Marshall Larsen

Goodrich Corporation
Chairman, President and CEO

Citigroup 20th Annual

Global Industrial Manufacturing Conference
March 6, 2007

1
 Forward Looking Statements

Certain statements made in this presentation are forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995 regarding the Company's future plans,
objectives and expected performance. The Company cautions readers that any such forward-
looking statements are based on assumptions that the Company believes are reasonable, but are
subject to a wide range of risks, and actual results may differ materially.

Important factors that could cause actual results to differ include, but are not limited to: demand
for and market acceptance of new and existing products, such as the Airbus A350 XWB and A380,
the Boeing 787 Dreamliner, the Embraer 190, the Dassault Falcon 7X, and the Lockheed Martin F-
35 Lightning II and F-22 Raptor; the health of the commercial aerospace industry, including the
impact of bankruptcies and/or mergers in the airline industry; global demand for aircraft spare
parts and aftermarket services; and other factors discussed in the Company's filings with the
Securities and Exchange Commission and in the Company's February 1, 2007 Fourth Quarter 2006
Results press release.

The Company cautions you not to place undue reliance on the forward-looking statements
contained in this presentation, which speak only as of the date on which such statements were
made. The Company undertakes no obligation to release publicly any revisions to these forward-
looking statements to reflect events or circumstances after the date on which such statements
were made or to reflect the occurrence of unanticipated events.

2
 Company Overview - Goodrich

GR Portfolio Attributes Results

ƒ Proprietary products
ƒ Non-discretionary repair/
replacement cycles
ƒ Large installed base drives
aftermarket sales
ƒ Participation on every large
commercial and regional jet platform
ƒ Significant defense & space presence
ƒ More predictable revenue
and income growth
ƒ Significant margin potential
ƒ Sustainable leadership
positions
ƒ Diverse product portfolio and
balanced customer base

3
 Goodrich – Strategic Imperatives
Top Quartile
Aerospace
Returns
Leverage the
Balanced Growth
Enterprise
• Use portfolio mass and • Manage investments at
breadth to capture the portfolio level
market share • Provide Enterprise
• Pursue Military Markets Shared Services
and Government funding • Leverage SBU
opportunities capabilities into
• Win new program integrated, higher level
positions systems
• Aftermarket products • Simplify customer
and services expansion interfaces – act as “One
Company”
Operational
Excellence
• Push aggressive Supply
Chain Management and
Continuous
Improvement
• Drive breakthrough
change in product and
development costs using
LPD and DFSS
• Improve Enterprise
manufacturing and
engineering efficiencies
4
 Balanced Growth
Full Year 2006 Sales by Market Channel

Total Defense and Other Total Commercial OE

6%
Space 33%
Boeing
25% Commercial OE
9%

Defense & Airbus

Space, OE & Commercial OE
Aftermarket 17%
25% OE

AM Regional,
Business & Gen.
Av. OE
7%

Large Commercial Aircraft

Aftermarket
Heavy A/C 27%
Maint.
3%

Regional, Business & Total Commercial Aftermarket

General Aviation Aftermarket
6% 36%
5
Balanced business mix
 Balanced Growth
Commercial Delivery Forecasts - Airbus and Boeing

1,400
Airline Monitor Forecast
1,200
Airbus & Boeing Aircraft

1,000
Annual Deliveries

800

600

400

200

0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Year

Increased production expected through 2010.

2011-2014 rates approximate 2006 rate
6
 Large Commercial A/C
Single and Twin Aisle Fleet Growth

Y/E 2006
20,000 5%
=
737NG A320 Family AGR
18,000 C
747-400 767 0 15
777 A300-600 –2
16,000 06
A330 A340 20
Out of Production A/C A380
14,000 787 A350
12,000

10,000

8,000

6,000

4,000

2,000

0
80

82

84

86

88

90

92

94

96

98

00

02

04

06

08

10

12

14
19

19

19

19

19

19

19

19

19

19

20

20

20

20

20

20

20

20
Total fleet size increasing

Source: Jet Information Services, Inc, YE 2005 7

 Balanced Growth
Goodrich Defense and Space Content

Platform Content Mission Equipment Content

~ 70% GR military sales ~ 30% GR military sales

The Aircraft, Ship or Ground Vehicle The systems which allow the
• Nacelles platform to perform a mission
• Landing gear • Reconnaissance cameras
• Aircraft and ship structures • Precision optics
• Wheels and Brakes • Sensors
• Fuel systems • Missile actuators
• Air Data Sensors • Precision weapon actuators
• Actuators
• Laser warning systems
• Ejection Seats
• Lighting products • Perimeter warning systems
• High speed shafts and • Infrared imaging devices
couplings • Classified Programs

