Archive for the ‘Media Control’ Category

FAZE CLAN PROMOTES MATT "BK" AUGUSTIN TO VICE … – PR Newswire

LOS ANGELES, March 23, 2023 /PRNewswire/ --FaZe Holdings Inc. (Nasdaq: FAZE) ("FaZe Clan"), the lifestyle and media platform rooted in gaming and youth culture, today announced Matt "BK" Augustin has been promoted to Vice President of Brand & Creative Strategy. Augustin, who has been at FaZe Clan for just over two years as Director of Brand & Creative Strategy, will lead a team that will work cross-functionally to optimize FaZe Clan's creative, brand and media strategy. Augustin will report to President and COO, Zach Katz.

"BK is a one-of-a-kind executive and vital asset who not only brings immense value and critical strategy to FaZe Clan, but he also brings steadfast determination and energy that permeates throughout the building everyday," said President and COO Zach Katz. "Lee and I are thrilled to elevate him into a stronger leadership position as we continue to optimize FaZe Clan's creative, brand and media strategy."

As VP of Brand & Creative Strategy, Augustin will oversee a team that's involved in the full life-cycle of business development for FaZe Clan including helping identify existing opportunities for current and potential partners, developing the creative strategy for new business proposals & brand strategy for current and potential partners and working cross-functionally to help produce award-winning content.

"Having a chance to work in gaming, a space that isn't just growing, but one I'm a legit member and contributor of, has been amazing," said Augustin. "Being able to help build a brand like FaZe through the lens of fans first is an opportunity I refuse to take for granted."

During his time at FaZe Clan, Augustin has been instrumental in cementing and continuing partner relationships and collaborations including McDonald's, Porsche, DraftKings, GHOST Energy, MoonPay, SteelSeries, SCUF, DoorDash and Totino's. In 2021, BK was featured on Ad Age's acclaimed 40 Under 40 list recognizing rising stars in marketing, advertising and media.

Prior to joining FaZe, BK worked for multiple reputable advertising agencies including DigitasLBi, FCB Chicago, Fitzco/McCann and 72andSunny where he touched several campaigns with brands including the NFL, Adidas, Under Armour, Activision, and Blizzard Entertainment. In addition to his professional experience, Augustin has dedicated himself to shining a light on the importance of diversity and inclusion by consistently using his presence on LinkedIn to form connections and serve as a mentor for underrepresented professionals. He co-founded the organization Advertising for Change, which focuses on bringing diversity to Atlanta's marketing industry and founded and served as the Global Lead of the McCann World Group Global Diversity Council where he focused on bringing their offices across the world together while pushing for a fair and inclusive environment for all. Bk is also a former ADCOLOR FUTURES board member and current alumni/mentor for Marcus Graham Project.

ABOUT FAZE HOLDINGS INC.FaZe Holdings Inc. (Nasdaq: FAZE) ("FaZe Clan"),is a digital-native lifestyle and media platform rooted in gaming and internet culture, reimagining traditional entertainment for the next generation. Founded in 2010 by a group of kids on the internet, FaZe Clan was created for and by gamers and today operates across multiple verticals with transformative content, tier-one brand partnerships, a collective of notable talent, and fashion and consumer products. Reaching over 500 million followers across social platforms globally, FaZe Clan delivers a wide variety of entertainment spanning video blogs, lifestyle and branded content, gaming highlights and live streams of highly competitive gaming tournaments. FaZe Clan's roster of more than 100 influential personalities consists of engaging content creators, esports professionals, world-class gamers and a mix of talent who go beyond the world of gaming, including NFL star Kyler "FaZe K1" Murray, LeBron "FaZe Bronny" James Jr., Lil Yachty aka "FaZe Boat", Offset aka "FaZe Offset" and Snoop Dogg aka "FaZe Snoop." Its gaming division includes 13 competitive esports teams who have won 37 world championships. The content of any website referenced or hyperlinked in this communication is neither incorporated into, nor part of, this communication. For more information, visit http://www.fazeclan.com, investor.fazeclan.comand follow FaZe Clan on Twitter, Instagram, YouTube, TikTok, and Twitch.

FORWARD LOOKING STATEMENTS:Theinformation in this communication includes "forward-looking statements" pursuant to the "safe harbor" provisions of the United States Private Securities Litigation Reform Act of 1995. All statements, other than statements of present or historical fact included in this communication, regarding the company's strategy, future operations and financial performance, market opportunity prospects, plans and objectives of management are forward-looking statements. These forward-looking statements generally are identified by the words "budget," "could," "forecast," "future," "might," "outlook," "plan," "possible," "potential," "predict," "project," "seem," "seek," "strive," "would," "should," "may," "believe," "intend," "expects," "will," "projected," "continue," "increase," and/or similar expressions that concern strategy, plans or intentions, but the absence of these words does not mean that a statement is not forward-looking. Such statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and are based on the management's belief or interpretation of information currently available.

