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.
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.
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.
26.10.2009 Presentation of President José Sergio Gabrielli de Azevedo- “A Ne...Petrobras
Petrobras aims to increase oil and gas production by 7.5% annually through 2013, reaching 5.7 million boe/d. It plans to increase refining capacity to 3 million bpd by 2013 and expand premium fuel production. The business plan also focuses on increasing gas and energy investments with $174.4 billion in planned CAPEX through 2013, front-loading investments through 2010.
Against the tide Waterside Convention 10-2012 Kempen Capital ManagementMarnix van Eerde
This document discusses strategies for hedge funds to generate returns. It summarizes that:
1) Hedge funds can generate returns through alpha (excess returns) or alternative betas (systematic exposures different from traditional markets).
2) Less liquid hedge fund strategies historically offered higher returns but the move away from them post-2008 has been painful.
3) Frontier markets may offer attractive growth potential at lower prices than more developed markets. Stock pickers can add value in these markets.
4) Structured credit markets now offer compelling risk-reward after difficulties in 2011. Specialists can add value through security selection and hedging strategies within these markets.
Apresentacao renda fixa_final.v2.11.02.11risantander
The document is a presentation by Banco Santander (Brasil) S.A. for fixed income investors in February 2011. It discusses Brazil's solid macroeconomic fundamentals including large foreign reserves, declining debt levels, and stable interest and inflation rates. It also notes Brazil's favorable social dynamics including a demographic bonus from a growing workforce and increasing social mobility. The presentation aims to provide investors an overview of the Brazilian economy, Santander Group, and Santander Brasil.
Next generation Waterside Convention 10-2012 AmundiMarnix van Eerde
This document discusses improving equity exposure through asymmetrical strategies. It notes that average stock market returns have declined since 2000 while volatility has increased, presenting challenges. It then outlines Amundi's approaches for navigating volatile markets, moving from minimum risk to total risk strategies including minimum variance, risk parity, and directional asymmetric funds. These strategies aim to reduce downside risk while enhancing risk-adjusted returns through asymmetrical participation in market movements. Performance simulations show these approaches outperforming a traditional market-cap weighted benchmark since their inceptions.
capital onePrinter Friendly Version of the Conference Call Presentationfinance13
- Fourth quarter 2008 results showed a loss due to higher provision expense and a goodwill write-down. The losses were driven by deterioration in credit performance as economic conditions worsened.
- Credit losses and delinquency rates increased across all lending segments as unemployment rose. The allowance for loan losses was increased substantially.
- Deposits grew significantly while margins declined due to credit costs and mix shift to lower-yielding assets. Expenses declined due to cost management efforts.
- An impairment charge was taken for goodwill in the Auto Finance segment. The balance sheet and liquidity remain strong despite the difficult environment.
Petrobras aims to expand oil and gas production significantly by 2013 and beyond through developing major pre-salt discoveries and increasing refining capacity. The company will invest heavily in exploration and production, with a focus on the promising pre-salt region, and plans to contract additional drilling rigs and FPSOs to help develop major new fields. Technological innovation will also be important for addressing the challenges of developing pre-salt reserves, which have greater uncertainties than traditional fields.
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.
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.
26.10.2009 Presentation of President José Sergio Gabrielli de Azevedo- “A Ne...Petrobras
Petrobras aims to increase oil and gas production by 7.5% annually through 2013, reaching 5.7 million boe/d. It plans to increase refining capacity to 3 million bpd by 2013 and expand premium fuel production. The business plan also focuses on increasing gas and energy investments with $174.4 billion in planned CAPEX through 2013, front-loading investments through 2010.
Against the tide Waterside Convention 10-2012 Kempen Capital ManagementMarnix van Eerde
This document discusses strategies for hedge funds to generate returns. It summarizes that:
1) Hedge funds can generate returns through alpha (excess returns) or alternative betas (systematic exposures different from traditional markets).
2) Less liquid hedge fund strategies historically offered higher returns but the move away from them post-2008 has been painful.
3) Frontier markets may offer attractive growth potential at lower prices than more developed markets. Stock pickers can add value in these markets.
4) Structured credit markets now offer compelling risk-reward after difficulties in 2011. Specialists can add value through security selection and hedging strategies within these markets.
