- Corporate Address
- Avenida Brigadeiro Faria Lima 2170
Sao Jose Dos Campos, SP 12227-901
Phone: 55 12 3927 4404
Fax: 55 12 3922 6000
Embraer - Empresa Brasileira de Aeronáutica SA - is based in São José dos Campos, Brazil, and was founded in 1969 as a government aerospace initiative and then privatised on 07-Dec-1994. On 31-Mar-2006 the majority of Embraer shareholders approved Embraer’s capital restructuring proposal, which consists of a simplified capital structure composed of one type of shares (common shares).
The Company focuses its activities on three business areas and markets:
- Commercial Aviation;
- Executive Aviation;
- Defense Systems.
1,502 total articles
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Airbus and Boeing typically grab the headlines at the big airshows, but regional aircraft manufacturers had a particularly strong first day at the bi-annual Farnborough Airshow.
The smaller aircraft manufacturers – Embraer, Bombardier, Sukhoi, ATR, COMAC and Mitsubishi Aircraft Corporation – collectively announced firm and tentative orders for nearly 130 jets and turboprops, as well as options for another 120 aircraft.
With all orders and options included, the deals are valued at more than USD7.8 billion.
A couple of months after acquiring regional airline CityJet from Air France-KLM, new owner Intro Aviation faces a crucial decision about replacing CityJet's fleet of ageing BAE regional jets. This is likely to provide the key to turning around the heavily loss-making airline, whose main base is at London City. In spite of this being a high yield market from which to operate, and in spite of capacity cuts, the final years under Air France-KLM ownership were characterised by weakening unit revenues.
Decisions about rebuilding the network in a manner better suited to CityJet's market, and better able to bolster unit revenues, will depend to a great extent on its final choice of aircraft.
Moreover, the fleet choice should also have a considerable bearing on unit costs in the future. With three manufacturers in the running (Bombardier, Embraer and Sukhoi), the airline may shortly be able to provide a clearer view of how its negotiations are progressing.
Kazakhstan’s Air Astana has selected the A321neo as a replacement for its ageing 757 fleet, which is used on medium/long-haul routes to Asia and Europe. The carrier plans to lease 11 new-generation A321neos for delivery from 2017 as well as one A320neo for delivery in 2016, making it the latest customer for Airbus’ re-engined narrowbody product.
But Air Astana is also in talks with Boeing over the US manufacturer’s plans for a 757 replacement. Air Astana is interested in being an early customer for the new 180 to 210-seat narrowbody aircraft, which would replace its A321neos in the middle part of the next decade.
Air Astana is a relatively small carrier, operating a fleet of only about 30 aircraft, and generally does not capture significant attention from the manufacturers. But its fleet decisions offer a glimpse at how airlines globally may handle replacing the 757. Production of the 757 ceased in 2004 but a suitable replacement has not yet emerged, forcing carriers such as Air Astana with several thin six to eight hour routes to continue operating the type.
After turning a bleak performance in 1Q2014, executives at United Airlines are continuing their pledges of improvement, declaring year-over-year gains in quarterly earnings going forward with lofty earnings targets for 2017 and beyond.
United is also disclosing more details regarding its philosophy on debt management and shareholders returns, the latter of which is not likely to occur until 2015 at the earliest. Unlike some of its US airline peers, an investment grade rating does not appear to be the ultimate, near-term prize for United. Instead the airline has set a debt target that allows it to strike a balance between balance sheet management and shareholder returns.
The airline during the past couple of years has often made declarations of improvements in its fortunes, only to miss those targets. So any goals United outlines are understandably met with some level of scepticism.
But with overall demand in the US market remaining solid and United’s own ample opportunity for improvement, perhaps an upturn in 2Q2014 is a distinct possibility.
Royal Jordanian is preparing a new 10-year business plan aimed at restoring profitability through network adjustments and fleet renewal. The carrier has been significantly impacted by the political instability in the region as Egypt, Lebanon, Libya and Syria are among its biggest markets. But Royal Jordanian’s strategy of focusing on connections within the Levant and Gulf regions remains intact as it views its current reliance on Europe-Asia transit traffic, which comes with unsustainably low yields, as temporary.
The new business plan will again focus primarily on regional growth, with replacement and expansion of its single-aisle fleet from 20 to about 30 aircraft. Royal Jordanian is now looking at acquiring A320neos as well as Embraer E-Jet E2s or Bombardier CSeries.
Previous plans to expand the widebody fleet from seven A330-200/A340-200s to 11 787-8s will likely be dropped, resulting in the sale or cancellation of its last four 787 orders. Royal Jordanian is phasing out its A340s in late 2014 as it takes its first five 787s, leading to much needed efficiency improvements, and plans to phase out its A330s in 2016 as a second batch of 787s are delivered.
Over 200 delegates from airlines, leasing companies, banks and law firms gathered in Singapore on 25/26-Mar-2014 to attend CAPA’s second annual Airline Fleet & Finance Asia Summit, held at the spectacular Capella Singapore on Sentosa Island.
CAPA inaugurated the Finance Summit in 2013 to address the importance of raising awareness among the Asian financial community of the need for financing and the opportunities inherent in the boom in new aircraft fleets in the region.
The Summit has a unique formula of airline presentations and panel discussions on topics impacting the financing sector, along with CAPA's unique Fleet Marketplace.
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|Alexandre Gonçalves Silva||Chairman||n/a|
|Antonio J. Franco||EVP, Personnel||n/a|
|Artur Aparecido Valério Coutinho||EVP, Operations||n/a|
|Chen Yuanping||VP Sales Embraer China||n/a|
|Fernando Grau||Director, Airline Market Analysis, Embraer China||n/a|
|Flávio Rímoli||EVP & General Counsel||n/a|
|Frederico Pinheiro Fleury Curado||President & CEO||n/a|
|Guan Dongyuan||Senior VP/President Embraer China||n/a|
|Guo Qing||VP Marketing Embraer China||n/a|
|José Antonio de Almeida Filippo||EVP, CFO & IRO||n/a|
|Luiz C. S. Aguiar||President, Defense & Security||n/a|
|Mauro Kern Junior||EVP, Engineering & Technology||n/a|
|Paulo Cesar de Souza e Silva||President, Commerical Aviation||n/a|
|Shao Long||Director, Airline Market Analysis, Embraer China||n/a|
|Siu Yingyueng||COO Embraer China||n/a|
|Wang Tao||Director, Sales Financing, Embraer China||n/a|
|You Juan||Sales Manager, Embraer China||n/a|
|Zhou Ning||VP Sales Embraer China||n/a|