The Global Aviation Market: A Boeing Perspective. Boeing International Relations January 19, 2006

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1 The Global Aviation Market: A Boeing Perspective Boeing International Relations January 19, 2006

2 Aviation is moving from being highly regulated to a more liberalized and competitive marketplace

3 Passengers drive airline strategies

4 Air travel growth has been met by increased frequencies and nonstops Index 1980= World Air Travel Growth 2.5 Frequency Growth 2.0 Nonstop Markets Average Airplane Size August OAG

5 Since 1995, all air travel growth has been met by frequency growth and new nonstops Index 1995= World Frequency Growth Air Travel Growth Nonstop Markets August OAG Average Airplane Size

4 World Frequency Growth Air Travel Growth Nonstop Markets 1.3 1.2 1.

6 China domestic air travel growth has been met by increased frequencies and nonstops Index 1990= Frequency Growth Air Travel Growth Nonstop Markets Average Airplane Size August OAG Includes Hong Kong and Macau

0 Frequency Growth Air Travel Growth 7.0 5.0 3.0 1.

7 China domestic frequencies have increased more than twelve-fold since Total ASK Total Frequencies Total Airport Pairs Airplane Size (Seats) 391 million 2, ,084 million 12, ,010 million 25, URC August OAG Includes Hong Kong and Macau CTU KMG XIY SIA < < WUH < SHE Cities served at least daily shown

2,095 170 157 2,084 million 12,146 605 169 4,010 million 25,412 706 154 URC August OAG

8 Market evolution summary World markets are evolving Liberalization continues to create a more competitive environment Airline strategies are responding to passengers desires to save time Airlines have accommodated air travel growth by adding more frequencies and nonstops Boeing expects these trends to continue

passengers desires to save time Airlines have accommodated air travel growth

9 20-year forecast: strong long-term growth 10 RPKs (trillions) 8 Historical Future Forecast growth annual rate 4.8% ( ) Long-Term Growth GDP = 2.9% Passenger = 4.8% Cargo = 6.2%

10 Long-term demand for new airplanes remains strong 40,000 Units 35,300 30,000 20,000 16,778 10,000 18,500 Growth Airplanes 7,200 Replacements 9,600 Retained Fleet 25,

11 Airlines will need 25,700 new airplanes Regional jets Single-aisle Twin-aisle 747 and larger 3% 15% 11% 5% 22% 39% 60% 45% 25,700 airplanes 2.1 trillion delivery dollars* *In year 2004 dollars

12 Freighter fleet will double three-quarters will be modified airplanes Standard-body (<50 tons) Medium widebody (40-65 tons) Large (>65 tons) % 34% 36% 53% 21% 30% 1,760 freighters 3,530 freighters

widebody (40-65 tons) Large (>65 tons) 2004 2024

13 Congestion is not driving large airplane use up NRT HKG HND JFK 747 Share of Departures 80% 70% 60% 50% 40% Hong Kong Narita LHR 30% Haneda CDG FRA 20% 10% London Heathrow New York City - JFK LAX 0% August OAG

30% Haneda CDG FRA 20% 10% London Heathrow New York City - JFK

14 Nonstop service continues to bypass mega-hubs, not consolidate Air Canada Emirates London Heathrow London-Heathrow London-Heathrow Passengers prefer more nonstops and frequency choices Toronto American Delhi New York (JFK) Continental Dubai London-Heathrow London-Heathrow Chicago Manchester New York (EWR) Geneva

more nonstops and frequency choices Toronto American Delhi New York (JFK)

15 New nonstop flights continue to grow, not consolidate Airport Pairs 11,000 Airbus claims the number of city pairs has stagnated since 1996 Airbus projects fewer airport pairs in 2022 than served today 10,000 9,000 8,000 7,000 6,000 ~2,200 Airport Pairs Added Since , Data from August Schedules NOTE: Excludes regional jets

2022 than served today 10,000 9,000 8,000 7,000 6,000 ~2,200 Airport Pairs Added Since

16 2005 current market outlook summary In a liberalized, more competitive environment, passengers desires will drive airline strategies and airplane selections Boeing and Airbus agree passenger travel will grow about 5 percent per year over the next 20 years Boeing believes the current trend of more frequencies and nonstop flights will continue to accommodate this growth Airbus is projecting a significant trend shift to larger airplanes Boeing forecasts airlines will need about 25,700 new airplanes valued at $2.1 trillion

years Boeing believes the current trend of more frequencies and nonstop flights will continue to accommodate this growth Airbus is

17 Boeing Overview Boeing Commercial Airplanes: Offers a broad portfolio of airplanes and aviation services for its passenger and freighter airline customers worldwide Approximately seven out of every 10 BCA deliveries go to customers outside of the U.S. Boeing Capital Corp: Provides financing for our aircraft Connexion By Boeing: Formed in April of 2000 to develop technologies that can provide high-speed broadband data communications to air travelers Now branching into the maritime market Integrated Defense Systems: Formed in 2002 with the integration of Boeing s defense, space, intelligence and communications capabilities into one single unit Phantom Works: Enterprise-wide R&D function

Boeing Capital Corp: Provides financing for our aircraft Connexion By Boeing: Formed in April of 2000 to develop technologies that can provide high-speed broadband data

18 Boeing s Vision 2016 People working together as a global enterprise for aerospace leadership

19 Boeing s Business Transformation Commercial Airplane Manufacturer Product Focused Hardware & Platforms Exporter Balanced Aerospace Company Business Focused Systems & Solutions Global Becoming more global is is about growth and productivity

