EB news OCT 2002 bu

JULY 2003

INSIDEThe President’s Corner • 2

Navy Awards $10 Million ContractModification To EB • 3

Earned Hours • 3

High School Interns Summer at EB • 4

New Program Elevates EBEnvironmental Standards • 5

EB Job Fair Attracts Hundreds • 7

New Tank Eases Pressure Of A Job • 8

Keeping The Workplace Shipshape –And Fire Free • 9

Classifieds / Retirees • 10

Service Awards • 11

General Dynamics Second QuarterRevenues Increase 12 Percent • 12

VP of OperationsJohn Casey, right,describes ElectricBoat's shipyardactivities andcapabilities toActing Secretaryof the NavyHansford T.Johnson. Duringhis visit, SecretaryJohnson receiveda series of programbriefings as well astours of the Virginia(SSN-774), theJimmy Carter(SSN-23) and theCOATS facility.

On Aug. 16, when Lynda JohnsonRobb christens the Virginia(SSN-774), the public will see

the spray of champagne as the ship’s whis-tle blows and the band strikes up “AnchorsAweigh.” What most of them will beunaware of, however, is the massive effortand level of commitment by Electric Boatworkers to bring the ship to that state ofcompletion.

According to Director of OperationsMike Alu, “the Virginia is a very unique

ship. When we float the ship off Aug. 7, thestate of completion we will have reached –about 90 percent – will far exceed any pre-vious ship. It’s even more noteworthybecause it’s the first of its class.” By com-parison, Electric Boat’s last lead ship, USSSeawolf (SSN-21), was 75 percent completewhen it was floated off.

“We accomplished a huge task to getwhere we are today from attaining pressurehull complete in November,” said Alu. “It’s

Alu Credits Employee Dedication For Progress On The Virginia

continued on page 6

Acting Navy Secretary Visits EB

2 I July 2003 I ELECTRIC BOAT NEWS

On Saturday, Aug. 16, ElectricBoat will mark a crucial mile-stone in the life of the lead

ship of the Virginia Class, and at thesame time recognize the outstandingefforts of the men and women who haveworked so hard to bring this ship so far.

When ship sponsor Lynda JohnsonRobb, the daughter of former PresidentLyndon B. Johnson, breaks the cham-pagne bottle against Virginia, she’ll alsobe breaking the nearly six-year-long dryspell we’ve had between christenings atthe shipyard. The last, you’ll recall, wasthe Connecticut (SSN-22) in September1997.

We’ve accomplished a great deal sincethen. We’ve obtained significant newengineering and design work; we’veexpanded our presence in the submarineoverhaul and repair business; and we’veestablished new benchmarks of excel-lence in the design and construction ofVirginia (SSN-774), the first of its class.

Getting to this point has been no walkin the park. You and your co-workershave put in an incredible effort, involvinglong hours, intense pressure and personalsacrifice. There’s going to be more of thesame after the christening as we prepareVirginia for sea trials, and then deliveryin May 2004.

But for now, let’s take a few well-deserved moments to smell the roses – tobask in the pride of the amazing accom-plishments we’ve achieved in the Virginiaprogram.

The list of firsts in this program ispretty impressive:

■ It’s the first U.S. Navy ship to fully uti-lize Integrated Product and ProcessDevelopment tools, processes and con-tacts.

■ It’s the first Navy ship that used 3-DCAD/CAM tools and integrated data-bases for manufacturing.

■ It’s the first submarine to be built inpartnership with another shipyard –Northrop Grumman Newport News.

■ And it’s the first submarine construc-tion program to use ship modules to per-form off-hull tests instead of land-basedprototypes.

These are remarkable technical accom-plishments. Taken together, what theymean is that we’ll be providing the Navywith the most advanced submarine in theworld. Additionally, we fully expect todeliver Virginia in May 2004, a monthahead of schedule.

When you cobble together the brain-power, experience and commitment of

the Electric Boat / NGNN workforce,you’re virtually guaranteed to get highperformance in return. I can tell you thatwithout question we are getting that highlevel of performance and more.

