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Jackson joins AAR

AAR CORP has announced that Cheryle R Jackson has joined the senior leadership team of AAR as Vice President of Government Affairs and Corporate Development. Jackson, who recently ran for Illinois US Senate, served as president and CEO of the Chicago Urban League since October 2006 during one of the most transformational periods of growth for the venerable 94-year-old civil rights organization. “Cheryle has an extraordinary background and brings a unique perspective to AAR,” said David P. Storch, Chairman and Chief Executive Officer of AAR CORP. “Cheryle’s diverse experience in economic development, government, transportation and media will be invaluable as we grow the business and expand our international presence. I am thrilled that she is bringing the visionary, passionate and results-driven leadership that transformed the Chicago Urban League to AAR.” As Vice President of Government Affairs and Corporate Development, Jackson will help coordinate the Company’s strategies and plans to drive growth and will oversee the development and execution of its branding, government relations, communications, and strategic partnerships and alliances. “AAR is a wonderful, global company with a tremendous history,

based right here in Illinois,” said Jackson. “I am excited to join AAR and contribute to the continued success of the business, particularly now. Over three years ago, I joined the Chicago Urban League to answer the question, ‘How do you help connect people to jobs where few exist?’ Now the nation is asking that same question. I believe that helping companies with strong entrepreneurial spirits, like AAR, can make an impact. This is also an incredible opportunity to connect more women and minorities to the aerospace industry.”

Lufthansa Technik - solid in 2009

In 2009, the most difficult year so far in the airline crisis, the Lufthansa Technik Group bucked the general trend in the maintenance, repair and overhaul (MRO) sector, achieving a EUR 246 million (+ 6.6 percent) increase in revenue to EUR 4.0 billion. While it was possible to improve the operating profits by 5.7 percent to EUR 316 million, the operating margin retreated slightly by 0.5 percent to 8.3 percent. “Lufthansa Technik’s key financials show

that we have significantly outperformed the MRO market as a whole,” said the CFO of Lufthansa Technik AG, Dr. Peter Jansen, at the company’s annual press conference on March 17 in Hamburg. The number of customers rose 3.4 percent year-on-year to 691 and the number of aircraft under support contracts by as much as 14.2 percent to a total of 2,028. Revenue generated with Lufthansa Group

companies increased by EUR 165 billion (+ 11 percent) to EUR 1.7 billion in 2009 as a result of an increase in the Group’s fleet size and a high number of orders. Revenue

from non-Group customers was negatively affected by the slide of the dollar, but could nevertheless be increased by 3.7 percent to EUR 2.3 billion. As a result, its share of total revenue amounted to 58.0 percent (2008: 59.6 percent). The company’s operating margin was 7.4 percent in 2009. “The Lufthansa Technik Group’s business

profitability remains at a good level,” says Jansen, “as does its value creation.” The equity ratio in 2009 stood at 26.2 percent and the debt-to-equity ratio at 30.2 percent. “This means that our financial situation is still very sound.” Operating expenses climbed by EUR

230 million (+6.4 percent) to EUR 3.8 billion, mostly driven by the increase in the cost of materials, which rose by EUR 151 million (+8.3 percent) to EUR 2.0 billion. Personnel costs grew by 4.9 percent to EUR 1.1 billion. At EUR 679 million, other operating expenses were up 4.1 percent, due to higher provisions and greater use of temporary personnel. At EUR 121 million, investments made

by Lufthansa Technik AG in 2009 - related primarily to spare engines, new machines, and technical equipment - were slightly down on the previous year (-0.8 percent), but still well above the long-term average of EUR 105 million. The workforce of the 20 consolidated

companies increased by 2.9 percent to 19,758 as a result of the integration of Lufthansa Technik Switzerland and the expansion of the workforce at Lufthansa Technik AG. Across all direct and indirect affiliates and associates, the Lufthansa Technik Group employed over 26,000 employees in total. “The development of our figures on

performance, revenue, profit and value creation show that in 2009 we succeeded in thwarting the airline crisis and growing profitably,” said Jansen. “However, as an MRO business and therefore a belated indicator in the economic development of the aviation industry, we will doubtless feel some effects of the crisis in 2010/2011.”

Aviation Maintenance | | April/May 2010 7

CFM Opens New CFM56 Training Center in Hyderabad

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CFM International (CFM) has formally opened the new CFM56 Training Center in Hyderabad. The facility, the fourth such engine maintenance training center for CFM56 customers worldwide, has the capacity

to train 500 engineers annually and mirrors those in China, France, and the United States. There are currently more than 500 CFM56 engines in service

in India and Southern Asia, including Bangladesh, Bhutan, and Sri Lanka, powering Airbus A320 and Boeing 737 aircraft. The first students were scheduled to begin training the week of March 8, 2010. This new state-of-the-art training center, which is fully certified by the Indian Directorate General of Civil Aviation

(DGCA), will represent an investment of approximately $15 million US by CFM over the next decade, including initial start-up costs. “It gives me great pleasure to open this new CFM56 training

center on behalf of CFM,” said Eric Bachelet, president and CEO of CFM International. “We felt that Hyderabad in general, and the Rajiv Gandhi Airport in particular, was the logical location for this new facility. The area is rapidly establishing itself as a regional leader for excellence in aviation and we are proud to be part of it. This CFM facility will provide extensive maintenance training that we believe is simply unequalled in the region.” Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64