Expect mission equipment to drive growth 8

 Goodrich – Strategic Imperatives
Top Quartile
Aerospace
Returns
Leverage the
Balanced Growth
Enterprise
• Use portfolio mass and • Manage investments at
breadth to capture the portfolio level
market share • Provide Enterprise
• Pursue Military Markets Shared Services
and Government funding • Leverage SBU
opportunities capabilities into
• Win new program integrated, higher level
positions systems
• Aftermarket products • Simplify customer
and services expansion interfaces – act as “One
Company”
Operational
Excellence
• Push aggressive Supply
Chain Management and
Continuous
Improvement
• Drive breakthrough
change in product and
development costs using
LPD and DFSS
• Improve Enterprise
manufacturing and
engineering efficiencies
9
 Leverage the Enterprise
Organizational Realignment

• New organization
effective January 1,
2007
• Decreased number
of business units
from 16 to 11
• Improves ability to
leverage the
enterprise
• Improves customer
focus

10
 Goodrich – Strategic Imperatives
Top Quartile
Aerospace
Returns
Leverage the
Balanced Growth
Enterprise
• Use portfolio mass and • Manage investments at
breadth to capture the portfolio level
market share • Provide Enterprise
• Pursue Military Markets Shared Services
and Government funding • Leverage SBU
opportunities capabilities into
• Win new program integrated, higher level
positions systems
• Aftermarket products • Simplify customer
and services expansion interfaces – act as “One
Company”
Operational
Excellence
• Push aggressive Supply
Chain Management and
Continuous
Improvement
• Drive breakthrough
change in product and
development costs using
LPD and DFSS
• Improve Enterprise
manufacturing and
engineering efficiencies
11
 Operational Excellence
Supply Chain Management

Eastern Europe Russia China

Misc. LG support Titanium Forgings Forgings/Machined Parts
and sheets Comp. Fan Cowls

Korea
Castings

Taiwan
Machined Panels

Singapore
Machined Parts/
Engine Mounts
Indonesia
Mexico Machined Parts JV
Seals
Electronic Comps
MRO
Malaysia
Transportation Service India Composite Panels
Engineering
IT Services
Components

Goodrich sourcing efforts growing in low cost countries

12
 Operational Excellence
LEAN Journey

1994 2006
LEAN in the Factory Site consolidation
Focus at the cell level Focus between sites Supply Chain

Policy Deployment Simple Metrics Flow Down of PD Matrix Linked and Aligned
to Business Obj.

LEAN in the Office All areas accountable for LEAN deployment

Lean Enterprise - Organization 2001
Customers

All Other - Operations - Riv, CV Mfg., Foley -

Auxiliary Power Unit (APU) - J. Anderson

MRO - Fairhope, Prestwick, Singapore -

Commercial Aerostructures - J. Hooper

J.J. Perez, R. Gordon, V. Halfacre

Nacelles & Pylons - K. Reilly/P. Rose

H. BurkholderC. Johnston, K. Tan

Technical Services - R. McInnes

Military & Space - J. Goulding

CFM56 Program - D. Martin

Technical Support - W. Potts

KC-135 Program - J.J. Perez

Spares Business - P. Farsetta

Chief Engineer - D. Sanders

GRID-LOCK - C. Probett

BFG Europe - J. Luminet

Rolls-Royce - P. Marvin

Re-engining - R. Manion
C5 Pylon - D. Perryman
CF6-80E1 - B. Cecchini
CF34-10 - J. Rogers

PW4000 - S. Carter

CF6-80C2 - S. Hall

PPSD - T. Donnelly
737 NG - L. Strand
V2500 - T. Martin
R&D - N. Barker

HTA - D. Falletti

757 - V. Halfacre
717-200 - S. Kay
J. Burton C. Reusser B. Wetzler C. Cramp D. Castagnola K. Wood B. Gustafson

Business Product & Process After Market

Acquisition Definition In Production Business
Services
Shared Procurement Services - B. McDowell

Enterprise Support Services (ESS) - K. Wood

PDM/ERP and Resource Team - G. Peters

People - B. Broderick
May 22, 2001 Quality Assurance and Technical Compliance - A. Binks

Group President --Bud Wetzler

LEAN Product Product Development LPD a game changer

Our evolving Development an anchor
LPD Model

LEAN culture Traditional Model

Dollars
“Recurring”
Dollars

“Recurring”
Non- Recurring Non-Recurring
Non-
Non Recurring Recurring Cost
Recurring Cost
- Recurring
Production Time
Production Start
Start Time

