Good day, ladies and gentlemen. Welcome to the CAE Q1 conference call. Please be advised that this call is being recorded. I would now like to turn the meeting over to Mr. Andrew Arnovitz. You may now proceed, Mr. Arnovitz.
Good afternoon, everyone, and thank you for joining us today. Before we begin, I'd like to remind you that today's remarks, including management's outlook for fiscal year 2022 and answers to questions, contain forward-looking statements. These forward-looking statements represent our expectations as of today, August 11, 2021, and accordingly are subject to change. Such statements are based on assumptions that may not materialize and are subject to risks and uncertainties. Actual results may differ materially, and listeners are cautioned not to place undue reliance on these forward-looking statements. A description of the risks, factors, and assumptions that may affect future results is contained in CAE's annual MD&A, available on our corporate website and in our filings with the Canadian Securities Administrators on SEDAR and the U.S. Securities and Exchange Commission on EDGAR.
On the call with me this afternoon are Marc Parent, CAE's President and Chief Executive Officer, and Sonya Branco, our Chief Financial Officer. After the remarks from Marc and Sonya, we'll take questions from financial analysts and institutional investors, and following the conclusion of that Q&A period, we'll open the call to questions from members of the media. Let me now turn the call over to Marc.
Thank you, Andrew. Good afternoon to everyone joining us on the call. Our positive momentum continued into the new fiscal year, and I'm pleased with our strong Q1 performance. Even in the midst of a pandemic, we've been able to drive results by being adaptive and agile through some of the most rapidly changing circumstances. We reported top and bottom-line growth across all three business units during the quarter. On a consolidated basis, we generated 37% year-over-year growth and CAD 0.19 of adjusted earnings per share. In Civil, Q1 average training center utilization was 56%, which is 1% higher than last quarter and much higher than the 33% in the Q1 last year. We also delivered 11 full-flight simulators to customers around the world.
On the orders front, we signed training solutions contracts valued at CAD 338 million, including five full-flight simulator sales, new four-year business aviation training agreements with Journey Aviation and Gama Aviation, and a three-year business aviation training agreement with Avcon Jet. We also succeeded to penetrate more share of the traditionally insourced airline training market with new new 10-year exclusive aviation training agreements with Scandinavian Airlines, SAS, and WestJet. We are also selected as partner of choice to aircraft OEMs in the emergent advanced air mobility market. We're leading the design and development of the Jaunt Aircraft Systems Integration Lab for the company's new all-electric vertical take-off and landing, or eVTOL aircraft, the Journey aircraft. Just at the end of the quarter, we announced a strategic partnership with Volocopter to develop, certify, and deploy an innovative pilot training program and courseware development for eVTOL operations.
On the M&A front, we expanded our position in civil maintenance training with the acquisition of GlobalJet Services, a proven leader in aviation maintenance training. This tuck-in acquisition expands our capabilities with increased addressability of business aircraft and helicopter platforms for maintenance training through world-class regulatory approved training programs. By leveraging our experience in pilot training, we expect this to enable rapid growth for CAE in the maintenance training market. In defense, we booked orders for CAD 162 million, including newly awarded contracts to the United States Army to provide a new and upgraded maritime integrated training system and the SOSSEC consortium to design and develop the initial prototype HH-60W virtual reality, mixed reality aircrew trainer for the United States Air Force.
Other notable contracts include continuing to provide upgrades and updates on C-130J training systems for the U.S. Air Force, as well as KC-130J training systems for the U.S. Marine Corps. Continuing to provide a range of in-service support solutions for the Royal Canadian Air Force's CF-18 aircraft and continuing to provide management and support of Royal Australian Air Force aerospace simulators. Defense also received an order to provide a new part task trainer, a range of updates, and additional training support services for the PC-21 ground-based training system supporting pilot training for the French Air Force. I'm especially pleased with the speed at which the team concluded, right after the end of the quarter, our acquisition of L3Harris Military Training, having obtained all regulatory approvals and meeting all other closing conditions.
We're excited to welcome some 1,600 members of the L3Harris Military Training team and to leverage our combined expertise to support the mission of our defense and security customers. Our combined teams are now squarely focused on integration efforts and seizing on our expanded market opportunities. As testimony to how our position has already been substantially augmented by L3Harris Military Training. Since the end of the quarter, defense won key positions on three major IDIQs and two noteworthy prime contracts that together significantly expand CAE's customer base and market reach. Specifically, we won the largest IDIQ contract in CAE's history with our prime position on the U.S. General Services Administration, or GSA, ASTRO IDIQ vehicle for data operations, aircraft development, and systems integration support, and training pools.
We gain access to four of the five pools because of the the L3Harris Military Training acquisition, which in total represents a budget of several billions of dollars over a 10-year period. We also won a prime contract on the Multiple Award Task Order Contract, or MATOC, IDIQ to provide mission support services for the United States Army Futures Command. Defense also won a position in an important growth domain as a key partner to small business on the National Cyber Range Complex IDIQ. Furthermore, Defense won a competitive prime contract with expected life cycle value of $90 million over eight years to develop simulators and training for the U.S. Air Force Joint Terminal Attack Controllers. In another first for CAE, Defense won a three-letter agency prime contract with the GSA, expanding our market penetration into synthetic environment, enhanced multi-domain operational support and training.
