J .P . Mo r ga n Av ia t io n & Tr a n sp o r t a t io n Co n fe r e n c e Ma r c h 1 3 , 2 0 1 2

Forward-Looking Information

Cautionary Statement Regarding Forward-Looking Statements:

This presentation contains ―forward-looking statements‖ that may involve many risks and uncertainties. Forward-looking statements reflect our current

expectations or forecasts of future events. Forward-looking statements generally can be identified by the use of forward-looking terminology such as ―may,‖

―will,‖ ―should,‖ ―expect,‖ ―anticipate,‖ ―intend,‖ ―estimate,‖ ―believe,‖ ―project,‖ ―continue,‖ ―plan,‖ ―forecast,‖ or other similar words, or the negative thereof,

unless the context requires otherwise. These statements reflect management’s current views with respect to future events and are subject to risks and

uncertainties, both known and unknown. Our actual results may vary materially from those anticipated in forward-looking statements. We caution investors not

to place undue reliance on any forward-looking statements. Important factors that could cause actual results to differ materially from those reflected in such

forward-looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: our ability to continue to grow

our business and execute our growth strategy, including the timing, execution and profitability of new programs; our ability to perform our obligations and

manage costs related to our new commercial and business aircraft development programs and the related recurring production; margin pressures and the

potential for additional forward-losses on aircraft development programs; our ability to accommodate, and the cost of accommodating, announced increases in

the build rates of certain aircraft, including, but not limited to, the Boeing B737, B747, B767 and B777 programs, and the Airbus A320 and A380 programs; the

effect on business and commercial aircraft demand and build rates of the following factors: continuing weakness in the global economy and economic

challenges facing commercial airlines, a lack of business and consumer confidence, and the impact of continuing instability in global financial and credit

markets, including, but not limited to, any failure to avert a sovereign debt crisis in Europe; customer cancellations or deferrals as a result of global economic

uncertainty; the success and timely execution of key milestones such as deliveries of Boeing’s new B787 and first flight, certification and first delivery of

Airbus’ new A350 XWB aircraft programs, receipt of necessary regulatory approvals, and customer adherence to their announced schedules; our ability to

enter into profitable supply arrangements with additional customers; the ability of all parties to satisfy their performance requirements under existing supply

contracts with Boeing and Airbus, our two major customers, and other customers and the risk of nonpayment by such customers; any adverse impact on

Boeing’s and Airbus’ production of aircraft resulting from cancellations, deferrals or reduced orders by their customers or from labor disputes or acts of

terrorism; any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; returns on

pension plan assets and impact of future discount rate changes on pension obligations; our ability to borrow additional funds or refinance debt; competition

from original equipment manufacturers and other aerostructures suppliers; the effect of governmental laws, such as U.S. export control laws and U.S. and

foreign anti-bribery laws such as the Foreign Corrupt Practices Act and United Kingdom Bribery Act, environmental laws and agency regulations, both in the

U.S. and abroad; the cost and availability of raw materials and purchased components; our ability to successfully extend or renegotiate our primary collective

bargaining contracts with our labor unions; our ability to recruit and retain highly skilled employees and our relationships with the unions representing many of

our employees; spending by the U.S. and other governments on defense; the possibility that our cash flows and borrowing facilities may not be adequate for

our additional capital needs or for payment of interest on and principal of our indebtedness; our exposure under our existing senior secured revolving credit

facility to higher interest payments should interest rates increase substantially; the effectiveness of our interest rate and foreign currency hedging programs;

the outcome or impact of ongoing or future litigation, claims and regulatory actions; and our exposure to potential product liability and warranty claims. These

factors are not exhaustive and it is not possible for us to predict all factors that could cause actual results to differ materially from those reflected in our

forward-looking statements. These factors speak only as of the date hereof, and new factors may emerge or changes to the foregoing factors may occur that

could impact our business. As with any projection or forecast, these statements are inherently susceptible to uncertainty and changes in circumstances.

Except to the extent required by law, we undertake no obligation to, and expressly disclaim any obligation to, publicly update or revise any forward-looking

statements, whether as a result of new information, future events or otherwise. You should review carefully the sections captioned ―Risk Factors‖ in our 2011

Form 10-K filed February 23, 2012 for a more complete discussion of these and other factors that may affect our business.

2

• Transformation & Growth

• Strategic Programs

• Financial Performance

• Summary

Agenda

3

Division of $67B company

Controlling some of the costs

100% Boeing supplier

Part of a duopoly

Cost center

Cost manager

Independent ~$5.2B Company

Controlling all of the costs

Global industry partner

Multiple customers

Multiple competitors

Profit maker

Low-cost leader

From To

June 2005 2012

Focused on Execution, Growth and Diversification

4

Transformation & Growth

Strong Long-Term Growth

0

2

4

6

8

10

12

14

1985 1990 1995 2000 2005 2010 2015 2020 2025 2030

RP

Ks

(tr

illio

n)

20-year global

traffic growth

CAGR 4.9%

Forecast: 2x

air traffic in 15

years

Source: Airline Monitor, Spirit analysis

5

Air Traffic Growth

Source : Boeing 2011 Commercial Market Outlook

6

Strong Demand for Replacements & Growth Airplanes

7

Well Positioned for Long-Term Value Creation

• Long-cycle business

• 737 in production since 1968

» 737 Classic 1968-1999 — 31 years

» 737NG since 1998 — 14 years

» 737 MAX EIS 2017 —? years

• 747 in production since 1970

» 747 1970-2009 — 39 years

» 747-8 since 2009 — 3 years

• 767 since 1982 — 30 years

• 777 since 1995 — 17 years

• 757 1982-2005 — 23 years

• 78 percent of backlog is not yet in

production or has been in

production for <15 years

B73744%

B78719%

A35011%

B77711%

A3208%

B7473%

A3801%

B7671%

Other2%

2244

Total Backlog: $31.8 Billion

Based on Boeing and Airbus Firm Order

Backlog as of 12/31/11.

