table of contents pages a letter from the...
TRANSCRIPT
TABLE OF CONTENTS PAGES
A LETTER FROM THE EXECUTIVE VP 2 – 3
HOW IT STARTED 4 – 5
TAPPING THE GAP 8 – 9
THE ANSWER IS E 10 – 11
THE E-JETS EXPERIENCE 12 – 13
E-JETS AT WORK 14 – 19
ENVIRONMENTAL RESPONSIBILITY 20 – 21
AIRCRAFT SPEC SHEETS INSIDE BACK COVER
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A LETTER FROM THE EXECUTIVE VP
June 2007
Dear Friends,
Thank you for your interest in Embraer and our E-Jets Family – which now includes
the EMBRAER 170, 175, 190 and 195.
You may recall the tremendous amount of anticipation surrounding these aircraft
when they were first introduced just a few short years ago. Rather than follow
conventional approaches for size and capacity, we chose a different path and
created an entirely new class of product designed to fill the gap between existing
70 to 120-seat aircraft. It was considered a bold step, but not unlike those for which
Embraer has come to be known throughout our company’s history.
Today, it is with great pleasure, humility and pride that I report the world’s airlines
have enthusiastically embraced this new breed of aircraft. Firm orders for more than
650 E-Jets have been received from 36 airlines around the globe; 250 aircraft are
already in service. And this number is growing, along with our worldwide customer-
support network.
This is an exciting time. For our customers. For our industry. And for me as the
executive vice-president for commercial aviation of this remarkable company.
The EMBRAER 170/190 Family has come to epitomize precisely what Embraer has
always stood for: a passion for flight, an uncompromising dedication to excellence
and exceptional standards. It is a heritage of which everyone here is most proud.
On the pages that follow, I hope you’ll enjoy reading about our E-Jets Family as
much as we have enjoyed designing and building them for you.
With sincere regards,
Mauro Kern
Executive Vice-President
Airline Market
First envisioned. Then tested. Now proven.
Some time ago, Embraer identified
a growing yet underserved market –
missions that were optimally served
by equipment in the 70 to 120-seat
capacity category.
Airlines struggling to grow were faced
with continually evolving markets and
passenger demands, making it dif-
ficult to maximize passenger yield
while managing operating costs.
Some airlines were flying aircraft with
too much capacity. Others pushed
the limits of regional jets. Exacerbating
the issue, fleet planners faced the
dilemma of either maintaining older,
less efficient jets or replacing them
with new aircraft that might not ideally
fit the mission.
As we set out to develop a product for
this niche, we chose to borrow little
from pre-existing designs. Instead
we engineered a product line from
the ground up to solve the unique
set of route and service challenges.
The result was the Embraer family
of E-Jets, an entirely new class of
aircraft that blurs the line between
mainline and regional jets. Attesting
to the widespread global acceptance
of this product family, we delivered
our 200th E-Jets aircraft less than
three years after the delivery of
our first one. Recent new operators
include Aero República/Colombia,
Frontier Airlines/USA, Northwest
Airlink/USA, Flybe/UK, Lufthansa/
Germany, EgyptAir Express, Royal
Jordanian, Hainan Airlines/China and
Virgin Blue/Australia.
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HOW IT STARTED
Designing from a clean sheet: Both daunting and inspiring.
It all started with a need. Carriers
who served routes optimally flown
with 70 to 120-seat equipment had
only two options, both of them less
than satisfactory. Passengers either
had to endure uncomfortable seats –
the disappointing result of stretching
a smaller model – or airlines had
to put less efficient (and largely
empty) jets in the air and bear the
financial burden themselves. There
was nothing in between. “The
Rule,” as it came to be called,
required not a modification but a
wholesale rethinking of the type
of aircraft needed today. Further
complicating the challenge, a new
relationship was quickly emerging
in the carrier-passenger equation:
a sweeping movement of higher
passenger expectations we refer
to as “The PAX Factor.” Simply, The
PAX Factor identified a consumer
newly empowered by technology
and the Internet to demand – and
receive – more from all of his or
her transactions and experiences.
It was a task that we embraced with
equal parts responsibility, gusto
and creativity.
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TAPPING THE GAP
Two forward and two
aft doors, single-point
refueling, under-wing
engines and easily
accessible baggage
compartments allow for
uncongested, simultaneous
servicing. Simply, these
aircraft spend less time on
the ground and more time
generating revenue
in the air.
