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SpeedNews Europe 2015 (V12)

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Ideas in Motion

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Transcript of SpeedNews Europe 2015 (V12)

Melting
Forging
Hot Forming
3D Printing
Machining
Assembly
Machining
Assembly
3D Printing
Hot Forming
Forging
Melting
Extruding
Extruding
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New Deliveries On the Cusp...
New Facilities On the Cusp...
RTI Blue
at Various Transparencies
(all croppable)
Transformation
of the
Materials Supply Chain

"One Stop Shop"
Integration
INTEGRATION
STUDIED
GROWTH
UPSTREAM
TRANSACTION
PRODUCED
VARIETY
BENEFITS
PRODUCE
DELIVERY
INTRODUCED
GAINS
PRODUCT
CONTRACT
MARKET-SPECIFIC
COMPLEXITY
COSTS
SUPPLIERS
AVOIDING
HOPE
ACHIEVING
ONE
EXPANSION
COMPANY
OIL
STATIC
FORWARD
SUPPLIER
SUPPLIES
STATE
OWNED
MINIMIZE
TYCOON
BUYERS
APPAREL
INTERDEPENDENCE
RELATED
HELP
MOTION
PROCESS
SOLELY
MATERIALS
SOCIETY-WIDE
TYPES
EXHIBIT CONTRARY
CENTRALIZING
EFFICIENT
MANAGEMENT
DISTRIBUTE
CLIENT
SCALE
PART
PRODUCTS
ANDREW
PROFITS
RETAILERS
PROBLEMS
INTENDED
ACQUISITION
CARNEGIE
RELIANCE
ALONG
AMERICAN
APPLE
INDUSTRY
DOWNSTREAM
THREE
OCTOBER
APPROPRIATE
GROWING
EFFECTIVELY
LOSSES
EXTERNAL
BIBLIOGRAPHY
TYPIFIED
PARTS
INTERMEDIATE
MAIN
OWNER
NEEDED
DIFFER
COSTS
SUPPLY
OFTEN
MIGHT
EXPLICIT
RESULT
STILL
BETTER
CENTERS
ENGAGED
EXAMPLES
CREATE
USED
COMMONLY
STAGES
FIRMS
BACKWARD
MEANS
CONTROLS
TERM
FORD
EMPLOY
CONTRASTED
RANGES
EFFICIENCY
THROUGHOUT
SYSTEM
PARTNERSHIPS
AUTOMOBILE
PROFITABILITY
COMBINE
INTERNAL
E.G
MANUFACTURING
CONCEPT
CALLED
SERVICE
VARIATIONS
FINAL
NINETEENTH
VARIETIES
DESIRED
SECURES
FIRM
TECHNOLOGY
OWNERSHIP
MICROECONOMICS
COMMON
AND/OR
RAW
COMPANIES
USUALLY
FINANCIAL
OWNS
HANDLE
LOWER
CONTROL
CHAIN
ABSTRACTIONS
HIGHER
DISTRIBUTING
DISTRIBUTION
BUSINESS
STYLE
DUE
SELL
USE
SATISFY
CONTRACTORS
PRODUCES
BUSINESSES
VERTICAL
ALTHOUGH
BUSINESSPEOPLE
UNCOMMON
FORM
ECONOMIES
ENTERPRISE
PROBLEM
UNITED
TIRE
CASE
ROUGHLY
INDUSTRIES
WIDE
VERTICALLY
ACCORDING
LEGALLY
MANY
STEEL
INVESTMENT
COMPONENTS
MONOPOLIZE
INPUTS
DOWNSTREAM
HORIZONTAL
SUBSIDIARIES
MARKET
TOWARD
EXAMPLE
ACTUAL
NOTED
SPEAK
SEE
RETAILING
INTEGRATED
CAR
MONOPOLY
BALANCED
DIFFERENT
SYNCHRONIZATION
DEGREE
STRATEGY
1920S
RETAIL
CAPITALIST
EXTENSIVELY
Does the Price of Oil Change the Equation?
Airlines have adopted a voluntary fuel efficiency goal:
Reduce consumption and CO2 emissions (per revenue tonne km) by at least 25% by 2020, compared to 2005 levels. IATA
Achieved through:
Aircraft Efficiency
Infrastructure Improvement
Optimized Traffic Management
Aircraft Structure...
Advanced Alloys & Composites

