Embraer held its fourth annual investor meeting on November 20-21, 2003 in São José dos Campos, Brazil. Maurício Botelho, Embraer's President and CEO, discussed the company's focus on growing and diversifying its business globally. This includes expanding its commercial aircraft portfolio, growing its customer service business, and increasing its international presence through partnerships and acquisitions. Botelho also highlighted Embraer's commitment to social responsibility, training programs, and strong corporate governance.
RI Institutional Presentation December 2011Embraer RI
This document provides an overview of a global aerospace company. [1] It has a broad portfolio of commercial, executive, and defense aircraft and has operated since 1969. [2] The company has a strong global presence with factories and offices around the world. [3] Financial information shows solid performance with increasing revenues and a large backlog of orders.
Mandhana Industries Limited is a multi-divisional, multi-geographical textile and garment player with a presence across India and over 25 other countries. It has experienced strong growth over the past 5 years with a revenue CAGR of 36.54% and profit CAGR of 36.14%. The company manufactures textiles and garments through various processes along the value chain.
2005 - Chinese Market Presentation May 2005Embraer RI
This document discusses Embraer's commitment to the regional aviation market in China. It summarizes Embraer's presence in China through industrial cooperation to manufacture aircraft, a spare parts center in Beijing, and an ERJ145 simulator in Zhuhai. The document also analyzes opportunities for regional jets in China's developing regional aviation market in areas like rightsizing aircraft, developing new shuttle routes, and improving connectivity to Hong Kong and Macau.
Morson is a UK-based technical recruitment company founded in 1969 with over £0.5 billion in annual turnover. It has national office locations across the UK and internationally in Germany, Italy, Serbia, the USA, UAE, Colombia, Brazil, and Australia. Morson focuses on recruiting for industries including automotive, aerospace, construction, power/utilities, oil/gas, and more. It prides itself on its core values of customer focus, community contribution, and developing its people.
Experian is a leading global information services company that provides data and analytical tools. It has annual revenue of $4.5 billion, 17,000 employees in 44 countries, and the largest markets are the US, Brazil, and UK. Experian has a market capitalization of £9 billion and ranks 40th on the FTSE 100 index. The company's strategic objectives are to extend its global lead in credit information and analytics, build businesses in new customer segments, build large-scale operations in major emerging economies, become a global leader in digital marketing services, and become the most trusted consumer brand for credit and identity protection services.
2002* Aviation Day Organizado Pelo Banco ItaúEmbraer RI
The aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. Embraer invests heavily in technology like virtual reality and digital mock-ups to reduce development cycles. It also invests over $60 million annually in training and has over 11,000 employees, with 29% having graduate degrees. Embraer has a global customer base in over 58 countries and operations in several countries. It requires significant cash investments, but partners help share risks. Embraer showed flexibility by adjusting production and laying off 1,800 employees in response to market changes after 9/11.
2006* Farnborough Airshow ApresentaçãO AviaçãO ExecutivaEmbraer RI
This presentation discusses the business aviation market and Embraer's vision. It provides forecasts for market growth between 2005-2015 with the business aviation market expected to reach $35.3 billion. It also provides a forecast for aircraft deliveries by category between 2006-2015 totaling around 9,680 executive jets worth $144 billion. Embraer's vision is to become a major player in the business aviation market within 10 years by providing innovative product and service solutions with added value for customers and shareholders. An update is also given on the LegacyTM 600 program.
This document provides information and guidance for sales executives to identify potential customers and increase sales. It includes:
- Characteristics to rate customers on a scoring system based on their revenue profile, sales metrics, product mix/attachment rates, industry leadership, and brand name. This determines their tier and sales priority.
- Directions on how to obtain customer and sales data from CRM systems, contact information, and number of customer seats to analyze accounts.
- Examples of analyzing existing customers' accounts based on the rating system which identified initial results from strategic sales initiatives targeting high potential customers.
RI Institutional Presentation December 2011Embraer RI
This document provides an overview of a global aerospace company. [1] It has a broad portfolio of commercial, executive, and defense aircraft and has operated since 1969. [2] The company has a strong global presence with factories and offices around the world. [3] Financial information shows solid performance with increasing revenues and a large backlog of orders.
Mandhana Industries Limited is a multi-divisional, multi-geographical textile and garment player with a presence across India and over 25 other countries. It has experienced strong growth over the past 5 years with a revenue CAGR of 36.54% and profit CAGR of 36.14%. The company manufactures textiles and garments through various processes along the value chain.