We all should be proud of the workwe’ve done on the Virginia, but we haveto remember that we didn’t do it by our-selves. The program’s success also restson the concept of partnership. Thisincludes the teaming approach betweenElectric Boat and NGNN, and the veryeffective working relationship that hasdeveloped among the shipyards, the sup-plier base and the Navy.

Aug. 16 is going to be a big day for theNavy and for Electric Boat and ourteammate, NGNN. But more than any-thing else, it’s going to be a celebration ofwhat the people of this company canachieve. I appreciate all you’ve done tomake this program a success, and I hopeto see you at the shipyard for one of themost noteworthy events Electric Boat hashosted in years.

Mike Toner, President, Electric Boat

ThePresident’sCorner

The U. S. Navy has awarded a $10 million modification to apreviously awarded contract under which Electric Boat willmanage and support nuclear-maintenance work for sub-

marines homeported at the submarine base in Groton. Additionally,EB has received a $7 million contract to begin advanced planning for

maintenance, repair and alterations on theUSS Augusta (SSN-710).

The first award modifies a five-year, $39.9million contract awarded in March 2001.Under the terms of the contract modification,Electric Boat will continue to operate theNuclear Regional Maintenance Department(NRMD) at the submarine base. The companywill provide project management, planning,training and radiological-control services tosupport maintenance, modernization andrepairs in support of operational submarines.

A core group of 27 Electric Boat employeesis assigned to the NRMD, with surge groupsof up to 60 shipyard employees for short peri-ods. Some additional work will be performed

at the Groton shipyard. If all options are exercised, Electric Boatwould operate the NRMD through September 2005.

The work to be performed on the Augusta – known as an InterimDry Docking – will be completed at Electric Boat from Nov. 4, 2003,through March 19, 2004. The total value of this contract will be $34million.

Dan Barrett, Editor

Dean R. Jacobowitz,Contributing Editor

Bob Gallo, Gary Hall, Gary Slater, Photography

Crystal Smith, Editorial Assistant

Electric Boat News ispublished monthly by thePublic Affairs Department, 75 Eastern Point Road,Groton, CT 06340

Phone (860) 433-8202

Fax (860) 433-8054

[email protected]

ELECTRIC BOAT NEWS I July 2003 I 3

Earned Hours:

Where We Stand

Navy Awards Contracts To EB For Navy Nuclear Work,Maintenance On USS Augusta

Electric Boat will continue to

operate the Nuclear Regional

Maintenance Department (NRMD)

at the submarine base.

The company will provide project

management, planning, training

and radiological-control services

to support maintenance, modern-

ization and repairs in support of

operational submarines.


High School Interns Spend Summer InThe Shipyard, OnThe Design Floor

Asummer internship programdesigned to introduce highschool students to Electric

Boat’s design and shipyard trades is nowin its second year, attracting nearly dou-ble the number of participants who tookpart in 2002.

Twenty high school juniors from EastLyme High School, Norwich Tech, EllaGrasso Tech, Montville High School,Norwich Free Academy, Ledyard HighSchool, Waterford High School,Griswold High School and StoningtonHigh School are working as interns in theSchool to Career Program. The programis sponsored by EB, the MTC, MDA-UAW and the Southeastern ConnecticutCentral Labor Council.

Eleven of the students have beenassigned to shipyard trades – CherylKnapp, Matthew Madden, Emanuel

Cardona, Shawn McHugh, RyanCochrane, Joseph Lee, Benjamin Gillis,Brandy Gilebarto, Corey Hollis, MichaelSalame and Jeffrey Jackson.

Nine students are working on thedesign floor. They are Mark Anderson,James Fear, Rebecca LaFleur, Salina Lee,Brett Maynard, Kirk Scheel, KevinSmith, Brian Urbowicz and ShauntiaZayas.

According to Wayne Burgess, finan-cial secretary of the MDA-UAW andpresident of the regional CentralLabor Council, the program is valuablefor several reasons. It exposes the stu-dents to union jobs with good pay andbenefits, makes them aware of whatskilled positions are available in thelocal job market, teaches them aboutworking in a union environment andshows them what the working world is

really like. Over the course of the sum-mer, they will receive union wages andbenefits and pay union dues.