In healthcare, I'm encouraged by the double-digit year-over-year growth that we had in the quarter, which is driven by our core healthcare simulation and training business. We continue to bring highly innovative solutions to market with the release of CAE Vimedix 3.2, an advanced software technology that makes our platform the industry's first ultrasound simulator with 3D, 4D ultrasonography, and multiplanar reconstruction for improved fidelity and realism. We also launched CAE ICCU, which is a digital portfolio of learning solutions targeting critical care clinicians for ultrasound education. With that, I'll now turn the call over to Sonya, who will provide additional details about our financial performance, and I'll return at the end of the call to comment on our outlook. Sonya?
Thank you, Marc Parent, and good afternoon, everyone. Our results continue to reflect the success of the measures we've taken to strengthen the company, both externally in terms of expanding our reach and adapting to dynamic market conditions, and internally to lower our cost structure. Consolidated revenue of CAD 752.7 million was 37% higher compared to the Q1 last year. Adjusted segment operating income was CAD 98.4 million, compared to a loss of CAD 2.1 million last year. Quarterly adjusted net income was CAD 55.6 million, or CAD 0.19 per share, compared to negative CAD 0.11 in the Q1 last year. Cash used in operating activities this quarter was down 46% to CAD 129.1 million, compared to CAD 88.4 million in the Q1 of fiscal 2021. Free cash flow was - CAD 147.6 million, compared to CAD 92.7 million last year.
We usually see a higher investment in non-cash working capital accounts in the first half of the fiscal year. As in previous years, we expect a portion of the non-cash working capital investment to reverse in the second half. We continue to target 100% conversion of net income to free cash flow for the year. Growth and maintenance capital expenditures totaled CAD 73.9 million this quarter, mainly for growth and specifically to add capacity to our global training network to deliver on the long-term exclusive training contracts in our backlog. Our growth CapEx is directly linked to our opportunities to invest incremental capital with attractive returns on free cash flows.
With several attractive market-led expansion investment opportunities on the horizon, we are in good position to deploy more organic capital, we are raising our expectations for total CapEx to more than CAD 250 million in the fiscal year 2022. Income taxes this quarter were CAD 10.3 million, representing an effective tax rate of 18%, compared to 24% for the Q1 last year. Income tax was impacted by restructuring costs this quarter, excluding which the rates would have been 19%. On this basis, the decrease in the tax rate was mainly attributable to beneficial impacts of certain tax assets, partially offset by the change in the mix of income from various jurisdictions. Our net debt position at the end of the quarter was CAD 1.6 billion for a net debt to capital ratio of 33.9%. Net debt to adjusted EBITDA was 2.43x at the end of the quarter.
All told, between cash and available credit, we have approximately CAD 2.6 billion of available liquidity. On the restructuring front, we continue to make very good progress. The program is enabling CAE to best serve the markets by optimizing our global asset base and footprint and adjusting our business to correspond with the expected level of demand and the structural efficiencies that will be enduring. We continue to expect significant annual recurring cost savings to a ramp-up of a run rate of approximately CAD 65 million-CAD 70 million by the end of the current fiscal year. The journey started at our program in the Q2 last year and as at the end of June 2021, we had incurred a total of CAD 136.2 million of restructuring expenses for the entire program, including CAD 12.2 million this quarter.
We expect to incur total restructuring expenses related to this program of approximately CAD 50 million in fiscal 2022. Turning to our segmented performance. In Civil, Q1 revenue was up 75% over Q1 last year to CAD 432.9 million, and adjusted segment operating income was up CAD 85.9 million over the Q1 last year to CAD 69.7 million for a margin of 16.1%. The Civil book-to-sales ratio for the quarter was 0.78x , and for the rolling 12-month period, it was 0.88 x. In Defense, Q4 revenue was CAD 288.2 million, was up 3% over Q1 last year, and adjusted segment operating income was up 37% over last year to CAD 23.7 million, for a margin of 8.2%. The Defense book-to-sales ratio for the quarter was 0.53x and 0.87x for the last 12 months.
In healthcare, Q4 revenue was CAD 31.6 million, up 42% from CAD 22.3 million in Q1 last year. Adjusted segment operating income was CAD 5 million in the quarter, compared to a loss of CAD 3.2 million in Q1 of last year. With that, I will ask Marc to discuss the way forward.
Thanks, Sonya. As we look to the period ahead, I expect our positive momentum to extend throughout the fiscal year and beyond. 18 months ago, we were just beginning to confront the most severe shock our company had ever faced. Yet, despite the many uncertainties at that time, we were resolute in our determination to not only recover from the pandemic, but to emerge from it as an even stronger company. We're still in the pandemic. Despite that reality, we've gotten stronger. I'm really encouraged by everything that we've done to reinforce CAE's base over the last year, and 1.5 years actually, to expand our horizons for long-term sustainable growth.
The slope of our recovery to pre-pandemic levels and beyond continues to depend on the timing and rate at which border restrictions can be safely lifted, and normal activities resume in our end markets and in the geographies where we and our customers have significant operations. Notwithstanding the really disparate global vaccination rates and the volatility of border restrictions, which continues to obscure the usual market visibility, we still expect strong growth in our core markets this fiscal year, coming mainly in the H2 .