Apresentacao renda fixa_final.v2.11.02.11risantander
The document is a presentation by Banco Santander (Brasil) S.A. for fixed income investors in February 2011. It discusses Brazil's solid macroeconomic fundamentals including large foreign reserves, declining debt levels, and stable interest and inflation rates. It also notes Brazil's favorable social dynamics including a demographic bonus from a growing workforce and increasing social mobility. The presentation aims to provide investors an overview of the Brazilian economy, Santander Group, and Santander Brasil.
Next generation Waterside Convention 10-2012 AmundiMarnix van Eerde
This document discusses improving equity exposure through asymmetrical strategies. It notes that average stock market returns have declined since 2000 while volatility has increased, presenting challenges. It then outlines Amundi's approaches for navigating volatile markets, moving from minimum risk to total risk strategies including minimum variance, risk parity, and directional asymmetric funds. These strategies aim to reduce downside risk while enhancing risk-adjusted returns through asymmetrical participation in market movements. Performance simulations show these approaches outperforming a traditional market-cap weighted benchmark since their inceptions.
capital onePrinter Friendly Version of the Conference Call Presentationfinance13
- Fourth quarter 2008 results showed a loss due to higher provision expense and a goodwill write-down. The losses were driven by deterioration in credit performance as economic conditions worsened.
- Credit losses and delinquency rates increased across all lending segments as unemployment rose. The allowance for loan losses was increased substantially.
- Deposits grew significantly while margins declined due to credit costs and mix shift to lower-yielding assets. Expenses declined due to cost management efforts.
- An impairment charge was taken for goodwill in the Auto Finance segment. The balance sheet and liquidity remain strong despite the difficult environment.
Petrobras aims to expand oil and gas production significantly by 2013 and beyond through developing major pre-salt discoveries and increasing refining capacity. The company will invest heavily in exploration and production, with a focus on the promising pre-salt region, and plans to contract additional drilling rigs and FPSOs to help develop major new fields. Technological innovation will also be important for addressing the challenges of developing pre-salt reserves, which have greater uncertainties than traditional fields.
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.
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.
The document summarizes Ideiasnet's 3Q08 financial results. Key highlights include:
- Net revenue grew 17.7% to R$231.4 million in 3Q08 compared to 3Q07.
- EBITDA grew 64% to R$7.4 million in 3Q08 compared to 3Q07.
- The company invested R$10.1 million in its portfolio companies in 3Q08, including Bolsa de Mulher, Spring Wireless, and Automatos.
- At the end of 3Q08, Ideiasnet had a net credit position of R$2.6 million after being in a net debt position previously.
The Future of U.S. Pension Financing — Lessons From Europe welshms
This Towers Perrin presentation examines alternative risk financing techniques being implemented by companies in Europe with defined benefit (DB) pension plans. These techniques offer insights into the future of financing global pensions, both in the U.S. and elsewhere.
CSX Corporation presented at the BB&T Transportation Conference on February 15, 2006. CSX discussed its strategies of profitable growth and margin expansion through revenue impact, operational discipline, and performance culture. CSX also reviewed its financial and operational performance over the past years, and its expectations for continued double-digit growth through 2010. CSX outlined various capacity expansion projects along key corridors to support further growth in demand.
Global Finance magazine in association with Merrill DataSite® presents the video webcast on Trends in Mergers and Acquisitions, which took place the Thursday, June 3rd at 11:00 a.m
Trends in Global Employee Engagement 2012 - Aon HewittAon Hewitt EMEA
According to the Aon Hewitt Trends in Global Employee Engagement 2012 study, covering 3,100 organisations and 9.7 million employees worldwide, global employee engagement levels have gone up to 58% in 2011 from 56% in 2010
The document discusses forward-looking statements and risks associated with them. It provides an overview of Atmos Energy, including its scope of operations across 12 states in the utility segment and 22 states in the nonutility segment. It also summarizes Atmos Energy's financial and operational performance over time, including earnings growth, dividend increases, and acquisition history such as the purchase of TXU Gas.
The Korea Fund underperformed its benchmark, the MSCI Korea Index, in the fourth quarter of 2012 by 39 basis points. Within sectors, stock picks in consumer discretionary hurt performance while selections in industrials and an underweight in financials helped. Growth stocks strongly outperformed value stocks last quarter, contrasting the third quarter. The Fund initiated positions in selected IT and consumer names and exited a credit card company due to regulatory changes.
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.
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.
