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### Viewing cable 06RIODEJANEIRO601, BRAZIL'S EMBRAER: SEEKING A U.S. DEFENSE RUNWAY FROM

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Reference ID | Created | Released | Classification | Origin
--- | --- | --- | --- | ---
06RIODEJANEIRO601 | 2006-11-01 16:57 | 2011-07-11 00:00 | UNCLASSIFIED//FOR OFFICIAL USE ONLY | Consulate Rio De Janeiro

`

    VZCZCXRO6533
    PP RUEHRG
    DE RUEHRI #0601/01 3051657
    ZNR UUUUU ZZH
    P 011657Z NOV 06
    FM AMCONSUL RIO DE JANEIRO
    TO RUEHC/SECSTATE WASHDC PRIORITY 3031
    INFO RUEHBR/AMEMBASSY BRASILIA 9453
    RUEHSO/AMCONSUL SAO PAULO 4367
    RUEHRG/AMCONSUL RECIFE 2723
    RUEHBU/AMEMBASSY BUENOS AIRES 0481
    RUEHMN/AMEMBASSY MONTEVIDEO 0320
    RUEHAC/AMEMBASSY ASUNCION 0330
    RUEHSG/AMEMBASSY SANTIAGO 0165
    RUEHOT/AMEMBASSY OTTAWA 0015
    RUEKJCS/SECDEF WASHINGTON DC
    RUCOMFA/HQ USSOUTHCOM J3 MIAMI FL
    RUEANHA/FAA NATIONAL HQ WASHINGTON DC
    RUEATRS/USDOT WASHDC

` `

    UNCLAS SECTION 01 OF 03 RIO DE JANEIRO 000601

    SIPDIS

    STATE PASS USTR:SCRONIN/MSULLIVAN
    USDOC FOR 3134/USFCS/OIO/WH/SHUPKA
    USDOC FOR 4332/ITA/MAC/WH/OLAC/JANDERSEN/ADRISCOLL/MWAR D
    STATE PASS OPIC FOR MORONESE, RIVERA, MERVENNE
    STATE PASS EXIM FOR NATALIE WEISS, COCONNER
    STATE PASS USTDA FOR AMCKINNEY
    AID/W FOR LAC/AA

    SENSITIVE
    SIPDIS

    E.O. 12958: N/A
    TAGS: ETRD EAIR MARR BEXP BR
    SUBJECT:  BRAZIL'S EMBRAER:  SEEKING A U.S. DEFENSE RUNWAY FROM
    WHICH TO SOAR

    ¶1.  (U) Summary:  On October 21 Admiral Edmund P. Giambastiani Jr.,
    Vice Chairman of the Joint Chiefs of Staff, the Ambassador, and the
    Consul General met with Embraer President & CEO Mauricio Novis
    Botelho and Executive Vice President for Defense and Government
    Market, Luiz Carlos Aguiar, to review bilateral commercial relations
    between the U.S. and Brazil.  Our Brazilian interlocutors discussed
    Embraer's recent history and strong financial status, the company's
    success in the regional and executive jet markets, and its desire to
    continue doing business with the U.S., particularly in the defense
    "niche market."  Admiral Giambastiani emphasized the USG's need for
    joint service platforms that maximize military utility and cost
    efficiency.  End summary.

    EMBRAER'S POSITIVE RISK PROFILE

    ¶2.  (U) Embraer's Botelho said he thought it would be fruitful to
    talk about the benefits that both countries can gain with increased
    partnership.  He started out by focusing on Embraer's positive
    financial status and risk profile, stating that he feels that
    Embraer is a "good example of what free trade is all about," with US
    20 billion dollars in exports last year and 10 billion dollars in
    imports.  12 to 14 billion dollars worth of goods and services were
    exported just to the US.  Those statistics put Embraer just behind
    Airbus (France) and Boeing (US) in the aircraft market, and vying
    for third place with Bombardier (Canada).  Botelho indicated that
    Bombardier is technically bigger in terms of overall revenue, but
    that Embraer has surpassed Bombardier in commercial aircraft.
    Embraer represents approximately 50 percent market share at present
    in 36 to 126-passenger aircraft.

