E-Jets Family

Total Page:16

File Type:pdf, Size:1020Kb

E-Jets Family Feb/2012 Commercial Jets Business Update Paulo Cesar Silva – President, Commercial Aviation Forward Looking Statement This presentation includes forward-looking statements or statements about events or circumstances which have not occurred. We have based these forward-looking statements largely on our current expectations and projections about future events and financial trends affecting our business and our future financial performance. These forward-looking statements are subject to risks, uncertainties and assumptions, including, among other things: general economic, political and business conditions, both in Brazil and in our market. The words “believes,” “may,” “will,” “estimates,” “continues,” “anticipates,” “intends,” “expects” and similar words are intended to identify forward-looking statements. We undertake no obligations to update publicly or revise any forward-looking statements because of new information, future events or other factors. In light of these risks and uncertainties, the forward-looking events and circumstances discussed in this presentation might not occur. Our actual results could differ substantially from those anticipated in our forward-looking statements. The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent Contents . Strategic Objectives . E-Jets Family . Product Development The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent . Products that satisfy market needs (reliable, efficient, flexible, Strategic Objectives: passenger appeal/preference, performance and economics) • Leadership in the Commercial Aviation . Diversified customer base up 120 seats . Customer base expansion • $250 million EBIT through leasing companies from Services and Support in 2025 . Excellence in Customer Experience (ECE) The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent E-Jets Market Acceptance 1,051 orders + 695 options First delivery 2004. More than 1,000 net orders accumulated. The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent More than 1,000 E-Jets ordered More than 800 delivered (as of Dec 31st. 2011) Firm Orders Deliveries E170 188 182 E175 189 143 E190 551 389 E195 123 88 E-Jets 1,051 802 The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent 2011: Market Confidence on E-Jets Customer Firm Orders Dniproavia 10 E190 TRIP 3 E190 Air North 1 E170 Alitalia 10 E175 KLM 5 E190 CDB Leasing (China Southern) 10 E190 Air Astana 2 E190 Air Lease 5 E175 + 15 E190 GECAS 8 E190 Kenya Airways 10 E190 Lufthansa 5 E195 Azul 11 E195 CIT Aerospace 10 E190 FDA 1 E175 Jetscape 1 E195 64 orders BOC Aviation 15 E190 from Hebei Airlines 2 E190 Leasing Companies As of December, 31st The information contained herein is 2011:property of Embraer 124 and Firmshall not be copiedOrders or used without Embraer s written consent Leasing Companies Confidence on E-Jets CIT Nov/2011: Up to 30 E-Jets (10 E190/195 Firm Orders) BOC Aviation Nov/2011: 15 E190 The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent E-Jets supported by Leasing Companies 27 23 17 12 8 4 3 1 2004 2005 2006 2007 2008 2009 2010 2011 Source: Embraer (Jan/2012) The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent 800 E-Jets delivered Mar 2004 Sep 2011 First Delivery Oct 2005 Dec 2006 Oct 2007 May 2008 Dec 2008 Sep 2009 Nov 2010 The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent E-Jets around the world 60 Airlines from 40 Countries Jan/2012 E-Jets Customer Base (by Business Model) (% of E-Jets Fleet+Backlog) Low Cost Carriers Network Airlines 24% 36% 40% Regional Airlines E-Jets efficiency in all business models Source: Embraer (Dec/2011) The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent E-Jets Deployment helping airlines to be more efficient Right-sizing: 48% Source: OAG (1Q2011) ECE: Excellence in Customer Experience Customer Satisfaction • Airline Support • Customer Care Center • Customer Relationship • Efficient Maintenance • Efficient Operation • Entry Into Service • Product