At a breakfast meeting held earlier thismonth to introduce the interns to theirmentors, Millard Firebaugh, VP-Innovation and chief engineer, told thegroup, “One of the most importantthings we do is to pass along what weknow to the next generation. We’re gladto have that opportunity. We have greathopes for this program and hope you geta lot out of it as well.”

MDA-UAW President John Worobeytold the interns that their mentors wereselected not only for their job skills butalso for their union participation. “You’regoing to learn a lot,” he said. “You’regoing to learn about Electric Boat andyou’re going to learn what unions are all

Pete Turco (425), left,gets acquaintedwith intern JamesFear at a meetingheld recently in theTechnology Centerto introduce sum-mer MDA-UAW andMTC interns to on-the-job mentors.

continued on page 7


New Program Elevates EB EnvironmentalStandards To Higher Level

Editor’s Note: EB News recently interviewedDonna Elks, manager of EnvironmentalResources, about the company’s newly estab-lished Environmental Management System, anenhancement of the company’s existing efforts inthis area.

What is the EnvironmentalManagement System?

It’s an environmental protection pro-gram based on the internationally recog-nized standard known as ISO 14001.General Dynamics recently directed itsbusiness units to implement an ISO-certi-fied EMS program by Jan. 1, 2005, butElectric Boat has already been moving inthat direction on its own. In fact,we’ve already established poli-cies and procedures thatcomply with the ISOstandard, and we’rescheduled to under-go our certificationaudit this October.Once we’re certi-fied, we’ll have toundergo regularinspections andaudits to main-tain cer-

tification. But as complicated as the EMSmay sound, it all comes down to a simpleconcept: “It’s the way in which you doyour job to protect the environment.”

Why did EB choose to establishthe EMS?

We want to be more proactive ratherthan reactive regarding environmentalissues. The EMS will allow us to betterplan things out and look at pollution pre-vention strategies and opportunitiesbefore specific problems arise. EMS activi-ties will involve everyone at EB, not justthe environmental department or man-

agement. There’s a simple reason forthis: Everyone’s activities inside

the gates affect our lives out-side the gates. For instance,

what you do here in termsof managing air emis-sions affects the sameair that we all breathe.It’s the same withwater emissions. Ouremployees wantclean water forswimming or

boating, and

their work activities can affect that. Andthen there are waste issues. Certainly EBcan avoid putting things into landfills thatshouldn’t be put there. The EMS providesfor better management of all these things.It’s our community, our environment. Sodo it for yourself, your spouse, your chil-dren. Do your job in a way that protectsthe environment.

Who will administer this new program?

Bob Scheel, VP – Quality & Material, isthe environmental management represen-tative, which is a required aspect of theISO 14001 program, and I have beenselected as environmental managementcoordinator. I will oversee the day-to-dayimplementation of this program andensure that we’re complying with all theelements of it.

What will the EMS need to succeed?

It will need every employee’s input andinvolvement in pollution-preventionefforts. We’ll need employees to look attheir work processes from the perspectiveof, “Let’s do this in a more environmen-tally friendly manner.” When we’re buyingnew equipment, we can look for equip-ment that puts out fewer air emissions, orperhaps has fewer water discharges associ-ated with it. This type of thinking willmesh well with EB’s process-improvementgroup, because process improvement alsoinvolves looking for better, safer ways ofdoing things. EB’s environmental andprocess-improvement activities naturally

complement each other.

continued on page 7

Donna Elks, manager ofEnvironmental Resources.


better than we’ve ever done in the past,but it’s involved hard work on the part ofthousands of employees. We have a lot offolks who’ve worked 10 to 12 hours perday, seven days per week for the last fourmonths.”

To recognize the efforts of the work-force, Alu said, sessions will be scheduledto photograph the various crews anddepartments. “We want to make surethat everyone has the opportunity tohave his or her photo taken with theship,” he said.

Right now, about 1,000 employees aredirectly engaged in work on Virginia.But, said Alu, there are many othersworking in the background – in trans-portation, materials, temporary services

or the tool cribs, for instance – whosecontributions are just as significant.

