ON MANAGING GROWTH STORY ON PAGE 2Leadership must do everything possible to ensure that our employees are able to execute the work they’re tasked to do. I feel we absolutely have

EB NEWS INTERVIEW:

JEFF GEIGER ON MANAGING GROWTH STORY ON PAGE 2

FIRST QUARTER 2018

ELECTRIC BOAT NEWS | EMPLOYEE NEWSLETTER

EBNEWS

EDITOR’S NOTE: In January, EB President Jeff Geiger updated elected officials and community leaders in Connecticut and Rhode Island on the company’s outlook for 2018. His talk focused on how EB is growing to support the Navy’s need for more submarines. Electric Boat’s workforce reached 16,500 in March, the highest level in 25 years. The company projects we’ll need a total workforce of 18,000 people by 2030 in anticipation of increased production on the Virginia-class and Columbia ballistic-missile submarine programs. In this interview, Jeff talks about how EB is managing growth in people, facilities and organizational culture.

How will EB’s facilities expand to accommodate our growth in submarine production?

With the concurrent construction of the Virginia class at two submarines per year continuing out through the period of Columbia work (12 SSBNs ordered from 2021 — 2035), we have to significantly increase our capacity at both the Quonset Point (QP) and Groton sites. We’ve defined that expansion in our facilities master plan, which is supported by General Dynamics’ leadership, including the Board of Directors.

At QP, we will build a series of facilities that provide additional module fabrication and outfitting space to support both Virginia Payload Module (VPM) and Columbia modules. These facilities will be constructed progressively over the next six-to-seven years, with the first two buildings starting construction this summer.

In Groton, we need to make a number of modifications, principally on the waterfront, including upgrades to the current Virginia completion and test facilities in Bldg. 260

and the land-level area to support the 85-foot-longer Virginia-class submarines built with the VPM, starting in Block V. These modifications are relatively mod-est in scope, but will give us the ability to build a longer ship and receive a big-ger barge containing those larger modules.

The second component of the Groton upgrade is the construction of a final assembly and test facility in the south end of the yard specifically for Columbia completion. This facility on the water’s edge, including a floating dry dock, is significant and requires a number of enabling projects that will start this year. The Columbia facility itself will start construction in 2019 and take sev-eral years to build.

The location of the Columbia facility allows us to continue building Virginia subma-rines at the higher two-per-year build rate undisrupted by facility construction work. The separation of those two lines should help us to manage both programs concurrent-ly and support whatever build rate the Navy ultimately wants on the Virginia program, which at times could be higher than two ships per year.

Along with the new construction, we will upgrade existing facilities where necessary to ensure we’re able to execute the work that’s coming our way.

With the expansion, where will people work and park?

The majority of our growth in employment will be in trade operations, both at QP and Groton, so the new facilities will have the support spaces needed for trade mechan-ics, supervisors and associated personnel.

Parking will continue to be a challenge. We have a little more space and opportunity to address it at QP and so are revising and expanding our parking areas there. To put it in perspective, we expect QP employment to be as high as 6,000 people, about 2,000 people more than it is today. QP has previously operated at 6,000. The footprint was a little bit different, but we’ve been there before and found our way through it.

Q&AWITH EB PRESIDENT

JEFF GEIGER

2 | ELECTRIC BOAT NEWS | FIRST QUARTER 2018

With the concurrent construction of

the Virginia class at two submarines

per year continuing out through the

period of Columbia work (12 SSBNs

ordered from 2021 — 2035), we have

to significantly increase our capac-

ity at both the Quonset Point (QP)

and Groton sites. We’ve defined that

expansion in our facilities master

plan, which is supported by General

Dynamics’ leadership, including the

Board of Directors.

DAFFODIL DAYS WELCOME SPRINGFROM LEFT, SYDNEY DAVIES (605) AND ALEXIS MALIGA (AMERICAN CANCER SOCIETY), UNLOAD FLOWERS FOR THE ANNUAL DAFFODIL DAYS FUNDRAISER. ORGANIZERS LISA TROLAN (D605), DONNA HAVRILLA (D601) AND 45 CANVASSERS FROM GROTON, NEW LONDON, KINGS HIGHWAY AND LONG HILL ROAD SURPASSED LAST YEAR’S SALES OF $9,000 AND THIS YEAR’S GOAL OF $10,000 BY RAISING OVER $10,800 FOR THE AMERICAN CANCER SOCIETY.

In Groton, at one point in time, employment in the yard and a few of the satellite facilities was on the order of 20,000 people, and while I’m told it wasn’t pretty, somehow the parking needs were met. Looking forward, at our peak, the Groton-based staff will number approxi-mately 12,000. That’s not to say it won’t be a challenge, and we’ll do what we can in both locations, but the solutions will continue to be a combination of car/van pooling, shuttle ser-vices, private lots, bike riding, and perhaps some new forms of public transportation.

How are we progressing against our hiring goals?

We’ve hired about 11,500 people over the last seven years, with most of it taking place in the last three to four. That’s a huge amount, and it demonstrates our ability to identify, attract and bring in new people. We’ve established the foundation, which has been an exceptional effort by all involved.

From a shipbuilding trade standpoint, which represents most of our future growth, we’ve put very effective training programs in place externally, both in Connecticut and Rhode Island, through community partnerships, including community colleges and technical high schools. We have early-pipeline programs that give candidates six-to-eight weeks’ worth of training before they enter EB’s internal training process. I’m very proud of these programs as they’ve been effective in building confidence both within EB and with our Navy custom-er that we have the mechanisms and capacity to support our growth.

Internally, the Active Learning Centers (ALCs) set up at QP and Groton allow new people coming into a trade to practice skills hands-on for a number of weeks before going to the

ELECTRIC BOAT NEWS | FIRST QUARTER 2018 | 3

NEWSEB

ELECTRIC BOAT NEWS is published

by the Public Affairs Dept.