    ¶3.  (U) Operating in 69 countries, the company enjoys excellent
    financial status and recently received an investment grade rating by
    both Standard and Poors and Moody's.  The company has a nearly US 14
    billion dollar backlog of solid orders and an additional almost 15
    billion dollars in options, totaling more than 2,000 aircraft, and
    it has been ranked as one of the largest Brazilian exporters since
    ¶1997.  It is a major player on commercial aircraft, and has a niche
    operation in the defense market.  In the U.S., Embraer has
    facilities located in Ft. Lauderdale and in Nashville.  In addition,
    it recently announced that it will establish facilities in New
    Hartford, CT and an additional one in Ft. Lauderdale, as well as one
    in Mesa, Arizona which will potentially employ 250 workers.
    Currently, Embraer has 38 additional service centers to sustain its
    fleet of business jets.

    ¶4.  (U) Embraer has developed risk-sharing partnerships with major
    U.S. aerospace companies, including General Electric Engine Company,
    Allison Engines (later purchased by RR), Honeywell, Hamilton
    Sundstrand, C&D, and Goodrich.  It also has relationships with
    suppliers distributed among 25 U.S. states, and estimates that more
    than 7,000 U.S. jobs were either created or maintained in 2005 from
    a component purchase.  More than 1200 aircraft have been sold to the
    U.S., including 345 turboprops and about 800 jets. Airline customers
    include American Eagle, Continental Express, Republic Airways,
    Midwest, Tran States, Mesa, Gecas, US Airways, and Jet Blue.
    Botelho characterized the 70-80, 100, and 126-seat jets as "small
    big jets", saying they really don't meet the criteria of regional
    jets anymore given their passenger capacity and comfort.

    INVESTMENT IN THE FUTURE AND "PROTECTING THE CAMP"

    ¶5.  (U) According to Botelho, the history of Embraer shows a
    successful evolution from a state-owned enterprise to privately held
    corporation.  State-owned until December, 1994, it was privatized in
    1995, when current management took control.  In 1997, it reached
    break-even in terms of profitability, and since then has steadily
    grown.  Embraer employs 19,000 employees worldwide, including 3,000
    outside of Brazil, and has more than 4,000 engineers.  From 2001 to
    2005, about 540 engineers graduated with master's degrees
    specializing in aeronautical engineering, all paid for by Embraer.
    As Botelho says, "it's a business based on knowledge."  The

    RIO DE JAN 00000601  002 OF 003

    Ambassador complimented Botelho on training some of the world's best
    engineers and observed that Embraer is currently suing Gulfstream
    for recruiting some of them away.  Botelho said, laughing, "the
    Admiral will understand this.  We have to protect our camp."

    ¶6.  (U) Adm. Giambastiani acknowledged that skilled people are in
    tremendous demand, and asked what had brought Embraer to the
    decision to provide the training.  Botelho said that they had
    analyzed the situation and realized there was not enough flow in
    Brazilian universities to supply the demand.  It was not the level
    or quality of education available; Embraer's parastatal parent was
    created in the 1950s, and its first dean had previously been the
    head of the aeronautics department at MIT, so it was created with
    the same curriculum and standards.  "But," said Botelho,
    "Competition is heavy.  The investment banking sector takes a lot of
    our engineers away. . . it is really our biggest competitor."

    COMPANY STRUCTURE

    ¶7.  (U) Embraer restricts voting power to five percent for any
    shareholder, and limits foreign ownership to that of 2/3 of the
    Brazilian shareholders.  Botelho indicated that if any shareholder
    reached 35 percent, Embraer would be forced to open the company to a
    100 percent public offering.  The GOB retains one voting share, to
    assure veto power on such proposals as new military programs,
    transfer of technology to other countries, changes in the bylaws,
    and the ability of someone else to purchase the company.  However,
    said Botelho, even if a prospective buyer could achieve government
    buy-in, the company is further protected: the prospective buyer has
    to meet an asking price that is the value of the company plus 50
    percent.  As Botelho said, "That makes it less attractive."  Embraer
    shares are traded on the NYSE and Sao Paulo Stock Exchange at 60
    percent and 40 percent of its shares, respectively-further
    protection through market diversification.

