The document is an investor presentation by Embraer that provides an overview of the company, the airline and corporate jet markets, and Embraer's strategic plans. Some key points:
- Embraer discusses the transition underway in the global airline industry toward more regional jets, low-cost carriers, and network expansion by both.
- Data is presented showing growth in regional jet networks in the US and Europe over time.
- Embraer's strategic focus is on continued diversification across commercial jet sizes and business units like defense.
- A new product family, the E-Jets between 70-110 seats, is introduced to fill a gap in the market and enhance airline networks.
The document discusses strategies in the domestic passenger airline industry. It analyzes the strategies of major airlines including mergers for cost leadership, product differentiation through amenities and technology, and hybrid approaches. Southwest Airlines is highlighted as having a sustainable strategy through cost control and differentiated secondary markets and service offerings. A hybrid strategy is concluded to be most valuable as it incorporates the strengths of both cost leadership and product differentiation.
This document provides information about Embraer, a Brazilian aerospace company. It discusses Embraer's history, founding in 1969 as a government-owned company that became fully private in 1997. It also discusses the commercial aircraft industry's history and current state with four major players: Embraer, Bombardier, Boeing, and Airbus. Embraer focuses on the regional jet market while Boeing and Airbus dominate the large jet market. The document poses questions about the firms' competitive positions and strategies, drivers of Embraer's success, applying Porter's Diamond model to Embraer, airplane product adaptation, and recommendations for Embraer's future strategy.
The airline industry involves transporting people and cargo by air on a global scale. It encompasses aircraft manufacturers, airports, airlines, cargo companies, travel agents, and other support industries. Major types include scheduled passenger carriers, cargo carriers, and general aviation. Key metrics used to evaluate airlines include revenue passenger kilometers (RPK), available seat kilometers (ASK), passenger load factor, unit cost, and average unit revenue. Major events were the 1944 Chicago Convention establishing international standards, and airline deregulation in the 1970s-80s allowing more competition. The industry is characterized as capital intensive, seasonal, thin profit margins, and labor intensive service-based.
Southwest Airlines has remained profitable for 41 years due to its low-cost business model and strategic decisions. It operates with high efficiency through short-haul, high frequency flights on a single aircraft fleet. Southwest also benefits from bulk discounts, low training and maintenance costs from its exclusive use of Boeing 737s. Additionally, its early adoption of fuel hedging strategies protected it during periods of high fuel prices. Looking ahead, the consultant recommends Southwest capitalize on its brand, expand into new markets like South America, continue hedging fuel, invest in alternative fuels, and consider new business units to enter niche markets.
Third Quarter 2007 results:
- Embraer delivered 47 jets in 3Q07 bringing total deliveries for the year to 108 jets.
- Net revenues increased to $1.4 billion in 3Q07, with a gross margin of 21.8%.
- Net income was $195 million in 3Q07, with a net margin of 13.6%.
- Backlog reached a record high of $17.2 billion at the end of 3Q07.
2006* Commercial Aviation Market Embrear Day 2006Embraer RI
- Global passenger traffic has rebounded and continues growing steadily at around 7% per year. Low-cost carriers continue to drive demand, especially in the US and Europe.
- While the cost gap between network carriers and low-cost carriers is closing as both focus on reducing costs, fuel costs have risen significantly and now represent around 23% of total airline costs compared to 14% in 2000.
- Strong cost-cutting efforts by airlines have helped boost profitability, but fuel prices remain a major challenge for the industry outlook.
ADMN 5023-Z0 Online - Public School Law - Dr. W.A. KritsonisWilliam Kritsonis
This document provides information about an online Public School Law course taught by Dr. William Allan Kritsonis at Prairie View A&M University. The course examines legal principles that apply to public education. Key aspects of the course include its goals to provide legal knowledge for administrative responsibilities and success on the TExES exam, as well as its objectives related to preparing administrators in areas of leadership, ethics, and legal and political issues. The document outlines the course requirements, resources, and conceptual framework, with a focus on applying education law and leadership standards.
This document discusses the rules around student religious expression in public schools. It begins by outlining some foundational principles, such as the separation of church and state. It then addresses common myths and misconceptions. The main sections outline what religious expression is permissible for students, such as individual prayer and religious clubs, and what is not, like teacher-led prayer or Bible readings. Specific issues are explored, like religious expression in classrooms, at sporting events and graduations. The goal is to untangle what is truly student-initiated versus school-sponsored religious activities.
The document discusses strategies in the domestic passenger airline industry. It analyzes the strategies of major airlines including mergers for cost leadership, product differentiation through amenities and technology, and hybrid approaches. Southwest Airlines is highlighted as having a sustainable strategy through cost control and differentiated secondary markets and service offerings. A hybrid strategy is concluded to be most valuable as it incorporates the strengths of both cost leadership and product differentiation.
This document provides information about Embraer, a Brazilian aerospace company. It discusses Embraer's history, founding in 1969 as a government-owned company that became fully private in 1997. It also discusses the commercial aircraft industry's history and current state with four major players: Embraer, Bombardier, Boeing, and Airbus. Embraer focuses on the regional jet market while Boeing and Airbus dominate the large jet market. The document poses questions about the firms' competitive positions and strategies, drivers of Embraer's success, applying Porter's Diamond model to Embraer, airplane product adaptation, and recommendations for Embraer's future strategy.
The airline industry involves transporting people and cargo by air on a global scale. It encompasses aircraft manufacturers, airports, airlines, cargo companies, travel agents, and other support industries. Major types include scheduled passenger carriers, cargo carriers, and general aviation. Key metrics used to evaluate airlines include revenue passenger kilometers (RPK), available seat kilometers (ASK), passenger load factor, unit cost, and average unit revenue. Major events were the 1944 Chicago Convention establishing international standards, and airline deregulation in the 1970s-80s allowing more competition. The industry is characterized as capital intensive, seasonal, thin profit margins, and labor intensive service-based.
Southwest Airlines has remained profitable for 41 years due to its low-cost business model and strategic decisions. It operates with high efficiency through short-haul, high frequency flights on a single aircraft fleet. Southwest also benefits from bulk discounts, low training and maintenance costs from its exclusive use of Boeing 737s. Additionally, its early adoption of fuel hedging strategies protected it during periods of high fuel prices. Looking ahead, the consultant recommends Southwest capitalize on its brand, expand into new markets like South America, continue hedging fuel, invest in alternative fuels, and consider new business units to enter niche markets.
Third Quarter 2007 results:
- Embraer delivered 47 jets in 3Q07 bringing total deliveries for the year to 108 jets.
- Net revenues increased to $1.4 billion in 3Q07, with a gross margin of 21.8%.
- Net income was $195 million in 3Q07, with a net margin of 13.6%.
- Backlog reached a record high of $17.2 billion at the end of 3Q07.
2006* Commercial Aviation Market Embrear Day 2006Embraer RI
- Global passenger traffic has rebounded and continues growing steadily at around 7% per year. Low-cost carriers continue to drive demand, especially in the US and Europe.
