The document provides an overview of UBS's presence at the 2006 NBAA convention, including forward-looking statements about future market trends. It summarizes UBS's product lines such as the Legacy 600, Phenom 100 and 300, and Lineage 1000 aircraft. Charts show increasing market size for business aviation to 2026 driven by wealth, profits, and GDP. The Phenom aircraft are presented as having superior space and comfort compared to competitors.
IR Institutional Presentation - September 2013Embraer RI
The document discusses Embraer's strategy and outlook for its commercial and executive jet businesses. For commercial jets, Embraer plans to grow its market share in the 70-120 seat segment through the new E-Jets E2 family which will offer significant fuel burn reductions compared to the current E-Jets. For executive jets, Embraer aims to grow its share of the large and mid-size markets through new models like the Legacy 450/500 and by expanding its global customer base. The outlook is positive with forecasts of over 6,000 new commercial jet deliveries and over 8,000 new executive jet deliveries needed globally over the next 10-20 years.
This document provides an overview of Embraer's corporate and business strategy, aircraft delivery estimates and forecasts, financial performance, order backlog, commercial and executive jet product portfolios and development programs. Key points include organic growth and margin targets, estimated 2014 commercial jet deliveries of 92-97 E-Jets, revenue outlook of $6.0-6.5 billion, and new E2 jet programs entering service between 2018-2020.
Embraer Investors Conference - June 18, 2013Embraer RI
- Embraer is the market leader in the 60-120 seat jet segment with over 1,000 E-Jets delivered and over 1,200 orders.
- Embraer is introducing an upgraded E-Jet family, the E-Jets E2, which features new engines, wings, and avionics providing up to 23% lower fuel burn and lower operating costs.
- The E-Jets E2 models include the E175-E2, E190-E2, and E195-E2 which will enter service between 2018-2020.
This document summarizes Embraer's commercial aviation strategic objectives and progress. It discusses expanding its ERJ 145 family customer base from 40 to 60 operators between 2008-2013. Embraer aims to be a leader in the 70-130 seat commercial jet segment, with over 1,000 deliveries and 1,400 orders as of 2013. It is working to continually improve its E-Jet family, including a new E-Jet E2 series with 16% lower fuel burn per seat. The E-Jet E2 is seeing strong early market acceptance, with over 300 commitments so far.
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.
4.0 embraer day br 2016 commercial aviation rev7Embraer RI
This document provides an overview and highlights of Embraer, a Brazilian aerospace company, and its E-Jets aircraft family. Some key points:
- Embraer had record backlog and deliveries in 2015 and received 176 new orders. The E2 series is in development.
- Financial results have been strong with rising revenues and deliveries between 2009-2015.
- The E-Jets have captured over half of the market share and outsold competitors, with over 1,200 delivered to 70 airlines in 50 countries.
- The E2 series is expected to provide fuel burn reductions of 16-24% per seat compared to previous models.
- The company is an investment grade-rated global aerospace company established in 1969 and headquartered in Brazil.
- It has a strong balance sheet and is a leader in commercial, executive and defense aviation with aircraft, services and systems.
- The company has a global footprint with operations in Brazil, USA, Europe and Asia and is forecasting 2011 revenues between $5.6-5.8 billion.
IR Institutional Presentation - June 2013Embraer RI
The document provides an overview of Embraer's commercial and executive aviation businesses as well as its defense segment. For commercial aviation, Embraer delivers regional jets seating 70-120 passengers and has over 80 airline customers globally. Its executive jets portfolio ranges from light jets seating up to 8 to ultra-large cabin aircraft seating 13-19. Embraer also discussed its defense business which includes the Super Tucano aircraft and the new KC-390 military transport aircraft. The document summarized Embraer's financial performance and market outlook which remains positive with forecasts of nearly 7,000 new jet deliveries over the next 20 years.
IR Institutional Presentation - September 2013Embraer RI
The document discusses Embraer's strategy and outlook for its commercial and executive jet businesses. For commercial jets, Embraer plans to grow its market share in the 70-120 seat segment through the new E-Jets E2 family which will offer significant fuel burn reductions compared to the current E-Jets. For executive jets, Embraer aims to grow its share of the large and mid-size markets through new models like the Legacy 450/500 and by expanding its global customer base. The outlook is positive with forecasts of over 6,000 new commercial jet deliveries and over 8,000 new executive jet deliveries needed globally over the next 10-20 years.
This document provides an overview of Embraer's corporate and business strategy, aircraft delivery estimates and forecasts, financial performance, order backlog, commercial and executive jet product portfolios and development programs. Key points include organic growth and margin targets, estimated 2014 commercial jet deliveries of 92-97 E-Jets, revenue outlook of $6.0-6.5 billion, and new E2 jet programs entering service between 2018-2020.
Embraer Investors Conference - June 18, 2013Embraer RI
- Embraer is the market leader in the 60-120 seat jet segment with over 1,000 E-Jets delivered and over 1,200 orders.
- Embraer is introducing an upgraded E-Jet family, the E-Jets E2, which features new engines, wings, and avionics providing up to 23% lower fuel burn and lower operating costs.
- The E-Jets E2 models include the E175-E2, E190-E2, and E195-E2 which will enter service between 2018-2020.
This document summarizes Embraer's commercial aviation strategic objectives and progress. It discusses expanding its ERJ 145 family customer base from 40 to 60 operators between 2008-2013. Embraer aims to be a leader in the 70-130 seat commercial jet segment, with over 1,000 deliveries and 1,400 orders as of 2013. It is working to continually improve its E-Jet family, including a new E-Jet E2 series with 16% lower fuel burn per seat. The E-Jet E2 is seeing strong early market acceptance, with over 300 commitments so far.
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.
