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Sponsorship and Donations

  • I would like to submit a request for Bombardier to sponsor/support my organization/cause. Who should I contact?

    Each year, Bombardier receives many requests for financial support. To simplify the process, we have implemented an online tool. To request a sponsorship or donation to Bombardier Inc., Aerospace or Transportation, please submit your request via our dedicated website. If you would like to provide additional information, you can do so by attaching electronic documents to your request. Please note that all requests must be submitted through the online tool. Paper or email requests will no longer be considered.

    If you would like to apply for a donation from the J. Armand Bombardier Foundation, please visit the Foundation’s website and consult their ‘Apply for Funding’ section.

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  • What is Bombardier’s approach to growing its business in emerging markets?

    While our traditional markets – North America and Western and Central Europe – are still the core of our business, emerging markets are driving global economic growth and the demand for innovative transportation. We can provide value to these countries as they develop the necessary infrastructure to continue their growth and raise the standard of living for their populations. 

    Being where our customers are and providing services globally is a big part of the equation. By having a local footprint we are able to grow our presence as a business leader in the region. For example:

    • We operate more than 90 business aircraft service support locations worldwide including our operations in Africa, Mexico, India and Singapore.
    • We have regionalized our commercial aircraft teams to be closer to our customers, increasing our customer service capacity in Africa, Asia-Pacific, the Middle East and South America.
    • We have employees from our rail transportation business segment in 38 countries and serve rail transportation customers in more than 60 countries.  

    It also means hiring locally whenever possible by fostering local talent and building local capabilities and supporting local communities through our donations, sponsorships and employee volunteering programs that advance and improve local communities in which we live and work.

    For examples of our local involvement, please refer to our 2015 Activity Report.

  • How does Bombardier ensure the health and safety of its employees in the workplace?

    Ensuring a safe and healthy workplace is a baseline commitment we make to our employees. Our priority is to reach zero occupational illness and injury year after year and that starts with our companywide preventive culture. All of our entities have dedicated HSE teams responsible for working – in partnership with line management – to gather and apply HSE best practices and to ensure that all sites are instituting our HSE Preventive Culture. The HSE Preventive Culture is also embedded in our company-wide continuous improvement systems that help us drive progress in all aspects of our internal activities to improve business outcomes.

    We continue to monitor our incident rate, which includes work-related fatalities, lost time accidents, occupational sickness, temporary assignments and medical treatment, to understand the underlying risks and root causes. Constant monitoring will help us better implement preventive methods. 

    For details on our Health and Safety performance, please refer to our 2015 Activity Report


  • How does Bombardier take environmental impacts into consideration in the design phase?

    An aircraft and rail vehicle’s design determines 80% of its downstream environmental impact. At the core of our product innovation lifecycle is EcoDesign – a process we use to ensure that we take into account critical environmental considerations for each of our products throughout their lifecycle. The lessons we learn by going through this process on one product, we apply to the development and evolution of other products. We also provide EcoDesign training for our engineers and managers and communicate standard EcoDesign requirements with our suppliers.

  • How will Bombardier compete for talent within a small pool of talented and skilled workers?

    Our long-term viability and profitability depends on our ability to attract and retain highly skilled resources to deploy our product development strategy. At the same time, our ability to maintain leadership in product innovation directly impacts our ability to attract top talent from around the globe. We have a number of initiatives in place to elevate the quality of our recruitment efforts, including our Global Employee Referral Program and training and development opportunities for recent high potential college graduates interested in jobs in aerospace or transportation. 

  • How does Bombardier mitigate the ethics and corruption risks to which it is exposed?

    Ethics is one of the most material issues to our business and upholding the highest integrity and leadership is critical our current and future success. Our Code of Ethics and Business Conduct sets clear standards of behaviour that all Board members and employees are expected to follow. The Code identifies guiding principles to ensure our decisions are consistent with Bombardier’s values and reputation in our work environment, business practices and stakeholder relationships.

    Bombardier has a zero tolerance policy regarding corruption. But as a global company we inevitably encounter corruption and bribery risks in dealings in certain regions. All of our employees and partners who negotiate contracts are responsible for knowing and complying with all applicable laws and regulations, including those pertaining to lobbying activities. We are currently focusing on training employees on anti-corruption and anti-bribery policies, providing interactive e-learning modules and manuals that cover potential real-life situations and potential responses.


  • Does Bombardier have a Product Safety Policy?

