The document provides an overview of Embraer's executive aviation market and new product offerings. It discusses the growing business aviation market and Embraer's vision to become a major player. Embraer is introducing new aircraft models like the Phenom 100 and Phenom 300, as well as a new service structure. The presentation highlights market forecasts, new interior designs, and differentiators of the Phenom aircraft programs.
This document defines many common aviation terms used in the airline industry. It explains terms related to different areas of an airport and roles of people who work there, such as air traffic controllers, flight attendants, and baggage handlers. Abbreviations used in airline operations and different types of in-flight meals are also defined. Being familiar with these industry terms is important for anyone working in air transportation.
This document provides information and guidelines for ramp safety officers at Indonesia AirAsia. It defines key terms and abbreviations. It outlines the ramp structure and organization, as well as responsibilities of ramp safety officers. It describes important ramp activities like aircraft ground handling, use of ground support equipment, and ensuring safety during aircraft turnarounds in the 25 minute target timeframe. It also covers safety management, human factors, and regulations regarding dangerous goods transportation.
This document discusses aircraft maintenance records and requirements. It emphasizes the importance of accurate documentation and identifies common documentation problems. It outlines requirements for maintenance record content, including descriptions of work performed, completion dates, and signatures. It also discusses issues like poor shift turnovers, non-compliance with airworthiness directives, and the importance of following regulations and procedures for aircraft maintenance.
Aviation engineering is a branch of engineering which deals with airspace development, airport design, aircraft navigation technologies, and aerodrome planning. It also involves the formulation of public policy, regulations, aviation laws pertaining to airspace, airlines, airports, aerodromes and the conduct of air services agreements through treaty.
This branch of engineering is distinct from aerospace engineering which deals with the development of aircraft and spacecraft.
This document discusses Crew Resource Management (CRM) training. It begins by noting that CRM training is a JAA requirement and is an accepted tool for optimizing defenses against human error in aviation. The document then provides examples of past aviation accidents where failures in CRM contributed to crashes. It discusses the aims of CRM training in raising safety levels and integrating crew members. Finally, it covers key elements of CRM like communication, leadership, situational awareness, and decision making.
An airline station agent oversees the overall operations of an airline at an airport. This includes coordinating flight crews, cargo crews, baggage handling, aircraft servicing, and more. They ensure safe and efficient operations so flights can depart on time.
The document discusses various topics related to the airline industry including:
- Types of jobs available in the airline industry such as flight attendants, administrative support, operations agents, and avionics technicians.
- Key functions of airlines such as planning, scheduling, revenue management, and irregular operations management.
- The Official Airline Guide (OAG) which was founded in 1929 and provides global travel data and flight information.
The document discusses the history and development of the aviation industry in India. It covers key events from the first commercial flight in 1911 to the industry's growth period in 2007. Challenges faced in recent years are also summarized, including rising costs, a decline in demand, and miscalculations by some airlines. The conclusion suggests that the future remains bright for Indian aviation despite current difficulties, as the sector works to address issues and better manage operations.
This document defines many common aviation terms used in the airline industry. It explains terms related to different areas of an airport and roles of people who work there, such as air traffic controllers, flight attendants, and baggage handlers. Abbreviations used in airline operations and different types of in-flight meals are also defined. Being familiar with these industry terms is important for anyone working in air transportation.
This document provides information and guidelines for ramp safety officers at Indonesia AirAsia. It defines key terms and abbreviations. It outlines the ramp structure and organization, as well as responsibilities of ramp safety officers. It describes important ramp activities like aircraft ground handling, use of ground support equipment, and ensuring safety during aircraft turnarounds in the 25 minute target timeframe. It also covers safety management, human factors, and regulations regarding dangerous goods transportation.
This document discusses aircraft maintenance records and requirements. It emphasizes the importance of accurate documentation and identifies common documentation problems. It outlines requirements for maintenance record content, including descriptions of work performed, completion dates, and signatures. It also discusses issues like poor shift turnovers, non-compliance with airworthiness directives, and the importance of following regulations and procedures for aircraft maintenance.
Aviation engineering is a branch of engineering which deals with airspace development, airport design, aircraft navigation technologies, and aerodrome planning. It also involves the formulation of public policy, regulations, aviation laws pertaining to airspace, airlines, airports, aerodromes and the conduct of air services agreements through treaty.
This branch of engineering is distinct from aerospace engineering which deals with the development of aircraft and spacecraft.
This document discusses Crew Resource Management (CRM) training. It begins by noting that CRM training is a JAA requirement and is an accepted tool for optimizing defenses against human error in aviation. The document then provides examples of past aviation accidents where failures in CRM contributed to crashes. It discusses the aims of CRM training in raising safety levels and integrating crew members. Finally, it covers key elements of CRM like communication, leadership, situational awareness, and decision making.
An airline station agent oversees the overall operations of an airline at an airport. This includes coordinating flight crews, cargo crews, baggage handling, aircraft servicing, and more. They ensure safe and efficient operations so flights can depart on time.
The document discusses various topics related to the airline industry including:
- Types of jobs available in the airline industry such as flight attendants, administrative support, operations agents, and avionics technicians.
- Key functions of airlines such as planning, scheduling, revenue management, and irregular operations management.
- The Official Airline Guide (OAG) which was founded in 1929 and provides global travel data and flight information.
The document discusses the history and development of the aviation industry in India. It covers key events from the first commercial flight in 1911 to the industry's growth period in 2007. Challenges faced in recent years are also summarized, including rising costs, a decline in demand, and miscalculations by some airlines. The conclusion suggests that the future remains bright for Indian aviation despite current difficulties, as the sector works to address issues and better manage operations.
This document discusses various aspects of air traffic management at aerodromes, including the functions of aerodromes, services provided like air traffic control and flight information, runway inspections, responsibilities of air traffic control towers, flight priorities, aircraft wake turbulence classifications, lighting signals for aircraft on the ground, criteria for suspending VFR operations, factors in runway selection, obstacles and limitations, instrument flight rules within controlled areas, facilities available in towers, and definitions of key terms.