Robustness, Support and Services • MRO Network • Parts Availability Projects ECE • Product Improvements • Product Quality • Suppliers Management • Training Aircraft Qualified Global Product Low Operating Availability People Presence Competitiveness Cost Highest levels of customer experience with Embraer products and services THIS INFORMATION IS EMBRAER PROPERTY AND CANNOT BE USED OR REPRODUCED WITHOUT WRITTEN AUTHORIZATION E-Jets Product Development Commitment to Leadership Market Share - World (Jets 61-120 seats) Embraer: 170/175/190/195 Sukhoi: Superjet 100 Bombardier: CRJ700/900/1000; CS100 Comac: ARJ-21 Airbus: A318 Antonov: An-148/158 Boeing: B737-600 Mitsubishi: MRJ90 Considering accumulated Net Orders up to Dec/2011. The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent 30 to 120-Seat Commercial Jet Deliveries 2011-2020 2021-2030 2011-2030 30-60 seats 15 415 430 61-90 seats 1,265 1,405 2,670 91-120 seats 1,845 2,280 4,125 TOTAL 3,125 4,100 7,225 USD 320 billion list price market value Market Outlook 2011-2030 Competitive Environment (J61-120) 120 E195 CS100 110 SSJ115 100 E190 MRJ100 CRJ1000 90 SSJ95 (Single Class)(Single ARJ 21 E175 Tipical Capacity Capacity Tipical MRJ90 80 CRJ900 70 E170 MRJ70 CRJ700 60 New Entrants The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent E-Jets Evolution Plan Fuel Burn Improvement Package Stuctural and ETOPS 120’ E190 Slim seat Prognostics Health External Noise Management ADSB-out Improvement Package (SHM/PHM) E170/E175 AR DO-260A Advanced Features 2008 2009 2010 2011 2012 2013 2014 2015 Eletronic Flight Steep Climb Bag (EFB) CPDLC NG FMS Increased Steep Approach Maintenance Plan Operational Envelope Intervals extension: (750FH/7500FH) -ISA+39 E170/E190 - 14,000ft (E190) Interior Improvements The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent Leadership & Growth Product development E-Jets Second Generation The information contained herein is property of Embraer and shall not be copied or used without Embraer s written consent.
Recommended publications
  • IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
    IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A.
    [Show full text]
  • Direct Flights to Tivat Montenegro Adriatic
    DIRECT FLIGHTS TO TIVAT For ease of reference please click on the airline and this will take you directly to their website so you may book you trip to Tivat today. Day OF THE WEEK COUNTRY CITY AIRLINE Start DatE END DatE STOCKHOLM *day varies from airline to airline Armenia Yerevan Armenia 08/07 24/08 Tuesday and Thursday Belgium Brussels Thomas Cook Airlines & TUI Fly 28/04 02/10 Monday, Thursday and Friday Minsk Belavia 07/0 5 22/10 Monday, Tuesday, Wednesday, Thursday, Friday and Sunday WARSAW Belorus DUSSELDORF Gomel Belavia 08/06 11/09 Monday and Thursday BRUSSELS Brest Belavia 12/06 24/08 Monday and Thursday PARIS BUDAPEST Bulgaria Burgas Small Planet GENEVA Sofia Bulgaria Airlines 17/05 11/10 Wednesday Denmark Copenhagen Jet Time 21/05 01/10 Sunday TIVAT PODGORICA Finland Helsinki Jet Time 21/05 01/10 Sunday Lille Travel Service Airline 28/04 29/09 Friday France Paris Transavia France & Montenegro Airlines 01/04 28/10 Thursday, Saturday and Sunday Germany Dusseldorf Eurowings 30/04 22/10 Sunday Israel Tel Aviv Israir 12/06 24/08 Monday to Saturday Naples Mistral Air & Montenegro Airlines 27/0 6 27/ 1 0 Tuesday and Friday Italy Rome Mistral Air 27/0 6 08/09 Tuesday and Friday Verona Mistral Air 27/0 6 08/09 Tuesday and Friday Lithuania Vilnius Small Planet 05/05 07/07 Friday Moldova Chişinău Air Moldova 08/06 14/09 Thursday DUBAI Netherlands Amsterdam TUI Fly 22/05 02/10 Monday and Wednesday Norway Oslo Jet Time, Norwegian Air & SAS 17/06 11/08 Tuesday, Wednesday, Friday and Saturday MONTENEGRO Perast I Fly, Pobeda Airlines, Rossiya Airlines, Montenegro Airlines, Nord star, Ural Moscow All year All year Monday to Sunday Airlines, S7 and Yamal Airlines CROATIA Russia Samara Ural Airlines 03/06 30/09 Saturday Montenegro Airlines, Rossiya Airlines, TIVAT St.
