1) The document summarizes an annual investor meeting for Embraer, focusing on the state of the business jet industry.
2) In 2006, business jet deliveries increased 18% overall from the previous year, with all major manufacturers seeing gains.
3) Demand is shifting towards non-traditional markets like Russia, the Middle East, Eastern Europe, and Asia, which are seeing strong fleet growth.
4) Embraer forecasts 11,115 new executive jet deliveries between 2007-2016, worth $169 billion, with growing demand in markets like North America, Western Europe, and Asia Pacific.
The document provides an overview of Embraer's business aviation market and product portfolio. It discusses key trends driving demand, including economic growth, individual wealth, and hassles of commercial travel. Embraer forecasts strong growth in deliveries of new executive jets from 2007-2016, led by very light jets. The Legacy 600 program is progressing well with many enhancements delivered. The Phenom 100 and Phenom 300 programs are also advancing, with infrastructure being built and flight testing underway.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
The presentation provided an overview of the executive aviation market and Embraer's product portfolio and strategy. Key points included:
- The executive aviation market is expected to see strong growth over the next 10 years, driven by economic and demographic factors. Demand is shifting to non-traditional markets.
- Embraer's product portfolio spans light jets to ultra-large aircraft. New models like the Phenom 100 and 300 are expanding into the very light jet segment.
- Embraer is focusing on innovative product and service solutions to become a major player in the business aviation market by 2015. This includes expanding infrastructure and a global customer support network.
2005 - 5th Us Analyst Investors Meeting Commercial Airline MarketEmbraer RI
The document discusses key trends shaping the airline industry, including increased competition from low-cost carriers and regional airlines. It notes the industry is facing fundamental changes like a new type of passenger, greater focus on cost reduction, and clashes between different airline business models. Traffic volumes have been shifting from network carriers to low-cost and regional airlines. Yields have also been declining across the industry compared to 2000 levels.
2006* Commercial Aviation Market Embrear Day 2006Embraer RI
- Global passenger traffic has rebounded and continues growing steadily at around 7% per year. Low-cost carriers continue to drive demand, especially in the US and Europe.
- While the cost gap between network carriers and low-cost carriers is closing as both focus on reducing costs, fuel costs have risen significantly and now represent around 23% of total airline costs compared to 14% in 2000.
- Strong cost-cutting efforts by airlines have helped boost profitability, but fuel prices remain a major challenge for the industry outlook.
This document discusses trends in mobile malware, particularly related to Android devices. It finds that the number of Android malware samples has grown significantly, with over 70,000 unique samples known. Several Android malware families are highlighted, including Andr/Boxer and PJApps, which together account for over 65% of detected samples. The document also discusses how mobile device management solutions can help secure devices from malware through application control, patching, and other features.
This document summarizes Kodak's presentation at the Camerimage film festival in 2006. It discusses the state of the film industry, trends in production, and Kodak's role in the transition from film to digital cinema. Key points include that film remains the preferred medium for acquisition and archiving. Digital intermediate processes are becoming more common for post-production and mastering. The conversion to digital cinema is ongoing but slower than anticipated, with challenges around business cases for theater owners. Kodak provides technologies and services to support the hybrid film-digital workflow across the imaging value chain.
State of the vitiviniculture world market 2011 - OIVWinePaper
The document summarizes global vitiviniculture trends from 2000-2011. Some key points:
- Europe dominated vineyard surface area (56.1% in 2011), grape production (41.6%), and wine production (66.5%).
- While Europe remained the largest consumer of wine, 2011 estimates showed consumption reversing a decreasing trend.
- The global wine market is dominated by the top 5 EU exporters, but southern hemisphere producers and the USA are gaining market share over time.
The document provides an overview of Embraer's business aviation market and product portfolio. It discusses key trends driving demand, including economic growth, individual wealth, and hassles of commercial travel. Embraer forecasts strong growth in deliveries of new executive jets from 2007-2016, led by very light jets. The Legacy 600 program is progressing well with many enhancements delivered. The Phenom 100 and Phenom 300 programs are also advancing, with infrastructure being built and flight testing underway.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
The presentation provided an overview of the executive aviation market and Embraer's product portfolio and strategy. Key points included:
- The executive aviation market is expected to see strong growth over the next 10 years, driven by economic and demographic factors. Demand is shifting to non-traditional markets.
