NORTHROP GRUMMAN 2019 ANNUAL REPORT B-21 Artist Rendering

Total Page:16

File Type:pdf, Size:1020Kb

NORTHROP GRUMMAN 2019 ANNUAL REPORT B-21 Artist Rendering NORTHROP GRUMMAN 2019 ANNUAL REPORT 2019 ANNUAL GRUMMAN NORTHROP B-21 Artist Rendering 2019Annual Report NORTHROP GRUMMAN 2019 ANNUAL REPORT Selected Financial Highlights $3,969 $3,780 $33,841 $3,218 $30,095 $26,004 $21.21 $21.33 $14.04 17 18 19 17 18 19 17 18 19 Sales Operating Income Mark-To-Market (MTM) - ( $ in millions ) ( $ in millions ) Adjusted Diluted EPS* $5.16 $4.70 $4,297 $3.90 $3,827 $3,033 $2,613 $2,578 $1,685 17 18 19 17 18 19 17 18 19 Cash Dividends Cash Provided by Free Cash Flow* Declared Operating Activities ($ in millions) (Per Common Share) ($ In Millions) *Non-GAAP financial metric. For more information, including a definition, reconciliation to the most directly comparable GAAP measure and why we believe this measure may be useful to investors, please refer to “Use of Non-GAAP Financial Measures” at the back of this Annual Report. Dear Fellow Shareholders In 2019, we delivered strong financial results while remaining steadfast in our dedication to performance and positioning Northrop Grumman for the future. In addition, we successfully integrated Orbital ATK in its first full year of operations within our company. We executed a profitable growth strategy for our company, to include launching domain-focused campaigns that leverage the power of our diverse portfolio and align our offerings with our customers’ current and emerging needs. We focused on areas such as space, cyber, strategic missiles and all- domain command and control—areas that are the highest priorities of our global customers. These campaigns laid the groundwork for the organization changes to our operating sectors, which we announced in September. Our new sector structure brings together pieces of our businesses that have shared markets, customers and technologies. It improves our ability to rapidly bring new solutions to our customers and strengthens our program performance. Our new structure became effective at the beginning of 2020 and, simultaneously, we introduced our new “Defining Possible” brand to reinforce the value we’re providing, through performance, agility and innovation. 2019 Financial Performance Sales rose 12 percent and operating income increased 5 percent, reflecting a full year of Orbital ATK contribution and continued growth at our Aerospace Systems and Mission Systems sectors. The integration of the Orbital ATK acquisition has been very successful. We exceeded our cost synergy targets and these savings contributed to improved performance. All four of our businesses were more profitable in 2019 and together generated a 13 percent increase in segment operating income* and an 11.6 percent segment operating margin rate.* Our segment operating income* grew more than sales, demonstrating that cost reductions and program performance offset a business mix including a higher amount of development efforts as we began work on new programs. In addition to performing well on our current portfolio of programs, we captured more than $45 billion in new business. Our total backlog increased 21 percent, to nearly $65 billion. All four of our sectors generated double-digit increases in their total backlogs. Our business capture reflects strong alignment between our capabilities and our customers’ priority investment areas, as well as the rapid capture of Orbital ATK revenue synergies. These new awards are the foundation for continued profitable growth. Our backlog has increased more than 50 percent since the end of 2017, reflecting robust new awards and the addition of Orbital ATK. NORTHROP GRUMMAN 2019 ANNUAL REPORT In 2019 we also had strong cash generation. Our businesses delivered $4.3 billion in operating cash and our free cash flow* increased 18 percent to more than $3.0 billion. Our strong cash generation has continued to enable value-creating capital deployment. We invested $1.3 billion in capital expenditures to drive innovation and affordability for our customers. We reduced debt by $500 million, made voluntary contributions to our pension plans and distributed $1.6 billion to our shareholders through dividends and share repurchases. We also increased our quarterly dividend 10 percent and reduced our weighted average share count by 3 percent. Positioning for the Future Our new organizational structure more closely aligns our capabilities with our customers’ priority investment areas, as defined by the National Defense Strategy. This realignment is the next step in maximizing the powerful revenue synergy opportunity we envisioned from our combination with Orbital ATK. Our new structure is designed to accelerate our ability to rapidly identify and deliver the technologies, products and services that our customers need. Effective January 1, 2020, our new sectors are Aeronautics Systems, Defense Systems, Mission Systems and Space Systems. Defining Possible We introduced our