1) Embraer concluded its restructuring process and began listing on the Novo Mercado segment of the Brazilian stock exchange.
2) Embraer introduced the Lineage 1000, a new ultra-large business jet based on the EMBRAER 190 commercial jet platform.
3) Embraer delivered 40 jets in the second quarter, maintained a high gross margin of 28.2%, and reported a net income of US$139 million.
- Embraer delivered 36 jets in Q3 2006, down from 40 in the previous quarter.
- Net revenues were $894 million for Q3 2006, with a gross margin of 28.3%.
- Commercial aviation accounted for 67% of net revenues for the first nine months of 2006.
- Net income was $61 million in Q3 2006, with a net cash position of $507 million.
Embraer reported its financial results for the first quarter of 2005. Key highlights included Republic Airways adding 16 firm and 34 optional EMBRAER 170 orders, delivery of Embraer's 900th ERJ 145 jet, and approval to acquire a 65% stake in OGMA, a European maintenance company. Net revenues were $763 million for Q1 2005, lower than the previous year's quarters. However, net income was $97 million, representing a 12.6% margin. Inventories increased to $1.57 billion and total debt was $1.04 billion, with an average cost of 5.3% in US dollars.
2003* 4o.Encontro Anual De Investidores Da Embraer ApresentaçãO Financeira ...Embraer RI
The 5th Annual Investors and Analysts Meeting was held on November 18 & 19, 2004 in São José dos Campos, Brazil. Antonio Luiz Pizarro Manso, Embraer's CFO, presented information on Embraer's financial performance and shareholder base. Some key differences between Brazilian GAAP and US GAAP accounting standards were also outlined regarding revenue recognition, cost recognition, and translation effects.
2006 - Embraer A&I Meeting Airline MarketEmbraer RI
The presentation discusses trends in the commercial airline market and opportunities for 30-120 seat aircraft. It notes that traffic is recovering strongly but the revenue environment remains challenging. Fuel costs are significantly higher than in the past. Low-cost carriers continue to gain market share from network carriers. Many routes have low daily frequencies and flights often depart with loads suitable for smaller aircraft, representing opportunities for rightsizing. The replacement of older, less efficient jets with new regional aircraft is allowing airlines to better match capacity to demand.
2002* Segundo Encontro Anual Com Analistas E Investidores 2000 & 2001 Em An...Embraer RI
This document provides an overview of Embraer's second annual investors and analysts meeting in July 2000. It summarizes key events and accomplishments from 2000-2001, including the company's IPO on the NYSE, expansion of sales and support offices in Asia, development and first flights of new aircraft models, orders and deliveries, and investments in facilities and technology. The presentation outlines Embraer's growth and increasing global presence over this period.
2004 - Presentation Made In Canada With Canaccord CapitalEmbraer RI
The document is a presentation for analysts and investors given by Canada in March 2004. It includes forward-looking statements and discusses key trends in the airline industry like the growth of low-cost carriers and regional jets. It also provides a forecast for the commercial jet market between 2004-2023, predicting strong demand for 30-120 seat aircraft globally.
2004 - Charleston Regional Jets ConferenceEmbraer RI
This presentation provides an overview of the global airline market and trends:
- The North American market accounts for 37% of global airline capacity, followed by Asia/Pacific at 21% and Europe at 22%.
- For aircraft up to 120 seats, which includes regional jets and turboprops, North America again has the largest share at 54% of capacity.
- The current airline business model includes regional airlines feeding passengers to major airlines and low cost carriers providing point-to-point service.
2002 - Second Annual Analysts & Investors Meeting Airline Market Trends & O...Embraer RI
This document discusses trends in the global airline market, with a focus on regional markets in North America and Europe. Some key points:
1) In 2001, regional airlines in North America accounted for 55% of the market share, while Europe was 26%.
2) In the US, regional airline traffic and market share has been increasing over time, growing from 3% of domestic traffic in 1970 to an estimated 14% in 2010.
3) The airline industry experienced a downturn in 2001, with year-over-year growth rates declining significantly for both major and regional carriers in North America and Europe.
- Embraer delivered 36 jets in Q3 2006, down from 40 in the previous quarter.
- Net revenues were $894 million for Q3 2006, with a gross margin of 28.3%.
- Commercial aviation accounted for 67% of net revenues for the first nine months of 2006.
- Net income was $61 million in Q3 2006, with a net cash position of $507 million.
Embraer reported its financial results for the first quarter of 2005. Key highlights included Republic Airways adding 16 firm and 34 optional EMBRAER 170 orders, delivery of Embraer's 900th ERJ 145 jet, and approval to acquire a 65% stake in OGMA, a European maintenance company. Net revenues were $763 million for Q1 2005, lower than the previous year's quarters. However, net income was $97 million, representing a 12.6% margin. Inventories increased to $1.57 billion and total debt was $1.04 billion, with an average cost of 5.3% in US dollars.