- Embraer's product portfolio spans light jets to ultra-large aircraft. New models like the Phenom 100 and 300 are expanding into the very light jet segment.
- Embraer is focusing on innovative product and service solutions to become a major player in the business aviation market by 2015. This includes expanding infrastructure and a global customer support network.
2005 - 5th Us Analyst Investors Meeting Commercial Airline MarketEmbraer RI
The document discusses key trends shaping the airline industry, including increased competition from low-cost carriers and regional airlines. It notes the industry is facing fundamental changes like a new type of passenger, greater focus on cost reduction, and clashes between different airline business models. Traffic volumes have been shifting from network carriers to low-cost and regional airlines. Yields have also been declining across the industry compared to 2000 levels.
2006* Commercial Aviation Market Embrear Day 2006Embraer RI
- Global passenger traffic has rebounded and continues growing steadily at around 7% per year. Low-cost carriers continue to drive demand, especially in the US and Europe.
- While the cost gap between network carriers and low-cost carriers is closing as both focus on reducing costs, fuel costs have risen significantly and now represent around 23% of total airline costs compared to 14% in 2000.
- Strong cost-cutting efforts by airlines have helped boost profitability, but fuel prices remain a major challenge for the industry outlook.
This document discusses trends in mobile malware, particularly related to Android devices. It finds that the number of Android malware samples has grown significantly, with over 70,000 unique samples known. Several Android malware families are highlighted, including Andr/Boxer and PJApps, which together account for over 65% of detected samples. The document also discusses how mobile device management solutions can help secure devices from malware through application control, patching, and other features.
This document summarizes Kodak's presentation at the Camerimage film festival in 2006. It discusses the state of the film industry, trends in production, and Kodak's role in the transition from film to digital cinema. Key points include that film remains the preferred medium for acquisition and archiving. Digital intermediate processes are becoming more common for post-production and mastering. The conversion to digital cinema is ongoing but slower than anticipated, with challenges around business cases for theater owners. Kodak provides technologies and services to support the hybrid film-digital workflow across the imaging value chain.
State of the vitiviniculture world market 2011 - OIVWinePaper
The document summarizes global vitiviniculture trends from 2000-2011. Some key points:
- Europe dominated vineyard surface area (56.1% in 2011), grape production (41.6%), and wine production (66.5%).
- While Europe remained the largest consumer of wine, 2011 estimates showed consumption reversing a decreasing trend.
- The global wine market is dominated by the top 5 EU exporters, but southern hemisphere producers and the USA are gaining market share over time.
2006 - Embraer Analyst And Investor Meeting Executive Jets PresentationEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses Embraer's plans to expand its business aviation product portfolio and services. It aims to become a major player in the business aviation market within 10 years by offering innovative product and service solutions. Key points include expanding its jet product line, increasing market share in the super midsize category with the Legacy 600, and introducing new light jets like the Phenom 100 and Phenom 300. It also discusses goals for services support and increasing utilization and reliability of its aircraft.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses the business aviation market and trends driving demand. It notes that the business aviation market size is expected to reach $144 billion in the next 10 years. Key drivers of demand include stock market performance, GDP growth, corporate profits, and individual wealth. The document also discusses how "premium" customers in certain regions are underserved by commercial aviation due to fewer destinations and greater travel times, and that flight delays have increased the hassle factor of commercial travel. It outlines how the industry has responded to these trends through the evolution of new business models in business aviation.
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.
2005* Embraer Day Airline Market Presentation (DisponíVel Apenas Em InglêS)Embraer RI
Embraer presented an analysis of key trends in the global airline market and their competitive positioning in the regional jet market. Some of the main trends discussed include traffic recovery led by low cost carriers, a shift in market share towards LCCs and regionals, and the need for fleet right-sizing. Embraer highlighted their strong market position in the 30-120 seat segment and examples of how regional jets are enabling the expansion and development of new routes globally.