new “Defining Possible” brand to reinforce the value we are providing through performance, agility and innovation. Defining what is possible is our purpose, and discovery and innovation are at the heart of everything we do. Whether it’s an autonomous submarine that detects mines without putting lives at risk, digital walls that protect physical structures, the world’s first stealth bomber or the universe’s most powerful space telescope, we are driven to solve the toughest challenges. We show our customers what is possible through a performance framework and a culture that balances agility and affordability with quality and safety. The new brand will also help us attract and retain the talent we need to continue to fuel our business. We are showing the solutions we’re developing and the real employees who are doing it, to help promote our purpose and our unique culture by showing how we bring together people from many backgrounds, personal passions and disciplines to push the boundaries in science, technology and engineering. A Strong Culture and Sustainable Business We continue to build on our strong culture with leading environmental, social and governance practices. Maintaining the highest levels of ethics and integrity and a modern governance structure is central to ensuring we act in the best interests of our customers and our shareholders. Our integrity is the core of our reputation. We are committed to a diverse and inclusive culture where employees feel respected and are encouraged to follow their passion. We are proud that female representation on our Board of Directors has increased to more than 30 percent, and female representation on our executive leadership team has increased from 8 percent in 2010 to 58 percent in 2020. We continue to promote diversity and inclusion at all levels of the company. PAGE 2 NORTHROP GRUMMAN 2019 ANNUAL REPORT Our New Sectors Aeronautics Systems is an innovative manned and autonomous air systems provider, with a proven track-record of systems engineering, manufacturing excellence and reliability. In addition to long-duration franchise manned programs like B-21, B-2, F-35, E-2D and unmanned programs like Global Hawk and Triton, Aeronautics Systems also includes Orbital ATK aerostructures for military and commercial customers. Defense Systems brings together Technology Services, Orbital ATK’s defense businesses and select Mission Systems capabilities. A broad- spectrum provider of critical technology services, sustainment and modernization, integrated battle command systems, directed energy, tactical weapons and information systems, Defense Systems is focused on addressing evolving threats and quick-turn requirements for a wide variety of national security, military and civilian customers. Mission Systems is a C4ISR technology leader in open, cyber-secure, software-defined systems for defense and intelligence applications across multiple domains. As a leader in Agile software development for defense applications, Mission Systems combines superior hardware and software capabilities to deliver differentiated solutions for our national security customers. Mission Systems’ advanced capabilities and domain expertise are also key competitive differentiators that we leverage across the entire company. Space Systems is a leader in delivering end-to-end mission solutions through the design, development, integration, production and operation of space, launch and missile systems. Our new Space Systems sector unifies our significant space and launch capabilities in a single organization and provides a platform for accelerated development of innovative and affordable offerings for our national security, civil and commercial customers. NORTHROP GRUMMAN 2019 ANNUAL REPORTPAGE 3 Notable recognition for the strength of our culture includes: • Dow Jones Sustainability North America Index for the fourth consecutive year; • an AA rating from MSCI for environmental, social and governance management and performance; • named as one of Corporate Responsibility Magazine’s 100 Best Corporate Citizens; • one of DiversityInc’s Top 50 Companies for Diversity for the tenth year in a row and number one for both veterans and people with disabilities; • received the highest ranking for the fifth year in a row on the Disability Equality Index and named a “Best Place to Work For Disability Inclusion;” • achieved a perfect score on the Corporate Equality Index and designated a “Best Place to Work for LGBTQ Equality;” • a leadership score of A- in CDP’s 2019 climate change program for the eighth consecutive year; and • a ranking by Indeed as one of the 50 Top-Rated Workplaces. Our culture is reflective of who we are—from our care for the environment
Recommended publications
  • Wing-Folding Mechanism of the Grumman Wildcat
