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Sukhoi Civil Aircraft Company

Executive conference

24 October 2007

London

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INVESTOR PRESENTATION

Sukhoi Superjet 100 in brief

Current Program status

SCAC IFRS results

Contact information

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General Company Information

Sukhoi Civil Aircraft Company (SCAC) was established in 2000 toimplement civil projects of Sukhoi

Core project: development of Sukhoi Superjet 100 aircraft family with 78and 98 seat capacity, base and longer range versions (with potentialdevelopment of more seating capacity aircraft, as well as business andcargo versions)

Sales target: at least 800 Superjet 100 a/c (78 and 98 seats) to bemarketed until 2024

SCAC has a strategic partner - Alenia Aeronautica (Italian concernFinmeccanica) Joint activities in sales and after-sales support

Raising project financing in proportion to shareholding

Superjet 100 Project enjoys the Government support of Russia, Italy,France

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Mission and Strategy

SCAC mission is to meet and exceed the expectations of airlines and theirpassengers creating safe, innovative and efficient aircraft for them

The company aims at being a responsible member of the world community,known and respected all over the world.

The company is responsible for:

The shareholders and investors

The company focuses on efficient use of the available resources andseeks to maximize the profit.

The customers

SCAC delivers its customers high-quality products that are really valuefor money and supports the products during the whole life cycle.

The employees

The company focuses on creating favorable conditions forprofessional and personal growth of its employees. SCAC aims atmaintaining the work-life balance.

The world community

The company is concentrating on minimizing the negative impact of itsoperations on the environment. SCAC manufactures products thatmeet and exceed the most advanced environmental standards.

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SCAC Goals

Short-term goals

2008-2010

Perform SSJ100 ground and flight tests

Providing 1st SSJ 100 to the Customer

Ensure an initial level of SSJ 100 production and sales

in key markets

Launch efficient sales and after sales systems

Prove declassed characteristics of the plane

Medium-term

goals

2011-2015

Reach 1.7 bn dollars annual turnover

Reach efficient results in the after sales business

Long-term goals

2016-2024

Capture 20% share of the regional jets market

Reach 2.0 Bn dollars annual turnover

Create a global brand, the core values of which are flight

safety and comfort for passengers, operation efficiency

for airlines and no negative emissions for the

environment

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Worldwide cooperation

NORTH

AMERICA

EUROPE

RUSSIA

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Project partners

Avionics

Flight control system,

Life support system

Undercarriage

Fuel system

Oxygen

system Hydraulic system

Power supply

system

Auxiliary power unit

Air-engine

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Strategic Partnership

with Alenia Aeronautica

The Sukhoi SuperJet 100 project is run jointly with a Strategic Partner – Alenia

Aeronautica being a member of one of the largest European engineering concerns,Finmeccanica Group.

Cooperation with Alenia provides for:

Alenia to acquire an equity interest in SCAC of at least 25%+1 share

Joint Program financing plan includes mutually agreed parameters for equity capitalincreases and raising debt financing (loans) as well as government financing (bothfrom the Russian and Italian governments)

Joint Venture Company is based in Italy for sales and after-sales servicing ofdelivered Superjet 100 family aircraft internationally

Alenia provides for competences in the area of project control, sales, after-salessupport, marketing and provides for human resources

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Start of final assembly of 1st

aircraft for flights

Program Schedule

Roll-out

2005 2006 2007 2008

Type certificate

(Landing category II)

Start of certification tests

6th Airlines Advisory Board

Delivery of 1st aircraft for

static tests

CDR –

Configuration freeze

5th Airlines Advisory Board

7th Airlines Advisory Board

2009

First flight

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September 26, 2007, Komsomolsk-on-Amur

Roll out

The Project is going according to the schedule.

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ITALI Airlines

(10+10option)

Armavia

(2+2option)

Dal-avia

(6+4option)

Air Union

(15+15option)

Financial Leasing

Company (10)

Aeroflot-Russian

Airlines (30)

Financial LeasingCompany (10)

Aeroflot-Russian Airlines(30)

Air Union (15+15option)

Dal-avia (6+4option)

Armavia (2+2option)

ITALI Airlines(10+10option)

SCAC Current Portfolio

At the present moment SCAC has 73 fixed order for SuperJet100 and 31 options what amounts to accordingly $ 3.1 Bn incatalogue prices 2007.

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Advantages of SSJ 100

High level of airframe components and systems unification.

Availability of different aircraft configuration

Development and use of innovative design

Compliance with EASA and FAA requirements

Development of the aircraft on the basis of airlines’

requirements

Use of all classes landing field (A. B. C).

Ability to operate in tough meteorological conditions

High fuel efficiency

Low training, operational and maintenance costs

High safety level due to use of well-known suppliers

High comfort level

Entering market pricing policy

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Sukhoi Superjet 100 Performance Landmarks

Items Values, in $ mln

Sales of Superjet 100 jets 800 a/c

Project revenue 27 456

Breakeven point, year 2011

Payback point, year 2013

Total cost of project Sukhoi

SuperJet 100 development 1 378

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Sources of financing for 2007–2009:

Contribution

to equity capital

$ 285 mln.

Loans and borrowings

Government support

Russia

$ 340 mln.

Credit

EBRD

100 mln.euro

Credit

ЕDB

150 mln.euro

Credit

Sberbank

100 mln.euro

Credit

VEB

$ 50 mln.

Bond issue

5 bln.rub

Credit line

VTB

10 bln.rub

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Sales Financing

SuperJet 100 during 2008 – 2010

40% 30%SPV

- specially established company

for realization the contract for

delivery SSJ

Contribution

to equity capital

from contracting parties

Asset securitization

SPVCarbon creditBank loans

France Government

/ COFACE

Russia Government

/ Vnesheconombank

Italy Government

/ SACE

Executive financial

institutes

(banks, leasing companies etc.)

FINANCING

Interest (leasing)

rates financing

GUARANTEE(according to OECD rules)

before 85%

GOVERNMENT SUPPORT OF SALES FINANCING BY COUNTRIES-PARTICIPANTS

MARKET INSTRUMENTS OF SALES FINANCING

COUNTERGUARANTEE

before 35%

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SCAC IFRS RESULTS (2005-1h2007)

Item (in US$ thousand) 1half2007 2006 2005

Total assets 534,922 311,193 116,828

Non-current assets

Current assets

Total equity

inc. Share capital

Accumulated losses

Non-current liabilities

inc. loans and borrowings

Current liabilities

380,288 238,701 108,828

154,634 72,492 7,189

245 1,604 3,472

26,083 26,083 26,083

(26,230) (24,851) (22,807)

400,421 246,148 66,863

374,514 227,211 66,863

134,256 63,441 45,682

Источник ЗАО «ГСС»

source: SCAC

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SCAC IFRS RESULTS (2005-1h2007)

Item (in US$ thousand) 1half2007 2006 2005

Revenue

Cost of sales

338 979 3,805

(73) (689) (4,113)

Gross profit/(loss)

Government grants

relating to income

Operating loss

Loss before taxing

Net loss for the period

supplemental information:

Government support

265 290 (308)

18,338 19,443 -

(3,007) (7,077) (10,639)

(1,255) (1,882) (12,189)

(1,379) (2,044) (9,508)

45,600 78,000

Источник ЗАО «ГСС»

source: SCAC

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Contacts:

Maxim S. Grishanin

SCAC Senior Vice-President, Economics & Finance

Phone +7 (495) 727-19-88 e-mail: M_grishanin@scac.ru

Thank you for your attention!