2007 - 7th Annual U.S. Analyst & Investor Meeting Market Orverview Executi...Embraer RI
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.
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.
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.
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.
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.
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.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
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.
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.
The document summarizes Ideiasnet's 3Q08 financial results. Key highlights include:
- Net revenue grew 17.7% to R$231.4 million in 3Q08 compared to 3Q07.
- EBITDA grew 64% to R$7.4 million in 3Q08 compared to 3Q07.
- The company invested R$10.1 million in its portfolio companies in 3Q08, including Bolsa de Mulher, Spring Wireless, and Automatos.
- At the end of 3Q08, Ideiasnet had a net credit position of R$2.6 million after being in a net debt position previously.
The Future of U.S. Pension Financing — Lessons From Europe welshms
This Towers Perrin presentation examines alternative risk financing techniques being implemented by companies in Europe with defined benefit (DB) pension plans. These techniques offer insights into the future of financing global pensions, both in the U.S. and elsewhere.
CSX Corporation presented at the BB&T Transportation Conference on February 15, 2006. CSX discussed its strategies of profitable growth and margin expansion through revenue impact, operational discipline, and performance culture. CSX also reviewed its financial and operational performance over the past years, and its expectations for continued double-digit growth through 2010. CSX outlined various capacity expansion projects along key corridors to support further growth in demand.
Global Finance magazine in association with Merrill DataSite® presents the video webcast on Trends in Mergers and Acquisitions, which took place the Thursday, June 3rd at 11:00 a.m
Trends in Global Employee Engagement 2012 - Aon HewittAon Hewitt EMEA
According to the Aon Hewitt Trends in Global Employee Engagement 2012 study, covering 3,100 organisations and 9.7 million employees worldwide, global employee engagement levels have gone up to 58% in 2011 from 56% in 2010
The document discusses forward-looking statements and risks associated with them. It provides an overview of Atmos Energy, including its scope of operations across 12 states in the utility segment and 22 states in the nonutility segment. It also summarizes Atmos Energy's financial and operational performance over time, including earnings growth, dividend increases, and acquisition history such as the purchase of TXU Gas.
The Korea Fund underperformed its benchmark, the MSCI Korea Index, in the fourth quarter of 2012 by 39 basis points. Within sectors, stock picks in consumer discretionary hurt performance while selections in industrials and an underweight in financials helped. Growth stocks strongly outperformed value stocks last quarter, contrasting the third quarter. The Fund initiated positions in selected IT and consumer names and exited a credit card company due to regulatory changes.
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.
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.
2007 - 7th Annual U.S. Analyst & Investor Meeting Market Orverview Executi...Embraer RI
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.
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.
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.
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.
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.
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.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
The document provides information about Embraer's investor relations contact information and job openings. It then summarizes Embraer's business strategies and goals in commercial aviation, executive aviation, and defense and security. Charts show aircraft deliveries and order backlogs. Financial data is presented on revenues, revenues by segment and region, and the revenue outlook. Market share and competition in different aircraft size segments are discussed.
[/SUMMARY]
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.
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,
This document provides an overview of the commercial aviation market for regional jets seating 30-120 passengers. It notes that air travel demand continues to grow globally despite economic challenges. Low-cost carriers have doubled their fleet and network since 2000, putting pressure on fares. Many new airlines have also started operations since 2006 due to liberalization. High fuel prices are expected to remain elevated, making fuel efficiency gains increasingly important for airlines. The market for regional jets remains an important part of the aviation industry.
Presentation by Meyer Shields, Managing Director Stifel, Nicolaus & Company, Inc. to the 66th Annual Fowler Seminar on Oct 12 2012 titled Equity Analyst’s View on Insurance
New insights and data on pricing capital in today’s competitive environment from the Pepperdine Private Capital Markets Project show challenges remain for lenders, investors and the private business that depend on them. Lead researcher John Paglia presented at the National Summit for Middle Market Funds.
This document summarizes key points from a presentation on the cost of capital for small and medium enterprises. It discusses findings from the Pepperdine Private Capital Markets Project, including expected returns for different capital providers and the status of privately-held businesses. The presentation covered topics such as sources of financing for businesses of various sizes, issues facing private companies, and estimates of cost of equity by revenue size.
New insights and data on pricing capital in today’s competitive environment from the Pepperdine Private Capital Markets Project show challenges remain for lenders, investors and the private business that depend on them. Lead researcher John Paglia presented at the National Summit for Middle Market Funds.