“The people who work behind thescenes play a role as important as some-one installing a piece of pipe,” he said.“It’s important that we recognize theirefforts as well.”

As pleased as he is with the progresson Virginia, Alu said, the pressure is stillon to perform. In fact, before the specta-

tors have cleared the Land Level onchristening day, crews will be returningto the ship to start up work again.

“We’re on the path to a successful com-pletion of this ship,” he said. “But we’renot done. Virginia is going to be in thewater for only seven months before deliv-ery – that’s the shortest time span we’veever attempted – and it’s going to requiresome of the best work we’ve ever done.

“With the plan we have in place andthe workforce we have on the job, I feelvery confident we can accomplish thatgoal,” said Alu. “Dedication has gottenus to this point, and dedication will getus to our delivery date goal. We havesome hard work ahead of us, but wehave one dedicated workforce, and that’swhat’s going to make us successful.”

continued from page 1

Success Of Virginia Project Attributed To The Dedication Of The Workers

USS Miami (SSN-755) enters Graving Dock 2 July 14 as the attack submarine begins ashort-term maintenance period at the shipyard. The Miami tied up at EB under a leas-ing agreement that allows the Navy to use the shipyard’s docking facilities. The actualwork was performed by personnel from the Naval Submarine Support Facility.

When we float the ship off Aug. 7,

the state of completion we will have

reached – about 90 percent – will far

exceed any previous ship.

Mike Alu, Director of Operations

USS Miami Arrives At EB


How will the EMS affect EB’sexisting environmental activities?

With the EMS, we are implementing amore rigorous review of old and newprocess activities, looking for opportuni-ties to minimize our environmentalimpact. In short, we’re bringing our envi-ronmental program up to a higher level ofstandards than we’ve ever had before.

What are some examples of thespecific work processes that willundergo EMS reviews?

Every activity that could impact theenvironment will be subject to review, butthere are two lists of specific activitiesthat will receive special attention. The firstlist includes numerous Operations activi-ties, such as powder and Teflon coating,dry-abrasive blasting, lab services anddrydock operations – anything thatinvolves chemicals or other substancesthat could pose a risk to the environment.The second list includes support activities,such as bilge plant operations, cafeteriaoperations and outside contractors.

Have any other enhancementsbeen made to EB’s environmentalprograms lately?

Yes. More than a year and a half ago,EB elected to participate in a voluntaryprogram with the federal EnvironmentalProtection Agency. In that program, EBand six other U.S. shipyards, including

Bath Iron Works and NASSCO, helpeddevelop an environmental managementprogram specific to the shipbuildingindustry. We recently implemented thatprogram here at EB, but then decided totake it one step further by seeking ISO14001 certification.

Has EB received any specialrecognition for its recent envi-ronmental efforts?

Yes. We received a certificate andplaque this month for helping establishthe EPA’s environmental program forshipbuilding, and for then implementingit. Bath Iron Works, NASSCO and theother participating shipyards were alsoacknowledged. The EPA recognized us ina special ceremony this month inWashington, D.C., which I attended onEB’s behalf.

Do you anticipate any problemswith the EMS certificationprocess?

Not at all. EB has undergone ISO cer-tification before – ISO 9001, for itsQuality Management System – so EBemployees already know what it means tolive up to high standards. And everyonecan understand what it means to protectthe environment. So I expect the certifica-tion process to go very smoothly. And Iknow I can count on every employee tohelp make the EMS a success. I knowthey won’t let our environment down.

EB Job FairAttractsHundreds Of Engineers

More than 400 prospectiveInnovation employeesattended a job fair held

recently in the Technology Center,exceeding the event planners’ expecta-tions.

According to Manager of StaffingMarie Wagner, the job fair was designedto attract entry-level engineers, and per-suade them to consider working atElectric Boat.

She attributed the high turnout toradio, television and newspaper adver-tisements, and outreach efforts to variousengineering societies. Most effective,however, were EB “team captains,” whocontacted their alma maters and teamschools to develop interest among recentengineering graduates in Electric Boat.