- While the cost gap between network carriers and low-cost carriers is closing as both focus on reducing costs, fuel costs have risen significantly and now represent around 23% of total airline costs compared to 14% in 2000.
- Strong cost-cutting efforts by airlines have helped boost profitability, but fuel prices remain a major challenge for the industry outlook.
ADMN 5023-Z0 Online - Public School Law - Dr. W.A. KritsonisWilliam Kritsonis
This document provides information about an online Public School Law course taught by Dr. William Allan Kritsonis at Prairie View A&M University. The course examines legal principles that apply to public education. Key aspects of the course include its goals to provide legal knowledge for administrative responsibilities and success on the TExES exam, as well as its objectives related to preparing administrators in areas of leadership, ethics, and legal and political issues. The document outlines the course requirements, resources, and conceptual framework, with a focus on applying education law and leadership standards.
This document discusses the rules around student religious expression in public schools. It begins by outlining some foundational principles, such as the separation of church and state. It then addresses common myths and misconceptions. The main sections outline what religious expression is permissible for students, such as individual prayer and religious clubs, and what is not, like teacher-led prayer or Bible readings. Specific issues are explored, like religious expression in classrooms, at sporting events and graduations. The goal is to untangle what is truly student-initiated versus school-sponsored religious activities.
AN INVESTIGATION OF THE IMPACT OF ATYPICAL PRINCIPAL PREPARATION PROGRAMS ON ...William Kritsonis
AN INVESTIGATION OF THE IMPACT OF ATYPICAL PRINCIPAL PREPARATION PROGRAMS ON SCHOOL ACCOUNTABILITY AND STUDENT ACHIEVEMENT IN HIGH-POVERY SCHOOLS by Sheri L. Miller-Williams, Dissertation Chair: William Allan Kritsonis, PhD
La Medalla de San Benito es un signo sagrado que presenta la Cruz de Cristo y la imagen de San Benito Abad, con letras iniciales que forman una oración para protección contra el mal. Tiene su origen en el siglo XVII en Baviera y fue aprobada por el Papa en 1742. En el siglo XIX se renovó la devoción a la medalla, difundiéndose especialmente desde la Abadía de San Pablo Extramuros en Roma.
This document discusses the role of change agents in organizational change. It defines a change agent as someone who initiates and manages change within an organization, whether internal like a manager, or external like a consultant. It identifies different types of change agents and the roles they play, such as consulting, training, and research. Finally, it outlines 10 characteristics of successful change agentry, including empathy, linkage between the change agent and organization members, and openness.
Dr. William Allan Kritsonis - American Disability Act - Equity in Education f...William Kritsonis
This document discusses the history and key cases related to laws protecting individuals with disabilities. It begins with early cases establishing the right to education for individuals with disabilities. It then outlines the passage and purpose of major laws like Section 504 of the Rehabilitation Act of 1973, the Education for All Handicapped Children Act (later IDEA), and the Americans with Disabilities Act of 1990. The document also summarizes requirements and protections provided by these laws, as well as important cases that set legal precedents, such as Pennsylvania Assoc. for Retarded Children v. Commonwealth of PA and Mills v. Board of Education.
O grupo Doutores do Riso realiza ações de comédia e entretenimento para crianças, acompanhantes e profissionais em hospitais utilizando mágica, música, improviso e desenho para proporcionar descontração e aliviar o estresse da internação.
Horn, Deborah e[1]. neurological differences between adhd and childhood bipol...William Kritsonis
Dr. Kritsonis is Tenured Professor of Educational Leadership at Prairie View A&M University – Member of the Texas A&M University System. He teaches in the PhD Program in Educational Leadership. Dr. Kritsonis taught the Inaugural class session in the doctoral program at the start of the fall 2004 academic year. In October 2006, Dr. Kritsonis chaired and graduated the first doctoral student to earn a PhD in Educational Leadership at Prairie View A&M University. Since then, Dr. Kritsonis has chaired 22 doctoral dissertations along with serving as a committee member on many others.
AN IN-DEPTH ANALYSIS OF THE COGNITIVE AND METACOGNITIVE DIMENSIONS OF AFRICAN...William Kritsonis
The document analyzes the cognitive and metacognitive mathematical problem solving skills of 67 African American 3rd and 4th grade students. The students showed somewhat low metacognitive prediction and evaluation skills. They performed lower on multi-sentence word problems involving contextual information, relevant information selection, and mental visualization than on simple computational problems. To improve, these students need targeted instruction on multi-sentence problems and developing their ability to predict strategies and reflect on solutions.
This document outlines the top ten things principals need to know about nonrenewal and termination processes for teachers. It discusses the different types of teaching contracts, the procedures for nonrenewing or terminating contracts at the end of the school year versus mid-year, and the higher evidentiary standards required for mid-year terminations compared to nonrenewals. Principals must understand contract types and procedural requirements before recommending any adverse employment actions against teachers.
Dr. William Allan Kritsonis - Nepotism: Restrictions in Public School Distric...William Kritsonis
Nepotism refers to favoring relatives in employment decisions based on relationships rather than abilities. Texas nepotism laws prohibit public officials like school board members from hiring relatives within a prohibited degree. These laws apply to full-time employees, contractors, and those paid with public or federal funds. Exceptions exist for continuously employed relatives, but board members cannot circumvent the rules by abstaining from votes. Violations can result in fines or removal from office. Districts must maintain ethical, unbiased practices and public trust beyond just legal compliance.
Dr. William Allan Kritsonis - Special Education PPT.William Kritsonis
An IEP (Individualized Education Program) is a written plan developed by a committee to provide specially designed instruction and services for a student with a disability. It must include the student's current performance levels, annual academic and functional goals, the special education and related services to be provided, and how progress will be measured. The IEP team includes parents, teachers, school representatives, and others to determine the student's placement and support needs.
Dokumen tersebut memberikan ringkasan 10 karya seni paling unik dan menarik, meliputi rotary wall art interaktif raksasa di Inggris, rumah yang dirubah menjadi terowongan seni, elevator dengan lantai ilusi, lukisan foto-realistik, tengkorak berlian mahal, kuda dari kayu, lukisan jalanan 3D, latte art, dan patung dari kaleng bir. Karya-karya tersebut menampilkan berbagai teknik dan bahan untuk
EDUL 7063 (PO2) Philosophy of Leadership in Education - William Allan Kritson...William Kritsonis
This document provides information about an online course titled "EDUL 7063 (P02)– Philosophy of Leadership in Education" taught at Prairie View A&M University. It includes the instructor's contact information, course details like meeting times and location, a description of the course content focusing on examining philosophy of leadership in education. It also outlines the course goals and objectives, requirements including assignments and their point values, policies, textbook information, and a 16-week course schedule. The course aims to help students develop a philosophy of leadership in education and understand alternative methods of philosophical thinking to improve schools.