    [Show full text]
  • 2.2 Ukraine Aviation
    2.2 Ukraine Aviation Key airport information may also be found at: World Aero Data Website Ukraine inherited a significant aircraft manufacturing industry from the USSR, with the Antonov design bureau and related factories as its main component. Ukrainian and EU aerospace industries have a major interest to increase their cooperation. The envisaged agreement could create a new framework for industrial aviation relations between the Ukraine and the EU which could accompany the restructuring and modernisation of the Ukrainian aerospace industry. Page 1 Kyiv-Boryspil (KBP) was the largest Ukrainian airport servicing close to 60% of the country's commercial air traffic. Over 8.65 million passengers flew through Boryspil in 2016, a 18.8% growth compared with 2015. The airport served 12,9 million passengers in 2015 At present, there are 45 operating civil airports (including heliports) in Ukraine. Out of them, 14 airports receive domestic flights from Kyiv the capital of Ukraine on a regular basis. 18 airports have been assigned international status: Boryspil Dnipropetrovsk Zaporizhzhia Ivano-Frankivsk Izmail Kyiv Kryvyi Rih Lymanske Luhansk Lviv Mariupol Mykolaiv Odesa Rivne Simferopol Uzhhorod Kharkiv Chernivtsi The following airports covered are capable of handling wide body passenger aircraft and heavy freighters: Kiev (Boryspil Airport) can be considered as the main international air hub of the country with all related services and facilities available for offloading, handling, storing and clearing of the humanitarian cargoes. The airport has a large storage capacity, transportation means and can be easily accessed from the capital for any follow up work with freight documentation, diplomatic clearances, etc.
    [Show full text]
  • List of Government-Owned and Privatized Airlines (Unofficial Preliminary Compilation)
    List of Government-owned and Privatized Airlines (unofficial preliminary compilation) Governmental Governmental Governmental Total Governmental Ceased shares shares shares Area Country/Region Airline governmental Governmental shareholders Formed shares operations decreased decreased increased shares decreased (=0) (below 50%) (=/above 50%) or added AF Angola Angola Air Charter 100.00% 100% TAAG Angola Airlines 1987 AF Angola Sonair 100.00% 100% Sonangol State Corporation 1998 AF Angola TAAG Angola Airlines 100.00% 100% Government 1938 AF Botswana Air Botswana 100.00% 100% Government 1969 AF Burkina Faso Air Burkina 10.00% 10% Government 1967 2001 AF Burundi Air Burundi 100.00% 100% Government 1971 AF Cameroon Cameroon Airlines 96.43% 96.4% Government 1971 AF Cape Verde TACV Cabo Verde 100.00% 100% Government 1958 AF Chad Air Tchad 98.00% 98% Government 1966 2002 AF Chad Toumai Air Tchad 25.00% 25% Government 2004 AF Comoros Air Comores 100.00% 100% Government 1975 1998 AF Comoros Air Comores International 60.00% 60% Government 2004 AF Congo Lina Congo 66.00% 66% Government 1965 1999 AF Congo, Democratic Republic Air Zaire 80.00% 80% Government 1961 1995 AF Cofôte d'Ivoire Air Afrique 70.40% 70.4% 11 States (Cote d'Ivoire, Togo, Benin, Mali, Niger, 1961 2002 1994 Mauritania, Senegal, Central African Republic, Burkino Faso, Chad and Congo) AF Côte d'Ivoire Air Ivoire 23.60% 23.6% Government 1960 2001 2000 AF Djibouti Air Djibouti 62.50% 62.5% Government 1971 1991 AF Eritrea Eritrean Airlines 100.00% 100% Government 1991 AF Ethiopia Ethiopian
    [Show full text]
  • Havayollari Listesi Havayolu Jp Adria Airways A3 Aegean