The first thing we discarded was traditional thinking.
Designing an aircraft that satisfies
requirements of both passengers and
carriers is an ambitious balancing act
that requires laser-focused analysis
and a predilection toward innovation.
In the family of E-Jets, we are driven
by the belief that all expectations can
be not only met, but exceeded.
One might conclude – logically but
erroneously – that we reach for
the impossible. Others have already
accepted that a spacious interior
leads to the kind of bulk that drags on
performance and profits. But the fact
is the swift E-Jets Family provides
up to 30 percent more payload per
pound of structural weight compared
to aircraft of similar seat capacity. As
a result, they deliver full passenger
loads to markets up to 2,400 nm,
with astounding capability when
faced with challenges like short
airfields, hot summers and high-
altitude airports.
THE ANSWER IS E
What’s more, the family model – all
with the same flight deck – lets
airlines cross-train personnel for
significantly reduced costs, and
without the restrictions normally
inherent in mixed-fleet operations.
So airlines can right-size a flight up
to the last minute, matching aircraft
capacity to market demands. As
market demand grows, adding
incremental seat capacity is a
simple, cost-effective up-gauge.
In the final analysis, both passengers
and carriers are served by carefully
considering factors that include the
product’s efficiency, ergonomics,
engineering and experience, coming
together seamlessly in superior
operating economics. Our mantra
states it simply: The Answer is E.
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The worth of a passenger vs. the cost of a passenger.
Historically, the industry has focused
on cutting costs to improve the bottom
line. Today’s consumer, however,
demands more and is unwilling to
settle for discomfort in trade for a
less expensive fare. The airlines that
figure out how to combine a superior
experience at a value will be the ones
that succeed. Which is precisely
where the family of E-Jets excels.
All E-Jets offer the cabin service
amenities of a mainline product. The
fuselage design provides passen-
ger spaciousness exceeding most
conventional narrowbodies.
A wide two-by-two seat configuration
eliminates the middle seat entirely
to aid boarding and deplaning, and
also increases overall trip comfort. In
fact, E-Jets offer up to 17 percent
more volume of personal space per
passenger than competitor aircraft.
The generous cabin height (2 meters/
6 ft. 7 in.) allows more than 99 percent
of the world’s population to stand
upright in the aisle and move freely in
the lavatory. It’s all based on a rather
intuitive design philosophy: create a
more refined flight experience and the
passengers will follow.
Identified as the “double-
bubble,” this unique shape
maximizes passenger cabin
width at the shoulder and
elbow level while providing
ample revenue-generating
cargo space below.
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THE E-JETS EXPERIENCE
The profiles of global operators that
include E-Jets in their fleet solution
are as diverse as the areas they serve.
Whether it’s a new airline in South
America or India providing nonstop
flights from secondary markets, a low-
cost carrier or full-service operators
in Europe, Asia and North America,
Embraer E-Jets offer new opportuni-
ties in the 70 to 120-seat segment.
E-JETS AT WORK
Global Acceptance
Dual-Class MissionsAirlines such as Air Canada, United Express, Saudi Arabian Airlines and Delta
Connection need to provide a link for high-yield business-class travelers between
longer routes and bring in passengers on smaller routes. The E-Jets Family gives
them the ability to configure a dual-class cabin for those missions and offer their
passengers a seamless experience with absolutely no compromise in service and,
therefore, no degradation to the brand.
RegionalsFrontier Airlines recognized a desire among travelers for a mainline jet experience
when flying between mid-size markets and on long, thin routes. Regional jets
and turboprops typically utilized for these flights simply left a lot to be desired.
The family of E-Jets aircraft fits the void precisely.
Low-Cost Carriers (LCCs)Smart carriers like JetBlue and Flybe realize that the low-cost airline experience can
be pleasant and fun, while still very economical. These airlines have rejected thinking
that dictates single-aircraft fleets. Flying an E-Jets fleet, they are able to open and
maintain mid-demand markets not economically served with conventional narrow
body aircraft.
Hub Transfer AirlinesFlying out of major hubs, airlines like Panama’s Copa Airlines need to supplement
major market flights with a tier of flights to secondary markets. Prompted by a steady
growth in traffic and tightened travel restrictions in North America, Copa actually
shifted its business model away from a single-aircraft system and built an extensive
network of missions flying EMBRAER 190s to and from its Panama City hub.
