This document provides a summary of the annual report for L-3 Communications for 2004. It discusses L-3's record year in orders and backlog. It also summarizes acquisitions L-3 made to augment its portfolio, including companies that expanded its capabilities in infrared detectors, imaging sensors, unmanned aerial vehicles, laser marksmanship training systems, and aircraft modernization in Canada. The summary highlights L-3's role in assisting the US military and notes there is no greater honor than helping those who protect national security.
1) COISTs (Company Intelligence Support Teams) provide essential intelligence support to companies but their role is debated as the military shifts focus. Some see COISTs as only for counterinsurgency while others argue they are still needed.
2) The document discusses challenges to COIST effectiveness including a lack of formal doctrine and task organization not suited to hybrid threats involving both regular and irregular forces.
3) It argues that COISTs must be adapted to better integrate with company mission command systems during operations against hybrid threats, through improved training, doctrine, and organization within command posts rather than separate cells.
The document discusses six proposed Special Areas of Emphasis (SAEs) for the Joint Faculty Education Conference in 2007. The SAEs are nominated topics that highlight important joint subject matter to be covered in Professional Military Education curricula. The six proposed SAEs cover the topics of Joint Command and Control, Information Assurance, the Joint Force Commander's Personnel Recovery responsibilities, an Effects-Based Approach to Joint Operations, Irregular Warfare, and leveraging expertise through Joint Functional Component Commands.
This document proposes a theoretical framework for force design to guide defense planning. It begins by defining force design as conceptualizing, developing, and evaluating alternative military capabilities to meet defense requirements. It then presents an analytical construct that abstracts military capabilities into component elements and explains their relationships. Finally, it offers a framework integrating these concepts into a hierarchy with processes for devising defense alternatives even with limited knowledge. The goal is to provide a useful tool for relating capability requirements to defense demands in an uncertain threat environment, and for specifying new capabilities that could lead to different choices under adaptation, modernization or transformation.
THE SOUTH AFRICAN STRATEGIC DEFENCE PROCUREMENT PACKAGE AND ECONOMIC GROWTH: ...Martin Sehlapelo
The document discusses whether South Africa's strategic defence procurement package and economic growth are mutually exclusive. It argues that while economic growth alone does not guarantee development, a technologically advanced defence force can deter conflict and avoid related economic damage. It also notes that the procurement offsets will generate jobs and investments exceeding costs. Overall, the procurement can positively contribute to both security and economic growth if managed properly.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
'The How & Why China & Iran Would Successfully Target US Critical Infratsruct...Bill Hagestad II
The document provides an overview of a presentation about why China and Iran would target US national critical infrastructure. It discusses the diplomatic, intelligence, military, and economic reasons each nation may target specific infrastructure, what infrastructure they would target, and why. It also discusses capabilities and motivations for cyber attacks, and provides examples of past cyber attacks attributed to the US, Israel, and Iran.
A Look at the Emerging Security Threats to the Aviation IndustryDominic_White
The document discusses emerging security threats to the aviation industry. It notes that while new aviation technologies aim to increase protection, they could also be exploited by terrorists to conduct large-scale attacks across multiple airports. Additionally, airports often focus on complying with existing regulations rather than detecting new vulnerabilities. The document also warns that many aviation systems are vulnerable to hacking, putting flight control, navigation, and other critical systems at risk. However, new software solutions for airlines and pilots may provide an additional layer of security if built-in systems fail. Overall, the aviation industry must regularly update protections and prepare for evolving threats.
World Fuel Services Corporation is a global leader in the downstream marketing and financing of aviation and marine fuel products and related services. For the nine-month period ended December 31, 2002, the company reported revenue of $1.55 billion, up 52.6% from the same period the previous year. Net income was $9.9 million, down 22.6% from the previous year. The company has a strong balance sheet with $312 million in total assets and $127.7 million in stockholders' equity.
1) COISTs (Company Intelligence Support Teams) provide essential intelligence support to companies but their role is debated as the military shifts focus. Some see COISTs as only for counterinsurgency while others argue they are still needed.
2) The document discusses challenges to COIST effectiveness including a lack of formal doctrine and task organization not suited to hybrid threats involving both regular and irregular forces.
3) It argues that COISTs must be adapted to better integrate with company mission command systems during operations against hybrid threats, through improved training, doctrine, and organization within command posts rather than separate cells.
The document discusses six proposed Special Areas of Emphasis (SAEs) for the Joint Faculty Education Conference in 2007. The SAEs are nominated topics that highlight important joint subject matter to be covered in Professional Military Education curricula. The six proposed SAEs cover the topics of Joint Command and Control, Information Assurance, the Joint Force Commander's Personnel Recovery responsibilities, an Effects-Based Approach to Joint Operations, Irregular Warfare, and leveraging expertise through Joint Functional Component Commands.
This document proposes a theoretical framework for force design to guide defense planning. It begins by defining force design as conceptualizing, developing, and evaluating alternative military capabilities to meet defense requirements. It then presents an analytical construct that abstracts military capabilities into component elements and explains their relationships. Finally, it offers a framework integrating these concepts into a hierarchy with processes for devising defense alternatives even with limited knowledge. The goal is to provide a useful tool for relating capability requirements to defense demands in an uncertain threat environment, and for specifying new capabilities that could lead to different choices under adaptation, modernization or transformation.
THE SOUTH AFRICAN STRATEGIC DEFENCE PROCUREMENT PACKAGE AND ECONOMIC GROWTH: ...Martin Sehlapelo
The document discusses whether South Africa's strategic defence procurement package and economic growth are mutually exclusive. It argues that while economic growth alone does not guarantee development, a technologically advanced defence force can deter conflict and avoid related economic damage. It also notes that the procurement offsets will generate jobs and investments exceeding costs. Overall, the procurement can positively contribute to both security and economic growth if managed properly.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
'The How & Why China & Iran Would Successfully Target US Critical Infratsruct...Bill Hagestad II
The document provides an overview of a presentation about why China and Iran would target US national critical infrastructure. It discusses the diplomatic, intelligence, military, and economic reasons each nation may target specific infrastructure, what infrastructure they would target, and why. It also discusses capabilities and motivations for cyber attacks, and provides examples of past cyber attacks attributed to the US, Israel, and Iran.
A Look at the Emerging Security Threats to the Aviation IndustryDominic_White
The document discusses emerging security threats to the aviation industry. It notes that while new aviation technologies aim to increase protection, they could also be exploited by terrorists to conduct large-scale attacks across multiple airports. Additionally, airports often focus on complying with existing regulations rather than detecting new vulnerabilities. The document also warns that many aviation systems are vulnerable to hacking, putting flight control, navigation, and other critical systems at risk. However, new software solutions for airlines and pilots may provide an additional layer of security if built-in systems fail. Overall, the aviation industry must regularly update protections and prepare for evolving threats.
