Agenda Wednesday, March 7, 2012 8:00-8:05am Welcome Coleen Tabor - - PowerPoint PPT Presentation

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Agenda Wednesday, March 7, 2012 8:00-8:05am Welcome Coleen Tabor - - PowerPoint PPT Presentation

Agenda Wednesday, March 7, 2012 8:00-8:05am Welcome Coleen Tabor 8:05-8:35am Strategy Review and Business Update Jeff Turner 8:35-9:05am Financial Performance and Outlook Phil Anderson 9:05-9:25am Fuselage Segment: Operational Efficiency


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SLIDE 1
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SLIDE 2

Agenda

Wednesday, March 7, 2012 8:00-8:05am Welcome Coleen Tabor 8:05-8:35am Strategy Review and Business Update Jeff Turner 8:35-9:05am Financial Performance and Outlook Phil Anderson 9:05-9:25am Fuselage Segment: Operational Efficiency David Coleal 9:25-9:40am BREAK 9:40-10:00am Propulsion Segment: Value Engineering John Pilla 10:00-10:20 am Wing Segment: New Program Execution Alex Kummant 10:20-10:40 am 787 Program Update Terry George 10:40-11:00 am Aligning the Team for Success Sam Marnick 11:00-11:05 am Closing Remarks Jeff Turner

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SLIDE 3

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;

  • ur 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

  • perations from the outbreak of diseases or epidemic or pandemic outbreaks; returns on pension plan assets and impact of future discount rate changes
  • n 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

  • f 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

  • r 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.

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Jeff Turner President and Chief Executive Officer

March 7, 2012

Strategy Review and Business Update

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Strong, Experienced Team

Spirit AeroSystems Executive Leadership

= Presenting Today

2

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SLIDE 6
  • 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

Transformation and Growth

3

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SLIDE 7
  • Execute current business
  • Win new business from existing and new customers
  • R&D investment in next generation products & technologies
  • Provide new value-added services to our customers
  • Continue improvement to our low-cost structure
  • Pursue strategic acquisitions on an opportunistic basis

June 2005

     

Captured Growth…Focused on Execution and Profitability

Strategy

4

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SLIDE 8

8

Comprehensive AeroStructures Partner… Design and Build

Executing the Core Business

5

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SLIDE 9

Spirit Worldwide Operations / Aftermarket Worldwide Supply Base

Competing Globally with Global Resources

Successful Management of Global Supply Chain

~ 1,400 Hardware Production & Design Suppliers

6

Global Resources

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Air Traffic Growth

Strong Long-Term Growth

2 4 6 8 10 12 14 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030

RPKs (trillion)

20-year global traffic growth CAGR 4.9% Forecast: 2x air traffic in 15 years

Source: Airline Monitor, Spirit analysis

7

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Strong Demand for Replacements & Growth Airplanes

Source : Boeing 2011 Commercial Market Outlook

8

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Spirit’s Core Business

Well Positioned on Best Selling Commercial Airplanes

B737 B747 B777 B767 A320 A380

= Spirit Responsibility

Shipset Value: $5.6–7.5MM Shipset Value: $8.4–14.6MM Shipset Value: $4.0–6.9MM Shipset Value: $10-11.3MM Shipset Value: $0.9–1.4MM Shipset Value: $1.2MM

9

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  • 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

Growth with Boeing

Successfully Expanding Our Capabilities

10

Shipset Value: $8.0-12.0MM

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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

Growth with Airbus

= Spirit Responsibility

Leveraging Our Design and Build Capability to New Customers

11

Shipset Value: $4.0-5.0MM

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SLIDE 15

Diversification Platforms

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

= Spirit Responsibility

Shipset Value: $1-2MM Shipset Value: 5.5-6.5MM

12

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SLIDE 16

Sikorsky CH-53K Heavy Lift Helicopter Boeing P-8A Poseidon

Design-Build Composite Cockpit and Cabin Design-Build Fuselage First Unit Delivered To Customer

Expanding Into New Markets

Military Aircraft Development

13

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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

B737 44% B787 19% A350 11% B777 11% A320 8% B747 3% A380 1% B767 1% Other 2% 22 4

Total Backlog: $31.8 Billion

Based on Boeing and Airbus Firm Order Backlog as of 12/31/11.