These forward-looking statements are based on various assumptions, whether or not identified herein, and on the current expectations of management and are not predictions of actual performance. Because forward-looking statements are predictions, projections and other statements about future events that are based on current expectations and assumptions, whether or not identified in this communication, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict. Many factors could cause actual results and condition (financial or otherwise) to differ materially from those indicated in the forward-looking statements. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as, and must not be relied on by any investor as, a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from assumptions. Many actual events and circumstances are beyond the control of the company. Forward-looking statements speak only as of the date they are made. While FaZe Clan may elect to update these forward-looking statements at some point in the future, FaZe Clan specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing FaZe Clan's assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.

Press Contacts:FaZe Clan: [emailprotected] + [emailprotected]

SOURCE FaZe Clan

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FAZE CLAN PROMOTES MATT "BK" AUGUSTIN TO VICE ... - PR Newswire

CDC Acquires 465-Acre Site in Mace, West Virginia for Research … – CDC

CDC, along with the General Services Administration, today announced the acquisition of a site in Mace, West Virginia for a new facility that will focus on the mining industry and advance the agencys research capabilities. The new National Institute for Occupational Safety and Health (NIOSH) Underground Mine Safety and Health Research Laboratory will support research programs focused on miner safety and health issues.

The mission of the NIOSH Mining Program is to eliminate mining fatalities, injuries, and illnesses through relevant research and impactful solutions, said NIOSH Director John Howard, M.D, M.P.H. The new facility will allow NIOSH to once again conduct full-scale mine explosion studies, support research on various topics such as refuge alternatives and fire suppression and address other issues critical to the safety and health of mine workers.

In March 2023, CDC will begin the planning, design, and construction process for the underground mine safety research facility. CDC anticipates the facility to be completed approximately three years after construction begins.

The acquired site includes approximately 465 acres located off U.S. Route 219 in Randolph and Pocahontas Counties near Mace, West Virginia, and will replace the former Lake Lynn Experimental Mine in Fayette County, Pennsylvania.

NIOSH will now be able to conduct critical research that had to be suspended or redirected after the closing of the Lake Lynn laboratory, said Josh Bornstein, M.P.A., Director of CDCs Office of Safety, Security, and Asset Management. Building this facility supports CDCs master-plan goals to modernize existing laboratory space where economically and programmatically feasible, and to construct new facilities when required.

NIOSH plans, directs, and coordinates a national program to develop and establish recommendations for occupational safety and health standards. NIOSH also conducts research and training, provides technical assistance, and performs related activities to ensure safe and healthful working conditions for every working person in the United States.

For more information about NIOSH please visit NIOSHs website.

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CDC Acquires 465-Acre Site in Mace, West Virginia for Research ... - CDC

USACE announces virtual BBSEER Project Delivery Team Meeting … – saj.usace.army.mil

The U.S. Army Corps of Engineers Jacksonville District invites Project Delivery Team members, stakeholders, partners, and members of the public to attend a virtual Project Delivery Team (PDT) Meeting for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project study on Tuesday, April 4, 2023, from 1 to 4 p.m., AND requests RSVPs for In-Person (Hybrid) back-to-back PDT Meetings Thursday, April 27 from 8:30 a.m. to 5 p.m., and Friday, April 28, 2023 from 8:30 a.m. to 3 p.m., at the South Florida Water Management District Headquarters at 3301 Gun Club Road in West Palm Beach.

Please join the BBSEER Project Delivery Team on Tuesday, April 4, 2023, as we evaluate Round 2 alternatives, said April Patterson, BBSEER Senior Project Manager. The BBSEER team will review model results, assess findings using eight ecological performance measures to determine benefits and calculate habitat units. An in-person workshop will be held on April 27 and 28, 2023, at the South Florida Water Management District Office in West Palm Beach for the team to formulate the Round 3, Final Array of Alternatives. BBSEER alternative plans are intended to restore freshwater flows to terrestrial and coastal wetlands in Biscayne Bay and the Southeastern Everglades.

Please join the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project for a virtual Project Delivery Team (PDT) Meetingon Tuesday, April 4, 2023, from 1 to 4 p.m.

Details: https://www.saj.usace.army.mil/BBSEER/

If you have any questions, please send an email to BBSEERComments@usace.army.mil.