2005 - Chinese Market Presentation May 2005Embraer RI
This document discusses Embraer's commitment to the regional aviation market in China. It summarizes Embraer's presence in China through industrial cooperation to manufacture aircraft, a spare parts center in Beijing, and an ERJ145 simulator in Zhuhai. The document also analyzes opportunities for regional jets in China's developing regional aviation market in areas like rightsizing aircraft, developing new shuttle routes, and improving connectivity to Hong Kong and Macau.
Morson is a UK-based technical recruitment company founded in 1969 with over £0.5 billion in annual turnover. It has national office locations across the UK and internationally in Germany, Italy, Serbia, the USA, UAE, Colombia, Brazil, and Australia. Morson focuses on recruiting for industries including automotive, aerospace, construction, power/utilities, oil/gas, and more. It prides itself on its core values of customer focus, community contribution, and developing its people.
Experian is a leading global information services company that provides data and analytical tools. It has annual revenue of $4.5 billion, 17,000 employees in 44 countries, and the largest markets are the US, Brazil, and UK. Experian has a market capitalization of £9 billion and ranks 40th on the FTSE 100 index. The company's strategic objectives are to extend its global lead in credit information and analytics, build businesses in new customer segments, build large-scale operations in major emerging economies, become a global leader in digital marketing services, and become the most trusted consumer brand for credit and identity protection services.
2002* Aviation Day Organizado Pelo Banco ItaúEmbraer RI
The aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. Embraer invests heavily in technology like virtual reality and digital mock-ups to reduce development cycles. It also invests over $60 million annually in training and has over 11,000 employees, with 29% having graduate degrees. Embraer has a global customer base in over 58 countries and operations in several countries. It requires significant cash investments, but partners help share risks. Embraer showed flexibility by adjusting production and laying off 1,800 employees in response to market changes after 9/11.
2006* Farnborough Airshow ApresentaçãO AviaçãO ExecutivaEmbraer RI
This presentation discusses the business aviation market and Embraer's vision. It provides forecasts for market growth between 2005-2015 with the business aviation market expected to reach $35.3 billion. It also provides a forecast for aircraft deliveries by category between 2006-2015 totaling around 9,680 executive jets worth $144 billion. Embraer's vision is to become a major player in the business aviation market within 10 years by providing innovative product and service solutions with added value for customers and shareholders. An update is also given on the LegacyTM 600 program.
This document provides information and guidance for sales executives to identify potential customers and increase sales. It includes:
- Characteristics to rate customers on a scoring system based on their revenue profile, sales metrics, product mix/attachment rates, industry leadership, and brand name. This determines their tier and sales priority.
- Directions on how to obtain customer and sales data from CRM systems, contact information, and number of customer seats to analyze accounts.
- Examples of analyzing existing customers' accounts based on the rating system which identified initial results from strategic sales initiatives targeting high potential customers.
The document provides an overview of Embraer's business segments including commercial aviation, defense markets, and corporate aircraft markets. Some key points:
- Embraer has experienced strong commercial aviation backlog growth and geographic diversification of its customer base. It aims to further diversify into defense and business jet markets.
- For the defense market, Embraer seeks to market existing programs, explore partnerships, and develop new alliances to pursue growth.
- In the corporate aircraft market, Embraer's Legacy aircraft represents value for customers in performance, cost efficiency, and reliability, targeting the supermidsize category.
- Embraer is establishing an industrial facility in Jacksonville, FL to qualify
Embraer's aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. The company invests heavily in research and development to support high technology. Over 25% of Embraer's 11,048 employees are engineers. Embraer has a global customer base of over 58 countries on 5 continents. The business requires significant cash investments, over $1 billion in the last 5 years alone. Embraer has demonstrated flexibility in adjusting production levels in response to market changes.
Embraer's aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. The company invests heavily in research and development to support high technology, such as virtual reality modeling. It also invests in training and developing its large workforce. Embraer has a global customer base and operates worldwide. Developing new aircraft requires significant cash investments, which Embraer obtains through partnerships and capital market offerings. The company demonstrates flexibility by adjusting production levels in response to market demand changes.
2002* 2002 Farnborough Air Show Five Pillars Of Aerospace BusinessEmbraer RI
This presentation discusses Embraer's business strategies and performance. It notes that Embraer relies on 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. It highlights Embraer's investments in areas like virtual reality, digital modeling, and training. Statistics are provided on Embraer's workforce, global customers and operations, investments, and production flexibility.