2007* Paris Air Show Mercado De AviaçãO ComercialEmbraer RI
Embraer held its annual investor day at the Paris Airshow in June 2007. Mauro Kern, Embraer's executive vice president of the airline market, presented an overview of the airline market focusing on the 30 to 120 seat segment. He noted that the regional jet 50 seat market has entered a mature phase in the US and Europe but sees new opportunities developing in China and Russia. Kern also discussed the E-Jets family, noting the E-Jets have advantages over comparable jets in terms of passenger comfort and lower trip costs. Embraer's order book for the E-Jets family stood at over 600 firm orders as of March 2007.
Embraer presented an overview of the commercial airline industry and regional jet market at an investor day event. The presentation noted that the industry is seeing positive financial results projected for 2007-2008, with increased competition and new passenger demands driving changes. It also reviewed Embraer's regional jet product lines like the ERJ145 and E-Jet families, noting strong order books and opportunities for the E-Jets in replacing aging fleets and expanding regional routes.
Paris Air Show - Mercado de Aviação ComercialEmbraer RI
Embraer held its annual investor day at the Paris Airshow in June 2007. Mauro Kern, Executive Vice President of Embraer's airline market division, presented an overview of the regional airline industry and the 30-120 seat jet market. He noted that the industry is seeing positive financial results projected for 2007-2008, with opportunities for regional jets due to an aging fleet, demand for new aircraft features, and regulatory changes allowing more competition. Kern also provided order and delivery details for Embraer's ERJ 145 family and E-Jets family of 70-120 seat aircraft, noting they were experiencing growing demand especially to replace aging fleets.
Embraer presented an overview of the commercial airline industry and regional jet market. Positive financial results are projected for the industry in 2007-2008, led by growth in Asia-Pacific and Latin America. The 50-seat regional jet market remains stable but opportunities exist in China, Russia, and other developing markets undergoing fleet modernization. Embraer's E-Jet family provides solutions for right-sizing routes and replacing aging fleets, as demonstrated by major orders from carriers like Air Canada and Delta seeking more efficient operations.
The document provides information on Embraer's corporate and business strategy, aircraft deliveries, revenues, backlog, product portfolio, and defense and security division. The key points are:
- Embraer focuses on organic growth, margins enhancement, diversification of business and revenues, and excellence in customer experience.
- Aircraft deliveries increased between 2006-2011 for both commercial and executive jets. Revenues grew from $3.76 billion in 2006 to $5.8 billion in 2011.
- The firm backlog was $21 billion in 2011 and Embraer has a diverse product portfolio and over 1,000 customers from 48 countries.
- The defense and security division focuses on intelligence,
2002* ApresentaçãO Realizada Na ConferêNcia De AméRica Latina Do Salomon Smit...Embraer RI
This document provides an overview of Salomon Smith Barney's Latin Conference on March 7-8, 2002. It includes forward-looking statements about Embraer's financial performance and expectations. Some highlights discussed are that Embraer is the 4th largest commercial aircraft manufacturer, has a premier global customer base, strong partners, and outstanding financial performance. It provides details on Embraer's commercial jet families, including over 800 orders for the ERJ 135/140/145 family and over 300 deliveries. The E170/190 family has over 300 orders and development costs were partly borne by risk-sharing partners. The presentation discusses industry trends of using regional jets to maintain capacity as demand decreased after 9/11 and rightsizing
Presentation for Salomon Smith Barney Latin Equity ConferenceEmbraer RI
This document provides an overview of Salomon Smith Barney's Latin Conference on March 7-8, 2002. It includes forward-looking statements about Embraer's financial performance and expectations. Some highlights discussed are that Embraer is the 4th largest commercial aircraft manufacturer, has a premier global customer base, and had strong financial performance in 1999-2001. It provides details on Embraer's commercial jet families, including 866 orders for the ERJ 135/140/145 family and 112 orders for the new EMBRAER 170/175/190/195 family. The document also discusses the transition of the airline industry after 9/11, including rightsizing capacity by transferring routes to regional jets.