1) An aircraft's static stability and center of gravity (CG) position depend on the CG being ahead of the aerodynamic center.
2) The CG position affects aircraft performance characteristics like stall speed, takeoff distance, and landing distance, as well as drag and fuel consumption.
3) The CG must remain within certified forward and aft limits that depend on the aircraft's weight and are expressed as a percentage of the mean aerodynamic chord.
The document discusses various international aviation organizations and agreements:
- The International Air Transport Association (IATA) coordinates airline activity and sets industry standards.
- The International Civil Aviation Organization (ICAO) fosters planning and development of international air transport to ensure safety.
- The Federal Aviation Administration (FAA) regulates civil aviation in the United States.
- Bilateral air transport agreements allow commercial air services between two nations.
- The Chicago and Warsaw Conventions established rules regarding international air travel and liability.
This document is the preface and table of contents for Volume 1 of the Aviation Maintenance Technician Handbook—Airframe. Volume 1 contains 17 chapters that cover topics such as aircraft structures, aerodynamics, aircraft assembly and rigging, aircraft fabric covering, aircraft metal structural repair, aircraft welding, advanced composite materials, and aircraft systems including electrical, hydraulic, pneumatic, fuel, instrumentation, and environmental control. The preface provides an introduction to the handbook and notes that it is intended to provide basic information and technical procedures for subjects relating to the airframe rating.
Aviation has a long history dating back over 2000 years to ideas of flying vehicles in ancient India. Leonardo da Vinci made early conceptual designs for airplanes and lighter-than-air vehicles in the 15th century. The Wright brothers achieved the first successful powered airplane flight in 1903, ushering in the era of heavier-than-air flight. Developments like jet engines in the mid-20th century increased airplane efficiency and led to modern passenger air transport.
The document is an assignment submitted by Abdur Rahim Khan for his course on airport handling procedures at Skylark Aviation Training School. It includes an introduction to aviation history and governing bodies like IATA, ICAO, and BCAS. The document then provides an index and outlines of sections on aviation history, governing bodies, and the various stages of airport handling procedures like reservations, check-in, boarding, and arrivals.
This document discusses the history and evolution of Crew Resource Management (CRM) training in the airline industry. It began in 1979 when NASA discovered many aviation accidents were caused by issues like poor communication and decision making among flight crews. United Airlines first adopted CRM in 1981, and it has since expanded to include other crew members. CRM training teaches skills like leadership, situation awareness, and decision making to improve safety. Studies found CRM has reduced errors and helped lower accident rates by around 70%. The crash of United Flight 232 in 1989 demonstrated how effective CRM can be when properly applied by a crew.
The document discusses weight and balance concepts for aircraft. It covers structural weight limitations, performance effects of being overweight, and the importance of center of gravity position for stability and controllability. Calculating an aircraft's center of gravity involves determining the basic empty weight, empty moment, and empty center of gravity, then accounting for changes in weight and moment from passengers, baggage, and fuel. The center of gravity position must remain within specified limits for safe flight.
The Wright brothers, Wilbur and Orville Wright, were pioneers of aviation. They opened a bicycle shop and taught themselves about flight by studying the work of previous aviation pioneers like Otto Lilienthal. Through experimentation and building miniature gliders, they developed theories on how to control an aircraft. On December 17, 1903, the Wright brothers achieved the first successful controlled, powered and sustained heavier-than-air human flight, flying 120 feet in 12 seconds near Kitty Hawk, North Carolina. Their innovations included creating their own wind tunnel for testing and devising a pulley control system for the aircraft.
A PPT material about the first attempts to fly and the history of aviation made by a student involved in the Comenius multilateral partnership “From Icarus to Interplanetary Travels”
The document presents a comparative analysis of low-cost airlines in India. It discusses the various low-cost carriers operating in India including SpiceJet, IndiGo, Air Deccan, JetLite, and GoAir. For each airline, it provides details on their founding, network, and marketing strategies. It also analyzes the 7Ps of marketing mix for some of the major low-cost carriers. Additionally, it discusses factors affecting customer preferences when choosing an airline and the impact of low-cost carriers on other forms of transportation in India. Data analysis on customer surveys looks at preferences for airlines, importance of price, brand loyalty, and awareness of airline offers. Overall, the document analyzes the low-
This document provides a history of aircraft and their development over time. It begins with an introduction to early gliders and planes in the late 1800s and early Wright brothers flights. It then describes some famous early planes and pilots that pushed the boundaries of air travel. Finally, it outlines the five main types of modern aircraft and concludes that advances in aviation have radically improved transportation worldwide.
This document provides information on various aviation-related topics including:
- Geographic regions divided into IATA traffic conference areas
- Definitions of revenue and non-revenue passengers
- Explanations of fares, baggage allowances, excess baggage charges, and types of journeys such as one-way, return, circle trips and open jaws
- Descriptions of checked and unchecked baggage
- Notes on fare types including adult, child, and infant fares as well as normal, special and constructed fares
There are currently 18 surviving Sherman Firefly tanks from World War 2 located around the world. They include Sherman Ic, Sherman Hybrid Ic, and Sherman Vc variants located in museums and military installations in countries such as Belgium, the United Kingdom, Italy, Argentina, and South Africa. Additionally, there are several Sherman hulls without turrets that once served as Firefly tanks located in Belgium, the United Kingdom, and the United States.