World Fuel Services Corporation is a global leader in the downstream marketing and financing of aviation and marine fuel products and related services. For the nine-month period ended December 31, 2002, the company reported revenue of $1.55 billion, up 52.6% from the same period the previous year. Net income was $9.9 million, down 22.6% from the previous year. The company has a strong balance sheet with $312 million in total assets and $127.7 million in stockholders' equity.
Qwest Communications reported a net loss of $307 million for Q4 2003 and net income of $1.6 billion for the full year. While revenue declined year-over-year due to competitive pressures, investments in new services like Qwest Choice packages drove customer growth. Total debt was reduced by $5 billion in 2003 and free cash flow improved by $463 million over 2002. Customer satisfaction scores increased as Qwest's service initiatives took effect, and key metrics like long-distance and DSL subscribers grew substantially in Q4.
The document is a notice from Sun Microsystems for its 2008 Annual Meeting of Stockholders. It states that the meeting will be held on November 5, 2008 at 10:00am at Sun's Auditorium in Santa Clara, California. The purposes of the meeting are to elect directors, ratify the appointment of the independent auditors, vote on amendments to eliminate supermajority voting provisions and amend the employee stock plan, and consider three stockholder proposals. Stockholders of record as of September 15, 2008 are entitled to vote.
This document is an amendment to a previously filed Form 10-Q for AES Corp for the quarterly period ended June 30, 2005. It restates items 1, 2, and 4 of Part I and item 6 of Part II to correct accounting errors related to derivative instruments, hedging activities, minority interest expense, and income taxes. These errors resulted in a $12 million reduction of stockholders' equity as of January 1, 2003 and an increase in previously reported net income of $40 million and $34 million for the three and six month periods ended June 30, 2004, respectively. The condensed consolidated financial statements and other financial information provided in the document have been restated to correct these errors.
This document is a proxy statement from The AES Corporation announcing their 2006 Annual Meeting of Stockholders. The meeting will be held on May 11, 2006 to elect 10 members to the Board of Directors, ratify the appointment of Deloitte & Touche LLP as the independent auditors for 2006, and consider adopting The AES Corporation Performance Incentive Plan. Stockholders as of March 3, 2006 are entitled to vote. The proxy statement provides biographies of each Board member standing for election and details on executive compensation.
Qwest announced its third quarter 2007 results, reporting earnings of $2.1 billion including a $2.1 billion tax benefit and $353 million in litigation charges. Revenue trends were positive with growth in data, internet, and video services. Adjusted free cash flow for the year is on track to improve by up to $400 million. Customer satisfaction increased with bundles penetration reaching 61% and broadband subscribers growing by 111,000.
This document provides condensed financial statements for Qwest Communications International Inc. as of June 30, 2008. It includes statements of operations, balance sheets, and cash flows. For the six months ended June 30, 2008, Qwest reported total operating revenues of $3,382 million and net income of $188 million. Total assets as of June 30, 2008 were $21,894 million, with total liabilities of $21,391 million resulting in total stockholders' equity of $503 million. For the six months ended June 30, 2008, cash provided by operating activities was $1,297 million and cash used for investing activities, primarily capital expenditures, was $950 million.
Viacom reported record third quarter 2003 results, with revenues increasing 5% to $6.60 billion and operating income rising 7% to $1.38 billion. Advertising revenues grew 8% to $2.88 billion. Earnings per share increased to $0.40 from $0.36 in the prior year. The company expects continued growth in 2004, forecasting revenue growth of 5-7% and earnings per share growth of 13-15%. Segment operating income rose significantly across Cable Networks, Television, and Video. The company reiterated 2003 guidance and sees strong growth continuing into 2004.
Qwest improved its financial performance in the fourth quarter of 2004. Key growth areas like DSL subscribers, consumer bundles, and long-distance lines saw increases. Cost reduction initiatives expanded margins. Cash from operations exceeded capital expenditures for the quarter and year. Operational highlights included surpassing one million DSL subscribers, nearly doubling consumer bundle penetration, and adding over 2 million long-distance lines in 2004.
The document outlines the charter of the Compensation Committee of the Board of Directors of L-3 Communications Holdings, Inc. The committee is responsible for assisting the board in overseeing executive compensation, evaluating CEO performance and compensation, reviewing incentive plans, and preparing compensation disclosures. Key duties include setting compensation for executive officers and directors, monitoring incentive plans, retaining compensation consultants, and reporting to the full board. The committee will also annually review its own performance and the adequacy of its charter.
The document provides a summary of AES Corporation's 2006 financial review and 2007 outlook. In 2006, AES achieved record levels of revenue, gross margin, and net cash from operating activities. They also continued growth through completing construction of three power plants totaling 1,446 MW of capacity and acquiring 73 MW of wind generation. For 2007, AES expects continued growth through six new power projects totaling 1,915 MW of capacity under construction.
La compañía AES reportó sólidos resultados para el cuarto trimestre y el año completo de 2005. Los ingresos anuales aumentaron un 17% a $11,086 millones, mientras que el ingreso neto aumentó un 111% a $630 millones. El flujo de efectivo de las operaciones aumentó un 38% a $2,165 millones. Sin embargo, la compañía también identificó errores en sus estados financieros de 2003 y 2004 que requirieron una reestamentación, y como resultado se encuentra en incumplimiento bajo su línea de crédito
- Qwest Communications reported operating revenue of $3.4 billion for Q3 2007, down 1.5% from Q3 2006. Net income was $2.1 billion compared to $194 million in Q3 2006.
- Total operating expenses increased 5.4% to $3.3 billion in Q3 2007, driven by a 30.5% rise in selling, general and administrative costs.
- EBITDA (earnings before interest, taxes, depreciation, and amortization) was $798 million in Q3 2007 with an EBITDA margin of 23.2%, down from $1.1 billion and a 31.3% margin in Q3 2006.
This document contains condensed consolidated financial statements and notes for Qwest Communications International Inc. for quarters ending March 31, 2005 through September 30, 2007. Some key details include:
- Operating revenue ranged from $3.4 to $3.5 billion per quarter while operating expenses ranged from $3.1 to $3.3 billion per quarter.
- Net income/loss fluctuated each quarter from a loss of $528 million in Q4 2005 to a gain of $2.065 billion in Q3 2007.
- Total assets ranged from $21.1 to $24.1 billion while total liabilities ranged from $24.1 to $26.7 billion.
- Richard Darman has been Chairman of AES since May 2003 and leads the Board as the independent Lead Director. He is also a Partner at private equity firm The Carlyle Group.
- The Board is nominating 12 people for election as directors, 11 of whom are independent of AES according to NYSE standards.
- Paul Hanrahan has been President, CEO and a director of AES since 2002. He is the only nominee who is not independent of AES.