Honeywell Goldman Sachs Great China Tour - Honeywell Transportation Systemsfinance8
Honeywell Turbo China is Honeywell's wholly owned turbo manufacturing facility in Shanghai's Zhangjiang Hi-Tech Park. It began construction in September 2005 with an initial investment of $27 million. Honeywell views China as a key growth market and sees the new turbo manufacturing plant as helping to expand in new Chinese markets and revolutionize Honeywell's global cost structure. The plant will also support Honeywell's aspirations to make China a global growth platform based on expanding into new markets and reducing costs.
This document discusses UBS's presentation at the 2006 NBAA convention. It begins with a forward-looking statement disclaimer and provides market figures on the size and growth of the business aviation market. It notes drivers of demand growth and issues with increasing delays at major airports in the US and Europe. The document then discusses the evolution of business models in aviation to address rising costs and hassle factors, including fractional ownership, jet cards, air taxi, and branded charter options. It provides a forecast for executive jet deliveries from 2007-2016 and notes very light jets may help address the price gap between commercial and private aviation for small cities and short flights.
Farnborough Airshow - Apresentação Aviação ExecutivaEmbraer RI
This presentation discusses Embraer's business aviation market outlook and new product lines. It notes that the business aviation market is forecast to grow significantly between 2005 and 2015. Embraer then outlines its new Phenom 100 and 300 very light jets, as well as the larger Lineage 1000 aircraft. Production plans and timelines are provided for these new models, with the Phenom 100 expected to enter service in 2008 and Phenom 300 and Lineage 1000 entering in 2009.
2006* Farnborough Airshow ApresentaçãO AviaçãO ExecutivaEmbraer RI
This presentation discusses the business aviation market and Embraer's vision. It provides forecasts for market growth between 2005-2015 with the business aviation market expected to reach $35.3 billion. It also provides a forecast for aircraft deliveries by category between 2006-2015 totaling around 9,680 executive jets worth $144 billion. Embraer's vision is to become a major player in the business aviation market within 10 years by providing innovative product and service solutions with added value for customers and shareholders. An update is also given on the LegacyTM 600 program.
Executive Aviation Presentation - Farnborough AirshowEmbraer RI
This presentation discusses Embraer's business aviation market outlook and new product lines. It states that the business aviation market is expected to grow significantly from 2005 to 2015. Embraer then provides updates on its Legacy 600 and introduces its new Phenom 100 and 300, and Lineage 1000 aircraft models. Production plans and timelines are shared for ramping up the Phenom and Legacy lines between 2008-2009.
Southwest Airlines has maintained profitability for 36 consecutive years despite challenges from increasing fuel costs, economic downturns, and competitive threats. Key questions examined were whether Southwest could continue relying on fuel hedging for cost control, if its point-to-point model would remain effective as it expands, and if major airlines adopting low-cost strategies would threaten Southwest. Southwest was also discussed expanding internationally using its 737 fleet and maintaining positive employee and customer relations crucial to its low-cost advantage.
IR Institucional Presentation - March 2013Embraer RI
The document summarizes Embraer's commercial and defense businesses. On the commercial side, it discusses Embraer's E-Jet family of commercial aircraft and growing customer base. It also outlines Embraer's portfolio of executive jets and growth in the pre-owned market. For defense, it highlights Embraer's A-29 Super Tucano aircraft, KC-390 military transport program, and aircraft modernization projects. The document indicates growing markets and order backlogs for both commercial and defense products.
Apresentação Institucional RI - Maio 2012Embraer RI
The document outlines Embraer's corporate and business strategy, product portfolio, financial results, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, diversification, and excellence in customer experience.
2) Their commercial and executive jet deliveries have grown steadily since 2007. Financial revenues have also increased each year.
3) Embraer forecasts over 7,000 new jet deliveries valued at $320 billion in the 30-120 seat market segment through 2030.
4) Their diverse product portfolio spans light executive jets to large commercial aircraft. Over 100 airlines in 48 countries operate E-Jets.
This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader.
2) In 2015, Embraer's order backlog was $22.5 billion, with 95-100 E-Jet deliveries expected.
3) Embraer forecasts 6,350 new 70-130 seat jet deliveries globally between 2015-2034 worth $300 billion.