S. Devendra Reddy introduces himself as a student in the D2 batch of the Frankfinn Institute of Airhostess Training in Vizag, India. He thanks his aviation trainer, Mrs. Shikha Kaul, for helping him develop knowledge about aviation and thanks the Frankfinn Institute for providing a quality education. The document then outlines the key responsibilities of flight attendants which include ensuring passenger safety, conducting safety checks, providing emergency instructions, serving food and beverages, and administering first aid if needed. It also includes descriptions of aircraft interiors like the cockpit, cabin, lavatory, and galley as well as external parts such as the wings, fuselage, tail, and landing
The Bureau of Civil Aviation Security (BCAS) was established in 1978 as a cell within the Directorate General of Civil Aviation to coordinate aviation security matters. It was reorganized as an independent department in 1987 following the Kanishka tragedy. BCAS is the regulatory authority for civil aviation security in India, headed by a Director General of Police. Its key responsibilities include laying down aviation security standards, monitoring implementation of security rules and regulations, and ensuring security staff are properly trained. BCAS conducts surprise checks and mock exercises to test security preparedness.
The document traces the evolution of airplanes from early gliders and kites to modern passenger jets. Key developments include the Wright Brothers' first flight in 1903, the use of airplanes in World War I which advanced technology, and breakthroughs like the jet engine in World War II which led to the Jet Age. Hybrid aircraft were attempted by combining planes with helicopters, rockets, boats, and cars. Growing markets and infrastructure helped make passenger air travel mainstream. Plane engines evolved from car engines to become lighter, higher power, and more efficient.
Ground handling services include all the services an aircraft needs while on the ground at an airport. These services include passenger handling at check-in and arrival, ramp services like aircraft and baggage handling, de-icing, and towing, load control and flight operations support before and after flights, cargo and mail warehouse services, security services throughout travel, and various support services required for successful aircraft handling. It is important to hire an experienced ground handling company, such as Transworld Aviation in Zanzibar, to ensure quality airport services.
This document summarizes Ryanair's baggage policies and procedures, including: (1) Cabin baggage is limited to one item per passenger under 10kg; (2) Checked baggage allowances and fees; (3) Transportation of sports equipment and musical instruments in the hold; (4) Purchase of extra seats; and (5) Procedures for lost, damaged, or delayed baggage, including documentation and claims.
This document provides an overview of weight and balance concepts for aircraft. It defines key terms like empty weight, useful load, center of gravity, moment, and arm. It explains how weight and balance affects aircraft performance and safety. Maintaining the proper center of gravity is important for longitudinal stability and control. Being over or under weight limits can reduce performance and endurance or cause structural issues. The document also describes how to calculate weight and balance using information in the aircraft's Pilot Operating Handbook.
This document is the annual report for AMR Corporation for the year 2000. It discusses the company's improved financial performance for the year, including net earnings of $752 million compared to $543 million in 1999. It summarizes strategic initiatives undertaken in 2000 related to safety, service, product, technology, culture, and network - the six areas of the company's Airline Leadership Plan. These initiatives include fleet expansion, onboard comfort enhancements, technology investments, employee programs, and network growth through regional jets and international partnerships. The report also outlines major acquisitions announced in 2001 that will significantly expand American Airlines' fleet and network by acquiring assets from TWA, US Airways, and a stake in DC Air.
HMS Group presentation, Morgan Stanley EMEA Conference (April 2011)HMS Group
This presentation was created to present HMS Group at one-on-one meetings with investors within Morgan Stanley EMEA Conference (12-14 April 2011, London & New-York).
This document discusses various aspects of air traffic management at aerodromes, including the functions of aerodromes, services provided like air traffic control and flight information, runway inspections, responsibilities of air traffic control towers, flight priorities, aircraft wake turbulence classifications, lighting signals for aircraft on the ground, criteria for suspending VFR operations, factors in runway selection, obstacles and limitations, instrument flight rules within controlled areas, facilities available in towers, and definitions of key terms.
1) An aircraft's static stability and center of gravity (CG) position depend on the CG being ahead of the aerodynamic center.
2) The CG position affects aircraft performance characteristics like stall speed, takeoff distance, and landing distance, as well as drag and fuel consumption.
3) The CG must remain within certified forward and aft limits that depend on the aircraft's weight and are expressed as a percentage of the mean aerodynamic chord.
The document discusses various international aviation organizations and agreements:
- The International Air Transport Association (IATA) coordinates airline activity and sets industry standards.
- The International Civil Aviation Organization (ICAO) fosters planning and development of international air transport to ensure safety.
- The Federal Aviation Administration (FAA) regulates civil aviation in the United States.
- Bilateral air transport agreements allow commercial air services between two nations.
- The Chicago and Warsaw Conventions established rules regarding international air travel and liability.
This document is the preface and table of contents for Volume 1 of the Aviation Maintenance Technician Handbook—Airframe. Volume 1 contains 17 chapters that cover topics such as aircraft structures, aerodynamics, aircraft assembly and rigging, aircraft fabric covering, aircraft metal structural repair, aircraft welding, advanced composite materials, and aircraft systems including electrical, hydraulic, pneumatic, fuel, instrumentation, and environmental control. The preface provides an introduction to the handbook and notes that it is intended to provide basic information and technical procedures for subjects relating to the airframe rating.
Aviation has a long history dating back over 2000 years to ideas of flying vehicles in ancient India. Leonardo da Vinci made early conceptual designs for airplanes and lighter-than-air vehicles in the 15th century. The Wright brothers achieved the first successful powered airplane flight in 1903, ushering in the era of heavier-than-air flight. Developments like jet engines in the mid-20th century increased airplane efficiency and led to modern passenger air transport.
The document is an assignment submitted by Abdur Rahim Khan for his course on airport handling procedures at Skylark Aviation Training School. It includes an introduction to aviation history and governing bodies like IATA, ICAO, and BCAS. The document then provides an index and outlines of sections on aviation history, governing bodies, and the various stages of airport handling procedures like reservations, check-in, boarding, and arrivals.
This document discusses the history and evolution of Crew Resource Management (CRM) training in the airline industry. It began in 1979 when NASA discovered many aviation accidents were caused by issues like poor communication and decision making among flight crews. United Airlines first adopted CRM in 1981, and it has since expanded to include other crew members. CRM training teaches skills like leadership, situation awareness, and decision making to improve safety. Studies found CRM has reduced errors and helped lower accident rates by around 70%. The crash of United Flight 232 in 1989 demonstrated how effective CRM can be when properly applied by a crew.