75 Eastern Point Road

Groton, CT 06340

LYNN HENDY, Editor

SYDNEY DAVIES, Contributing Editor

BOB GALLO, GARY SLATER, Photography

Phone (860) 433-4683

Fax (860) 433-8054

Email [email protected]

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CONTENTS

Upcoming Keel Laying For Second Submarine Rickover

The Pentagon Comes To Electric Boat

General Dynamics To Acquire CSRA For $9.6 BillionSenator Brian Schatz Visits Electric Boat’s Honolulu, Hawai’i Site

Submarine South Dakota Floats Off

EB And Labor Leaders Cut Ribbon For New Apprentice Learning Facility

Electric Boat Apprentices Learn While They Earn

EB’s Building Better Health Program Recognized With Innovation Award

Retirees

Service Awards

EB Ethics

The 2018 Employee Incentive Program

job site. The ALCs have been very effective in reducing the amount of time it takes to build proficiency. The feedback we’ve received from supervisors, managers and employees has been very positive. To be sure, shipbuilding is hard and there is no substitute for experience, but I think we’ve made substantial progress in getting people on the job, prepared to execute the important work we do, in a much better position than they would have been a few years ago.

We’ve also re-started our apprenticeship programs for design-ers and the trades, another important piece of our overall skills development. Our second year of Connecticut classes started in January, and we’re excited to start a program in Rhode Island later this year. I know we will continue to see these classes grow in size and continue to represent a core program for devel-oping shipbuilders.

What are we doing to ensure our institutional knowledge transfers to the newer workforce?

That’s a big challenge — our “tribal” knowledge underpins a great deal of what we do. We’ve worked to find ways to formal-ize knowledge transfer from our wonderfully skilled, experienced personnel to the newer people. In the technical/engineering area, we’re further advanced and more formal in our process, led by Dorothy Goettler and her Knowledge Management team (D400), who are capturing the knowl-edge of our very experienced designers and engineers in a form that’s readily accessible.

Shipbuilding, by its nature, is perhaps less amenable to being captured, although I think there are opportunities to video cer-tain skills and evolutions. We are relying more on the willingness of our senior, experienced personnel to transfer their knowledge, working side by side with newer shipbuilders, teaching them the tricks of the trade. We’re seeing good success through our shipbuilders who feel that sharing their experience is part of the legacy they’ll leave to the organization. We need to support these efforts, given the demographics of our organiza-tion, and the large number of our employees who are retirement-eligible.

How are we growing our future leaders?

We have a number of internal development programs for supervision/mid-management leadership development, includ-ing the future leaders and business leaders programs. Through these programs, future leaders are given assignments and chal-lenges that build their leadership skills. These programs have very good success rates, so we’re expanding them to accommo-date the quantities of leaders we’ll need for our future growth and attrition.

On the operations side, I’m very pleased with the LEAD and DRIVE programs we launched last year, in conjunction with the

University of Rhode Island, for operations supervisors and man-agers. We continue to learn what works in these curriculums given that we need to not only provide training and skill sets for leading, but leading in an environment of incredible growth, where new supervisors are managing people who are also less experienced.

Why is EB’s leadership focused on building a culture of accountability?

The Navy is relying on us to deliver a large number of subma-rines over the coming years and build the world’s most exceptional undersea fleet. That’s a tall order, built on solid exe-cution of work.

We need to be absolutely confident that we’re doing the things we say we’re going to do. EB is a very busy place, and there’s room for things to fall between the cracks. So it boils down to being accountable for our commitments, owning all aspects of what needs to be done.

Leadership must do everything possible to ensure that our employees are able to execute the work they’re tasked to do. I feel we absolutely have room for improvement here. We operate very much functionally, within silos. We usually do a very good job within each functional area, but that is insufficient. We’re not as good at working across functions, and that ability is criti-cally important in a process as complicated and integrated as ours.

Our leaders need to own, end to end, everything that’s involved in delivering to the Navy the submarines and services that we’ve committed to. With that accountability, we will per-form for our Navy customer as they, and the nation, are counting on us to do.

How would you characterize this point in EB’s history?

This is a terrific time and place to be if you like to design and build submarines, and who doesn’t! The demand and support have never been higher; it offers wonderful opportunities for rewarding and successful careers. The Navy recently published its 30-year shipbuilding plan, the framework for how the Navy will get the fleet to 355 ships, including 66 attack submarines, from the force level it is today. The plan reflects the Virginia program continuing at two ships per year, contrasted to the pre-vious plan, which dropped Virginia production to one ship per year while Columbia ships are being built. We’ve also seen options proposed that add a third Virginia-class submarine in the gap years of the Columbia program. So now we’re looking at the potential for three Virginia-class submarines per year. That’s a great outlook. Getting our facilities, workforce, man-agement and suppliers up to that increased demand makes for a lot of work, but it’s also, quite frankly, a lot of fun.



BY SYDNEY DAVIES (D605)

The keel laying of the second ship to be named after Admiral Hyman G. Rickover is rapidly approaching on May 11 at Quonset Point. The first ship (SSN 709) was built at Electric Boat’s Groton shipyard and commissioned on July 21, 1984. The Los Angeles-class submarine was named after Admiral Rickover, becoming the only 688-class submarine not named after a city. In 2007, after 22 years of service, the USS

Rickover was decommissioned. Rickover’s wife, Eleonore, was the sponsor of the first ship, and will attend the keel laying as an honored guest.

Joseph Walsh, Vice President of Vir-ginia and Moored Training Ship Programs at Electric Boat, served as Commanding Officer of the first Rick-over submarine from 1994 through 1997. After a 32-year naval career, he retired as a rear admiral and joined EB in 2009. Knowing Eleonore as SSN 709’s spon-sor, Walsh said “she was one of, if not the best sponsor, a boat could have. Her love for her husband, Admiral Rickover, was reflected in her love for her ship. She never missed a ship’s event. There wasn’t enough she could do for the ship. She is the most gracious person I’ve ever met in my life.”