    We have robust product and operational safety policies across our aerospace and passenger rail transportation business segments. Our focus is on making safe trains and planes, not making trains and planes safe. This means that the safety of our products and operations is an integral part of our design process, not an afterthought. Our Design for Safety methodology helps us create products that protect the safety of the people using and maintaining them. We do this by ensuring that we:

    • Avoid hazards by using proven design and materials as well as diverse, redundant or fail-safe components;
    • Implement safety requirements at all stages of the project;
    • Include safety requirements in all key documents including Requirements Management, as well as procurement, operation and maintenance documents; and
    • Maintain product safety through subsequent product changes or modifications that fall within our scope.

    We also take part in industry-wide initiatives to standardize safety rules and regulations. 

  • How does Bombardier ensure it is sourcing responsibly?

    Sustainable sourcing is essential to maintaining the trust of our customers and the communities in which we operate. As an integral part of our operations and vision, we expect our suppliers to share our dedication to sustainability and flawless execution. Our Supplier Code of Conduct, or equivalent code, based on the principles of the United Nations Global Compact, sets our expectations for suppliers on legal compliance, labour, health and safety, environment, anti-corruption, ethics and governance.

    The Code is signed by Bombardier suppliers upon execution of their first procurement contract with Bombardier. For existing suppliers that have not yet adhered to the Code, the Code is officially incorporated in subsequent amendments of the existing contracts. Our suppliers are also expected to adhere to OHSAS 18001, ISO 14001 or equivalent HSE standards.

    To ensure the viability of our supply chain, we include responsibility criteria in our supplier selection processes, conduct spot-checks and audits (with a focus on suppliers in high-risk markets) and complete performance tracking and supplier self-assessments. Additionally, we work with leading organizations to develop industry-wide standards for responsible sourcing and reporting.

    For more information on our approach to fostering a responsible supply chain, please see our 2015 Activity Report.

  • Bombardier is recognized as an independent, family-controlled company. What does that mean for corporate governance?

    The independence statement of the Board of Directors is presented on the Relationship of Directors page. Nine of the 15 2016 Directors are independent, representing the majority of the members of the Board of Directors. Additionally, all Committees of the Board are only composed of independent Board members.

    The Board of Directors has an independent Lead Director, since the Executive Chairman of the Board, Mr. Pierre Beaudoin, is not an independent director. The Lead Director chairs the meetings of the independent directors of Bombardier. This formal structure enables the Board of Directors to function independently of management. After each meeting of the Board, the independent directors consider whether to meet privately under the direction of the Lead Director. They have, however, no decision-making power. The Lead Director transmits to the Executive Chairman of the Board, Mr. Pierre Beaudoin, and/or the President and CEO, Mr. Alain Bellemare, as the case may be, any comments, questions or suggestions raised during such meetings.



  • How does Bombardier safeguard against supply chain disruptions?

    Disruptions in our supply chain and the availability of raw materials – whether as a result of climate change, political instability or market fluctuations – can impact our overhead costs and the ability of our suppliers to adhere to compliance standards and regulations. We maintain a long-term perspective on managing our supplier relationships and actively work with suppliers to bring innovative ideas to life and ensure detailed business continuity plans are in place to address unexpected disruptions.

  • I have a question that is not listed here. Who can I contact for more information?

    Receiving your feedback is an important part of our stakeholder dialogue process and helps us address the issues that matter most. Please email us your thoughts on our sustainability approach and performance at csr@bombardier.com.

    If you would like to contact Bombardier for any other matter, such as Media or Investor Relations, please visit the Contacts page of our corporate website.

  • How does Bombardier respond to customers’ needs and work towards achieving high levels of customer satisfaction?

    We engage our customers and ensure loyalty by maintaining an active, continuous feedback loop, throughout our product lifecycle, to identify and implement improvements that will meet and exceed their expectations. With our leaner organizational structure, we are able to more closely serve our customers and more quickly respond to their evolving needs. We are also expanding our global footprint and service offerings to better and more closely serve our customers.

  • How do you ensure that sustainability is integrated into all parts of the business?

    Our cross-functional Sustainability and Integrated Communications Committee is tasked with day-to-day responsibility for Bombardier’s sustainability performance, compliance and ongoing progress. For more information on the Sustainability and Integrated Communications Committee and how we govern sustainability at Bombardier, view Sustainability Governance.

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