Tag: production (Page 8 of 17)

Boeing Reports Third-Quarter Results

October 28, 2020 / WIL BALDWIN

– Financial results continue to be significantly impacted by COVID-19 and the 737 MAX grounding

– Proactively managing liquidity and transforming for the future

– Revenue of $14.1 billion, GAAP loss per share of ($0.79) and core (non-GAAP)* loss per share of ($1.39)

– Operating cash flow of ($4.8) billion; cash and marketable securities of $27.1 billion

– Total backlog of $393 billion, including more than 4,300 commercial airplanes

Table 1. Summary Financial Results	Third Quarter		Nine Months
(Dollars in Millions, except per share data)	2020	2019	Change	2020	2019	Change

Revenues	$14,139	$19,980	(29)%	$42,854	$58,648	(27)%

GAAP
(Loss)/Earnings From Operations	($401)	$1,259	NM	($4,718)	$229	NM
Operating Margin	(2.8)%	6.3%	NM	(11.0)%	0.4%	NM
Net (Loss)/Earnings	($466)	$1,167	NM	($3,502)	$374	NM
(Loss)/Earnings Per Share	($0.79)	$2.05	NM	($6.10)	$0.66	NM
Operating Cash Flow	($4,819)	($2,424)	NM	($14,401)	($226)	NM
Non-GAAP*
Core Operating (Loss)/Earnings	($754)	$895	NM	($5,773)	($864)	NM
Core Operating Margin	(5.3)%	4.5%	NM	(13.5)%	(1.5)%	NM
Core (Loss)/Earnings Per Share	($1.39)	$1.45	NM	($7.88)	($1.13)	NM

*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”

The Boeing Company [NYSE: BA] reported third-quarter revenue of $14.1 billion, GAAP loss per share of ($0.79) and core loss per share (non-GAAP)* of ($1.39), reflecting lower commercial deliveries and services volume primarily due to COVID-19 (Table 1). Boeing recorded operating cash flow of ($4.8) billion.

“The global pandemic continued to add pressure to our business this quarter, and we’re aligning to this new reality by closely managing our liquidity and transforming our enterprise to be sharper, more resilient and more sustainable for the long term,” said Boeing President and Chief Executive Officer Dave Calhoun. “Our diverse portfolio, including our government services, defense and space programs, continues to provide some stability for us as we adapt and rebuild for the other side of the pandemic. We remain focused on the health and safety of our employees and their communities. I’m proud of the dedication and commitment our teams have demonstrated as they continued to deliver for our customers in this challenging environment. Despite the near-term headwinds, we remain confident in our long term future and are focused on sustaining critical investments in our business and the meaningful actions we are taking to strengthen our safety culture, improve transparency and rebuild trust.”

Following the lead of global regulators, Boeing made steady progress toward the safe return to service of the 737 MAX, including rigorous certification and validation flights conducted by the U.S. Federal Aviation Administration, Transport Canada and the European Union Aviation Safety Agency. The Joint Operational Evaluation Board, featuring civil aviation authorities from the United States, Canada, Brazil, and the European Union, also conducted its evaluations of updated crew training. The 737 MAX has now completed around 1,400 test and check flights and more than 3,000 flight hours as it progresses through the robust and comprehensive certification process.

To adapt to the market impacts of COVID-19 and position the company for the future, Boeing continued its business transformation across five key areas including its infrastructure footprint, overhead and organizational structure, portfolio and investment mix, supply chain health and operational excellence. As the company resizes its operations to align with market realities, Boeing expects to continue lowering overall staffing levels through natural attrition as well as voluntary and involuntary workforce reductions, and recorded additional severance costs in the third quarter.

Table 2. Cash Flow	Third Quarter	Nine Months
(Millions)	2020	2019	2020	2019
Operating Cash Flow	($4,819)	($2,424)	($14,401)	($226)
Less Additions to Property, Plant & Equipment	($262)	($465)	($1,038)	($1,387)
Free Cash Flow*	($5,081)	($2,889)	($15,439)	($1,613)

*Non-GAAP measure; complete definitions of Boeing’s non-GAAP measures are on page 5, “Non-GAAP Measures Disclosures.”