2008* Embraer Day Ny Resultados Em Us Gaap 4 T07Embraer RI
Embraer reported strong financial results for 2007. Net income increased 27% to $489 million on record net revenues of $5.2 billion, up 38% from 2006. Firm order backlog reached a historic high of $18.8 billion, up 27% from 2006. Embraer delivered a record 169 aircraft during the year and maintained its guidance of delivering between 165-170 aircraft. The company also invested heavily in research and development, capital expenditures and hiring over 4,500 new employees to support continued growth.
IR Institucional Presentation - March 2013Embraer RI
The document summarizes Embraer's commercial and defense businesses. On the commercial side, it discusses Embraer's E-Jet family of commercial aircraft and growing customer base. It also outlines Embraer's portfolio of executive jets and growth in the pre-owned market. For defense, it highlights Embraer's A-29 Super Tucano aircraft, KC-390 military transport program, and aircraft modernization projects. The document indicates growing markets and order backlogs for both commercial and defense products.
This presentation discusses Embraer, the fourth largest commercial aircraft manufacturer. It highlights Embraer's leading aerospace products and technology, strong global customer base, and financial performance. The presentation summarizes Embraer's commercial, corporate and defense markets, including its regional jet families and order books. It also describes key aspects of Embraer's business model, including its emphasis on high technology, qualified workforce, global operations, cash intensiveness, and flexibility.
Csfb & Aviation Week Aerospace & Defense Finance ConferenceEmbraer RI
This presentation from Embraer provides an overview of the company's commercial and defense businesses. Some key points:
- Embraer is the 4th largest commercial jet manufacturer and a leader in aerospace technology.
- Their commercial aircraft families include the ERJ 135/140/145 and the newer E-Jet 170/190, with over 1,000 total orders.
- Embraer also provides defense products like the Super Tucano and has orders for aircraft like the KC-390.
- The company has experienced strong financial performance in recent years with increasing net sales, EBITDA, and net income margins.
- Embraer delivered 202 aircraft and 2 Phenom jets in 2008, meeting its guidance and seeing record yearly deliveries. Net revenues were $6.4 billion.
- The order backlog increased 11% to a record $20.9 billion in 2008. EBIT margin was 8.5% and net income was $389 million.
- While forecasts for 2009 were reduced due to the economic downturn, Embraer has implemented cost control measures like payroll reductions to maintain profitability.
Embraer had a strong financial performance in 2008. Net revenues increased 21% to $6.3 billion due to record aircraft deliveries of 202 jets. The firm order backlog reached a historic high of $20.9 billion, up 11% from 2007. EBIT margin was 8.5% and net income was $489 million, despite challenging market conditions that required cost cutting measures and guidance revisions. Embraer expects continued financial strength due to its diversified portfolio and experienced management team.
This document provides a summary of an aircraft manufacturer:
1) The company was established in 1969 and has operations across four segments, including commercial and executive aviation, defense, and security. It has a global footprint and diversified customer base.
2) It has a strong balance sheet with a net cash position and investment grade ratings. The management team is highly experienced.
3) The company has a broad portfolio of commercial and executive aircraft, and is a leading supplier of regional jets between 30-120 seats. It has over 6,800 aircraft on order and forecasts strong future demand for its aircraft.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
The document provides information about Embraer's investor relations contact information and job openings. It then summarizes Embraer's business strategies and goals in commercial aviation, executive aviation, and defense and security. Charts show aircraft deliveries and order backlogs. Financial data is presented on revenues, revenues by segment and region, and the revenue outlook. Market share and competition in different aircraft size segments are discussed.
[/SUMMARY]
2005* Merrill Lynch 7th Annual Global Industries Conference Embraer Present...Embraer RI
Merrill Lynch 7th Annual Global Industries Conference in May 2005. Luís Carlos Affonso, Senior Vice President of Embraer, discusses Embraer's product portfolio including their regional jets, military aircraft, and plans to enter the business jet market. Embraer has a global presence and focuses on high technology, qualified personnel, and customer satisfaction. Their regional jets have performed well and Embraer forecasts continued jet deliveries and a growing backlog of orders. Embraer also aims to be a major player in business aviation within 10 years by providing innovative products and services.
03 27 2009 I Fourth Quarter Results Us GaapEmbraer RI
- The document provides financial results and performance metrics for Embraer for FY2008. It discusses increases in order backlog, deliveries, revenues, and net income compared to previous years. Forecasts were revised downward in November 2008 and February 2009 in response to the economic downturn. Embraer has taken actions to control expenses through payroll reductions, spending cuts, and postponing capital expenditures.