    WING-FOLDING MECHANISM OF THE GRUMMAN WILDCAT An American Society of Mechanical Engineers Historic Mechanical Engineering Landmark DESIGNATION CEREMONY AT THE KALAMAZOO AVIATION HISTORY MUSEUM KALAMAZOO, MICHIGAN May 15, 2006 A Mechanical Engineering Landmark The innovative wing folding mechanism (STO-Wing), developed by Leroy Grumman in early 1941 and first applied to the XF4F-4 Wildcat, manufactured by the Grumman Aircraft Engineering Corporation, is designated an ASME Historic Mechanical Engineering Landmark. (See Plaque text on page 6) Grumman People Three friends were the principal founders of the Grumman Aircraft Engineering Corporation (Now known as Northrop Grumman Corporation), in January 1930, in a garage in Baldwin, Long Island, New York. (See photo of Leon Swirbul, William Schwendler, and Leroy Grumman on page 7) Leroy Randle (Roy) Grumman (1895-1982) earned a Bachelor of Science degree in mechanical engineering from Cornell University in 1916. He then joined the U. S. Navy and earned his pilot’s license in 1918. He was later the Managing Director of Loening Engineering Corporation, but when Loening merged with Keystone Aircraft Corporation, he and two of his friends left Loening and started their own firm — Grumman Aircraft Engineering Corporation. William T. Schwendler (1904-1978) earned a Bachelor of Science degree in mechanical engineering from New York University in 1924. He was reluctant to leave Long Island, so he chose to join Grumman and Swirbul in forming the new company. Leon A. (Jake) Swirbul (1898-1960) studied two years at Cornell University but then left to join the U.S. Marine Corps. Instrumental in the founding and early growth of Grumman, he soon became its president.
    [Show full text]
  • Northrop Grumman
    Northrop Grumman Northrop Grumman Corporation Type Public (NYSE: NOC) 1927 (in 1994, company took on Founded current name), Denver, Colorado Headquarters Los Angeles, California Ronald Sugar, Chairman and Key people CEO Industry Aerospace and defense Aircraft carriers, military aircraft, satellites, missile defense Products systems, advanced electronic sensors and systems, Information Technology, ships, and systems Revenue $30.15 Billion USD (2006) Net income $1.59 Billion USD (2006) Employees 123,600 (2007) Website NorthropGrumman.com Northrop Grumman Corporation (NYSE: NOC) is an aerospace and defense conglomerate that is the result of the 1994 purchase of Grumman by Northrop. The company is the third largest defense contractor for the U.S. military[1], and the number-one builder of naval vessels. Northrop Grumman employs over 122,000 people worldwide[2]. Its 2006 annual revenue is reported at US$30 billion. Northrop Grumman ranks #73 on the 2007 Fortune 500 list of U.S. industrial companies.[3] Products and services Some of the most expensive vehicles in the world, such as this B-2 Spirit strategic bomber, are made by Northrop Grumman and purchased by the United States government. Naval 1 Northrop Grumman's many products are made by separate business units. Newport News Shipbuilding manufactures all U.S. aircraft carriers, and is the only company capable of building Nimitz-class supercarriers. It also produces a large percentage of U.S. nuclear submarines. A separate sector, Northrop Grumman Ship Systems, produces amphibious assault ships and many other commercial and military craft, including icebreakers, tankers, and cargo ships. In a partnership with Science Applications International Corporation, Northrop Grumman provides naval engineering and architecture services as well as naval maintenance services Aerospace A BQM-74 Chukar unmanned aerial drone launches from a U.S.
    [Show full text]
  • Download the PDF File
    Nick: Invisibility sounds like something out of a work of Sci-Fi. However, Northrop Grumman’s B2 Spirit is just that. While the B2 is not invisible to the naked eye, it can avoid detection by radar thanks to a specially designed frame and coating that deflects and nullifies radar waves. Radar waves are sent outwards, and bounce off of features such as engines and straight wings. By altering its shape and applying radar absorbent material, the B2 is able to minimize the radar waves that can be analyzed, making the B2 almost impossible to find. On top of being a stealth plane, the B2 is a flying wing, meaning it has no fuselage or tail. The B2 is meant to be a low observable stealth plane used to penetrate anti-aircraft defenses. It can carry both conventional and thermonuclear weapons, and is a unique aircraft that can carry heavy air-to-surface weapons while also remaining in stealth. But where did this technology come from? Daryl: As soon as radar was developed during World War Two, there was a need to evade radar. Efforts were made during and after the war to counter radar, and two German brothers were the first to find a solution. Walter and Reimar Horton were pilots with the German Luftwaffe, but also designed aircraft of their own. One of these was the Horton HO-229 jet, the earliest flying wing propelled by a jet, which also had radar wave absorbing material on the wings. They used a wood-carbon powder to absorb radar waves, making this the earliest stealth plane.