Virtual Meeting Instructions:

BBSEER PDT MeetingTuesday, April 4, 2023, from 1 to 4 p.m.Webex Login: https://usace1.webex.com/meet/April.N.PattersonMeeting Number: 199 320 6340Call-in toll-free number: 844-800-2712Call-in number (ATT Audio): 669-234-1177Access Code: 199 320 6340

BBSEER Meeting Objectives:

TENTATIVE AGENDA

BBSEER Hybrid In-Person and Virtual Project Delivery Team Meetings April 27 and 28

USACE requests RSVPs for in-person BBSEER Project Delivery Team Meetings on April 27 and 28, with a virtual option.

The U.S. Army Corps of Engineers Jacksonville District requests RSVPs for two back-to-back in-person Project Delivery Team (PDT) Meetings for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project study on Thursday, April 27, and Friday, April 28, 2023, at the South Florida Water Management District Headquarters at 3301 Gun Club Road, West Palm Beach, Florida 33406. There will also be a virtual option available for those unable to attend in-person.

The BBSEER team is looking forward to discussing changes to Round 2 alternatives that provide better distribution to Biscayne Bay, the Southern Glades, and eastern panhandle of Everglades National Park, and many other concepts and measures for entry into Round 3 of modeling, said Brad Foster, BBSEER Senior Planning Technical Lead.

Please join the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project Delivery Team (PDT) for back-to-back in-person and virtual (hybrid) meetings with break-out sessions at the South Florida Water Management District Headquarters at 3301 Gun Club Road, West Palm Beach, Florida 33406, on Thursday, April 27 from 8:30 a.m. to 5 p.m., and Friday, April 28, 2023, from 8:30 a.m. to 3 p.m.

IF YOU PLAN ON ATTENDING THE IN-PERSON MEETING AT THE SFWMD HEADQUARTERS ON APRIL 27 and 28, 2023, PLEASE RSVP to nniemeye@sfwmd.gov WITH YOUR NAME AND AFFILIATION AT YOUR EARLIEST CONVENIENCE (recommended subject: RSVP for BBSEER Apr 27 and 28, 2023 In-Person PDT Meeting).

There will also be a virtual option for those unable to attend in-person.

BBSEER HYBRID PDT Meeting (Breakout Groups)Thursday, April 27, 2023, from 8:30 a.m. to 5:00 p.m.WebEx Login:https://usace1.webex.com/meet/jennifer.h.johnCall-in toll-free number: 844-800-2712Access Code: 199 320 6340##

TENTATIVE AGENDAApril 27, 20238:30 a.m. to 5 p.m.

BBSEER HYBRID PDT Meeting (Final Breakout Groups)Friday, April 28, 2023, from 8:30 a.m. to 3:00 p.m.WebEx Login: https://usace1.webex.com/meet/jennifer.h.johnCall-in toll-free number: 844-800-2712Access Code: 199 320 6340##

TENTATIVE AGENDAApril 28, 2023, from 8:30 am. - 3 p.m.

The U.S. Army Corps of Engineers (USACE) is in the planning phase for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project, an important part of the Comprehensive Everglades Restoration Plan (CERP). The South Florida Water Management District (SFWMD) is our partner as the non-federal sponsor for this project.

The BBSEER Study is focused on formulating plans to restore parts of the south Florida ecosystem in freshwater wetlands of the Southern Glades and Model Lands, the coastal wetlands and subtidal areas, including mangrove and seagrass areas, of Biscayne Bay, Biscayne National Park, Manatee Bay, Card Sound and Barnes Sound. These areas have been affected by over-drainage and by large-volume freshwater releases from canals, such as the C-111 Canal. As part of the study, the USACE will publish information in a Draft Integrated Project Implementation Report (PIR) and National Environmental Policy Act (NEPA) document.

To meet BBSEER objectives, this study will identify, consider, and assess a comprehensive list of features and operational changes. The features and operational changes may include, but are not limited to, canal plugs and backfilling, structure removal, conveyance features, stormwater treatment areas, reservoir and storage areas, seepage capture, treated wastewater, new levees or berms and controlled burns. During the study, additional measures may be added, and project locations and dimensions will be specified in the draft integrated PIR/NEPA document.

Similar to other CERP studies where multiple components are combined into one planning effort and Project Implementation Report, the BBSEER Study will also include more than one CERP component. The BBSEER Study will begin with six CERP components identified in the 1999 study known as the Restudy or Yellow Book. These components include:

For additional information regarding the project, please visit the project webpage http://www.saj.usace.army.mil/BBSEER

View the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project (BBSEER) Fact Sheet at https://usace.contentdm.oclc.org/utils/getfile/collection/p16021coll11/id/5451

The Everglades ecosystem encompasses a system of diverse wetland landscapes that are hydrologically and ecologically connected across more than 200 miles from north to south, and across 18,000 square miles of southern Florida. In 2000, the U.S. Congress authorized the federal government, in partnership with the state of Florida, to embark upon a multi-decade, multi-billion-dollar Comprehensive Everglades Restoration Plan (CERP) to further protect and restore the remaining Everglades ecosystem while providing for other water-related needs of the region.