“We were able to identify some excel-lent talent and expect to make several joboffers in the near future,” said Wagner.The success of the event was due to anextraordinary team effort of the morethan 85 Human Resources andInnovation employees who staffed thejob fair and conducted interviews andinformation sessions, she said.

about and what they’ve done for thecountry.”

MTC President Ken DelaCruz joinedWorobey and Firebaugh in thanking thementors for contributing their time andknowledge. The three men also recog-nized the efforts of Bill Stamp of theMDA-UAW, Chick McCombs of theMTC and Brian Padgett of Human

Resources for organizing the program.Participating as mentors from the

MDA-UAW are Rob Tanner, TomEiden, Bob Valentine, Gary Barron, JohnPellegrino, Rich Labarre, John Upholz,Tom Chapman, Tony Gigliotti, ChrisWilliams, Bob Burdick, Pete Turco,Robin Snelgrove, Joanne Basile andGordon Key. MTC mentors are Sidney

Petrie, James Lloyd, Mark Oddo,Kenneth Deus, Kevin Gilebarto, CatRace, Gerald Holly, Maurice Moreau,Thomas Anderson, Patrick Casey,Emmett Strickland, Keith Coppin,Michael Miller, Stacey Brandes, MatCarson, Stephen Bergel, John Gifford,Vern McLean, Sherri Ann Biro and SaraConahye.

continued from page 4

The Shipyard and Design Floor Are Host To Summer Interns

Questions and Answers About EMScontinued on page 5

Talk about pressure!Up until last year, when the

EB Electrical Shop was hometo two decades-old pressure tanks, thecompany’s vulcanizing technicians had toendure punishing conditions when con-ducting hydrostatic tests on external sub-marine cables.

The lids of the tanks themselves weretoo heavy to lift by hand, so they had tobe moved or removed using a tricky com-bination of overhead cranes. And thenthe testing crew had to use a very heavy,

very loud impact wrench to fasten thelids to the tanks using numerous 28-pound bolts, all of which had to bemoved around by hand.

If the vulcanizing techs were lucky,they could perform a single hydrostaticpressure test per day, and wouldn’t behurting when they finished.

Fast forward to today. After using theold tanks for more than 40 years, EBscrapped them and in their placeinstalled a new, fully automated pressuretank that has revolutionized the cable-

testing process and eliminated many on-the-job hazards.

“It’s 100 percent better,” said GerryTanguay (241), one of four operators ofthe pressure tank. “We don’t have all theintense manual labor that we had withthe big air hammer and bolts. And ofcourse, we don’t have the noise pollution.We’re not disturbing the whole shop any-more.”

“In the old days, if we did one hydrotest a day, that was a good accomplish-ment,” said electrical foreman MikeBiancarosa (241). “Now we routinely dotwo a day. And using the tank is now amatter of pushing buttons and pullinglevers. It’s a big ergonomic difference.”

In addition to safety reasons, EBreplaced the tanks to comply with a new

New Tank Eases ThePressure Of A Tough Job

From left, vulcanizing technicians Gerry Tanguay and Ed Frink (both of 241) prepare to load cables into Electric Boat’s new pressure tank, which has made theprocess of conducting hydrostatic tests on external submarine cables much less physically demanding.

continued on page 9


It takes millions of manhours tobuild a nuclear submarine, butsomething can undo much of that

work in a matter of minutes – a fire. Andwhile there are many factors which cancontribute to a fire, one in particular isperhaps the easiest to eliminate – debrisleft behind at the work site.

Debris not only poses a fire hazardwhen hot work is being performed, but italso gets in the way of employees orships’ crews who are trying to get theirwork done.

“We all have to keep our work areasclean,” stressed Director of OperationsMike Alu. “We have come a long way.I’ve watched employees walking down apassageway stop and pick up a droppedrag or other debris. If we’re all that awareof our surroundings, the ships will becleaner than ever before. My goal is tomake sure we keep getting better.”

“Most employees really understandthat it’s their responsibility to take com-bustibles off the boat when they leave,”said steel trades Superintendent RonDonovan. “They recognize that they’rehelping everybody from a safety stand-point, not to mention a productivitystandpoint.”