The document discusses weight and balance concepts for aircraft. It covers structural weight limitations, performance effects of being overweight, and the importance of center of gravity position for stability and controllability. Calculating an aircraft's center of gravity involves determining the basic empty weight, empty moment, and empty center of gravity, then accounting for changes in weight and moment from passengers, baggage, and fuel. The center of gravity position must remain within specified limits for safe flight.
The Wright brothers, Wilbur and Orville Wright, were pioneers of aviation. They opened a bicycle shop and taught themselves about flight by studying the work of previous aviation pioneers like Otto Lilienthal. Through experimentation and building miniature gliders, they developed theories on how to control an aircraft. On December 17, 1903, the Wright brothers achieved the first successful controlled, powered and sustained heavier-than-air human flight, flying 120 feet in 12 seconds near Kitty Hawk, North Carolina. Their innovations included creating their own wind tunnel for testing and devising a pulley control system for the aircraft.
A PPT material about the first attempts to fly and the history of aviation made by a student involved in the Comenius multilateral partnership “From Icarus to Interplanetary Travels”
The document presents a comparative analysis of low-cost airlines in India. It discusses the various low-cost carriers operating in India including SpiceJet, IndiGo, Air Deccan, JetLite, and GoAir. For each airline, it provides details on their founding, network, and marketing strategies. It also analyzes the 7Ps of marketing mix for some of the major low-cost carriers. Additionally, it discusses factors affecting customer preferences when choosing an airline and the impact of low-cost carriers on other forms of transportation in India. Data analysis on customer surveys looks at preferences for airlines, importance of price, brand loyalty, and awareness of airline offers. Overall, the document analyzes the low-
This document provides a history of aircraft and their development over time. It begins with an introduction to early gliders and planes in the late 1800s and early Wright brothers flights. It then describes some famous early planes and pilots that pushed the boundaries of air travel. Finally, it outlines the five main types of modern aircraft and concludes that advances in aviation have radically improved transportation worldwide.
This document provides information on various aviation-related topics including:
- Geographic regions divided into IATA traffic conference areas
- Definitions of revenue and non-revenue passengers
- Explanations of fares, baggage allowances, excess baggage charges, and types of journeys such as one-way, return, circle trips and open jaws
- Descriptions of checked and unchecked baggage
- Notes on fare types including adult, child, and infant fares as well as normal, special and constructed fares
There are currently 18 surviving Sherman Firefly tanks from World War 2 located around the world. They include Sherman Ic, Sherman Hybrid Ic, and Sherman Vc variants located in museums and military installations in countries such as Belgium, the United Kingdom, Italy, Argentina, and South Africa. Additionally, there are several Sherman hulls without turrets that once served as Firefly tanks located in Belgium, the United Kingdom, and the United States.
S. Devendra Reddy introduces himself as a student in the D2 batch of the Frankfinn Institute of Airhostess Training in Vizag, India. He thanks his aviation trainer, Mrs. Shikha Kaul, for helping him develop knowledge about aviation and thanks the Frankfinn Institute for providing a quality education. The document then outlines the key responsibilities of flight attendants which include ensuring passenger safety, conducting safety checks, providing emergency instructions, serving food and beverages, and administering first aid if needed. It also includes descriptions of aircraft interiors like the cockpit, cabin, lavatory, and galley as well as external parts such as the wings, fuselage, tail, and landing
The Bureau of Civil Aviation Security (BCAS) was established in 1978 as a cell within the Directorate General of Civil Aviation to coordinate aviation security matters. It was reorganized as an independent department in 1987 following the Kanishka tragedy. BCAS is the regulatory authority for civil aviation security in India, headed by a Director General of Police. Its key responsibilities include laying down aviation security standards, monitoring implementation of security rules and regulations, and ensuring security staff are properly trained. BCAS conducts surprise checks and mock exercises to test security preparedness.
The document traces the evolution of airplanes from early gliders and kites to modern passenger jets. Key developments include the Wright Brothers' first flight in 1903, the use of airplanes in World War I which advanced technology, and breakthroughs like the jet engine in World War II which led to the Jet Age. Hybrid aircraft were attempted by combining planes with helicopters, rockets, boats, and cars. Growing markets and infrastructure helped make passenger air travel mainstream. Plane engines evolved from car engines to become lighter, higher power, and more efficient.
Ground handling services include all the services an aircraft needs while on the ground at an airport. These services include passenger handling at check-in and arrival, ramp services like aircraft and baggage handling, de-icing, and towing, load control and flight operations support before and after flights, cargo and mail warehouse services, security services throughout travel, and various support services required for successful aircraft handling. It is important to hire an experienced ground handling company, such as Transworld Aviation in Zanzibar, to ensure quality airport services.
This document summarizes Ryanair's baggage policies and procedures, including: (1) Cabin baggage is limited to one item per passenger under 10kg; (2) Checked baggage allowances and fees; (3) Transportation of sports equipment and musical instruments in the hold; (4) Purchase of extra seats; and (5) Procedures for lost, damaged, or delayed baggage, including documentation and claims.
This document provides an overview of weight and balance concepts for aircraft. It defines key terms like empty weight, useful load, center of gravity, moment, and arm. It explains how weight and balance affects aircraft performance and safety. Maintaining the proper center of gravity is important for longitudinal stability and control. Being over or under weight limits can reduce performance and endurance or cause structural issues. The document also describes how to calculate weight and balance using information in the aircraft's Pilot Operating Handbook.
This document is the annual report for AMR Corporation for the year 2000. It discusses the company's improved financial performance for the year, including net earnings of $752 million compared to $543 million in 1999. It summarizes strategic initiatives undertaken in 2000 related to safety, service, product, technology, culture, and network - the six areas of the company's Airline Leadership Plan. These initiatives include fleet expansion, onboard comfort enhancements, technology investments, employee programs, and network growth through regional jets and international partnerships. The report also outlines major acquisitions announced in 2001 that will significantly expand American Airlines' fleet and network by acquiring assets from TWA, US Airways, and a stake in DC Air.