4.0 embraer day br 2016 commercial aviation rev7Embraer RI
This document provides an overview and highlights of Embraer, a Brazilian aerospace company, and its E-Jets aircraft family. Some key points:
- Embraer had record backlog and deliveries in 2015 and received 176 new orders. The E2 series is in development.
- Financial results have been strong with rising revenues and deliveries between 2009-2015.
- The E-Jets have captured over half of the market share and outsold competitors, with over 1,200 delivered to 70 airlines in 50 countries.
- The E2 series is expected to provide fuel burn reductions of 16-24% per seat compared to previous models.
- The company is an investment grade-rated global aerospace company established in 1969 and headquartered in Brazil.
- It has a strong balance sheet and is a leader in commercial, executive and defense aviation with aircraft, services and systems.
- The company has a global footprint with operations in Brazil, USA, Europe and Asia and is forecasting 2011 revenues between $5.6-5.8 billion.
IR Institutional Presentation - June 2013Embraer RI
The document provides an overview of Embraer's commercial and executive aviation businesses as well as its defense segment. For commercial aviation, Embraer delivers regional jets seating 70-120 passengers and has over 80 airline customers globally. Its executive jets portfolio ranges from light jets seating up to 8 to ultra-large cabin aircraft seating 13-19. Embraer also discussed its defense business which includes the Super Tucano aircraft and the new KC-390 military transport aircraft. The document summarized Embraer's financial performance and market outlook which remains positive with forecasts of nearly 7,000 new jet deliveries over the next 20 years.
- Embraer delivered 106 commercial jets in 2012, surpassing its outlook for the year. It also delivered 99 executive jets.
- The firm order backlog reached $15.4 billion at the end of 2012, with commercial aviation making up 46% and defense and security making up 54%.
- Net revenues in 2012 were $6.18 billion, exceeding the outlook range of $5.8-6.2 billion. Commercial aviation accounted for 61% of net revenues while defense and security made up 28% and executive aviation 11%.
IR Institutional Presentation - July 2013Embraer RI
The document discusses Embraer's commercial and executive jet businesses. For commercial jets, it outlines Embraer's product portfolio including the E-Jets and the new E-Jets E2. It provides details on orders, deliveries, customers and market forecasts. For executive jets, it outlines Embraer's product portfolio and competitive position. It also discusses economic indicators and forecasts for the business jet market from 2013-2022.
Embraer's long term strategy involves diversifying its business across commercial, executive, and defense sectors. It aims to consolidate leadership in regional and commercial aircraft with the E-Jets E1 and E2, increase market share in executive jets, and develop new defense programs like the KC-390. Embraer also seeks to improve operational efficiency and innovation through programs like P3E and INNOVA. Its long term outlook focuses on growing its portfolio and global footprint while maintaining strong governance and stakeholder relationships.
2008* Embraer Day ApresentaçãO EngenhariaEmbraer RI
The document summarizes Embraer's product development history and strategy. It discusses Embraer's evolution from developing military aircraft in the 1970s-1980s to developing commercial and executive jets from the 1990s onward. It outlines Embraer's current and future product lines that include commercial, executive, and defense aircraft. The document also describes Embraer's integrated product development approach and use of digital technologies to improve efficiency and product quality.
The document provides an overview of Embraer Executive Jets. It discusses Embraer's vision to become a major player in the business aviation market by 2015 through innovative products and services. It outlines Embraer's strategic pillars of improving customer experience and business profitability. It also provides market forecasts, discussing Embraer's product portfolio and programs.
This document provides an overview and analysis of the business jet market by Embraer. It summarizes factors influencing market recovery, including corporate profits, wealth populations, used market inventory and prices. Forecasts indicate 9,250 business jet deliveries and $250 billion in revenues over the next 10 years, with nearly half of deliveries and revenues coming from North America. Embraer models like the Phenom 300 are among the top performers in areas like residual value and market liquidity. The presentation concludes with updates on Embraer's product line and improving customer satisfaction ratings.
This document provides information about Embraer, a Brazilian aerospace company. It discusses Embraer's history, founding in 1969 as a government-owned company that became fully private in 1997. It also discusses the commercial aircraft industry's history and current state with four major players: Embraer, Bombardier, Boeing, and Airbus. Embraer focuses on the regional jet market while Boeing and Airbus dominate the large jet market. The document poses questions about the firms' competitive positions and strategies, drivers of Embraer's success, applying Porter's Diamond model to Embraer, airplane product adaptation, and recommendations for Embraer's future strategy.
Apresentação Institucional - Abril - InglêsEmbraer RI
This document provides an overview of Embraer S.A., a Brazilian aerospace conglomerate. It discusses Embraer's history and evolution, operational facilities around the world, product lines including commercial and executive aircraft as well as defense systems, technologies, environmental initiatives, financial performance, and employee benefits.
This document provides an overview of Embraer S.A., a Brazilian aerospace conglomerate and manufacturer of commercial, military, and executive aircraft. It discusses Embraer's origins and evolution, operational facilities globally, product lines including commercial and executive jets and military aircraft, environmental initiatives, economic performance, and employee benefits.
- 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.
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.
- The company is a global aerospace leader established in 1969 and privatized in 1994, with investment grade ratings and a strong balance sheet.
- It has a broad portfolio of commercial, executive and defense aircraft as well as aviation services, with over 3,000 aircraft delivered to over 100 countries.
- For 2011, the company estimates net revenue of $5.8 billion, with commercial aviation contributing over half of total revenue.
Case competition final boing dreamlinerDan Nielsen
- Boeing has transformed from an aircraft manufacturer to a "master planner", outsourcing more production but facing challenges in managing suppliers.
- The new "Build to Fly" strategy aims to address issues like control, reliance and visibility in the supply chain by facilitating more collaboration between Boeing and partners.
- The Boeing BIO1000 concept is for a new mid-sized fuel efficient aircraft that could replace aging 737s, targeting growing demand for shorter flights. Its innovative design and "Build to Fly" approach aim to give Boeing long-term competitive advantage.