We draw confidence from several important moves that we've made to expand and solidify our leadership position, including pursuit of a growth opportunities pipeline that has so far netted five acquisitions in civil to consolidate our position and expand into growth adjacencies, and our largest ever acquisition, namely L3Harris Military Training and Defense, which doubles our presence in the U.S. defense market and accelerates our defense and security strategy. At the same time, as expanding CAE's reach externally, we embarked on enterprise-level projects to substantially lower our cost structure and achieve even greater levels of operational excellence. You heard Sonya reiterate our expectations that we'll reach an exit rate this fiscal year of CAD 65 million-CAD 70 million for annual recurring cost savings from those initiatives.
In civil, we're in an excellent position to benefit from a broader market recovery, which so far has been more narrowly led by domestic air travel, specifically in regions with relatively high vaccination rates and cargo operations. The rebound in domestic operations demonstrates the pent-up demand for air travel and the potential for a rapid ramp-up when restrictions ease. Cross-border and transcontinental operations have continued to lag as they're much more tied to the easing of border restrictions. We believe considerable pent-up demand exists there, too. At the same time as a broader market recovery looks to take hold in commercial aviation, we intend to continue expanding our market share and securing new customer partnerships drawn from a large pipeline of airline prospects.
We're also succeeding to expand our civil addressable market by over CAD 1 billion to over CAD 6 billion by extending beyond pilot training solutions into the rapidly growing market for digitally enabled crew optimization services and aircraft maintenance training services. In business aviation, demand has rebounded at a very rapid pace, with current flight activity in the U.S. now exceeding 2019 levels and approaching the prior levels in Europe. This bodes very well for pilot hiring and business aviation training demand in this highly important segment of the civil training market. Much of the current demand is coming from first-time consumers of private aviation, and we believe the market has structurally expanded as a result. Civil full-flight simulator sales are driven by new aircraft deliveries, which are showing signs of improvement.
The total market for simulator products remains small at present, but we expect to maintain our leading share of available full-flight simulator sales, and we still expect to deliver upwards of 30 in fiscal year 2022, driven mainly from backlogs. We're also expecting to build on our initial successes in the emerging advanced air mobility market, which we see as a new potential secular driver for pilot training and CAE's expertise in modeling simulation. Already with selections by OEMs, including Joby Aviation and Volocopter, we see an important leadership role for CAE, helping to shape the training standard for an estimated 60,000 new pilots by 2028 in support of this entirely new modality of air transportation. In defense, the rapid closing of the L3Harris Military Training acquisition provides greater definition to the remainder of fiscal 2022 and beyond. Our focus will be on successful integration of this acquisition.
International opportunities are somewhat slower to materialize in the current environment, but we see this headwind as temporary. We have a strong pipeline with some CAD 5.8 million of bids and proposals pending customer decisions. From a balance standpoint, having now substantially augmented our presence in the defense segment and in the United States in particular, we expect defense to benefit from the greater government budgetary stability that this provides. CAE's defense business has become the world's leading platform-agnostic global training and simulation pure-play. We are very excited about the increased potential that that brings to capture business around the world, accelerated with the expanded capability and customer set that we now possess.
Our new prime positions on major IDIQs and our contract to develop simulators and training for the United States Air Force Joint Terminal Attack Controllers are all perfect examples of what we mean by synergies and how L3Harris Military Training expands our core offerings across multi-domain operations and brings access to new customers and programs. Our defense priorities are focused on the long term and investing in our leading position as a training and mission support partner with leading-edge capabilities in digital immersion. We're also enhancing our position by laying the groundwork to strategically team with major OEMs on next-generation platforms. With our expertise in the integration of live, virtual, and constructive training, along with our newly expanded capabilities to address mission and operation support, we believe we'll make significant inroads into the broader defense market in the years ahead.
Lastly, in healthcare, I believe we have the right team in place, including a reinvigorated front end to fully leverage the greater market appreciation of the benefits of healthcare simulation and training to improve safety and to help save lives. We're making deliberate moves to increase our addressable market and access the largest pools of value in healthcare training, like nursing and in the military. Here too, we expect good momentum, and I look forward to gaining substantial, sustainable scale with our innovative solutions to make healthcare safer. In summary, CAE is poised to benefit from how the world is changing in a post-COVID-19 environment, and we adapted our growth strategy to seize on the opportunities presented by these new realities. We've made several important moves over the 1.5 years to expand and strengthen our position.
The investment thesis for CAE is more compelling than ever. We look forward to strong growth in the year ahead and superior and sustainable growth and strong free cash flows over the long term. With that, I thank you for your attention, and we're now ready to answer your questions.
Operator, we will now be pleased to take questions from analysts and institutional investors.
Thank you. If you would like to register a question, please press star one four on your telephone. You will hear a three tone prompt to acknowledge your request. If your question has been answered and you would like to withdraw your registration, please press star four. One moment please fo the first question. Our first question comes from Konark Gupta with Scotiabank. Please proceed.
Thanks, good afternoon, everyone. Maybe the first question on the order activity. The book-to-sales ratio was a bit low in the Q1 for both civil and defense segments. Did you see any delays and/or any cancellations that may have impacted the orders?