Viacom reported its third quarter 2001 results, with pro forma revenues of $5.7 billion and pro forma EBITDA of $1.3 billion. Four of its six operating segments saw revenue increases, led by 19% growth in cable networks and video. Pro forma free cash flow totaled $883 million, equal to 66% of EBITDA. While results were impacted by lower revenues and higher costs from 9/11 events, the company remains on track for a record year with free cash flow approaching $3 billion. Segment results were mixed, with cable networks, video and publishing seeing revenue and EBITDA gains, while television, infinity and entertainment declined from prior year.
L-3 Communications had a very successful year in 2005, exceeding financial goals with sales of $9.44 billion, a 37% increase over 2004. Key acquisitions expanded L-3's capabilities in command, control, communications and intelligence. L-3 provides important support to US forces in Iraq and Afghanistan and its products are increasingly used internationally for security, crisis response and relief efforts. Looking ahead, L-3 is well positioned with its expanded portfolio to benefit from US defense strategies focusing on mobility, precision weapons and intelligence gathering.
Net earnings from continuing operations increased 9% to $393 million in the second quarter of 2007 compared to the prior year. Free cash flow also increased 4% to $571 million. Revenue decreased 3% to $3.4 billion due to factors such as the absence of UPN and divestitures of radio and television stations. However, operating income was flat at $750 million as increases in some segments offset declines in others. The company also completed the acquisition of Last.fm, a music discovery network, during the quarter.
The document discusses India's C4ISR (command, control, communications, computer intelligence, surveillance, reconnaissance) market and capabilities. It notes that future wars will be fought more in the digital domain than conventional battlefields, and that controlling communications will be critical. It assesses the global C4ISR market size, outlines the typical elements of a C4ISR system, and reviews India's C4ISR capabilities across its Army, Air Force, and Navy. The Navy is assessed as the most advanced of the three services in deploying C4I2 and airborne ISR components. Major indigenous and foreign C4ISR systems with the Indian defense services are also listed.
This document provides a summary of the Unmanned Systems Roadmap 2007-2032. It outlines a vision for unmanned systems to project military power while reducing risks to human life over the next 25 years. The roadmap establishes six goals to improve effectiveness through integration, standardization, policies/procedures, control measures, prototyping processes, and cost control. It identifies key mission needs like reconnaissance and surveillance, target identification, counter-mine warfare, and CBRNE reconnaissance to guide research priorities.
Qwest Communications reported a net loss of $307 million for Q4 2003 and net income of $1.6 billion for the full year. While revenue declined year-over-year due to competitive pressures, investments in new services like Qwest Choice packages drove customer growth. Total debt was reduced by $5 billion in 2003 and free cash flow improved by $463 million over 2002. Customer satisfaction scores increased as Qwest's service initiatives took effect, and key metrics like long-distance and DSL subscribers grew substantially in Q4.
The document is a notice from Sun Microsystems for its 2008 Annual Meeting of Stockholders. It states that the meeting will be held on November 5, 2008 at 10:00am at Sun's Auditorium in Santa Clara, California. The purposes of the meeting are to elect directors, ratify the appointment of the independent auditors, vote on amendments to eliminate supermajority voting provisions and amend the employee stock plan, and consider three stockholder proposals. Stockholders of record as of September 15, 2008 are entitled to vote.
This document is an amendment to a previously filed Form 10-Q for AES Corp for the quarterly period ended June 30, 2005. It restates items 1, 2, and 4 of Part I and item 6 of Part II to correct accounting errors related to derivative instruments, hedging activities, minority interest expense, and income taxes. These errors resulted in a $12 million reduction of stockholders' equity as of January 1, 2003 and an increase in previously reported net income of $40 million and $34 million for the three and six month periods ended June 30, 2004, respectively. The condensed consolidated financial statements and other financial information provided in the document have been restated to correct these errors.
This document is a proxy statement from The AES Corporation announcing their 2006 Annual Meeting of Stockholders. The meeting will be held on May 11, 2006 to elect 10 members to the Board of Directors, ratify the appointment of Deloitte & Touche LLP as the independent auditors for 2006, and consider adopting The AES Corporation Performance Incentive Plan. Stockholders as of March 3, 2006 are entitled to vote. The proxy statement provides biographies of each Board member standing for election and details on executive compensation.
Qwest announced its third quarter 2007 results, reporting earnings of $2.1 billion including a $2.1 billion tax benefit and $353 million in litigation charges. Revenue trends were positive with growth in data, internet, and video services. Adjusted free cash flow for the year is on track to improve by up to $400 million. Customer satisfaction increased with bundles penetration reaching 61% and broadband subscribers growing by 111,000.
This document provides condensed financial statements for Qwest Communications International Inc. as of June 30, 2008. It includes statements of operations, balance sheets, and cash flows. For the six months ended June 30, 2008, Qwest reported total operating revenues of $3,382 million and net income of $188 million. Total assets as of June 30, 2008 were $21,894 million, with total liabilities of $21,391 million resulting in total stockholders' equity of $503 million. For the six months ended June 30, 2008, cash provided by operating activities was $1,297 million and cash used for investing activities, primarily capital expenditures, was $950 million.
Viacom reported record third quarter 2003 results, with revenues increasing 5% to $6.60 billion and operating income rising 7% to $1.38 billion. Advertising revenues grew 8% to $2.88 billion. Earnings per share increased to $0.40 from $0.36 in the prior year. The company expects continued growth in 2004, forecasting revenue growth of 5-7% and earnings per share growth of 13-15%. Segment operating income rose significantly across Cable Networks, Television, and Video. The company reiterated 2003 guidance and sees strong growth continuing into 2004.
Qwest improved its financial performance in the fourth quarter of 2004. Key growth areas like DSL subscribers, consumer bundles, and long-distance lines saw increases. Cost reduction initiatives expanded margins. Cash from operations exceeded capital expenditures for the quarter and year. Operational highlights included surpassing one million DSL subscribers, nearly doubling consumer bundle penetration, and adding over 2 million long-distance lines in 2004.
The document outlines the charter of the Compensation Committee of the Board of Directors of L-3 Communications Holdings, Inc. The committee is responsible for assisting the board in overseeing executive compensation, evaluating CEO performance and compensation, reviewing incentive plans, and preparing compensation disclosures. Key duties include setting compensation for executive officers and directors, monitoring incentive plans, retaining compensation consultants, and reporting to the full board. The committee will also annually review its own performance and the adequacy of its charter.
The document provides a summary of AES Corporation's 2006 financial review and 2007 outlook. In 2006, AES achieved record levels of revenue, gross margin, and net cash from operating activities. They also continued growth through completing construction of three power plants totaling 1,446 MW of capacity and acquiring 73 MW of wind generation. For 2007, AES expects continued growth through six new power projects totaling 1,915 MW of capacity under construction.
