Programme d'innovation en cybersécurité du Québec

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  7 avril 2020

  COVID-19 and aviation: Survival, recovery, and innovation

  Posted on April 7, 2020 by Dr. Suzanne Kearns This article originally appeared in The Hill Times and is published here with the permission of the author. The COVID-19 pandemic has challenged Canadians to adapt their way of life. Aviation professionals are playing a vital role in preserving societal functioning, with airlines volunteering to repatriate Canadians abroad, crew members risking exposure to reunite travellers with their families, and cargo operations playing a vital role in the supply chain – distributing essential medical supplies. These critical activities are only possible because of the work of the entire aviation sector that includes maintenance engineers, air traffic controllers, airport professionals, and so many others. In 2019 airlines carried 4.3 billion passengers, 58 million tonnes of freight, and supported 65.5 million jobs around the world (3.6 per cent of the world's gross domestic product according to the Aviation Benefits Report). The tourism sector is interconnected with aviation, supporting a further 37 million tourism-related jobs. The COVID-19 pandemic is testing the aviation industry in ways that were unfathomable at the beginning of this year. International aviation had been on a growth trajectory, with traffic projected to double in the coming 15 years. As 2020 began, some of the most pressing industry challenges were how to meet the demand for aviation professionals and achieve emission-reduction targets towards environmental sustainability. Aviation has always been a cyclical industry directly and rapidly impacted by downturns in the economy. The industry reported losses in the early 1990s due to the recession and again in 2001 after the 9/11 attacks; in 2003 following the SARS epidemic, and in 2008 linked to the financial crisis. Each of these downturns was followed by a period of economic recovery. Looking specifically at SARS, airlines lost $6 billion in revenues with the outbreak's economic impact having a V-shape where the rapid decline was matched by a speedy economic recovery. Despite the airline industry's cyclical nature it has maintained profitability for the past 10 years, with a profit of $25.9 billion in 2019 despite recent tragedies and challenges, according to IATA. For example, the sector faced the 737 Max accidents in 2018 and 2019, the Ukraine Airlines Flight 752 shot down in Iran, and the emergence of “flygskam” flight shaming air travel due to its emissions. Each of these events impacts passenger confidence in aviation, and many industry experts were bracing for an economic decline as a result. The industry maintaining profitability over the last decade is a testament to its strength and resilience. The COVID-19 pandemic is testing the aviation sector in new ways. The entire industry is being stretched to a breaking point, without interventions, it can not survive the crisis. Assuming travel restrictions are lifted after three months, 2020's passenger demand will be 38 per cent less than 2019, resulting in an impact of USD$ 252 billion according to IATA. Airports are projected to lose $46 billion in 2020, said Airport Council International (ACI). Although previous pandemics were followed by a sharp recovery, they did not cause recessions as COVID-19 might. This has led to three critical questions about the future of international aviation. When will the impacts of COVID-19 subside – and what will society look like when it does? How long will it take for people to have the funds and confidence to begin flying again? What specifically can be done to ensure the industry survives the crisis? How can we innovate during the downturn to craft a stronger future? The most pressing need for aviation is essential financial support through the pandemic, and in the coming months as society faces future waves of the virus. Beyond support to operators, it is critical to recognize that this situation also creates an opportunity to reflect upon and innovate practices within the industry. We will overcome this challenge, and hopefully build a better future. Key priorities during this time should explore how to mobilize Canada's innovation and research infrastructure towards aviation challenges. We have leading researchers in sustainability, cognitive science and engineering, material science, machine learning, automation, cybersecurity, and artificial intelligence among other areas. We are in a position to apply Canadian expertise towards aviation innovations, as important elements of our economic recovery strategy. What is certain is that COVID-19 will change the world – what is unknown is how we can learn from this to create a stronger and more resilient future together. https://www.skiesmag.com/news/covid-19-and-aviation-survival-recovery-and-innovation

