tain the best possible talent. Fostering a
healthy, collaborative culture with a team
that is fully engaged has helped MHI reach
its current level of success in just 10 years.
“Never take for granted the importance of
company culture and employee engage-
ment. You get the workforce you deserve,”
McCarthy emphasized.
STRONG RELATIONSHIPS
ACROSS THE INDUSTRY
The same holds true for relationships with
the parent company, the industry, supplier
partners, academia and the various levels
of government. “What we have accom-
plished could never be done on our own.
It’s the strength of our relationships and
the commitment of everyone working
towards a common goal that has us po-
sitioned to play a larger role in the North
American aerospace industry.”
The confidence that MHI’s parent com-
pany has shown in its Canadian facility is
another source of pride. It spoke volumes
when MHI Japan’s executive team hand-
ed over the reins to a local Canadian who
would lead the company’s transformation,
McCarthy said. “Right up to Mr. Hideaki
Omiya, MHI Chairman of the Board, they
have continually demonstrated this confi-
dence, allowing me the autonomy to ex-
ecute in line with MHI in Japan and provid-
ing me with the highest level of support to
grow the business.”
As MHI Canada Aerospace heads into a fu-
ture filled with promise, there’s an under-
standing that maintaining their competi-
tive edge is going to be imperative.
“We need to stay in front of the curve,
seeking opportunities and executing on
continuous improvement and innovation
and advanced manufacturing processes,”
McCarthy explained. “We need to offer
OEMs something better or unique.”
products/air.html
FEBRUARY 2017
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business elite canada 41