La compañía AES reportó sólidos resultados para el cuarto trimestre y el año completo de 2005. Los ingresos anuales aumentaron un 17% a $11,086 millones, mientras que el ingreso neto aumentó un 111% a $630 millones. El flujo de efectivo de las operaciones aumentó un 38% a $2,165 millones. Sin embargo, la compañía también identificó errores en sus estados financieros de 2003 y 2004 que requirieron una reestamentación, y como resultado se encuentra en incumplimiento bajo su línea de crédito
- Qwest Communications reported operating revenue of $3.4 billion for Q3 2007, down 1.5% from Q3 2006. Net income was $2.1 billion compared to $194 million in Q3 2006.
- Total operating expenses increased 5.4% to $3.3 billion in Q3 2007, driven by a 30.5% rise in selling, general and administrative costs.
- EBITDA (earnings before interest, taxes, depreciation, and amortization) was $798 million in Q3 2007 with an EBITDA margin of 23.2%, down from $1.1 billion and a 31.3% margin in Q3 2006.
This document contains condensed consolidated financial statements and notes for Qwest Communications International Inc. for quarters ending March 31, 2005 through September 30, 2007. Some key details include:
- Operating revenue ranged from $3.4 to $3.5 billion per quarter while operating expenses ranged from $3.1 to $3.3 billion per quarter.
- Net income/loss fluctuated each quarter from a loss of $528 million in Q4 2005 to a gain of $2.065 billion in Q3 2007.
- Total assets ranged from $21.1 to $24.1 billion while total liabilities ranged from $24.1 to $26.7 billion.
- Richard Darman has been Chairman of AES since May 2003 and leads the Board as the independent Lead Director. He is also a Partner at private equity firm The Carlyle Group.
- The Board is nominating 12 people for election as directors, 11 of whom are independent of AES according to NYSE standards.
- Paul Hanrahan has been President, CEO and a director of AES since 2002. He is the only nominee who is not independent of AES.
Viacom reported its third quarter 2001 results, with pro forma revenues of $5.7 billion and pro forma EBITDA of $1.3 billion. Four of its six operating segments saw revenue increases, led by 19% growth in cable networks and video. Pro forma free cash flow totaled $883 million, equal to 66% of EBITDA. While results were impacted by lower revenues and higher costs from 9/11 events, the company remains on track for a record year with free cash flow approaching $3 billion. Segment results were mixed, with cable networks, video and publishing seeing revenue and EBITDA gains, while television, infinity and entertainment declined from prior year.
L-3 Communications had a very successful year in 2005, exceeding financial goals with sales of $9.44 billion, a 37% increase over 2004. Key acquisitions expanded L-3's capabilities in command, control, communications and intelligence. L-3 provides important support to US forces in Iraq and Afghanistan and its products are increasingly used internationally for security, crisis response and relief efforts. Looking ahead, L-3 is well positioned with its expanded portfolio to benefit from US defense strategies focusing on mobility, precision weapons and intelligence gathering.
Net earnings from continuing operations increased 9% to $393 million in the second quarter of 2007 compared to the prior year. Free cash flow also increased 4% to $571 million. Revenue decreased 3% to $3.4 billion due to factors such as the absence of UPN and divestitures of radio and television stations. However, operating income was flat at $750 million as increases in some segments offset declines in others. The company also completed the acquisition of Last.fm, a music discovery network, during the quarter.
The document discusses India's C4ISR (command, control, communications, computer intelligence, surveillance, reconnaissance) market and capabilities. It notes that future wars will be fought more in the digital domain than conventional battlefields, and that controlling communications will be critical. It assesses the global C4ISR market size, outlines the typical elements of a C4ISR system, and reviews India's C4ISR capabilities across its Army, Air Force, and Navy. The Navy is assessed as the most advanced of the three services in deploying C4I2 and airborne ISR components. Major indigenous and foreign C4ISR systems with the Indian defense services are also listed.
This document provides a summary of the Unmanned Systems Roadmap 2007-2032. It outlines a vision for unmanned systems to project military power while reducing risks to human life over the next 25 years. The roadmap establishes six goals to improve effectiveness through integration, standardization, policies/procedures, control measures, prototyping processes, and cost control. It identifies key mission needs like reconnaissance and surveillance, target identification, counter-mine warfare, and CBRNE reconnaissance to guide research priorities.
This document provides a summary of the Unmanned Systems Roadmap 2007-2032. It outlines a vision for unmanned systems to project military power while reducing risks to human life over the next 25 years. Key points include:
- Unmanned aircraft, ground, and maritime systems have increased contributions to military operations and are highly desired by combatant commanders for missions like reconnaissance and surveillance.
- The roadmap establishes goals to improve effectiveness, interoperability, and cost control of unmanned systems through increased integration, common standards, and prioritizing validated capabilities.
- Top priority missions for unmanned systems are identified as reconnaissance and surveillance, target identification and designation, counter-mine warfare, and chemical
This document summarizes a strategy paper on resourcing the US 2030 Cyber Strategy. It discusses:
1) The strategy proposes building defensive cyber capabilities, deterrence capabilities, and promoting international cooperation to establish cyber norms by 2030. However, funding these initiatives will be challenging.
2) Fifty percent of the strategy relies on acquiring new cyber technologies, which requires navigating the lengthy defense acquisition system and gaining approval through processes like JCIDS.
3) Coordinating support across the executive branch, Congress, and private industry will be difficult due to competing interests but is crucial for successful implementation.
This document provides information about an upcoming conference on integrated air and missile defense (IAMD) to be held from September 28-30, 2016 in Arlington, Virginia. The conference will focus on developing sustainable and reliable solutions to next generation air and missile threats. It will include workshops and presentations on topics such as directed energy applications, improving ballistic missile defense architecture, and examining gaps in detection capabilities for non-ballistic threats. Military leaders, industry representatives, and defense experts will speak at the event. The document provides details on the agenda, speakers, sponsoring organizations, and registration information.
The document discusses six proposed Special Areas of Emphasis (SAEs) for the Joint Faculty Education Conference in 2007. The SAEs are nominated topics to be emphasized in the professional military education curricula of the joint colleges. The proposed SAEs include: Joint Command and Control, Information Assurance, the Joint Force Commander's Personnel Recovery responsibilities, an Effects-Based Approach to Joint Operations, Irregular Warfare, and Leveraging Government Expertise through Joint Functional Component Commands at USSTRATCOM.
This document provides a summary of the 2010 Quadrennial Defense Review. It outlines the complex security environment facing the US and defines the defense strategy and key mission areas. The strategy balances prevailing in current wars, preventing and deterring conflict, preparing for contingencies, and preserving the all-volunteer force. It directs enhancements to capabilities in defending the US homeland, counterinsurgency and partner capacity building, and deterring aggression in anti-access environments. The review aims to rebalance US forces to address today's threats and future challenges.