Dr. Diana Linn, NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-...William Kritsonis
This document summarizes an interview with Mrs. Garcia, a Mexican American mother of a 26-year-old son with severe physical disabilities. Several themes emerged from her narrative including the intersections of culture, religion, and superstition. She discusses how Hispanic culture and traditions shaped her experiences. Another theme was indebtedness, as Mrs. Garcia felt a debt to help other families based on the help she received. A third theme was personal transformation, as Mrs. Garcia continually tried to understand why her son had disabilities. She speculated it could be due to medical reasons, to strengthen her faith, or to make her a better person through the challenges of caring for her son.
Lunenburg, fred c[1]. state mandated performance testing schooling v1 n1 2010William Kritsonis
The document discusses legislation and litigation surrounding state-mandated performance testing. It begins by outlining how states have laws requiring statewide testing and use test scores to determine graduation eligibility. While courts generally defer to state testing policies, litigation can occur if tests are found to lack validity or discriminate against certain groups. The document examines a seminal court case on testing and discusses how subsequent cases have addressed issues like testing accommodations and participation in graduation ceremonies. In conclusion, the author predicts continued statewide testing along with further litigation, and recommends steps states can take to minimize legal challenges to their testing programs.
This document lists 5 types of cardiac procedures: CABG, Valves, Congenital, Closed Heart, and Thoracic. It appears to categorize different areas of expertise and exposure within the field of cardiology. The short list provides a high-level overview of key specializations without additional details.
python-message is a Python publish-subscribe broker for messages within an application. It allows components to subscribe to messages on topics and publish messages to subscribed listeners on those topics. Key features include using hashable objects like strings as topics, synchronous publishing to subscribed listeners, and APIs for subscribing, unsubscribing, publishing, and managing topic declarations. Examples show how it can decouple logging from libraries and allow dancing with processes, threads, and coroutines by decorating listener functions.
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.
- The E-Jets family dominates the 70-130 seat market with over 1,600 orders and Embraer aims to establish the E2 as the most efficient aircraft in its class.
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.
AN INVESTIGATION OF THE IMPACT OF ATYPICAL PRINCIPAL PREPARATION PROGRAMS ON ...William Kritsonis
AN INVESTIGATION OF THE IMPACT OF ATYPICAL PRINCIPAL PREPARATION PROGRAMS ON SCHOOL ACCOUNTABILITY AND STUDENT ACHIEVEMENT IN HIGH-POVERY SCHOOLS by Sheri L. Miller-Williams, Dissertation Chair: William Allan Kritsonis, PhD
La Medalla de San Benito es un signo sagrado que presenta la Cruz de Cristo y la imagen de San Benito Abad, con letras iniciales que forman una oración para protección contra el mal. Tiene su origen en el siglo XVII en Baviera y fue aprobada por el Papa en 1742. En el siglo XIX se renovó la devoción a la medalla, difundiéndose especialmente desde la Abadía de San Pablo Extramuros en Roma.
This document discusses the role of change agents in organizational change. It defines a change agent as someone who initiates and manages change within an organization, whether internal like a manager, or external like a consultant. It identifies different types of change agents and the roles they play, such as consulting, training, and research. Finally, it outlines 10 characteristics of successful change agentry, including empathy, linkage between the change agent and organization members, and openness.
Dr. William Allan Kritsonis - American Disability Act - Equity in Education f...William Kritsonis
This document discusses the history and key cases related to laws protecting individuals with disabilities. It begins with early cases establishing the right to education for individuals with disabilities. It then outlines the passage and purpose of major laws like Section 504 of the Rehabilitation Act of 1973, the Education for All Handicapped Children Act (later IDEA), and the Americans with Disabilities Act of 1990. The document also summarizes requirements and protections provided by these laws, as well as important cases that set legal precedents, such as Pennsylvania Assoc. for Retarded Children v. Commonwealth of PA and Mills v. Board of Education.
O grupo Doutores do Riso realiza ações de comédia e entretenimento para crianças, acompanhantes e profissionais em hospitais utilizando mágica, música, improviso e desenho para proporcionar descontração e aliviar o estresse da internação.
Horn, Deborah e[1]. neurological differences between adhd and childhood bipol...William Kritsonis
Dr. Kritsonis is Tenured Professor of Educational Leadership at Prairie View A&M University – Member of the Texas A&M University System. He teaches in the PhD Program in Educational Leadership. Dr. Kritsonis taught the Inaugural class session in the doctoral program at the start of the fall 2004 academic year. In October 2006, Dr. Kritsonis chaired and graduated the first doctoral student to earn a PhD in Educational Leadership at Prairie View A&M University. Since then, Dr. Kritsonis has chaired 22 doctoral dissertations along with serving as a committee member on many others.
AN IN-DEPTH ANALYSIS OF THE COGNITIVE AND METACOGNITIVE DIMENSIONS OF AFRICAN...William Kritsonis
The document analyzes the cognitive and metacognitive mathematical problem solving skills of 67 African American 3rd and 4th grade students. The students showed somewhat low metacognitive prediction and evaluation skills. They performed lower on multi-sentence word problems involving contextual information, relevant information selection, and mental visualization than on simple computational problems. To improve, these students need targeted instruction on multi-sentence problems and developing their ability to predict strategies and reflect on solutions.
This document outlines the top ten things principals need to know about nonrenewal and termination processes for teachers. It discusses the different types of teaching contracts, the procedures for nonrenewing or terminating contracts at the end of the school year versus mid-year, and the higher evidentiary standards required for mid-year terminations compared to nonrenewals. Principals must understand contract types and procedural requirements before recommending any adverse employment actions against teachers.
Dr. William Allan Kritsonis - Nepotism: Restrictions in Public School Distric...William Kritsonis
Nepotism refers to favoring relatives in employment decisions based on relationships rather than abilities. Texas nepotism laws prohibit public officials like school board members from hiring relatives within a prohibited degree. These laws apply to full-time employees, contractors, and those paid with public or federal funds. Exceptions exist for continuously employed relatives, but board members cannot circumvent the rules by abstaining from votes. Violations can result in fines or removal from office. Districts must maintain ethical, unbiased practices and public trust beyond just legal compliance.
Dr. William Allan Kritsonis - Special Education PPT.William Kritsonis
An IEP (Individualized Education Program) is a written plan developed by a committee to provide specially designed instruction and services for a student with a disability. It must include the student's current performance levels, annual academic and functional goals, the special education and related services to be provided, and how progress will be measured. The IEP team includes parents, teachers, school representatives, and others to determine the student's placement and support needs.