Operating cash flow was ($4.8) billion in the quarter, reflecting lower commercial deliveries and services volume primarily due to COVID-19, as well as timing of receipts and expenditures (Table 2).

Table 3. Cash, Marketable Securities and Debt Balances	Quarter-End
(Billions)	Q3 20	Q2 20
Cash	$10.6	$20.0
Marketable Securities¹	$16.5	$12.4
Total	$27.1	$32.4
Debt Balances:
The Boeing Company, net of intercompany loans to BCC	$59.1	$59.5
Boeing Capital, including intercompany loans	$1.9	$1.9
Total Consolidated Debt	$61.0	$61.4

¹ Marketable securities consists primarily of time deposits due within one year classified as “short-term investments.”

Cash and investments in marketable securities decreased to $27.1 billion, compared to $32.4 billion at the beginning of the quarter, primarily driven by operating cash outflows (Table 3). Debt was $61.0 billion, down from $61.4 billion at the beginning of the quarter due to the repayment of maturing debt.

Total company backlog at quarter-end was $393 billion.

Segment Results

Commercial Airplanes

Table 4. Commercial Airplanes	Third Quarter		Nine Months
(Dollars in Millions)	2020	2019	Change	2020	2019	Change

Commercial Airplanes Deliveries	28	62	(55)%	98	301	(67)%

Revenues	$3,596	$8,249	(56)%	$11,434	$24,793	(54)%
Loss from Operations	($1,369)	($40)	NM	($6,199)	($3,813)	NM
Operating Margin	(38.1)%	(0.5)%	NM	(54.2)%	(15.4)%	NM

Commercial Airplanes third-quarter revenue decreased to $3.6 billion, reflecting lower delivery volume primarily due to COVID-19 impacts as well as 787 quality issues and associated rework. Third-quarter operating margin decreased to (38.1) percent, primarily driven by lower delivery volume, as well as $590 million of abnormal production costs related to the 737 program.

Commercial Airplanes added the final 777X flight test airplane to the test program and the GE9X engine received FAA certification. In October, the company decided it will consolidate 787 production in South Carolina in mid-2021, which did not have a significant financial impact on the program in the third quarter. Commercial Airplanes delivered 28 airplanes during the quarter, and backlog included over 4,300 airplanes valued at $313 billion.

Defense, Space & Security

Table 5. Defense, Space & Security	Third Quarter		Nine Months
(Dollars in Millions)	2020	2019	Change	2020	2019	Change

Revenues	$6,848	$7,002	(2)%	$19,478	$20,168	(3)%
Earnings from Operations	$628	$754	(17)%	$1,037	$2,581	(60)%
Operating Margin	9.2%	10.8%	(1.6) Pts	5.3%	12.8%	(7.5) Pts

Defense, Space & Security third-quarter revenue decreased to $6.8 billion, primarily due to derivative aircraft award timing, partially offset by higher fighter volume (Table 5). Third-quarter operating margin decreased to 9.2 percent reflecting less favorable performance, including a $67 million KC-46A Tanker charge.

During the quarter, Defense, Space & Security received an award for eight F-15EX advanced fighter aircraft for the U.S. Air Force and a contract extension for the International Space Station for NASA, as well as contracts for nine additional MH-47G Block II Chinook helicopters for the U.S. Army Special Operations and four additional 702X satellites. Also in the quarter, the U.S. Air Force and Boeing team was awarded the Collier Trophy for aerospace excellence for the X-37B autonomous spaceplane. Significant milestones included inducting the 20^th U.S. Navy F/A-18 into the Service Life Modification program as well as delivering the firstBell Boeing V-22 Osprey to Japan and the first MH-47G Block II Chinook to the U.S. Army Special Operations.

Backlog at Defense, Space & Security was $62 billion, of which 30 percent represents orders from customers outside the U.S.

