Auditor Workshop July 30, 2009

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Auditor WorkshopJuly 30, 2009
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Executive Management

Marshall LarsenChairman, President and Chief
Executive Officer




Terry LinnertExecutive Vice President
Administration andGeneral Counsel
Jennifer PollinoSenior Vice President Human
Resources
Jerry WitowskiExecutive Vice President
Operational Excellence and Technology
Scott KuechleExecutive Vice President and Chief
Financial Officer
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Organization

Marshall LarsenChairman, President and Chief
Executive Officer
Landing Gear
Aerostructures
Sensors and Integrated Systems
Aircraft Wheels and Brakes
Interiors
Engine Control and Electrical Power Systems
Actuation Systems
Customer Services
ISR Systems
Engine Components
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Global Presence
Over 80 locations around the world
Europe United Kingdom France Germany N.
Ireland Poland Scotland
Americas Brazil United States Canada Mexico
Mid. East, Asia and Australia Australia China Indi
a Indonesia Singapore Dubai
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Goodrich Culture
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Key New Programs Add Balanced Future Growth
Commercial
Military
C-5 Re-Engine
F-35 Lightning II
787 Dreamliner
A350XWB Nacelle
2010
Pratt and Whitney PurePower PW1000G Engine
DB-110 Reconnaissance Pod
Small Engine Controls
A380 Program
2008
Year in which significant sales are
expected to begin
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Airbus A380 and Boeing 787 Dreamliner
Airbus A380
Boeing 787 Dreamliner

• Main body wing landing gear
• Evacuation slides
• Exterior lighting
• Variable frequency electric power system
• Flight controls
• Primary and standby air data systems
  (SmartProbeTM)
• Ice detection system
• Cargo mechanical system
• Cabin attendant and cockpit occupancy seating
• Pylon aft fairings and rear secondary structure
• Trent 900 engine sensor suite and fuel delivery
  system
• Engine build-up (GP7200)

• Nacelles and thrust reversers
• Wheels and electric braking system
• Cargo handling system
• Exterior lighting
• Flight deck lighting
• Cabin attendant seating
• Proximity sensing system
• Fuel quantity indicating system / fuel management
  software
• Engine control system (Trent 1000)

Significant market penetration on major new
commercial programs
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Lockheed Martin F-35 Lightning II
F-35 Lightning II

• Landing system
• Anti-icing system
• Weapons bay door drive actuation
• Fuel quantity gauging components
• Ice Detection system
• Lift-FanTM drive shaft and couplings
• Lift-FanTM clutch material (STOVL version)
• Modulated exhaust cooling duct

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Aftermarket Services

• Commercial and military - accounts for around 45
  of sales
• Component maintenance and aircraft heavy
  maintenance
• Global customer services approach
• Enterprise Business Portal
• Customer Support Management
• MRO Campuses
• Cross-SBU Business Development
• AOG Support

Making it easier to do business with Goodrich
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Goodrich Strategic Objectives
Top Quartile Aerospace Returns
Leverage the Enterprise
Balanced Growth
Operational Excellence

• Achieve excellence in quality and delivery
• Drive breakthrough change in product and
  development costs through Continuous Improvement
• Drive coordinated global supply chain and
  manufacturing strategies

• Create value for customers and Goodrich
• Protect and grow the military market
  opportunities
• aftermarket
• Position for new platforms through technology and
  cost leadership
• Capture high growth

• Embed Goodrich Culture Values, People
  Philosophy, and Continuous Improvement
• Leverage cross-SBU resources and capabilities
• Improve and simplify customer interfaces
• Prioritize investments

Clear Strategy, Robust Execution, Superior Results
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Summary

• Leading global aerospace and defense supplier
• Broad product portfolio and balanced business
  mix
• Significant wins on major new commercial and
  military aircraft platforms - positioned for
  future growth
• New technologies driving expansion into defense
  and homeland security markets
• Strong focus on enterprise excellence
• Entrepreneurial culture and highest standards of
  integrity

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Expectations from a AQMS Assessment

• Open-Honest Dialog
• Open to discussion regarding interpretation of
  requirements
• Competent/Objective Assessors
• Understanding of standards
• Understanding of industry requirements
• Confidentiality
• Audit to requirements not expectations or
  perceptions of best practices
• Provide clearly written final report that can be
  used to complete N/C
• No surprises in terms of findings and
  classification of findings
• Disclose findings when found, not during final
  briefing

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Expectations from a AQMS Assessment

• Identify Best Practices (Industry, Company)
• Identify any non-conformances within system
• Identify Opportunities for Improvement
• Provide thorough assessment
• No soft grading
• Increased process effectiveness
• Verification of effective AQMS
• Provide Value added assessment

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Value Added- AQMS Assessments

• Issues identified within AQMS
• Increased customer confidence in AQMS
• Increased confidence in quality of product
• Reduction in customer assessments
• Continual Improvements
• Ability to sharing Best Practices
• Ability to review issues identified at a specific
  site and extend to other locations

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Questions
Document is subject to controls and restrictions
on first page.