Al Lalumiere (791), ship’s manager forthe USS Toledo (SSN-769) SelectedRestricted Availability, said shipboard

cleanliness is even more important ondelivered ships. “Not only is the crew try-ing to live and work onboard,” he said,“but the fact that the ship is completelyfinished increases the potential serious-ness of a fire.”

Virginia (SSN-774) Project QualityEngineer Brad Wall (322), who conductscritiques following fires or other shipyardincidents, said it’s especially critical foremployees to pick up after themselvesbecause, in some cases, they may be theonly ones who can. “The guy who dropssomething probably knows where it’s lay-ing, but a welder may not see it, even ifhe looks. The ‘carry it in, carry it out’mentality is critical to fire prevention.”

Painters and carpentersSuperintendent Mark Makoid saidanother key factor is time. “When youcomplete a job, it might take five minutesto clean up, but if you bring someoneelse in to do it, he’s got to leave his shop,go get his things and come out to theboat,” he said. “It would easily take fouror five times as long.”

Alu said the cleanliness of ships andshops isn’t the only issue he’s trying toaddress. The use of illegal power cords,people plugging heaters or other appli-ances into cubicle outlets, cluttered workareas, and people smoking in unautho-rized areas also increase the risk of a fire,

and therefore warrant extra attention.“We’ve had some fires in the build-

ings,” he said, adding the time is right forfire safety reminders. “By treating eachsmall fire as a huge issue, we’re reducingour chances of having a big one.”


KeepingThe WorkplaceShipshape – And Fire Free

state mandate requiring that pressure vessels be certified. Nodocumentation existed for the old tanks, making certificationimpossible, but the new one has a complete pedigree of its man-ufacture. It also has better pressure-release valves and other safe-ty features.

Now all the crew has to do is push a button to open the tank,place a cable to be tested inside, and then close the lid withanother button push. Then the tank is pressurized, and the cableis evaluated for leaks. All cables to be used outside a submarine’s

pressure hull must be tested before installation.Though the new pressure tank is a big hit among the vulcan-

izing techs, it does have one limitation – its size.“If it doesn’t fit in here, we’ve still got the big duckpond right

outside,” said vulcanizing tech Ken Mitchell (241), referring tothe outdoor pressure tank which is used to test larger compo-nents and cables.

Thankfully, Mitchell said, the outdoor tank isn’t as difficult touse as the two older indoor tanks were.

Pipefitter Denise Sansone (243) exits theVirginia (SSN774) with a rag, extension cordand everything else she had brought with herto the boat that day.

New Pressure Tank Gets The Job Done Quickly and Safelycontinued from page 8

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Retirees

229 Jeffrey A. Balestracci Jr35 yearsForeman

241 David L. Gentry30 yearsO S Electrician 1/C

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403 Marvin D. Stuart19 yearsT/A Tech Writing

456 Keith E. Harlow Sr.28 yearsElect Sr. Designer

459 Peter F. Carr29 yearsDesign Tech-Struct

463 Ludwig R. Fuisting38 yearsPrincipal Engineer

472 Lynn A. Thorpe18 yearsTechnical Editor

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220 Rayna J. Rose226 Jeanette Santoro226 Barry R. Schuman226 Kenneth C. Textor227 John L. Potter227 Angel M. Torres228 Edmond A. Landry228 Michael J. Samiagio230 Russell J. Arruda241 Michael J. Mares242 Paul A. Bronit242 Patrick L. Burpee

242 Michael T. Foltz243 Martha T. Kiefer243 Robert D. St. Jean244 William A. Grace249 Arthur C. Runkle251 Emile T. Johnson252 Ralph S. Palmieri Jr272 Mark S. Henson274 David F. Katusha Jr275 William H.