    [Show full text]
  • Aircraft Collection
    A, AIR & SPA ID SE CE MU REP SEU INT M AIRCRAFT COLLECTION From the Avenger torpedo bomber, a stalwart from Intrepid’s World War II service, to the A-12, the spy plane from the Cold War, this collection reflects some of the GREATEST ACHIEVEMENTS IN MILITARY AVIATION. Photo: Liam Marshall TABLE OF CONTENTS Bombers / Attack Fighters Multirole Helicopters Reconnaissance / Surveillance Trainers OV-101 Enterprise Concorde Aircraft Restoration Hangar Photo: Liam Marshall BOMBERS/ATTACK The basic mission of the aircraft carrier is to project the U.S. Navy’s military strength far beyond our shores. These warships are primarily deployed to deter aggression and protect American strategic interests. Should deterrence fail, the carrier’s bombers and attack aircraft engage in vital operations to support other forces. The collection includes the 1940-designed Grumman TBM Avenger of World War II. Also on display is the Douglas A-1 Skyraider, a true workhorse of the 1950s and ‘60s, as well as the Douglas A-4 Skyhawk and Grumman A-6 Intruder, stalwarts of the Vietnam War. Photo: Collection of the Intrepid Sea, Air & Space Museum GRUMMAN / EASTERNGRUMMAN AIRCRAFT AVENGER TBM-3E GRUMMAN/EASTERN AIRCRAFT TBM-3E AVENGER TORPEDO BOMBER First flown in 1941 and introduced operationally in June 1942, the Avenger became the U.S. Navy’s standard torpedo bomber throughout World War II, with more than 9,836 constructed. Originally built as the TBF by Grumman Aircraft Engineering Corporation, they were affectionately nicknamed “Turkeys” for their somewhat ungainly appearance. Bomber Torpedo In 1943 Grumman was tasked to build the F6F Hellcat fighter for the Navy.
    [Show full text]
  • RQ-4/MQ-4 Global Hawk
    Northrop Grumman RQ-4 Global Hawk - Wikipedia, the free encyclopedia http://en.wikipedia.org/wiki/Northrop_Grumman_RQ-4_Global_Hawk From Wikipedia, the free encyclopedia The Northrop Grumman (formerly Ryan Aeronautical) RQ-4 Global Hawk (known as Tier II+ during RQ-4/MQ-4 Global Hawk development) is an unmanned aerial vehicle (UAV) used by the United States Air Force and Navy and the German Air Force as a surveillance aircraft. In role and operational design, the Global Hawk is similar to the Lockheed U-2, the venerable 1950s spy plane. It is a theater commander's asset to provide a broad overview and systematic target surveillance. For this purpose, the Global Hawk is able to provide high resolution synthetic aperture radar (SAR) – that can penetrate cloud-cover and sandstorms – and electro-optical/infrared (EO/IR) imagery at long range with long loiter times over target areas. It can An RQ-4 Global Hawk flying in 2007 survey as much as 40,000 square miles (103,600 square Role Surveillance UAV kilometers) of terrain a day. National origin United States It is used as a high-altitude platform for surveillance and Manufacturer Northrop Grumman security. Missions for the Global Hawk cover the spectrum of intelligence collection capability to support forces in First flight 28 February 1998 worldwide military operations. According to the United Status In service States Air Force, the capabilities of the aircraft allow more Primary users United States Air Force precise targeting of weapons and better protection of forces United States Navy through superior surveillance capabilities. NASA The Global Hawk costs about US$35 million to procure German Air Force each aircraft.[3] With development costs included, the unit Program cost US$1.635 billion[1] [4] cost rises to US$218 million.