    HAVAYOLLARI LISTESI HY KODU HAVAYOLU JP ADRIA AIRWAYS A3 AEGEAN AIRLINES SU AEROFLOT AR AEROLINEAS ARGENTINAS 8U AFRIQIYAH AIRWAYS ZI AIGLE AZUR AH AIR ALGERIE KC AIR ASTANA BT AIR BALTIC AB AIR BERLIN KR AIR BISHKEK AIRCOMPANY AC AIR CANADA CA AIR CHINA R3 AIR COMPANY YAKUTIA UX AIR EUROPA AF AIR FRANCE NX AIR MACAU MD AIR MADAGASCAR KM AIR MALTA MK AIR MAURITIUS ML AIR MEDITERRANEE 9U AIR MOLDOVA SW AIR NAMIBIA JU AIR SERBIA TS AIR TRANSAT 2B AK BARS AERO AZ ALITALIA C.A.I. S.P.A. NH ALL NIPPON AIRWAYS AA AMERICAN AIRLINES IZ ARKIA OZ ASIANA AIRLINES KK ATLASJET AIRLINES OS AUSTRIAN AIRLINES J2 AZERBAIJAN AIRLINES JA B&H AIRLINES BA BRITISH AIRWAYS SN BRUSSELS AIRLINES FB BULGARIA AIR CX CATHAY PACIFIC CZ CHINA SOUTHERN AIRLINES DE CONDOR OU CROATIA AIRLINES OK CZECH AIRLINES CSA F7 DARWIN AIRLINES Sayfa 1 HAVAYOLLARI LISTESI DL DELTA AIR LINES Z6 DNIPROAVIA MS EGYPTAIR LY EL AL ISRAEL AIRLINES EK EMIRATES ET ETHIOPIAN AIRLINES EY ETIHAD AIRWAYS AY FINNAIR W2 FLEXFLIGHT BE FLYBE FZ FLYDUBAI GA GARUDA INDONESIA ST GERMANIA FLUGGESELLS GF GULF AIR HR HAHN AIR HU HAINAN AIRLINES YO HELI AIR MONACO HX HONG KONG AIRLINES IB IBERIA JL JAPAN AIRLINES 9W JET AIRWAYS R2 JSC ORENBURG AIRLINE KQ KENYA AIRWAYS KL KLM ROYAL DUTCH AIRLINES KE KOREAN AIR KU KUWAIT AIRWAYS LN LIBYAN AIRLINES LO LOT POLISH AIRLINES LH LUFTHANSA MH MALAYSIA AIRLINES IG MERIDIANA FLY OM MIAT MONGOLIAN AIRLINES ME MIDDLE EAST AIRLINES YM MONTENEGRO AIRLINES XY NATIONAL AIR SERVICE OA OLYMPIC AIR WY OMAN AIR PK P I A PAKISTAN INTERNATIONAL PC PEGASUS AIRLINES PR PHILIPPINE
    [Show full text]
  • Necessity of Restructuring Ukrainian Airlines Business and Improving Their Value Management in Conditions… UDC 336.71:658.011 (JEL Classification: P17; P27 )
    Necessity of restructuring ukrainian airlines business and improving their value management in conditions… UDC 336.71:658.011 (JEL Classification: P17; P27 ) O. B. Mnykh, R. M. Brytskyi NECESSITY OF RESTRUCTURING UKRAINIAN AIRLINES BUSINESS AND IMPROVING THEIR VALUE MANAGEMENT IN CONDITIONS OF EUROPEAN INTEGRATION AND INCREASED COMPETITION Abstract. The article describes the qualitative High-tech sectors of the world economy are and quantitative changes reflecting dynamics of the demonstrating high rates of growth in the value of airlines development in the domestic and foreign air intangible assets, showing practical interest in the passenger transport markets. The reasons that caused possibilities of using concepts of marketing and bankruptcy of “Dniproavia” joint stock company are logistics in international management. Every year characterized; the results of regression models are these sectors are increasing capitalization rates, the assesssed. The factors that dictate the need for restructuring Ukrainian airlines business on the basis of cost of national airlines brands is growing, the international airlines experience are determined. revenues from leasing of aircraft and other facilities Key words: restructuring, market value, market necessary for the passenger flows servicing are capitalization, value management, competition, airline, going up. air passenger transport market. Global airlines are the driving force of structural and functional changes in national Problem. Modern processes of integrated economies. The structure of their real assets global aviation business development show a reflects the effect of organizational innovations. In significant effect that organizational structures, addition, ROI dependence on the volume of functional, technological and socio-political changes material resources involved in the sphere of air have on the increase of airlines capitalization and services is decreasing.