Admiral Hyman Rickover served a record-breaking 64 years in the United States Navy. His naval career began after his acceptance into the United States Naval Academy at Annapolis, Maryland. Rickover graduated in the top quarter of his class in 1922 and immedi-ately jumped into his naval career. He served four years of sea duty, attended naval post-graduate school, and earned a master’s degree in electrical engineering from Columbia University.

Admiral Rickover served in various roles on multiple ships, but is recognized today for his ultimate success—bringing the concept of nuclear-powered subma-rines into being. In January of 1954, the world’s first nuclear-powered submarine,

the USS Nautilus, designed and constructed by EB, was launched under the leadership of Rickover. It is for this reason that he is recognized as the father of the nuclear Navy, and will have a second ship bearing his name.

Mrs. Darleen Greenert is the sponsor for the second Rickover (SSN 795). “Mrs. Rickover is pleased that Mrs. Greenert is the sponsor, and knows she will be as engaged a sponsor of the second submarine Rickover as Mrs. Rickover was of the first one,” said Walsh.

U P C O M I N G K E E L L AY I N G F O R S E C O N D

SUBMARINE RICKOVER

One of the company’s priorities is to maintain a productive working rela-tionship with our key customer, the U.S. Navy. In February, Richard

Spencer, Secretary of the Navy, and James Geurts, Assistant Secretary of the Navy for Research, Development and Acquisition, visited Groton and Quonset Point for the first time.

Among other responsibilities, Secre-tary Spencer oversees the construction, outfitting, and repair of naval ships, equipment and facilities. As the Navy’s acquisition executive, Secretary Geurts has oversight of an annual budget in excess of $60 billion and is responsible for equipping and supporting Sailors and Marines with platforms, systems and technology.

During these visits, EB leaders shared progress on key programs including Vir-ginia, Columbia and Maintenance and

THE PENTAGON COMES TO ELECTRIC BOATSECNAV RICHARD SPENCER AND ASN (RDA) JAMES GEURTS

TOUR GROTON AND QUONSET POINT

FROM LEFT, QUONSET POINT’S STEVEN DRVRY, PEO SUBMARINES REAR ADM. MICHAEL JABALEY, ASSISTANT SECRETARY GEURTS, SECRETARY SPENCER, QUONSET POINT’S ANDREW YAGHJIAN

FROM LEFT, GD EVP JOHN CASEY, ASSISTANT SECRETARY GEURTS, SECRETARY SPENCER, EB VP JIM GILDART


Modernization. Secretary Spencer and Secretary Geurts met EB shipbuilders, and saw facilities and technologies, including the Columbia AFC (Automated Frame and Cylinder) building at Quonset Point and the COATS (Command and Control System Module Off-Hull Assembly and Test Site) facility in Groton. The visitors toured Building 260, saw our progress on the Virginia-class submarines Vermont (SSN 792) and South Dakota (SSN 790), and spent time talking with the shipbuild-ing trades and supervision. As with other visitors, both were impressed with the complexity and sophistication of our operations, and in the quality of our work.

Following the visits, EB President Jeff Geiger told employees, “Each time we host a visit like this, I am reminded of the vital importance of the work we do. I am very proud of the special role you play in our nation’s defense, and visits such as these are a wonderful opportunity to show off our contributions.”

The President’s recently released budget includes a significant allocation in defense spending. Electric Boat must regularly demonstrate to the Navy and other stakeholders that EB continues to be the world’s premier builder of nuclear subma-rines through an ongoing and unwavering commitment to safety, quality, cost and schedule.

“Each time we host a visit like this, I am reminded of the vital

importance of the work we do. I am very proud of the special

role you play in our nation’s defense, and visits such as these are

a wonderful opportunity to show off our contributions.”

— Jeff Geiger, EB President

GENERAL DYNAMICS ACQUIRES CSRA FOR $9.7 BILLION

FALLS CHURCH, Va.

General Dynamics recently announced it had completed its acquisition of CSRA Inc., a transac-tion valued at approximately $9.7

billion. CSRA is now part of General Dynamics Information Technology; the combination creates a premier provider of high-tech IT solutions to the govern-ment IT market.

“The combined CSRA and GDIT offers innovative, competitive and com-pelling solutions to our customers, and provides attractive free cash flow cou-pled with good incremental return on capital for investors,” said Phebe Nova-kovic, chairman and chief executive officer of General Dynamics. “GDIT is positioned to deliver cost-effective, next-generation IT solutions and services to the Department of Defense, the intelli-gence community and federal civilian agencies as they modernize their infor-mation systems.”

FROM LEFT, ASSISTANT SECRETARY GEURTS, SECRETARY SPENCER AND GROTON’S TANNER GLANTZ


SENATOR BRIAN SCHATZ VISITS ELECTRIC BOAT’S HONOLULU, HAWAII SITE

In February, Senator Brian Schatz, the senior senator from Hawaii, visited HSI-Electric Boat to tour the site and speak with employees. EB’s Honolulu

facility provides contracted submarine maintenance and modernization (M&M) support to Pearl Harbor Naval Shipyard (PHNSY) and the Pacific Submarine Force. The site also performs M&M to Navy surface combatants, as well as commercial marine and industrial elec-trical-mechanical manufacturing and repair work.

“HSI” stands for Honolulu Shipyards International, a historical name that came with the organization acquired by Electric Boat in 2008 and designated as EB’s Dept. 776 — not coincidentally, the hull number of USS Hawaii, (SSN 776).

Senator Schatz is familiar with EB’s work in Connecticut and Rhode Island because his senate colleagues from those states consistently tout EB’s importance. The visit gave the Senator a better under-standing of the importance of EB’s work from a local perspective and why it is important to Hawaii.