Boeing 787 case discussion suri gurumurthi, ph.d.ssuser454af01
A married couple presents with symptoms concerning for a sexually transmitted disease. Patient A has anal fissures and a rash, while Patient B has a genital ulcer. Laboratory testing reveals Patient A is positive for both Treponema pallidum and non-treponemal antibodies, indicating secondary syphilis. Patient B is positive for Treponema pallidum antibodies only, consistent with early latent syphilis.
The document discusses Goodrich Corporation's presentation at an aerospace and defense finance conference. It summarizes Goodrich's financial results, portfolio attributes, and themes in the commercial aircraft and defense industries. Goodrich expects continued strong demand for new commercial aircraft and aftermarket services driven by increasing global air travel.
Case ih farmall 90 c 100c 110c 120c tier 4b (final) tractor service repair ma...ufjjsjekksekmm
This document is a service manual for Case IH Farmall tractors models 90C, 100C, 110C, and 120C. It contains an introduction and table of contents that lists the various systems covered in the manual, including the engine, transmission, axles, brakes, hydraulics, and others. The document provides information on servicing and repairing components for these tractors.
Case ih farmall 90 c tier 4b (final) tractor service repair manual (pin hlrfc...fujsjefjwekskemm
This service manual provides maintenance and repair information for Farmall 100C, 110C, 120C, and 90C tractors. It begins with an introduction and table of contents. The bulk of the manual contains sections on the tractor's various systems - like the engine, transmission, hydraulics, electrical systems, and more - with subsections covering specific components. It concludes with sections on accessories, the operator cab, and decals.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
Este documento presenta información sobre 7 empresas que cotizan en bolsa. Proporciona detalles como la sede principal, industria, empleados y rentabilidad promedio de cada empresa. Adicionalmente, incluye tablas con datos estadísticos de las empresas y gráficos de correlación. El resumen recomienda construir un portafolio con 4 acciones seleccionadas (CPAC EN USD, BAJAJ AUTO EN USD, EC EN USD y EMBRAER EN USD) que minimicen el riesgo.
"Claves de éxito de las Multinacionales Emergentes" Encuentro con Mauro Guill...Club Asturiano de Calidad
Sesión organizada por el Club Asturiano de Calidad que ha tenido lugar el martes, 14 de mayo de 2013 en el Auditorio Príncipe de Asturias (Oviedo) en colaboración con el Ayuntamiento de Oviedo
01 04 2009 I Embraer Day Ny 2009 ApresentaçãO Defesa E GovernoEmbraer RI
This presentation provides an overview of Embraer's defense and government market. It discusses Embraer's aircraft programs including the Super Tucano, F-5 and AMX combat aircraft modernization programs, EMB 145 AEW&C for India. It also summarizes Embraer's transport aircraft contracts with various countries and new customer support contracts. Finally, it briefly outlines the KC-390 military transport aircraft and Embraer's interest in offset opportunities on Brazil's F-X2 fighter program.
- Embraer delivered 106 commercial jets in 2012, surpassing its outlook for the year. It also delivered 99 executive jets.
- The firm order backlog reached $15.4 billion at the end of 2012, with commercial aviation making up 46% and defense and security making up 54%.
- Net revenues in 2012 were $6.18 billion, exceeding the outlook range of $5.8-6.2 billion. Commercial aviation accounted for 61% of net revenues while defense and security made up 28% and executive aviation 11%.
IR Institutional Presentation - July 2013Embraer RI
The document discusses Embraer's commercial and executive jet businesses. For commercial jets, it outlines Embraer's product portfolio including the E-Jets and the new E-Jets E2. It provides details on orders, deliveries, customers and market forecasts. For executive jets, it outlines Embraer's product portfolio and competitive position. It also discusses economic indicators and forecasts for the business jet market from 2013-2022.
Embraer's long term strategy involves diversifying its business across commercial, executive, and defense sectors. It aims to consolidate leadership in regional and commercial aircraft with the E-Jets E1 and E2, increase market share in executive jets, and develop new defense programs like the KC-390. Embraer also seeks to improve operational efficiency and innovation through programs like P3E and INNOVA. Its long term outlook focuses on growing its portfolio and global footprint while maintaining strong governance and stakeholder relationships.
2008* Embraer Day ApresentaçãO EngenhariaEmbraer RI
The document summarizes Embraer's product development history and strategy. It discusses Embraer's evolution from developing military aircraft in the 1970s-1980s to developing commercial and executive jets from the 1990s onward. It outlines Embraer's current and future product lines that include commercial, executive, and defense aircraft. The document also describes Embraer's integrated product development approach and use of digital technologies to improve efficiency and product quality.
The document provides an overview of Embraer Executive Jets. It discusses Embraer's vision to become a major player in the business aviation market by 2015 through innovative products and services. It outlines Embraer's strategic pillars of improving customer experience and business profitability. It also provides market forecasts, discussing Embraer's product portfolio and programs.
This document provides an overview and analysis of the business jet market by Embraer. It summarizes factors influencing market recovery, including corporate profits, wealth populations, used market inventory and prices. Forecasts indicate 9,250 business jet deliveries and $250 billion in revenues over the next 10 years, with nearly half of deliveries and revenues coming from North America. Embraer models like the Phenom 300 are among the top performers in areas like residual value and market liquidity. The presentation concludes with updates on Embraer's product line and improving customer satisfaction ratings.
This document provides information about Embraer, a Brazilian aerospace company. It discusses Embraer's history, founding in 1969 as a government-owned company that became fully private in 1997. It also discusses the commercial aircraft industry's history and current state with four major players: Embraer, Bombardier, Boeing, and Airbus. Embraer focuses on the regional jet market while Boeing and Airbus dominate the large jet market. The document poses questions about the firms' competitive positions and strategies, drivers of Embraer's success, applying Porter's Diamond model to Embraer, airplane product adaptation, and recommendations for Embraer's future strategy.