Additive Manufacturing

Advanced Welding Techniques

Coating & Precise Surfaces
Rutherford, D., & Zeinali, M. (2009, November). Efficiency Trends for New Commericial Jet Aircraft 1960 to 2008. ICCT
Engine Design...
Aerodynamic Design
Lighter Weight Material
More Durable Material
Advanced Mfg. Techniques
Increased Engine Size
Materials/Processes
The Fuel...
Fuel Burn ...
Vertical Integration
of the
Materials
Supply Chain

Courtesy of Airbus
7,281
8,672
9,679
2010
2011
2012
2013
Aerospace Market News, RTI estimates
11,297
12,924
2014
By Plane...
12,904 Total Planes, >9 Years of Production at Current Rates
NEO
MAX
5,193
4,253
818
776
563
350
330
243
152
156
39
31
3,362
2,835
306
A320
737
787
A350
777
C919
A330
CS
A380
MS-21
767
747-8
A320
737
787
A350
777
A380
3%
17%
8%
3%
63%
53%
1%
10%
16%
7%
24%
5%
8%
18%
37%
37%
22%
9%
5%
15%
7%
4%
13%
4%
64%
67%
4%
8%
6%
5%
$
A350XWB
787 Dreamliner
_____________________
Impact
_______
INTEGRATION
STUDIED
GROWTH
UPSTREAM
TRANSACTION
PRODUCED
VARIETY
BENEFITS
PRODUCE
DELIVERY
INTRODUCED
GAINS
PRODUCT
CONTRACT
MARKET-SPECIFIC
COMPLEXITY
COSTS
SUPPLIERS
AVOIDING
HOPE
ACHIEVING
ONE
EXPANSION
COMPANY
OIL
STATIC
FORWARD
SUPPLIER
SUPPLIES
STATE
OWNED
MINIMIZE
TYCOON
BUYERS
APPAREL
INTERDEPENDENCE
RELATED
HELP
MOTION
PROCESS
SOLELY
MATERIALS
SOCIETY-WIDE
TYPES
EXHIBIT CONTRARY
CENTRALIZING
EFFICIENT
MANAGEMENT
DISTRIBUTE
CLIENT
SCALE
PART
PRODUCTS
ANDREW
PROFITS
RETAILERS
PROBLEMS
INTENDED
ACQUISITION
CARNEGIE
RELIANCE
ALONG
AMERICAN
APPLE
INDUSTRY
DOWNSTREAM
THREE
OCTOBER
APPROPRIATE
GROWING
EFFECTIVELY
LOSSES
EXTERNAL
BIBLIOGRAPHY
TYPIFIED
PARTS
INTERMEDIATE
MAIN
OWNER
NEEDED
DIFFER
COSTS
SUPPLY
OFTEN
MIGHT
EXPLICIT
RESULT
STILL
BETTER
CENTERS
ENGAGED
EXAMPLES
CREATE
USED
COMMONLY
STAGES
FIRMS
BACKWARD
MEANS
CONTROLS
TERM
FORD
EMPLOY
CONTRASTED
RANGES
EFFICIENCY
THROUGHOUT
SYSTEM
PARTNERSHIPS
AUTOMOBILE
PROFITABILITY
COMBINE
INTERNAL
E.G
MANUFACTURING
CONCEPT
CALLED
SERVICE
VARIATIONS
FINAL
NINETEENTH
VARIETIES
DESIRED
SECURES
FIRM
TECHNOLOGY
OWNERSHIP
MICROECONOMICS
COMMON
AND/OR
RAW
COMPANIES
USUALLY
FINANCIAL
OWNS
HANDLE
LOWER
CONTROL
CHAIN
ABSTRACTIONS
HIGHER
DISTRIBUTING
DISTRIBUTION
BUSINESS
STYLE
DUE
SELL