Spirit’s Order Backlog

14

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SLIDE 18

18

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

Spirit’s Order Backlog…Extending

15

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SLIDE 19

Growing Core Market High Growth Platforms, Backlog Growth Executing New Business Leading the Outsourcing Trend 787 Content

Growth Through Core Business Expansion and Diversification

Long-Term Value Creation

16

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17

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Phil Anderson Senior Vice President & Chief Financial Officer

March 7, 2012

Financial Performance and Outlook

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Agenda

  • Executing the strategy
  • Financial Performance
  • Growth, Profitability, and New Programs
  • 2012 Financial Guidance

2

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Executing The Strategy

3 Development 5-7 years

1-2 Years

20-30 Year Product Lifecycles

Full Production 12 – 21 Years Initial Production A350 XWB CSeries Pylon MRJ Pylon CH-53K 787 G280 G650 BR725 P-8 747-8 Core Business 737 777 767 A320 A330/A340 A380

High Reducing

Financial Risk

Generated

  • ver $2B in Cash since

2005

Aggressively invested In growth and diversification… More selective going forward

Business Risk Mitigation Contracting Program Mgmt Execution Change Control Capital Structure and Liquidity Mgmt Mitigation Backlog Management Production Rate Management Reduce capital intensive nature of the business Move to more variable costs Proactive capital structure and liquidity management

Re-invested in new programs Economically sensitive, cyclical

Quality Products, Capable and Reliable Supplier — Financially Strong

Investing in Core Business Growth Investing in diversification and managing to risk Strategy Execution Risk Management 1 2 3 4 5 6 7 8 9

10

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Total Ship Set Deliveries by Year Ship Set Deliveries by Customer

Rate Increases Driving Higher Deliveries

5 Year Delivery Trend

4

520 520 49

  • 200

400 600 800 1,000 1,200 2007 2008 2009 2010 2011 Ship Set Deliveries Boeing Airbus Other

963 978 1,029 969 1,089

  • 200

400 600 800 1,000 1,200 2007 2008 2009 2010 2011 Total Ship Set Deliveries by Year

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Financial Results

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)

5

One time impacts Core Business and 787 Growth Guidance Guidance

Volume Driven Growth — Development Efforts Impacting Earnings

$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 Millions

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Financial Results

* 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 Millions

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 Millions

6

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 Drivers New Program Investments Capacity Expansion Maintenance Capital Drivers

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Financial Results

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 Millions Debt Cash

Cash/Debt Balances Net Debt to Capital

7

Customer Advances Advance Repayments Bond Issuancse

Credit-line $650M

IPO and Customer Advances Stand Alone Financing Drivers 60% 34% 27% 22% 25% 28% 34% 0% 10% 20% 30% 40% 50% 60% 70% 2005* 2006 2007 2008 2009 2010 2011

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SLIDE 28

Growth and Profitability

8

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5 Year Growth Trend

9 Program 2007 Deliveries 2011 Deliveries % Delivery Growth

737 331 377 14% 777 83 78 (6%) 767 13 23 77% 747 18 17 (6%) 787 1 25 2,400% A320 359 403 12%

Revenue 5 Year Growth Drivers

Core Business Growth

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Market Demand Accelerating Growth Trend

10 Program 2011 Deliveries Customer Announced Rates % Delivery Growth

737 377 42 / Month 34% 777 78 8.3 / Month 28% 767 23 2 / Month Hold 747 17 1.5 / Month Hold 787 25 10 / Month 380% A320 403 42 / Month 25% New Programs

Business Jets Initial Production Increasing Growth A350 XWB Initial Production Increasing Growth Other New Programs Initial Production

Revenue Growth Outlook

Growth Accelerating to Fill Strong Market Demand

2012 Guidance Projected

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SLIDE 31

9.7% 9.9% 9.3% 10.5% 9.6% 8.3% 11.2% 10.0%

0% 2% 4% 6% 8% 10% 12%

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

Adjusted Operating Margins

Solid Core Operating Margins On Growing Volume

11

$M

1Q 2Q 3Q 4Q 1Q 2Q* 3Q 4Q

Revenue

1,043 1,056 1,002 1,071 1,050 1,466 1,130 1,219

GAAP Operating Income

93 86 82 96 70 64 121 102

New Program Charges

3 28 53 10 41

Other

8 19 11 13 3 4 (4) (21)

Adjusted Op. Income

101 105 93 112 101 121 127 122

Adjusted Op. Margin 1.