Apresentação Institucional - Abril - InglêsEmbraer RI
This document provides an overview of Embraer S.A., a Brazilian aerospace conglomerate. It discusses Embraer's history and evolution, operational facilities around the world, product lines including commercial and executive aircraft as well as defense systems, technologies, environmental initiatives, financial performance, and employee benefits.
This document provides an overview of Embraer S.A., a Brazilian aerospace conglomerate and manufacturer of commercial, military, and executive aircraft. It discusses Embraer's origins and evolution, operational facilities globally, product lines including commercial and executive jets and military aircraft, environmental initiatives, economic performance, and employee benefits.
- 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.
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.
- The company is a global aerospace leader established in 1969 and privatized in 1994, with investment grade ratings and a strong balance sheet.
- It has a broad portfolio of commercial, executive and defense aircraft as well as aviation services, with over 3,000 aircraft delivered to over 100 countries.
- For 2011, the company estimates net revenue of $5.8 billion, with commercial aviation contributing over half of total revenue.
Case competition final boing dreamlinerDan Nielsen
- Boeing has transformed from an aircraft manufacturer to a "master planner", outsourcing more production but facing challenges in managing suppliers.
- The new "Build to Fly" strategy aims to address issues like control, reliance and visibility in the supply chain by facilitating more collaboration between Boeing and partners.
- The Boeing BIO1000 concept is for a new mid-sized fuel efficient aircraft that could replace aging 737s, targeting growing demand for shorter flights. Its innovative design and "Build to Fly" approach aim to give Boeing long-term competitive advantage.
Boeing 787 case discussion suri gurumurthi, ph.d.ssuser454af01
A married couple presents with symptoms concerning for a sexually transmitted disease. Patient A has anal fissures and a rash, while Patient B has a genital ulcer. Laboratory testing reveals Patient A is positive for both Treponema pallidum and non-treponemal antibodies, indicating secondary syphilis. Patient B is positive for Treponema pallidum antibodies only, consistent with early latent syphilis.
The document discusses Goodrich Corporation's presentation at an aerospace and defense finance conference. It summarizes Goodrich's financial results, portfolio attributes, and themes in the commercial aircraft and defense industries. Goodrich expects continued strong demand for new commercial aircraft and aftermarket services driven by increasing global air travel.
Case ih farmall 90 c 100c 110c 120c tier 4b (final) tractor service repair ma...ufjjsjekksekmm
This document is a service manual for Case IH Farmall tractors models 90C, 100C, 110C, and 120C. It contains an introduction and table of contents that lists the various systems covered in the manual, including the engine, transmission, axles, brakes, hydraulics, and others. The document provides information on servicing and repairing components for these tractors.
Case ih farmall 90 c tier 4b (final) tractor service repair manual (pin hlrfc...fujsjefjwekskemm
This service manual provides maintenance and repair information for Farmall 100C, 110C, 120C, and 90C tractors. It begins with an introduction and table of contents. The bulk of the manual contains sections on the tractor's various systems - like the engine, transmission, hydraulics, electrical systems, and more - with subsections covering specific components. It concludes with sections on accessories, the operator cab, and decals.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
Este documento presenta información sobre 7 empresas que cotizan en bolsa. Proporciona detalles como la sede principal, industria, empleados y rentabilidad promedio de cada empresa. Adicionalmente, incluye tablas con datos estadísticos de las empresas y gráficos de correlación. El resumen recomienda construir un portafolio con 4 acciones seleccionadas (CPAC EN USD, BAJAJ AUTO EN USD, EC EN USD y EMBRAER EN USD) que minimicen el riesgo.
"Claves de éxito de las Multinacionales Emergentes" Encuentro con Mauro Guill...Club Asturiano de Calidad
Sesión organizada por el Club Asturiano de Calidad que ha tenido lugar el martes, 14 de mayo de 2013 en el Auditorio Príncipe de Asturias (Oviedo) en colaboración con el Ayuntamiento de Oviedo
01 04 2009 I Embraer Day Ny 2009 ApresentaçãO Defesa E GovernoEmbraer RI
This presentation provides an overview of Embraer's defense and government market. It discusses Embraer's aircraft programs including the Super Tucano, F-5 and AMX combat aircraft modernization programs, EMB 145 AEW&C for India. It also summarizes Embraer's transport aircraft contracts with various countries and new customer support contracts. Finally, it briefly outlines the KC-390 military transport aircraft and Embraer's interest in offset opportunities on Brazil's F-X2 fighter program.
El documento describe la oportunidad de inversión en mercados emergentes como Brasil, Rusia, India y China, destacando que empresas de estos países como Samsung, Embraer y Cemex se han convertido en líderes globales en sus respectivas industrias. Explica que las multinacionales emergentes comparten características como un reconocimiento global, presencia en exportaciones y producción, y ser competitivas en calidad, tecnología y administración.
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.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses Embraer's plans to expand its business aviation product portfolio and services. It summarizes the current market outlook and new business models in private aviation. It then provides updates on Embraer's Phenom 100 and 300 light jet programs, including design features, market competitiveness, development status and planned entry into service. The Legacy 600 program and potential Lineage 1000 mid-size jet are also briefly outlined.
Executive aviation presentation farnborough airshowEmbraer RI
The document provides an overview of Embraer's Executive Jets business from its July 18, 2006 investors meeting. It summarizes Embraer's outlook for the business aviation market between 2005-2015, highlights key Legacy 600 program milestones, and previews the Phenom 100 and 300 programs. It also outlines Embraer's vision to become a major business aviation player within 10 years and reviews its customer support roadmap and production plans through 2009.