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This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader.
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This document provides an overview of Embraer's Defense & Security Aviation division, including highlights from 2015 and information on major programs. It discusses the KC-390 flight test campaign progress, financial results, key defense programs like the Gripen NG and Brazilian satellite, and international exposure through contracts in countries like the UK. The document outlines revenue, backlog, impacts from currency fluctuations, and expansion of service and support activities. It presents Embraer as offering an integrated portfolio of solutions including aircraft, satellites, radar, and mission systems.
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.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
1. NYSE Opening Bell Ceremony Luís Carlos Affonso
Executive Vice-President, Executive Jets
September 05th,2006
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.
4. Business Aviation Market Size
US$ 35.3 bi
3.6
US$ 27.1 bi
6.5
Fractional Ownership
2.0
Charter + Aircraft
Management 4.4 4.7
FBO 4.0 2.7
1.2
MRO 2.3
Completion + 1.0
Refurbishment
16.6
13.3
Airframe / OEM
(2005 US$ billion)
Source: AT Kearney and
Embraer estimates
2005 2015e
9,680 executive jets US$ 144 billion in the next 10 years
5. Main demand drivers
Stock market Macro-economic Corporate Profits
performance factors (GDP) Individual Wealth
5.7% 4.5%
2005 3.5% 3.1%
1.8% 2.1% 6.1% 4.2%
2006-15e Eastern Europe
North America
Western Europe
Middle East
6.8% 5.3%
5.1% 4.5%
4.4% 3.7%
Africa Asia Pacific
not including Japan
Latin America
WORLD
3.6 % 3.1 % Source: The Economist Intelligence Unit
and Global Insight – May 2005 & April 2006
Worldwide deliveries of new executive jets
2005: + 27% 2006-2015: + 4.4% (cagr)
6. “Premium” customers are under served
USA Europe
100% 3% 5% 9% 8%
12% 16% 15%
12% 17%
5%
19%
80%
27% 11%
19%
37% 35%
60%
85% 87%
40% 76% 72%
64% 65%
51% 50%
20%
0%
1995 2000 2005E 2010E 1995 2000 2005E 2010E
Network Low Cost Regional
Lower number of destinations Greater door-to-door elapsed time
Source: Embraer analysis.
7. Hassle factor: Growing delays in US and Europe
USA
SEA
MSP
PDX
DTW BOS
73%
ORD
EWR
of pax at 35 hubs SLC
DEN
MDW CLE
PIT
BWI
IAD DCA
JFK
LGA
HNL SFO LAS STL CVG
90% of delays at main hubs LAX
SAN
PHX
DFW
MEM
ATL
CLT
IAH
TPA MCO
FLL
MIA
AVIÔES EM FILA Europe
13% flight delays increase in 2005
World
Terrorism threat increased hassle factor Sources: FAA 2005
Eurocontrol 2006
8. Industry answer: business models evolution
Yearly Total Cost
Cost
Traditional Ownership
Branded Charter
Aircraft Management
Fractional Ownership
New business
Excellent Examples
Jet cards memberships
Used Fractional
models
Charter On-Demand
Scheduled Charter
Air Taxi
“Bizav” Airline
Commercial Aviation
Source:: Embraer (adapted from Jet Solutions)
9. Vision
To become a major player in the Business Aviation Market
within 10 years by providing innovative and differentiating
product and service solutions with added value to our
customers and shareholders.
10. Product portfolio expansion (jets)
Ultra Large Lineage™ 1000
Ultra-Long Range
Large
Legacy™ 600
Super Mid-Size
Mid-size
Mid-light
Light Phenom™ 100
Very Light Phenom™ 300
11. Vision
To become a leading Support & Services provider in the
Business Aviation Market within 3 years through a genuine
customer relationship and best practices.