9.7% 9.9% 9.3% 10.5% 9.6% 8.3% 11.2% 10.0%

* Includes the impact of 787 MOA

2010 2011

2010 2010 2011 2011

Revenue Operating Margins

  • 1. Non-GAAP measure. Definitions, reconciliations, and further disclosures regarding this non-GAAP measure are appended to this document.
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New Program Investments and Inventory

12

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SLIDE 33

Spirit Programs

New Program Diversification Strategy

13

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  • Revenues and costs projected for

contract block (fixed # of units)

  • As contract matures, includes

actual and projected costs

  • SPR revenue reconciliation on

units shipped

  • Book profit margins reflect average

gross profit

  • Difference between actual and

average cost reflected in inventory

  • SPR updates profit estimates

every quarter Revenue Average Gross Profit Actual Cost exceeds Average so Inventory builds Average Cost Actual Cost below Average so Inventory declines Units Delivered/Time Revenue & Cost/Unit New Progams Contract Block Units 787 500 G650 350 G280 250 BR725 350 747-8 56

14

Contract Accounting New Program Perspective

Most Important SPR Accounting Policy

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SLIDE 35

146 280 418 441 485 495 475

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 2006 2007 2008 2009 2010 2011 2012F 2013F $ Million

Capitalized Pre-production

694 1,006 1,302 1,309 1,263 1,323 1,225

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 2006 2007 2008 2009 2010 2011 2012F 2013F $ Million

Physical Inventory

Includes Non-recuring Production Costs 42 57 162 457 760 813 1,150

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 2006 2007 2008 2009 2010 2011 2012F 2013F $ Million

Deferred Inventory

882 1,343 1,882 2,207 2,508 2,631 2,850

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 2006 2007 2008 2009 2010 2011 2012F 2013F $ Million

Total Inventory

Inventory Trend and Outlook

15

New Program Investment Peaking

Total Inventory Deferred Inventory Physical Inventory

Includes Non-recurring Production Costs

Capitalized Pre-Production

~ ~ ~ ~

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SLIDE 36

Reinvesting For Growth and Diversification

Cash Flow from Operations

16 Excludes 787 MOA settlement cash received in 4th quarter 2010 As reported Financial Guidance

Guidance

Improving Cash Flow

Strong core business cash flow increasing Advance repayments moderating New program investments peaking Drivers

  • 1. Non-GAAP measure. Definitions, reconciliations, and further disclosures regarding this non-GAAP measure are appended to this document.

1.

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SLIDE 37

Financial Guidance

17

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2012 Financial Guidance

2012 Guidance

Financial Guidance Issued on March 7, 2012

* Effective tax rate guidance, among other factors, assumes the benefit attributable to the extension of the U.S. research tax credit (Assumes ~1.25% benefit)

18

2011 Actual 2012 Guidance Revenues $4.9 billion $5.2 - $5.4 billion Earnings Per Share (Fully Diluted) $1.35 $2.00 - $2.15 Effective Tax Rate 31.0% 31% - 32%* Cash Flow from Operations ($47) million >$300 million Capital Expenditures $250 million ~$250 million

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Revenue Gross Profit Margins

  • Significant growth from 787 and new programs moving to production
  • Growth from core program rate increases
  • Incremental margin improvement in new accounting blocks
  • Moving work to lower-cost locations (Malaysia, North Carolina)
  • Modest labor cost increases expected in current environment
  • Dilutive new program margins

SG&A/R&D

  • Combined SG&A and R&D 4% - 4.25%

Free Cash Flow

  • Liquidated first tranche of 787 advances and spread second tranche over

1,000 units

  • New programs move to revenue generating production units
  • New program investment peaking
  • 737 MAX investment
  • Opportunities to improve inventory turns for legacy programs
  • No pension funding anticipated for U.S. defined benefit plan

Post 2012 Financial Trends

Top Line Growth & Cash Generation

19

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Financial Summary

  • Captured Growth
  • 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 – Continue to proactively manage capital structure and liquidity

20 40

Executing Our Strategy

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SLIDE 41

Business Summary

  • Strong long-term market demand
  • Strategically positioned on best programs in commercial

aerospace

  • Revenue growth projected as market demand increases
  • Core business driving earnings growth and strong cash flows
  • Continuing to manage development program risk
  • Financially strong