This document provides an overview of Embraer, a Brazilian aerospace conglomerate. It discusses Embraer's origins and evolution, technological capabilities, global presence and workforce, commercial and defense aircraft product lines, environmental initiatives, financial performance, and investments. Key information includes Embraer's privatization in 1994, over 16,000 employees in Brazil, commercial aircraft families like the ERJ 145 and EMBRAER 170/190, defense programs including the Super Tucano and KC-390, and environmental leadership as the first company to certify an aircraft powered by biofuels.
This document provides an overview of Embraer, a Brazilian aerospace conglomerate. It discusses Embraer's origins and evolution, technological capabilities, global presence and workforce, commercial and defense aircraft product lines, environmental initiatives, financial performance, and investments. Key information includes Embraer's privatization in 1994, over 16,000 employees in Brazil, commercial aircraft families like the ERJ 145 and E-Jet E170/E190, defense programs including the Super Tucano and KC-390, and annual revenues of over $4 billion US dollars primarily from exports.
Executive aviation embraer day 2010 10_29Embraer RI
This presentation by Embraer Executive Vice President Luís Carlos Affonso provides an overview of Embraer's executive jet business. It discusses Embraer's current and future product lines including the Phenom 100, Phenom 300, Legacy 450, Legacy 500, Legacy 600, Legacy 650, and Lineage 1000. It also reviews Embraer's customer support services and network. The presentation provides Embraer's guidance for 2010, delivering 120 executive jets and generating $1.1 billion in revenue, and discusses Embraer's new facility in Melbourne, Florida.
Executive aviation embraer day 2010 10_29Embraer RI
This presentation by Embraer Executive Vice President Luís Carlos Affonso provides an overview of Embraer's executive jet business. It discusses Embraer's current and future product lines including the Phenom 100, Phenom 300, Legacy 450, Legacy 500, Legacy 600, Legacy 650, and Lineage 1000. It also reviews Embraer's customer support services and network. The presentation provides Embraer's guidance for 2010, delivering 120 executive jets and generating $1.1 billion in revenue, and discusses Embraer's new facility in Melbourne, Florida.
The document provides an overview of Embraer's business highlights and financial results. It discusses forward-looking projections including expected jet deliveries and revenue growth in 2010. It also summarizes Embraer's product portfolio, global operations, and market leadership in commercial and executive aviation.
This document provides an overview of Embraer's executive aviation business. It discusses Embraer's current and future product portfolio including the Phenom 100, Phenom 300, Legacy 450/500, Lineage 1000, and others. Performance data and certifications for various models are presented. The document also reviews the global economic environment and business jet market outlook for 2010-2019. 2009 performance figures for Embraer show deliveries of 137 units and $1.1 billion in revenue, with guidance of 120 units for 2010.
- Embraer is establishing a new executive jet assembly facility in Melbourne, Florida for its Phenom 100 jets. The $50 million investment will include final assembly, a paint booth, and delivery center initially employing over 200 workers.
- Embraer's Phenom 100 and 300 jets are gaining popularity among customers and specialized media, with the Phenom 100 being the most delivered business jet in 2010. The Phenom 300 is also experiencing success as the most delivered light jet that year.
- Embraer is developing new programs like the Legacy 450 and 500 mid-size jets, which will feature fly-by-wire technology and advanced cockpit systems. The Legacy 500 is currently in design and certification testing with flight
4Q06 and FY2006 Earnings Results EMBRAEREmbraer RI
Embraer reported strong financial results for 4Q06 and FY2006. Highlights included record backlog of $14.8 billion, net revenues increasing to $3.8 billion, net income of $313 million, and delivery of 165-170 jets forecast for 2007. Strategic moves included listing on Novo Mercado segment of Bovespa stock exchange and signing a deal for 50 ERJ 145s and 50 E190s with Chinese airline HNA Group.
2007 - 4 Q06 And Fy2006 Earnings Results EmbraerEmbraer RI
Embraer reported strong financial results for 4Q06 and FY2006. Highlights included record backlog of $14.8 billion, net revenues increasing to $3.8 billion, net income of $277 million, and delivery of 165-170 jets forecast for 2007. Strategic moves included listing on Novo Mercado segment of Bovespa stock exchange and sale of 100 jets to Chinese airline. New orders were received for ERJ 145 and EMBRAER 170/190 families. Development continued on Phenom and Lineage jets and new service centers were opened.
- The company is an investment grade rated global aerospace company established in 1969 and privatized in 1994, manufacturing commercial, executive and defense aircraft.
- It has a strong financial position with a net cash balance and generates revenue from commercial and executive jet sales as well as defense contracts.
- The company has a global footprint with factories, offices and service centers across North and South America, Europe, Asia, Africa and the Middle East.
- The company has a strong financial position with investment grade ratings and a net cash position. It has a global footprint with operations across Brazil, US, Europe, and Asia serving commercial, executive, and defense aviation segments.
- It has a diversified portfolio of commercial and executive aircraft as well as defense products. The commercial jet backlog remains strong at $15.3 billion despite 154 aircraft delivered so far in 2010.
- Financial results for the period showed stable net cash position, EBIT of $63 million, and net income of $98.5 million. Firm order backlog and revenues remained stable.
1. The document provides an agenda for an aviation industry presentation covering topics like aviation history, key aircraft makers, Airbus SAS overview, and its strategy map and balanced scorecard.
2. Airbus SAS is a European aircraft manufacturing company headquartered in Toulouse, France. It has over 57,000 employees and shareholders include EADS and BAE Systems.
3. The presentation will provide an overview of Airbus SAS, its business strategies around supply chain management, customer support and innovation. It will also discuss Airbus' knowledge management strategies and sharing of operational documents.
Boeing is the world's largest aerospace company and second largest defense contractor. It generates over $60 billion in annual revenue from commercial airliners, military aircraft, weapons, space systems, and other services. Boeing competes with Airbus, Lockheed Martin, and European Aeronautic Defence and Space Company in commercial and defense markets. It aims to leverage its expertise in aerospace to develop new products and services through strategies outlined in its "Vision 2016" plan.