HMS Group presentation, Morgan Stanley EMEA Conference (April 2011)HMS Group
This presentation was created to present HMS Group at one-on-one meetings with investors within Morgan Stanley EMEA Conference (12-14 April 2011, London & New-York).
This document provides financial results for Monsanto's third quarter of 2005. It summarizes that net sales increased 22% compared to the third quarter of 2004, while net income decreased 81% due to charges related to acquisitions. It also notes that stacked corn traits continue to accelerate in the US due to grower demand. The document includes reconciliations of various non-GAAP financial measures to GAAP measures.
This document provides financial results for Monsanto for the third quarter and first nine months of 2005. Net sales increased 22% in the third quarter and 20% for the first nine months compared to the same periods in 2004. However, net income decreased 81% in the third quarter due to in-process R&D write-offs from acquisitions. Earnings per share also decreased but were up 22% for the first nine months. Biotechnology traits, especially stacked traits in corn, continue to drive growth in key markets such as the U.S. Acquisitions of Seminis and Emergent are expected to add to earnings per share and free cash flow forecasts in coming years.
The annual shareholder meeting presentation covered the following key points in 3 sentences:
Terex aims to achieve $12 billion in sales and 12% operating margin by 2010 through executing on supply chain management, pricing discipline, and lean initiatives to improve margins. The company has a diverse portfolio of products and geographic presence to balance performance across economic cycles. Opportunities for margin improvement include coordinating supply efforts, optimizing manufacturing footprint, and pricing actions to offset rising costs.
Citigroup reported its quarterly financial results. Some key highlights:
- Core income for Q4 2000 was $3.331 billion, up 11% from Q4 1999.
- Net income for Q4 2000 was $2.84 billion, down 6% from Q4 1999 due to restructuring charges.
- Global Consumer segment revenues grew 9% to $10.243 billion in Q4 2000.
- Global Corporates and Institutions segment revenues grew 16% to $8.464 billion in Q4 2000.
The document discusses Ingram Micro, the world's largest technology distributor. It provides an overview of Ingram Micro's financial performance in 1999, including revenue of $28.1 billion, a 27% increase from 1998. It discusses challenges faced in 1999 from intense pricing competition and rising costs. The CEO discusses strategies to leverage Ingram Micro's global scale and infrastructure to expand outsourcing partnerships and e-commerce operations.
- The company reported financial results for the second quarter of 2011, with revenues of $1.97 billion, a 45 aircraft delivery total, and 62 E-Jets sold.
- Gross margins increased to 24.3%, EBITDA was $197 million with a margin of 12.2%, and net income was $126 million.
- The outlook for 2011 was revised upward, with estimated revenues of $5.8 billion, EBIT of $465 million, EBITDA of $700 million, and margins of 8% and 12% respectively. Research spending was confirmed at $90 million while development was lowered to $160 million.
- The company reported financial results for the second quarter of 2011, with revenues of $1.97 billion, a 45 aircraft delivery total, and 62 firm E-Jet orders.
- Recent highlights included new orders from airlines and leasing companies, customer base expansion, and cooperation agreements.
- The presentation revised full-year 2011 outlook with increased expected revenues to $5.8 billion, EBIT to $465 million, and EBITDA to $700 million. Research spending is projected to remain $90 million while development spending will decrease to $160 million.
The document discusses the importance of culture for organizations like Shell. It provides three key points:
1) Examples are given of how culture and behaviors have significantly impacted Shell's performance. Culture can enable or undermine even the best strategies.
2) The role of finance is discussed as balancing controls with trust and enabling business performance management.
3) Views are presented that culture and behaviors do not receive enough attention in trainings at Shell, and that neither a good strategy carried out poorly due to culture nor a poor strategy embraced by culture are ideal outcomes. The optimal situation balances strategic and cultural factors.
Terex is a leading manufacturer of construction and mining equipment with sales of $9.1 billion in 2007. It aims to grow sales to $12 billion by 2010 through organic growth and acquisitions while improving operating margins to 12% and reducing working capital to sales ratio to 15%. Terex has a diversified business across products and geographies that provides balance throughout the economic cycle.
Terex is a leading manufacturer of construction and mining equipment with strong market positions. It aims to grow sales to $12 billion by 2010 through executing on initiatives to improve supply chain management, pricing discipline, and productivity. Terex has a diversified business across products and geographies to balance performance through different economic cycles.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing significantly in recent years. They are the 3rd largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing substantially in recent years. They are the third largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Oshkosh Truck Corporation presented an investor presentation on its proposed acquisition of JLG Industries, Inc. The presentation discussed Oshkosh's track record of successful acquisitions and shareholder value creation. It also outlined the objectives of acquiring JLG to support growth above 15%, diversify into the fast-growing aerial work platform market, and execute its long-term acquisition strategy. Finally, the presentation provided an overview of Oshkosh Truck Corporation and its proven strategy of new product leadership, operational excellence, and strategic acquisitions that have fueled strong sales and earnings growth.
Eaton Corporation's 2004 annual report summarizes the company's financial performance and operations. Eaton is a global leader in power management solutions, with businesses in fluid power systems, electrical systems, vehicle powertrains, and truck components. In 2004, Eaton achieved record sales of $9.8 billion and record earnings per share. The company also completed several acquisitions to expand its product portfolio and global presence. Eaton expects continued growth in 2005 as its diverse business segments participate in different stages of the economic cycle.
Eaton Corporation's 2004 annual report summarizes the company's financial performance and operations for the year. Eaton is a global leader in power management solutions, with major business segments in fluid power systems, electrical systems, vehicle powertrains, and truck components. In 2004, Eaton achieved record sales of $9.8 billion and continued to grow faster than its end markets through innovation, acquisitions, and implementation of the Eaton Business System across its operations. The report highlights several new products and major acquisitions in 2004 that expanded Eaton's business and strengthened its leadership positions in key industries.