No. Specifically, no cancellations for sure, Konark. Continued headwinds on timing of international orders in defense, I mentioned that on the call. There's still some COVID impacts there. Things are not back to normal, not only in civil, but in defense overall because, again, the travel restrictions and basically just things just not being back to normal. We're seeing that internationally. That's affecting things. If you look at defense in particular, I've never been a fan, I said this many times before, to not look at orders on the defense side on a quarterly basis. I would look at a 12-month runway. Even on that base, you would come to the conclusion it's below one.
I would point to the recent orders that we've had and the really very encouraging awards, not only on orders, but on IDIQs that we've gotten since the quarter, specifically since we've completed the acquisition of L3Harris Military Training. Of course, that doesn't materialize into order intake. It's kind of a license to play. The fact that you're selected prime on those IDIQs is a very strong indication because that gives you access to literally billions of dollars over the next few years. I'm very encouraged by that. I'm not overly concerned on a sustained basis. On the civil side, I think what I'd point, there are a couple of things. We've made no secret that simulator orders are going to be slow in the quarter. We didn't expect to have a book to bill anywhere near one on the product standpoint. At this time.
On sale, if I look at training itself, if you were to take training itself, a book- to- bill is higher than one. I think that the important thing to note there as well is if you look at our business jet business, the book to bill, business jets is a largely transactional business. The book-to-bill is always around one, just because of the way we book that business. If we're above one substantially, it means that we're quite a bit above one in the commercial aviation training business. That's the way I would look at things, if that gives you a bit more color.
That's very helpful, Marc. Thank you. You mentioned the three IDIQ contracts, so congrats on that and the two prime contracts as well. Just to clarify, do these five contracts belong to the acquired L3Harris business, or is it for the existing business in defense?
Well, they now belong to us because we own the L3Harris Military Training business, and it was bid by L3Harris Link. Link is now owned by us, so they're our contracts. They're our IDIQs.
No, I'm sorry. Just to be clear. I wanted to understand, is it related to the L3Harris asset that you acquired, or is it outside of that asset?
Yes, part of it is. The IDIQs, for example, on those IDIQs, there's various pools. One of them is training. Okay? There was five pools. I won't go through the details of all the pools, L3Harris Link bid on fove of those pools, or actually, I'm not sure it was five, they were selected as prime on five out of the 10 pools. Okay? We were selected on 1 of those CAE legacy, let's call it legacy for a moment. We were selected on one of the pools, which is training as prime contractor. As a result of this, what we get from the acquisition is obviously a prime position on those other pools, which directly come about as a result of the acquisition.
The other order that I would point to is the $90 million order for the training system for the JTACs, U.S. Air Force JTACs. That comes from the Link acquisition as well.
That's great. Thanks. Last one for me before I turn it over. Maybe for Sonya. You raised the CapEx guidance slightly, and you are still expecting 100% free cash flow conversion. Should we interpret that as you're expecting higher net income versus your prior expectations this year, or is it the better working capital performance that you're expecting? Thanks.
Free cash flow is negative in the quarter and really driven by non-cash working capital here. Really what we see there is the usual seasonality. There's usually a larger amount of annual payments in the Q1 and the H1 and also maybe a bit of volume shift from Q4 to Q1. Really the variation here is that we expect this to reverse in part in the H2 as we've done before because we keep a continued laser focus on working capital metrics and optimizing that and really still guiding to the 100% net income to free cash flow conversion. I just highlight that the free cash flow, as we've defined it, does not include the growth CapEx. Right? The CapEx increase to over CAD 250 million is not included in that free cash flow.
If I may, on the CapEx, one of the reasons that we have raised our view on that is really, I think, a positive development. To tag on to what Marc was saying, we are seeing some good orders on the training side, on the commercial side as airlines need and request more capacity. They're not only asking for more capacity, but some of these airlines that we're working with, we're seeing some changed behaviors. Whereas they would've purchased the simulator prior to COVID, we're entering into long-term training agreements. That's one of the reasons that we've increased our view on the CapEx. I'll remind you that the organic CapEx is really the most accretive capital and growth investment that we have, delivering 20%-30% incremental returns in the first two to three years and the best example of growth compounding that we have.
If I can clarify, Sonya, why would you need to invest into incremental capacity when your utilization levels are still below 60%, let's say? Should you not have excess capacity in your training centers already? Where is the demand coming from?
Well, I'll answer that one, Konark. It goes directly to the question of different behaviors being exhibited by airlines, which we've pointed to, that airlines are basically looking to change from a traditional insource kind of model to looking more at an outsource model. We keep on commenting on that we have more conversations just to that result. We announced two outsourcings this quarter where we got two 10-year contracts with two separate airlines on those type of deals. What you see is airlines investing in new capacity mainly for new aircraft. Rather than going through the model of basically investing in the simulators, they're turning over and signing long-term contracts with us. That's what you're seeing here. A lot of that incremental CapEx is exactly for that kind of behavior.
As we're saying, that we said many times, and we demonstrated investing in that type of CapEx is the best example of growth compounding that we have, because we won't invest in it unless we see the type of return accretion that basically we've presented to Street, which is very quite nice. Thank you. That's what we're seeing. To your question of we're still operating at, say, 56% capacity. Well, once the market is back to normal and we fully expect to return, let's say, apples to apples on the same level, let's say the same level of capacity, well, what we're talking this CapEx and investing is incremental to that.