Lautenberger321 Guy W. Brown321 Gerald A. Doyon333 Zeno Kowal333 Nancy J. Wasniewski355 Wayne A. Dvorak355 Gary M. Harrison355 Daniel P. Kirk403 Frank A. Skewes Jr414 George W. Lehr416 William D. Jackson419 George W. Williamson424 Ronald A. Curtis424 Joan B. Jastromski431 Leon R. Devillez Jr431 John K. Kenney445 John H. Schuster445 Nicola J. Tenuta448 William A. Davies452 William L. Stamp Jr453 Edward W. Freeman453 Brenda L. Giordano456 George R. Robbins Jr459 Rory A. Olsen460 Stephen B. Treadow463 John A. Mattosky533 Daniel E. Webster

742 Louis J. Britton804 Dene E. King

243 Michael D. Barina243 Walter E. Brown226 Robert Choquette Jr243 Michael J. Caulfield243 Janine M. Martinez252 Pasquale Casimono252 Mark C. Makoid252 Steven E. Perkins252 Harold C. Poole252 Gary A. Urso274 Raymond L. Bernier404 Michael W. Gilliland411 Henry G. Bolieau414 Douglas P. D’Alessio419 T. Scott Todd425 John N. Cisco438 Lori K. Barry443 Brian W. Coulombe452 Joanne M. Brown629 Edward W. Deming684 Laurel E. Mason792 Brian N. Keith915 Timothy S. Cashman915 James R. Nichols915 David M. Sherman

Service Awards

40 years


25 years

35 years

100 Michael J. Flanagan230 Thomas P. Rabovsky241 Kenneth D. Bonefas242 David W. Cyr242 Kenneth R. Stott242 Robert R. Yovino Jr251 Bryan W. Andrews330 Garrett H. Rehr333 Scott A. Partosan402 Deloris A. Blanco402 Scott A. Webster403 Luevennia Gomez405 Linda J. Farabini411 Stephen D. Lewis411 Michele M. Williams412 Steven M. Vetrovec445 James E. Sammons447 Karen E. Osment449 Charles H. Kraemer453 Timothy E. McDonough453 Darryl L. Nichols455 Doreene L. Chapman455 Deborah T. Welles456 Mary J. Popp458 Anita K. Andrelli459 Gary J. Jones462 Frederick L. Alvarez462 Vann H. Chiv477 Alice C. Dodge477 Mark A. Zecco503 Michael S. Sinko662 Scott C. Blackburn742 Paul J. Finkelmeier911 Alan D. Pigeon915 Calvin D. Guyton915 Robert J. Mason915 Edward A. Waterman Jr915 Kenneth J. Watson

20 years

30 years

STANDARD PRESORTU.S. POSTAGE

P A I DGROTON, CT

PERMIT NO. 392

General Dynamics Second Quarter Revenues Increase 12 Percent Strong Cash Flow, Steady Backlog

FALLS CHURCH, Va.

General Dynamics has report-ed 2003 second quarter rev-enues of $3.9 billion, a 12

percent increase over 2002 second quar-ter revenues of $3.5 billion. Net earningsin the 2003 second quarter were $242million, or $1.22 per share on a fullydiluted basis, compared with 2002 secondquarter net earnings of $263 million, or$1.29 per fully diluted share. The quarterended on June 29, 2003.

Sales for the first six months of 2003were $7.3 billion, an 11 percent increaseover 2002 half-year sales of $6.6 billion.

Net earnings for the first six months of2003 were $463 million, or $2.32 pershare on a fully diluted basis. Half-year2002 net earnings were $492 million, or$2.42 per fully diluted share.

“Our operating units continue to gen-erate strong cash,” said Nicholas D.

Chabraja, General Dynamics chairmanand CEO. “Net cash provided by operat-ing activities was $257 million in thequarter and $458 million for the firsthalf of the year. Free cash flow, definedas cash from operations less capitalexpenditures, was $221 million in thequarter and $391 million for the first sixmonths of 2003.

Funded backlog at the 2003 mid-yearpoint is $23.5 billion, and total backlog is$30.1 billion, compared with $20.5 billionand $25.5 billion, respectively, by themiddle of 2002.

Sales for the first six months

of 2003 were $7.3 billion,

an 11 percent increase over 2002

half-year sales of $6.6 billion.

Documents

EB news OCT 2002 bu