Boeing is the world's largest aerospace company and second largest defense contractor. It generates over $60 billion in annual revenue from commercial airliners, military aircraft, rockets, satellites and other products. Boeing competes with Airbus, Lockheed Martin and EADS in both commercial and defense markets. The commercial aircraft industry has high barriers to entry due to large capital requirements, long development cycles and product risks. Boeing aims to leverage its strengths in engineering and customer relationships into new aerospace products and services.
IR Institutional Presentation - May 2013Embraer RI
This document provides an overview of Embraer's business strategy, financial performance, and outlook. Some key points:
- Embraer aims to grow organically and through acquisitions while improving margins. Its strategy focuses on product excellence, expanding customer base, and establishing itself in defense.
- In 2012, Embraer delivered over 200 aircraft and had revenues of $6.2 billion. Its backlog was $13.3 billion.
- For 2013, Embraer forecasts revenues between $5.9-6.4 billion and net orders of 90-95 commercial jets.
- Embraer has a broad commercial aircraft portfolio from 70-seat ERJ-145 to 120-seat E
This 3-sentence summary provides an overview of the key points from the document:
The document discusses Textron's businesses, new products and M&A activity, and highlights strong cash flows that allow for reinvestment in growth. Textron is focused on innovation across its aviation, industrial, and defense segments to drive new product development and expand globally. However, the document notes various risks and uncertainties that could impact Textron's future performance.
This document summarizes the business plan for Ayr, an on-demand shared charter service. Ayr aims to provide a more affordable alternative to commercial first class flights and traditional private charters by allowing passengers to book onto existing shared flights. Key points include:
- Ayr would serve business travelers on routes between non-hub airports like Austin to San Jose for around 3x the cost of first class but less than traditional charters
- The Pilatus PC-24 aircraft has lower operating costs than comparable jets, making Ayr's business model viable
- Ayr's pricing algorithm incentivizes early booking and maximizing aircraft capacity to reduce costs
Kaman Aerospace Group is a global aerospace and defense company that designs and manufactures aircraft structures, components, and tooling. It has 4,800 employees across 13 countries, annual sales of $1.6 billion, and headquarters in Bloomfield, Connecticut. Kaman provides products and services for both civilian and military aerospace applications, including fixed wing aircraft, rotary wing aircraft, and space applications.
Similar to Ubspresentationatnbaa 090917081931-phpapp01 (20)
This document provides a summary of Embraer's corporate and business strategy, product strategy, financial performance, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader.
2) In 2015, Embraer's order backlog was $22.5 billion, with 95-100 E-Jet deliveries expected.
3) Embraer forecasts 6,350 new 70-130 seat jet deliveries globally between 2015-2034 worth $300 billion.
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.
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.
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.
This document provides Embraer's earnings results for the 2nd quarter of 2015. It highlights record backlog and free cash flow. Key metrics like operating income, net income, and earnings per share all increased over the prior year. The outlook for full year 2015 was revised with increases to expected revenues, EBITDA, EBIT, and net income. Aircraft deliveries remained strong with growth in commercial, executive, and defense segments.
This document discusses Embraer's corporate and business strategy, including organic growth, margin enhancement, business diversification, and establishing itself as Brazil's defense leader. It outlines strategies for product diversification and expansion, customer experience excellence, and market share growth. Charts show increasing order backlog, jet deliveries, revenues, and breakdown of revenues by segment and region from 2011-2014.
This document summarizes Embraer's 1st quarter 2015 earnings results. It highlights that Embraer delivered 20 commercial jets and 12 executive jets in the quarter. It also notes several new orders and milestones. Financially, Embraer's backlog was $22.1 billion though net income declined to a loss of $196 million due to inventory adjustments and investments in new programs. The outlook expects commercial jet deliveries of 95-100 for 2015 and free cash flow to exceed -$100 million.
This document discusses Embraer's corporate and business strategy, order backlog, aircraft deliveries, net revenues, and revenue breakdown by segment and region. It aims to grow organically, enhance margins through productivity initiatives, diversify business and revenues, establish itself as Brazil's defense leader, and focus on product strategy, customer experience excellence and market share growth.
This document provides an earnings report and financial results for Embraer for the fourth quarter and full year of 2014. It summarizes key highlights including commercial, executive, and defense aircraft deliveries and orders. Financial results showed increased revenues, earnings, and backlog compared to previous periods. The outlook for 2015 indicates continued growth with increased expected deliveries and financial performance.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Ubspresentationatnbaa 090917081931-phpapp01
1. UBS at NBAA 2006 Convention
October 18th,2006
José Eduardo Costas
Vice-President, Contracts, Executive Jets
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
Significant Expansion
15,7
1,1
2,4
4,2
4,7
2,2
19,5
1,2
2,7
4,8
6,7
3,9
2005 2016e
Airframe / OEM
Completion +
Refurbishment
MRO
FBO
Charter + Aircraft
Management
Fractional Ownership
Source: AT Kearney and
Embraer estimates
(2005 US$ billion)
US$ 27.1 bi
US$ 38.9 bi
5. Main demand drivers
Stock market
performance
Corporate Profits
Individual Wealth
Macro-economic
factors (GDP)
Source: Global Insight – May & September 2006
WORLD
Asia Pacific
not including Japan
6.4%
Latin America
Africa
Middle East
Eastern Europe
2006e
North America
3.4%
Western Europe
2.6%
4.8%
5.6%
7.2%
5.3%
3.9 %
4.0%
5.1%
5.8%
4.2%
4.5%
2007-16e
3.0%
2.1%
3.2 %
Worldwide deliveries of new executive jets
2006e: + 16% 2007-2016e: + 3.7% (cagr)
7. Source::Embraer(adaptedfromJetSolutions)
Yearly Total Cost
Fractional Ownership
Used Fractional
Jet cards memberships
Aircraft Management
Charter On-Demand
Scheduled Charter
“Bizav” Airline
Traditional Ownership
CommercialAviation
Cost
Industryanswer:businessmodelsevolution
AirTaxi
BrandedCharter
Newbusiness
models
8. 23%
22%
10%
12%
11%
12%
8%
2%
2007-2016 Market Forecast (deliveries) - World
Product Categories
11,115 executive jets US$ 169 billion in the next 10 years
ULTRA LARGE
ULTRA-LONG RANGE
LARGE
SUPER MID-SIZE
MID-SIZE
MID-LIGHT
LIGHT
VERY LIGHT
US$
* additional air taxi demand of 2,500-3,000 units
4%
9%
7%
11%
16%
24%
23%
6%
Units
9. Industry Findings
Emerging Transp.