5.0 embraer day ny march2016 defense r.15Embraer RI
This document provides an overview of Embraer's Defense & Security Aviation division, including highlights from 2015 and information on major programs. It discusses the KC-390 flight test campaign progress, financial results, key defense programs like the Gripen NG and Brazilian satellite, and international exposure through contracts in countries like the UK. The document outlines revenue, backlog, impacts from currency fluctuations, and expansion of service and support activities. It presents Embraer as offering an integrated portfolio of solutions including aircraft, satellites, radar, and mission systems.
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The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
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The document discusses the business aviation market and trends driving demand. It notes that the business aviation market size is expected to reach $144 billion in the next 10 years. Key drivers of demand include stock market performance, GDP growth, corporate profits, and individual wealth. The document also discusses how "premium" customers in certain regions are underserved by commercial aviation due to fewer destinations and greater travel times, and that flight delays have increased the hassle factor of commercial travel. It outlines how the industry has responded to these trends through the evolution of new business models in business aviation.
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:
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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.
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Embraer presented an analysis of key trends in the global airline market and their competitive positioning in the regional jet market. Some of the main trends discussed include traffic recovery led by low cost carriers, a shift in market share towards LCCs and regionals, and the need for fleet right-sizing. Embraer highlighted their strong market position in the 30-120 seat segment and examples of how regional jets are enabling the expansion and development of new routes globally.
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The document provides information on Embraer's corporate and business strategy, aircraft deliveries, revenues, backlog, product portfolio, and defense and security division. The key points are:
- Embraer focuses on organic growth, margins enhancement, diversification of business and revenues, and excellence in customer experience.
- Aircraft deliveries increased between 2006-2011 for both commercial and executive jets. Revenues grew from $3.76 billion in 2006 to $5.8 billion in 2011.
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The document outlines Embraer's corporate and business strategy, product portfolio, financial results, and market outlook. The key points are:
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This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
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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.
3. Industry - New Jets Deliveries in 2006
OEMs 2005 2006 Var. (%)
Airbus 9 10 11%
Boeing 4 13 225%
Bombardier 188 213 13%
Cessna 247 307 24%
Dassault 51 61 20%
Embraer 20 27 35%
Eclipse - 1 N/A
Gulstream 89 113 27%
Raytheon 141 140 -0,7%
Total
*Considers 1 AvCraft Envoy 3 delivery
750* 885 18%
Source:: GAMA
2 years backlog for most popular models
4. Shifting demand towards non-traditional markets
Russia Honeywell Survey
5 years buying expectations
70 aircraft expected to be sold by year-end
L. America
Middle East 9.8%
M East &
5.2% fleet growth since 2000 Africa
Europe 4.0%
Eastern Europe 12.6%
Asia
19,1% fleet growth 12.8%
Latin America North America
significant light jets demand 60.7%
Asia
50% deliveries increase in 2005 Sources: AMSTAT, Embraer Analysis and Honeywell
5. Embraer Forecast - Main Demand Drivers
Stock Market Macro-economic factors Corporate Profits
Performance (GDP) Individual Wealth
6.4% 4.5%