The document provides an overview of Terex Corporation for a May 2008 investor conference. It discusses Terex's purpose, mission, and vision. It summarizes Terex's sales, operating profit, and geographic diversity for 2007. It also outlines goals to achieve $12 billion in sales and 12% operating margin by 2010. Finally, it discusses opportunities to improve margins through pricing actions, supply management, productivity initiatives, and The Terex Way values.
The document provides an overview of Terex Corporation for a Merrill Lynch conference. It discusses Terex's purpose, mission, and vision. It also summarizes Terex's diversified business segments and product lines, with aerial work platforms, construction equipment, cranes, material processing and mining equipment being the largest segments. The document outlines Terex's goals for 2010 of achieving $12 billion in sales and 12% operating margins.
Sales and backlog for Terex's business segments through March 31, 2008:
- Aerial Work Platform sales increased 9% with backlog up 4% from the previous period.
- Crane segment sales rose 26% and backlog grew 70% over the same period.
- Material Processing & Mining sales were flat while backlog declined slightly.
Overall, Terex is experiencing growth across most segments though some backlogs decreased slightly from the prior period.
Similar to 2005* Embraer Day Business Jet Market Presentation (DisponíVel Apenas Em InglêS) (20)
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.
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.
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.
- 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.
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 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.
2005* Embraer Day Business Jet Market Presentation (DisponíVel Apenas Em InglêS)
1. Executive Aviation Market Luís Carlos Affonso
Senior Vice-President, Executive Aviation
November 18th, 2005
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.
3. Vision
To become a major player in the Business Aviation Market
within 10 years by providing innovative and differentiating
product and service solutions with added value to our
customers and shareholders.
4. New structure
Maurício Botelho
President &CEO
Executive Aviation Business
Luís Carlos Affonso
Senior Vice President
Sales, Contracts Program Services &
& Marketing Management Customer Support
Single focus on the business aviation customer
All-encompassing business unit
Higher synergy and improved decision-making process
5. Integrated solution
Truly revolutionary products
Comprehensive training program
Outstanding support and total care programs
Extensive service centers coverage
Aircraft exchange facilitation
Third-party financing packages
FBO and aircraft management partnerships
6. Product portfolio expansion (jets)
Global
Ultra-Long Range
Large
Legacy 600
Super Mid-Size
Mid-size
Mid-light
Light
Very Light Phenom 300
Phenom 100
10. Commercial aviation user dissatisfaction
USA Europe
100% 3% 5% 9% 8%
12% 16% 15%
12% 17%
5%
19%
80%
27% 11%
19%
37% 35%
60%
85% 87%
40% 76% 72%
64% 65%
51% 50%
20%
0%
1995 2000 2005E 2010E 1995 2000 2005E 2010E
Network Low Cost Regional
Source: Embraer analysis
Less options for the “premium” passenger
11. Commercial aviation user dissatisfaction
Low flexibility – total travel time increasing (door-to-door)
Long check-in procedures – hassle factor
Decreasing number of cities served by airlines
Congested “hubs” (70% of North-American passengers uses only
30 airline hub-airports)
Short duration trips (averaging 300 nm) – air travel alternatives are as
long as car travel
“Premium” passengers are not well-served
New air travel options are being developed
.
12. 2006-2015 Market Forecast (deliveries) - World
Product Categories (jets) Units US$
2%
GLOBAL 6%
8%
ULTRA-LONG RANGE 10%
25%
LARGE 15%
SUPER MID-SIZE 10% 20%
11%
MID-SIZE
20%
MID-LIGHT 18%
10%
LIGHT
7%
26%
VERY LIGHT 8%
4%
* not including air taxi demand (2,500 – 3,000 a/c)
9,680 Aircraft US$ 144 billions in the next 10 years
13. 2006-2015 Market Forecast – Very Light segment
2%
VERY LIGHT
8%
26%
10%
15%
2,515 * 18%
10%
11%
Very Light Light Midlight Midsize Super Large Ultra-long Global
Midsize Range
* not including air taxi demand (2,500 – 3,000 a/c)
Very light segment expected to reach 26% of total deliveries
14. 2006-2015 Market Forecast – Light segment
2%
8%
10% 26%
15%
10% 18%
11% LIGHT
1,755
Very Light Light Midlight Midsize Super Large Ultra-long Global
Midsize Range
Light segment will answer for 18% of total deliveries
15. 2006-2015 Market Forecast – Super Midsize segment
2%
8%
10% 26%
15%
SUPER
MIDSIZE 18%
10%
11%
1,415
Very Light Light Midlight Midsize Super Large Ultra-long Global
Midsize Range
Super midsize segment: 15% of total deliveries
16. NBAA 2005 Press Conference Luís Carlos Affonso
Legacy 600 - Program Update Senior Vice-President, Executive Aviation
November 08th, 2005
17. The world discovers the Legacy 600
60 aircraft, 15 countries, the right choice
20. Sound Quality Improvement
Insulation material improved
Communication enhancement
through the aircraft
Enhanced In-flight quietness
Reduced noise variation along
the aircraft
Maximize your flight experience
Available as of 4Q/2005
21. Legacy 600 - Landmarks
2002 2003 2004 2005
Window
Shade
Enhancements 41,000 ft
Short Ceiling
LCY Runway
Performance
Operation
Maintenance
Plan 9,500 ft
Take-off
Range Landing
HSD
New Interior Altitude
Certification
CTA / FAA / JAA / CIS
Promises made … promises delivered
22. Legacy 600 - Landmarks
2002 2003 2004 2005
Window
EVSShade
Enhancements D 41,000 ft
E RE Short Ceiling
IV Runway
D EL LCY
Operation
Baggage
Performance
Maintenance compartment
Plan improvement 9,500 ft
LED Take-off
Range Landing
lighting HSD
New Interior Altitude
Enhancements ICE – Air
Show
to come
Certification System
Avionics - update
New
weather
CTA / FAA / JAA / CIS radar
EFB
anthenna
And more on the way
24. Phenom 100 and Phenom 300 Luís Carlos Affonso
Program Update Senior Vice-President, Executive Aviation
November 18th, 2005
25. Integrated Development
Embraer uses a full range of technologies to enable a complete development
integration for its products.