The document provides information about Embraer, a Brazilian aerospace company. It includes Embraer's investor relations contact information and discusses the company's business strategy, aircraft deliveries, revenues, order backlog, commercial and executive jet product portfolios and customer bases, and market outlook. Charts show historical and projected data on revenues, deliveries, order book, and market share. The summary highlights Embraer's focus on organic growth, margin improvement, and business diversification across its commercial, executive, and defense segments.
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
2002 - 2002 Morgan Stanley Aerospace & Defense ConferenceEmbraer RI
- Morgan Stanley held an aerospace and defense conference on September 19, 2002 which Embraer President Maurício Botelho presented at
- Embraer highlighted its strengths including being a leading aircraft manufacturer with a global customer base and $23.8 billion in backlog
- The company discussed focusing on commercial, executive, and defense aircraft segments as well as aftermarket services
- Embraer aims to diversify geographically and across business segments through organic growth and opportunities
Derbigum is a 77-year old, family owned Belgian roofing manufacturer with 400 employees. It has been active in green innovations since 1998 and obtaining ISO 14000 and EMAS certifications. Recent innovations include Derbibrite, a passive cooler launched in 2007, Derbisolar flexible photovoltaic membranes launched between 2009-2013, and Derbipure launched in 2010. Derbigum evaluates its green innovation strategy through metrics like the number of new products launched and their sales. Its next steps are making buildings smarter through new low-slope roof energy solutions and further developing products with lower environmental impact.
This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader.
2) In 2015, Embraer's order backlog was $22.5 billion, with 95-100 E-Jet deliveries expected.
3) Embraer forecasts 6,350 new 70-130 seat jet deliveries globally between 2015-2034 worth $300 billion.
5.0 embraer day ny march2016 defense r.15Embraer RI
This document provides an overview of Embraer's Defense & Security Aviation division, including highlights from 2015 and information on major programs. It discusses the KC-390 flight test campaign progress, financial results, key defense programs like the Gripen NG and Brazilian satellite, and international exposure through contracts in countries like the UK. The document outlines revenue, backlog, impacts from currency fluctuations, and expansion of service and support activities. It presents Embraer as offering an integrated portfolio of solutions including aircraft, satellites, radar, and mission systems.
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Similar to 2003* 4o. Encontro Anual De Investidores Da Embraer EstratéGia Corporativa (DisponíVel Apenas Em InglêS)
The document provides an overview of Embraer's business segments including commercial aviation, defense markets, and corporate aircraft markets. Some key points:
- Embraer has experienced strong commercial aviation backlog growth and geographic diversification of its customer base. It aims to further diversify into defense and business jet markets.
- For the defense market, Embraer seeks to market existing programs, explore partnerships, and develop new alliances to pursue growth.
- In the corporate aircraft market, Embraer's Legacy aircraft represents value for customers in performance, cost efficiency, and reliability, targeting the supermidsize category.
- Embraer is establishing an industrial facility in Jacksonville, FL to qualify
Embraer's aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. The company invests heavily in research and development to support high technology. Over 25% of Embraer's 11,048 employees are engineers. Embraer has a global customer base of over 58 countries on 5 continents. The business requires significant cash investments, over $1 billion in the last 5 years alone. Embraer has demonstrated flexibility in adjusting production levels in response to market changes.
Embraer's aerospace business is supported by 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. The company invests heavily in research and development to support high technology, such as virtual reality modeling. It also invests in training and developing its large workforce. Embraer has a global customer base and operates worldwide. Developing new aircraft requires significant cash investments, which Embraer obtains through partnerships and capital market offerings. The company demonstrates flexibility by adjusting production levels in response to market demand changes.
2002* 2002 Farnborough Air Show Five Pillars Of Aerospace BusinessEmbraer RI
This presentation discusses Embraer's business strategies and performance. It notes that Embraer relies on 5 pillars: high technology, qualified people, global business, cash intensiveness, and flexibility. It highlights Embraer's investments in areas like virtual reality, digital modeling, and training. Statistics are provided on Embraer's workforce, global customers and operations, investments, and production flexibility.
2008* Embraer Day Ny Resultados Em Us Gaap 4 T07Embraer RI
Embraer reported strong financial results for 2007. Net income increased 27% to $489 million on record net revenues of $5.2 billion, up 38% from 2006. Firm order backlog reached a historic high of $18.8 billion, up 27% from 2006. Embraer delivered a record 169 aircraft during the year and maintained its guidance of delivering between 165-170 aircraft. The company also invested heavily in research and development, capital expenditures and hiring over 4,500 new employees to support continued growth.