3.4% 3.0%
2006e 2.6% 2.1%
5.3% 4.2%
2007-16e North America Eastern Europe
Western Europe
Middle East 7.2% 5.8%
5.6% 5.1%
4.8% 4.0%
Asia Pacific
Africa Not including Japan
Latin America World
3.9 % 3.2 % Sources: Global Insight – May & September 2006 and GAMA
Worldwide deliveries of new executive jets
2006: + 18% 2007-2016e: + 3.7% (cagr)
6. “Premium” customers are under served
USA Europe
5% 12% 11%
14% 17% 17%
19%
18%
34%
39% 33%
RPK (%)
40%
76% 71%
54% 47% 50%
43%
2000 2006 2010e 2000 2006 2010e
Network Low Cost Regional
Sources: Back AOG, Embraer analysis,
Lower number of destinations Greater door-to-door elapsed time
7. Hassle factor: growing delays
Congestion
USA
73% of pax at 35 hubs
90% of delays at main hubs
Europe
MIA
13% flight delays increase in 2005 Heathrow airport after the London’s terrorist threat
Terrorism threat
AVIÔES EM FILA Higher security levels
Poor passenger services
Sources: FAA 2005 and Eurocontrol 2006
8. Current Offer – Charter vs. Airline
Preliminary data
Light bizjet average price
Round Trip Price (US$ x 1,000)
$10
$8
$6
Huge Gap
$4
$2 Airline – Full Fare
$0
0 100 200 300 400 500 600 700
Stage Length (nm)
Sources: The Air Charter Guide; Expedia
The right VLJ can fill the gap
9. Industry answer: business models evolution
Cost Branded Charter
New Business models
Air Taxi
Traditional Ownership
Aircraft Management
Fractional Ownership
Jet cards memberships
Used Fractional
Charter On-Demand
Scheduled Charter
WONDAIR
“Bizav” Airline
Commercial Aviation
Source:: Embraer (adapted from Jet Solutions)
10. 2007-2016 Market Forecast (deliveries) - World
Product Categories Units US$
ULTRA LARGE 2%
8% 6%
ULTRA-LONG RANGE
12% 23%
LARGE
11%
SUPER MID-SIZE 12% 24%
MID-SIZE 10%
16%
MID-LIGHT 22%
11%
LIGHT
7%
23%
VERY LIGHT 9%
* additional air taxi demand of 2,500-3,000 units
4%
11,115 executive jets US$ 169 billion in the next 10 years
Source: Embraer Analysis
11. 2007-2016 Forecasted Delivery Profile
ULTRA LARGE Forecast
1400
ULTRA-LONG RANGE
1200 LARGE
SUPER MID-SIZE
1000 MID-SIZE
MID-LIGHT
800
LIGHT
600 VERY LIGHT
400
200
0
98
08
10
88
90
94
14
16
84
92
96
04
86
00
02
06
12
19
20
20
19
19
19
20
20
19
19
19
20
19
20
20
20
20
* additional air taxi demand of 2,500-3,000 units Source: Embraer Analysis
12. Vision
To become a major player in the Business Aviation Market by
2015 through innovative and differentiating product and service
solutions with added value to our customers and shareholders.
13. Embraer Product Portfolio
Lineage 1000®
2008
Ultra-large
Ultra-Long Range
Large
Legacy 600®
Super Mid-Size
Mid-size
Mid-light
Light
Phenom 300®
2009
Very Light Phenom 100 ®
2008
illustrative purposes only
15. Legacy 600® – Floor Plan and Performance
Baggage
compartment
volume: 240 ft3
Galley Zone 1 Zone 2 Zone 3
Range* 3,250 nm
Cabin Volume 1,650 ft3
MMO Mach 0.80
Max ceiling 41,000 ft Cabin Length 49.8 ft
TOFL** 5,551 ft
*8 passengers @ 200 lb, NBAA IFR reserves (200 nm alternate, 35 min of holding @ 5,000 ft) ** MTOW; ISA; Seal Level
16. Legacy 600® – Differential Features
HSD – Wifi Sound Quality Improved
LCY Operation (range: 1,800 nm)
Certified for Cannes
EFB Class II Outstanding Hot & High capability
17. The world discovers the Legacy 600®
March 2007
100 aircraft, 19 countries, the right choice
18. Market share - super midsize category
15%
13.6%
13%
27
12% 12%
10% 20
13 13
10
2002 2003 2004 2005 2006 2007-2016
December 2006
Deliveries growth of 35% in 2006
20. Phenom 100® - Interior Design
illustrative purposes only
21. Phenom 100® - Floor Plan and Performance
Baggage Compartment - 45 cu.ft
FWD Baggage Compartment - 5 cu.ft Wardrobe - 5 cu.ft
Preliminary Data - illustrative purposes only
Range* 1,160 nm
Max ceiling FL 410
VFR range ** 1,320 nm
TOFL*** 3,400 ft
MMO Mach 0.70
* 4 occupants @ 200 lb, NBAA IFR reserves (100 nm alternative, 35 min) ** 4 occupants @ 200 lb, VFR 45 min reserves *** MTOW, ISA, Sea Level
22. Clients Testimony
“Combined with their great reputation for quality and durability,
the Phenom’s fit our business model extremely well.” said Jim
Burns, Magnum Jet’s CEO.