The ballistic missile threat is increasing both quantitatively and qualitatively and will likely continue to do so over the next decade. Missile systems are becoming more advanced with greater range, accuracy, mobility, and effectiveness against missile defenses. Several states are developing nuclear, chemical, and biological warheads for their missiles, posing military and coercive threats. Regional actors like North Korea and Iran continue developing long-range missiles threatening the US, though the maturity of this threat is uncertain. In the near term, the growing threat of short and medium-range missiles in regions where the US has forces and allies presents a clear danger.
This document discusses defence logistics information systems (DLIS) and the drivers for investment in them. Evolving trends in defence, like cost reduction pressures and the need for operational efficiency, are pushing more integration of industry into the defence environment. This requires advanced information systems for near real-time visibility. While some countries are making progress, DLIS remains fragmented globally. The document estimates $75 billion will be spent on DLIS by the US from 2011-2020 to replace aging systems and enable new capabilities. Challenges include overcoming legacy system dependency and user resistance to change.
The cbrn defense market 2013 2023 - Reports CornerReports Corner
The document provides an overview and analysis of the global CBRN (chemical, biological, radiological, nuclear) defense market from 2013 to 2023. It finds that the market is expected to grow from $9 billion in 2013 to $13.7 billion in 2023, driven by threats from terrorism and hostile countries. North America currently leads the market but Asia-Pacific is expected to see the fastest growth. CBRN protection equipment accounts for the majority of the market currently but detection systems are expected to see increased investment over the forecast period. Key countries and their projected defense spending on CBRN capabilities are also analyzed.
Army Futures Command Concept for Intelligence 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
These are the charts for the PMI Global Congress 2009—North America. Major Michelle "Shelli" Brunswick's presentation will be Tuesday, 13 Oct 2009, 0815. TRN21 : Project Management: Circa 2025 - Panel 1
Chapter 19: Project Management & Defense Acquisition
The global military rotorcraft market 2013 2023 - Reports CornerReports Corner
Product Synopsis
This report is the result of SDI's extensive market and company research covering the global rotorcraft industry. It provides detailed analysis of both historic and forecast global industry values, factors influencing demand, the challenges faced by industry participants, analysis of the leading companies in the industry, and key news.
https://www.reportscorner.com/reports/27221/The-Global-Military-Rotorcraft-Market--2013-2023/
UV1090 Jan. 21, 2009 This case was prepared by T.docxjolleybendicty
The document discusses the MRAP vehicle program which was created in 2006 to provide improved protection for U.S. soldiers from improvised explosive devices (IEDs) in Iraq and Afghanistan. It summarizes the strategic sourcing process used to examine the MRAP program challenges. The program achieved remarkable results, producing over 9,000 MRAP vehicles by May 2008 and getting 5,493 vehicles into the field, making it the fastest vehicle procurement since World War II.
Future of the Greek Defense Industry to 2018:Industry Trends, Size and Share...michalgilly
This report analyzes the Greek defense industry, forecasting it will invest $31.4 billion over 2014-2018. Greece allocates a high percentage of GDP to defense due to conflicts with Turkey and an aim to modernize its military. However, its defense budget is declining under EU fiscal rules. The report identifies opportunities in frigates, submarines, fighters and aircraft maintenance and analyzes domestic and foreign defense companies that supply Greece. It also examines political, economic and business factors that influence the Greek defense market.
This document summarizes the state of the global aerospace and defense industry. It notes that the industry grew 4.3% in 2011 to $1.128 trillion and is forecast to reach $1.238 trillion by 2016. The defense sector contributes about 74% of revenues but is expected to slow due to budget cuts in the US and Europe. The civil aviation sector is expected to see continued growth, with over 35,000 new passenger and cargo aircraft needed over the next 20 years. Aerospace companies face challenges from cost pressures, procurement demands, and the need for innovation to gain competitive advantages.
The document discusses the need for a strong national defense and modernizing the U.S. military. It notes that all branches of the military are strained and using aging equipment. It recommends adopting sensible defense budgets, modernizing logistics systems, undertaking acquisitions reform, building partnerships with allies, and reforming entitlement programs to ensure adequate funding for national security.
Force 2025 and Beyond Torchbearer Article January 2015Scott Sadler
The document discusses the U.S. Army's holistic modernization strategy called Force 2025 and Beyond. It aims to develop a more capable, adaptive future force by maintaining technological overmatch against adversaries. The strategy will improve the Army's ability to provide future technologies through its Science and Technology Enterprise. This enterprise focuses research and development efforts on addressing warfighting challenges identified in the new Army Operating Concept to ensure technologies can counter future threats. Maintaining investment in the Science and Technology Enterprise is important for informing affordable modernization and minimizing risks to major acquisition programs.
With the Obama Administration’s pivot to the Asia-Pacific region, IHS attended the Pacific Operational S&T Conference and Exhibition on 5-8 March in Honolulu, Hawaii, for an update on US Pacific Command’s (PACOM) priorities and challenges.
This presentation provides selected IHS analysis of the event, its themes, outcomes and implications.
This document provides an external environment assessment of defense economics from March 2005. It examines economic factors that influence national defense spending and military capabilities. Key findings include:
- Global defense spending and R&D has increased led by the US, China, and Russia, while arms transfers have decreased.
- Escalating weapons costs have made it difficult for most countries to replace aging systems.
- Defense economics can identify countries able to develop significant military capabilities and provide early warnings of changing aspirations.
- Transnational threats do not depend on large budgets due to use of asymmetric and inexpensive tactics.
The document discusses Pepsi Bottling Group's use of non-GAAP financial measures to provide additional context for investors beyond standard GAAP reporting. It defines one such measure, Operating Free Cash Flow (OFCF), as cash from operations less capital expenditures plus excess tax benefits from stock options. Management uses OFCF to evaluate business performance and liquidity. The document provides Pepsi's forecast for 2007 OFCF between $530-550 million and outlines adjustments made to certain first quarter 2007 financial results to exclude foreign currency translation impacts.
The document discusses Pepsi Bottling Group's (PBG) use of non-GAAP financial measures to provide additional context for investors beyond standard GAAP reporting. It provides non-GAAP adjusted figures for PBG's second quarter 2007 results which exclude the impact of foreign currency translation. It also gives adjusted guidance figures for full year 2007 diluted EPS and effective tax rate which exclude the impact of reversing tax contingencies. Finally, it defines and discusses the non-GAAP measure of operating free cash flow, and provides PBG's estimated range for full year 2007 operating free cash flow.
