Bombardier Commercial Aircraft Enhances Customer Support in Africa and the Middle East with Relocation of its Q Series Aircraft Regional Support Team

  • Customer support team for the Q Series Aircraft Program will be located alongside longstanding customer South African Express Airways and close to O.R. Tambo International Airport
  • Customer support team for the CRJ Series Aircraft Program will continue to support its customers in its current location

TORONTO, April 23, 2019 (GLOBE NEWSWIRE) — Bombardier Commercial Aircraft announced today that it will relocate its Q Series aircraft regional support team from Lanseria International Airport to Airways Park, close to O.R. Tambo International Airport. This move will co–locate the regional support team for the Q Series aircraft with Bombardier's longstanding customer, South African Express Airways. The CRJ Series Aircraft Program will maintain support to the region from its current location in Johannesburg, South Africa.

The regional support teams serve fleets of approximately 170 Dash 8/Q Series turboprops and about 70 CRJ Series regional jets in Africa and the Middle East. The relocation of the team supporting the fleet of Q Series aircraft will facilitate faster response times by team members when they need to travel to support customers and operators throughout the region.

Bombardier Commercial Aircraft has recorded firm orders for more than 1,300 Dash 8/Q Series and 1,900 CRJ Series aircraft, and the worldwide fleet is supported by teams in Africa and the Middle East, along with teams based in Canada (headquarters), Australia, Germany, India and Japan.

"We have enjoyed a 25–year relationship with Bombardier from the inception of South African Express until the present day. We are therefore delighted that Bombardier is positioning its Q Series aircraft regional support team to work more closely with our team at Airways Park, as well as with their other customers operating from O.R. Tambo International Airport," said Siza Mzimela, Chief Executive Officer, South African Express Airways. "We're confident that the proximity to our team and our hub will augment our operation and that we will benefit from Bombardier's expertise as we work to further optimize the efficiency of our fleet and enhance our passengers' experience."

"The relocation of our Africa and Middle East Q Series regional support team is another step in our ongoing efforts to enhance our accessibility and support to customers and operators in the region," said Todd Young, Vice President and General Manager, Head of Q Series Aircraft Program, Bombardier Commercial Aircraft. "O.R. Tambo International Airport serves as the primary airport for travel to and from South Africa, so it fits with our strategy to position our regional support teams where they are best able to offer timely support before, during and beyond an aircraft's entry into service."

"Our regional support teams provide quick–response problem solving, engineering expertise and tailored plans to meet our customers' business plans," said Charles Comtois, Head of CRJ Series Aircraft Program, Bombardier Commercial Aircraft. "Regional support team members also act as conduits to connect our customers to our extensive global network of Service Centres, Authorized Service Facilities, Parts Depots and Training Facilities."

About Bombardier
With over 68,000 employees across four business segments, Bombardier is a global leader in the transportation industry, creating innovative and game–changing planes and trains. Our products and services provide world–class transportation experiences that set new standards in passenger comfort, energy efficiency, reliability and safety.

Headquartered in Montral, Canada, Bombardier has production and engineering sites in 28 countries across the segments of Transportation, Business Aircraft, Commercial Aircraft and Aerostructures and Engineering Services. Bombardier shares are traded on the Toronto Stock Exchange (BBD). In the fiscal year ended December 31, 2018, Bombardier posted revenues of $16.2 billion. News and information are available at bombardier.com or follow us on Twitter @Bombardier.

Notes to Editors
For more information on the Dash 8/Q Series and CRJ Series aircraft, visit news.commercialaircraft.bombardier.com

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For Information
Nathalie Scott
Bombardier Commercial Aircraft
+1–416–375–3030
nathalie.scott@aero.bombardier.com
www.bombardier.com

Privatization Promotes Collusion and Corruption

Privatization is expected by many to promote competition and eliminate corruption. In practice, the converse has been true as privatization beneficiaries have successfully colluded and engaged in new types of corruption to maximize their own gains.

By Jomo Kwame Sundaram
KUALA LUMPUR, Malaysia, Apr 23 2019 – At the risk of reiterating what should be obvious, the question of private or public ownership is distinct from the issue of competition or market forces. Despite the misleading claim that privatization promotes competition, it is competition policy, not privatization, that promotes competition.

Jomo Kwame Sundaram

Privatization the problem, not the solution
Instead, privatization has typically been accompanied by collusion, which undermines competitive pricing. Formal and, more commonly, informal collusion is rife. Informal collusion is more likely among those involved in public or transparent bidding to provide privatized or contracted-out services.

Transparent institutions and arrangements, such as public auctions and open, competitive bidding for contracts, have often been compromised by secret, informal collusion. Typically, those with political connections and insider information are better able to secure lucrative contracts and such other business opportunities.

Greater public transparency and accountability were expected to promote greater efficiency in achieving the public interest while limiting waste and borrowing. But contrary to such claims, privatization itself does not ensure transparency and accountability, or address corruption. As it is rarely implemented on an arm’s length basis, it may also contribute to other problems, including new types of corruption.

Hence, privatization does not enhance efficiency except to augment profits. The public sector can be more efficiently run, as in some economies. Hence, the challenge is to ensure that the public sector is better run. Greater public accountability and a more transparent public sector can help ensure greater efficiency in achieving the public and national interest while limiting public sector waste and borrowing.

Ascertain problems to determine solutions
Correlation does not imply causation. An enterprise may be better run after privatization due to managerial reforms, behavioural changes or organizational improvements. But if such improvements could have been achieved without privatization, then one cannot conclude that privatization is needed to bring about desired reforms.

It is important to consider the organizational and managerial reforms, including incentive changes, which might be desirable to achieve superior outcomes. One should not assume that privatization is the answer regardless of the question or the problem at hand.

After all, many SOEs were set up precisely because the private sector was believed to be unable or unwilling to provide certain services or goods. In many instances, the problems of an SOE are not due to ownership per se, but rather to the absence of explicit, feasible or achievable objectives, or the existence of too many, often contradictory goals.

In other cases, poor managerial and organizational systems, blocking flexibility, autonomy and needed reforms, as well as cultures supportive of them, may be the key problem. Such reforms may well achieve desired objectives and goals, or even do better, at lower cost, thus proving to be the superior option.

Many SOEs have undoubtedly proven to be problematic and inefficient. However, privatization has not proved to be the universal panacea for the myriad problems of the public sector it has been touted as. As such, the superior option cannot be presumed a priori, but should instead be the outcome of careful consideration of the nature and roots of an organization’s malaise.

SOE reform or government procurement often superior

SOE reform is often a superior option for a variety of reasons although there are no ‘one size fits all’ solutions regardless of circumstances. Problems need to be analysed in context and solutions cannot be assumed a priori.

It would be erroneous to presume that public ownership is always a problem. There may be other problems which are not going to go away without properly identifying and resolving them.

Desirable changes, resulting in improved performance and outcomes, may take place following the privatization of a particular SOE. But even this does not mean that privatization per se is responsible for these improvements unless state ownership itself has blocked needed changes, in which case there may well be compelling cases for privatization in such situations.

Another alternative, of course, is government or public procurement. Generally, public-private partnerships (PPPs) are much costlier than government procurement. With a competent government, government procurement is generally more efficient and much cheaper.

Yet, international trade and investment agreements are eroding the rights of governments to pursue government procurement. With a competent government and an incorruptible civil service, and competent accountable consultants doing good work, efficient government procurement has generally proved far more cost-effective than PPP alternatives.

Lost in the Cyberworld? The Enigmatic Mr Assange

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