    [Show full text]
  • Joint Effects Model (JEM) Briefing to CBIS
    Joint Program Executive Office for Chemical and Biological Defense Joint Effects Model (JEM) Briefing to CBIS January 2007 Tom Smith JEM Acquisition Program Manager [email protected] Joint Program Executive Office for Chemical and Biological Defense JEM Program Office Org Chart Tom Smith Tom Smith ArchitectureArchitecture Lead: Lead: Andy Andy Hill Hill ModelModel IPT/JSTO: IPT/JSTO: JEM APM JEM APM ProductProduct Support: Support: Gerald Gerald Slonaker Slonaker JohnJohn Hannan Hannan TestTest Lead: Lead: Marcus Marcus Fieger Fieger CDRCDR Stephanie Stephanie Hamilton Hamilton Dan Hallock Rick Fry Dan Hallock Rick Fry IncInc 1 1 DAPM DAPM LTLT Curt Curt Wall Wall IncInc 2 2 DAPM DAPM ProgramProgram Support: Support: PMOPMO Engineering Engineering Support: Support: SusanSusan Sullivan Sullivan RalphRalph Nebiker, Nebiker, Lead Lead EricEric Rial Rial KristinKristin Baird Baird Software Software NSWCNSWC Dahlgren: Dahlgren: Matt Matt Wolski Wolski Development Development PreonPreon Moore Moore Lead: Steve Twyman Lead: Steve Twyman L-3L-3 Titan Titan (JSTO): (JSTO): Ian Ian Sykes Sykes Northrop-Grumman Northrop-Grumman IEM:IEM: Serge Serge Olszanskyj Olszanskyj StevenSteven Stage Stage T&ET&E IPT IPT Lead: Lead: Russell Russell Brown Brown AccreditationAccreditation Agent: Agent: Mike Mike Metz Metz IV&VIV&V Lead: Lead: Brian Brian Boyle Boyle 2 Joint Program Executive Office for Chemical and Biological Defense Description • JEM is an ACAT III Program that will provide a single, validated capability to predict the transport and dispersion
    [Show full text]
  • F-16 Avionics Upgrades Driven by What You Can't See
    Friday, October 7, 2016 aviationtoday.com F-16 Avionics Upgrades Driven by What You Can't See By Woodrow Bellamy III [Avionics Magazine 10-07-2016] While the F-35 is starting to enter service and is the most technologically advanced fighter jet that the military aviation community has ever seen, its predecessor, which took its first flight more than 40 years ago, is still going strong, and avionics and other structural upgrades are giving nations that can't afford the F-35 a reason to keep flying, upgrading and even purchasing the F-16. Primarily, F-16 cockpits are being upgraded with glass, and some military operators are also adding Northrop Grumman's AN/APG-83 Active Electronically-Scanned Array (AESA) radar and an upgraded mission computer. The functionality for these technologies relies heavily upon some of the components that pilots and the general public can't see and usually pay no attention to, such as aerospace grade Ethernet cables that enable high speed data transmission. Between requests for avionics upgrades from the U.S. Air Force (USAF), South Korea, Taiwan, Singapore and others, Lockheed Martin expects to upgrade 500 in- service F-16s over the next 7 years, the aerospace and defense contractor told reporters at a press conference at the 2016 Farnborough International Airshow earlier this year. Among some of the more notable surface-level technologies available for the F-16 is the F-16V configuration, which replaces electro-mechanical cockpit instruments with a center pedestal display, an upgraded mission computer, a higher capacity Ethernet databus and other options.