2003* 4o.Encontro Anual De Investidores Da Embraer ApresentaçãO Financeira ...Embraer RI
The 5th Annual Investors and Analysts Meeting was held on November 18 & 19, 2004 in São José dos Campos, Brazil. Antonio Luiz Pizarro Manso, Embraer's CFO, presented information on Embraer's financial performance and shareholder base. Some key differences between Brazilian GAAP and US GAAP accounting standards were also outlined regarding revenue recognition, cost recognition, and translation effects.
2006 - Embraer A&I Meeting Airline MarketEmbraer RI
The presentation discusses trends in the commercial airline market and opportunities for 30-120 seat aircraft. It notes that traffic is recovering strongly but the revenue environment remains challenging. Fuel costs are significantly higher than in the past. Low-cost carriers continue to gain market share from network carriers. Many routes have low daily frequencies and flights often depart with loads suitable for smaller aircraft, representing opportunities for rightsizing. The replacement of older, less efficient jets with new regional aircraft is allowing airlines to better match capacity to demand.
2002* Segundo Encontro Anual Com Analistas E Investidores 2000 & 2001 Em An...Embraer RI
This document provides an overview of Embraer's second annual investors and analysts meeting in July 2000. It summarizes key events and accomplishments from 2000-2001, including the company's IPO on the NYSE, expansion of sales and support offices in Asia, development and first flights of new aircraft models, orders and deliveries, and investments in facilities and technology. The presentation outlines Embraer's growth and increasing global presence over this period.
2004 - Presentation Made In Canada With Canaccord CapitalEmbraer RI
The document is a presentation for analysts and investors given by Canada in March 2004. It includes forward-looking statements and discusses key trends in the airline industry like the growth of low-cost carriers and regional jets. It also provides a forecast for the commercial jet market between 2004-2023, predicting strong demand for 30-120 seat aircraft globally.
2004 - Charleston Regional Jets ConferenceEmbraer RI
This presentation provides an overview of the global airline market and trends:
- The North American market accounts for 37% of global airline capacity, followed by Asia/Pacific at 21% and Europe at 22%.
- For aircraft up to 120 seats, which includes regional jets and turboprops, North America again has the largest share at 54% of capacity.
- The current airline business model includes regional airlines feeding passengers to major airlines and low cost carriers providing point-to-point service.
2002 - Second Annual Analysts & Investors Meeting Airline Market Trends & O...Embraer RI
This document discusses trends in the global airline market, with a focus on regional markets in North America and Europe. Some key points:
1) In 2001, regional airlines in North America accounted for 55% of the market share, while Europe was 26%.
2) In the US, regional airline traffic and market share has been increasing over time, growing from 3% of domestic traffic in 1970 to an estimated 14% in 2010.
3) The airline industry experienced a downturn in 2001, with year-over-year growth rates declining significantly for both major and regional carriers in North America and Europe.
2002* Segundo Encontro Anual Com Analistas E Investidores Mercado De DefesaEmbraer RI
The document discusses Embraer's defense market products including aircraft like the EMB 326 Xavante, EMB 110 Bandeirante, EMB 121 Xingu, EMB 111 Bandeirante, EMB 312 Tucano, Super Tucano, AMX, F-5 BR, EMB 145 AEW&C, EMB 145 RS, EMB 145 MP/ASW. It also discusses integrated market approaches and aircraft like the ALX/Super Tucano and their market potential. Finally, it summarizes achievements in 2001.
The music video portrays the madness and unpredictability of ADHD through irregular props and edits the visuals to match the fast beat and instrumental sections of the song. It takes inspiration from a Coldplay music video by having band members appear and disappear in different spots on the background scenery to match the music. The digipak and poster were designed to have the same style, colors, and vibe as the music video to promote the product to the target audience. Audience feedback indicated that the genre was successfully portrayed through the indie punk style and use of dark and bright colors.
Print continues to play an important role in integrated marketing strategies. While digital editions are growing, print still accounts for the majority of sales and offers benefits like sustained engagement and being seen as trustworthy. As technologies advance, more strategies are emerging that combine print with digital through techniques like QR codes, augmented reality, and interactive content. Marketers should not forget traditional print growth strategies and underestimate its influence, as evidenced by a case study where negative feedback led an organization to return to print after initially going digital-only to cut costs.
Unifying Sales and Operations to Drive Scale (Subscribed13)Zuora, Inc.
The document discusses Joyent's implementation of Zuora for subscription billing management. Some key points:
- Joyent was previously using manual processes for billing that caused issues like a lack of visibility for sales into customer data.
- They implemented Zuora to automate billing, integrate it with Salesforce and NetSuite, and provide a 360 degree view of customers.
- This allowed Joyent to quickly expand their product portfolio within Zuora and improve the customer experience through their "My.Joyent" portal.