Yeah, I just add that the demand is linked to either new platforms or platforms where we don't have excess capacity. Of course, if we have simulators that are underutilized, and that's part of the restructuring program, we move them around to match up with demand. These contracts are for platforms either that are under or already all utilized or new.
I appreciate the time. Thank you.
Our next question comes from Kevin Chiang with CIBC. Please proceed.
Thanks for taking my question. Maybe just two from me. It does seem like, I guess during this pandemic, you've invested in some of these adjacent services. You talked about the maintenance training acquisition. You've been growing the crew management. I'm just wondering how you think about the adjacent service opportunities you can bolt on into civil, I guess, over the medium to longer term. Are there areas you still want to focus on that you don't offer now? Are you seeing benefits from cross-selling? I presume that's the end goal here where someone comes to you for pilot training, maybe maintenance training, and to manage their crews as well. Is that kind of the best-case scenario as you bring this all together?
Well, absolutely. That's definitely a big part of it, Kevin. It's traditional, basic enlarging the traditional share of wallet. We like to, in all of our transactions with our customers, and that's been our model all along, is always to try to make ourselves more relevant and more important to our partners and being training partner of choice, moving into more of, we call it mission operations and defense. In civil, it's capturing more of their needs around the pilots, around the technician, around their operations. Maintenance training is a natural one. We've done it. We have a very nice franchise of doing that in business aircraft. In commercial aircraft, we basically embarked on that in a relatively good way with Pelesys, for example, when we acquired that, we're expanding upon it here with this acquisition that we're doing in this bolt-on in the U.S.
I feel very good about the growth of that market. The technician market is one that is poised to grow for the same reason that the need for pilots is going to grow. On an average basis around the world, it's a very tenured workforce. It's a regulated market in terms of, especially in Europe, where you need technicians with certification. It's a natural market for us. Beyond that, again, that we're moving into a more software-enabled solutions. That was what we did with Merlot Aero, with RosterBuster and RB Group. Again, we're making ourselves more essential to our customers, and they already outsource these solutions, or they're open to outsource the solutions because we're able to address hot buttons that basically are not core to them.
Maybe just to clarify, have you been able to cross-sell some of these newly acquired services within your core customer base? When you think about the addressable market now, I think earlier this year you talked about civil being a CAD 6.1 billion addressable market. Now with the maintenance training capabilities, do you have a sense of how big that pie is today?
Well, at the moment, when I talk CAD 6 billion, it's about the market that we see, including those additions.
Okay. Just second one for me, just turning to healthcare. In your outlook, in your press release, you highlighted the growing nurse shortage in your outlook as, I guess, a long-term tailwind for healthcare and the services you provide. I'm just wondering, when you talk to healthcare customers, are you seeing, I guess, a similar realization like you see in civil and defense, whereby they recognize that simulated training can help free up labor? Or is this something you have to educate these customers on, that might extend out this labor shortage issue in terms of a revenue recognition opportunity for you over at CAE?
Well, for sure. Look, at a macro level, and I was saying in my comments, we definitely see the nursing shortage that exists and is poised to increase as a catalyst to our business. It's a catalyst to business because. If you're talking about you need more nurses, you need more courses for nurses, you need more slots in nursing schools. Who do we sell our products and solutions to? To nursing schools, to training hospitals, those kind of things. That's the first order response to that. Beyond that, it's the fact that by using simulation-based training, you can make them more effective, you can provide value to those schools, whereas by using their product, they can then make themselves more relevant. In a lot of cases, for example, U.S., they're more for-profit operations.
If they can have a nursing program that is steeped in modern technology using medical mannequins and digital solutions, that is more appealing, for example, for students who are looking to get a degree in that particular market. All of it contributes to how we see the market in healthcare, but that's just one of the components. It's a good one, it's an important one. If I look at all of the catalysts basically for our business, they're just coming out of the pandemic. There's never been a time where healthcare is more on everybody's mind. We're reinvigorating the whole organization. We are basically concentrating on the core business, which as you commented in nursing, for example.
We see big opportunities, for example, in the military, on government or para-government organizations like, for example, the FEMA in the U.S., for example, Federal Emergency Management Agency, where we can bring simulation-based training solutions to the fold. We are ramping up in healthcare, and I'm very confident of a nice growth profile that'll be good for our business.
That's great color . Thank you very much for taking my questions.
Our next question comes from Tim James with TD Securities. Please proceed.
Thanks very much. Marc, I'm just wondering if you could talk for 1 minute about type certification versus ab initio versus recurrent training activity that you're seeing throughout the network. Maybe just commenting on how each is faring relative to, if we use, say, fiscal 2020 as kind of a baseline. I'm just trying to understand how the relative strength of their rebounds have been.
I would say that, first of all, type rating, basically our business in commercial aviation training, it's pretty much operating in lockstep with the flying activity. That's wha we're calling a around. That's the first order catalyst. When you think about the utilization in our overall training centers, I would say that business aircraft is doing pretty darn well because of the level of activity there. In the U.S., we're doing very well. That's training centers and high levels of operation. Rest of the world in commercial aviation, not so much because of still border restrictions and very uneven levels of vaccinations. Europe, if you take average 56%, it'd be significantly lower than that. Asia, I would tell you, is still quite a bit behind because of, again, the very low level of vaccination.