IR Institucional Presentation - March 2013Embraer RI
The document summarizes Embraer's commercial and defense businesses. On the commercial side, it discusses Embraer's E-Jet family of commercial aircraft and growing customer base. It also outlines Embraer's portfolio of executive jets and growth in the pre-owned market. For defense, it highlights Embraer's A-29 Super Tucano aircraft, KC-390 military transport program, and aircraft modernization projects. The document indicates growing markets and order backlogs for both commercial and defense products.
This presentation discusses Embraer, the fourth largest commercial aircraft manufacturer. It highlights Embraer's leading aerospace products and technology, strong global customer base, and financial performance. The presentation summarizes Embraer's commercial, corporate and defense markets, including its regional jet families and order books. It also describes key aspects of Embraer's business model, including its emphasis on high technology, qualified workforce, global operations, cash intensiveness, and flexibility.
Csfb & Aviation Week Aerospace & Defense Finance ConferenceEmbraer RI
This presentation from Embraer provides an overview of the company's commercial and defense businesses. Some key points:
- Embraer is the 4th largest commercial jet manufacturer and a leader in aerospace technology.
- Their commercial aircraft families include the ERJ 135/140/145 and the newer E-Jet 170/190, with over 1,000 total orders.
- Embraer also provides defense products like the Super Tucano and has orders for aircraft like the KC-390.
- The company has experienced strong financial performance in recent years with increasing net sales, EBITDA, and net income margins.
- Embraer delivered 202 aircraft and 2 Phenom jets in 2008, meeting its guidance and seeing record yearly deliveries. Net revenues were $6.4 billion.
- The order backlog increased 11% to a record $20.9 billion in 2008. EBIT margin was 8.5% and net income was $389 million.
- While forecasts for 2009 were reduced due to the economic downturn, Embraer has implemented cost control measures like payroll reductions to maintain profitability.
Embraer had a strong financial performance in 2008. Net revenues increased 21% to $6.3 billion due to record aircraft deliveries of 202 jets. The firm order backlog reached a historic high of $20.9 billion, up 11% from 2007. EBIT margin was 8.5% and net income was $489 million, despite challenging market conditions that required cost cutting measures and guidance revisions. Embraer expects continued financial strength due to its diversified portfolio and experienced management team.
This document provides a summary of an aircraft manufacturer:
1) The company was established in 1969 and has operations across four segments, including commercial and executive aviation, defense, and security. It has a global footprint and diversified customer base.
2) It has a strong balance sheet with a net cash position and investment grade ratings. The management team is highly experienced.
3) The company has a broad portfolio of commercial and executive aircraft, and is a leading supplier of regional jets between 30-120 seats. It has over 6,800 aircraft on order and forecasts strong future demand for its aircraft.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
The document provides information about Embraer's investor relations contact information and job openings. It then summarizes Embraer's business strategies and goals in commercial aviation, executive aviation, and defense and security. Charts show aircraft deliveries and order backlogs. Financial data is presented on revenues, revenues by segment and region, and the revenue outlook. Market share and competition in different aircraft size segments are discussed.
[/SUMMARY]
2005* Merrill Lynch 7th Annual Global Industries Conference Embraer Present...Embraer RI
Merrill Lynch 7th Annual Global Industries Conference in May 2005. Luís Carlos Affonso, Senior Vice President of Embraer, discusses Embraer's product portfolio including their regional jets, military aircraft, and plans to enter the business jet market. Embraer has a global presence and focuses on high technology, qualified personnel, and customer satisfaction. Their regional jets have performed well and Embraer forecasts continued jet deliveries and a growing backlog of orders. Embraer also aims to be a major player in business aviation within 10 years by providing innovative products and services.
03 27 2009 I Fourth Quarter Results Us GaapEmbraer RI
- The document provides financial results and performance metrics for Embraer for FY2008. It discusses increases in order backlog, deliveries, revenues, and net income compared to previous years. Forecasts were revised downward in November 2008 and February 2009 in response to the economic downturn. Embraer has taken actions to control expenses through payroll reductions, spending cuts, and postponing capital expenditures.
The document provides information about Embraer, a Brazilian aerospace company. It includes Embraer's investor relations contact information and discusses the company's business strategy, aircraft deliveries, revenues, order backlog, commercial and executive jet product portfolios and customer bases, and market outlook. Charts show historical and projected data on revenues, deliveries, order book, and market share. The summary highlights Embraer's focus on organic growth, margin improvement, and business diversification across its commercial, executive, and defense segments.