It is a successful heritage that comes from Embraer Commercial aircraft
experience and is being applied to Embraer Very Light and Phenom 300s
31. Phenom™ 100 by Embraer
Interior
Baggage Compartment Preliminary data
55 cu.ft divided into pressurized and non-pressurized areas
Spacious enough for sporting gear
45 cu.ft.
5 cu.ft.
Competitors Baggage Compartment 5 cu.ft.
Eclipse 500(1): 26 cu.ft.
Adam 700(2): 25 cu.ft.
Cessna Mustang(3): 49 cu.ft. (external: 20 FWD + 25 AFT ; internal: 4)
Sources
32. Phenom™ 100 by Embraer
Interior
Summer Baggage Capacity All preliminary data – images for illustrative proposes only
4 Golf Bags
9 in x 46 in Diameter (0.23 m x 1.17 m)
4 Garment Bags
(21 in x 23 in x 8 in) 0.53 m x 0.58 m x 0.2 m
4 Roll-on Bags
(22in x 14in x 10in) 0.56 m x 0.36 m x 0.25 m
4 Small Bags
(16.5 in x 13.5 in x 4 in) 0.42 m x 0.34 m x 0.11 m
33. Contracted Suppliers
by
Avionics
Interior Design
Engines
Hydraulics
Flap Actuators
Thrust Control
Landing Gear Control Lever
Landing Gear Hydraulic Components
34. Why Garmin
G-1000 is the best choice...
Product compliant with Embraer’s Vision
Award-winning product support - worldwide
loaner LRUs placed strategically around the world and
service center network already being trained
World-class manufacturing capability
Disciplined HALT and HAAS laboratory testing
Comfortable transition from GNS430/530 operating system
Sound business partner with outstanding brand recognition
Low risk to the Phenom 100 & Phenom 300 programs
35. Phenom 100 & Phenom 300 Differentiators
Maintenance Function
Embraer Phenom 100 & Phenom 300 monitors the complete aircraft
systems health and route engine trend, indicating failures at LRU
level, hence it maximizes trouble-shooting efficiency.
3 same P/N - Twelve inches displays
Low inventory (1 single p/n);
Higher Dispatchability/ Flexibility
Integrated Standby Instrument (ISIS)
Embraer optimizes space for passenger and baggage by having the main
avionics equipment, in a cabinet configuration, concentrated at the 3 core
avionics rack (behind the displays). Also, since it’s possible to keep the
core avionics inside the pressurized area, reliability is improved.
36. Phenom 100
Cockpit Design Drivers
Single-pilot operation
Human-factors
Enhanced situational awareness
Glass cockpit with large displays
State-of-the-art avionics
Preliminary data
37. Phenom 100
ProdigyTM Flight Deck Illustrative purposes only - preliminary data
Garmin avionics platform tailored for Embraer
38. Phenom 100
Avionics – Prodigy™ based on Garmin G1000
Dual Primary Function Displays (PFD)
Multi Function (MFD) / Engine Info.Crew and Alert System (EICAS) display
Systems Synoptic / Moving Maps
Integrated Standby Instruments
Dual Air Data Computers (ADC)
Reduced Vertical Separation Minimum (RVSM) compatible
Flight Management System (FMS)
Dual Attitude and Heading Reference System (AHRS)
3-axis CAT I Autopilot / Flight Director
Weather Overlay
Preliminary data
39. Phenom 100
Avionics – Prodigy™ based on Garmin G1000
Airborne Audio System and Aural Warning
Mode-S Transponder
Dual VHF Communication System
Dual VHF Navigation System
Global Positioning System (GPS) – Wide Area Augmentation System (WAAS)
Emergency Locator Transmitter (ELT)
Health Monitoring
Terrain Awareness System (TAWS)
Traffic Information System (TIS)
Preliminary data
40. Phenom 100
Avionics – Prodigy™ based on Garmin G1000
Weather Radar
Traffic Advisory System
Voice Recording
Electronic Charts and Manuals
Electronic Checklist
CNS / ATM – Communications, Navigation and Surveillance / Air Traffic
Management
Datalink
Preliminary data
41. Phenom 100
Break System: Break-by-Wire with anti-skid function
Break-by-wire
• Failure detection diagnosis
• No system tuning after maintenance tasks
• BIT – Built and Test system availability – making initialization
tests transparent to the pilot
• State-of-the-art technology available to light jets
Anti-skid
Prevents tires lockup due to pilot applied pressure
Improves operation on all runway conditions
Enhances braking performance
Preliminary data
42. Phenom 100
Direct Operating Costs
Lower than an entry level jet
Similar to King Air C90B **
* in accordance with B&CA assumptions – Typical Bizjet Operation
** B&CA Operations Planning Guide – August 2005
Preliminary data
43. Phenom 100
Layout Configuration Comparison – Jets
Phenom 100* Eclipse 500 Mustang Adam 700 CJ1
(Entry Level Jet)
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
44. Phenom 100
Cross-section Comparison – Jets
4ft 8in 4ft 7in
4ft 11in
4ft 11in
4ft 2in
5ft 1in 4ft 6in 5ft 1in
Phenom 100* vs. Eclipse 500 Embraer Phenom 100* vs.