The document provides reconciliations of Pepsi Bottling Group's (PBG) reported and comparable non-GAAP financial measures for the third quarter and year-to-date 2007, including net revenue, gross profit, operating income, earnings per share (EPS), and operating free cash flow (OFCF). It also provides PBG's 2007 guidance ranges on a reported and adjusted basis, adjusting for items affecting comparability including tax matters, restructuring charges, and asset rationalization charges.
pepsi bottling Non Gaap Investor Day121307finance19
The document provides reconciliations of non-GAAP financial measures reported by The Pepsi Bottling Group to GAAP measures for 2005-2007 and 2008 guidance. It summarizes adjustments made for items affecting comparability between years, including restructuring charges, tax law changes, and accounting rule changes. Operating profit growth, EPS, and cash flow are reconciled for these periods. Non-GAAP measures are used to evaluate underlying business performance by excluding certain non-recurring or variable items.
The document summarizes Pepsi Bottling Group's (PBG) fourth quarter 2007 earnings conference call. It provides non-GAAP financial measures to allow for meaningful year-over-year comparisons. Items affecting comparability in 2007 include a tax contingency reversal, tax law changes, and restructuring charges. The document also reconciles 2007 and Q4 2007 reported results to comparable results. Guidance for 2008 reported and comparable operating income growth and EPS is also provided.
The document provides a reconciliation of non-GAAP financial measures for Pepsi Bottling Group's first quarter 2008 earnings conference call. It summarizes restructuring charges and an asset disposal charge that affected comparability between periods. It provides comparable and reported operating income growth, EPS, and guidance figures. It also defines and provides guidance for operating free cash flow.
The document summarizes Pepsi Bottling Group's second quarter 2008 earnings conference call. It discusses non-GAAP financial measures used by the company to provide meaningful year-over-year comparisons and evaluate underlying business performance. Items affecting comparability between years are also reviewed, including restructuring charges, asset disposal charges, and tax items. Specific metrics for certain international markets and 2008 guidance figures both on a comparable and reported basis are also presented. Operating free cash flow is defined and full-year 2008 expectations provided.
The document provides reconciliations of non-GAAP financial measures reported by The Pepsi Bottling Group for 2008. It identifies items affecting comparability between years, including restructuring charges, asset disposal charges, and stock-based compensation. The document summarizes the quantitative impact of these items on key financial metrics like operating income growth, earnings per share, and cash flow. It also provides guidance for 2008 operating free cash flow.
The document provides reconciliations of non-GAAP financial measures and items affecting comparability for The Pepsi Bottling Group's third quarter 2008 earnings conference call. It summarizes restructuring charges, asset disposal charges, a tax audit settlement, tax law changes, and stock-based compensation adjustments. It also provides comparable and reported figures for net revenue, operating income, earnings per share, and other metrics. Guidance is given for full-year 2008 measures on a comparable and reported basis.
The document provides financial information and reconciliation of non-GAAP measures for The Pepsi Bottling Group's fourth quarter 2008 earnings conference call. It summarizes items affecting comparability for 2008 and 2009, including impairment charges, restructuring charges, and the impact of foreign exchange rates. It also provides the company's operating free cash flow for 2008 and guidance for comparable net revenues, costs, operating income, earnings per share, and operating free cash flow for 2009.
The document provides reconciliation of non-GAAP financial measures for The Pepsi Bottling Group for 2008. It summarizes items affecting comparability between years such as impairment charges, restructuring charges, and accounting standard changes. Tables show the impact of these items on operating income, net revenues, operating profit, and earnings per share for 2008 compared to 2005, 2007, and 2003. The document also provides 2009 guidance forecasts for revenue growth, operating income growth, earnings per share, and operating free cash flow.
The document discusses PBG's financial highlights and growth in 2000. Key points:
1) PBG had strong financial results in 2000, with net revenues of $7.982 billion and EPS of $1.53, up from 1999. Operating income and EBITDA also grew substantially.
2) Two-thirds of PBG's business comes from take-home sales. In 2000 PBG focused on growing its bottled water and flavor carbonated soft drink segments in the take-home market.
3) PBG launched Sierra Mist, a new lemon-lime flavor, to capitalize on the fast growing lemon-lime segment of the carbonated soft drink category. The launch was swift in
World Fuel Services Corporation is a global leader in the downstream marketing and financing of aviation and marine fuel products and related services. For the nine-month period ended December 31, 2002, the company reported revenue of $1.55 billion, up 52.6% from the same period the previous year. Net income was $9.9 million, down 22.6% from the previous year. The company has a strong balance sheet with $312 million in total assets and $127.7 million in stockholders' equity.
World Fuel Services Corporation reported strong financial results for 2003 with revenue increasing 40% to $2.7 billion compared to 2002. Net income increased 52.5% to $21.9 million resulting in diluted earnings per share rising 48.5% to $1.96. Both the aviation and marine fuel divisions experienced increased revenue and income from operations. Looking forward, the company expects continued growth with the recent acquisition of Tramp Oil, one of the largest marine fuel services groups.
World Fuel Services Corporation reported strong financial results for 2003 with revenue increasing 40% to $2.7 billion compared to 2002. Net income increased 52.5% to $21.9 million resulting in diluted earnings per share rising 48.5% to $1.96. Both the aviation and marine divisions experienced growth in revenue and income from operations. The company also strengthened its balance sheet and acquired Tramp Oil, one of the largest marine fuel services groups. World Fuel Services expects continued growth and success in the future driven by its global presence and service offerings.
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2. Strategic View
Today's Landscape
The Ongoing Threat of Terrorism
Restructured
Defense
Budget
Bush Reelection
Campaign in
Afghanistan
and Iraq
3. Iraqi
Elections
Military
Transformation
Continues
Fewer
Platforms,
Homeland More
Security Capabilities
Focus on Readiness, Modernization
and Joint Operations
1
5. Dear Shareholders:
L-3 had a record year in orders, receiving $7,563.7 million in funded
The year 2004 was a time of extraordinary heroism, challenge and
orders from all of the company’s major business areas. Backlog was
sacrifice for US and coalition forces. In Iraq, the coalition continued
$4,757.9 million at December 31, 2004.
its efforts to build peaceful conditions and defeat pockets of terrorists
and insurgents. The coalition battled successfully in difficult urban
At the close of the year 2004, L-3 had a very strong balance sheet.
environments and continued to build the infrastructure of Iraq needed
The company’s debt to book capitalization decreased to 36.1% at
to ensure the country’s future. A most remarkable achievement was
December 31, 2004, compared to 48.1% at December 31, 2003.
the first free election in Iraq’s history in January 2005 and the birth
Additionally, in January 2005, Standard and Poor’s upgraded L-3’s
of democracy within the nation.
senior debt rating to BBB-, an investment grade rating.
At the same time, the Department of Defense (DoD) is moving to
In 2004, L-3 was also selected by Standard & Poor’s for inclusion in
transform its capabilities and strategies to face today’s world order.
its flagship stock market index – the S&P 500 Global Industry
This landscape differs significantly from the traditional Cold War chal-
Classification Standard (GICS) Aerospace & Defense Sub-Industry
lenges wherein the US national strategy was characterized by a con-
Index. This was a signature honor for L-3, a milestone that demon-
cern about the bipolar nature of the world and its attendant demands.
strates the company’s vital role in the defense industry.