    [Show full text]
  • NOC) Reported First Quarter 2021 Sales Increased 6 Percent to $9.2 Billion from $8.6 Billion in the First Quarter of 2020
    News Release Contact: Vic Beck (Media) 703-280-4456 (office) [email protected] Todd Ernst (Investors) 703-280-4535 (office) [email protected] Northrop Grumman Reports First Quarter 2021 Financial Results • Sales Increase 6 Percent to $9.2 Billion • EPS Increase to $13.43 • Excluding $1.1 Billion IT Services Sale Benefit, Transaction-adjusted EPS1 Increase 28 Percent to $6.57 • Net Awards Total $8.9 Billion • During the Quarter the Company Entered into a $2.0 Billion Accelerated Share Repurchase Agreement and Retired $2.2 Billion of Debt • Company Raises 2021 Sales Guidance to $35.3 to $35.7 billion and Transaction-adjusted EPS1 Guidance to $24.00 to $24.50 FALLS CHURCH, Va. – April 29, 2021 – Northrop Grumman Corporation (NYSE: NOC) reported first quarter 2021 sales increased 6 percent to $9.2 billion from $8.6 billion in the first quarter of 2020. First quarter 2021 net earnings increased 153 percent to $2.2 billion, or $13.43 per diluted share from $868 million, or $5.15 per diluted share, in the first quarter of 2020. First quarter 2021 results reflect the IT services divestiture effective as of Jan. 30, 2021, including a net after-tax benefit of $1.1 billion, or $6.86 per diluted share. "First quarter results are a strong start to the year and a continuation of the positive performance we delivered in 2020," said Kathy Warden, chairman, chief executive officer and president. "Our team booked competitive new awards and generated higher sales, earnings and cash. These strong operational results, coupled with portfolio shaping, enabled value-creating capital deployment for our shareholders.
    [Show full text]
  • Landmark Flight Brings Program One Step Closer to Demonstrating Autonomous Aerial Refueling Between Two Unmanned Aircraft
    Photo and Video Release -- Landmark Flight Brings Program One Step Closer to Demonstrating Autonomous Aerial Refueling Between Two Unmanned Aircraft March 9, 2011 SAN DIEGO, Mar 9, 2011 (GlobeNewswire via COMTEX) -- On Jan. 21, Northrop Grumman Corporation (NYSE:NOC), Defense Advanced Research Projects Agency (DARPA) and NASA Dryden Flight Research Center took a major step toward demonstrating autonomous aerial refueling between two unmanned, high altitude aircraft, an operation never before performed. Photos and video accompanying this release are available at: http://www.irconnect.com/noc/press/pages/news_releases.html?d=215774 In a key risk reduction flight test, Northrop Grumman's Proteus test aircraft and a NASA Global Hawk flew as close as 40 feet apart at an altitude of 45,000 feet, an industry-setting record. The flight test was conducted in the challenging high altitude environment required for refueling of high altitude long endurance (HALE) unmanned aircraft systems (UAS). Wake turbulence between the two aircraft as well as engine performance and flight control responsiveness in the stratosphere were evaluated. Simulated breakaway maneuvers were also conducted. The January flight was key to reducing risks as the program prepares for autonomous aerial refueling of two Global Hawks in the spring of 2012. "Demonstrating close formation flight of two high altitude aircraft, whether manned or unmanned, is a notable accomplishment," said Geoffrey Sommer, KQ-X program manager at Northrop Grumman Aerospace Systems sector. "When you add autonomous flight of both aircraft into the mix, as we will do later in the KQ-X program, you gain a capability that has mission applications far beyond just aerial refueling." The $33 million DARPA KQ-X program will demonstrate autonomous fuel transfer between two Global Hawks, enabling flights of up to one week endurance.
    [Show full text]
  • SUPPLIER STANDARDS of BUSINESS CONDUCT SUPPLIER STANDARDS of BUSINESS CONDUCT Our Values
    SUPPLIER STANDARDS OF BUSINESS CONDUCT SUPPLIER STANDARDS OF BUSINESS CONDUCT Our Values We, the women and men of Northrop Grumman, We act with INTEGRITY in all we do... are guided by the following Values. We want our decisions and actions to demonstrate these We are each personally accountable for the Values. We believe that putting our Values highest standards of behavior, including honesty into practice creates long-term benefits for and fairness in all aspects of our work. We fulfill shareholders, customers, employees, suppliers our commitments as responsible citizens and and the communities we serve. employees. We treat customers and company resources with the respect they deserve. We We take responsibility for QUALITY... comply with all applicable laws and regulations. Our products and services are “best in class” We value PEOPLE... in terms of value received for money paid. We deliver excellence, strive for continuous We treat one another with respect and take improvement and respond vigorously to change. pride in the significant contributions that come Each of us is responsible for the quality of from the diversity of individuals and ideas. Our whatever we do. continued success requires us to provide the education and development needed to help our We deliver CUSTOMER SATISFACTION... people grow. We are committed to openness and trust in all relationships. We are dedicated to satisfying our customers. We believe in respecting our customers, We focus on SAFETY… listening to their requests and understanding We work to protect the health and well-being their expectations. We strive to exceed their of our employees and to provide our customers expectations in affordability, quality and with high quality, reliable and safe products.