21 41

Delivering Value

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SLIDE 42

22

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23

Non-GAAP Measure Disclosure

Management believes that the non-GAAP (Generally Accepted Accounting Principles) measures (indicated by 1) used in this report provide investors with important perspectives into the company’s ongoing business performance. The company does not intend for the information to be considered in isolation or as a substitute for the related GAAP measure. Other companies may define the measure differently.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Revenue (GAAP) 1,043.3 $ 1,056.0 $ 1,002.0 $ 1,071.1 $ 1,049.6 $ 1,465.6 $ 1,129.7 $ 1,218.9 $ Operating Income (GAAP) 93.0 $ 85.7 $ 82.4 $ 95.9 $ 69.6 $ 63.6 $ 120.5 $ 102.4 $ New Program Charges Gulfstream G280 2.8 $ 53.3 $ 28.5 $ Sikorsky CH-53K 28.2 $ 10.0 $ (9.2) $ B747-8 18.3 $ B787 A350 XWB 3.0 $ Total New Proram Charges

  • $
  • $
  • $

2.8 $ 28.2 $ 53.3 $ 10.0 $ 40.6 $ Other Cumulative Catch 8.2 $ 4.2 $ 10.1 $ 3.1 $ (6.3) $ (3.7) $ (21.2) $ Warranty and Extranordinary Rework 9.0 $ IAM Stock Compensations 18.9 $ IAM Early Retirement Incentive 6.5 $ UAW Stock Compensation 3.3 $ UAW Early Retirement 1.8 $ Total Other 8.2 $ 18.9 $ 10.7 $ 13.4 $ 3.1 $ 4.5 $ (3.7) $ (21.2) $ Total 8.2 $ 18.9 $ 10.7 $ 16.2 $ 31.3 $ 57.8 $ 6.3 $ 19.4 $ Adjusted Operating Income 101.2 $ 104.6 $ 93.1 $ 112.1 $ 100.9 $ 121.4 $ 126.8 $ 121.8 $ Adjusted Operating Margin 9.7% 9.9% 9.3% 10.5% 9.6% 8.3% 11.2% 10.0% 12/31/2010 Cash Flow From Operations (GAAP) 125.1 $ Boeing Memorandum of Agreement ("MOA") (236.2) $ Cash Flow From Operations Excluding MOA (111.10) $ 2010 2011

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David Coleal Senior VP / General Manager Fuselage Business Segment

March 7, 2012

Fuselage Segment: Operational Efficiency

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SLIDE 45

2

Fuselage Segment

Boeing 747 Boeing 777 Boeing 787 Boeing 737 Boeing 767 Sikorsky Airbus A350 XWB

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SLIDE 46

Fuselage Segment Perspective

$2,425.0 $1,221.5 $1,207.8 Fuselage Propulsion Wing

2011 Revenues

$1,570.0 $1,790.7 $1,758.4 $2,003.6 $2,035.1 $2,425.0 $- $500.0 $1,000.0 $1,500.0 $2,000.0 $2,500.0 $3,000.0 2006 2007 2008 2009 2010 2011 $ Million

Fuselage Revenues

3

$ Million

Strong Core Business Growth

Excludes All other segment income of $9.5M

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SLIDE 47
  • Reduce Operating Costs and Improve Product Quality to Increase

Margins and Enhance Customer Satisfaction

  • Engage/Optimize Supply Base to Meet Initiatives
  • Lead New Programs for Manufacturable / On Schedule / Cost

Efficient Product to Ensure Profitability

  • Engage and Develop our Employees / Leaders to Maximize

Performance

  • Document, Share and Deploy Best Practices to Achieve

Functional Excellence (SQCDT)

Fuselage Segment Focus

4

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SLIDE 48

Value Engineering Operational Discipline Lean Maturity

  • Design For Manufacturing
  • Knowledge Based

Engineering

  • Functional Excellence
  • Spirit EXACT
  • Daily Communication
  • Rapid Problem Solving
  • Focused Execution
  • Employee Engagement
  • Leadership Visibility
  • Growth Platform for

Lean

  • Continuous Improvement
  • Waste Reduction
  • Flow Reduction
  • Improved Quality
  • Cost Reduction
  • Customer Satisfaction

Engaged Workforce

Operational Efficiency Model

Keys to Continued Success

5

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SLIDE 49

Daily Operational Discipline

Rapid Communication & Problem Solving at All Levels

6

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SLIDE 50

Lean Maturity Approach

Focus on an Engaged Team….All the Time!