EB’s resident Hawaii footprint, with over 60 employees, includes a motor and machine shop/headquarters facility in Honolulu, a submarine maintenance complex inside PHNSY, and mobile sup-port sites at PHNSY dry dock and pier locations, supporting Navy submarine and surface ship M&M.

“We are very proud of our team and the work we perform here in Hawaii,” said Site Manager Bruce Smith. He is a career submariner who commanded the

special operations submarine USS Parche and later, Submarine Squadron 11 in San Diego, before serving as Deputy Com-mander of the Pacific Submarine Force. Smith retired from the Navy and joined

HSI Electric, Inc. as president in 2006. He has served as EB’s Site Manager in Hawaii since its inception in 2008.

“This is an exciting and challenging time — we’re expanding our EB foot-print in Hawaii as the Navy transfers more ships, particularly submarines, to the strategically important Pacific,” said Smith. “HSI-EB is in close coordi-nation with PHNSY to ensure success maintaining submarines, including the USS Hawaii and others of the Navy’s Virginia class, as they transfer to Pearl Harbor and operate at the vanguard of the Pacific Fleet.”

“We are very proud of our team and the work we perform here

in Hawaii.” — Bruce Smith, Site Manager

SEN SCHATZ ADDRESSES HSI-EB STAFF, CLOCKWISE, SITE MANAGER BRUCE SMITH, ANITA LAU-KALUA, ROB HAMMOND, JANET FERREIRA, JONATHAN YEATER, ALAN OKETANI, AND MARK TANAKA.

SEN. BRIAN SCHATZ WITH HSI-EB TRADE TECHNICIANS, FROM LEFT, ALAN OKETANI, SEN. SCHATZ, MATT TANAKA, RAY VILLAMOR, MARK TANAKA AND BRENDAN PARAGES.


EB AND LABOR LEADERS CUT RIBBON FOR NEW APPRENTICE LEARNING FACILITY

JANUARY 9 MARKED TWO FIRSTS FOR EB’S APPRENTICE PROGRAM: 1) THE FIRST DAY OF SCHOOL FOR THE NEW CLASS OF METAL TRADES COUNCIL (MTC) AND CARPENTER APPRENTICES, AND 2) THE FIRST CLASS IN THE NEW APPRENTICE LEARNING FACILITY, A REFURBISHED BLDG. 137.

FROM LEFT, MAURA DUNN - VP, HUMAN RESOURCES AND ADMINISTRATION; KEN DELACRUZ - PRESIDENT, METAL TRADES COUNCIL; ROBERT TARDIF - CHIEF STEWARD, UNITED BROTHERHOOD OF CARPENTERS AND JOINERS; JIM GILDART - VP, OPERATIONS.

SUBMARINE SOUTH DAKOTA FLOATS OFF Key Milestone in Getting the Ship to Sea

On February 1, the submarine South Dakota (SSN 790) floated off in Graving Dock 3 of the Groton shipyard.

This is a significant achievement in the construction of a ship and represents a final milestone in getting the ship to sea. With the South Dakota in the water,

Electric Boat is positioned to complete final testing and then execute sea trials and delivery in August.

The entire team working on and supporting the South Dakota has put the ship in a great position for success with many “first of” wins for Virginia-class construction. These include the trim,

SUBMARINE SOUTH DAKOTA (SSN 790) ROLLS OUT PRIOR TO FLOAT OFF.

drain and hydraulics systems being more complete on this hull than any previous hull (which is key to the start of water-borne testing). Also, all X-ray pipe joints were completed prior to float off.

The South Dakota is the first Virginia-class submarine fitted with the acoustic superiority improvements — improving sensing with large-flank arrays — along with quieting and propulsion improvements.

Congratulations to all EB employees for the teamwork and effort that’s led to this achievement.


ELECTRIC BOAT APPRENTICES LEARN WHILE THEY EARN

When Heather Hansen (D456)heard about the Marine Drafts-men’s Association (MDA) Apprentice Program, she didn’t

hesitate for a second to sign up. A member of the Electrical Design department, she’d been working at EB for a year and a half when the apprentice program was reintro-duced last year.

“I don’t know why anyone wouldn’t want to do it — you go to school on work time and get paid for it,” said Hansen. “Every six months we rotate through a different group, meet new people, and study a different area of design. I learn something new all the time; I’m excited that I have three more years in the program.”

To help meet EB’s needs for shipbuild-ers and designers, in 2016, the company

announced its collaboration with the Con-necticut Department of Labor (CTDOL) to reestablish the trades and designer apprentice programs. EB is making use of the American Apprenticeship Initiative grant awarded to CTDOL by the federal government. The grant fosters appren-ticeships in high-demand industries such as advanced manufacturing, providing tuition and training cost assistance of up to $3,500 for each apprentice.

The Marine Draftsmen’s Association (MDA) Apprenticeship is a four-year pro-gram, combining classroom instruction and on-the-job training. Design apprentic-es specialize in one of four areas: piping/vent, mechanical, electrical and structur-al/arrangements. Core classes, covering math and other design-related disciplines, are taught by Three Rivers Community

APPRENTICES ARNOLD CHAPPELL (ABOVE) AND ANNE MESSERSCHMIDT (FACING PAGE) IN THE GROTON MACHINE SHOP’S ACTIVE LEARNING CENTERS (ALCs). THE ALCs, WHICH COMPRISE MORE THAN 30 MACHINES AND MOCKUPS, CAME ONLINE IN 2016 IN GROTON’S INSIDE MACHINE SHOP, WELD SCHOOL AND THE QUONSET POINT WELD SCHOOL. PRIOR TO THE ALCs, TRAINING TO THE TRADES WAS THEORY-ONLY IN CLASSROOMS FOLLOWED BY ON-THE-JOB TRAINING IN PRODUCTION. IN THE NEW TRAINING CURRICULUM, SUBJECT MATTER EXPERTS LEARN HOW TO BEST TEACH THEIR EXPERTISE TO STUDENTS IN A NON-PRODUCTION ENVIRONMENT. EMPLOYEES CAN THEN HIT THE DECK PLATES WITH HANDS-ON EXPERIENCE.