With recognition of asymmetrical threats facing the US and its allies,
the DoD has identified four broad threats that the US will continue to
Acquisitions
face in the future. Known as the “four-way matrix,” these threats
The acquisition of niche companies to augment L-3’s expanding portfo-
include irregular, catastrophic, disruptive and traditional challenges.
lio of businesses continued to be a key company strategy. In total, the
acquisitions had an aggregate purchase price of $434.7 million.
A transformational strategy to cope with these threats has been initiat-
ed and will be developed and resourced by the DoD in its planning doc-
In L-3’s Secure Communications and Intelligence, Surveillance and
umentation – the Quadrennial Defense Review (QDR) due in the begin-
Reconnaissance (SC & ISR) segment, L-3 acquired key companies
ning of 2006. This review will shape the defense capabilities in the
that increase its capabilities in important product areas. L-3 added
years to come.
Cincinnati Electronics, a leading producer of infrared (IR) detectors,
imaging sensors, missile warning sensors and products. L-3 also
In 2004, the Bush administration initiated a national strategy for
acquired BAI Aerosystems, Inc., a leading designer, manufacturer and
homeland security focusing on a number of key areas, including nation-
integrator of unmanned aerial vehicles (UAV). BAI also offers a com-
al joint intelligence and warning, border and transportation security,
plete set of UAV subsystems, such as avionics and auto pilots, imaging
maritime security, domestic counterterrorism, crisis management,
and sensor payloads, ground control stations and support equipment,
emergency preparedness and response, protection of critical infrastruc-
which are incorporated into its proprietary designs, as well as sold to
ture and national assets and defending against catastrophic threats.
other UAV manufacturers.
Any disruption in commerce, transportation, power and maritime
activities can cause a major economic impact to the US and its inter-
Training continues to be a high priority for the DoD to improve the
national partners. It is anticipated that the Bush administration will
skills of its military forces. The use of computer-based training (CBT)
ensure the implementation of this strategy to safeguard the nation and
systems has proven to be an effective method in reducing the increas-
resource the Department of Homeland Security (DHS) to an increased
ing costs of maintaining readiness and developing greater skill levels.
level of funding.
In L-3’s Training, Simulation and Government Services (TS & GS)
segment, the company added BEAMHIT, LLC., one of the top laser
L-3’s employees, systems, products and services play a significant role
marksmanship training systems providers for military and law enforce-
in assisting the US military and its civilian protectors in their efforts.
ment agencies in the world. D.P. Associates, which produces rapidly
There is no greater honor than to help those who put their lives on the
deployable CBT systems, brought L-3 important leading-edge course-
line for others and L-3 employees take great pride in the work they do
ware analysis, design and development capabilities that expand its
to support the safety and security of the nation’s protectors with the
leadership in the training marketplace.
best available products and systems.
In the Aircraft Modernization, Operations and Maintenance and
Strong Results
Products (AM, O&M & P) segment, L-3 acquired Northrop
This also was a year in which L-3 continued exceeding its business and
Grumman’s Canadian Navigation Systems and Aircraft Modernization
financial goals. Sales grew to $6,897.0 million from $5,061.6 million
business, a leader in electronic products and systems for aviation and
in 2003, a 36.3% increase. Organic sales growth for L-3’s defense
ground vehicles and AVISYS, a major international supplier of elec-
businesses increased by 16.3% versus 2003 and 15.1% for all of L-3.
tronic warfare and electro-optical (E/O) systems, as well as products
developed to counter the threat of manportable, shoulder-launched
In 2004, operating income rose 28.8% to $748.6 million, increasing
surface-to-air missiles. L-3 is now the leading provider of operations,
from $581.0 million in 2003. Diluted earnings per share for 2004
maintenance and modernization of platforms in the world and also the
rose 27.1% to $3.33, from $2.62 in 2003.
largest provider of operations support for Special Operations Forces
L-3 recorded $552.1 million in free cash flow, compared to $377.0
and aircrew training. Major facilities are located in Canada, Texas
million in 2003, an increase of 46.4%. L-3 concluded the year with
and Kentucky and include several thousand personnel at the Army’s
$653.4 million of cash on hand. On March 9, 2005, L-3 entered into a
Fort Rucker Air School in Alabama, where L-3 provides operational
new five-year senior credit facility that allows for total aggregate bor-
support. Also, L-3 is teamed with Computer Sciences Corporation to
rowings of up to $1.0 billion.
provide the training and simulation for Fort Rucker.
3
6. In Specialized Products (SP), L-3 made a number of acquisitions that communications, real-time intelligence and command, control and intel-
ligence (C2I). This will make it possible for the military to modernize
add significant products to the company’s catalog of offerings. L-3
acquired General Dynamics’ Propulsion Systems business, renamed present platforms as part of military transformation with increased
L-3 Combat Propulsion Systems, which provides engines, transmission firepower, survivability, precision and mobility in joint operations and to
suspension and turret drive systems for combat vehicles and CAE’s stretch and contain development of expensive new platforms.
Marine Controls division, now known as L-3 MAPPS, which offers Containment, reprioritizing and a reduction in many social programs
integrated marine controls and products for warships, submarines and will also be necessary to reduce the federal deficit.
high-end ocean-going commercial vessels. L-3 MAPPS is also a leader
We believe that defense spending will continue to moderately grow,
in deploying simulation technology for operator training at power gen-
while the DoD will be forced to refocus its spending priorities.
eration utilities around the world.
Response to the need for readiness and modernization of present
In addition, L-3 added to its microwave device catalog by acquiring cardinal platforms with new advanced combat capability has started
Boeing’s Electron Dynamic Devices business, now known as L-3 and will be accelerated within this decade. By 2007, the DoD budget
Electron Technologies, Inc., a provider of high-technology components will implement the roadmap for the transformation of the military. The
and subsystems, including space-qualified Traveling Wave Tubes (TWT), new military will be robust and fight as a joint force, capable of meet-
Traveling Wave Tube Amplifiers (TWTA), passive microwave devices ing the new world order and the threats imposed by asymmetrical ter-
and electric propulsion systems for commercial, DoD, classified and rorists and rogue nations, as well as traditional regional conflicts.