Dokumen tersebut memberikan ringkasan 10 karya seni paling unik dan menarik, meliputi rotary wall art interaktif raksasa di Inggris, rumah yang dirubah menjadi terowongan seni, elevator dengan lantai ilusi, lukisan foto-realistik, tengkorak berlian mahal, kuda dari kayu, lukisan jalanan 3D, latte art, dan patung dari kaleng bir. Karya-karya tersebut menampilkan berbagai teknik dan bahan untuk
EDUL 7063 (PO2) Philosophy of Leadership in Education - William Allan Kritson...William Kritsonis
This document provides information about an online course titled "EDUL 7063 (P02)– Philosophy of Leadership in Education" taught at Prairie View A&M University. It includes the instructor's contact information, course details like meeting times and location, a description of the course content focusing on examining philosophy of leadership in education. It also outlines the course goals and objectives, requirements including assignments and their point values, policies, textbook information, and a 16-week course schedule. The course aims to help students develop a philosophy of leadership in education and understand alternative methods of philosophical thinking to improve schools.
Dr. Diana Linn, NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-...William Kritsonis
This document summarizes an interview with Mrs. Garcia, a Mexican American mother of a 26-year-old son with severe physical disabilities. Several themes emerged from her narrative including the intersections of culture, religion, and superstition. She discusses how Hispanic culture and traditions shaped her experiences. Another theme was indebtedness, as Mrs. Garcia felt a debt to help other families based on the help she received. A third theme was personal transformation, as Mrs. Garcia continually tried to understand why her son had disabilities. She speculated it could be due to medical reasons, to strengthen her faith, or to make her a better person through the challenges of caring for her son.
Lunenburg, fred c[1]. state mandated performance testing schooling v1 n1 2010William Kritsonis
The document discusses legislation and litigation surrounding state-mandated performance testing. It begins by outlining how states have laws requiring statewide testing and use test scores to determine graduation eligibility. While courts generally defer to state testing policies, litigation can occur if tests are found to lack validity or discriminate against certain groups. The document examines a seminal court case on testing and discusses how subsequent cases have addressed issues like testing accommodations and participation in graduation ceremonies. In conclusion, the author predicts continued statewide testing along with further litigation, and recommends steps states can take to minimize legal challenges to their testing programs.
This document lists 5 types of cardiac procedures: CABG, Valves, Congenital, Closed Heart, and Thoracic. It appears to categorize different areas of expertise and exposure within the field of cardiology. The short list provides a high-level overview of key specializations without additional details.
python-message is a Python publish-subscribe broker for messages within an application. It allows components to subscribe to messages on topics and publish messages to subscribed listeners on those topics. Key features include using hashable objects like strings as topics, synchronous publishing to subscribed listeners, and APIs for subscribing, unsubscribing, publishing, and managing topic declarations. Examples show how it can decouple logging from libraries and allow dancing with processes, threads, and coroutines by decorating listener functions.
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.
- The E-Jets family dominates the 70-130 seat market with over 1,600 orders and Embraer aims to establish the E2 as the most efficient aircraft in its class.
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 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.
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 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.
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.
This document discusses Embraer's corporate and business strategy, including organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader. It outlines strategies for product diversification and expansion, customer experience excellence, and market share growth. Charts show increasing order backlog, jet deliveries, revenues, and breakdown of revenues by segment and region from 2011-2014.
This document provides an overview of Embraer's corporate and business strategy, aircraft delivery estimates and forecasts, financial performance, order backlog, commercial and executive jet product portfolios and development programs. Key points include organic growth and margin targets, estimated 2014 commercial jet deliveries of 92-97 E-Jets, revenue outlook of $6.0-6.5 billion, and new E2 jet programs entering service between 2018-2020.
This document discusses Embraer's corporate and business strategy, order backlog, aircraft deliveries, net revenues, and revenue breakdown by segment and region. It aims to grow organically, enhance margins through productivity initiatives, diversify business and revenues, establish itself as Brazil's defense leader, and focus on product strategy, customer experience excellence and market share growth.
2006* Farnborough Airshow ApresentaçãO AviaçãO ComercialEmbraer RI
This document discusses the outlook for the airline market and opportunities for the RJ 50 regional jet. It notes that regional jets now make up a significant portion of the US and European fleets and route networks. The RJ 50 is well suited for low-density routes where larger jets are not economical. The document identifies numerous underserved markets and secondary routes in the US, EU, China, and Russia that could support RJ 50 service. Overall it argues that regional jets like the RJ 50 remain an intrinsic part of the air transportation system.
This document proposes that XYZ Broadcasting acquire business aircraft to improve productivity and efficiency. It analyzes XYZ's travel needs, finding that destinations are mostly within 2000 nm and often involve family or customers. Two mid-size jets are recommended for their range and passenger capacity. Owning the aircraft would allow more flexible, on-demand travel than commercial options. Cost analyses over 5 years show business aircraft could save over $650,000 annually in travel expenses while boosting revenue and satisfaction. The proposal concludes XYZ Broadcasting would benefit from acquiring and operating its own aircraft.
American airlines (aa)name new england collegecourse anAASTHA76
- The document discusses American Airlines, including its history, services offered, major competitors in the oligopolistic US airline market, and financial ratios.
- It analyzes economic concepts like demand and supply, the law of diminishing returns, and network effects through airline hubs as they relate to American's business strategies and challenges.
- The COVID-19 pandemic has severely impacted air travel demand and American's finances, prompting cost-cutting measures and strategies discussed to help it recover strongly.
This presentation address two case studies,
Thai Air Domestic, and Air Asia, to study the difference between the models by developing the learning curve of both airlines.
Doug Wilburne presented at the Bank of America Merrill Lynch Global Industrials & EU Autos Conference on March 15, 2016. He discussed Textron's commitment to future growth through investing organically and acquisitions. Key financial highlights included revenue down 3.3% but segment profit up 3.4% and EPS up 17.4%. Textron has capital available for value-creating acquisitions and opportunistic share buybacks.
This document provides a summary of Embraer's commercial aviation strategic objectives and updates. It discusses the success of Embraer's ERJ 145 and E-Jet families, including increased orders, deliveries, and operator base globally. It outlines plans for the next-generation E2 family to provide more fuel-efficient aircraft with a competitive cost advantage and enter service starting in 2018.
This document provides an overview of Southwest Airlines, including its history, vision, goals, growth opportunities, current situation, and SWOT analysis. Southwest was founded in 1971 and operates over 550 Boeing 737 aircraft across 32 states. Its vision is to provide low-cost air transportation using secondary airports. Goals include attracting more business/leisure travelers with low fares and good customer service. Growth opportunities exist in entering new markets and potentially expanding internationally to Mexico and Canada. The current situation outlines its financial performance and route network. A SWOT analysis identifies strengths like low costs and weaknesses like lack of alliances.
Southwest Airlines was incorporated in 1971 and commenced operations with 3 Boeing 737 aircraft. It has since grown to operate over 500 Boeing 737 aircraft on more than 3,300 daily flights serving over 100 destinations across the United States. Southwest is known for its low-cost, high-frequency point-to-point route network and emphasis on excellent customer service. It has achieved profitability for 36 consecutive years and has been recognized as a leader in customer satisfaction within the airline industry.
Business Model Canvas of Discount Airline case study Southwest Airlines - Sho...Jukka Ala-Mutka, Dr Sc.