7

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SLIDE 51

Oklahoma

Slat Moving Line

  • Labor efficiency
  • Optimized flow

Prestwick Automated Drilling

  • Improved quality
  • Reduced testing
  • Structural optimization

Propulsion

Streamlined Parts Cleaning

  • Reduced flow
  • Reduction of hazardous waste

Fuselage

Pull Production System

  • Reduced inventory
  • Increased throughput
  • Lower overtime

Lean Maturity Across Spirit

Improving Efficiency Across the Company

Malaysia

787 Fixed Leading Edge

  • Inventory reduction
  • Improved cycle time
  • Labor/shipping cost reduction

8

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SLIDE 52

9

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SLIDE 53

John Pilla Senior VP / General Manager Propulsion Business Segment

March 7, 2012

Propulsion Segment: Value Engineering

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SLIDE 54

Propulsion Segment

Boeing 787 Boeing 767 Boeing 777 Boeing 737 Boeing 747 Gulfstream 650 Bombardier C-Series Mitsubishi MRJ 2

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SLIDE 55

Propulsion Segment Perspective

2011 Revenues Propulsion Revenues

$887.7 $1,063.6 $1,031.7 $1,030.0 $1,061.8 $1,221.5 $- $200.0 $400.0 $600.0 $800.0 $1,000.0 $1,200.0 $1,400.0 2006 2007 2008 2009 2010 2011 $ Million

$2,425.0 $1,221.5 $1,207.8 Fuselage Propulsion Wing 3

$ Million

Strong Core Business Growth

Excludes All other segment income of $9.5M

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SLIDE 56
  • Reduce Operating Costs and Improve Product Quality to Increase

Margins and Enhance Customer Satisfaction

  • Engage/Optimize Supply Base to Meet Initiatives
  • Lead New Programs for Manufacturable / On Schedule / Cost

Efficient Product to Ensure Profitability

  • Engage and Develop our Employees / Leaders to Maximize

Performance

  • Document, Share and Deploy Best Practices to Achieve

Functional Excellence (SQCDT)

Propulsion Segment Focus

4

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SLIDE 57

Value Engineering

Keys to Continued Success

5

Value Engineering Operational Discipline Lean Maturity

  • Design For Manufacturing
  • Knowledge Based

Engineering

  • Functional Excellence
  • Spirit EXACT
  • Daily Communication
  • Rapid Problem Solving
  • Focused Execution
  • Employee Engagement
  • Leadership Visibility
  • Growth Platform for

Lean

  • Continuous Improvement
  • Waste Reduction
  • Flow Reduction
  • Improved Quality
  • Cost Reduction
  • Customer Satisfaction

Engaged Workforce

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SLIDE 58

Design Develop Produce

$

Greatest Impact Program Phases

Design For Manufacturing

Investing Up Front for Long Term Production Benefits

6

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SLIDE 59

Knowledge Based Engineering – (KBE)

Advanced Tools & Processes Across the Enterprise

7

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SLIDE 60

Spirit Exact

Spirit Exact Reduces Cost , Variation, and Lead Time

8

Detail Tooling

  • Part location & measurement
  • Framework for drill plate support

Automated Tooling

  • Self-locating parts
  • Flexible robotic drilling

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SLIDE 61

Value Engineering

9

Spirit developed this patent pending Inflexion™ reconfigurable tooling process to enable high levels of part integration with lower manufacturing costs than traditional tooling approaches.

™ Enabling Fully Integrated Structures

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SLIDE 62

10

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SLIDE 63

Alex Kummant Senior VP/ General Manager Oklahoma Operations

March 7, 2012

Wing Segment: New Program Execution

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SLIDE 64

Wing Segment

2 Boeing 777 Gulfstream 650 Boeing 747 Boeing 787 Gulfstream 280 Airbus A320 Airbus A380 Boeing 737

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SLIDE 65

Wing Segment Perspective

2011 Revenues Wing Revenues

$2,425.0 $1,221.5 $1,207.8 Fuselage Propulsion Wing

$720.3 $985.5 $955.6 $1,024.4 $1,067.4 $1,207.8 $- $200.0 $400.0 $600.0 $800.0 $1,000.0 $1,200.0 $1,400.0 2006 2007 2008 2009 2010 2011 $ Million

3

$ Million

Strong Core Business Growth

Excludes All other segment income of $9.5M

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SLIDE 66
  • Reduce Operating Costs and Improve Product Quality to Increase