Mustang
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
45. Phenom 100
Cross-section Comparison – Jets
4ft 6in 4ft 11 in
4ft 11in
4ftt 4in
4ft 10in
4ft 11in
5ft 1in 5ft 1in
Phenom 100* vs. Adam 700 Phenom 100* vs. CJ1 (Entry Level Jet)
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
46. Phenom 100
Competitive Analysis – Jets
Embraer CJ1+
Characteristics Phenom Eclipse Mustang A700
100 (entry level)
Range (nm)* 1,160 1,215 1,158 1,100 1,285
High Speed Cruise (ktas) 380 375 340 340 387
MMO M 0.70 M 0.64 N/A N/A M 0.71
Max. Operating Altitude (ft) 41,000 41,000 41,000 41,000 41,000
Takeoff Field Length (ft) 3,400 2,155 3,120 2,950 3,200
Cabin Volume (cu.ft.)** 305 187 230 241 272
List Price (US$ Million)*** 2.75 1.47 2.53 2.10 4.18
Assumptions
Preliminary data
47. Phenom 100
Layout Configuration Comparison – Turboprop
Phenom 100* King Air C90B
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
48. Phenom 100
Cross-section Comparison – Turboprops
4ft 6 in
4ft 11in
4ft 10in
5ft 1in
Phenom 100* vs. King Air C90B
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
49. Phenom 100
Competitive Analysis – Turboprop
Embraer
Characteristics King Air C90B
Phenom 100
Range (nm)* 1,160 933
High Speed Cruise (KTAS) 380 246
MMO M 0.70 N/A
Maximum Operating Altitude (ft) 41,000 30,000
Takeoff Field Length (ft) 3,400 2,712
Cabin Volume (cu.ft.) 305 N/A
List Price (US$ Million) 2.75 2.77
Assumptions
Preliminary data
50. Phenom 100
Window Dimensions Comparison Preliminary data
A (in) B (in) Area (sq.ft.)
A Phenom 100 13.07 13.78 1.151
Citation Mustang 16.34 9.76 0.870
B
Citation CJ2/CJ3 9.29 11.77 0.699
Citation Sovereign 9.76 13.31 0.824
Citation XLS 11.10 14.16 0.996
Learjet 40 8.50 12.91 0.719
Learjet 60 10.59 11.93 0.830
Hawker 400 XP 10.43 14.96 0.851
Source: Conklin & de Decker
Aircraft Comparator 2003/2004 Hawker 800 XP 10.16 12.60 0.835
The largest window among the Light Jets
57. Phenom 300
ProdigyTM Flight Deck Illustrative purposes only - preliminary data
Garmin avionics platform tailored for Embraer
58. Phenom 300
Layout Configuration Comparison
Phenom 300* CJ2+ Bravo CJ3 Encore
(Mid-light)
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
59. Phenom 300
Layout Configuration Comparison
Layout Configuration
Comparison
Phenom 300* Premier I Hawker 400XP
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
60. Phenom 300
Cross-section Comparison
4ft 11in 4ft 10in
4ft 11in
4ft 11in
4ft 10in
4ft 9in
5ft 1in 5ft 1in
Phenom 300* vs. CJ2+ / CJ3 / Encore (Mid-light) Phenom 300* vs. Bravo
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
61. Phenom 300
Cross-section Comparison
5ft 6in 4ft 11in (1.50m)
4ft 10in (1.47m)
4ft 11in
4ft 11in
5ft 5in
5ft 1in (1.55m) 5ft 1in (1.55m)
Phenom 300* vs. Premier I Phenom 300* vs. Hawker 400XP
Source: Conklin & de Decker Aircraft Comparator 2003/2004 – Manufacturers’ web sites and promotional material * Preliminary data
62. Phenom 300
Competitive Analysis
Phenom
Characteristics CJ2+ Bravo CJ3 Encore
300
Range (nm)* 1,800 1,550 1,519 1,774 1,780
High Speed Cruise (KTAS) 450 407 400 415 426
MMO M 0.78 M 0.734 M 0.70 M 0.737 M 0.755
Maximum Op. Altitude (ft) 45,000 45,000 45,000 45,000 45,000
Takeoff Field Length (ft) 3,700 3,420 3,600 3,180 3,490
List Price (US$ Million) 6.65 5.38 6.04 6.43 8.15
Assumptions
Preliminary data
63. Phenom 300
Competitive Analysis
Embraer
Hawker
Characteristics Phenom Premier I
400XP
300
Range (nm)* 1,800 1,232 1,482
High Speed Cruise (KTAS) 450 451 450
MMO M 0.78 M 0.80 M 0.78
Maximum Op. Altitude (ft) 45,000 45,000 45,000
Takeoff Field Length (ft) 3,700 3,792 3,906
List Price (US$ Million) 6.65 5.82 6.99
Assumptions
Preliminary data
65. Integrated Solutions Luís Carlos Affonso
Senior Vice-President, Executive Aviation
November 18th 2005
66. Comprehensive Training Program – Phenom 100 / Phenom 300
Preliminary data
Phase 1: Phase 2: Phase 3: Phase 4:
Flight Skills Ground Simulation Mentor Pilot
Assessment School
Pilot evaluation Classroom Training FTD and FFS developed for
Phenom 100 & Phenom 300
Jet Transition Course CBT Self Paced
Computer Procedure
CBT distance learning
Training (CPT)
CBT: Computer Based Training
CPT: Cockpit Procedure Training
FTD: Flight Training Device
FFS: Full Flight Simulator
An Outstanding Training Program
67. Embraer Tip-to-Tail – Phenom 100 & Phenom 300 PpH
Program
Flexible coverage 5, 7 or 10 years
Tip-to-tail – includes Engines
Labor for inspections and mandatory service bulletins (ASC)
Labor for troubleshooting and Mobile Team for R&I (optional)
Exchange and repair costs
Consumables and Expendables items covered
Delivery and Core Recovery Freight
Tip-to-Tail program: more residual value
68. NBAA 2005 – First Impressions Luís Carlos Affonso
Senior Vice-President, Executive Aviation
November 18th 2005
79. Due to time span between the date of this document/presentation and the entry into service of
the aircraft, Embraer reserves the right to revise this document/presentation whenever
occasioned by product improvement, government regulations or other good cause.
The information contained herein is the property of Embraer S.A. and shall not be copied or
used in any manner except with Embraer´s written consent.