DomesticFlexibility is key to operating a single airline within the borders of emerging markets like
China, India, Saudi Arabia and Brazil. Carriers like Paramount Airlines/India and Saudi
Arabian Airlines operate fleets of E-Jets to cover expansive geographic regions.
It is not merely an aircraft. It is a tool to build business.
Demonstrating exceptional mission
performance, and baggage/cargo
capability, as well as the cabin-
comfort characteristics of a larger
aircraft, the EMBRAER 170/190
opens new market opportunities,
while maximizing efficiency on
existing ones. These jets are
capable of flying stage lengths
beyond the reach of many regional
jets and far below the operating
costs of conventional aircraft. The
net effect saves airlines excess
weight surcharges, wasted fuel and
unused seat capacity without a bit of
sacrifice in performance or comfort.
Whether configured for dual-class or
high-efficiency single-class seating,
airlines now have a viable solution to
“tap the gap” between regional and
mainline jets for the natural growth of
50-seat regional jet markets, right-
sizing of low load factor narrowbody
flights, replacement of old and
inefficient jets, and the development
of new markets.
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Before we make decisions, we collaborate with those who will have to live with them.
Of all the skills required in the
design and production of jet aircraft,
listening may be the most important.
Several innovations in the Embraer
family of E-Jets are the result of
countless conversations between
industry leaders, pilots, engineers,
technicians, crew and passengers.
The net effect is efficient and logical
design, and never technological
wizardry for the sake of technology.
The following is an excerpt from one
such conversation with Jim French,
CEO of Britain’s Flybe, which operates
the EMBRAER 195 aircraft:
Embraer: How have passenger
expectations changed in the
last few years? How will these
expectations change commercial
travel in the future?
J. French: Expectations have
already changed. Consumers are
demanding more because they
know more.
Embraer: Are passengers aware of
differences among equipment, such
as seat width, comfort and carry-on
baggage space?
J. French: People want ease
of getting on and getting off an
airplane. Anything that reduces the
stress of getting to and from their
seats is important to us. But, mostly
it’s about baggage.
Embraer: Do you think airlines can
offer passengers more comfort,
be competitively priced and still
be profitable?
J. French: Yes. We’re doing it. In
fact, comfort is what customers
want, and expect. We’ve invested
in a whole new fleet and we’re
profitable. Our entire business
model is about giving passengers
what they want, offering elements
of the experience they value and
what they will pay for. The comfort
element is inherent in our new
airplanes, an example of “raising
the quality bar” for the overall
experience. As I said, LCCs no
longer need be saddled with the
cheapskate image.
Embraer: Can airlines successfully
monetize incremental improvements
in passenger experience?
J. French: Sure. It’s the Flybe
business model. We have a core
product and we price travel
incidentals to satisfy the elements
of the flying experience that
passengers want. Flybe generates
the highest revenue for incremental
travel elements among all carriers
in the EU.
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E-JETS AT WORK
Making our mark in the world by reducing our impact on the planet.
Preserving the environment is a
prevalent concern to us as we
develop new aircraft and manufac-
turing facilities. In general, Embraer
E-Jets produce an average of 50
percent less CO2 than older aircraft
like the B737-200, MD87 and DC9,
and 15 – 30 percent less than pre-
vious generation jets such as the
B737-300, B737-500, Fokker 100
and RJ100. What’s more, due to their
efficient design and new engine
technology, Embraer E-Jets meet
the latest, stricter noise limits set
by ICAO.
Embraer considers the recycle-
ability of materials produced by day-
to-day activities, from packaging to
organic residues to metal particles
arising from the industrial process.
Certified as an ISO 14001 company
since 2002, Embraer re-uses the
materials of our industrial processes
– such as wood, plastics, Styrofoam,
paper, cardboard – and our re-use
rates grow year over year. In 2006,
we recycled 80 percent of these
materials, representing a 66 percent
increase since 2000. Embraer is
investing in greener facilities, as well,
including improving the efficiency of
our compressed-air network in the
factory complex and powering our
buildings’ air-conditioning systems
with natural gas.
As testament to our efforts, Embraer
has been recognized twice by the
Federation of Industries of the State
of São Paulo for our progressive
energy conservation program.
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ENVIRONMENTAL RESPONSIBILITY