The BBSEER Study is the first CERP Study to incorporate the evaluation of sea level change early in the planning process and is the next important step for CERP.

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USACE announces virtual BBSEER Project Delivery Team Meeting ... - saj.usace.army.mil

20 Years Later: Recalling the US Invasion of Iraq – VFW

The Iraq War began on March 19, 2003, when U.S. planes and warships based in the Persian Gulf hit targets within Iraq with a barrage of Tomahawk missiles. The next day, the ground phase of the war started when the first of some 160,000 U.S. troops entered Iraq.

The invasion was swift and successful. During the first week, Marines encountered heavy resistance near the southern Iraq city of Nasirayah, which the Marines called the wild west. By April 9, after a six-day battle, U.S. forces captured Iraqs capital of Baghdad. By May 1, President George W. Bush declared that the first phase of the war was complete.

The following is a recount of the initial fighting that led to the capture of Baghdad.

Marine Cpl. Edward Chin of 3rd Bn., 4th Marines, covers the face of a statue of Saddam Hussein with a U.S. flflag before toppling the statue on April 9, 2003, in downtown Baghdad. The Marines were helped by jubilant Iraqis, signaling the end of Husseins reign. AP photo by Jerome DelayFIERCE FIGHTINGSome 100 miles north of Kuwait, Nasiriyah was not a priority when U.S. troops began advancing toward Baghdad. The Armys 3rd Infantry Division bypassed the city of 500,000 people, leaving it for U.S. Marines to secure. But Marines encountered unexpected resistance, resulting in days of intense fighting and mounting casualties.

The trouble started March 23, after advance elements of the 3rd Division had passed through Nasiriyah and the 2nd Marine Expeditionary Brigade moved in. Marine Task Force Tarawa began taking fire as it entered the city just after dawn. A six-hour battle ensued, ending after Marines called in air support. Nine Marines were killed, and 40 were wounded.

The fighting was fierce and frustrating, as Iraqi militiamen employed some of the first deception tactics of the war. They would indicate a desire to surrender, sometimes even with a white flag, then open fire on U.S. troops. They dressed in civilian clothing; they jumped out of buses and taxis and fired from behind women and children, preventing Marines from firing back.

When we came here, we were told everybody wants to surrender; nobody wants to fight, said Marine Cpl. Lames Lis. Now [Iraqi civilians] wave at me, and I wave back through my rifle sight.

Army Lt. Gen. John Abizaid underscored Liss comment: We will be much more cautious in the way we treat the battlefield as a result of these incidents.

Nasiriyah was coveted by the U.S. because a pair of bridges helped U.S. forces cross the Euphrates River on their way to Baghdad. The resistance met there was a surprise. According to The Washington Post, U.S. strategy was to move as quickly as possible toward Baghdad, leaving potentially difficult situations in the south for later resolution. But the Iraqi strategy of guerrilla attacks to draw troops into urban combat left Americans facing the enemy in the middle and rear of armored columns, in addition to the front.

AMBUSH ALLEYAlthough Nasiriyah was considered a strategic success early on (hundreds of tanks, armored vehicles, fuel trucks, Humvees and other vehicles were moved through), the battles remained intense for more than a week.

Nasiriyah was supposed to be a six-hour firefight, said Marine Gunnery Sgt. Tracy Hale on March 27. Its already been five days. Five days of 24-hours-a-day, nonstop shooting.

The constant Iraqi fire from all around led Marines to call the southern entrance into the city Ambush Alley. Some days were worse than others: March 27 saw 120 Marines under fire, losing 15 Humvees and seven-ton trucks and suffering some 60 wounded. The firefight was so fierce, the Marines were forced to call in artillery on their own position, jumping over a nearby wall for cover.

As characterized by Col. John Coleman, Its the Wild West. We control what we want to control, but its not a very safe place. That situation soon changed. Nearly 30 American Marines and soldiers including members of the 507th Maintenance Company were killed in fighting in and around Nasiriyah.

From the beginning of the war in Iraq, the battle for the capital city of Baghdad loomed in the distance. As U.S. troops making their way toward the city met limited resistance from Iraqi forces, a fierce confrontation in Baghdad seemed imminent.

The Armys 3rd Infantry Division and the Marines 1st Infantry Division took western and eastern routes, respectively, from Kuwait, converging on the city in early April. While the Republican Guard and Fedayeen did fight back against GIs entering the city, firefights were isolated and Iraqi defenses ineffective.

The long road to Baghdad had come to an end, and the city fell in just a matter of days.

The first American troops to reach Baghdad were members of the 3rd Infantry Division. They set a western course for Baghdad, moving rapidly through the desert to avoid populated areas.