Best of Both Worlds: Bundling Hard Goods and Subscriptions (Subscribed13)Zuora, Inc.
This document discusses Topcon's transition from selling hardware products to offering subscription-based software solutions. Topcon began introducing online self-service tools in 2009 and moved to a software-as-a-service model between 2010-2013. Most subscriptions are sold as part of hardware kits that include an initial free trial period. Subscriptions sold through distributors must be activated by customers. The presentation covers Topcon's experience developing its subscription business and key lessons learned.
Better Billing, More cash. There's an Easy Button For That. (Subscribed13)Zuora, Inc.
Get up close and personal with the power of Zuora's market-leading billing and payment engine. Join us to learn how to create great looking invoices, accelerate your cash collections, avoid angry customers with bulletproof billing, and cap it off by impressing auditors with detailed billing and collections reports. We will discuss the common challenges that billing and operations teams often struggle with: taxation, invoice consolidation, usage rating, currency rounding, exception management, and more.
Intacct for Subscription Based BusinessesZuora, Inc.
If you run a subscription business, learn how a pre-integrated best of breed solution that leverages Salesforce, Zuora and Intacct enables your business growth in the Subscription Economy. Presented by Zuora and Intacct at the Intacct Advantage 2013 conference.
Embraer delivered its first E-Jet to Mozambique's Lam airline and also to British Airways and Lufthansa Cityline. It delivered its 600th E-Jet to Lot Polish Airlines five years after the first delivery. Embraer's net revenue was $963 million in the third quarter of 2009, with an operating income of $1015 million and a net income attributable to Embraer of $1029 million. Its order backlog totaled $7.92 billion at the end of the third quarter of 2009.
Embraer announced strong financial results for the second quarter of 2008, with net revenue increasing 21.9% and net income up 34.3% over the same period last year. The company also announced new executive jet models, received certifications, and signed new contracts. Looking forward, Embraer forecasts increased deliveries and continued growth, with planned investments in research and development as well as property, plant, and equipment.
Encontro de Investidores em NY - Apresentação CorporativaEmbraer RI
This presentation provides an overview of Embraer's business and proposed new capital structure. It discusses Embraer's product lines including defense, ISR, and transport products. It outlines key defense market trends and Embraer's vision. The presentation also reviews Embraer's financial performance and proposed new capital structure which would enhance its valuation and financing flexibility while instituting shareholder protections.
Paris Air Show - Corporativo e Relações com InvestidoresEmbraer RI
The document is a presentation by the Executive Vice President and CFO of Embraer summarizing the company's performance in the first quarter of 2007. It includes forward-looking statements and discusses Embraer's jet deliveries, revenues, margins, earnings, and net income for both the quarter and compared to previous years. Charts and graphs show trends in these financial metrics from 2002 to 2007.
2005 - Chinese Market Presentation May 2005Embraer RI
This document discusses Embraer's commitment to the regional aviation market in China. It summarizes Embraer's presence in China through industrial cooperation to manufacture aircraft, a spare parts center in Beijing, and an ERJ145 simulator in Zhuhai. The document also analyzes opportunities for regional jets in China's developing regional aviation market in areas like rightsizing aircraft, developing new shuttle routes, and improving connectivity to Hong Kong and Macau.
2002 - Third Annual Analyst & Investor Meeting Defense MarketEmbraer RI
This document summarizes Embraer's third annual investor meeting, focusing on its defense market segment. It outlines Embraer's integrated market approach and portfolio of defense products like the Super Tucano and AMX. It discusses programs in Brazil, international markets, and new opportunities in intelligence, surveillance, and reconnaissance systems following 9/11. The defense segment's goal is for ISR to achieve 20% of Embraer's total revenue in 5 years.
1) The company delivered 148 jets in 2005, up from 141 in 2004. Jet deliveries, revenues, income from operations, net income, and dividends have generally been increasing since 2001.
2) The order backlog was $17.5 billion in 2005, consisting of $13.6 billion in firm orders and $3.9 billion in options.
3) Projected jet deliveries are 145-150 in 2006 and 2007. The ERJ 145 family is projected to make up 51% of 2006 deliveries while the EMBRAER 170/190 family is projected to make up 76-79% in 2006-2007.
2008 - First Quarter Results 2008 In U.S. GaapEmbraer RI
Embraer added new customers and orders for its E-Jet family in the first quarter of 2008. Key financial figures such as revenues, earnings, and backlog increased compared to the same period last year. The company also repurchased over $320 million of its own shares. Looking ahead, Embraer forecasts increased jet deliveries and investments in 2008 and 2009.