Arnold Chappell

Anne Messerschmidt

Heather Hansen

Nicholas Delorme

The apprentice programs are a proven path for career development — over 185 graduate apprentices have attained the level of supervisor or higher at Electric Boat, including superintendents, general superintendents, directors, design manag-ers, and general foremen.

Nicholas Delorme (D459), sees the apprentice program as the starting point for his ultimate goal of becoming a Main Area Team Lead (MATL). “MATLs are responsible for a section of a submarine and need to know all the disciplines of design,” said Delorme. The apprenticeship is a great beginning towards that goal.”

Design apprentices come from diverse backgrounds. Hansen has a liberal arts degree and a variety of work experiences including retail and security; Delorme came to EB with a college certificate in machining. What’s common is that apprentices have access to any help they may need from EB; for example, tutoring for math classes. “I admit, the math can be challenging, but we have great support from our tutors — fellow EB employees — and classmates,” said Delorme.

For Hansen, the program posed a differ-ent hurdle. “I’m kind of shy — it’s hard for me to call someone I don’t know and ask questions. I knew that as an appren-tice, I’d meet many new people through each rotation — a challenge — but at the end, I’d have a huge rolodex of contacts which will make me a more efficient designer,” she said. “When I left my first rotation, I asked my supervisor what he hoped I learned, and his response was ‘if

nothing else, remember that if you change something, you need to let someone else know’ — in other words, communication is key. The contacts I’ve made are a huge benefit of the apprenticeship.”

Also re-launched in 2017 was the Ship-yard apprentice program, offering apprenticeships for inside and outside machinists, welders, shipfitters and sheetmetal work-ers. The program has expanded for 2018 to include electricians, carpenters, paint-ers, lifting and handling/riggers, pipe- fitters, and pipe laggers. The MTC and Carpenters apprenticeships are three years in length, except for inside machinist (IM), which is four years.

Arnold Chappell (D100) is an IM apprentice who’s been with EB for three years. “I like being versatile — I was working in assembly, and wanted to learn the machines as well,” he said. “In the apprentice program we’re learning both through hands-on training along with classroom instruction on math, blueprint reading, computer skills, effective com-munication, safety, labor history and submarine systems — all from people who have a lot of experience.”

Chappell joined EB from high school. As he and his fellow IM apprentices move through the program, they’ll learn the skills needed to manufacture and assem-ble mechanical components for EB’s submarines, from operating small mills and lathes to larger machines. The appren-tices also learn critical skills in inspection and maintenance.

College instructors; additional classes focus on EB-specific skills and are taught by EB instructors. For the first two years, apprentices learn all aspects of their home discipline; the last two years they rotate through the other three disciplines, giving them the skills they need to become well-rounded designers.

Combining classroom and hands-on learning

continued on page 12


EB’S BUILDING BETTER HEALTH PROGRAM RECOGNIZED WITH INNOVATION AWARD

On February 14 in Stamford, Connecticut, the Business Council of Fairfield County awarded Electric Boat with a Healthy Workplace Platinum Award and an Innovation Award. The Council’s recognition program highlights the

efforts of employers who have implemented a diverse range of programs to promote a healthy workplace and help employees live healthier lives.

Of the 44 companies nominated, Electric Boat’s Building Better Health (BBH) program was recognized as the most innovative for its novel approach and tools. BBH was introduced in 2006 with the goal of helping employees and eligible family members adopt positive health behaviors. The program includes offerings that eliminate barriers to change and promotes a holistic approach, supporting employees’ physical, emotional, social and financial health and wellness.

DR. ROBERT HURLEY, MEDICAL

DIRECTOR, AND GAIL COLE, WELLNESS

COORDINATOR, ACCEPT AWARDS ON

BEHALF OF ELECTRIC BOAT AND THE

BUILDING BETTER HEALTH TEAM.

“For anyone considering the apprentice program, know that it’s worth it,” said Chap-pell. “I’ve had two internal job opportunities since I’ve been an apprentice, but it just didn’t make sense to leave the program. At the end of four years, I’m going to be a jour-neyman machinist, a qualification I’ll have for the rest of my life.”

Anne Messerschmidt’s (D100) only expectation when she became an IM appren-tice was “to learn as much as I can. When I heard about this program, I was determined to become an apprentice,” she said. “It’s been eye opening — assembling the parts we fabricate, hands-on, is great experience, and it’s how I need to learn.”

Messerschmidt attended a technical high school where she began learning the machine trade and then interned at EB the summer before her senior year. After high school and a year of college, she applied to EB and worked in retail until she was hired three years ago.

Both apprentice programs are nationally recognized and administered by the U.S. Department of Labor, Bureau of Apprentice-ship and Training; they are a collaboration between EB, the MDA, MTC and Carpen-ters unions, and Three Rivers Community College.

The Quonset Point apprenticeship pro-gram will kick off later this year, starting with the structural and piping trades, both fitting and welding. In addition to the hands-on skill development, employees who complete the program will also obtain an associate degree from the Community College of Rhode Island (CCRI). Informa-tion sessions on the QP program will be announced in the coming months.

“The apprentice programs are essential to the success of Electric Boat as we move through a historic period of sustained growth,” said Maura Dunn, vice president — Human Resources and Administration. “These programs are designed to provide the unique training required to develop the skilled designers and tradespeople who will produce the nation’s next-generation strate-gic-deterrent submarines and follow-on Virginia-class ships.”