Global Services

Table 6. Global Services	Third Quarter		Nine Months
(Dollars in Millions)	2020	2019	Change	2020	2019	Change

Revenues	$3,694	$4,658	(21)%	$11,810	$13,820	(15)%
Earnings from Operations	$271	$673	(60)%	$307	$2,013	(85%)
Operating Margin	7.3%	14.4%	(7.1) Pts	2.6%	14.6%	(12.0) Pts

Global Services third-quarter revenue decreased to $3.7 billion, driven by lower commercial services volume due to COVID-19, partially offset by higher government services volume (Table 6). Third-quarter operating margin decreased to 7.3 percent primarily due to lower commercial services volume and additional severance costs.

During the quarter, Global Services signed an agreement with GECAS for 11 737-800 Boeing Converted Freighters, secured a six-year P-8A support contract for the Royal Australian Air Force, and was awarded F-15EX training and services support contracts by the U.S. Air Force. Global Services also delivered the first P-8A Operational Flight Trainer for the United Kingdom Royal Air Force.

Additional Financial Information

Table 7. Additional Financial Information	Third Quarter	Nine Months
(Dollars in Millions)	2020	2019	2020	2019
Revenues
Boeing Capital	$71	$66	$205	$207
Unallocated items, eliminations and other	($70)	$5	($73)	($340)
Earnings from Operations
Boeing Capital	$30	$29	$47	$86
FAS/CAS service cost adjustment	$353	$364	$1,055	$1,093
Other unallocated items and eliminations	($314)	($521)	($965)	($1,731)
Other income, net	$119	$121	$325	$334
Interest and debt expense	($643)	($203)	($1,458)	($480)
Effective tax rate	49.6%	0.8%	40.1%	(350.6)%

At quarter-end, Boeing Capital’s net portfolio balance was $2.0 billion. The change in revenue and earnings from other unallocated items and eliminations was primarily due to the timing of cost allocations. Earnings from other unallocated items and eliminations was also impacted by lower enterprise research and development expense. Interest and debt expense increased due to higher debt balances. The third quarter effective tax rate reflects tax benefits related to the five year net operating loss carryback provision in the Coronavirus Aid, Relief, and Economic Security (CARES) Act as well as the impact of pre-tax losses.

Non-GAAP Measures Disclosures

We supplement the reporting of our financial information determined under Generally Accepted Accounting Principles in the United States of America (GAAP) with certain non-GAAP financial information. The non-GAAP financial information presented excludes certain significant items that may not be indicative of, or are unrelated to, results from our ongoing business operations. We believe that these non-GAAP measures provide investors with additional insight into the company’s ongoing business performance. These non-GAAP measures should not be considered in isolation or as a substitute for the related GAAP measures, and other companies may define such measures differently. We encourage investors to review our financial statements and publicly-filed reports in their entirety and not to rely on any single financial measure. The following definitions are provided:

Core Operating Earnings, Core Operating Margin and Core Earnings Per Share

Core operating earnings is defined as GAAP earnings from operations excluding the FAS/CAS service cost adjustment. The FAS/CAS service cost adjustment represents the difference between the FAS pension and postretirement service costs calculated under GAAP and costs allocated to the business segments. Core operating margin is defined as core operating earnings expressed as a percentage of revenue. Core earnings per share is defined as GAAP diluted earnings per share excluding the net earnings per share impact of the FAS/CAS service cost adjustment and Non-operating pension and postretirement expenses. Non-operating pension and postretirement expenses represent the components of net periodic benefit costs other than service cost. Pension costs, comprising service and prior service costs computed in accordance with GAAP are allocated to Commercial Airplanes and BGS businesses supporting commercial customers. Pension costs allocated to BDS and BGS businesses supporting government customers are computed in accordance with U.S. Government Cost Accounting Standards (CAS), which employ different actuarial assumptions and accounting conventions than GAAP. CAS costs are allocable to government contracts. Other postretirement benefit costs are allocated to all business segments based on CAS, which is generally based on benefits paid. Management uses core operating earnings, core operating margin and core earnings per share for purposes of evaluating and forecasting underlying business performance. Management believes these core earnings measures provide investors additional insights into operational performance as they exclude non-service pension and post-retirement costs, which primarily represent costs driven by market factors and costs not allocable to government contracts. A reconciliation between the GAAP and non-GAAP measures is provided on pages 12-13.