Alternatives
Charter Growth
Jet Card Boom
Car trips
Airline First
Reaction Initiative
Airline Premium
Service
2005
New Models of
Transportation
Air Taxi
Branded Charter
2006
Traditional
Commercial Offer
Hassle factor
Small cities:
Low frequencies
No direct flights
10. VLJs: Tapping the Gap ??
Source:6
VLJs may tap the gap
$0
$2
$4
$6
$8
$10
0 100 200 300 400 500 600 700
Stage Length (miles)
RoundTripPrice(US$x1,000)
Light Executive Jet
Airlines Light bizjet average price
Airline – Full Fare
Huge Gap: US$ 6.000 (example)
11. 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. The world discovers the Legacy™ 600
85 aircraft, 18 countries, the right choice
85TOTAL
1AFRICA
3LATIN AMERICA
5MIDDLE EAST
8ASIA
31EUROPE
37USA
10 Oct 2006
18. Phenom™ 100 and Phenom™ 300
Prodigy™ - Avionics based on Garmin system Preliminary data
19. Layout Configuration Comparison – Jets
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
Preliminary data
Phenom™ 100 CJ1
(Entry Level Jet)
Eclipse 500 Mustang Adam 700
Phenom™ 100
20. Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
Cross-section Comparison – Jets
Phenom™ 100 vs. Eclipse 500 Phenom™ 100 vs. Mustang
Preliminary data
4ft2in(1.27m)
4ft11in(1.50m)
4ft 8in (1.42 m)
5ft 1in (1.55 m)
4ft6in(1.37m)
4ft11in(1.50m)
5ft 1in (1.55 m)
4ft 7in (1.40 m)
Phenom™ 100
21. Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
Layout and Cross-section Comparison – Turboprops
Cross-section Comparison
Preliminary data
Phenom™ 100 vs. King Air C90GT
4ft10in(1.37m)
4ft11in(1.50m)
5ft 1in (1.55 m)
4ft 6 in (1.45 m)
Phenom™ 100
Phenom™ 100 King Air C90GT
22. 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.
23. Phenom™ 100 – Wind Tunnel Test Campaign
Design specifications confirmed
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
COMPLETED
2Q - 2006
4Q - 2005
2Q - 2005
24. Phenom™ 100 – Engine first flight
Successfully completed 4.2 hours of flying
Pratt & Whitney Canada PW 617F
Oct 2006
COMPLETED
25. Phenom™ 100 – Master Phase Plan
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2004 2005 2006 2007 2008
Entry Into Service
Business Plan Approval (Official “Go-Ahead”)
Business Plan Preparation
Business Case Approval
Joint Definition Phase
First Metal Cut
First Flight
Sub-Assembly
Final Assembly
Detailed Design and
Flight Test Campaign
26. Phenom™ 100
Entry into Service: mid-2008
Price: US$ 2.85 million*
* Jan 2005 economic conditions
29. Phenom™ 300
Preliminary dataBaggage Compartment
Sources: B&CA Purchase Planning Handbook – May 2005
Baggage Compartment - 66 cu ft
FWD Baggage Compartment - 5 cu ft
Wardrobe - 5 cu ft
Competitors Main Baggage Compartment
Hawker 400XP: 26 cu ft
Citation Encore: 28 cu ft
Citation CJ3: 50 cu ft
30. Phenom™ 300
Layout Configuration Comparison
PhenomTM 300 CJ3 Encore
(Mid-Light)
CJ2+ Bravo
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
Preliminary data
31. Phenom™ 300
Cross-section Comparison
Source: Conklin & de Decker Aircraft Comparator 2005/2006 – Manufacturers’ web sites and promotional material
Preliminary data
4ft9in(1.45m)
4ft11in(1.50m)
4ft 10in (1.47 m)
5ft 1in (1.55 m)
Phenom™ 300 vs. CJ2+ / Bravo / CJ3 / Encore (Mid-Light Jet)
Phenom™ 300 – walkthrough cabin
32. Phenom™ 300 – Wind Tunnel Test Campaign
Ongoing campaign
TsAGI – Central Aerohydrodynamic Institute - Russia
33. Phenom™ 300 – Master Phase Plan
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2004 2005 2006 2007 2009
Entry Into Service
Business Plan Approval (Official “Go-Ahead”)
Business Plan Preparation
Joint Definition Phase
Business Case Approval
Detailed Design and Flight Tests
40. Priestman Goode is a design consultancy
specializing in 3D branding.
They work in many different sectors, ensuring that
the final design genuinely adds to the customer
experience.