Spirit’s Order Backlog

Well Positioned on Best Selling Commercial Airplanes

B737 B747

B777

B767

A320 A380

= Spiri t Responsibility

8

Spirit’s Core Business

Delivered forward fuselage unit #60 to Charleston, SC

Excellent overall product quality

The 787-9 activities are progressing

Continuing to work with supply base in preparation for production ramp-up

Focused on cost reduction initiatives

787

787 Forward Fuselage Cockpit = Spirit Responsibility

787 Forward Fuselage

Successfully Expanding Our Capabilities

9

Growth with Boeing

A350 XWB

Design and build A350 XWB Section 15 and wing front spar in new state-of-the-art composites facility

Initial fabrication of production units underway

Shipped first production center fuselage panels from our North Carolina facility to our Saint-Nazaire, France facility for assembly in 2011, delivered to the customer in the first quarter

Shared investment between Spirit, Airbus, suppliers and local governments

Foundation for future composites expansion

Saint-Nazaire, France

Kinston, North Carolina

= Spirit Responsibility

Leveraging Our Design and Build Capability to New Customers

10

Growth with Airbus

Partnering With Market Leaders

Gulfstream G280

Gulfstream G650 Mitsubishi Regional Jet (MRJ)

Bombardier CSeries

Sikorsky CH-53K

Boeing P-8A Poseidon

Business / Regional Jets Military

= Spiri t Responsibility

11

Diversification Platforms

~ 1,300 HARDWARE PRODUCTION & DESIGN SUPPLIERS

Spirit Worldwide Operations / Aftermarket

Worldwide Supply Base

Successful Management of Global Supply Chain

~ 1,400 Hardware Production & Design

Suppliers

12

Global Resources

Global Customers, Global Competition, Global Supply Base

1313

Extending the Life of Successful Platforms

737 MAX

Entry into Service 2017

Substantially the same content as 737 NG

68-inch fan diameter — improved operating efficiencies

Feb 2012 - To date, the 737 MAX has orders and commitments for more than 1,000 airplanes from 15 customers

= Spirit Responsibility

737 MAX 9

737 MAX 8

Extending Our Core Business Into the Future

14

One time Impacts

Annual Revenues

(1.8)%

10.9% 10.8%

7.4%

8.6%

7.3%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

2006 2007 2008 2009 2010 2011

Operating Margin

$0.14

$2.13 $1.91

$1.37 $1.55

$1.35

$2.00-$2.15

$-

$0.50

$1.00

$1.50

$2.00

$2.50

2006 2007 2008 2009 2010 2011 2012F

EPS (Fully Diluted)

One time impacts

Core Business and 787 Growth

Guidance

Guidance

$3,208

$3,861 $3,772 $4,079 $4,172

$4,864

$5,200-$5,400

$-

$1,000

$2,000

$3,000

$4,000

$5,000

2006 2007 2008 2009 2010 2011 2012F

In M

illio

ns

Financial Results

Volume Driven Growth — Development Efforts Impacting Earnings 14

15

* Partial Year Results… Spirit began operations on June 17, 2005

$224

$274

$180

$211

($14)

$125

($47)

>$300

($50)

$0

$50

$100

$150

$200

$250

$300

$350

2005* 2006 2007 2008 2009 2010 2011 2012F

In M

illio

ns

Cash Flow from Operations Capital Expenditures

$145

$343

$288

$236 $228

$288

$250 ~$250

$0

$50

$100

$150

$200

$250

$300

$350

2005* 2006 2007 2008 2009 2010 2011 2012F

In M

illio

ns

Guidance

Guidance

Strong Cash Flow From Core Business — Reinvesting for Growth

Strong core business cash flow

Customer Advances Advance Repayments

New Program Investments

Volume Increase Dri

vers

New Program Investments

Capacity

Expansion

Maintenance Capital

Dri

vers

Financial Results

16

Solid Balance Sheet to Support Diversification, Growth and Cyclicality

* Partial Year Results… Spirit began operations on June 17, 2005

$722 $618 $595 $588

$894

$1,197 $1,201

$241 $184

$133 $217

$369

$482

$178

$-

$200

$400

$600

$800

$1,000

$1,200

2005* 2006 2007 2008 2009 2010 2011

In M

illio

ns

Debt Cash

Cash/Debt Balances Net Debt to Capital

Customer Advances Advance Repayments

Bond Issuancse

Credit-line

$650M

IPO and Customer Advances Stand Alone Financing

Dri

vers

60%

34%

27%

22%25%

28%

34%

0%

10%

20%

30%

40%

50%

60%

70%

2005* 2006 2007 2008 2009 2010 2011

Financial Results

17

Strong Customer Demand Demonstrated Quality, Capability, Reliability and Partnership

In-Service Support

Integrated Supply

Chain Management

Product

Design

Carbon Fiber

Fight Deck

Forward

Fuselage

Delivery

Fully integrated supply chain

World class production

Large-Scale

Automation and

Manufacturing

From design using

base materials…

To fully installed,

operational flight

deck…

To reliable delivery

and support

Spirit’s Industry Leading Capability

• Strong long-term market…Captured growth

• Strategically positioned on best programs in commercial aerospace…New program investment peaking

• Moving to positive cash flow

• Looking Forward…

– Focused on productivity and efficiency

– More modest investment environment… Product refresh

– Be more selective on “clean sheet” design opportunities

– Financially strong

18

18 Executing Our Strategy

Summary