12. Integrated Solution
Comprehensive Training Program
Outstanding Technical Support
Reputable Maintenance Services (Owned and Authorized network)
Embraer Executive Care programs
Excellent Parts Support & Repairs
14. The world discovers the Legacy™ 600
USA 36
EUROPE 28
ASIA 7
MIDDLE EAST 5
LATIN AMERICA 3
AFRICA 1
TOTAL 80
31 Aug 2006
80 aircraft, 18 countries, the right choice
20. Phenom™ 100 and Phenom™ 300
Prodigy™ - Avionics based on Garmin system Preliminary data
21. Phenom™ 100
Layout Configuration Comparison – Jets Preliminary data
Phenom™ 100 Eclipse 500 Mustang Adam 700 CJ1
(Entry Level Jet)
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
22. Phenom™ 100
Cross-section Comparison – Jets Preliminary data
4ft 8in (1.42 m) 4ft 7in (1.40 m)
4ft 11in (1.50 m)
4ft 11in (1.50 m)
4ft 2in (1.27 m)
4ft 6in (1.37 m)
5ft 1in (1.55 m) 5ft 1in (1.55 m)
Phenom™ 100 vs. Eclipse 500 Phenom™ 100 vs. Mustang
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
23. Phenom™ 100
Layout and Cross-section Comparison – Turboprops Preliminary data
Cross-section Comparison
4ft 6 in (1.45 m)
4ft 11in (1.50 m)
4ft 10in (1.37 m)
5ft 1in (1.55 m)
Phenom™ 100 King Air C90GT Phenom™ 100 vs. King Air C90GT
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
24. Phenom™ 100
Competitive Analysis – Turboprop Preliminary data
Characteristics Phenom™ 100 King Air C90GT
Range (nm)1 1,160 1,025
High Speed Cruise (KTAS)1 380 270
MMO1 M 0.70 N/A
Maximum Op. Altitude (ft)1 41,000 30,000
Takeoff Field Length (ft)2 3,400 2,392
Total Baggage Capacity (cuft)1 55 48
List Price (US$ Million)3 2.85 2.95
Assumptions
25. Phenom™ 100
Competitive Analysis – Turboprop - Assumptions Preliminary data
1 – All aircraft ranges considers NBAA IFR Reserves with 100 nm alternate, 4 occupants @
200lb each. King Air C90GT from OEM Website – Feb 2006.
The High Speed Cruise, Baggage Compartment and Maximum Operating Altitude data were
obtained in the same sources.
2 – ISA, MTOW, Sea Level
3 – KingAirC90GT Price from www.AviationNow.com NBAA 2005 on line Show News
26. Integrated Development
Embraer uses a full range of technologies to enable a complete development
integration for its products. Catia V5 is extensively being used.
It is a successful heritage that comes from Embraer Commercial aircraft
experience and is being applied to the Phenom™ 100 and Phenom™ 300.
27. Phenom™ 100 – Wind Tunnel Test Campaign
E D
L ET
O MP
C
Phase I - USA
UWAL - University of
Washington Aeronautical
Laboratory Phase II - Brazil
CTA - General Command
for Aerospace Technology Phase III - Russia
TsAGI – Central
Aerohydrodynamic Institute
Design specifications confirmed
28. Phenom™ 100 – First Metal Cut D
E
L ET
O MP
C
May 2006
Section of the fuselage that connects the airframe with the engine’s pylon
29. Phenom™ 100 – Engine first run
E D
L ET
O MP
C
Pratt & Whitney Canada PW 617F
On schedule for the first flight
30. Phenom™ 100 – Master Phase Plan
2004 2005 2006 2007 2008
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Business Case Approval
Business Plan Preparation
Business Plan Approval (Official “Go-Ahead”)
Joint Definition Phase
Detailed Design and
Flight Test Campaign
First Metal Cut
Sub-Assembly
Final Assembly
First Flight
Entry Into Service
31. Phenom™ 100
Entry into Service: mid-2008
Price: US$ 2.85 million*
* Jan 2005 economic conditions
35. Phenom™ 300
Layout Configuration Comparison Preliminary data
PhenomTM 300 CJ2+ Bravo CJ3 Encore
(Mid-Light)
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
36. Phenom™ 300
Cross-section Comparison Preliminary data
Phenom™ 300 – walkthrough cabin
4ft 10in (1.47 m)
4ft 11in (1.50 m)
4ft 9in (1.45 m)
5ft 1in (1.55 m)
Phenom™ 300 vs. CJ2+ / Bravo / CJ3 / Encore (Mid-Light Jet)
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
37. Phenom™ 300 – Wind Tunnel Test Campaign
TsAGI – Central Aerohydrodynamic Institute - Russia
Ongoing campaign
38. Phenom™ 300 – Master Phase Plan
2004 2005 2006 2007 2009
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Business Case Approval
Business Plan Preparation
Business Plan Approval (Official “Go-Ahead”)
Joint Definition Phase