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  15 avril 2020

  COVID-19 – HOW WE WILL NEED TO RETHINK THE AEROSPACE INDUSTRY

  Manfred Hader SENIOR PARTNER, CO-HEAD OF GLOBAL AEROSPACE & DEFENCE PRACTICE Hamburg Office, Central Europe +49 40 37631-4327 Plunge in air traffic will deeply impact demand for new aircraft The COVID-19 pandemic has the potential to trigger a global economic crisis of significant dimensions, affecting all industries. One of the industry sectors in the eye of the coronavirus storm is aerospace. Global air traffic has been brought to an almost complete standstill by the COVID-19 outbreak. While air traffic has consistently shown a solid recovery from previous crises, the debate is wide open about how traffic will recover following the current crisis and what this will mean for the civil aircraft manufacturing industry, the supply chain and aftermarket support businesses. Previous crises like 9/11, SARS or the financial crisis of 2008/09 all demonstrated a recovery along V- or U-shaped curves back to the pre-crisis growth path. As COVID-19 is a fully global crisis of unprecedented magnitude, we need to consider whether we might see an L-shaped recovery with consistently lower levels of air traffic and permanently slower growth after the crisis. The debate is fueled by two questions for which there is no real precedent to extrapolate from but which could be transformational for the industry: What is the magnitude of the COVID-19 crisis, and will it change the way we perceive air transport? Will the crisis highlight obsolete industry structures and cause the bubble of huge aircraft orderbooks to burst? This article discusses three key questions: 1. How deep will the crisis be for aviation, and how long will it last? We examine different scenarios for global air traffic development in the coming years. 2. What will be the impact on the aerospace industry? We derive the impact of these scenarios on the demand for new aircraft and MRO (maintenance, repair and operations). 3. What needs to be done to manage the crisis? We discuss what the aerospace industry could look like in a post-COVID-19 world and what measures need to be taken to mitigate risks and capture opportunities. 1. How deep will the crisis be and how long will it last? The magnitude of the air traffic crisis can be characterized by four key indicators: The longer the restrictions last, the more airlines will run out of liquidity, leading to bankruptcies, nationalizations or consolidation, hence causing an irreparable change in the industry landscape and customer structure for aircraft manufacturers. Moreover, the longer the restrictions last, the greater the possibility that temporary behavioral changes imposed by the pandemic may become permanent (e.g. reduction of business travel as a result of increased digital communication). Once the air travel restrictions are lifted, the time to recovery will be impacted by potential new outbreaks of the disease, leading to recurrent waves of further travel restrictions and hence fluctuating travel volume at lower levels. The combination of a long duration of travel restrictions and repeated outbreaks over an extended period of time might lead to a "new normal", with global air traffic volumes settling at a lower level – an effect that has never occurred before in the history of commercial aviation. The combination of a long duration of travel restrictions and repeated outbreaks over an extended period of time might lead to a "new normal", with global air traffic volumes settling at a lower level – an effect that has never occurred before in the history of commercial aviation. 3. What needs to be done to manage the crisis? It can already be anticipated that the post-crisis aerospace industry will not look like it did before the crisis: Significant downsizing of operations is to be expected for both OEMs and suppliers – the industry will need to offset the resulting loss of scale with a step up in efficiency, potentially taking advantage of the crisis to take actions that would be unpalatable in easier times. Weaker suppliers (e.g. those with heavy exposure to the B737, more aftermarket exposure and less counter-cyclical defense business) will come under severe financial pressure. A significant consolidation of the industry by companies with strong balance sheets must be expected, either to take advantage of distressed assets or to bail out suppliers to safeguard the stability of their supply chain. One of two possible post-crisis industry models could emerge: 1. A more OEM-centric industry model whereby the OEMs consolidate key parts of the supply chain to stabilize and rationalize it. 2. A more balanced industry model between OEMs and key Tier-1 suppliers, where the Tier-1s have consolidated even more, amassed scale and are now on a level playing field with the OEMs. As the aerospace industry relies on a highly interconnected and mutually dependent supply chain, the crisis needs to be managed on two levels in parallel: On an individual company level, cash will be king. Protecting cash positions will be key to ensuring survival while managing the ramp-down, stabilizing and securing the supply chain and seizing opportunities in the market – we may therefore expect a cash squeeze in May and June as new production schedules become established but activities have not yet been rationalized. Preparing for the "new normal", rightsized and potentially repositioned operations must start immediately. To this end, the company's strategy, its industrial footprint and operating model, needs to be reviewed and a blueprint developed to fit with the "new normal" and provide the right framework for short-term actions and strategic moves. At industry level, companies and governments will need to work closely together to ensure that key industrial capabilities do not fall through the cracks, as this would put the whole industry at risk. Therefore, the industry will have to: Quickly reach a consensus on the "new normal" production rates Define a joint plan for how to transform the industry from its status quo to the "new normal" level Identify at-risk elements in the transition process and develop plans to support them Once this picture is clear, government support may need to be called upon to safeguard the short-term functioning of the industry and help manage the transition to the "new normal" for this strategically important sector. https://www.rolandberger.com/en/Point-of-View/COVID-19-How-we-will-need-to-rethink-the-aerospace-industry.html