ELECTRIC BOAT APPRENTICEScontinued from page 11



RETIREES200 Robert C. Miller 15 years Dir of Operations

201 Herman R. Belli 40 years Design Build Specialist

201 Michael R. Meehan 43 years Design Build Specialist

220 Wayne D. Peccini 44 years Admin Cont Specialist

221 Paul D. Campo 42 years Administrative Clerk II

226 John W. MacGregor 41 years Shipfitter 1/C

226 Kenneth E. Scronce 43 years Shipfitter 1/C

229 Michael D. McGuire 43 years Welder-Struct 1C

229 Richard J. Ryan 48 years Wld Mach Rep Elec Srv 1/C

230 Russell J. Arruda 44 years Rigger W/L

241 James C. Feraco 44 years Operations Supervisor

241 Marc L. Wolak 38 years O S Electrician 1/C

242 Mario Luzzi 28 years OS Machinist 1/C

242 Robert L. Parkinson 15 years OS Machinist 1/C

242 James R. Wilson 47 years Machinist Trade Tech

243 Nicholas A. Bottone, Jr 32 years Pipefitter 1/C

243 Donald C. Champlin 44 years Pipefit-Sil Braz W/L

244 Robert S. White 48 years Sheetmetal Worker 1/C

248 William A. Bradshaw 43 years Welder – Pipe 1/C

251 Samuel C. Haskins 27 years Painter W/L

272 Jerome Mahan 43 years Sto-Sv En-Meh 1/C

278 Ernest H. Lewis, III 48 years Elecs Serv Engr Spec

323 Daniel A. Moreau 42 years Inspect-Recv-NQC Spec

355 Joseph Giorgianni 41 years Mgmt Systems Staff Spec

414 David R. Atwell 40 years Principal Engineer

415 James B. Seger 51 years Engineering Specialist

434 Leon Owens 53 years Design Tech-Mech

438 Michael S. Stockford 35 years Rad Con Serv Engr 1/C

440 Kian K. Wong 37 years Engineering Specialist

442 Donald B. Stephenson 17 years Test Engineer Sr

445 Harry A. Hall 44 years Design Tech-Elect

445 Marc J. Kashar 38 years Test Engineer Specialist

447 Kenneth W. Hamler 54 years Mgr of Matl Sys

452 Robert T. Hill 26 years Pipe S/Des Sr Spec

452 Bradley C. Watkins 24 years Pipe S/Des Sr Spec

452 Allen J. Whewell 56 years Pipe S/Des Sr Spec

453 Charles R. Underhill 39 years Mech Sr Designer

454 Kenneth W. Haynes 19 years Principal Engineer

455 Carrie D. Pfieffer 36 years Supv, Admin Services

459 Cyril A. Longton 29 years Strct S/Des Sr Spec

462 Kevin J. Sylvia 37 years Eng Suppt-Instr Serv

463 Alan M. Remondi 37 years Principal Engineer

487 Joseph J. DeSandre 44 years Mgr of Engineering

491 Linda J. Rutan 28 years Program Rep, Spec

492 Christopher E. Sandgren 37 years Mgr of Engineering

497 Frank E. Giurleo 26 years Principal Engineer

501 Antonio C. Barboza 47 years Maint Pipefitter Tech WL

501 Earle A. Gainsley, Jr 41 years Mt Elect Sv Eng 1/C

501 Gary R. Houle 25 years Construct Mech 1/C

501 Peter T. McManus 43 years Maint-Mec Srv En 1/C

610 Anthony R. Senerchia 42 years Chief of Audit Compliance

650 Timothy P. Banning 41 years Cost Eng Specialist Sr

650 Peter W. Fedors 37 years Cost/Pric Spec

659 John M. Elliott 23 years Program Rep, Prin

684 Paul R. Corsetti 43 years Program Mgr

684 Shawn J. Lisee 43 years Program Rep, Prin

686 Edward J. Baker, Jr 45 years Program Rep, Prin

686 Johnny Dieters 41 years Program Rep, Prin

704 Michael F. Kent 15 years Test Engineer Specialist

707 Michael J. Mowrer 12 years Manufacturing Tech

792 Stanley J. Walczyk 36 years Principal Engineer

901 Raymond I. Johnson 41 years Install Tech III

902 Dennis E. Hayes 43 years Install Tech III

902 Peter J. Mandeville 33 years Install Tech III

902 Timothy C. Masters 10 years Install Tech III

904 Michael T. Connell 43 years Struct Fab Mech I

904 Joann McGloine 25 years Install Mech I

904 David T. Pierson 43 years Pipe Preparation Mechanic

904 Terrence Slattery 41 years Pipe Preparation Mechanic

911 Bruce A. Worsley 14 years Struct Fab Mech I

912 Arthur R. Butts, III 43 years Struct Fab Mech I

912 Robert J. Mason 34 years M/T Tech II

915 Manuel Carvalho, Jr 40 years Prod Planner

915 Caesar S. Desanto, Sr 35 years M/T XR Weld

915 Glenn A. Fucci 41 years Operations Supervisor

915 Robert K. Gliottone 42 years Pipefitter Appr

920 Richard J. Burton 30 years Prod Supp Mechanic

921 Louis D. Renzi 25 years Struct Fab Mechanic I

922 Frank J. Burton 27 years Struct Fab Mech I

931 Annette M. Bourcier 41 years Engrg Project Spec

935 John P. Conroy 30 years Qual Cntrl Analyst Sr

957 James A. Tetreault 7 years Prod Planner

962 Joseph D. Richards 41 years Prod Supp Tech III

962 Richard V. Valeriana 50 years Prod Supp Mech I

969 Miriam Eldridge 41 years Admin Clerk

993 Richard P. Anctil 43 years Struct Fab Mech I

993 Robert G. Cruse 48 years Elect Service Eng 1/C

993 Bruce R. Gagnon 38 years Struct Fab Mech I

993 Steven T. Gencarella 42 years Administrative Clerk II

993 Joseph P. Guerra 40 years Carpenter 1/C

993 William F. Munroe 27 years Elect Sr Designer

60 YEARS

321 Joseph A. Buck, Jr

321 Benjamin H. Carpenter, Jr

