But until we reach the milestone of SAF at every one of our terminals’ fuel farms, Book and Claim gives critical coverage to gaps in supply while immediately taking greenhouse gases out of the atmosphere.”

Jean-Christophe Gallagher, executive vice president of Services and Support, Corporate Strategy, Bombardier said: “Bombardier already has a unique environmental advantage as our production facilities in Quebec are powered by cleaner hydroelectricity. We will drive our environmental stewardship even further by covering all our production flights with SAF through the new agreement with Signature.”

Earlier this week at NBAA-BACE 2022, Bombardier launched its new Executive cabin for its Global 7500 and Global 8000 aircraft.

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Located at Essendon Fields Airport, Melbourne, the new 50,000sqft facility will have MRO capabilities for all Bombardier business aircraft, including a parts depot and back shop capabilities.

Bombardier said Australia is a key market for the company, with more than 80 aircraft in its Australian business fleet. The OEM also has the largest share of deliveries in the country, representing 31% of the market.

The new centre will allow scheduled and unscheduled maintenance, modifications, avionics installations and aircraft on ground (AOG) support.

The addition of the Melbourne MRO aims to enhance the company’s customer service capacity, according to Éric Martel, president and CEO, Bombardier. He said: “In the past year, we have added close to 1msqft of service capacity in several key locations, solidifying our plan to bring more Bombardier jets home no matter where they operate.”

Jean-Christophe Gallagher, executive vice president, Services and Support and Corporate Strategy, Bombardier said: “Our new facility will provide infinite benefits, including quick aircraft turnarounds, greater convenience and OEM peace of mind to Bombardier’s growing customer base in Australia.”

Back in July, Bombardier quadrupled the size of its Singapore Service Centre, becoming the largest OEM business aviation facility in Asia Pacific.

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It is a familiar problem for aircraft owners. One operator tried sourcing a replacement windshield in June this year and was told that he could have one shipped to him by October. October 2023. “How can you call an owner and tell him that?” he asks.

He is not the only one. “In mid-2020, there was a shortage of tyres. Windshields have been a massive problem this year, on the engine side some turbine blades and seals are a big problem,” says Timothy Ferrell, senior vice president, Technical Services, JSSI. “One OEM will get one problem fixed and then another one pops up.”

“It’s a game of whack-a-mole,” agrees Ben Hockenberg, president, Parts and Leasing, JSSI. Hockenberg says that as well as trying to source the components that owners may need early, they are also warning customers that they may need to be patient.

Like other industries, the business aviation supply chain is struggling. A significant number of smaller suppliers to business aviation OEMs failed because of Covid. While business aviation rebounded fast, many small manufacturers were more reliant on commercial aircraft manufacturing and ran out of cash. Manufacturers and their largest suppliers have worked hard to find new suppliers or moved production in-house, but it takes time. Problems were then made worse with sanctions against Russia making it harder to get raw materials like titanium and other metals. “We are spending a lot of time trying to get un-obtanium,” says the CEO of one engine company.

“OEMs are good at identifying an aircraft that is truly AOG and helping,” says Ferrell. “Generally, everyone is trying to come together, but it is hard for everyone.”

JSSI’s Hockenberg and Ferrell say that they are seeing maintenance shops building in extra time when quoting for jobs. But despite this, some aircraft are taking weeks longer to get flying when they need a part. “Advanced planning definitely helps and can make a big difference, but sometimes you can be unlucky and find you need a part that is very hard to get,” says Hockenberg.

Some large charter operators are taking parts from aircraft that are in shops when they are needed for aircraft that are flying. Engine monitoring is also helping manufacturers detect problems earlier.

Bombardier is another manufacturer adapting to the realities of changing supply chains. “We are working closely with third-party suppliers that specialise in aircraft teardowns to provide us with removed inventory,” says Jean-Christophe Gallagher, executive vice president, Services and Support and Customer Strategy, Bombardier. The OEM has increased inventories of both critical components and raw materials.

Gallagher remains optimistic that the supply chain challenges can be resolved with the help of Bombardier’s procurement department: “We have more than 30 people in the field working directly with our primary and sub-tier suppliers to ensure the supply chain finds the talent and parts they need.”

Manufacturers deserve credit for working hard to fix the problem and investing to fix supply chains. But it is an extremely complicated problem. Things are improving, but many believe there will still be some shortages until at least the middle of 2023. The good news is that owners understand that this is not just a business aviation problem.

The operator managed to secure a windshield last month by paying three times the OEM list price. “This current supply chain issue is not improving at all, nor do I see it any time soon,” he says.

And four months later, our friend is still waiting for a new steering wheel.

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The expansion includes a full-service interior finishing capacity, a paint facility, ground handling services and a lounge. The expansion also adds new heavy structural and composite repair and maintenance capabilities and an integrated 24/7 parts depot equipped with more than $15m in parts. More than 2,000 business jets are expected to visit the new facility annually.

Jean-Christophe Gallagher, executive vice president, services and support and corporate strategy, Bombardier said: “With this major expansion, the Singapore Service Centre will provide infinite benefits, including quicker aircraft turnarounds, greater convenience and peace of mind to Bombardier’s growing customer base in Asia.” He added: “Customers can also enjoy access to the complete range of OEM customer service and support at their doorstep.”

Bombardier said the expansion is “redefining its position as a leader in aftermarket services in Asia Pacific, a pivotal part of its growing global network”.

The building achieved Singapore’s Green Mark Gold and the US Green Building Council (USGBC) Silver LEED Green Building certifications. Bombardier also installed solar panels on the facility’s roof as well as its carpark structures to reduce the site’s annual electricity demand by 15%.

Last week, Nilesh Pattanayak, regional vice president of Sales Asia, Bombardier, told our CJI Asia 2022 conference that he believes Asia’s business jet fleet could be doubled within the next five years. Speaking at the CJI Town Hall online meeting during the conference in Singapore, Pattanayak said Asia could rival Europe’s fleet numbers in “optimistically five or six years” if concept buyers are assured that Asia’s policies and infrastructure issues will be improved.

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