    [Show full text]
  • SP's Aviation July 2010
    SP’s AN SP GUIDE PUBLICATION News Flies. We Gather Intelligence. Every Month. From India. RS. 75.00 (INDIA-BASED BUYER ONLY) BUYER (INDIA-BASED 75.00 RS. Aviationwww.spsaviation.net JULY • 2010 Alternate Engine Programme for JSF US Aerospace Majors II C-27J Spartan MMRCA Update Special Mission Aircraft Regional Aviation Infrastructure Industry: AESA AN/APG-80 Business Aircraft DELENG/2008/24199 RNI NUMBER: Financing PAGE 20 A powerful partnership. www.northropgrumman.com/mmrca MMRCA The elephant is revered as a remover of obstacles and a harbinger of success. An F-16 with Northrop Grumman’s operationally proven APG-80 AESA fire control radar system could orporation C become the modern day symbol of protection for one of the world’s largest air forces. orthrop Grumman N The team of the Indian Air Force, © 2010 Lockheed Martin, and Northrop Grumman have the unmatched capabilities and cohesive partnership to accomplish any Air Force mission. McCann-Erickson Los Angeles McCANN BY DATE 5700 Wilshire Blvd. Ste. 225, Los Angeles, CA 90036 Creative Director CLIENT: NORTHROP GRUMMAN DATE: 5/27/10 Art Director JOB #: NGC ELS 6NGC0 182 AD DESC: MMRCA Copywriter AD #: G0182A Group Director Bleed: 220mm x 277mm ECD: S. Levit Acct. Supervisor Trim: 210mm x 267mm Art Director: K. Hastings Acct. Executive Live: 180mm x 226mm Copywriter: L. screen: 133/mag Print Mgr: T. Burland Print Production # Colors: 4/C Phone: 248-203-8824 Traffic Fonts: ITC Officina Sans Proofreader Pubs: SP MILITARY YEARBOOK - 2010 CLIENT TEMPLATE: B PUBLICATION NOTE: Guideline for general identification only. Do not use as insertion order.
    [Show full text]
  • Air University Review: September-October 1973, Volume
    AIR U N I V E R S IT V PROFESSIONAl JOURNAlrcificw Of THE UNITED STATES AIR FORCE T H E T he Threat, F oreicn Policy, and Cost Control: P.ARAMETERS FOR F o RCE P l ANNINC................................................................................................... 2 Col. Edward Stellini, USAF Keyn o t e of the 1970s: Joint Ven t c r es lnto Spa c e ................................................................16 Phillip O. Davis William G. Holder Air Force Review Swords, P lowsh.ares, .and Procress....................................................................................... 3 0 Lt. Gen. Kenneth W. Schultz, USAF D rone Remo t el y Pil o t e d Veh icl es and Aer ospac e Power...............................................44 Lt. Col. E. J. Kellerstrass, USAF SuPERSONIC D e LIVERY OF CoNVENTIONAL W ea PONS—F a CT OR F a NCY?.................................. 55 Charles S. Epstein Ner ve Cen t er for Spa c e Defen se...................................................................................................... 66 Maj. Sainuel C. Beainer, USAF In My Opinion T he Unit Co mma n der and the Bureaucracy............................................................... 63 Lt. Col. Arthur C. Mussman, USAF T he Nixo n Doctrine—a New Era in Foreign Policy? ...............................................89 Maj. H. A. Staley, USAF Books and Ideas W here There’s P.ain Theres Hope: M il it a r y Pr o fessio n a l ism in the Dock .......................................................................................................93
    [Show full text]