2007 - 7th Annual U.S. Analyst Airline Market Overview Commecial AviationEmbraer RI
The document provides an overview of the airline market from the perspective of aircraft in the 30-120 seat segment. It discusses trends in the industry including increased low-cost carrier competition, higher fuel prices, and efforts by airlines to reduce costs. Opportunities for regional jets include replacing aging fleets in China, Russia, and other growing markets. The E-Jets family from Embraer is positioned as helping airlines improve efficiency through right-sizing aircraft on routes.
2007 - 7th Annual U.S. Analyst & Investor Meeting Luis Carlos AffonsoEmbraer RI
The 7th Annual U.S. Analyst & Investor Meeting provided an overview of the business aviation market and Embraer's product portfolio and strategy. The business jet market is growing, with over 800 deliveries in 2006. Demand is shifting towards non-traditional markets like Russia, the Middle East, and Asia. Embraer forecasts over 11,000 executive jet deliveries from 2007-2016. Embraer's product line includes the Legacy 600, Phenom 100, Phenom 300, and Lineage 1000 jets. The meeting also covered Embraer's focus on customer support and services as well as sales financing solutions.
2004* 5o.Encontro Anual De Investidores Da Embraer Programa Embraer 170 190...Embraer RI
The document provides an overview of Embraer's E170/190 aircraft program. It discusses how the aircraft were designed to fill a gap in seat capacity between regional jets and narrowbody aircraft. The E170 can seat 70-78 passengers and the E190 can seat 98-106. The aircraft were developed using extensive customer input and a global partnership. They were designed for high passenger comfort, low operating costs, and to meet future environmental standards. The document reviews the aircraft's key characteristics such as interior noise levels, range, and systems commonality within the family.
Taming the Enterprise: Delivering a Unified Cross-Company Subscription Strate...Zuora, Inc.
It’s one thing to understand the intricate needs of the enterprise customer - the real heavy lifting comes with the delivery of solutions that actual achieve the desired end-state. Learn how Zuora is being leveraged to meet the multifaceted requirements of Google Wildfire, providing speed, flexibility, and streamlined subscription management. This journey started in a business unit and is spreading to encompass a unified corporate strategy throughout the enterprise.
Embraer reported strong financial results for the third quarter of 2006. Key highlights include 137 new commercial aviation orders, over 300 new executive aviation orders, and the appointment of a new CEO. The company saw increased revenues, gross margins around 28%, and net income of US$61 million. Embraer also maintained a strong backlog of over US$14.9 billion and forecasted jet deliveries to increase to 160 aircraft in 2007.
Embraer reported its financial results for the first quarter of 2005. Net revenues decreased 20% to $763 million due to lower jet deliveries of 30 aircraft compared to 43 in the prior year. However, gross margin improved to 35.1% from 33.2% last year. Net income totaled $97 million, down 12% from $110 million in 1Q04. The commercial jet backlog remained strong at $9.9 billion and Embraer forecast jet deliveries of 145 aircraft in 2005 and 145 again in 2006.
2002* Segundo Encontro Anual Com Analistas E Investidores Mercado De DefesaEmbraer RI
The document discusses Embraer's defense market products including aircraft like the EMB 326 Xavante, EMB 110 Bandeirante, EMB 121 Xingu, EMB 111 Bandeirante, EMB 312 Tucano, Super Tucano, AMX, F-5 BR, EMB 145 AEW&C, EMB 145 RS, EMB 145 MP/ASW. It also discusses integrated market approaches and aircraft like the ALX/Super Tucano and their market potential. Finally, it summarizes achievements in 2001.
The music video portrays the madness and unpredictability of ADHD through irregular props and edits the visuals to match the fast beat and instrumental sections of the song. It takes inspiration from a Coldplay music video by having band members appear and disappear in different spots on the background scenery to match the music. The digipak and poster were designed to have the same style, colors, and vibe as the music video to promote the product to the target audience. Audience feedback indicated that the genre was successfully portrayed through the indie punk style and use of dark and bright colors.
Print continues to play an important role in integrated marketing strategies. While digital editions are growing, print still accounts for the majority of sales and offers benefits like sustained engagement and being seen as trustworthy. As technologies advance, more strategies are emerging that combine print with digital through techniques like QR codes, augmented reality, and interactive content. Marketers should not forget traditional print growth strategies and underestimate its influence, as evidenced by a case study where negative feedback led an organization to return to print after initially going digital-only to cut costs.
Unifying Sales and Operations to Drive Scale (Subscribed13)Zuora, Inc.
The document discusses Joyent's implementation of Zuora for subscription billing management. Some key points:
- Joyent was previously using manual processes for billing that caused issues like a lack of visibility for sales into customer data.
- They implemented Zuora to automate billing, integrate it with Salesforce and NetSuite, and provide a 360 degree view of customers.
- This allowed Joyent to quickly expand their product portfolio within Zuora and improve the customer experience through their "My.Joyent" portal.
Best of Both Worlds: Bundling Hard Goods and Subscriptions (Subscribed13)Zuora, Inc.
