Aéro Montréal is a strategic think tank serving decision-makers across research institutions, companies, and associations in the aviation sector. Created in 2006, it works to increase cohesion, optimize competitiveness, and foster the growth of Quebec’s aerospace cluster.
You left Aero Montreal in 2020 and then returned as President last year. What was the reason for the initial departure and what finally brought you back into the fold?
Having spent almost 20 years in the industry, I had lived through both the 9/11 crisis and the 2008 recession, so when the pandemic hit, it was tough. I decided to see if my perspective on aerospace could be applied to another industry, so I went to the electrical and sustainable vehicle cluster in Quebec. It was similar work but in a different, rising industry, and I stayed there for two years.
It was fantastic, but when the board of Aéro Montréal called me back, I decided to return. It's been my industry for so many years, and I was amazed by the shift in mentality toward greener practices and actions to reach carbon neutrality. This commitment to sustainability was a major reason for my return to a more mature aerospace sector.
Montreal is known as the world’s third-largest aerospace cluster. Can you tell us about its most notable achievements and historic contributions to the industry?
We are fortunate to have five prime contractors or OEMs: Bombardier, Pratt & Whitney Canada, Airbus, CAE, and Bell Textron Canada. These companies do not compete directly but complement each other in different niches, which makes our cluster unique. For example, Pratt & Whitney Canada is the largest investor in R&D in Canada, starting from a repair garage in Longueuil to now leading in innovation.
This concentration has developed a robust ecosystem, including 215 SMEs and 15 Tier 1 suppliers. Companies like Safran and Héroux-Devtek, which started small, have grown significantly. Currently, 65% of all aerospace manufacturing jobs in Canada are based in Quebec. It's remarkable that in Greater Montreal, one in 103 workers are in aerospace, which demonstrates the sector's significance in the region.
Quebec has set the standard in Canadian aerospace, but are you noticing other regions emerging as strong clusters?
It's more of a growing trend rather than a shift since we haven't seen production relocating, but other clusters within Canada have indeed grown. For example, Winnipeg has a more established and larger MRO business than Quebec. Ontario and Quebec remain the most manufacturing-intensive provinces, but we see emerging technologies from the West influencing aerospace. Overall, Quebec and Ontario are the primary regions for aerospace manufacturing, with the industry spreading out slowly across Canada.
Given that the global movement towards sustainability was a major reason you returned to Aéro Montréal, can you tell us the initiatives and programs designed to push for more sustainable practices?
We are proud to be the only cluster that has deployed an initiative specifically for SMEs regarding sustainability. While large OEMs in Europe may follow regulatory norms, we approach things differently in Quebec. Our cluster supports SMEs in adopting sustainable practices alongside the big players who are innovating their products and processes.
We convinced the government to invest in a program that surveys SMEs, assesses their sustainability roadmap, and provides a plan to close the gaps. We reached 40 companies in 18 months, which was phenomenal. This eco responsibility program ensures that the entire supply chain, not just the big players, is invested in the sustainability journey.
What steps do you recommend companies take to improve their own practices in reducing their environmental footprint?
First, we advise controlling waste management and assessing how operations produce carbon. Quebec benefits from 94% hydroelectric power, with the electricity supplier Hydro-Québec investing in the decarbonization of company infrastructures. Companies are also encouraged to make their production more efficient, reducing waste and embracing automation and digitalization. We also encourage them to look into their supply chain.
Are there any standout companies that are doing particularly well in setting the standard in sustainability?
CAE is a leader in this area; they significantly committed to this movement years ago and have been systematic in their approach. One recently announced project includes electrifying their fleet of personal planes which are used for training pilots. CAE is also investing in their supply chain, helping SMEs lower their emissions. Their consistent and strategic efforts are setting a great example for others.
Given that such a high proportion of people in Quebec work in the aerospace industry, how are you tackling the workforce challenges of recruitment and retention?
Attracting and retaining talent has always been a challenge due to the industry's growth. After the pandemic, this intensified. Currently, we have 41 700 workers, and we need to recruit and retain an additional 38,000 in the next 10 years due to retirements and growth. We invested in a large promotion and communication campaign to change the industry’s perception, showcasing diverse profiles and debunking myths about aerospace careers. We aim to highlight the variety of roles available, from engineers to communication people, and emphasize the industry's meaningful impact on sustainability.
What industries or countries are you competing against for talent with the most?
We’re not just competing; we're collaborating with other regions. For instance, Morocco has developed its aerospace industry significantly, and we're working with them to co-train people and share expertise. We signed an agreement with Mexico as well. Locally, we compete with sectors like construction, IT, and manufacturing for talent, but we work together as cluster managers to find creative solutions.
Which international markets do you perceive as having the most opportunities for collaboration in the future?
We recently formed the Global Aerospace Cluster Partnership, which includes 16 founding members from regions with strong aerospace industries. Key partners include the U.S. due to Boeing's presence, France because of Airbus, and Germany. We’re also building relationships with regions like Singapore and Brazil. Even competitors like Safran, Rolls-Royce, and Pratt share best practices within the cluster. This collaboration among clusters is special and strengthens the industry as a whole.