    [Show full text]
  • Problems of World and Ukraine International Airports in a Pandemic Condition
    INTERNATIONAL SCIENTIFIC JOURNAL "TRANS & MOTAUTO WORLD" WEB ISSN 2534-8493; PRINT ISSN 2367-8399 Problems of world and Ukraine international airports in a pandemic condition Galyna Zhavoronkova, Vladimir Zhavoronkov, Irina Panasiuk, National Aviation University, Kyiv, Ukraine [email protected] Annotation. Features of activity of the international airports of the world in the conditions of a pandemic are considered. The losses of the world's airlines are given. The condition of aircraft manufacturers is assessed. The activity of the main international airports of Ukraine in recent years is analyzed. The programs of development of the international airports of Ukraine for the near future are considered. KEYWORDS: AIRPORT, AIRLINE, PASSENGER TRAFFIC, PANDEMIC. 1. Introduction According to economists, the air transport industry will no longer be the same as before the coronavirus. In order to adapt to To ensure the stable and efficient functioning of international air modern realities, carriers are remodeling business models, transport, it is necessary to have a global network of airports that introducing innovative approaches and changing technologies. It is will ensure the regularity of flights, their safety, the quality of assumed that the average passenger traffic will be reached no earlier passenger service at the airport. Airports are strategically and than 2024. socially important government facilities [8, 9]. After the onset of coronavirus on aircraft, the crew was forced The world airport market is well developed. The best airports to wear masks, at airports and on board passengers, the temperature in Europe include: Charles de Gaulle International Airport; is measured, passengers are given antibacterial wipes, and aircraft Heathrow International Airport; Frankfurt am Main International cabins and airports are additionally disinfected.
    [Show full text]
  • Embraer Delivers 21 Commercial and 30 Executive Jets in 3Q15
    Embraer Delivers 21 Commercial and 30 Executive Jets in 3Q15 São José dos Campos, Brazil, October 15, 2015 – During the third quarter of 2015 (3Q15), Embraer (NYSE: ERJ; BM&FBOVESPA: EMBR3) delivered 21 jets to the commercial aviation market and 30 to the business aviation market, for a total of 51 aircraft. The number is 50% higher than in the same period last year, when 34 aircraft were delivered - 19 commercial and 15 executive jets. Deliveries by Segment 3Q15 2015 Commercial Aviation 21 68 EMBRAER 170 (E170) - - EMBRAER 175 (E175) 20 62 EMBRAER 190 (E190) - 3 EMBRAER 195 (E195) 1 3 Executive Aviation 30* 75 Light jets 21 57 Large jets 9 18 TOTAL 51 143 *3 Phenom 100, 18 Phenom 300 , 3 Legacy 500 and 6 Legacy 650 On September 30, 2015, the firm order backlog totaled USD 22.1 billion. The largest order announced during this period came from SkyWest, Inc. for 18 E175 jets, with an estimated value of USD 800 million, based on the current list price. The aircraft will be operated by SkyWest Airlines, under an amendment to the existing Capacity Purchase Agreement with United Airlines. In 3Q15, Embraer delivered the first Legacy 500 midsize jet to a customer in Mexico. The aircraft will be operated by Transpaís Aéreo, a subsidiary of the Lomex Group Aeronautics Division. Another new customer of the Legacy 500 announced during the quarter was Dallas- based Flexjet LLC, a leading provider of fractional jet ownership services. Flexjet’s fractional program already features the Embraer Phenom 300 light jet. Another achievement during the quarter came from the business mid-light jet Legacy 450, which has received type certification from the aeronautical authorities of Brazil, United States and Europe, opening up prospects in a new niche.