This document discusses Topcon's transition from selling hardware products to offering subscription-based software solutions. Topcon began introducing online self-service tools in 2009 and moved to a software-as-a-service model between 2010-2013. Most subscriptions are sold as part of hardware kits that include an initial free trial period. Subscriptions sold through distributors must be activated by customers. The presentation covers Topcon's experience developing its subscription business and key lessons learned.
Better Billing, More cash. There's an Easy Button For That. (Subscribed13)Zuora, Inc.
Get up close and personal with the power of Zuora's market-leading billing and payment engine. Join us to learn how to create great looking invoices, accelerate your cash collections, avoid angry customers with bulletproof billing, and cap it off by impressing auditors with detailed billing and collections reports. We will discuss the common challenges that billing and operations teams often struggle with: taxation, invoice consolidation, usage rating, currency rounding, exception management, and more.
Intacct for Subscription Based BusinessesZuora, Inc.
If you run a subscription business, learn how a pre-integrated best of breed solution that leverages Salesforce, Zuora and Intacct enables your business growth in the Subscription Economy. Presented by Zuora and Intacct at the Intacct Advantage 2013 conference.
Embraer delivered its first E-Jet to Mozambique's Lam airline and also to British Airways and Lufthansa Cityline. It delivered its 600th E-Jet to Lot Polish Airlines five years after the first delivery. Embraer's net revenue was $963 million in the third quarter of 2009, with an operating income of $1015 million and a net income attributable to Embraer of $1029 million. Its order backlog totaled $7.92 billion at the end of the third quarter of 2009.
Embraer announced strong financial results for the second quarter of 2008, with net revenue increasing 21.9% and net income up 34.3% over the same period last year. The company also announced new executive jet models, received certifications, and signed new contracts. Looking forward, Embraer forecasts increased deliveries and continued growth, with planned investments in research and development as well as property, plant, and equipment.
Encontro de Investidores em NY - Apresentação CorporativaEmbraer RI
This presentation provides an overview of Embraer's business and proposed new capital structure. It discusses Embraer's product lines including defense, ISR, and transport products. It outlines key defense market trends and Embraer's vision. The presentation also reviews Embraer's financial performance and proposed new capital structure which would enhance its valuation and financing flexibility while instituting shareholder protections.
Paris Air Show - Corporativo e Relações com InvestidoresEmbraer RI
The document is a presentation by the Executive Vice President and CFO of Embraer summarizing the company's performance in the first quarter of 2007. It includes forward-looking statements and discusses Embraer's jet deliveries, revenues, margins, earnings, and net income for both the quarter and compared to previous years. Charts and graphs show trends in these financial metrics from 2002 to 2007.
2005 - Chinese Market Presentation May 2005Embraer RI
This document discusses Embraer's commitment to the regional aviation market in China. It summarizes Embraer's presence in China through industrial cooperation to manufacture aircraft, a spare parts center in Beijing, and an ERJ145 simulator in Zhuhai. The document also analyzes opportunities for regional jets in China's developing regional aviation market in areas like rightsizing aircraft, developing new shuttle routes, and improving connectivity to Hong Kong and Macau.
2002 - Third Annual Analyst & Investor Meeting Defense MarketEmbraer RI
This document summarizes Embraer's third annual investor meeting, focusing on its defense market segment. It outlines Embraer's integrated market approach and portfolio of defense products like the Super Tucano and AMX. It discusses programs in Brazil, international markets, and new opportunities in intelligence, surveillance, and reconnaissance systems following 9/11. The defense segment's goal is for ISR to achieve 20% of Embraer's total revenue in 5 years.
1) The company delivered 148 jets in 2005, up from 141 in 2004. Jet deliveries, revenues, income from operations, net income, and dividends have generally been increasing since 2001.
2) The order backlog was $17.5 billion in 2005, consisting of $13.6 billion in firm orders and $3.9 billion in options.
3) Projected jet deliveries are 145-150 in 2006 and 2007. The ERJ 145 family is projected to make up 51% of 2006 deliveries while the EMBRAER 170/190 family is projected to make up 76-79% in 2006-2007.
2008 - First Quarter Results 2008 In U.S. GaapEmbraer RI
Embraer added new customers and orders for its E-Jet family in the first quarter of 2008. Key financial figures such as revenues, earnings, and backlog increased compared to the same period last year. The company also repurchased over $320 million of its own shares. Looking ahead, Embraer forecasts increased jet deliveries and investments in 2008 and 2009.
2007 - 7th Annual U.S. Analyst Airline Market Overview Commecial AviationEmbraer RI
The document provides an overview of the airline market from the perspective of aircraft in the 30-120 seat segment. It discusses trends in the industry including increased low-cost carrier competition, higher fuel prices, and efforts by airlines to reduce costs. Opportunities for regional jets include replacing aging fleets in China, Russia, and other growing markets. The E-Jets family from Embraer is positioned as helping airlines improve efficiency through right-sizing aircraft on routes.