Free Cash Flow

Free cash flow is GAAP operating cash flow reduced by capital expenditures for property, plant and equipment. Management believes free cash flow provides investors with an important perspective on the cash available for shareholders, debt repayment, and acquisitions after making the capital investments required to support ongoing business operations and long term value creation. Free cash flow does not represent the residual cash flow available for discretionary expenditures as it excludes certain mandatory expenditures such as repayment of maturing debt. Management uses free cash flow as a measure to assess both business performance and overall liquidity. Table 2 provides a reconciliation of free cash flow to GAAP operating cash flow.

Caution Concerning Forward-Looking Statements

This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “may,” “should,” “expects,” “intends,” “projects,” “plans,” “believes,” “estimates,” “targets,” “anticipates,” and similar expressions generally identify these forward-looking statements. Examples of forward-looking statements include statements relating to our future financial condition and operating results, as well as any other statement that does not directly relate to any historical or current fact. Forward-looking statements are based on expectations and assumptions that we believe to be reasonable when made, but that may not prove to be accurate. These statements are not guarantees and are subject to risks, uncertainties, and changes in circumstances that are difficult to predict. Many factors could cause actual results to differ materially and adversely from these forward-looking statements. Among these factors are risks related to: (1) the COVID-19 pandemic and related government actions, including with respect to our operations, our liquidity, the health of our customers and suppliers, and future demand for our products and services; (2) the 737 MAX, including the timing and conditions of 737 MAX regulatory approvals, lower than planned production rates and/or delivery rates, and increased considerations to customers and suppliers, (3) general conditions in the economy and our industry, including those due to regulatory changes; (4) our reliance on our commercial airline customers; (5) the overall health of our aircraft production system, planned commercial aircraft production rate changes, our commercial development and derivative aircraft programs, and our aircraft being subject to stringent performance and reliability standards; (6) changing budget and appropriation levels and acquisition priorities of the U.S. government; (7) our dependence on U.S. government contracts; (8) our reliance on fixed-price contracts; (9) our reliance on cost-type contracts; (10) uncertainties concerning contracts that include in-orbit incentive payments; (11) our dependence on our subcontractors and suppliers, as well as the availability of raw materials; (12) changes in accounting estimates; (13) changes in the competitive landscape in our markets; (14) our non-U.S. operations, including sales to non-U.S. customers; (15) threats to the security of our or our customers’ information; (16) potential adverse developments in new or pending litigation and/or government investigations; (17) customer and aircraft concentration in our customer financing portfolio; (18) changes in our ability to obtain debt financing on commercially reasonable terms and at competitive rates; (19) realizing the anticipated benefits of mergers, acquisitions, joint ventures/strategic alliances or divestitures; (20) the adequacy of our insurance coverage to cover significant risk exposures; (21) potential business disruptions, including those related to physical security threats, information technology or cyber-attacks, epidemics, sanctions or natural disasters; (22) work stoppages or other labor disruptions; (23) substantial pension and other postretirement benefit obligations; and (24) potential environmental liabilities.

Additional information concerning these and other factors can be found in our filings with the Securities and Exchange Commission, including our most recent Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K. Any forward-looking statement speaks only as of the date on which it is made, and we assume no obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise, except as required by law.

French Airbus Workers Sign Key Restructuring Deal

October 12, 2020 / WIL BALDWIN

FILE PHOTO: The logo of Airbus is pictured at the entrance of the Airbus facility in Bouguenais, near Nantes, France, July 2, 2020. REUTERS/Stephane Mahe/File Photo

TOULOUSE, France (Reuters) – Major French unions on Monday signed a keenly awaited labor deal with Europe’s Airbus <EADSY> covering job reductions and furloughs for production workers affected by coronavirus-blighted demand for passenger jets.