Balanced Aerospace Company Business Focused Systems &

20 What is a Global Enterprise? Functions with the world as its operating unit Coordinates and integrates its activities and processes on worldwide basis Creates value -- and competitive advantage -- by discovering, mobilizing and leveraging resources and capabilities across borders Being global also means being strong locally Local presence allows greater responsiveness to local market conditions and customers as well as other stakeholders How we operate just as important as where Balance Between Global Coordination and Local Responsiveness

-- and competitive advantage -- by discovering, mobilizing and leveraging resources and capabilities across borders Being global also

21 Boeing as a Global Enterprise Today R&D/Engineering (Define) Moscow and Madrid R&T Centers, Design Center International university and research agency partnerships Suppliers/Sourcing (Buy) Nearly 5,250 suppliers in close to 100 countries (including the US) Global partners for new products (787) Production manufacturing & services (Build) Subsidiaries in Canada, Australia, Germany via acquisitions Joint Ventures; e.g. China, Malaysia, Morocco Sales (Acquire): 2004 sales were $52.5B from customers in 145 countries International sales were nearly 30% International industry alliances to access new markets and customers After Market (Support) Field service reps, parts & distribution centers around world

22 Boeing Research and Technology Europe Employees from 8 European Countries Programs Won include: IMAGINE aircraft noise source modeling AERONEWS aircraft health monitoring CAATS coordination on ATM projects from FP6 E GB F B NL Leveraging the Best of of Europe D I G Collaborate with over 70 European Universities, Companies and Research Institutes ANOTEC, DEBAKOM, CSTB, DELTA, DLR, EEC, EMPA, ENEA, TNO Universidades de Leuven, Brussels, Bristol, Exeter, Naples, Torino y Nottingham. Fraunhofer Inst. Cranfield, VZLU, Inst. de Acústica CSIC, Masquito Aircraft, DAKEL, GIP ULTRASONS, ASCO Ind., NDT, Celsius Saab NLR, AENA, ECC, INECO, NATS

23 Lean Global Enterprise Legend: Top 20 partners, Global partners and IP suppliers Boeing Internal Top CAS suppliers Major Boeing Spares Centers Boeing Field Offices Aligning Global Operations

24 787 International Team at Work

25 Structures Partners Working Together Hawker de Havilland Moveable Trailing Edges KHI Fixed Trailing Edge Saab Cargo Doors, Access Doors Spirit Aerosystems Leading Edges MHI Wing Box Spirit Aerosystems Engine Pylons KHI FHI Fuselage, Center Wheel Well Wing Box Latecoere Passenger Doors Spirit Aerosystems Forward Fuselage Messier-Dowty GE Landing Gear Engines Boeing Fredrickson Vertical Tail Boeing Winnipeg Wing-to-Body Fairing Alenia/Vought Horizontal Stabilizer, Center Fuselage, Aft Fuselage Rolls-Royce Engines Goodrich Nacelles KAL-ASD Wingtips

26 We Deal with a Diverse Set of Globalization Policy & Regulatory Issues Trade policies towards an open and level playing field Subsidies Free Trade Agreements WTO Export licensing/technology transfer rules Regulatory issues that impact aviation/aerospace Open Skies Cape Town Convention Environmental rules Offshoring concerns Geopolitical: China, India, Middle East, Russia, EU, etc. Potential system shocks e.g. avian flu

27 Our Key Enabling Elements for Globalization People: The most important resource Develop, value and mobilize global intellect within Boeing Presence: Requires the right structure in the right markets Create local responsiveness via Country VPs and teams who know the local scene and can provide one company face to local stakeholders Processes: Linking People, Presence and Boeing business units through coordinated global processes Strategy, Communications, Business Management, and Community Relations processes that are globally scaled and coordinated -- yet locally responsive

28 Current International Relations Presence N. Europe Canada USA UK Germany Russia/CIS EU-NATO C. Europe France Italy Turkey China Korea Spain M. East Japan Israel S. Arabia India SE Asia Africa Australia Leveraging Boeing s current international operations and supporting development of of new opportunities

29 Boeing Globalization Roadmap Our Global Strengths Today Globalization 1.0 Sales Our Next Global Strengths 3-5 yrs: Globalization 2.0 Market Shaping Product Sourcing Airplane parts/ structures Product Support Airplanes Country VPs/Teams Intellectual Sourcing R&D Engineering IT/Software Aviation Services Solutions Business Unit leaders managing Global Businesses

30 Boeing Globalization Roadmap: Where Can We Go? Networked Global Operations Several business operations with nodes around the world, leveraging the core competencies of different countries Example: Special Freighter program Engineering in Long Beach, Puget Sound and Moscow Digitization work in India (via Moscow BDC) Modification work in China at our TAECO joint venture International alliances that create business growth Access/development of new markets, products & services, technologies. Examples: Finmeccanica, MHI alliances International expansion into new types of markets Examples: New applications for network centric capabilities; aviation services (e.g. India, China)

31 In Closing We re launched on our way to becoming truly global Capabilities and processes are rapidly being put in place Leveraging those capabilities and processes and executing on strategy will make Boeing s Vision 2016 a reality

32 Questions?

Current Market. Predicting the future is a risky business. Meet your new

Current Market. Predicting the future is a risky business. Meet your new By Dawsalee Griffin Meet your new Current Market Outlook What s in store for the next 20 years of the global jetliner market? The just-released version of this annual Boeing report offers the company s