USE
SATISFY
CONTRACTORS
PRODUCES
BUSINESSES
VERTICAL
ALTHOUGH
BUSINESSPEOPLE
UNCOMMON
FORM
ECONOMIES
ENTERPRISE
PROBLEM
UNITED
TIRE
CASE
ROUGHLY
INDUSTRIES
WIDE
VERTICALLY
ACCORDING
LEGALLY
MANY
STEEL
INVESTMENT
COMPONENTS
MONOPOLIZE
INPUTS
DOWNSTREAM
HORIZONTAL
SUBSIDIARIES
MARKET
TOWARD
EXAMPLE
ACTUAL
NOTED
SPEAK
SEE
RETAILING
INTEGRATED
CAR
MONOPOLY
BALANCED
DIFFERENT
SYNCHRONIZATION
DEGREE
STRATEGY
1920S
RETAIL
CAPITALIST
EXTENSIVELY
INTEGRATION
STUDIED
GROWTH
UPSTREAM
TRANSACTION
PRODUCED
VARIETY
BENEFITS
PRODUCE
DELIVERY
INTRODUCED
GAINS
PRODUCT
CONTRACT
MARKET-SPECIFIC
COMPLEXITY
COSTS
SUPPLIERS
AVOIDING
HOPE
ACHIEVING
ONE
EXPANSION
COMPANY
OIL
STATIC
FORWARD
SUPPLIER
SUPPLIES
STATE
OWNED
MINIMIZE
TYCOON
BUYERS
APPAREL
INTERDEPENDENCE
RELATED
HELP
MOTION
PROCESS
SOLELY
MATERIALS
SOCIETY-WIDE
TYPES
EXHIBIT CONTRARY
CENTRALIZING
EFFICIENT
MANAGEMENT
DISTRIBUTE
CLIENT
SCALE
PART
PRODUCTS
ANDREW
PROFITS
RETAILERS
PROBLEMS
INTENDED
ACQUISITION
CARNEGIE
RELIANCE
ALONG
AMERICAN
APPLE
INDUSTRY
DOWNSTREAM
THREE
OCTOBER
APPROPRIATE
GROWING
EFFECTIVELY
LOSSES
EXTERNAL
BIBLIOGRAPHY
TYPIFIED
PARTS
INTERMEDIATE
MAIN
OWNER
NEEDED
DIFFER
COSTS
SUPPLY
OFTEN
MIGHT
EXPLICIT
RESULT
STILL
BETTER
CENTERS
ENGAGED
EXAMPLES
CREATE
USED
COMMONLY
STAGES
FIRMS
BACKWARD
MEANS
CONTROLS
TERM
FORD
EMPLOY
CONTRASTED
RANGES
EFFICIENCY
THROUGHOUT
SYSTEM
PARTNERSHIPS
AUTOMOBILE
PROFITABILITY
COMBINE
INTERNAL
E.G
MANUFACTURING
CONCEPT
CALLED
SERVICE
VARIATIONS
FINAL
NINETEENTH
VARIETIES
DESIRED
SECURES
FIRM
TECHNOLOGY
OWNERSHIP
MICROECONOMICS
COMMON
AND/OR
RAW
COMPANIES
USUALLY
FINANCIAL
OWNS
HANDLE
LOWER
CONTROL
CHAIN
ABSTRACTIONS
HIGHER
DISTRIBUTING
DISTRIBUTION
BUSINESS
STYLE
DUE
SELL
USE
SATISFY
CONTRACTORS
PRODUCES
BUSINESSES
VERTICAL
ALTHOUGH
BUSINESSPEOPLE
UNCOMMON
FORM
ECONOMIES
ENTERPRISE
PROBLEM
UNITED
TIRE
CASE
ROUGHLY
INDUSTRIES
WIDE
VERTICALLY
ACCORDING
LEGALLY
MANY
STEEL
INVESTMENT
COMPONENTS
MONOPOLIZE
INPUTS
DOWNSTREAM
HORIZONTAL
SUBSIDIARIES
MARKET
TOWARD
EXAMPLE
ACTUAL
NOTED
SPEAK
SEE
RETAILING
INTEGRATED
CAR
MONOPOLY
BALANCED
DIFFERENT
SYNCHRONIZATION
DEGREE
STRATEGY
1920S
RETAIL
CAPITALIST
EXTENSIVELY
Weight Savings
Reduces Drag
Simplifies Complex Parts