In just the past few weeks, we've had closures of centers in Vietnam and Kuala Lumpur, in Australia even. The fact that I see that as perversely might say very positive because we're able to make the amount of return that we're making on 56% utilization with those dynamics. I feel pretty darn good as the rest of the world recovers like the United States does, which will happen, as that's not a question. Having traveled internationally myself recently, and I know a few have, but the level of hoops that you have to go through to fly internationally, you really got to want to. When that starts getting reduced, I think we're going to see a lot of pent-up demand. In terms of ab initio activity, it's actually very strong. We haven't really reduced the level of flying activity.
The only areas where we've had to reduce is, for example, in Australia, because a very strict lockdown forced us to close our schools. Back up now. That's the kind of activity. In fact, what you see is airlines that are anticipating a renewed pilot shortage and an increasing. We're seeing orders from major airlines increasing their number of cadets in our flight schools in a significant manner. That's a positive for sure. I don't know if that gives you. Oh, products, it's what I said. This is historical. Whenever there's a crisis, even though the simulator deliveries are tied highly to deliveries, there's always a lag when you have a shock. Of course, this is the mother of all shocks. There's always a lag before airlines start to buy simulators in earnest. We're seeing that.
That's why we anticipated that we're not going to get back to the level of orders that we had pre-pandemic for some time. We're starting to see a recovery. We had five and a quarter, which I wouldn't call it a run rate, but I'm encouraged by that, and I'm encouraged by the level of activity. I think airlines are seeing a comeback. Airbus is increasing deliveries next year. We see the big four U.S. airlines recall 3,500 pilots, 6,000 flight attendants. We saw United Airlines ordered 200 MAX and 70 A321. Of course, again, TSA passenger throughput in the U.S.A. has continued to reach very high levels. We're back at 80% pre-COVID-19. It's all pretty positive signs. I don't know if that gives you a good answer, Tim.
That's very helpful, Marc. Thank you. Very helpful. Just on the 737 MAX, I know when the issues were kind of working their way through, I guess we got to go back more than a year ago now, CAE was building some MAX simulators in anticipation of demand and maybe not based on contracts in hand. How do those simulators and if you're carrying any of those, or have all those MAX simulators more or less been spoken for? Are we back to a normal trend in terms of MAX simulators that would be being produced in CAE facilities?
Yeah. No, we have no backlog with 737 MAX. They're all delivered, and I anticipate good demand for 737 MAX.
Okay, great. My last question, and there's great color on sort of where defense orders are coming from. I'm just wondering specifically, there was a very nice increase, as you've talked about in the bid pipeline, I guess over CAD 1 billion relative to the end of FY 2021. This is on the defense side, of course. Are there any platforms or trends you're seeing or areas that account for that big step up in the bid pipelines? Any warfare types, any kind of markets you could point to, or is it really across the board?
Well, it's across the board, but obviously, the U.S. is the largest defense market in the world, so you expect that's a high level. Having said that, the contracts that we go after internationally are large contracts that basically establish turnkey training centers for fighters, that kind of thing. We have a number of countries that we're looking to do that. Specifically, some of those talks are going slow because of the pandemic, that's where we're saying some of that order activity is a bit protracted. If your question is that order pipeline, if you like, is it sensitive to one or two major bids? I would tell you no. That's across the board.
Okay. Thank you very much.
Our next question comes from Fadi Chamoun with BMO. Please proceed.
If you're talking, Fadi, we can't hear you.
Hi. I was on mute. Apologies. Good afternoon.
Yeah.
I was wondering on the SAS and WestJet, were there asset commitments on your part towards these outsourcing deals, or is it purely kind of service side?
It's asset commitments, but we put in the asset, and it's part of the increased CapEx that we're talking about on both airlines. It's basically they don't invest in the simulator, but we get, in these two cases, 10-year exclusive contracts for training on those platforms for those airlines. That's essentially it.
Okay. My second question is, as you look at this year, can you give us an idea about what is the contribution that you're expecting in terms of maybe revenues or operating income from the acquisitions that you've made? Also, if you can give us an idea about how much contribution you expect to realize on a full year basis from that CAD 65 million-CAD 70 million restructuring program?
Well, I'll let Sonya talk to this more specifically. The biggest one, obviously is L3Harris, where we're very happy to have been able to close this after giving us really, I guess, pretty much three full quarters. What we said in the past, that's probably a CAD 500 billion business, we get nine months of it. A quick math that tells me what we should be able to get. Having said that, you can well imagine that having closed it early brings its own share of complexities. We're going through putting these two sets of numbers together, the teams together. We're solely focused on integration right now, so the heavy lifting before we can be very definitive. I think just on that big one, which, of course, the big dog in this, we would get. Sonya, maybe you'll comment on the others.
Yes. As Marc mentioned, completely focused on the integration. We had said it would be immediately EBITDA accretive, double-digit EPS accretive in the first full year of operations, so that's FY 2023. Working up to a run rate of synergies of CAD 35 million-CAD 45 million, also in that EPS accretion in the first full year after closing. I would go with those metrics. On the restructuring program study for full year, what we have given as guidance was CAD 65 million-CAD 70 million of recurring structural savings. We're building up to that run rate over this year. This quarter alone, we've kind of flowed through about 15% of that annual target. That's already, I think, good progress, and we continue to advance on that progress as we optimize locations and continue relocations of simulators.