55 YEARS

333 Elmer E. Church, Jr

423 Robert J. Rosso

50 YEARS

321 Paul A. Bruno, Jr

45 YEARS

100 Salvatore D. Vlaun

230 John W. Zaks, Jr

242 Stanley P. Goucher

243 George C. Nowosielski

248 Larry Daniels

251 Charles D. Constankakos

251 Edward C. Gordon

251 John F. Ratnecht

252 Howard W. Hoxie

271 Stanley J. Gwudz

274 Robert E. Dupuis

275 Edward R. Kokoszka

321 Paul D. Dion

321 Eric J. Ducharme

322 Joseph A. Bruno

355 Stephen E. Moroch

431 James M. Karasevich

436 Donna M. Damico

452 Edward M. Freeman

452 Robert J. Varella

453 Lawrence P. Magee

458 Jonathan R. Hildebrand

459 Jerome J. Hatfield

459 William R. May

472 John S. Lombardo

507 Alfred P. Henry

604 James M. Comeau

686 Edward J. Baker, Jr

40 YEARS

201 Michael E. Thompson

229 Joseph C. Francis

229 John D. Roszelle

241 Sherri A. Biro

241 Daniel R. Dragoo

242 Thomas E. Ravenelle

243 John E. Conley

243 Robert R. Gilbert

243 Larry D. Greenfield

243 Stephen R. Leblanc

243 Robert F. Sledjeski

251 Steven E. Mitchell

251 Roger W. Smith, Jr

274 Stephen F. Briggs

330 Thomas J. Begina

355 Guy E. Kirchner

404 Kathleen J. Scrivani

411 Michael J. Boldizar, Jr

423 Mark A. Lonardelli

424 Richard S. Weckwerth

438 Louis G. Holewka

442 Michael D. Maglio

447 Susan Denoia

486 Jan J. Czajkowski

489 David L. Stepler

501 Jeffrey H. Lloyd

501 Gilbert R. Stailing

508 Martin H. Ouimet, Jr

904 Richard R. Hebert, Jr

915 Manuel Carvalho, Jr

957 Martin F. Dorgan

962 Warren E. Beaudoin

970 Richard Buterbaugh

35 YEARS

201 Kenneth W. DeBlois, Jr

229 Luther Bethel

230 Bryan J. Piacenza

242 F. William Doucette, Jr

242 William Fiore

242 David J. Majerski

243 John M. Burrows

244 Louis J. Agnoli

244 Edward R. Welles, III

252 Daniel J. Manville

252 Paul C. Niedmann

252 Ronald W. Reynolds

252 Charles Ward, III

272 Thomas C. Locantro

321 David R. Burrows

341 Richard S. McFarland

355 William J. Gilman

355 James S. Hill

409 Donald T. Getty

409 Leslie M. McLlarky

411 Thomas F. Britton

436 John G. Stavropoulos

438 Christopher G. Atsales, Jr

444 Mark Rollinson

447 Deborah A. Winsor

452 Robert E. Davison

452 David W. Morgan

452 Joseph R. Ratelle

453 Thomas P. Lowell

453 Catherine M. Martineau

454 Walter E. Gless

459 Glenn P. Bergenstock

459 Carl M. Cecchini

459 James J. Matich

459 Gerard T. Norris

459 Brian R. Theroux

459 Thomas J. Winiarski

463 Kenneth R. Arpin

464 Derek R. Rahusen

467 John R. Callinan

473 Thomas M. Balon

473 Michael G. Gada

496 Daniel B. Johnson

496 Michael T. Lowry

496 Alan R. Wagner

604 Richard J. Eddy

604 Daniel F. Eldridge

604 Michael J. Martin

610 Robert C. Collins

610 Tammy A. Welsch

626 Jennifer S. Charron

650 Michael S. Barbaresi

650 David W. Bergheimer

650 Ronald A. Dutton

650 Robert L. Stevenson

658 Steven S. Middel

660 James Golub

902 Lawrence J. St. Onge

911 David W. Castaldi

912 Rafael Rios

913 Kevin J. Graveline

913 Blake Laverdiere

914 Walter J. Tift

915 Caesar S. Desanto, Sr

915 Larry S. Drake

915 Ralph F. Evaschuk

915 Carl E. Graham

915 David W. Jarrard

924 John M. Motta

950 John J. Preneta

951 Radisa Zelen, Jr

962 William J. Moran

969 Dennis B. Phelps

30 YEARS

201 David S. Lofgren

242 Timothy M. Barnhouser

242 Keith J. Decesare

251 John B. Irwin

271 Luis A. Henriques

321 James A. Bowski

341 Glen W. Pothier

355 Stephen J. Lachance

355 James F. Savage, Jr

403 Richard G. Goldman

403 Linda E. Self

410 Carol S. Canova

412 Michael P. Fitzgerald

414 Mark E. Hester

419 Michael R. Gillam

441 Brian K. Griggs

443 Margarita Fragoso-Cordero

447 Lawrence C. Avery

448 Scott B. Philipp

452 Bruce A. Pietraallo

453 Robert C. Chalmers

453 James A. Ericson

454 Karen L. Baird

454 Teresa B. Tucchio

456 Magda F. Allard

456 Linda J. Choate

456 James M. Hanrahan

456 William J. Tweedell

459 Laura L. Holmes

462 Curtis L. Alpha

463 Stephen J. Roy

472 Kenneth E. Curry

472 Angela J. Herdman

472 James E. MacGlaflin

472 Susan F. Tramantana

481 Thomas W. Haskell

481 Mark J. Sugar

485 Lloyd A. Boyden

485 Richard J. Wadolowski

492 Mark R. Whitney

497 Robert J. Aquilino

545 Craig M. Chase

610 Steven G. Abate

614 Alvin J. Ayers

615 Carol A. Balerna

615 Michael J. Fratoni

650 Scott D. Cockley

662 Mark M. Nall

702 John E. Barker

702 Maria C. de Melo

776 David A. Majewski

902 David A. Cardoza

903 Charles R. Godin

service awards


QUALITY AND TESTING

The quality of our products is crucial to our success. All of our products and services must meet appropriate inspection, testing and quality criteria in accordance with

contract and government requirements. You should complete all test documentation accurately and promptly.