After three months of talks, unions representing a majority of the planemaker’s French workers signed an agreement paving the way for 4,200 job reductions in France, including 3,400 in Toulouse, Europe’s aerospace capital where Airbus is based.

Unions say the agreement will prevent compulsory redundancies, although Chief Executive Guillaume Faury recently warned staff that voluntary measures would not be enough.

Click the link below for the full story!

https://finance.yahoo.com/news/french-airbus-workers-sign-key-191527471.html

**Airbus Delivered the A330 Family’s 1,500th airplane on 21st September to Delta Air Lines**

Boeing Built Space Force Satellite Passes Design Review

October 10, 2020 / WIL BALDWIN

Boeing [NYSE: BA] and the U.S. Space Force successfully completed the first major engineering design review for the Wideband Global SATCOM (WGS)-11+ communications satellite. This successful review demonstrates that Boeing is ready to proceed to the final system design phase. Production will begin next year at Boeing’s El Segundo factory, with delivery scheduled for 2024.

WGS-11+ features a modern digital payload that performs at twice the operational capability of its predecessors, increasing the availability of military-grade communications. Leveraging advances in Boeing commercial technologies, it will provide secure communications to connect U.S. and allied forces globally.

The current WGS constellation, consisting of 10 satellites, is the backbone of the U.S. military’s global communications system, providing flexible, high data-rate connectivity. Users include all U.S. military services, the White House Communications Agency, the U.S. State Department and international partners.

“Completing this engineering design review is a key milestone and brings us one step closer to delivering this groundbreaking satellite to the warfighter in record time, significantly improving capacity and coverage to our soldiers, sailors, airmen, Marines and allies,” said Col. John Dukes, chief of the Geosynchronous/Polar Division at Space and Missile Systems Center Production Corps.

“WGS-11+ uses narrower spot beams to deliver a stronger, more reliable connection exactly where it’s needed, which means better performance and greater flexibility than ever before,” said Troy Dawson, vice president of Boeing Government Satellite Systems.

In addition to U.S. military forces, the WGS constellation provides service to international partners including Australia, Canada, Denmark, Luxembourg, New Zealand, the Netherlands, the Czech Republic and Norway.

Boeing to Consolidate 787 Production in South Carolina in 2021

October 1, 2020 / WIL BALDWIN

– Single site to improve operational efficiency as company adapts to market downturn and positions for recovery and long-term growth

– 787 production to continue in Everett, Wash. until program begins building at the previously announced rate of six airplanes a month in 2021

As the airline industry continues to address the impact of COVID-19, The Boeing Company [NYSE: BA] said today it will consolidate production of 787 jets at its facility in North Charleston, S.C., starting in mid-2021, according to the company’s best estimate. The decision comes as the company is strategically taking action to preserve liquidity and reposition certain lines of business in the current global environment to enhance efficiency and improve performance for the long-term.

While Boeing’s versatile 787 family has outperformed other widebody airplanes during the challenging market downturn, its production system has been adjusted to accommodate the current difficult market environment while positioning the 787 family to ramp up production as air travel increases.

“The Boeing 787 is the tremendous success it is today thanks to our great teammates in Everett. They helped give birth to an airplane that changed how airlines and passengers want to fly. As our customers manage through the unprecedented global pandemic, to ensure the long-term success of the 787 program, we are consolidating 787 production in South Carolina,” said Stan Deal, president and chief executive officer of Boeing Commercial Airplanes.

“Our team in Puget Sound will continue to focus on efficiently building our 737, 747, 767 and 777 airplane families, and both sites will drive Boeing initiatives to further enhance safety, quality, and operational excellence.”

The company began assembling 787-8 and 787-9 airplanes at its Everett site in 2007, and brought the North Charleston facility on line as a second final assembly line in 2010. However, only the North Charleston site is set up to build the larger 787-10 model. Production of the smaller 787 models will continue in Everett until the program transitions to the previously-announced production rate of six airplanes a month in 2021.