2007 - 7th Annual U.S. Analyst & Investor Meeting Luis Carlos AffonsoEmbraer RI
The 7th Annual U.S. Analyst & Investor Meeting provided an overview of the business aviation market and Embraer's product portfolio and strategy. The business jet market is growing, with over 800 deliveries in 2006. Demand is shifting towards non-traditional markets like Russia, the Middle East, and Asia. Embraer forecasts over 11,000 executive jet deliveries from 2007-2016. Embraer's product line includes the Legacy 600, Phenom 100, Phenom 300, and Lineage 1000 jets. The meeting also covered Embraer's focus on customer support and services as well as sales financing solutions.
2004* 5o.Encontro Anual De Investidores Da Embraer Programa Embraer 170 190...Embraer RI
The document provides an overview of Embraer's E170/190 aircraft program. It discusses how the aircraft were designed to fill a gap in seat capacity between regional jets and narrowbody aircraft. The E170 can seat 70-78 passengers and the E190 can seat 98-106. The aircraft were developed using extensive customer input and a global partnership. They were designed for high passenger comfort, low operating costs, and to meet future environmental standards. The document reviews the aircraft's key characteristics such as interior noise levels, range, and systems commonality within the family.
Taming the Enterprise: Delivering a Unified Cross-Company Subscription Strate...Zuora, Inc.
It’s one thing to understand the intricate needs of the enterprise customer - the real heavy lifting comes with the delivery of solutions that actual achieve the desired end-state. Learn how Zuora is being leveraged to meet the multifaceted requirements of Google Wildfire, providing speed, flexibility, and streamlined subscription management. This journey started in a business unit and is spreading to encompass a unified corporate strategy throughout the enterprise.
Embraer reported strong financial results for the third quarter of 2006. Key highlights include 137 new commercial aviation orders, over 300 new executive aviation orders, and the appointment of a new CEO. The company saw increased revenues, gross margins around 28%, and net income of US$61 million. Embraer also maintained a strong backlog of over US$14.9 billion and forecasted jet deliveries to increase to 160 aircraft in 2007.
Embraer reported its financial results for the first quarter of 2005. Net revenues decreased 20% to $763 million due to lower jet deliveries of 30 aircraft compared to 43 in the prior year. However, gross margin improved to 35.1% from 33.2% last year. Net income totaled $97 million, down 12% from $110 million in 1Q04. The commercial jet backlog remained strong at $9.9 billion and Embraer forecast jet deliveries of 145 aircraft in 2005 and 145 again in 2006.
2007* Paris Air Show Corporativo E RelaçõEs Com InvestidoresEmbraer RI
The document is a presentation by Embraer's Executive Vice President and CFO providing results and performance metrics for Embraer's 2007 Air Show. It includes quarterly and yearly data on key financial figures such as jet deliveries, revenues, gross margin, EBIT, EBITDA, net income, and margins. Forward-looking statements are also presented along with risks and uncertainties. Charts show trends over time for these various metrics.
Paris air show corporativo e relações com investidoresEmbraer RI
The document provides an overview of Embraer's financial performance in the first quarter of 2007. Some key points include:
- Jet deliveries increased to 25 in Q1 2007 from 27 in Q1 2006.
- Net revenues were $843 million in Q1 2007, down slightly from $1,084 billion in the same period of 2006.
- EBIT margin declined to 0.5% in Q1 2007 from 7% in Q1 2006 due to lower commercial jet deliveries.
- Backlog remained strong at $15 billion though down from $18.2 billion in Q4 2006.
- Embraer forecast jet deliveries to increase to 165-170 in 2007 and 195-
Paris Air Show - Corporate and Investor RelationsEmbraer RI
The document provides an overview of Embraer's financial performance in the first quarter of 2007. Some key points include:
- Jet deliveries increased to 25 in Q1 2007 from 27 in Q1 2006.
- Net revenues were $843 million in Q1 2007, down slightly from $1,084 billion in the same period of 2006.
- EBIT margin declined to 0.5% in Q1 2007 from 7% in Q1 2006 due to lower commercial jet deliveries.
- Net income was $26 million in Q1 2007 compared to $124 million in Q1 2006.
- The firm backlog remained strong at $15 billion as of the end of Q1 2007.
2007* Paris Air Show Corporativo E RelaçõEs Com InvestidoresEmbraer RI
The document is a presentation by the Executive Vice President and CFO of Embraer summarizing the company's performance in the first quarter of 2007. It includes forward-looking statements and discusses Embraer's jet deliveries, revenues, margins, earnings, and net income for both the quarter and compared to previous years. Charts and graphs show trends in these financial metrics from 2002 to 1Q07.