Embraer LineageTM 1000 - Interior
Design Office
Source: Priestman Goode website
44. Docile flying characteristics
Next generation engines
Designed for high utilization
High availability
Premium comfort
Outstanding performance
Low operating cost
Human factors
Designed for high utilizationLow operating cost
Phenom 100TM and Phenom 300TM design drivers
45. High Utilization – based on 4 main fundamentals
Designed for high utilization
50. Availability & Reliability
Preliminary data
High MTBF
IESI – Integrated Electronic Standby Instruments
10 times better MTBF
Maturity plan
FADEC’s
Power
Distribution
Pressurization
Controller
All main electronics inside pressurized areas
Avionics
51. Dynamic Display Interchangeability
The aircraft can be dispatched with PFD2 failure:
PFD1 failure:
Preliminary data
MFD failure:
Availability & Reliability
52. Preliminary data
Low Turn-Around Time (TAT)
Availability & Reliability
Single Point RefuelingExternally Serviced LavatoryPhenom™ 300:
54. MSG-3 and low intervention philosophies
Customized maintenance plan
Simple maintenance procedures
Reduced number of tasks with higher intervals
Smooth replacement & adjustment tasks
Maintenance
Preliminary data
Quick fault location and isolation up to LRU level
Highly integrated central maintenance computer
(engine, avionics & other systems – AMS, electrical etc)
Phase 1 – On Ground Datalink
Ground
NetworkConnectivity - Data link capability (road map)
Trend and exceedance
Remote Diagnostic
Two-way high-speed
63. Air Taxi - per Seat on Demand
Source:6
Air Taxi per seat fills the gap
$0
$2
$4
$6
$8
$10
0 100 200 300 400 500 600 700
Stage Length (miles)
RoundTripPrice(US$x1,000)
Light Executive Jet
Airlines
Air Taxi Projected Price – Phenom 100
Light bizjet average price
Airline – Full Fare
65. 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.
66. Building Up Experience
37 years of customer support
Reputable Maintenance Services
Excellent Parts Support & Repairs
Outstanding Field & Tech. Support
Comprehensive Training Program
Embraer Executive Care programs
Integrated Solutions
67. Embraer owned Service Centers Network in USA
Exisiting Service Center
Embraer Owned Service Centers
Fort Lauderdale
International, FL
Williams Gateway
Mesa, AZ
Bradley
Hartford, CT
New Service Centers
EAMS
Nashville, TN
68. Revamped Service Centers Network in USA
13 Authorized Service Centers
Cahokia, IL
Cleveland,OH
Wheeling, IL
Phoenix, AZ
Houston, TX
Augusta, GA
West Palm, FL
LAX, CA
Legacy 600 Authorized Service CentersLegacy 600 Authorized Service Centers
Enlarged and reconfigured network
Bedford, MA
Teterboro, NJ
Hillsboro, OR
Phoenix, AZ
Lincoln, NE
Lincoln, NE
69. Reputable Service Centers Network in USA
Phenom 100 & 300Phenom 100 & 300
Authorized Service CentersAuthorized Service Centers
Different service levels (line to overhaul)
Hillsboro, OR
8 Authorized Service Centers
Moline, IL
Indianapolis, IN
Grand Junction, CO
Dallas, TX
Greenville, SC
70. Service Centers Network in USA
21 Service Centers provide territorial coverage
Phenom 100 & 300
Authorized Service Centers
Legacy 600 Authorized Service Centers
Embraer Owned
Service Centers
71. Enhanced Service Center Network in Europe
PT
FR
OGMA, PT
Exisiting Service Center
New Service Center
Le Bourget, FR
72. TO BE APPOINTED.
Enhanced Service Center Network in Europe
Legacy 600Legacy 600
Phenom 100 & 300Phenom 100 & 300
Operators have a wider choice of services
Munich, GYMunich, GY
Zurich, SWZurich, SW
London, UKLondon, UK
Prague, CRPrague, CR
5 Authorized Service Centers
LuganoLugano, SW, SW
73. Best choices for all kind of operators
Service Network for Embraer Executive Jets
Worldwide Network (middle 2008): 45 Service Centers
7 Embraer Wholly Owned
38 Authorized Service Centers
76. Flight Skills
Assessment
Training Center
&
Remote
Continuous
Practical
Experience
Training
Pre-Training
Package Study
Remote
Ground School
(class room)
Training
Center
Ground School
(simulation)
Phenom 100/300 Training Philosophy
33 ProficencyProficency LevelsLevels
Flight SchoolFlight School
Mentor PilotMentor Pilot
Web BasedWeb Based
TrainingTraining
Internet + CDInternet + CD
Instrument ProceduresInstrument Procedures
TrainingTraining
Computer BasedComputer Based
TrainingTraining
Cockpit + SystemsCockpit + Systems
Full FlightFull Flight
SimulatorSimulator
77. 77
First TrainingFirst Training
Center USACenter USA
20082008
Second TrainingSecond Training
Center USACenter USA
20122012
First TrainingFirst Training
Center EuropeCenter Europe
20092009
Phenom 100/300 Potential Training Locations
USAUSA EuropeEurope
Full Flight Simulator available at Phenom EIS
78. Embraer Executive Care
Scheduled + basic unscheduled airframe parts
Parts freight
Parts for Service Bulletins, AD related
Embraer Maintenance Tracking & Planning System
Scheduled heavy checks labor (24 MO)
Labor, all scheduled tasks
Labor, basic unscheduled tasks
Labor on Service Bulletins, AD related
Mobile Rescue Team, AOG
Standard Intermediate EnhancedLegacy 600*Legacy 600*
* Only airframe. No engine included.
More levels of coverage
79. Embraer Executive Care
Standard Enhanced
Scheduled + basic unscheduled airframe parts
Airframe parts freight
Airframe parts for Service Bulletins, AD related
Embraer Maintenance Tracking & Planning System
Engine Coverage
Airframe Labor, Scheduled and Basic Unscheduled
Airframe Labor, Service Bulletins, AD related
Airframe Mobile Rescue Team, AOG
Engine Life Limited Parts Coverage OPT.OPT.
OPT.OPT.
OPT.OPT.
High Utilization
above 400 FH/y
Low Utilization
below 400 FH/y
Phenom 100 & 300Phenom 100 & 300
Different Levels of coverage