Margins and Enhance Customer Satisfaction

  • Engage/Optimize Supply Base to Meet Initiatives
  • Lead New Programs for Manufacturable / On Schedule / Cost

Efficient Product to Ensure Profitability

  • Engage and Develop our Employees / Leaders to Maximize

Performance

  • Document, Share and Deploy Best Practices to Achieve

Functional Excellence (SQCDT)

Wing Segment Focus

4

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SLIDE 67

Spirit Strategy

  • Boeing Products – Seattle, WA

– 737 – 777 – 747 – 787

  • Gulfstream – Savannah, GA

– G650

  • IAI - Tel Aviv, Israel (Gulfstream)

– G280

  • Airbus - Europe

– A320 – A350 – A380

North Carolina Prestwick, Scotland Malaysia McAlester Tulsa

IAI

Legacy

Airbus GAC

Bus Ops Strategy

Aero Strategy

Boeing

Global Market

Team Aligned to Focus on Customer and Cost

5

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SLIDE 68

Executing the Business

Strategic Placement Lean Investment Plant Floor Evolution A320 787

200+ Lean Events for 2012 737 Slat Moving Line

A380 737 777 747

Executing Core Business

6

Focused on Continuous Improvement

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SLIDE 69
  • 737 stationary tools
  • Limited floor space
  • Interrupted product flow
  • Limited lighting
  • Optimized moving product flow
  • Improved lighting/quality
  • Operational effectiveness

Talladega Assembly Line

737 Flaps and Slats Program

7

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SLIDE 70
  • Fixed Leading Edge line transition to Malaysia
  • Incorporating improvements
  • Work-in-Process reduction
  • Improved cycle time and delivery flow
  • Labor and shipping cost reductions

Fixed Leading Edge Detailed Assembly

787 Wing Leading Edge Program

8

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SLIDE 71
  • Paper drawings
  • Analytical structural analysis
  • Fabrication templates
  • Visual inspection
  • Manual assembly
  • Mechanical testing
  • 100% metallic airframe
  • CATIA design
  • Finite element structural optimization
  • CNC machining
  • Non-destructive evaluation
  • Semi-automated assembly
  • Limited testing
  • 50% composite airframe

Prestwick Continuous Evolution

Technology Evolution Path

9

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SLIDE 72

G280

  • Pulse-line production concept
  • Lean / green-field layout
  • Integrated material handling
  • Spirit Exact
  • Automated drilling (2 machines)
  • Increased throughput
  • Improved quality
  • Balanced value stream
  • Advanced drilling capability
  • Leverage total Spirit supply chain

Isometric View - Pulse-Line Plan View – Pulse Line

Scaffolding (Typ.) Drill Machines 300 Feet

Gulfstream Enhanced Build Plan

10

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SLIDE 73
  • Supply chain improvements
  • Technology development
  • Early start to -1000
  • Full implementation of Spirit Exact
  • Flawless fit-up of parts
  • Ease of integration with Center Wing Box

A350 XWB Leading Edge Spar

  • Technology validated
  • Achieved mass targets
  • In series production
  • Strong schedule position
  • Few defects
  • Rate capable
  • Spirit Exact-integration with Fixed Leading Edge
  • Common wing & -1000 next up

A350 XWB Section 15

Customer Response to Product

11

Spirit France

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SLIDE 74

Up-front Program Planning Capture and Manage Program Requirements Program Execution Change Management Training and Coaching

On Time, Profitable New Program Execution

  • Program

management plan

  • Gated review

process

  • Value stream

mapping

  • IPT/Org Identified
  • Manage OEM’s

requirements

  • System

Engineering

  • Team center SE

tool

  • Contracting
  • Integrated

program schedules

  • Earned value

management

  • Life cycle

management

  • Risk , Issue &

Opportunity

  • Accountability
  • Electronic

document management

  • Change boards
  • Robust Change

Management

  • Knowledge

sharing

  • Customer

Relationship Management

  • Critical Chain

Scheduling

  • PMBP Training

Program Management Best Practices

12

New Program Execution

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SLIDE 75

13

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SLIDE 76

Terry George Vice President 787 Program

March 7, 2012

787 Program Update

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SLIDE 77

787 Program Summary

2

Boeing 787

  • 787-8 certified and in-service
  • 787-9 in development
  • Strong customer base and order backlog
  • 870 orders with 56 identified customers

