Auditor Workshop July 30, 2009

Executive Management Scott Kuechle Executive Vice President and Chief Financial Officer Terry Linnert Executive Vice President Administration and General Counsel Jennifer Pollino Senior Vice President Human Resources Jerry Witowski Executive Vice President Operational Excellence and Technology Marshall Larsen Chairman, President and Chief Executive Officer Jack Carmola Segment President Actuation and Landing Systems Cindy Egnotovich Segment President Nacelles and Interior Systems Curtis Reusser Segment President Electronic Systems

Organization Landing Gear Aircraft Wheels and Brakes Actuation Systems Engine Components Aerostructures Interiors Customer Services Sensors and Integrated Systems Engine Control and Electrical Power Systems Marshall Larsen Chairman, President and Chief Executive Officer Actuation and Landing Systems Jack Carmola Segment President Nacelles and Interior Systems Cindy Egnotovich Segment President Electronic Systems Curtis Reusser Segment President ISR Systems

Global Presence Americas Brazil United States Canada Mexico Europe United Kingdom France Germany N. Ireland Poland Scotland Over 80 locations around the world Mid. East, Asia and Australia AustraliaChina IndiaIndonesia SingaporeDubai

Goodrich Culture

Key New Programs Add Balanced Future Growth C-5 Re-Engine Small Engine Controls A380 Program F-35 Lightning II * Year in which significant sales are expected to begin Commercial Military Pratt and Whitney PurePower PW1000G Engine 2008* 787 Dreamliner 2010* A350XWB Nacelle DB-110 Reconnaissance Pod

Airbus A380 and Boeing 787 Dreamliner Significant market penetration on major new commercial programs Airbus A380Boeing 787 Dreamliner  Main body & wing landing gear  Evacuation slides  Exterior lighting  Variable frequency electric power system  Flight controls  Primary and standby air data systems (SmartProbe TM )  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)

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-Fan TM drive shaft and couplings  Lift-Fan TM clutch material (STOVL version)  Modulated exhaust cooling duct

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

Goodrich Strategic Objectives Top Quartile Aerospace Returns Operational Excellence Leverage the Enterprise Balanced Growth  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

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

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

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

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

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