LEAN now being adopted across Goodrich

13
 Operational Excellence

Planning Execution Stable Production

Macro Learning
Standard Work Sheet Standard Work Combination Sheet
SCOPE OF FROM: Incoming PROCE SS NAME: PREPARED BY: J. Smith
talk to customer OPE RATIONS TO: Finished Forming Center DAT E: 3/16/00 590 seconds
Date:______________
12/6/98 Face & Burr
Process /Cell:__________________ 059
Dept.:_________ Takt Time:_____________
look for work

7-
Marty & Jim
Observer(s):____________________ Group 1
Part:_________________ Fred M.
Operator:___________ N/A
Machine No:___________________
count cost Spray & Dry Times
Step Operation Plan.
Op.
Operation Times (seconds)
2 No. Ma n Mach Walk
100 200 300 400 500 600 700 800

Pick part form tote, index

1 to APLT and scrib e. 77" 10"
• Pksx xnk dcm; s
1
• Pksx xnk dcm; s • Pksx xnk dcm;s • knk sdcn Incoming Rack
• knk sdcn • knk sdcn • [nq sndc hdhdn
Remove APLT and face
2 163" 10"
• [nq sndc hdhdn • [nq sndc hdhdn
2 edges to scribe line.

3
• nq smsjkc mzm
• nq smsjkc mzm • nq smsjkc mzm • jsjk qw nq 1

Machming
• jsjk qw nq • jsjk qw nq

ine
make spares • ncx nokk qwddm Deburr holes.
build tools • ncx nokk qwddm 3 84" 10"

For
make parts
3 4 Index part to APLT, 5"
102"
clamp and final scrib e.
6 5 Remove APLT and 10"
50"
6 final face edges.
• Pksx xnk dcm; s
• knk sdcn
4 5
6

4
• Pksx xnk dcm;s • [nq sndc hdhdn Finished Fin al deburr holes. 53"
• knk sdcn Rack
• nq smsjkc mzm 5

Tab hing
• [nq sndc hdhdn • Pksx xnk dcm;s
• knk sdcn • jsjk qw nq Test Ben ch

le
Finis
• nq smsj kc mzm
• jsjk qw nq
• [nq sndc hdhdn 7 Place part and APLT in tote. 10"
• ncx nokk qwddm • nq smsjkc mzm Customer audit

11
• j sjk qw nq
get materiel
plan work

• Pksx xnk dcm;s

• knk sdcn QUALITY CHECK S AFETY CAUTION STANDARD WORK INPROCES S TAKT TI ME CYCLE TIME OPERATOR(S):
• [nq sndc hdhdn
• nq smsj kc mzm 5=
• jsjk qw nq Total MAN
• Pksx xnk dcm;s • Pksx xnk dcm;s • ncx nokk qwddm Totals 529" 55" Waiting: AUTO
• knk sdcn • knk sdcn WALK
• [nq sndc hdhdn • [nq sndc hdhdn
584" WAITIN G
• nq smsjkc mzm • nq smsjkc mzm
13 9

MACRO Impact Customer LWW Part Assy. Assy. Cell Std. Pull Validate
Learning
VOC Matrix Deliverables
3P Prog. Plan Family Flow I Flow II Layout Work Systems SW

New Program Execution – Lean Product Development:

• Continue to Evolve LPD Model

• 787 Nacelle Program Execution $
– Newest Training Ground for Lean PD $
– Raises Performance Bar for Lean PD Least Waste Way
Cum
• Rigorous and Relentless Application of Lean Non-
PD on Recurring Recurring Unit Cost

– All New Business Acquisition Projects Time

– All New Product Development Programs

Implement… Improve… Standardize

14
 Summary
The Value Proposition for Goodrich

• Great market positions

• Good top line growth – sustainable, above market metric growth
– Continued strong commercial airplane original equipment growth
– Expect commercial aftermarket growth greater than market growth (ASM’s)
– Continued growth in defense and space driven by ISR technology, upgrades and
retrofits of existing products and new aircraft programs
• Delivering on substantial margin improvement opportunity
– Improved segment operating income margin from 11.5% in 2005 to 13.0% for the
full year 2006
– Expect to achieve at least 15% segment operating income margin by 2009
• Driving cash flow conversion levels toward 100%
• Entire organization focused on margin expansion and cash flow
growth

Goodrich strengths in all of its market channels should enable sustained

growth of sales, income and margins beyond 2009

15