We'll see that ramping up throughout the year and a little bit more in the second half as well.
Okay. Maybe follow up on this question, specifically on the aviation side. Now that you have kind of overlapped the hardest quarter last year, your run rate EBIT in that business is about CAD 250 million for the last four quarters. Based on what you are seeing in both delivery of full-flight simulators and opportunities on the services side, would you maybe give us maybe an overall range of what you think organic growth will look like as we go into the next 9 months and year?
We didn't give specific financial guidance really because the visibility is still quite opaque on, I think, the level of the border restrictions, the volatility on travel restrictions. That's the main driver to drive a lot of the recovery there. What we've said is that we expect very strong year-over-year growth. On recovery, on the flow-through of those cost savings, we delivered about CAD 70 million of SOI this quarter at a 16% margin, and that's at 56% utilization, and 11 deliveries in the quarter. Marc went into some detail on the volatility that we see across regions. As that recovery ramps up and the rest of the cost savings ramp up, we'll see the SOI follow and then the margins as well.
Yeah. If you break it down, Fadi, a little bit though, as you say, you're looking civil along. To break it down, if you take revenue and earnings from simulators, well, we've said we expect to deliver about 30 for backlog. You can make your mind up what that looks like. You look at, we talked about our level of training activity in our flight training, our FTOs, and I talked about that. That's pretty even because you don't see big swings about that because that's kind of a. You basically book your revenue as you're flying, you don't want huge swings, but I would tell you it's on the increase. When you look at the rest, business aviation training is doing very well because business aircraft training is on a high. We're in our Q2.
That's seasonably the low quarter, so you would expect it to go in Q3, Q4. Then you have commercial. Commercial is the one that is the wild card because that's the one, as Sonya was saying, that is really exposed to the variability in the vaccination rates and border restrictions. That's the one that caused the most headache in predictability. U.S., doing great. Doing really good. Europe, still low, but we're seeing signs of promise there. Asia, well, I think it's tied to the vaccination rates. I guess that's the best crystal ball I can give you.
Okay, great. The SAS and WestJet go into effect now, basically?
Well, no.
Well, the agreements are signed, and we're going to build the simulators to deploy.
Okay. Thank you.
Our next question comes from Cameron Doerksen with National Bank Financial. Please proceed.
Yeah. Thanks very much. Good afternoon. Just one question from me. I'm just wondering if you can expand a little bit more on the latest R&D program that you've announced. I know you've kind of highlighted the advanced air mobility and AI and some other things in there. Just wonder if you can provide any more specifics, and just wondering what kind of new capabilities are you looking to develop at CAE that maybe you didn't have before or maybe that you were underrepresented in before?
Well, a lot of it is to do with furthering the core competencies that we have. Some is in new areas, specifically like development of capabilities among urban air vehicles. We are talking about electric hybrid aircraft, green technologies, that is another one. Others are continuing the path we were on everything digital in our business, basically using data, using the data that we get from our business to basically develop technologies to allow us to be more important to our customer base and get data-enabled revenue streams from that. A lot of it has to do with furthering our expertise around the experts in the world in creating these synthetic environments that are so important to warfare specifically. That is what I talked about specifically, one of the great outcomes coming out of the acquisition of L3Harris, is we now have strong capabilities in all five domains.
Because the military is now focused on basically preparing for a near-peer fight, because again, what does the military do when they're not in operations? Well, they train for operations, they train for war. What do they train for? They train for what they call the near-peer fight. The near-peer fight is one that you can only really do virtually, and in order to be able to do that, you have to create an environment, which is a synthetic environment in which the military can exercise in. We are world-class at that. Again, nothing stands still in life, and we basically continue to invest in R&D to make sure that we continue to hone those skills that make us the best in the world, and more relevant to our customers. Those are some of the things that I was talking about.
Okay. No, that's helpful. Thanks very much.
Our next question comes from Benoit Poirier with Desjardins Capital Markets. Please proceed.
Yes. Good morning. Good afternoon, everyone. During the quarter, we've seen some big aircraft orders. Could those initial steps, could they lead to some sizable training opportunities?
Well, for sure, Benoit. As we said before, to the extent that they're going to translate into incremental deliveries, and you see, as I was mentioning, Airbus increasing their production rates, then that's going to inevitably result in more simulators needed in the market. We fully expect to maintain our market lead. Specifically, we've gotten even more a lead in that market with the acquisition of TRU, so I think that will be good for us as well, and training market as well. They're going to need incremental capacity, whether that gets deployed in terms of simulators or basically outsourced training.
Okay. Sonya, with respect to your increased CapEx guidance this year, could you maybe provide some color on how it will flow to a return on capital employed matrix over time, and whether the ramp-up in accretive contribution is over a few years?
Absolutely. As we were talking, and great examples, is that these are all market-led contract secured opportunities. That means the ramp-up is much faster. Now, there's some commercial, of course, as we've talked about in some of the contracts that we've signed, but also a good amount of investment in business jet side, and deploying them to our network in line with that strong demand, and that market that's recovering nicely. The growth CapEx, organic growth CapEx, is the most accretive capital that we deploy. Generally, we've seen historically, and in what we see ahead, have a high incremental return on capital. Often within the first couple of years, they're in the 20%-30% return on capital range. This is very much in line with those metrics and those expectations.