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  21 août 2020

  HebdoSTIQ - 20 août 2020

  Événements à venir Occasions d'affaires Actualités Symposium sur le marché canadien de la défense et de la sécurité 2020 Les inscriptions ouvriront en primeur pour nos membres le 26 août prochain ! Une trentaine de donneurs d'ordres des secteurs clés de notre économie prendront part à cette 14e édition ! Les foires commerciales à l'ère de la COVID 19 : Une opportunité de revoir vos façons de faire pour optimiser vos résultats Joignez-vous au prochain webinaire STIQ, présenté par Altitude Conseil, le 3 septembre à 12h Le chantier maritime Davie lance un centre national de brise-glaces Le chantier maritime Davie souhaite ainsi être reconnu comme leader dans la construction de navires adaptés aux conditions polaires pour convaincre ses clients d'ici et d'ailleurs de faire appel à son expertise OCX Services lance un nouveau système de contrôle de qualité d'impression 3D Afin de mieux protéger la population, OCX a développé quatre modèles de visières : pour adultes, enfants, dentistes et travailleurs de la construction Portrait membre : Precicor Spécialiste en moulage par injection plastique Comment ajouter les “lives” à votre arsenal de contenus Un article d'Exo B2B Les bonnes nouvelles de l'industrie Norgalv, NORISKE, Agnico Eagle, Baffinland, TMAC Resources, Groupe Gilbert Occasions d'affaires Occasions d'affaires privées 2020SC033 – Recherche de partenaire/gestionnaire en recrutement et placement de personnel Une firme d'experts en recrutement et placement de personnel recherche un gestionnaire/partenaire intéressé à prendre une participation dans l'actionnariat de l'entreprise. L'entreprise spécialisée en recrutement et placement des ressources humaines, en activité depuis près de 30 ans, avec notamment, une clientèle de filiales internationales implantées au Québec, souhaite préparer la relève et céder une part de ses actions à un gestionnaire/partenaire qui veut augmenter ses domaines de compétences et ses parts de marché. Le gestionnaire/partenaire recherché dispose de compétences démontrées en recrutement et placement de personnel dans les secteurs industriels. 2020SC032 – Recherche d'une entreprise dans le domaine de la transformation du métal qui aurait une capacité de fabrication au Québec et en Europe Une entreprise en pleine expansion recherche un sous-traitant du Québec spécialisé en transformation du métal qui dispose d'une usine ou d'un partenaire en Europe pour desservir ce marché. Occasions d'affaires Appels d'offres publics 2020NR200 – Support de présentoir pouvant accueillir une tablette Fermeture : 04-09-2020 2020NR199 – 500 monoteneurs (monotainers), en treillis métallique, sur mesure Détails de la demande : conteneurs empilables en mode fermé ou ouvert. 2020TT103 – 2 boîtes de service fermées aménagées, pour fourgonnette, avec équipement Fermeture : 02-09-2020 2020TT104 – Conception, fabrication et fourniture d'une roue de turbine et de directrices, pour centrale électrique Fermeture : 03-09-2020 Devenez membre Obtenez des avantages exclusifs Membres de STIQ Publiez Consultez les archives