Detailed Design and Flight Tests
Entry Into Service
39. Phenom™ 300
Entry into Service: mid-2009
Price: US$ 6.65 million
45. Phenom™ 100 and Phenom™ 300 – design drivers
Premium comfort Docile flying characteristics
Outstanding performance Next generation engines
Low operating cost Designed for high utilization
Human factors High availability
46. High Utilization – based on 4 main fundamentals
Low operating cost
Designed for high utilization
47. High Utilization – based on 4 main fundamentals
Operation Economic
Life
Maintenance Reliability &
Dispatchability
49. Economic Life - 10 years typical utilization
Preliminary data
Air Taxi
(20,000)
Fractional
(12,000)
Charter &
Branded
Charter
(8,000)
Private Owner
(2,000)
15,000 VLJ (nearest
Phenom 100
competitor)
35,000 EXTENDED LIFE
Cycles
Favors Residual Value
50. High Utilization – based on 4 main fundamentals
Extended
Economic
Life
Reliability &
Dispatchability
51. Reliability / Dispatchability
Preliminary data
High MTBF
IESI – Integrated Electronic Standby Instruments
FADEC’s
10 times better MTBF
All main electronics inside pressurized areas
Maturity plan
Avionics
Pressurization
Controller Power
Distribution
52. Reliability / Dispatchability
Preliminary data
Displays Interchangeability
The aircraft can be dispatched with PFD2 failed:
If PFD1 is failed:
If MFD is failed:
53. Reliability / Dispatchability
Low Turn-Around Time (TAT)
Phenom™ 300: Externally Serviced Lavatory Single Point Refueling
Preliminary data
54. High Utilization – based on 4 main fundamentals
Extended
Economic
Life
Outstanding
Maintenance Reliability &
Dispatchability
55. Maintenance
Low intervention philosophies (MSG-3)
simple maintenance procedures
reduced number of tasks with higher intervals
Quick fault location and isolation up to component level
Highly integrated central maintenance computer
(engine, avionics & other systems – AMS, electrical etc)
Ground
Connectivity - Data link capability (road map) Network
Trend and exceedance
Remote Diagnostic
Two way high speed
Phase 1 – On Ground Datalink
Preliminary data
56. High Utilization – based on 4 main fundamentals
Operation Extended
Economic
Life
Outstanding
Simple Reliability &
Maintenance Dispatchability
57. Operation – increased operational safety level
Usual tasks Phenom Tasks
Focus on Human Factors Press Button Start Switch
Engine start Fuel ON
Reduced pilot workload workload
Engine Parameters
Monitor
High situational awareness Gen ON
Gen Load Check
Av Master ON
Standby horizon
Brakes chk Brakes chk
Flaps and speed brake Flaps and speed brake
Chk elect trim disconnect
Pitot / static
Ignition on
Check thrust rev
Functionalities
IESI – Integrated Electronic Standby Instrument
Integrated EICAS – Engine Indication and Crew Alert System
Synoptic graphics
Moving map
Weather datalink & weather radar
Autopilot guidance controller
Preliminary data
58. High Utilization – based on 4 main fundamentals
Easy Extended
Operation Economic
Life
Outstanding
Simple Reliability &
Maintenance Dispatchability
Enables intense operation and favors residual value
59. Phenom™ 100 and Phenom™ 300 – design drivers
Low operating cost
Designed for high utilization
60. Low operating cost
Phenom™ 100 Phenom™ 300
DOC: US$ 440 / FH * DOC: US$ 700 / FH *
20% lower than an entry level jet 20% lower than a a light jet
(Citation CJ1)* (Hawker 400XP)*
12% lower than King Air C90B 16% lower than a mid-light jet
for a 600 nm mission** (Citation Encore)*
* Per B&CA assumptions – Typical Bizjet Operation ** B&CA Operations Planning Guide – August 2005 Preliminary data
67. Phenom™ 100 and Phenom™ 300 – breakthrough products
Join me in welcoming our customers
JetBird and Magnum Jet in USA
in Europe
68. Due to time span between the date of this document/presentation and the entry into service of
the aircraft, Embraer reserves the right to revise this document/presentation whenever
occasioned by product improvement, government regulations or other good cause.
The information contained herein is the property of Embraer S.A. and shall not be copied or
used in any manner except with Embraer´s written consent.