One Stop Shopping Trends
Agenda:
The Sustainability Drivers...
© 2015 Rolls-Royce plc


Courtesy of Airbus
Business Challenges:

If no partner or integration, no leverage to compete.
Coming Soon:
737Max
A320neo
Assembly
Manufacturing
Additive
Hot forming
Extrusion
Forging
Closed-Die
Mill Product
Melting
Raw Material
Metals Supplier Consolidation
Machining
Casting
Unique position/expertise in industry
Integrators must manage own supply chain
Blog.mapsofworld.com
Asian Thematic Maps 11/27/11
Aerospace Market Drivers
Integration of an Industry
Photo courtesy of CFM International, a 50/50 joint company between Snecma (Safran) and GE
(estimates)
12,904
2015
Jan. - June
Vice President - Commercial, Europe & Asia
Alcoa Recent Acquisitions
Advanced
jet engine parts
Titanium & aluminum
structural castings
for both
engines & airframes
Aerospace titanium mill products, machining &
advanced
technologies
Founded in 1888, after inventing process for making aluminum

Global innovation leader in lightweight, high-performance metals, products, solutions

60,000 employees across

30 countries

2014 sales: $23.9 billion

Harry Klein
SpeedNews
EuroRaw 2015

Forward Looking Statements
This communication contains statements that relate to future events and expectations and as such constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include those containing such words as "anticipates", "believes", "could", "forecasts", "intends", "may", "outlook", "plans", "projects" "seeks", "sees", "should", "targets", "will", or other words of similar meaning. All statements that reflect Alcoa's expectations, assumptions or projections about the future other than statements of historical fact are forward-looking statements, including, without limitation, forecasts concerning global demand growth for aluminum, end market conditions, supply/demand balances, and growth opportunities for aluminum in automotive, aerospace, and other applications; targeted financial results or operating performance; statements about Alcoa's strategies, outlook and business and financial prospects; and statements regarding the acceleration of Alcoa's portfolio transformation, including the expected benefits of acquisitions, including the completed acquisition of the Firth Rixon business, TITAL and RTI International Metals, Inc. (RTI). These statements reflect beliefs and assumptions that are based on Alcoa's perception of historical trends, current conditions and expected future developments, as well as other factors management believes are appropriate in the circumstances. Forward-looking statements are subject to a number of risks, uncertainties, and other factors and are not guarantees of future performance. Important factors that could cause actual results to differ materially from those expressed or implied in the forward-looking statements include: (a) material adverse changes in aluminum industry conditions, including global supply and demand conditions and fluctuations in London Metal Exchange-based prices and premiums, as applicable, for primary aluminum, alumina, and other products, and fluctuations in indexed-based and spot prices for alumina; (b) deterioration in global economic and financial market conditions generally; (c) unfavorable changes in the markets served by Alcoa, including aerospace, automotive, commercial transportation, building and construction, packaging, defense, and industrial gas turbine; (d) the impact of changes in foreign currency exchange rates on costs and results, particularly the Australian dollar, Brazilian real, Canadian dollar, euro and Norwegian kroner; (e) increases in energy costs or the unavailability or interruption of energy supplies; (f) increases in the costs of other raw materials; (g) Alcoa's inability to achieve the level of revenue growth, cash generation, cost savings, improvement in profitability and margins, fiscal discipline, or strengthening of competitiveness and operations (including moving its alumina refining and aluminum smelting businesses down on the industry cost curves and increasing revenues and improving margins in its Global Rolled Products and Engineered Products and Solutions segments) anticipated from its restructuring programs and productivity improvement, cash sustainability, technology, and other initiatives; (h) Alcoa's inability to realize expected benefits, in each case as planned and by targeted completion dates, from acquisitions (including achieving the expected levels of synergies, revenue growth or EBITDA margin improvement), sales of assets, closures or curtailments of facilities, newly constructed, expanded, or acquired facilities, or international joint ventures, including the joint venture in Saudi Arabia; (i) political, economic, and regulatory risks in the countries in which Alcoa operates or sells products, including unfavorable changes in laws and governmental policies, civil unrest, imposition of sanctions, expropriation of assets, or other events beyond Alcoa's control; (j) the outcome of contingencies, including legal proceedings, government or regulatory investigations, and environmental remediation; (k) the impact of cyber attacks and potential information technology or data security breaches; (l) the risk that acquisitions (including Firth Rixson, TITAL and RTI) will not be integrated successfully or such integration may be more difficult, time-consuming or costly than expected; (m) the possibility that certain assumptions with respect to RTI or the acquisition could prove to be inaccurate;(n) the loss of customers, suppliers and other business relationships as a result of acquisitions, competitive developments or other factors; (o) the potential failure to retain key employees of Alcoa or acquired businesses; (p) the effect of an increased number of Alcoa shares outstanding as a result of the acquisition of RTI; (q) the impact of potential sales of Alcoa common stock issued in the RTI acquisition; (r) failure to successfully implement, to achieve commercialization of, or to realize expected benefits from, new or innovative technologies, equipment, processes, or products, including the Micromill (TM), innovative aluminum wheels, and advanced alloys and (s) the other risk factors summarized in Alcoa's Form 10-K for the year ended December 31, 2014, and other reports filed with the Securities and Exchange Commission. Alcoa disclaims any obligation to update publicly any forward-looking statement, whether in response to new information, future events or otherwise, except as required by applicable law. Market projections are subject to the risks discussed above and other risks in the market. Nothing on Alcoa's website is included or incorporated by reference herein.
The information discussed today in this presentation was discussed by Alcoa in a prior public presentation. Any guidance or outlook information included in this discussion is being presented for background purposes and speaks as of the date it was originally presented (as indicated in the "Source" footnote to the applicable slide).
Alcoa is not updating or affirming any of such guidance or outlook information as of today's date, but simply recapping the information as it was originally presented in the prior public presentation.
Important Information
ATEP
Alcoa Titanium and Engineered Products