    FROM CORPORATE JETS . . .

    ¶8.  (U) The Ambassador turned the conversation to small, private
    business jets.  Botelho said that five years ago, Embraer launched
    the Legacy aircraft, with the intent to understand and learn how the
    market for small, executive jets works.  They "learned a lot," and
    the Legacy-600 was born.  From there, they launched a couple of new
    product lines with specialized or niche markets.  They do not plan
    to build large numbers of these craft, but the intent is to "show
    the market that they are following demand." They are also competing
    effectively with larger and/or more expensive aircraft in terms of
    comfort and features offered; Legacy aircraft are being very well
    received, with about 320 orders so far, projected to be ready in two
    tranches in mid-2008 and mid-2009.  The executive jet market is
    growing, and Botelho believes it will keep growing.  As for defense,
    he sees that as a "niche operation, with some opportunities."

    TO POSSIBLE DEFENSE SALES TO THE USG

    ¶9.  (SBU) The Admiral stated that while he does not negotiate
    contracts, he would be happy to respond to Embraer's questions
    regarding the direction in which the US is moving, in particular
    with respect to intelligence, reconnaissance and surveillance (ISR)
    aerial manned platforms.  Adm. Giambastiani explained to Embraer
    President Botelho and Vice President Aguiar that he is co-chairman
    of the USG's Defense Acquisition Board and that all programs for
    acquisition go through the Board.  While there are a variety of
    other mechanisms within OSD for contract solicitation, no programs
    can go through without the Board's approval.

    ¶10.  (SBU) Botelho said that Embraer looks at the defense market not
    so much as competing with U.S. firms, but complementing U.S.
    partners in competing for defense work.  The reliability of its
    originally proposed Aerial Common Sensor (ACS) aircraft [E-145] is
    estimated at 99.75 percent.  With prime contractor Lockheed Martin,
    Embraer had been contracted to deliver 38 aircraft for the US Army,

    RIO DE JAN 00000601  003 OF 003

    and 19 aircraft for the US Navy, with deliveries anticipated from
    2009 to 2017.  The contract was awarded in August 2004 and
    terminated in Jan. 2006.  Botelho said that by the time the contract
    was awarded, the ACS platform complied in total with stated
    requirements, but when the program became Joint with the Navy and
    requirements grew,  it became evident that the E-145 could not meet
    the increased weight, power and cooling requirements.  Embraer
    worked rapidly and flexibly to offer the larger E-190 instead, but
    it was not feasible to effect the mission payload integration within
    the costs of the program and the contract was terminated by the
    Army.  It "would have been a big hit for Embraer to serve the U.S.
    government and to open new opportunities abroad," Botelho said
    ruefully.  As he put it, "Our situation today is that we have the
    conditions to keep supplying value.  Where and how are the
    questions.  I honestly do not know if there is additional
    opportunity, and would like to hear from the U.S."

    ¶12.  (SBU) The Admiral noted that a series of studies was
    commissioned in the U.S. as to whether manned or unmanned platforms
    would meet future military requirements.  Unmanned platforms do not
    meet all those needs, so there will be a program for a manned ISR
    platform.  However, the program will be Joint from its inception,
    incorporating all Army and Navy needs up front.  He said, "You will
    see the U.S. come back in for solicitations and bids in 2007,"
    cautioning once again that he does not handle that, but will be
    reviewing requirements and cost drivers.  But as he said, "We are
    serious about the program.  But it must be a joint program, a joint
    operation, and a common platform."  The Admiral stressed that the
    U.S. military's focus for the future would be capability,
    reliability, and cost effectiveness, including examining long-term
    life cycle costs and energy efficiency.  Botelho closed by saying
    "We will compete strongly!"

    ¶13.  (U) This cable was cleared by Ambassador Sobel and Admiral
    Giambastiani's staff.

    Martinez

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