The 30-mile trip took the division 17 days, though its speed pushed troops and equipment to the limit, according to The New York Times, stretching supply lines dangerously thin. Its avoidance of cities also opened it up in the rear to harassment from Iraqi paramilitary groups, such as those that plagued the Marines in Nasiriyah.

But the division completed its historic journey, pushing through the Karbala Gap and occupying Baghdads international airport.

The push through Karbala was the 3rd Divisions first major conflict in its advance into Baghdad, and by March 31, it was assembled outside the city.

The plan was to press on to Baghdad through Karbala Gap, a mile-wide stretch between the Euphrates River and a reservoir. Attack Co., 3rd Bn., 7th Inf. Regt., and two tank companies seized a bridge across the Euphrates near Hindiyah, igniting a seven-hour firefight while the rest of the division poured north through the Karbala Gap.

Elements of the division assaulted the airport on April 3, while others patrolled the outskirts of the city.

The airport fell easily to Army control, and the first American plane, an Air Force C-130, landed there on April 7, opening it to use as an American airfield.

Army troops were poised at Baghdads door, awaiting orders to invade.

WITH THE OLD BREEDThe Marines 1st Divisions trip to Baghdad was perilous, as Iraqi paramilitaries continually nipped at their heels as they passed through cities such as Nasiriyah and Kut. Forces assembled near Baghdad, ready to invade the city when ordered.

The morning of April 7 brought action in many areas of Baghdad. The 7th Marine Regiment encountered isolated firefights as it progressed slowly into the capital from the southeast.

The enemy is seeking to disrupt our movements by controlling key bridge crossings and the like, said Maj. Dan Healey, commander of B Co., 1st Bn. So we are rooting them out now.

The strategy, according to commanders, was to demoralize the scattered Iraqi troops and prevent a prolonged guerrilla campaign.

During their advance, Marines came upon a sprawling industrial complex they suspected was being used as the base of resistance. They spread out among the buildings, engaging in a half-hour firefight that left no U.S. casualties. It did, however, lead to the discovery and destruction of 10 Iraqi anti-aircraft guns.

At the same time, the Armys 3rd Bn., 15th Inf. Regt., 2nd Bde., 3rd Inf. Div., ran into heavy fire while holding on to a cloverleaf in the southern part of Baghdad. The convoy of Bradleys, Humvees and support vehicles began receiving fire from the north as it approached the cloverleaf. Soldiers engaged, and any vehicle that approached from the north was destroyed.

THE HEART OF THE CITYThe battle for the heart of Baghdad began and ended on April 8. U.S. tanks left the presidential compound that morning for the city streets, firing at theInformation Ministry and Iraqi broadcasting headquarters and receiving heavy rocket, machine-gun and mortar fire in return.

Marines on the southeast edge of the city were planning a bridge crossing into the suburbs when they came under artillery fire. An amphibious assault vehicle was hit, killing two Marines and injuring four.

The men pushed across the bridge on foot (partly blown, it was unable to support tanks), expecting resistance on the other side. But all they found were bunkers, as Time magazine reported, empty save for abandoned gear and piles of Iraqi army boots.

They continued on deeper into the city, covered by American snipers on rooftops, but on edge as their enemy remained curiously elusive.

Marines supported by Apache helicopters seized control of the Al Rashid military base southeast of Baghdad.

The New York Times reported that by the end of the day, U.S. forces controlled several of [Saddam Husseins] palaces, at least six ministries, the main Baghdad railway stations, the Al Rashid hotel, the Parliament building, the governments main conference center and the principal government broadcasting headquarters.

By nightfall, Iraqi resistance had died away. By the morning of April 9, it was clear that Husseins rule was over. U.S. tanks drove down the city streets, encountering only Iraqi civilians, many smiling and cheering. Marine and Army units swept through the city, according to CBS News, seizing or destroying buildings that once housed feared Iraqi security forces.

Marines drove into the city center and helped a group of jubilant men pull down a large statue of Hussein. Though the toppling did not indicate an end fighting (some of the heaviest air strikes of the campaign took place later that evening, and sporadic fighting continued for several days), it did signify the end of the Saddam regime.

That day, the city was officially out of Husseins control, and on April 14, the Pentagon declared all major combat had ended.

After three weeks of anticipation, U.S. forces entered Baghdad prepared for the fight of their life. But the 32,000 combat sorties and 20,000 bombs used to pummel Iraqi forces throughout the country essentially did the job for them.

The feared street-by-street urban combat was mostly unnecessary, and by April 20, just one month after the warstarted, U.S. troops began withdrawing from Baghdad.

During the three-week campaign in Iraq, the 3rd Division lost 34 soldiers killed and the 1st Marine Division at least 24 men.

This article is featured in the March 2023 issue of VFW magazine, and was written by the editors of VFW magazine.