Charleston, SC - 787 Final Assembly Line
Mobile, AL - A320 Family Final Assembly Line
LaPorte, IN - Alcoa Advanced Engine Parts Manufacturing
Lafayette, IN - Alcoa Aluminum-Lithium Plant - Oct. 2014
Non-GAAP Financial Measures

Some of the information in this presentation is derived from Alcoa's consolidated financial information but is not presented in Alcoa's financial statements prepared in accordance with accounting principles generally accepted in the United States of America (GAAP). Certain of these data are considered "non-GAAP financial measures" under SEC rules. These non-GAAP financial measures supplement our GAAP disclosures and should not be considered an alternative to the GAAP measure. Reconciliations to the most directly comparable GAAP financial measures and management's rationale for use of the non-GAAP measures can be found in the Appendix to this presentation. Any reference to historical EBITDA means adjusted EBIDTA, for which we have provided calculations and reconciliations in the Appendix. Alcoa has not provided a reconciliation of any forward-looking non-GAAP financial measure to the most directly comparable GAAP financial measure, due primarily to variability and difficulty in making accurate forecasts and projections, as not all information necessary for a quantitative reconciliation is available to Alcoa without unreasonable effort.
Aerospace Market News, June 2015, Boeing, Airbus
Robust Aerospace Fundamentals
The Passengers...
Boeing Current Market Outlook 2015
Emerging Asia adds 100M new passengers
each year and drives CAGR in travel demand (2014-2034).
The Airline Monitor June 2015, Teal Group April 2015, and Forecast International April 2015.
Forecasted values are in 2015 constant dollars. 1). Boeing Current Market Outlook 2015. 2). The Airline Monitor June 2015
Alcoa July 8, 2015 Earnings Presentation
Full transcript