17 year R&O Technician with SAL covering,PT6,CF34 and the CFM57 engines and also the Verico engines. - R&O Technician StandardAero Employee Review

2.0
Jan 22, 2015
Recommend
CEO approval
Business outlook

Pros

Clean work Enviroment, friendly people.Cross training is always available in other areas.Clean cafeteria with good healthy choices to select from.

Cons

This is where it gets interesting.SAL was once a good place to work....you actually had a career to go to.....but now its just a job.Since DAE purchased SAL,it was all down hill from there.....with wages being frozen,the 2% cost of living gone,very poor wage increases(less than 4%).Yes they certainly brought their own culture to Canada.Poor pension plan,vision care has not kept in line with inflation.....Bonus program......seriously.I know that there are lot of engines out there to be overhauled and only a few in our building......its pretty safe to say that the work is going south.i have never spent so much time on non prod in my history with this company.I have seen so many talented technicians leave the company over the years....all for greener pastures.What i don't understand is why SAL spends so much money on training and development for its employees on cross training.....only to watch them walk out the door over a few more cents an hour.....wow.If the employees are a the back bone of this organization....SAL has alot to learn on how to take much better care of its assets.This ship is the Titanic...and we all know what happened to that.

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5.0
May 24, 2026
Recommend
CEO approval
Business outlook

Pros

Very Supportive and good learning

Cons

A bit slow with new tech

1.0
May 27, 2026
Recommend
CEO approval
Business outlook

Pros

There are still many dedicated employees across the organization who care deeply about the work, customers, and results. Historically, the company benefited from strong institutional knowledge and a collaborative environment that supported operational success.

Cons

In recent years, there has been a noticeable shift in culture and organizational approach following senior leadership changes. This included significant turnover and restructuring that affected both personnel and established processes. As a result, many long-standing practices and experienced team members were replaced or deprioritized quickly, and in some cases without fully retaining institutional knowledge that previously supported efficiency and consistency. This transition has contributed to a decline in morale and trust among portions of the workforce. Communication and employee engagement have also felt more top-down, and the organization has, at times, felt more disconnected from the operational teams who execute the day-to-day work.

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