The document summarizes the business model of discount airlines using Southwest Airlines as a case study. It discusses how Southwest broke norms of the airline industry in the 1970s by adopting a low-cost business model focused on high aircraft utilization, point-to-point routes, and limited services to offer the lowest fares. Key aspects of Southwest's model included frequent, short flights between mid-sized cities using only Boeing 737 aircraft and a highly productive workforce committed to customer satisfaction. This allowed Southwest to achieve high growth and profitability for over 40 years by prioritizing efficiency and low prices.
The document summarizes the freighter airline industry and strategies for growth and financial viability. It discusses company overview, industry structure, supply and demand outlook, and strategies. Key points are that air freight demand is growing faster than passenger traffic, Asia will be the major source of growth, and diversification across multiple business lines allows for flexibility and reduced risk compared to a single strategy approach.
The document provides an overview of Embraer's business highlights and financial results. It discusses forward-looking projections including expected jet deliveries and revenue growth in 2010. It also summarizes Embraer's product portfolio, global operations, and market leadership in commercial and executive aviation.
Similar to 2004* ConferêNcia Santander Cancun (DisponíVel Apenas Em InglêS) (20)
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.
4.0 embraer day br 2016 commercial aviation rev7Embraer RI
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.
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.
5 embraer day 2015 vae bf-final_v2_sc_siteEmbraer RI
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 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 Embraer's earnings results for the 2nd quarter of 2015. It highlights record backlog and free cash flow. Key metrics like operating income, net income, and earnings per share all increased over the prior year. The outlook for full year 2015 was revised with increases to expected revenues, EBITDA, EBIT, and net income. Aircraft deliveries remained strong with growth in commercial, executive, and defense segments.
This document summarizes Embraer's 1st quarter 2015 earnings results. It highlights that Embraer delivered 20 commercial jets and 12 executive jets in the quarter. It also notes several new orders and milestones. Financially, Embraer's backlog was $22.1 billion though net income declined to a loss of $196 million due to inventory adjustments and investments in new programs. The outlook expects commercial jet deliveries of 95-100 for 2015 and free cash flow to exceed -$100 million.
This document provides an earnings report and financial results for Embraer for the fourth quarter and full year of 2014. It summarizes key highlights including commercial, executive, and defense aircraft deliveries and orders. Financial results showed increased revenues, earnings, and backlog compared to previous periods. The outlook for 2015 indicates continued growth with increased expected deliveries and financial performance.
This document provides Embraer's earnings results for the fourth quarter and full year of 2014. It summarizes key financial highlights including commercial, executive, and defense aircraft deliveries and orders. It also provides Embraer's financial results for net revenues, expenses, EBITDA, net income, inventories, investments and cash flow. The presentation concludes with Embraer's outlook for 2015, forecasting net revenues of $6.1-6.6 billion, EBITDA of $730-860 million, and a 2015 consolidated outlook.
This document provides a summary of Embraer's 3rd quarter 2014 earnings results. It discusses key financial highlights such as increased order backlog, higher aircraft deliveries, and growth in net revenues. While net income declined from the previous quarter, EBITDA margins remained steady and research & development investments are on track to meet annual targets. The presentation also outlines Embraer's business segment revenue outlook and progress on various commercial and defense programs.
Embraer resultados 3 t14_jornalistas_finalEmbraer RI
Este documento resume os resultados financeiros da Embraer no terceiro trimestre de 2014, incluindo entrega de aeronaves, receita líquida, lucro operacional e lucro líquido, além de apresentar alguns destaques do período como novos pedidos, parcerias e lançamentos de produtos.
2. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
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.
Forward Looking Statement
4. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
High Technology
Qualified People
Global Presence
Flexibility
Cash Intensiveness
Fundamentals
Aeronautical Industry Fundamentals
CUSTOMER
SATISFACTION
Backbone of our
entrepreneurial action
6. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Business Diversification
Expected Sales Breakdown
In five years
Corporate
Jets
Customer
Service
Defense
Commercial
70%
30%
Customer
Serviçes
10%
Corporate
12%
Defense
13%
Comercial
65%
Current Sales Breakdown
3Q03
7. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Product Diversification
70’s 90’s 00’s80’s
BANDEIRANTE
(EMB 110/111)
TUCANO
(EMB 312)
BRASÍLIA
(EMB 120)
ERJ 145
AEW&C/ RS/ MP
ERJ 135
EMB 326
EMB 321
EMB 121
AMX
BRASÍLIA
(EMB 120)
ERJ 140
AL X
(EMB 314)
LEGACY
ERJ 145
ERJ 135
ERJ 140
EMBRAER 170
EMBRAER 175
EMBRAER 190
EMBRAER 195
AMX-T
AEW&C/ RS/ MP
AL X
(EMB 314)
Mirage 2000 BR ?
AMX
ERJ 145 XR
8. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Custommer Diversification
Civil & Defense Aircraft flying in 58 countries on 5 continents
9. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
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
11. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Share of US Domestic Passenger Enplanements
Source: AvStat Associates, Inc. analysis of U.S. DOT data.
91%
84%
71%
65%
7%
16%
19%
5% 9% 13% 16%3%
0%
20%
40%
60%
80%
100%
1980 1990 2000 2002
Majors Low Cost/New Entrants Regionals
Market Evolution - USA
12. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Share of Intra-European RPKs
86% 82% 82% 81% 79% 78% 73% 73%
8%
14% 17% 17% 17% 18% 17% 19% 19%
8%
1%
1% 1% 2% 4% 5%
0%
20%
40%
60%
80%
100%
1995 1996 1997 1998 1999 2000 2001 2002
Majors Low Cost Regionals
Source: AEA, ERA, ATI
2002 Low Cost Data Estimated
Low Cost: easyJet + Go + Ryanair
Market Evolution - Europe
13. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
• Fundamental Correction – Not a Traditional Cycle
• Decreasing Average Fare Values
• Decreasing Capacity (USA)
• Increasing Low Cost Carrier Critical Mass
• Increasing Regional Jet Critical Mass
• Pressure on Existing Worldwide Airline Model
• Major USA Airlines trying to re-invent themselves
• Regional affiliates strongly being used as defensive tools
(point-to-point X hub and spoke)
• Low cost carriers also being inserted in the current “major”