Thank you. That's it.
Thank you.
Thank you.
There are no further questions at this time.
Operator, if there are any further questions, what do people need to press?
As a reminder, to register a question, please press the one four on your telephone. We do have a question from Noah Poponak with Goldman Sachs. Please proceed.
Hi. Thanks for that because I missed the one four instruction the first time. Good afternoon, everybody.
Thanks, Noah. We got your email. Thank you.
Awesome. I had understood your prior comments to suggest that with a quarter under your belt here, civil a little firmer, biz jet a lot firmer, the L3 deal closed, that you would maybe be providing more formal guidance and outlook commentary this quarter. I'm just curious, did I interpret that incorrectly, or did Delta variant or the end market keep you from doing that? When do you think you might have enough visibility to provide a more formal outlook?
No, I think you're right, Noah. That's what we said. When we were there last quarter at the same time, I fully expected to be able to provide more specifics to that. To what level of specifics? To be honest, more than now. I don't know how much more. Look, the reality is that I think we're basically not alone in this. To me, we still don't have enough visibility of the recovery and vaccination, and basically result in reduction in travel restrictions out of that market. Even Europe is a bit challenging to predict right now. I know enough to be able to predict that we're going to see strong growth, and specifically in the back half. We're in a seasonably low quarter now for flying activity. This year, if I talk about commercial aviation, that's no different than any other year.
Somewhat affected by COVID. The traditional patterns that we see where airlines in the summer are flying in the Western Hemisphere and they're not training, we see some of that. That's going to recover in Q3 or Q4. To provide any guidance that's going to be, to me, that I can really hang my hat on, that it's neither going to be over the top or underwhelming, I need more specifics. We tend to be, and I think we've always been that way, a bit conservative with regards to providing any outlook on that basis.
Has the actual business not evolved quite how you thought it would in terms of utilization rate or order flow or customer activity? Or is this really that COVID has progressed in a way that just hasn't become as incrementally visible as you thought it might?
I think the latter.
Okay.
It's basically that. The business is going the way I would've anticipated it.
Okay.
Business aircraft, in fact, business aircraft is doing better, specifically in the U.S.
Right. Okay. That's a good clarification. Marc, you've mentioned a few times how you're in the seasonally light quarter for civil, and we can see that in the model going back over time. That's usually the case. It's not always the case, but it's usually the case. Are you expecting that to be the case this year? You have the normal seasonality, but then you just have the working off the very low base that COVID has created. Are you expecting that to be the case?
No, definitely. That's going to be the case. I can tell you that's the case right now in business aircraft. Even though we have a lot of training going on, it's not as much training as we could. The reason for that is because the level of flying activity is higher than it was prior to COVID. When pilots are flying, they're not training.
Right.
I'm a business aircraft pilot myself, and I can tell you, it takes time. You really got to plan to be able to manage your schedule and book off a week to go and do training, which is what you have to do. We see those dynamics, and we expect to see it again this year. It's somewhat skewed, as mentioned, by COVID, but the seasonal pattern still is there.
Okay.
That's part of the reason why we're basically giving more of the growth towards the back half.
Got it.
By the way, as well, I would comment that we're going to see the seasonal variability with regards to our deliveries as well, because same as last year or every year, we have shut down in our factory, and this year we really shut it down and for an extended period because of COVID-related issues. That means you're not building simulators. When we talk about 30 simulators for the year, you're going to be more skewed to the back half, even though they're coming from backlog.
Makes sense. I'm just going to sneak in one more. I'm a little surprised by the rate of change in Civil EBIT dollars compared to revenue dollars sequentially, just given biz jet is stronger and that's higher margin, and then typically with the utilization rate, or we've seen with the utilization rate being kind of flat-ish sequentially, that that's the phenomenon of the JVs that you have that flow through EBIT differently than revenue dollars. Is there a way to help me square up the variance there?
Maybe Sonya, you want to reply?
Yeah. On the margin front, it's really a question of mix. Q4 had a very strong BAT contribution or proportion. BAT with the highest margin kind of creates some volatility in the margins and as we have discussed with the JVs. In terms of the top and the bottom line, both top and bottom line growth on both sides, and several variables here. You saw growth from utilization and also on the cost side you saw growth or profitability growth coming from the cost savings, right? A lot of the restructuring program is across the board on the company, but a large proportion goes to the civil side. You also saw that the deliveries were lower quarter-over-quarter, right? Some progress on those fronts, you had a bit of lower deliveries in Q1 versus Q4.
Okay. I'll leave it there. Thanks so much.
Great. Operator, I want to thank everyone from the financial community for participating and for their questions. With the time remaining, we'll open the lines to members of the media should there be any additional questions from members of the media. We're ready to take those.
As a reminder, to register a question, please press the one four on your telephone.
Okay, well, if there are no questions remaining, we'll conclude the call. Again, thank everyone for joining us today. A transcript of today's call can be found later this afternoon on the CAE's website. Thank you.
That does conclude the conference call for today. We thank you for your participation and ask that you please disconnect your line. Have a great day, everyone.