In July, Boeing announced an in-depth study into the feasibility of producing 787s at a single location. The review examined the impacts and benefits to Boeing customers, suppliers, employees and the overall health of the production system. The 787 study is part of an enterprise review underway to reassess all aspects of Boeing’s facility footprint, organizational structure, portfolio and investment mix, and supply chain health and stability.

This analysis confirmed the feasibility and efficiency gains created by consolidation, which enables the company to accelerate improvements and target investments to better support customers.

“We recognize that production decisions can impact our teammates, industry and our community partners,” said Deal. “We extensively evaluated every aspect of the program and engaged with our stakeholders on how we can best partner moving forward. These efforts will further refine 787 production and enhance the airplane’s value proposition.”

Boeing said it is assessing potential impacts to employment in Everett and North Charleston and will communicate any changes directly to its employees.

Airbus Celebrates 5 Years of Production in Mobile, Alabama

September 14, 2020 / WIL BALDWIN

In 2015, Mobile, Alabama became home to Airbus’ first US-based commercial aircraft manufacturing facility. Now celebrating five years of production, it has grown from an initial workforce of around 250 staff producing A320 Family aircraft, to 1,000 employees building both the A220 and A320 aircraft families. To date, the factory has delivered more than 180 A320 Family aircraft to eight customers; aircraft which have subsequently flown 60 million passengers 500 million miles.

For Airbus, commercial aircraft production in Mobile signified two things: its position as a truly global aircraft company, and that it was also a truly American manufacturer. With the addition of this brand new US operation to the company’s A320 production network in Europe and Asia, Airbus had strategically augmented its worldwide industrial base in America – the largest single-aisle aircraft market in the world – to be closer to its US-based customers and key supplier partners.

Enter the A220 Family

The journey of Airbus’ investment in Mobile took a major stride in October 2017 when it announced the decision to introduce a second aircraft programme to the site: the A220 Family, entailing a second assembly line to be built adjacent to the original A320 plant – which would also complement the A220’s primary production site in Mirabel, Quebec, Canada. The arrival into the US of this newest Single-Aisle Family member was an important testament to the confidence that Airbus had in Mobile, and the confidence in the team there to make it happen. Fast-forward to the present, and the first US-built A220 is already in its final stages of manufacture for Delta Air Lines – which will roll-out in the very near future.

Prior to the introduction of the A220 and expansion of the A320 facilities, the Mobile site sat on 116 acres. Today Airbus has added another 70 acres of real-estate which accommodates: two new final phase/flight-line hangars (four bays); an enlarged delivery centre with four new aircraft parking spaces; a ‘pre-transshipment’ hangar and of course the new ‘flow-line’ final assembly line (FAL) building itself. Notably, the delivery centre will be named after one of the company’s former leaders, Tom Enders. Enders supported and drove the establishment of a new Airbus aircraft factory in the US during his tenure as CEO of Airbus.

Doubling local industrial footprint in five years

When complete, nearly US$1 billion will have been invested in Mobile – to create new state-of-the-art facilities designed and built primarily by local companies. In short, Airbus has doubled its footprint there in just five years – establishing a new manufacturing home for Airbus’ Single-Aisle Family. Moreover, a recent study* concluded that Airbus’ total economic impact throughout the state of Alabama in five years was US$1.2 billion, supporting more than 15,000 jobs through construction and payroll.

VW Not Seeking Deal With Tesla – CEO Diess

September 7, 2020 / WIL BALDWIN

FRANKFURT, Sept 7 (Reuters) – Volkswagen’s Chief Executive Herbert Diess on Monday sought to quell speculation that the world’s largest carmaker, which is on a mass production push for electric cars, has plans to develop deeper ties with start-up rival Tesla.

Diess met with Tesla’s Chief Executive Elon Musk in Braunschweig, Germany, last week, and during his visit VW let Musk drive its new ID.3 electric car.

“Just to be clear: We just drove the ID.3 and had a chat – there is no deal/cooperation in the making,” Diess said in a post on Linkedin which included a video of the two executives driving the vehicle on an airfield.