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20 Years Later: Recalling the US Invasion of Iraq - VFW

Bombardier Updates 2025 Strategic Objectives to Reflect Strong … – Bombardier

Bombardier (BBD-B.TO) will host its 2023 Investor Day this morning. ric Martel, Bombardiers President and CEO, along with Paul Sislian, Executive Vice President, Aftermarket Services & Strategy, and Bart Demosky, Executive Vice President and Chief Financial Officer, will present an overview of the companys solid progress made and new opportunities for diversified growth.

In 2021, we laid the foundation for a stronger, more resilient and predictable Bombardier by 2025. Halfway down the road, we can say we are delivering on that promise, said Martel. All of Bombardiers strategic priorities are on track or ahead of plan. We are therefore proud to announce today that we are confidently raising the bar. The future is bright for Bombardier. While we are carefully monitoring the current market situation, we know that we have all the ingredients in place to remain a driving force in the industry. Our financial performance allows us to secure our vision for the future, and enable our exceptional, dedicated and passionate teams to lead the way toward more sustainable aviation.

Based on strong business execution and fundamentals, Bombardier will announce today that it is updating its 2025 objectives(1). The company is now targeting more than $9 billion in annual revenue by 2025, with an adjusted EBITDA(2) of more than $1,625 million, and a healthy adjusted EBITDA margin(3) of approximately 18%. Bombardier also expects to generate significant free cash flow(2) in the coming years, to the tune of more than $900 million per year by 2025 and will continue to de-lever its business, now expecting to reach a net leverage ratio(3)(4) in the range of 2.0x to 2.5x.

Between 2020 and 2022, Bombardiers revenues(5) grew 23%, to $6.9 billion. The expanded aftermarket business was an important contributor, with revenues increasing by more than 50% in the same period. The company more than quadrupled its profitability to $930 million in adjusted EBITDA(2), and generated $835million in free cash flow(2) over the last two years.In terms of deleveraging, Bombardier kept up its opportunistic and proactive approach and has reduced its total debt by $4.5 billion, when including this years debt-related transactions, a 45% reduction compared to 2020. This also resulted in credit rating upgrades from both S&P and Moodys in 2022.

Bombardier will continue to focus on strengthening its balance sheet, optimizing its liquidity requirements, and improving its leverage level. The company is revising its net leverage ratio(3)(4) objective to a range of 2.0x - 2.5x by 2025, from the previous approximately 3.0x target, which would be approaching investment grade credit levels.

On the back of improved business fundamentals, Bombardier now expects to generate more than $900million per year in free cash flow(2) by 2025. As its leaders will explain during Investor Day, this gives Bombardier ample flexibility and sets it up for significant capital allocation optionality in the future.

With continued strong demand in the medium and large business jet categories, Bombardier is well positioned with its industry-leading Challenger and Global platforms. Over the past two years, the company introduced the new Global 8000, an evolution of the industry flagship Global 7500 aircraft, further solidifying Bombardiers leadership position in the large jet segment. Bombardier also upgraded its best-selling Challenger300 family with the Challenger 3500, an addition that has maintained Bombardier as the leader of the super mid-size market. Thanks to its outstanding portfolio, Bombardier had the highest number of deliveries among business jet manufacturers for the last two years, as reported by the General Aviation Manufacturers Association (GAMA).

Bombardier maintains its strong focus on sustainability and takes concrete steps to manufacture and service aircraft with the smallest possible environmental impact on the path toward its goal of a 25% reduction in greenhouse gasemissions by 2025, relative to 2019 levels. This has been a clear priority for its research and development teams through programs like the EcoJet research project, unveiled in 2022, and was also behind the companys decision to cover all its flight operations with sustainable aviation fuel (SAF), using the Book and Claim system, from 2023 onwards.

In 2022, Bombardier strategically reinforced its specialized aircraft business by establishing Bombardier Defense in Wichita, KS. Since then, the company has been leveraging its longstanding and well-recognized expertise in specialized aircraft, the unique advantages of its Challenger and Global platforms, as well as its technical capabilities, world-class flight test center, and engineering know-how to increasingly stand out in the Defense market.

Considering that Defense programs are long to operationalize, Bombardier has been preparing its infrastructures to enhance its participation in the segment for the long run. With the demand for right-sized, flexible aircraft solutions on the rise, the company is well positioned to compete and win this market, and anticipates tripling its revenues from defense sales and services to more than $1 billion in the second half of the decade(1).