airline model
An Industry in Transition
14. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Full Service
> 65 years old
Full Service
> 65 years old
Regional Jets
< 10 years old
Regional Jets
< 10 years old
Low Cost
Carriers
< 35 years old
Low Cost
Carriers
< 35 years old
Components of Current Airline Model
15. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
3. Optimization of Old and
Inefficient Narrowbody
Services
• Rightsizing aircraft capacity
with demand
• Long & thin routes
• New market opportunities
• Profit potential
1. Turboprop Substitution
• Productivity improvements
• Passenger jet preference
2. Frequency, Frequency . . .
Sustaining Regional Jet Growth
16. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Source: Back OAG (ERJ-145/140/135, CRJ-100/200, 328Jet routes)
Jan 1995 – 76 Routes
Jan 2003 – 1874 Routes
Regional Jet Networks - USA
17. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Jan 1995 – 104 Routes
Jan 2003 – 1072 Routes
Source: Back OAG (ERJ-145/140/135, CRJ-100/200, 328Jet routes)
Regional Jet Networks - Europe
18. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
37 Seats
44 Seats
50 Seats
Responding to Market Needs
19. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
• Fare Structure
• Simplified Fare Structures (regular coach fare, limited discounted coach fare)
• Low fares Stimulating Demand
• Cost Leadership
• Smart Wage Structures / Partnership with Employees / High productivity
• High Utilization of Assets
• Lean Structure and Operation / Low Overheads / Flexibility and agility
• Low Distribution Costs
• Route Structure
• Point-to-Point Networks / Medium-Haul Flights
• High frequencies / High load factors
• Simplified (adequate) on board service
• New airplanes / Good safety track record
The Low Cost Model
• New Frontiers
• Penetration into new (thinner) markets
• Single fleet type no longer a sacred cow
20. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Jan 1995 – 336 Routes
Jan 2003 – 944 Routes
Source: BACK OAG (Southwest, Jetblue, Airtran and Frontier)
Low Cost Networks - USA
21. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Source: BACK OAG (Ryanair, easyjet, Buzz and GO)
Jan 1995 – 18 Routes
Jan 2003 – 374 Routes
Low Cost Networks - Europe
22. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
RASK
Capacity
Traditional Main
Line Full Service Model
RegionalRegional
Jet ModelJet Model
Low Cost
Model
...increase capacity to match market growth,
or/and expand their air services to secondary city pairs
LCC Next Steps...
23. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
.... Natural Growth, or Capacity Rightsizing,There is a need for adding another component
E - Jet
Model
Regional
Jet Model
Traditional Main
Line Full Service Model
RASK
Capacity
Low Cost
Model
Beyond the Current Model...
24. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Full Service
> 65 years old
Full Service
> 65 years old
Regional Jets
< 10 years old
Regional Jets
< 10 years old
Low Cost
Carriers
< 35 years old
Low Cost
Carriers
< 35 years old
E- Jets
(70-110 seats)
E- Jets
(70-110 seats)
• Natural evolution of
50 seat market
• Tapping an existing gap
• Replacing old & inefficient
narrow bodies
• Low risk for demand
stimulation
• New market opportunities
(range)
• Enhancing services
(frequency)
• Blurring the line between
regional and mainline
operations
Introducing a 4th Component...
The Next Step in Industry Transition
25. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
EMBRAER 170/190 Family
Seat Capacity
120
160
40
80
Stage Length (nm)
200 400 600 800 1000 1200 1400 . . .
30 Seat
Tprops
50 Seat
ERJ 145
Narrow Body Large
Aircraft
37 - 44 Seat
ERJ 135/140
Experience
Entertainment
Easy
Enhance
Express
E verywhere
Excellence
Exceptional
Environment
Embraer
Engineering Ergonomics Economics Efficiency
Introducing the E- Jets
26. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
34% of flights
depart with loads
appropriate
for 100-110 seat
aircraft27% of flights depart
with loads appropriate
for 70-80 seat aircraft
Passengers per Departure
<50<50 5050 100100 140140
17%
3%
2%
4%
9%
14%
17%
13%
8%
7%
4%
2%
PercentageofTotalDeparture
6060 7070 8080 9090 110110 120120 130130 >150>150
Source: Back (US DOT T100 Jan-Sep 2002)
The Need for 70-110 Seat Jets in the USA
27. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Replacement of Ageing Aircraft
Fleet in Service (61-120 seat segment - Dec/2002)
Source: Fleet PC (Scheduled Airlines, Active in Service and All Passenger Configuration)
372
208
108
277
330
453
304
0
100
200
300
400
500
0 - 5 6 - 10 11 - 15 16 - 20 21 - 25 26 - 30 >30
Aircraft Age (Years)
NumberofAircraft
689 aircraft with more than 20 years
(34 % of total fleet in service)
Market Opportunities - Global
28. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
70 – 78 Seats
78 – 86 Seats
98 - 106 Seats
108 – 118 Seats
Fleet Management Flexibility and Load Factor Optimization
E-conomics – Aircraft Commonality
29. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
*Based on Total Operating Costs; Average OW net fare 500 sm USD 90; 600 sm USD 98
USA Environment
EMBRAER 170
78 seat
EMBRAER 175
86 seats
EMBRAER 190
106 seats
EMBRAER 195
118 seats
PROFITBREAK-EVEN*
40 PAX (51%) 38 PAX
44 PAX (51%) 42 PAX
57 PAX (54%) 49 PAX
62 PAX (53%) 56 PAX
*Based on Total Operating Cost
500 sm for EMBRAER 170/175
600 sm for EMBRAER 190/195
E-conomics – Profitable by Design
30. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
… in a First Class cabin
• Single seat ü
• Exclusive environment ü
ü• Partition
ü• Stowage
ü• Catering
ü• Seat comfort
ü• Exclusive lavatory
Everything you expect…
31. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
… in an Economy cabin
• Middle seat X
X• Cramped seating
X• Narrow aisle
X• Single lavatory
X• Limited baggage space
X• Limited catering capabilities
• “Cattle” feeling X
Nothing you don’t like
32. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
EMBRAER 190
EMBRAER 170
EMBRAER 195
EMBRAER 175
FAR Domestic Reserves
Taxi allowance
14 minutes
Air Maneuvers
3 minutes
Cruise
ISA
Wind
85% Annual Reliability
Pax Weight & Baggage
90.7 kg (200 lb)
E-fficiency – Range from Dallas
33. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
JAR OPS Reserves
Taxi allowance
14 minutes
