GOL Completes Ten Years of Operations Having Carried More Than 160.5 Million Passengers T h e c ompa ny successfully pioneered the low - cost and low - fare model in Brazil,

p o p u l a r i z ing air transport

S ã o P a u l o , J a n ua r y 17, 2010 – On S a t u r d a y, January 15, GOL L i nh as Aéreas Inteligentes S.A. (BM&FBovespa: GOLL4 and NYSE: GOL), (S&P/Fitch: BB - /BB - , Moody`s: Ba3), the largest low- cost and low - fare in Latin America , c omp l e t ed ten years of regular operations, d uring which t h e it e xp a n d e d its operational f l e et f r om six to 1 12 ai r c r a ft , achieving a Brazilian market share of close to 40% and establishing it s el f a s one of the most profitable and fastest - growing in the world .

“ GOL was founded in 2001 with the mission of p o p u l a r iz ing air transport in Bra z i l a n d S o u th Am e r i c a . Thanks to the dedicated e f f o r ts of o ur almost 19,000 strong workforce and highly efficient management , we have been extremely successful with our strategy of profitable and sustainable growth , ba s e d o n a low- co s t s t r u c t u r e w i t h h i gh quality customer service ” , d e c la r e d Constantino de Oliveira Junior, GOL ’ s C E O an d f o u nde r . “ Th i s b us i ne ss mo d e l , successfully implemented b y GOL f o r t he first time in B ra zi l , has allowed us to offer lower fares , m a ki n g a i r t rave l increasingly accessible to all .”

Since it began its flights, GOL has established s e ve r a l imp ortant landmarks in Brazil’s sector . It was the first airline to e lim i n a te traditional paper tickets , t h e r eb y r ed u c ing c o s ts and simplifyi ng customers’ experience , th e first to allow passengers to c h ec k - in entirely by cell phone a nd the first to permit c h ec k - in on domestic flights via i P h o ne f or p a ss enge r s without accompanying . GOL al so l au n ch e d t h e buy on board s e r vi ce, wh i c h proved extremely popular with the public and will be expanded to more than 40 0 daily flights in 2 0 1 1 , h e lp i ng b oo s t ancillary revenue .

GOL also moved into entirely new territory b y o p e n i ng up the aviation market to the middle class for the first t im e o n a large scale . In just ten years , the airline has transported mo r e t h a n 160. 5 m i l l i o n pa s seng e r s , around 10% of whom first - time flyers . Th r o ug h GOLLOG , its cargo tran s p o rt unit , GOL also made delivery charges more accessible, i nc lu d i ng f o r exp r e s s d e l i ve ri es.

“ Right from the beginning, we have undertaken research to discover the habits , taste and wi s h es of consumers from this emerging middle class in regard to . The company came into being a l r e a d y studying their behavior , listening to their needs and designing products to meet them . In 2 0 0 5 , f o r e xa m p le , we launched V o e F á c il , a program that a l lo ws passengers top p a y f or t h e ir tickets in up to 36 installments, ” r em e mb e r s Claudia Pagnano, GOL ’ s V i ce - P r e si d en t of Ma r k e t. “ Our brand is regarded as bei ng synonymous with a c c es si b il i ty. We were the first to lau nch creative promotions and we have main t ai ne d o u r commitment to o f f e ring pri ce s th at a r e competitive with those charged by the bus companies. ”

Within this growth strategy , c e r t ai n decisions were ke y in ensuring the success of GOL’s s t r a t e g y: ( i ) o p e r a t i n g a s t a n dardized fleet of Boeing 737 Next Generation a i rc r a f t , the r e b y reducing costs and ensuring high utilization ratios ; ( i i ) using the internet as the primary sales c h a nn e l , n o t only for final cu stomers, but also for travel age n ci es ; ( i ii) f o c us i ng on inn o va t ion and t e c hn o l og y to leverage results and efficiency ; and ( i v) havi ng a highly efficient and motivated team to ensure exce l lent service quality .

“In n o va tion really is the secret o f GOL ’ s suc ce s s and its low - cost structure and high growth rate s a r e d u e t o a c o n ti n uou s process of reinvention and the pursuit of higher productivity , qu a l i ty, s a f e t y an d in t e ll ige nce i n t he c om pany’s processes and a r e as of activity, ” e xp l a i ne d R ic a r d o K h a u a ja , GOL ’ s V i ce - President of Management and Personnel .

Adalberto Bogsan, V ice - President Technical , underlines the importance of the B o e in g 73 7 - 7 0 0 a n d 7 37 - 800 Next Generation fleet to GOL’s operations : “With their low operating co s ts , t h e se aircraft play a vi t a l r o le i n t h e c om p a ny’s strategy of p o p ul a r i z ing air transport . We have one of the best daily utilization rates in the worl d and we offer our passengers both safety and comfort ” , he d ec l a re d . “ In the last ten years , we h a ve a l o t t o be p r o ud o f : under GOL’s sp ecifications, B o e i n g d e veloped and delivered, in 20 0 6 , t he Short Field Performance m o d e l, specially p r oj e c te d to o p e ra te on the runways of Congonhas (São Paulo) and Santos Dumont (Rio de Janeiro) a i rp o r t s . As a result, we gained even more competitive advan t a ge s . ”

Another motive for pride is the Ai r c r a f t Mai n te n ance Center which GOL built in the Lagoa Santa a r e a , i n C o n fi n s, the biggest and most advanced in Latin Ame r ic a . In addition to ensuring the safety of the c ompany’s fleet , the center complies with all prevailing environmental legislation and licensing conditions , being equipped with an advanced Chemical Effluent Treatment S t a ti o n E TE ) . Currently seeking ratification by the Federal Aviation Administration (FAA), the U.S. regulatory agency , GOL wi l l soon be able to undertake main t e nance for international airlines as we l l .