Bombardier has invested significantly into its aftermarket business since 2020, and it has played an important role in the diversification of its revenues. The companys service footprint has grown by close to one million square feet of new capacity worldwide, and its Aftermarket team has added more than 250 skilled technicians to its ranks. The strategy is working: Bombardier has increased aftermarket revenues more than 50% since 2020, and is on track to meet its goal of $2 billion by 2025, with clear opportunity for growth beyond that point(1). Bombardiers Certified Pre-owned program, launched in 2021, has proven to be a successful addition to the companys aftermarket offering, and will continue to play an important role in revenue growth and further diversification.

Bombardiers 2023 virtual Investor Day will begin at 9 a.m. (ET) on March 23, 2023. After the presentation, the leadership team will be available to answer questions from analysts and institutional investors. The link to the webcast, as well as the Investor Day presentations, are available here.

Bombardier (BBD-B.TO) is a global leader in aviation, focused on designing, manufacturing, and servicing the world's most exceptional business jets. Bombardiers Challenger and Global aircraft families are renowned for their cutting-edge innovation, cabin design, performance, and reliability. Bombardier has a worldwide fleet of approximately 5,000 aircraft in service with a wide variety of multinational corporations, charter and fractional ownership providers, governments, and private individuals. Bombardier aircraft are also trusted around the world in government and military special-mission roles leveraging Bombardier Defenses proven expertise.

Headquartered in Greater Montral, Qubec, Bombardier operates aerostructure, assembly and completion facilities in Canada, the United States and Mexico. The companys robust customer support network services the Learjet, Challenger and Global families of aircraft, and includes facilities in strategic locations in the United States and Canada, as well as in the United Kingdom, Germany, France, Switzerland, Italy, Austria, the UAE, Singapore, China and Australia.

For corporate news and information, including Bombardiers Environmental, Social and Governance report, as well as the companys plans to cover all its flight operations with Sustainable Aviation Fuel (SAF) utilizing the Book and Claim system visit bombardier.com. Learn more about Bombardiers industry-leading products and customer service network at businessaircraft.bombardier.com. Follow us on Twitter @Bombardier.

Bombardier, Learjet, Challenger, Challenger 300, Challenger 3500, Global, Global 7500, and Global 8000 are registered trademarks of Bombardier Inc. or its subsidiaries.

(1) This press release includes a number of forward-looking statements. See the forward-looking statements disclaimer at the end of this press release as well as the Guidance and forward-looking statements section in the Overview section in the managements discussion and analysis (MD&A) of the Corporations financial report for the fiscal year ended December 31, 2022 (2022 Financial Report), available on SEDAR (www.sedar.com) and on the Corporations website at bombardier.com/en/investors/financial-reports, for details regarding the assumptions on which the forward-looking statements are based.

(2) Non-GAAP financial measure. A non-GAAP financial measure is not a standardized financial measure under the financial reporting framework used to prepare our financial statements and might not be comparable to similar financial measures used by other issuers. Refer to the Non-GAAP and other financial measures section in the MD&A of the 2022 Financial Report for definitions of these metrics. This information is included by reference.

(3) Non-GAAP financial ratio. A non-GAAP financial ratio is not a standardized financial measure under the financial reporting framework used to prepare our financial statements and might not be comparable to similar financial measures used by other issuers. Refer to the Non-GAAP and other financial measures section in the MD&A of the 2022 Financial Report for definitions of these metrics. This information is included by reference.

(4) Net leverage ratio defined as adjusted net debt to adjusted EBITDA.

(5) Excludes revenues related to Aerostructure prior to the disposal of the Aerostructure and the Commercial aircraft businesses in 2020.

Francis Richer de La FlcheVice President, Financial Planning and Investor RelationsBombardier+1 514 2409649

Mark MasluchSenior Director, CommunicationsBombardier+1 514 855 7167

FORWARD-LOOKING STATEMENTS

This press release includes forward-looking statements, which may involve, but are not limited to: statements with respect to our objectives, anticipations and outlook or guidance in respect of various financial and global metrics and sources of contribution thereto, targets, goals, priorities, market and strategies, financial position, financial performance, market position, capabilities, competitive strengths, credit ratings, beliefs, prospects, plans, expectations, anticipations, estimates and intentions; general economic and business outlook, prospects and trends of an industry; customer value; expected demand for products and services; growth strategy; product development, including projected design, characteristics, capacity or performance; expected or scheduled entry-into-service of products and services, orders, deliveries, testing, lead times, certifications and execution of orders in general; competitive position; expectations regarding revenue and backlog mix; the expected impact of the legislative and regulatory environment and legal proceedings; strength of capital profile and balance sheet, creditworthiness, available liquidities and capital resources, expected financial requirements, and ongoing review of strategic and financial alternatives; the introduction of, productivity enhancements, operational efficiencies, cost reduction and restructuring initiatives, and anticipated costs, intended benefits and timing thereof; the ability to continue business transition to growth cycle and cash generation; expectations, objectives and strategies regarding debt repayment, refinancing of maturities and interest cost reduction; compliance with restrictive debt covenants; expectations regarding the declaration and payment of dividends on our preferred shares; intentions and objectives for our programs, assets and operations; expectations regarding the availability of government assistance programs; both the repercussions of the COVID-19 pandemic and the impact of the ongoing military conflict between Ukraine and Russia on the foregoing and the effectiveness of plans and measures we have implemented in response thereto; and expectations regarding the strength of the market, inflationary and supply chain pressures, and ongoing economic recovery in the aftermath of the COVID-19 pandemic.