Embraer reported its first quarter 2007 results. Jet deliveries were lower than the previous year at 25 due to supply chain issues. However, revenues increased 4.3% due to favorable product mix. Gross margin declined due to inventory adjustments and higher costs. The backlog reached a record $15 billion after 11 new E-Jet orders. Actions were taken to increase production capacity and labor force to deliver 165-170 jets in 2007.
- Embraer delivered 21 commercial jets and 13 executive jets in the first quarter of 2012.
- Orders for E-Jets rose to 1,063, with new customers in Bulgaria and Estonia.
- The Legacy 500 completed its first engine run and ground tests.
- Net revenues were $1.16 billion with a gross margin of 24.3%, and the firm backlog remained strong at $14.7 billion.
- Embraer delivered 36 jets in the second quarter of 2007, bringing total deliveries for the first half of the year to 61 aircraft.
- While industrial costs remained high due to production inefficiencies, Embraer's backlog reached a record high of $15.6 billion and the Phenom family accumulated over 460 firm orders.
- Embraer signed important deals at the 2007 Paris Air Show including orders from Lufthansa, Japan Airlines, and BRA Transportes Aéreos.
1) Firm backlog increased to $10.6 billion from $9 billion in 2002. Net income was $136 million with $2.1 billion in sales.
2) The EMBRAER 170 received provisional type certification. Air Canada signed for 45 EMBRAER 190 aircraft.
3) Production cycle decreased to 3.4 months from 4.9 months in 1999. Embraer expects to deliver 160 aircraft in 2004 and 170 in 2005.
2005* ConferêNcia Santander Janeiro 2005 (DisponíVel Somente Em InglêS)Embraer RI
This presentation discusses the airline industry and Embraer's regional jets. It notes that the US airline industry is undergoing fundamental changes with decreasing average fares, capacity, and the increasing role of low-cost carriers and regional jets. Embraer is responding to market needs with its family of E-Jets that have high commonality. The presentation highlights the E-Jets' opportunities for new route development and turbo-prop substitution, as well as the fleet reliability and certification timelines.
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 an overview of Goodrich Corporation's presentation at the 2008 JPMorgan Aviation & Transportation Conference. It includes forward-looking statements and important risk factors. The presentation discusses Goodrich's portfolio attributes including proprietary products, participation in major commercial and military platforms, and a balanced business mix with over 45% of sales from aftermarket. Charts show Goodrich's sales breakdown, commercial airplane delivery forecasts, aircraft order backlogs, expected large commercial aircraft deliveries, Goodrich's content on the in-service fleet, and defense and space sales.
This document summarizes a presentation given by Scott Kuechle, Executive Vice President & CFO of Goodrich Corporation, at the JPMorgan Aviation & Transportation Conference in March 2008. The presentation outlines Goodrich's balanced portfolio of proprietary aerospace and defense products, with an emphasis on the growing commercial and military aftermarket segments. It also highlights Goodrich's leadership positions, consistent financial performance, and potential for sustained long-term growth in sales, earnings, and cash flow.
- Goodrich is one of the largest aerospace suppliers worldwide with over 20,000 employees and 130+ years of operating history.
- In 2003, Goodrich saw sales of $4.4 billion and expects low single-digit growth in 2004, with earnings per share of $1.20-$1.35.
- Key initiatives include continuing debt reduction, investing in new programs, and achieving synergies from acquisitions.
This document provides an overview of Marshall Larsen's presentation at the 11th Annual Commercial Aerospace and Defense Conference on March 2, 2004. The presentation discusses Goodrich Corporation, noting that it is one of the largest worldwide aerospace suppliers with the broadest portfolio of products in the industry and over 130 years of operating history. Charts are shown breaking down Goodrich's 2003 sales by market channel and projected sales from 1999-2004, demonstrating a decreased dependence on commercial original equipment.
- Goodrich is one of the largest aerospace suppliers worldwide with over 20,000 employees and 130+ years of operating history.
- In 2003, Goodrich achieved $553M in cash flow from operations and $4.4B in sales, with EPS of $0.85.
- For 2004, Goodrich expects low single-digit sales growth and EPS between $1.20-$1.35, driven by a recovering global economy and stable military market, while commercial OE remains flat.
- Goodrich is one of the largest aerospace suppliers worldwide with over 20,000 employees and 130+ years of operating history.
- In 2003, Goodrich achieved $553M in cash flow from operations and $4.4B in sales, with EPS of $0.85.
- For 2004, Goodrich expects low single-digit sales growth and EPS between $1.20-$1.35, driven by a recovering global economy and stable military market, while commercial OE remains flat.