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
2002 - 2002 Morgan Stanley Aerospace & Defense ConferenceEmbraer RI
- Morgan Stanley held an aerospace and defense conference on September 19, 2002 which Embraer President Maurício Botelho presented at
- Embraer highlighted its strengths including being a leading aircraft manufacturer with a global customer base and $23.8 billion in backlog
- The company discussed focusing on commercial, executive, and defense aircraft segments as well as aftermarket services
- Embraer aims to diversify geographically and across business segments through organic growth and opportunities
Derbigum is a 77-year old, family owned Belgian roofing manufacturer with 400 employees. It has been active in green innovations since 1998 and obtaining ISO 14000 and EMAS certifications. Recent innovations include Derbibrite, a passive cooler launched in 2007, Derbisolar flexible photovoltaic membranes launched between 2009-2013, and Derbipure launched in 2010. Derbigum evaluates its green innovation strategy through metrics like the number of new products launched and their sales. Its next steps are making buildings smarter through new low-slope roof energy solutions and further developing products with lower environmental impact.
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This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader.
2) In 2015, Embraer's order backlog was $22.5 billion, with 95-100 E-Jet deliveries expected.
3) Embraer forecasts 6,350 new 70-130 seat jet deliveries globally between 2015-2034 worth $300 billion.
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This document provides an overview of Embraer's Defense & Security Aviation division, including highlights from 2015 and information on major programs. It discusses the KC-390 flight test campaign progress, financial results, key defense programs like the Gripen NG and Brazilian satellite, and international exposure through contracts in countries like the UK. The document outlines revenue, backlog, impacts from currency fluctuations, and expansion of service and support activities. It presents Embraer as offering an integrated portfolio of solutions including aircraft, satellites, radar, and mission systems.
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This document provides an overview and highlights of Embraer, a Brazilian aerospace company, and its E-Jets aircraft family. Some key points:
- Embraer had record backlog and deliveries in 2015 and received 176 new orders. The E2 series is in development.
- Financial results have been strong with rising revenues and deliveries between 2009-2015.
- The E-Jets have captured over half of the market share and outsold competitors, with over 1,200 delivered to 70 airlines in 50 countries.
- The E2 series is expected to provide fuel burn reductions of 16-24% per seat compared to previous models.
Embraer provides an overview of its executive jet business. It has experienced healthy business growth with a CAGR of 21% from 2002-2015. It now has a global footprint with over 975 jets delivered to over 60 countries. The document discusses Embraer's product portfolio and the market for executive jets, forecasting strong future growth in the small and medium jet segments. It highlights key achievements and models in Embraer's line-up, including high delivery and sales numbers for the Phenom 100E, Phenom 300, Legacy 450/500, and Lineage 1000E.
The document outlines the agenda for Embraer Day 2016 in Brazil, including presentations on 2015 results and 2016 guidance, commercial and executive aviation, defense and security, and Q&A sessions. Presenters include the Director of Investor Relations, President & CEO, Executive Vice President & CFO, and presidents of the commercial aviation, executive jets, and defense and security divisions. A cocktail reception follows from 5-7pm at the hotel.
This document provides an earnings results presentation for Embraer for 4Q15 and FY2015. It summarizes key financial highlights including a backlog of $22.5 billion, free cash flow generation of $178 million, and net revenues of $5.93 billion. It also outlines deliveries, financial results, segment performance, expenses, cash flow, debt profile, and the 2016 outlook with projected net revenues of $6-6.4 billion and EBITDA of $800-870 million.
The document provides an overview of Embraer's defense and security division, including its products and programs. Key points discussed include the KC-390 transport aircraft program, sales of the Super Tucano aircraft, and efforts to adjust programs in response to budget cuts from the Brazilian government. The document outlines Embraer's focus on finalizing KC-390 development, improving efficiency, boosting international sales, and adapting to the Brazilian budget situation.
This document provides an overview of the business jet market and Embraer's position within it. It discusses factors influencing the market recovery, including corporate profits, wealth levels, and used aircraft prices. Forecasts indicate slow but steady growth over the next decade. Embraer aims to strengthen its presence in light and midsize categories with new models and upgrades. Services are expanding with a new service center in São Paulo.
This document provides an overview of Embraer's corporate and business strategy, financial performance, product portfolio, and market outlook. Key points include organic growth and margin enhancement through new product lines; diversifying revenues and expanding customer base; improving market share and margins through product focus and customer support. Charts show growing order backlog, revenues, and aircraft deliveries as well as market forecasts through 2034 for 70-130 seat aircraft demand.