With respect to quality and testing, you have the following responsibilities:

P Take personal responsibility for ensuring product quality.

P Know which tests you must perform.

P Know how to carry out these tests.

P Record test results accurately.

P Know and follow procedures.

Report Quality and Testing concerns to your Supervisor, Union Steward, Human Resources or QA Director Nick Dombrowski at 860-433-5873.

EB Ethics Director Frank Capizzano (860-433-1278) is also available to assist anyone regarding questions or issues that may relate to ethical decision making. The GD Ethics Helpline is available 24/7 at 800-433-8442 or 503-619-1815 for international callers. Online access to the Ethics Helpline is available at www.gd.ethicspoint.com where you can ask a question, express a concern or report ethical misconduct anonymously.

Remember — When in doubt, always ask.

EB BUSINESS ETHICS AND CONDUCT

912 William A. Alto

913 Michael L. Clark

915 Peter Fiore

915 Joseph M. Gardner

920 Arthur J. Potts

921 Brian T. O’Toole

962 Donald P. Pincins

967 James A. Tregaskis, Jr

25 YEARS

229 John R. Quinn

248 Vernon W. Henry

321 John H. McMahon

355 Dana B. Briggs

423 Richard L. DeBiasi

501 James D. Lowney

505 James B. Corbett

507 Scott L. Long

686 Victoria L. Hawkins

707 Jeffrey D. Hughes

913 Wayne J. Lemoi

915 Ronie A. Fabie

915 James E. Matthews

915 Jeff A. Rogers

921 Thomas L. Folco

921 Louis D. Renzi

921 Joseph M. Thomas

935 David W. McCauley, Jr

962 Kevin A. Pepler

20 YEARS

221 Daniel W. Fletcher

226 James P. Ross, Jr

229 John F. Watrous

241 Paul T. Collins

251 David J. Courtois

274 Thomas E. Shields

322 Michael J. McNamara

412 Nathan D. Hjelmhaug

412 Richard G. Nelson

414 Terence T. Spruill

432 David P. Sellins

435 Paul F. Goupille

447 Reginald S. Faulk

454 Michael L. Zieminski

456 Edward P. Winkler

460 Joanna L. Black

464 Mark W. Silva

467 Lawrence T. Kilby

467 Joseph R. Silva

474 Shawn A. Reed

485 Thomas J. DelGrosso

489 David B. Longo

489 Geoffrey R. Scherer

494 Peter P. Poworoznek

495 Matthew J. Alu

497 David W. Rogers

604 Jonathan M. Dentch

604 John E. Lugaresi

604 Jeffrey D. Parker

604 John Zhao

614 Diane S. Simoneau

649 Salvatore F. LaMesa

670 Marc S. MacIntosh

705 Julie A. Burghardt

903 Donald A. Kniskern

913 Robert Dufault

913 Michael A. Wright

915 Steven E. Giammarco

923 Kevin W. Assumpico


16 | ELECTRIC BOAT NEWS | FEBRUARY 2012

STANDARD PRESORTU.S. POSTAGE

P A I DNEW LONDON, CTPERMIT NO. 469

FIRST QUARTER 2018

NEWSEB

VALUE

$250

$250

$250

STATUSTARGET DATES

JUNE 2018

JUNE 2018

JUNE 2018

MAY 2018

JUNE 2018

JUNE 2018

JUNE 2018

JUNE 2018

FIRST HALF EMPLOYEE INCENTIVE GOALS Completion Date: June 30, 2018

ON TRACK AT RISK BUT ACHEIVABLE AT RISK

GROTON - 24% QP - 24%

6.7M HOURS EARNED

(7k hrs behind plan)

On Track

48,515Completed

364 Completed(153 Columbia, 211 VA)

Purchase Orders ACHIEVED

To Go Products: 292 Work Instructions;

33 Disclosure Changes

At Risk

1.27

16%

ACHIEVE ORGANIZATIONAL HEALTH AND SAFETY GOALS(Must Achieve 2 of 3 Goals to Earn Incentive)

IT ALL COUNTS PARTICIPATION (44% Participation in “It All Counts”)

SAFETY TRAINING PARTICIPATION (48% @ Groton & QP)

ACHIEVE LWIR OF 1.75 OR LESS

ACHIEVE COST PERFORMANCE: Earned Hours Goal =13.5 Million Hours

KEY EVENTS WHILE MEETING ESTABLISHED QUALITY METRICS(Must Achieve 3 of 5 Events Each Half to Earn Incentive)

SHIP 795 (RICKOVER) SECTION 6 / 7 MIDS FROM QP TO GROTON

792 (VERMONT) PRESSURE HULL COMPLETE

GROTON & QP WORK ORDER ATTAINMENT GOAL = 95K (5% Improvement over 2nd Half 2017)

COLUMBIA & VA BLOCK V DESIGN PRODUCT ATTAINMENT GOAL = 1,175 (575 Columbia; 600 VPM / Block V Design Products)

COLUMBIA & VA CONSTRUCTION READINESS GOAL = 1300 Total Products 600 Work Instructions Issued; 75 Disclosure changes implemented; 625 Purchase Orders of Material Received)

Documents

ON MANAGING GROWTH STORY ON PAGE 2Leadership must do everything possible to ensure that our employees are able to execute the work they’re tasked to do. I feel we absolutely have