- Embraer announced strong commercial jet sales in the third quarter including 30 firm orders and options, and its order backlog reached a record high of $21.6 billion despite currency volatility negatively impacting earnings. However, the majority of Embraer's revenues are dollar-denominated, providing a natural hedge against currency fluctuations. Embraer also uses hedging instruments to further mitigate currency exposure, recognizing a $92.9 million loss this quarter from marking currency hedges to market.
Goodrich Corporation's annual report summarizes the company's financial performance in 2007. Key highlights include:
- Sales increased 12% to $6.4 billion due to strong growth across commercial aerospace, aftermarket, and defense/space segments.
- Segment operating margins improved from 13.5% to 16.1% while net cash from operations more than doubled to $594 million.
- The company expects continued robust growth in 2008 driven by increasing demand in all market channels.
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.
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.
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
3. Highlights 2Q06
• On June 5, Embraer concluded its
restructuring process and started
to be listed on the Novo Mercado
segment of the BOVESPA
• On May 2, Embraer introduced
the Lineage 1000, an ultra-large
business jet based on the
EMBRAER 190 commercial jet
platform.
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
4. Highlights 2Q06
• JetBird acquired 50 firm Phenom 100 jets and placed an option for an additional
50 aircraft.
• The EMBRAER 195 airliner, the largest of the EMBRAER 170/190 family,
received in June type certification from the National Civil Aviation Agency
(ANAC), the Brazilian certification authority.
• Copa Airlines exercised three options for the EMBRAER 190 increasing the
number of firm E-Jets in its orderbook to 15.
• Embraer reached an agreement with Kawasaki Heavy Industries Ltd. to begin
assembling the wings of the EMBRAER 190 and EMBRAER 195 aircraft.
• Firm orders for the recently launched Phenom 100 and Phenom 300 reached
more than 235 units at the end of the quarter. The total backlog for the executive
aviation segment reached US$1.25 billion.
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
5. Results &
Performance
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
6. Jet Deliveries
41 40
36
30
27
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
7. Net Revenues and Gross Margin
US$ Million
31.4%
28.1% 28.2% 28.7% 28.2%
1,190
1,064
1,021
812 808
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
8. Net Revenue by Segment
2Q05 2Q06
$812 Million $1,021 Million
Customer
Services and Customer
Others 12% Services and
Executive Others 13%
Executive
Aviation 7%
Aviation 9%
Commercial
Defense and Defense and Aviation 72%
Government Government
15% 6%
Commercial
Aviation 66%
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
9. Income from Operations
US$ Million
15.7%
13.2%
12.2%
9.6%
167
135
114 4.5%
99
37
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
10. Net Income
US$ Million
13.1% 13.6%
10.2%
10.4%
156
8.1% 139
110
83
65
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
11. Accounts Receivable Breakdown
US$ Million
905
790
654
488
451 482 472
100 136 140
302 351 346 332
251
2Q05 3Q05 4Q05 1Q06 2Q06
Others Commercial Aviation
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
12. Inventories
US$ Million
1,736
1,648 1,639
1,601
1,511
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
13. Net Cash (Debt) Position
US$ Million
527
360
302
97
-229
2Q05 3Q05 4Q05 1Q06 2Q06
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
14. Loans
Total Debt of US$ 1,528.6 Million
Brazilian
Currency
Short Term 22%
41%
Long Term Foreign
59% Currency
78%
• Average cost in R$ = 9.5 % p/a Long-Term Loan Average Maturity:
• Average cost in US$ =7.1 % p/a 2 years and 1 month
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
15. Loans Maturity
US$ million
634
1,529 160
284
199
252
Total Short-term 2007 2008 2009 Beyond
2010
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
16. Backlog and
Delivery Forecast
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
17. ERJ 145 Family Order Book
Firm
Firm Orders Options Total Deliveries Backlog
ERJ 135 108 2 110 108 -
ERJ 140 74 - 74 74 -
ERJ 145 682 157 839 676 6
Total 864 159 1,.023 858 6
(2nd Quarter 2006)
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
18. EMBRAER 170/190 Family Order Book
Firm
Firm Orders Options Total Deliveries
Backlog
EMBRAER 170 144 116 260 111 33
EMBRAER 175 22 - 22 19 3
EMBRAER 190 253 286 539 33 220
EMBRAER 195 36 40 76 - 36
Total 455 442 897 163 292
(2nd Quarter 2006)
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
19. Backlog
US$ Billion
14.7 15.0 15.3 15.9
13.6
10.9 10.4 10.4 10.4 10.2
2Q05 3Q05 4Q05 1Q06 2Q06
Firm Options
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT
20. Jet Deliveries Forecast
160 161
148 145 150
141
131
96 101
59
1998 1999 2000 2001 2002 2003 2004 2005 2006E 2007E
THE INFORMATION CONTAINED HEREIN IS PROPERTY OF EMBRAER AND SHALL NOT BE COPIED OR DISSEMINATED WITHOUT EMBRAER’S WRITTEN CONSENT