Forward-looking statements can generally be identified by the use of forward-looking terminology such as may, will, shall, can, expect, estimate, intend, anticipate, plan, foresee, believe, continue, maintain or align, the negative of these terms, variations of them or similar terminology. Forward-looking statements are presented for the purpose of assisting investors and others in understanding certain key elements of our current objectives, strategic priorities, expectations, guidance, outlook and plans, and in obtaining a better understanding of our business and anticipated operating environment. Readers are cautioned that such information may not be appropriate for other purposes.

By their nature, forward-looking statements require management to make assumptions and are subject to important known and unknown risks and uncertainties, which may cause our actual results in future periods to differ materially from forecast results set forth in forward-looking statements. While management considers these assumptions to be reasonable and appropriate based on information currently available, there is risk that they may not be accurate. The assumptions underlying the forward-looking statements made in this press release include the following material assumptions: growth of the business aviation market and the Corporations share of such market; proper identification of recurring cost savings and executing on our cost reduction plan; optimization of our real estate portfolio, including through the sale or other transactions in respect of real estate assets on favorable terms; and access to working capital facilities on market terms. For additional information, including with respect to other assumptions underlying the forward-looking statements made in this press release, refer to the Forward-looking statements Assumptions section of the Managements Discussion & Analysis (MD&A) of the Corporations financial report for the fiscal year ended December 31, 2022. Given the impact of the changing circumstances surrounding both the repercussions of the COVID-19 pandemic and the ongoing military conflict between Ukraine and Russia, including because of the emergence of COVID-19 variants and the imposition of financial and economic sanctions and export control limitations, and the related response from the Corporation, governments (federal, provincial and municipal, both domestic, foreign and multinational inter-governmental organizations), regulatory authorities, businesses, suppliers, customers, counterparties and third-party service providers, there is inherently more uncertainty associated with the Corporations assumptions as compared to prior years.

Certain factors that could cause actual results to differ materially from those anticipated in the forward-looking statements include, but are not limited to: risks associated with general economic conditions; operational risks (such as risks related to development of new business; order backlog; deployment and execution of our strategy, including cost reductions and working capital improvements and manufacturing and productivity enhancement initiatives; developing new products and services; the certification of products and services; pressures on cash flows and capital expenditures, including due to seasonality and cyclicality; doing business with partners; product performance warranty and casualty claim losses; environmental, health and safety concerns and regulations; dependence on limited number of contracts, customers and suppliers, including supply chain risks; human resources including the global availability of a skilled workforce; reliance on information systems (including technology vulnerabilities, cybersecurity threats and privacy breaches); reliance on and protection of intellectual property rights; reputation risks; adequacy of insurance coverage; risk management; and tax matters); financing risks (such as risks related to liquidity and access to capital markets; substantial debt and interest payment requirements, including execution of debt management and interest cost reduction strategies; restrictive and financial debt covenants; retirement benefit plan risk; exposure to credit risk; and reliance on government support); risks related to regulatory and legal proceedings; business environment risks (such as risks associated with the financial condition of business aircraft customers; trade policy; increased competition; political instability; financial and economic sanctions and export control limitations; global climate change; and force majeure events); market risks (such as foreign currency fluctuations; changing interest rates; increases in commodity prices; and inflation rate fluctuations); and other unforeseen adverse events. For more details, see the Risks and uncertainties section in Other in the MD&A of the Corporations financial report for the fiscal year ended December 31, 2022. Any one or more of the foregoing factors may be exacerbated by the repercussions of the COVID-19 pandemic and the ongoing military conflict between Ukraine and Russia, and may have a significantly more severe impact on the Corporations business, results of operations and financial condition than in the absence of such events.

Readers are cautioned that the foregoing list of factors that may affect future growth, results and performance is not exhaustive and undue reliance should not be placed on forward-looking statements. Other risks and uncertainties not presently known to us or that we presently believe are not material could also cause actual results or events to differ materially from those expressed or implied in our forward-looking statements. The forward-looking statements set forth herein reflect managements expectations as at the date of this report and are subject to change after such date. Unless otherwise required by applicable securities laws, we expressly disclaim any intention, and assume no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. The forward-looking statements contained in this press release are expressly qualified by this cautionary statement.

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