This document provides an overview of Embraer's corporate and business strategy, financial performance, commercial and executive jet portfolios and market outlook. The key points are:
- Organic growth, margin enhancement, business diversification and product strategy are priorities.
- Firm order backlog was $22.1 billion in 3Q15 with planned commercial jet deliveries of 95-100 E-Jets.
- Net revenues for 2015 are forecasted between $5.8-6.3 billion.
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This document summarizes Embraer's comprehensive product portfolio and strong growth over the past decade. Some key points include:
- Embraer has experienced 20% compound annual growth rate (CAGR) since 2002 and has grown its market share from 2.7% to 16.5% for executive aviation deliveries.
- It has a global footprint with over 70 service centers worldwide supporting more than 900 aircraft in 60 countries.
- Embraer consistently ranks highly in worldwide customer support and satisfaction surveys.
This document provides an overview of Embraer's corporate and business strategy, financial performance, commercial jet programs, and market outlook. Key points include growing revenues through new product launches like the E2 family, expanding the customer base globally, and forecasting strong demand in the commercial and executive jet markets with over 9,000 jet deliveries projected from 2015-2024.
This document contains Embraer's earnings results for the 3rd quarter of 2015. It highlights strong order backlog and aircraft deliveries. Net revenues increased compared to the same period last year. Income from operations and EBITDA margins were in line with expectations. However, net income was negative due to currency fluctuations. Research, development and capital expenditures remained on track with annual targets.
This document summarizes Embraer's business growth and global expansion over the past decade. Some key points include:
- Embraer has experienced 20% compound annual growth rate (CAGR) since 2002, increasing its market share of deliveries from 2.7% to 16.5%.
- It has a global footprint with 74 service centers worldwide and over 900 jets in service across 60 countries.
- Embraer has consistently ranked highly in worldwide customer support and satisfaction surveys.
2015 10 8 emb day - commercial rev-finalEmbraer RI
This document summarizes information about Embraer's commercial aviation business in 2015. It notes that Embraer delivered 122 commercial jets in 2015, had firm orders of 165 aircraft for the year, and expects deliveries of 95-100 and revenues of $3.2-$3.4 billion for 2015. It also provides an overview of Embraer's E-Jets family and the in-development E2 series, which is expected to provide fuel burn reductions of 16-24% per seat compared to current E-Jets models.
- Embraer Defense and Security achieved several accomplishments in recent years including sales of the Super Tucano to the US Air Force and progress on the KC-390 program.
- In 2015, Embraer faced new challenges including a 50% depreciation of the Brazilian real which reduced projected revenue by $1.1-1.25 billion and impacted programs.
- Embraer's main focuses moving forward are finalizing KC-390 development, improving operational efficiency, increasing international sales, and adjusting programs to the Brazilian government's budget.
This document contains Embraer's earnings results for the 3rd quarter of 2015. It highlights strong order backlog and aircraft deliveries. Net revenues increased compared to the same period last year. Income from operations and EBITDA margins were in line with expectations. However, net income was negative due to currency fluctuations. Research, development and capital expenditures remained on track with annual targets.
- Embraer delivered 122 commercial jets in 2015 and has a record backlog of 530 aircraft.
- Revenues in 2015 were between $3.2-3.4 billion, meeting guidance.
- The E-Jets E2 program is on schedule with 640 commitments so far and the E-Jets have a 60% market share in the 70-130 seat segment.
- The E-Jets E2 are expected to have 24% lower fuel burn per seat and 25% lower maintenance costs per seat compared to current E-Jets.
This document provides Embraer's earnings results for the 2nd quarter of 2015. It summarizes key highlights including record backlog, positive free cash flow, and net income. The outlook for 2015 is also revised with increased guidance for net revenues, EBITDA, and EBIT. Overall the document presents Embraer's financial performance and outlook in a favorable light with continued growth.
This document provides an overview of Embraer's corporate and business strategy, including:
- Organic growth, margin enhancement, business diversification, and organic growth through acquisitions.
- Establishing Embraer as the defense house of Brazil and focusing on product strategy, customer base expansion and excellence in customer experience.
- Details on Embraer's commercial jet portfolio, order backlog, revenues, and outlook for 2015 aircraft deliveries.
- Information on the E-Jets family and new E2 models in development.