One of the most important l a nd m a rk s in GOL’s history was the March 2007 a c q u is i t i o n of V R G Linhas Aéreas , which allowed the company to increase its market presence a n d o p e ra te m os t flights in Brazil’s busiest , s uc h as Congonhas (São Paulo), Santos Dumont (Rio de Janeiro), Juscelino Kubitschek (Brasília) , a nd Confins (Belo Horizonte). Th e rou t es between these a i r p o r ts are among GOL’s most profitable , with the highe st yields, chiefly due to the business travel segment. To d a y , GOL’s consolidated route network is the m o s t extensive in L a t i n Am e r i c a , wi t h approximately 900 daily flights to destinations in South America and the Caribbean.

SMILES , wh i c h GOL acquired with V R G, has become a major relationship tool . It is one of the most complete frequent flyer programs that exist wi t h o ve r 7.4 million registered participants and more than 1 8 0 pa r t n e rs , including hotel chains, car - rental firms, restaurants, publishers, schools and some of the biggest banks in Brazil and S o u t h America, as well as c redit card c o mp a n ie s . Through this program, GOL customers can acc um u late m il es and issue tickets throughout the e n t i re wo r l d , thanks to commercial agreements with leading foreign airlines , i n c lu d in g , , Air France and K L M – the route leaders between Brazil and their respective countries .

In a few years, GOL has become a strong and mature company , in the forefront in all senses , i n c lu ding corporate governance, ” sa i d Leonardo Pereira, V ic e - P r es id en t a n d C F O . Our business is c o n ducted in accordance with the best practices of corporate governance adopted in Brazil and throughout the world and we always seek to anticipate new tendencies and requirements . On e such example was the publication of our results in l i ne with IFRS standard s as early as the fourth quarter of 2008. W e we r e t h e f i r st company in Brazil to do this. ”

With shares traded on the Level 2 Special Corporate Governance Standards segment of the BM&FBOVESPA ( Securities, Commodities and Futures Exchange ) and on the N YS E sin ce 2 0 0 4, GOL ensures transparent accountability to i n ve s t o rs and shareholders through gove r nance policies and management instruments that are aligned with the regulations of the SEC and the CVM (Brazilian Securities and Exchange Commission) . And it is now t h e profitable airline o p e r a tin g i n Brazil in the last 12 months and the most profitable among Latin America’s low - cost airlines .

Looking to the future, GOL continues to assess opp o r tu n i ties for expanding its operations , launching new flights in Brazil an d to other high - traffic international destinations and creating pioneering products and services. Given that at least 100 million Brazilians currently have the financial conditions to fly but have not yet done so , we believe that the aviation ma r ke t h a s enormous room for growth in the coming years .

Contact About GOL Linhas Aéreas Inteligentes S. A.

Investor Relations GOL Linhas Aéreas Inteligentes S.A. (NYSE: GOL and Leonardo Pereira –CFO BM&FBOVESPA: GOLL4), (S&P/Fitch: BB - /BB- , Moody`s: Rodrigo Alves – Capital Markets Officer Ba3), the largest low - cos t a nd lo w- fare airline in Latin Raquel Kim – Investor Relations Mario Liao – Investor Relations America, offers more than 900 daily flights to 5 9 Phone.: (55 11) 2128-4700 destinations that connect all the important cities in Brazil E-mail: [email protected] and 14 major destinations in South America and Website:www.voegol.com.br/ir Caribbean. The Company operates a young, modern fleet Twitter: www.twitter.com/GOLinvest of Boeing 7 37 Next Generation aircraft, the safest and most comfortable of its class, with high aircraft utilization Corporate Communications and efficiency levels. Fully committed to seeking Phone.: (55 11) 2128-4413 E-mail: [email protected] innovative solutions through the use of cutting - e d ge Twitter: www.twitter.com/GOLcomunicacao technology, the Company - via its GOL, VARIG, G OL L OG, SMILES and VoeFácil brands - offers its clients easy Media Relations payment facilities, a wide range of complementary Edelman (USA and Europe): services and the best cost - benefit ratio in the market. Meaghan Smith and Robby Corrado Phone.: +1 (212) 704-8196 / 704-4590 This release contains forward - looking statements relating to E-mail: [email protected] the prospects of the business, estimates for operating and financial results, and those related to growth prospects of or [email protected] GOL. These are merely projections and, as such, are based

exclusively on the expectations of GOL’s management

concerning the future of the business and its c ontinued access to capital to fund the Company’s business plan. Such forward - looking statements depend, substantially, on changes in market conditions, government regulations, competitive

pressures, the performance of the Brazilian economy and the i n d u s t ry , among other factors and risks disclosed in GOL’s filed disclosure documents and are, therefore, subject to change without prior notice.