    [Show full text]
  • 3Rd Quarter 2006 Flughafen Wien AG
    3rd Quarter 2006 Flughafen Wien AG Vienna International Airport Open for new horizons Key Data on the Flughafen Wien Group Financial Indicators (Financial Data in Te) 1-9/2006 Change in % 1-9/2005 Total turnover 346,975.8 +13.8 304,909.6 EBITDA 134,573.7 +9.9 122,443.1 EBIT 87,732.9 +6.9 82,085.7 EBITDA margin in %1) 37.8 n.a. 38.0 EBIT margin in %2) 24.7 n.a. 25.5 Net profit after minority interests 65,981.8 -0.7 66,414.3 Cash flow from operating activities 106,203.1 +38.7 76,561.1 Equity 716,823.1 +9.0 657,554.8 Capital expenditure3) 125,562.3 -34.7 192,290.9 Employees at the end of the period4) 3,729 +8.2 3,447 · Industry Indicators 1-9/2006 Change in % 1-9/2005 MTOW (in tonnes)5) 5,113,601 +3.7 4,931,118 Passengers 12,837,409 +6.4 12,070,706 Transfer passengers 4,325,194 +4.9 4,123,754 Flight movements 179,289 +2.6 174,787 Cargo (air cargo and trucking, in tonnes) 195,498 +17.5 166,429 Seat occupancy (in %)6) 69.0 n.a. 66.5 1) EBITDA margin (earnings before interest, taxes, depreciation and amortisation) = EBIT + depreciation and amortisation / Operating income 2) EBIT margin (earnings before interest and taxes) = EBIT / Operating income 3) Tangible and intangible assets 4) Weighted average number of employees at the end of the period, incl. apprentices and employees on official non-paying leave (maternity, military service, etc.) and excl.
    [Show full text]
  • Commercial Engines Turbofan Focus 2016
    COMMERCIAL ENGINES TURBOFAN FOCUS 2016 IN ASSOCIATION WITH More than 10,500 engines ordered and now delivering to Demand. customers worldwide, on schedule. The architecture of reliability. cfmaeroengines.com And supplied. CFM International is a 50/50 joint company between GE and Safran Aircraft Engines PERFORMANCE | EXECUTION | TECHNOLOGY MORE TO BELIEVE IN FlightGlobal | 3 C37571.015_CFM_DEMAND_FlightInt_Jul16_267x197_v1.indd 1 24/06/2016 17:08 COMMERCIAL ENGINES 2016 CONTENTS ENGINE EVENTS Memorable recent events 4 What to watch for the future 4 ENGINE ANALYSIS How engine market share battles are playing out 5 How GTF and Leap are shifting to operational mode 7 Engine selection trends on the A320neo 9 Can China and Russia threaten the single-aisle duopoly? 11 AT A GLANCE Commercial engines: manufacturer market share 14 Engine market share by market group 15 Airliner turbofan engines: production timeline 16 Engine options by commercial aircraft 17 Commercial aircraft by engine type 18 COMMERCIAL ENGINE MANUFACTURERS AND TYPES Aviadvigatel 19 ACAE 21 CFM International 22 Engine Alliance 26 General Electric 28 International Aero Engines 33 Powerjet 35 Pratt & Whitney 37 Rolls-Royce 42 ENGINE CENSUS Operator listing by commercial engine type 47 The information contained in our databases and used in this presentation has been assembled from many sources, and whilst reasonable care has been taken to ensure accuracy, the information is supplied on the understanding that no legal liability whatsoever shall attach to FlightGlobal, its offices,
    [Show full text]
  • Download Article