“Thanks for the visit, Elon! Hope you like the video. It was great driving the ID.3 with you! You were just quite critical with the available torque at higher speed. I told you: “Yes, we are on the runway – but no need for take off – its not a sports car.”

For a link to the video click: https://www.linkedin.com/feed/update/urn:li:activity:6708741329091866625/?commentUrn=urn%3Ali%3Acomment%3A(ugcPost%3A6708652585454190592%2C6708741309508673536)

(Reporting by Edward Taylor; Editing by Susan Fenton)

Ford Announces Goal to Donate 100 Million Masks

September 4, 2020 / WIL BALDWIN

– New Documentary Celebrates Workforce Response to Covid-19

https://youtu.be/lYHgV2u1T2Y

DEARBORN, Michigan, Sept. 4, 2020 – Following completion of its 50,000th ventilator to help clinicians treat COVID-19 patients, Ford is pivoting to target production of 100 million masks through 2021 for communities across the U.S. with limited access to personal protective equipment. The company, currently manufacturing 2.5 million medical-grade masks a week for its employees and at-risk communities, is growing the number of mask-making machines by mid- to late-October to increase production and deliver on its goal.

Ford is working with Ford Motor Company Fund, the company’s philanthropic arm, to identify donation recipients across the U.S. through a network of nonprofit and state and local partners. The company is focusing on military veterans, schools, food banks and African American communities, among others.

This announcement comes ahead of a new short documentary by award-winning director Peter Berg (“Friday Night Lights,” “Patriots Day,” “Lone Survivor”) titled “On the Line.” Premiering on YouTube at 2 p.m. EDT today, the documentary focuses on Ford’s Project Apollo, the internal codename for the company’s all-out effort to design and manufacture personal protective equipment, including powered air-purifying respirators, face shields, medical gowns for healthcare workers and first responders, plus ventilators for COVID-19 patients.

Berg’s deep dive into the story features members of Ford’s Project Apollo team – from the engineers who led the project to the UAW team members who volunteered to work at the height of the pandemic.

Last week, Ford Motor Company Fund shipped 10 million face masks to the National Urban League, American Red Cross, Disabled American Veterans and other local organizations to protect against COVID-19.

Ford, in partnership with the UAW, has produced more than 72 million pieces of personal protective equipment to meet the enormous demand. Altogether, this amounts to:

– More than 45 million face masks and 20 million face shields

– 50,000 patient ventilators

– More than 32,000 powered air-purifying respirators in collaboration with 3M

– 1.4 million washable isolation gown

Ford GT Heritage Edition Celebrate Storied 1966 Daytona Win

August 20, 2020 / WIL BALDWIN

2021 Ford GT Heritage Edition inspired by the GT40 MK II’s 1966 Daytona 24 Hour Continental race victory!

– Ford Performance unveils new Ford GT Heritage Edition inspired by the 1966 Daytona 24 Hour Continental, a stylish Frozen White with exposed carbon fiber and Race Red livery that pays homage to the 55th anniversary of the epic race where Ford achieved its first 24-hour endurance win

– Exclusive Ford GT Studio Collection offers even more exclusivity with unique and widely customizable design features in a limited-availability package for only 40 Ford GT supercars slated for production across the 2021 and 2022 model years

– New 2021 Ford GT Heritage Edition and Studio Collection are the pinnacle of Petersen Car Week, which started airing Wednesday on the Petersen Museum’s YouTube channel, which includes highlights include several virtual events featuring 25 hours of original content from manufacturers and enthusiasts, plus automotive lifestyle and auction house activities

The Ford GT is America’s only Le Mans-winning supercar, and taking this pinnacle of Ford Performance even further for 2021, Ford is revealing two new enhancements today – the first-ever Heritage Edition inspired by the original model’s first endurance win at the 1966 Daytona 24 Hour Continental race, plus an all-new Studio Collection package offers even more exclusivity and design enhancements.