Strong Customer Demand Strong Customer Demand

555, 64% 315, 36%

787-9 787-8

787 Orders

As of: February 2012 Source: Boeing website

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SLIDE 78

Spirit 787 Statement of Work

3

Strong Customer Demand Design, Build and Deliver Flight Ready Structures

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SLIDE 79
  • Forward Fuselage
  • Delivered ship set #59 to Everett, WA
  • Delivered ship set #60 to Charleston, SC
  • Excellent condition of assembly
  • Planning to deliver approx. 40 Fuselage ship sets in 2012
  • Engine Pylons
  • Delivered ship set #62
  • Wing Components
  • Fixed leading edge ship set #75 and moveable leading edge

#61 delivered

  • Engineering
  • Beginning to Release Engineering for the 787-9 Derivative

Spirit 787 Program Update

4

Forward Fuselage double load — February 2012

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SLIDE 80

Spirit’s Industry Leading Capability

5

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,

  • perational flight

deck… To reliable delivery and support

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SLIDE 81

Value Engineering (VE) Production Flow Supply Chain Architecture (SCA)

Spirit Program Focus Items

6 NWW FWD Bulkhead Bolt to Rivet Monolithic Cab

Focus on Continuous Improvement

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SLIDE 82

3.5apm 7.0apm 10apm 5.0apm

Rate Readiness Overview

7

Robust Rate Readiness Planning

People Ready Supply Chain Ready Factory Ready

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SLIDE 83

Summary

  • Strong orders and backlog
  • Spirit content demonstrates capabilities
  • Focused on quality and cost improvements

8

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SLIDE 84

9

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SLIDE 85

Sam Marnick Senior VP / Corporate Administration & Human Resources

March 7, 2012

Aligning the Team

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SLIDE 86

The Spirit Team

A Growing Global Team

2

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SLIDE 87

People Strategy

  • Deploy performance management
  • Align individual, team & enterprise performance
  • Embed daily management & operating disciplines

Drive performance excellence to protect and grow spirit

  • Identify, acquire & develop global talent
  • Focus training on-the-job & on knowledge transfer

Build the team for the future to deliver spirit’s strategic advantage

  • Focus labor relationships on driving value
  • Realize productivity & efficiency gains

Build strategic internal and external partnerships

Opportunity to Focus on Labor

3

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SLIDE 88

New Model

Variable Fixed

Previous Model

The Challenge

Long cycle business Global competition Coming from “win-lose” environment

* Opportunity for EBIT Cost Sharing

A New Approach

Fundamental Cultural Shift

4

Market / performance based pay Shared risk/reward Above market wages Guaranteed increases

100% * 35% 65%

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SLIDE 89

Laying the Foundation for Success

Better Understand the Unions Cooperative Partnership Reinforce Expectations

Proactively Managing the Dialogue

5

Capacity, Productivity, and Performance & Functional Excellence

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SLIDE 90

Ensure Stability for our customers and competitiveness of the unit, through an enhanced partnership with a long-term agreement Build the Flexibility required to maintain a healthy business that aligns with the production cycles and productivity challenges Provide Health Care options that Align with the Needs of the Employees, as well as supporting the realities of the economic market conditions through the life

  • f the contract

Align Compensation with market and business performance, while providing baseline protection

Keep The Company Healthy & The Team for The Future Intact

Contract Objectives

6

―Win-Win‖ Outcomes

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SLIDE 91

Key Success Factors

Visible Leadership Educate About Spirit Shared Responsibility Targeted Interaction

Where We Are Today

Creating a Drumbeat on the Floor

7

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SLIDE 92
  • Long Term Agreements in Place
  • IAM, IBEW, UAW, & SPEEA-WTPU
  • Collaborative Relationships
  • Living agreements that can flow with the business
  • Performance Compensation
  • Company & bargaining unit specific performance targets
  • Health Care Cost Escalation
  • Incentives to migrate to lower costs & encourage wellness

Summary

Building on a Solid Foundation

8

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SLIDE 93

9

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SLIDE 94

Jeff Turner President and Chief Executive Officer

March 7, 2012

Closing Comments

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SLIDE 95
  • Positioned on best selling platforms in the business
  • Core business execution is strong — extending life of programs
  • Successfully delivering higher production volumes — increasing

through 2014

  • New programs transitioning to production
  • Focused on execution
  • Financially strong

Long Term Value Creation

Summary

2

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SLIDE 96

3