2003* 4o. Encontro Anual De Investidores Da Embraer EstratéGia Corporativa (DisponíVel Apenas Em InglêS)
1. Embraer
Fourth Annual
Investor Meeting
São José dos Campos
Nov. 20-21, 2003
Maurício Botelho
President & CEO
2. Forward Looking Statement
This presentation includes forward-looking statements or statements about events or
circumstances which have not occurred. We have based these forward-looking statements
largely on our current expectations and projections about future events and financial trends
affecting our business and our future financial performance. These forward-looking
statements are subject to risks, uncertainties and assumptions, including, among other
things: general economic, political and business conditions, both in Brazil and in our
market. The words “believes,” “may,” “will,” “estimates,” “continues,” “anticipates,” “intends,”
“expects” and similar words are intended to identify forward-looking statements. We
undertake no obligations to update publicly or revise any forward-looking statements
because of new information, future events or other factors. In light of these risks and
uncertainties, the forward-looking events and circumstances discussed in this presentation
might not occur. Our actual results could differ substantially from those anticipated in our
forward-looking statements.
2
4. Fundamentals
Aeronautical Industry Fundamentals
High Technology
Qualified People
Global Presence
CUSTOMER
SATISFACTION
Cash Intensiveness
Backbone of our
entrepreneurial action
Flexibility
4
10. Global Presence
Operations in Brazil, United States, Europe, Asia and Australia
USA
Nashville China
Palm Beach Gardens
Fort Lauderdale
France Beijing
Le Bourget Harbin
Singapore
Brazil Singapore
Gavião Peixoto
Botucatu
Australia
Melbourne
São José dos Campos
10
12. Recent Geographic Diversification
Q Acquisition of the assets of Celsius Aerotech
Q JV in China
Q Plans for an assembly line in Jacksonville, FL -
USA
12
13. Joint Venture China
2002 – Chines Market penetration throught a Joint Venture
13
15. Employees
Number of Employees
12,803
12,227
11,048
10,334
8,302
6,737
6,087 4,494
4,319 3,849
94 95 96 97 98 99 00 01 02 Oct 03
April / 97: minimum of 3,200 people
BRAZIL 11,976* AUSTRALIA 09 CHINA 132
USA 482 EUROPE 194 SINGAPORE 10
15
* ELEB employees included
16. Qualified People
Educational Levels
College
Undergraduates
30%
65% 4% Graduates
High School 1% Masters or PhD
Graduates
25% of the employees are engineers
16 Current as of 2002
17. Foccus on Trainnnig
More than US$ 81.5 million invested in
training and development in the last 4 years
US$ million
21 24.5
18 18
1999 2000 2001 2002
In–house courses:
• 18 - month graduate course in Aeronautical Engineering
• 2 - year MBA course focused on international trade
17
18. Comunity
Social & Comunity foccus on Education
Eng. Juarez Wanderley High
School developed for 600
students
Implementing severalprograms
including the Action Plan
concept in public schools
benefiting more than 34,000
students
18
19. Health & Environment
Environment
ISO 14001 Certificate
(Mar/2002)
Health & Security
Certification OHSAS 18001
(Mar/2002)
19
20. Dow Jones Sustainabilly Index
Nominated for the third consecutive year
For the DOW JONES SUSTAINABILITY WORLD INDEX
Recognignition of its corporate
policy sustainabilly through:
Creation of Shareholder Value -
Medium & Long Term
Social & Environment
responsability
Corporate Governance
20
21. Social Report
Employee Benefits 2001 Employee Benefits 2002
US$ 72.4 Million US$ 62.2 Million
Retirement
Health Pharmacy Health Insurance
Insurance 7%
1% 15%
Pharmacy
12% Life 1%
Insurance
Retirement
1% 9%
Life Insurance
1%
Transportation
Transportation
5%
5%
Meals
9% Meals
9%
Profit Profit Sharing Others
Sharing Others 55% 3%
Dental Assistence
59% 6% 1%
Schoolarship
1%
21
23. Corporate Governance
Active Board of Directors & Permanent Fiscal Board :
Board of Directors Composition:
Six representatives indicated by the
Controlling Shareholders & CEO
Two representatives indicated by the
Employees;
Two representatives of the
minoritaries shareholders;
Two governament representatives.
23
27. Reduced Production Cycle
Flexibility incorporated into the production line allowed an
increase in efficiency and decrease in production lead time
Lead Time in Months
8.0
6.0 6.0
5.5
4.9 5.0
3.7 3.5
1996 1997 1998 1999 2000 2001 2002 Sep. 03
27
28. Flexibility
ERJ DELIVERIES
700th
May 2003
600th
May 2002
500th
Sep 2001
400th
Mar 2001
300th
Aug 2000
200th
Dec 1999
100th
Family ERJ 145 Dec 1998
Deliveries
24 12 8 7 6 8 12
28