Air Maneuvers
3 minutes
Cruise
ISA
Wind
85% Annual Reliability
Pax Weight & Baggage
90.7 Kg (200 lb)
EMBRAER 190
EMBRAER 170
EMBRAER 195
EMBRAER 175
E-fficiency – Range from Paris
34. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
E - Jet
Model
New Embraer
E-Jet family
New Embraer
E-Jet family
RegionalRegional
Jet ModelJet Model
Traditional Main
Line Full Service Model
Low Cost
Model
Filling an Untapped Market
36. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Lear45 $10,3M G L O B E x p $ 4 4 , 4 M
F 7 X $ 3 5 , 8 M
G 5 0 0 $ 3 7 , 5M
G 5 5 0 $ 4 5 , 8 M
G 4 0 0 $ 3 2 , 5 M
G L O B 5 0 0 0 $ 3 3 , 5 M
Chal 6 0 4
$ 2 4 , 9 M
F 9 0 0 C $ 3 0 , 4 M
F 9 0 0 E X $ 3 4 , 3 M
G 2 0 0 $ 2 0 , 2 M
C h a l 3 0 0 $ 1 7 , 4 M
F 5 0 E X $ 2 0 , 0 M
F 2 0 0 0 $ 2 2 , 6 M
H o r i z $ 1 8 , 0 M
C i t X $ 1 9 , 4 M
G 1 0 0 $ 1 1 , 8 M
L e a r 6 0 $ 1 2 , 7 M
8 0 0 X P $ 1 3 , 0 M
L 4 5 X R $ 1 0 , 8 M
E n c o r e $ 7 , 6 M
E x c e l $ 1 0 , 2 M
L e a r 3 1 $ 6 . 6 M
B 4 0 0 A $ 6 , 6 M
B r a v o $ 5 , 7 M
C J 1 $ 4 , 0 M
C J 2 $ 5 , 2 M
P r e m i e r $ 5 , 6 M
S J- 3 0 $ 5 , 5 M
S o v e r e i g n $ 1 3 , 5 M A C J $ 4 7 M
B B J 2 $ 6 5 M
B B J 1 $ 5 2 M
L A R G E U - L O N G - R A N G EL I G H T M I D L I G H TE N T R Y M I D S I Z E S U P E R M I D S I Z E G L O B A L
M u s t a n g $ 2 , 3 M
P R E E N T R Y
E c l i p s e $ 8 5 0 K
S a f i r e $ 1 M
G 3 0 0 $ 2 5 , 5M
G 1 5 0 $ 1 2 , 5M
Lear 40 $ 7 , 7 M
C J 3 $ 6 , 0 M
F 2 0 0 0 E X $ 2 3 , 8 M
L e g a c y $ 2 0 , 8 M
Chal 8 0 0
$ 2 7 , 1 M
Prices as in BC&A May03
A crowded and oversegmented marketplace
37. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Current Competitive Environment
G 4 0 0 $ 3 2 , 5 M
G L O B 5 0 0 0 $ 3 3 , 5 M
C h a l 6 0 4 $ 2 4 , 9 M
F 9 0 0 C $ 3 0 , 4 M
F 9 0 0 E X $ 3 4 , 3 M
G 2 0 0 $ 2 0 , 2 M
C h a l 3 0 0 $ 1 7 , 4 M
F 5 0 E X $ 2 0 , 0 M
F 2 0 0 0 $ 2 2 , 6 M
H o r i z $ 1 8 , 0 M
C i t X $ 1 9 , 4 M
G 1 0 0 $ 1 1 , 8 M
L e a r 6 0 $ 1 2 , 7 M
8 0 0 X P $ 1 3 , 0 M
S o v e r e i g n $ 1 3 , 5 M
L A R G E
M I D S I Z E
SUPER MID SIZESUPER MID SIZE
G 3 0 0 $ 2 5 , 5M
G 1 5 0 $ 1 2 , 5M
F 2 0 0 0 E X $ 2 3 , 8 M
L e g a c y $ 2 0 , 8 M
Chal 8 0 0 $ 2 7 , 1 M
Prices as in BC&A May03
38. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Legacy - A New, Breakthrough Concept
QQ Based on a proven airplane platform (ERJ 135),Based on a proven airplane platform (ERJ 135),
with almost 700 aircraft in operationwith almost 700 aircraft in operation
QQ Represents value for customersRepresents value for customers
üüComfortComfort
üüPerformancePerformance
üüCost EfficiencyCost Efficiency
üüReliabilityReliability
QQ Best cost benefit alternativeBest cost benefit alternative
39. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Legacy Executive - interior
40. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Supermidsize category
10 20 30 40 50ft
m 3 6 9 12 15
Challenger 300
23‘8”
(7,22m)
25‘
(7,62m)
Horizon
G200
24‘6”
(7,46m)
42’6”
(12,94m)
41. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Large category
10 20 30 40 50ft
m 3 6 9 12 15
Falcon 2000
26‘4”
(8,01m)
G400
41’
(12,49m)
42’6”
(12,94m)
42. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Legacy Shuttle - Interior
43. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Fractional Ownership Program with Flight Options
S/N 462S/N 412
S/N 495 S/N 528
• Introduction in the US market - Thanksgiving 2003
• Showcase for the Legacy in this booming market segment
44. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Area of operation: US
Owner: Raytheon
2002 Total shares sold market-share: 24%
Fleet* and Backlog
S e g m e n t Manufacturer Equipment # ACFT Avg Age Backlog
Entry Cessna CitationJet 11
Entry Raytheon Premier I 71
Light Cessna Citation II 6
Light Raytheon Beechjet 400 75 12
Midlight Cessna Citation III 11
Midlight Cessna Citation V 6
Midlight Raytheon Hawker 450 50
Midsize Raytheon Hawker 700 1
Midsize Raytheon Hawker 800 39
Supermidsize Dassault Falcon 50 7
Supermidsize Raytheon Horizon 27
Large Bombardier Challenger 601 11
Large Gulfstream IV 2
Total 169 9 160
* Plus undisclosed amount of Citation X in the fleet
Sources: A M S T A T , Airclaims (through MLynch)
46. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
World (30-120 seat segment): 8,610 jets (US$180 billion)
4,750
1,700
1,600
1,450
2014 - 2023
8,450
2,950
2,900
2,600
2004 - 2023
3,700TOTAL
1,25091 – 120
1,30061 – 90
1,15030 - 60
2004 - 2013Segment
World Deliveries by Segment - Jets
Airline Market Forecast 2004-2023
47. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Asia
Pacific
480
6%
Asia
Pacific
480
6%
China
635
8%
China
635
8%
USA, Canada
& Caribbean
4,740
56%
USA, Canada
& Caribbean
4,740
56%
30 - 120 Seats: 8,450 Jets
Europe,
Middle East
& Africa
1,970
23%
Europe,
Middle East
& Africa
1,970
23%Latin
America
625
7%
Latin
America
625
7%
Airline Market Forecast 2004-2023
48. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Corporate Aircraft Demand 10-year Forecast
400
500
600
700
800
900
1000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
#ofAircraft
EMBRAER Jul03 TEAL May03
Forecast Int'l Jun03 Honeyw ell Jun03
Rolls-Royce Jun03 Average TRB Jun03
8,078
6,900
6,535
6,181
6,833
6,525
s o u r c e : T R B J u n 0 3 v i a R R
Supermidsize = 1,250 units
49. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Revenue Forecast per Prod. Category
0
2 . 0 0 0
4 . 0 0 0
6 . 0 0 0
8 . 0 0 0
1 0 . 0 0 0
1 2 . 0 0 0
1 4 . 0 0 0
1 6 . 0 0 0
2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2
US$million
E N T R Y LIGHT M-LIGHT
M-SIZE SUPER-MIDSIZE L A R G E
U L T R A - L O N G R A N G E G L O B A L
A c c u m u l a t e d R e v e n u e C o m p o s i t i o n
( 2 0 0 3 - 2 0 1 2 )
ENTRY
4%
LIGHT
6%
M-LIGHT
5%
LARGE
22%
GLOBAL
5%
SUPER-
MIDSIZE
23%
ULTRA-
LONG
RANGE
20%
M-SIZE
15%
Corporate Market New Segments
51. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
193
156
20
17
Firm
Backlog
6871,371491880Total
5091,130465665ERJ 145
741142094ERJ 140
1041276121ERJ 135
DeliveriesTotalOptionsFirm(as of September 30t h
, 2003)
ERJ 145 Family Orderbook
52. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
260150110EMBRAER 190
553308245Total
453015EMBRAER 195
248128120EMBRAER 170
TotalOptionsFirm(as of September 30t h
, 2003)
EMBRAER 170/190 Family Orderbook
54. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Number of Employees
April / 97: minimum of 3,200 people
12,227
6,087
4,319 4,494
6,737
11,048
8,302
3,849
94 95 96 97 99 00 01 02
10,334
98
12,803
BRAZIL 11,976*
USA 482
CHINA 1 32
SINGAPORE 10EUROPE 194
AUSTRALIA 09
Oct 03
Employees
* ELEB employees included
55. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
3 0 %
4 %
1 %
6 5 %
Qualified People
Educational Levels
25% of the employees are engineers
Current as of 2002
College
Undergraduate
s
High School
Graduates
Graduates
Masters or PhD
56. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Foccus on Trainnnig
More than US$ 81.5 million invested in
training and development in the last 4 years
21 18
24.5
18
1999 2000 2001 2002
In–house courses:
• 18 - month graduate course in Aeronautical Engineering
• 2 - year MBA course focused on international trade
US$ million
57. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Comunity
Social & Comunity foccus on Education
Eng. Juarez Wanderley High
School developed for 600
students
Implementing several programs
including the Action Plan concept
in public schools benefiting more
than 34,000 students
58. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Health & Environment
Environment
ISO 14001 Certificate
(Mar/2002)
Health & Security
Certification OHSAS 18001
(Mar/2002)
59. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Dow Jones Sustainabilly Index
Recognignition of its corporate policy
sustainabilly through:
Creation of Shareholder Value -
Medium & Long Term
Social & Environment
responsability
Corporate Governance
Nominated for the third consecutive year
For the DOW JONES SUSTAINABILITY WORLD INDEX
61. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Jet Deliveries
Units
23
28
20
41
303030
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
62. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
US$ Million
Net Sales & Gross Margin
798
489
567
439557
581
590
38,1%
36.5%
39.9%
39.2% 39.3% 39.1%
39.7%
0
250
500
750
1000
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
30%
40%
63. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Sales per Segment
Third Quarter 2003
Sales per Market
Third Quarter 2003
Revenue Breakdown
Customer
Serviçes
10%
Corporate
12%
Defense
13%
Comercial
65%
Foreing
Market
94%
Brazil
6%
64. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
US$ Million
SG&A and Others Expenses
Note: SG&A includes Profit Sharing and does not include R&D
85
76 76 76
86
79
124
18.1%
15.1%15.5%15.5%
13.0%13.0%
15.2%
-
30
60
90
120
150
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
0%
3%
6%
9%
12%
15%
18%
21%
SG&A and Others SG&A , Others (% of Net Sales)
65. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
US$ Million
Research & Development
41
30
42
46
36
51
39
8.9%9.1%
7.3%7.2%
5.1%
7.4%
5.8%
-
20
40
60
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
0%
2%
4%
6%
8%
10%
R&D R&D (% of Net Sales)
66. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
US$ Million
Income from Operations
142
83 4970
119 11197
11.3%
12.3%
17.0%
17.9%
19.1%
20.3%
17.3%
0
200
400
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
10%
15%
20%
25%
67. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Net Income & Margin
44
5
19
774137
68
4.4%
12.2%
6.2%
7.0%
9.7%
9.0%
0.9%
0
50
100
150
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
0%
15%
US$ Million
69. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Trade Accounts Receivable
US$ Million
707
247
326
736
913
790
981
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
Note: In the short -term
70. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Inventories
Note: In the short -term
995 992
946
865
1111
10131005
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
US$ Million
71. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Net Cash (Debt)
US$ Million
39
360
217
104
(212)
43
(178)
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03
72. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Bank Debt - US$ 1,059.7 million
September 30, 2003
Loans Breakdown
Debt MaturityCurrency Breakdown
• Considering Currency Swaps
• Average R$ debt cost: 18.9% p.a. (83.2% of CDI)
• Average US$ debt cost: 4.9% p.a.
• Loan Average Maturity: 2 years and 2 months
Long
Term
49%
Short
Term
51%
US$
34%
R$
66%
74. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
US$ million
PP&E and R&D
125.8
44.1
127.7
143.8
114.2
60.1
158.6
99.6
69.6
18.8
0
2 0
4 0
6 0
8 0
1 0 0
1 2 0
1 4 0
1 6 0
1 8 0
1999 2000 2001 2002 Sep. 03
PP&E
R&D
75. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
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
Reduced Production Cycle
76. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
91
185
242 247
307
254
227
0
50
100
150
200
250
300
350
1996 1997 1998 1999 2000 2001 2002
Revenues per Employee
(US$ thousand)
Brazilian GAAP
77. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Investments Forecast
R&D Total
- Commercial Aviation
- Corporate Aviation
- Others
Defence
200403 Original
167
126
14
27
53
174
139
16
19
42
Productivity and PP&E 58 64
T O T A L 278 280
US$ million
Defence Investments are funded by their contracts and are not included
in the R&D expenses, but in Cost of Sales and Services.
2005
119
72
27
20
54
81
254
03 Actual
140
100
20.
20
48
33
221
(*) Does not include new program & Acquisitions
79. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
In 3Q03 - US$ 27.6billion in total orders,
including US$ 10.4 billion in firm orders
Backlog
US$ billion
10.410.3
7.99.0
10.711.4
6.4
4.13.0
1.2
17.216.8
11.3
13.2
12.7
12.7
11.3
0
5
1 0
1 5
2 0
2 5
3 0
1996 1997 1998 1999 2000 2001 2002 1 Q 0 3 2 Q 0 3 3 Q 0 3
Options
Firm Orders
1.2
3.0
4.1
17.7
24.1
23.4
22.2
19.2
27.1
27.6
80. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Jet Deliveries
Jet Deliveries
4
32
59
96
160 161
131
102
160 170
1996 1997 1998 1999 2000 2001 2002 2003 E 2004 E 2005 E
81. THE INFORMATION CONTAINED HEREIN IS THE PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR USED WITHOUT EMBRAER’S WRITTEN CONSENT.
Deliveries Forecast
53% 48%
37%
12% 15%
35%
2004 2005
ERJ 145 Family EMBRAER 170 Family Corporate
53% 48%
37%
12% 15%
35%
2004 2005
ERJ 145 Family EMBRAER 170 Family Corporate
160 expected deliveries for 2004 and 170 for 2005