Mr. Jim Burns, CEO
“We are delighted to have Embraer as a key stakeholder in our
business given its exemplary track record of innovation in
aircraft design and production. ”
Mr. Dómhnal Slattery,
Founder and Chairman
“The Phenom 100 is a perfect addition to our fleet ”
Mr. Matt Doyle,
VP of Sales
Source: Embraer press-releases
illustrative purposes only
23. First Phenom 100® Assembly
illustrative purposes only
Fuselage & wing arrival at Main Plant (SJK)
24. First Phenom 100® Assembly
Fuselage & wing junction
28 Mar 2007
illustrative purposes only
26. Phenom 300® - Interior Design
by
illustrative purposes only
27. Phenom 300® - Floor Plan and Performance
Baggage Compartment - 66 cu.ft
FWD Baggage Compartment - 5 cu.ft Wardrobe - 5 cu.ft
Preliminary Data - illustrative purposes only
Range* 1,800 nm Max ceiling FL 450
MMO Mach 0.78 TOFL** 3,700 ft
* 6 occupants @ 200 lb, NBAA IFR reserves (100 nm alternative, 35 min) ** MTOW, ISA, Sea Level
28. Phenom 300® - Totally New Designed Aircraft
illustrative purposes only
High Availability - Low Turn-Around Time (TAT)
Single Point Refueling
Externally Serviced Lavatory
Brake-by-wire with standard anti-skid
29. Phenom 300® - Expert Opinion
illustrative purposes only
30. Phenom 300® - First Metal Cut
27 Mar 2007
illustrative purposes only
31. The world also discovers the Phenom Jets
December 2006
More than 350 firm orders in 24 countries
illustrative purposes only
43. Customer Support & Services - Vision
To become a leading Support & Services provider in the
Business Aviation Market within 3 years through a solid
network, genuine customer relationship and best practices.
44. Building Up Experience
Integrated Solutions
Maintenance Services
37 y Parts Support & Repairs
ear s
of cu Field & Technical Support
stom Training Program
e r su Embraer Executive Care programs
ppor
t
45. Customer Support Solution (NBAA 2006)
Service Centers Network - global coverage
4 new owned service centers: 3 in US and 1 in Europe; in addition to 3 existing ones
Authorized service centers network expansion to up to 38 locations
Logistics and Parts Support
Distribution Centers with mixed own and third party Logistics
Phenom Jets Partner: UPS
Field and Product Support
Maintenance Tracking and Planning Service unveiling (Flightdocs)
Call Center evolution into a Contact Center concept by middle 2008
Training Programs
Phenom Jets: Embraer x CAE Joint Venture
Training Centers: 2 in USA and 1 in Europe
Executive Care Programs Preliminary Data
46. Service Network for Embraer Executive Jets
Worldwide Network (middle 2008): 45 Service Centers
7 Embraer Wholly Owned
38 Authorized Service Centers
Preliminary Data
48. Sales Financing Solutions
Embraer announced a joint referral program with
Bank of America to finance business jets for
Embraer’s customers.
Phenom and Legacy jets financing
expedited credit decisions
promotional events & materials joint work
Deal with U.S. Bank includes customized
financing for Embraer’s U.S. business jet
customers along with a Multi Service Aviation
Affinity Card.
Custom financing solutions for Phenom,
Legacy and Lineage buyers
Multi Service Aviation Affinity Card with
rewards program
55. This presentation is the property of Embraer - Empresa Brasileira de Aeronáutica S.A. ("Embraer") and shall
not be copied, in whole or in part, or used in any manner, except with Embraer´s prior written consent.
Embraer reserves the right to revise this document whenever occasioned by product improvements,
governmental regulations or other good cause.
All images: figures, finishing materials and colors are for illustration purpose only, and may not represent the
real and final product accurately.
Some features are optional items not included in the baseline aircraft and are subject to price increase and
lead-time analysis.
All data presented shall not be used as guarantee. Guaranteed specifications are listed in the technical
description and represent the only binding guarantee.
In the event of any conflict between this presentation and the technical description, the technical description
shall govern.