“For this Heritage Edition, the Ford Performance team went deeper into the Ford GT’s race history and crafted a limited-edition model that stylistically honors the 55th anniversary of the Daytona 24 Hour endurance race that would eventually lead to our successes at Le Mans,” said Mike Severson, Ford GT program manager. “Plus, for customers who want to highlight the carbon-fiber body and functional cooling ducts that help deliver Le Mans-winning performance, the Ford GT Studio Collection offers another new way GT fans can personalize their supercars.”

The announcement of two new variants of the Ford GT were the highlights at the conclusion of 2020 Petersen Car Week, which started airing Wednesday on the museum’s YouTube channel. The virtual event featured 25 hours of original content from manufacturers and enthusiasts, along with automotive lifestyle and auction house activities.

Click the image below to watch the video!

Alstom Begins Validation Tests on Azerbaijan Freight Locomotives

August 9, 2020 / WIL BALDWIN

Alstom has launched the validation test campaign for the Prima T8 AZ8A freight locomotives in Azerbaijan on the main freight transit line, which has recently been converted from 3kV DC to 25kV AC.

In 2014, ADY awarded a contract to EKZ, Alstom’s joint venture with Transmashholding (TMH), for a total 50 electric locomotives, including 40 Prima T8 AZ8A heavy freight locomotives and 10 Prima M4 AZ4A passenger locomotives.

The Prima T8 AZ8A is based on the KZ8A locomotives currently in service in Kazakhstan and ADY’s specific technical requirements and is compliant with GOST[1] standards and specifications.

Alstom’s Prima T8 is one of the most powerful electric locomotives in the world. This model is a 25 tons per axle two-section freight locomotive capable of towing up to 9,000 tons and running at 120 km/h, with installed continuous power of 8.8 Megawatts. The AZ8A is designed to operate in temperatures ranging from -25°C to 50°C. It requires minimum maintenance and provides high reliability levels and low lifecycle costs thanks to its modular design.

Alstom’s Prima range is covering all market segments of locomotives from heavy-haul, freight and passenger operation and shunting or trackwork operation. Over the past 20 years, more than 3,200 Prima locomotives (more than 4,600 sections) have been sold worldwide.

Alstom is present in Western & Central Asia with more than 850 people, three country offices, four depots, repair center and two plants, EKZ in Nur-Sultan for electric locomotives manufacturing and maintenance and production of on-board transformers, and KEP in Almaty to produce point machines. Alstom is a major contributor to the revitalization of country’s mobility industry and the development of its economy.

EKZ, a joint venture between Alstom and TMH[2], employs 700 people and is working on supplying and maintaining the Prima electric locomotives ordered by KTZ, Kazakhstan’s national railway company and export markets, like Azerbaijan.

[1] GOST: Commonwealth of Independent States (CIS) technical certification organisation

[2] EKZ: Alstom 75%, TMH 25%

Airbus Adds More Deliveries, Breaks 3 Month Order Drought

August 6, 2020 / WIL BALDWIN

PARIS (Reuters) – Airbus delivered 49 aircraft in July, up from 36 in June as it continues to recover from a slump in deliveries during this year’s coronavirus lockdowns, the company said on Thursday.

The aircraft were all narrow-body jets, highlighting a dearth of demand for the industry’s biggest models, which last month prompted Airbus to trim A350 production for a second time.

The month’s deliveries included 47 A320neo-family jets.

Airbus also scored its first orders in three months as it sold two A320neos to an undisclosed customer and two A321neos to Lufthansa Technik, the modification and repairs business of German carrier Lufthansa <LHA.DE>.

So far in 2020, Airbus has delivered 245 jets and sold 369, or 302 after cancellations.

Demand for aircraft has been crippled by the coronavirus crisis and its heavy impact on air travel.

Airbus is boosting deliveries on a monthly basis despite the industry’s worst crisis as it negotiates deals with airlines.

But although deliveries are rising compared to the trough seen in April, several bankers and analysts have questioned how many of the aircraft are being placed into service as airlines struggle to save cash. Some are said to go straight to storage.

Airbus has issued default notices and threatened to sue airlines that refuse to collect planes already built while showing flexibility in deferring jets not yet in the factory.

(Reporting by Tim Hepher; Editing by Keith Weir)

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