    Necessity of restructuring ukrainian airlines business and improving their value management in conditions… UDC 336.71:658.011 (JEL Classification: P17; P27 ) O. B. Mnykh, R. M. Brytskyi NECESSITY OF RESTRUCTURING UKRAINIAN AIRLINES BUSINESS AND IMPROVING THEIR VALUE MANAGEMENT IN CONDITIONS OF EUROPEAN INTEGRATION AND INCREASED COMPETITION Abstract. The article describes the qualitative High-tech sectors of the world economy are and quantitative changes reflecting dynamics of the demonstrating high rates of growth in the value of airlines development in the domestic and foreign air intangible assets, showing practical interest in the passenger transport markets. The reasons that caused possibilities of using concepts of marketing and bankruptcy of “Dniproavia” joint stock company are logistics in international management. Every year characterized; the results of regression models are these sectors are increasing capitalization rates, the assesssed. The factors that dictate the need for restructuring Ukrainian airlines business on the basis of cost of national airlines brands is growing, the international airlines experience are determined. revenues from leasing of aircraft and other facilities Key words: restructuring, market value, market necessary for the passenger flows servicing are capitalization, value management, competition, airline, going up. air passenger transport market. Global airlines are the driving force of structural and functional changes in national Problem. Modern processes of integrated economies. The structure of their real assets global aviation business development show a reflects the effect of organizational innovations. In significant effect that organizational structures, addition, ROI dependence on the volume of functional, technological and socio-political changes material resources involved in the sphere of air have on the increase of airlines capitalization and services is decreasing.
    [Show full text]
  • “Trends of Air Transportation Market Development in Ukraine”
    “Trends of air transportation market development in Ukraine” Oleksandr Savych https://orcid.org/0000-0001-5934-9002 https://publons.com/researcher/3556491/oleksandr-savych/ AUTHORS Tetiana Shkoda http://orcid.org/0000-0003-1016-4853 https://publons.com/researcher/2591251/tetiana-shkoda/ Oleksandr Savych and Tetiana Shkoda (2020). Trends of air transportation ARTICLE INFO market development in Ukraine. Innovative Marketing , 16(2), 29-42. doi:10.21511/im.16(2).2020.03 DOI http://dx.doi.org/10.21511/im.16(2).2020.03 RELEASED ON Tuesday, 05 May 2020 RECEIVED ON Thursday, 16 April 2020 ACCEPTED ON Monday, 04 May 2020 LICENSE This work is licensed under a Creative Commons Attribution 4.0 International License JOURNAL "Innovative Marketing " ISSN PRINT 1814-2427 ISSN ONLINE 1816-6326 PUBLISHER LLC “Consulting Publishing Company “Business Perspectives” FOUNDER LLC “Consulting Publishing Company “Business Perspectives” NUMBER OF REFERENCES NUMBER OF FIGURES NUMBER OF TABLES 49 3 2 © The author(s) 2021. This publication is an open access article. businessperspectives.org Innovative Marketing, Volume 16, Issue 2, 2020 Oleksandr Savych (Ukraine), Tetiana Shkoda (Ukraine) Trends of air BUSINESS PERSPECTIVES transportation market LLC “СPС “Business Perspectives” Hryhorii Skovoroda lane, 10, development in Ukraine Sumy, 40022, Ukraine www.businessperspectives.org Abstract To identify the trends of air transportation market development in Ukraine during the period 2010–2018, the analysis of the riskiness of the external market environment of airlines being the major market actors and main factors, which influence the air trans- portation market development, were made in the paper using statistical methods and methods of probability theory.
    [Show full text]