NASA satellites and spacecraft. Electron Technologies also provides Power projection against traditional confrontation will be swift, precise
TWTs for terrestrial and airborne defense systems. This operation is and with short timelines.
synergistic in technology and customers with L-3’s microwave devices
There will be continued growth for companies that have advanced
company, which provides similar products to missiles, aircraft and ships
products and services that fulfill the needs of the DoD’s transforma-
for radars, sensors and communications. L-3 increased its E/O product
tional force structure and priorities. We believe that L-3 is well posi-
group marketplace with the acquisition of Brashear, which is synergis-
tioned for future growth by the company’s continued participation in
tic with L-3’s sensor products and provides complex E/O systems, tele-
these vital capabilities that the DoD has initiated in transforming the
scopes and optical platforms for military and international customers.
military to meet both traditional and irregular threats and in homeland
In addition, L-3 added Raytheon’s Commercial Infrared business, now
security responsibilities. Those areas include shared intelligence, UAVs,
L-3 Infrared Products, a well-respected producer of uncooled thermal
precision weaponry, sensors, broadband digital communications and
imaging products for military and commercial use, which complements
upgrading and modifying existing platforms. In addition, as the mili-
Cincinnati Electronics, a provider of cooled IR sensors used in military
tary continues its support of rebuilding Iraq, we expect that the DoD
night vision systems and electronic warfare sensors.
will expand its use of outsourcing to assist in the reconstruction. These
are all areas where there is solid budget growth and where L-3 has a
Prospects for 2005 and Beyond
significant presence.
There has been much debate about the future of US defense spending
and how it will impact the industry, and in particular, L-3. With the We also believe that homeland security will receive greater focus and
2005 top-line defense budget set at about $400 billion, the focus is increased spending in the years ahead. There is general recognition in
now on 2006 and beyond. The President has submitted a 2006 defense Congress and in the Administration that there are areas that need
budget ($419.3 billion) that is 4.8 percent higher than in 2005 and it greater protection and support. These areas include cargo, maritime
is unlikely that the US Congress will make material changes to his and transportation security and passenger entry at airport checkpoints.
request. This continues the strong growth that began in fiscal year
L-3 will continue, via Independent Research and Development (IR&D)
2001. There is considerable support in the Congress as well as from
and acquisitions, to add more capabilities to its existing portfolio of
the American people for the military’s effort. There will be a supple-
products and government services in 2005. As we survey the acquisi-
mental budget request to pay for war operations and the procurement
tion landscape, there are non-core businesses of larger platform com-
of critical technologies for urban warfare, as well as to recapitalize
panies coming onto the market as well as independent defense compa-
and reconstitute equipment being used to prosecute US efforts in Iraq
nies in the range of $50 million to $300 million in size. We continue to
and Afghanistan.
review companies that expand our offerings in key areas of each of our
In the 2006 budget, the President’s priorities include further emphasis major business segments.
on transforming the military to meet the challenges of the 21st century.
As a result, we know that we have the people, the products and a
That means expanding the Army and Marine Corps and putting greater
roadmap for L-3 to continue to achieve its 20 percent growth target in
emphasis on mobility, modernization, joint operations and a force struc-
2005 and to maintain continued organic growth. Our products are
ture with rapid global reach – all with fewer platforms.
leading edge, our backlog is strong, our follow-on programs are well
In 2007 with the QDR in place, it is expected that defense spending funded and our employees are world class in their abilities, their
may rise at a slower rate of growth. Defense will not be the billpayer dedication to L-3 and their achievements.
for the federal budget as it was in 1995. The DoD will now be faced
with the challenge of cost containment. How can the DoD continue its
transformation, pay for new platforms and maintain readiness, while
supporting the demands of war operations in Iraq and Afghanistan?
Frank C. Lanza
The solution involves new initiatives to insert quantum leaps in
technology into developing precision weapons, UAVs, GPS, secure Chairman and Chief Executive Officer
4
7. FINANCIAL HIGHLIGHTS
For the years ended December 31, 2004 2002(a) 2001(a) 2000 (a)
2003
(In thousands, except per share amounts)
$6,896,997
Sales $5,061,594 $4,011,229 $2,347,422 $1,910,061
748,619
Operating income 581,021 453,979 275,330 222,718
Income before cumulative effect of a change
381,880(e) 277,640(e) 202,467(e) (f)
in accounting principle 115,458 82,727
Diluted earnings per share before
cumulative effect of a change
3.33(e)
in accounting principle (b) (c) 2.62(e) 2.13(e) (f) 1.47 1.18
620,671
Cash flow from operating activities 456,063 318,460 172,968 113,805
Capital expenditures, net of dispositions
68,539
of property, plant and equipment 79,020 58,510 46,884 15,520
552,132
(d)
Free cash flow 377,043 259,950 126,084 98,285
3,799,761
Shareholders’ equity 2,574,496 2,202,202 1,213,892 692,569
(a) In accordance with Financial Accounting Standards Board (FASB) Statement of Financial Accounting Standards No. 142,
Goodwill and Other Intangible Assets, effective January 1, 2002, we ceased amortizing goodwill.
(b) Diluted earnings per share (EPS) for all periods reflects our two-for-one stock split that became effective May 20, 2002.
(c) In the fourth quarter of 2004, we adopted the FASB Emerging Issues Task Force Issue No. 04-8 (EITF 04-8), The Effect of
Contingently Convertible Debt on Diluted Earnings Per Share, and restated diluted EPS for 2004, 2003 and 2002 to
retroactively apply the provisions of EITF 04-8.
(d) We define free cash flow as net cash from operating activities, less net capital expenditures (capital expenditures less cash
proceeds from dispositions of property, plant and equipment).
(e) Includes debt retirement charge of $3.2 million after taxes, or $0.03 per diluted share in 2004, $7.2 million after taxes, or
$0.06 per diluted share in 2003 and $9.9 million after taxes, or $0.09 per diluted share in 2002.
(f) The year ended December 31, 2002 excludes the cumulative effect of a change in accounting principle for a goodwill impairment
of $24.4 million or $0.23 per diluted share.
Sales in millions Operating Income in millions Free Cash Flow in millions
$8,000 $800 $600
%
%
%
6,000 600 450
.8
.4
.0
37
35
54
GR
GR
GR
CA
CA
CA
4,000 400 300
2,000 200 150
00 01 02 03 04 00 01 02 03 04 00 01 02 03 04
5
8. Secure Communications and ISR
SATELLITE COMMUNICATIONS
L-3 delivers comprehensive ground-to-satellite,
real-time global communications capability through
NETWORK COMMUNICATIONS a family of transportable field terminals used to com-
municate with commercial, military and international
L-3 remains committed to US efforts to fully
satellites. These terminals, including the Tri-band
realize the promise of network-centric warfare,
Transportable Medium Earth Terminal (TMET) and
providing solutions that deliver real-time, executable
the Tri-band SATCOM Subsystem (TSS), provide
battlefield information from multiple platforms and
remote personnel with constant and effective commu-
sources to the warfighter. L-3 ComCept is the prime
nications links to distant forces, while minimizing
contractor for the Network-Centric Collaborative
long-term satellite lease costs. In addition, L-3 pro-
Targeting (NCCT) Advanced Concept Technology
vides the design, engineering development, fabrication
Demonstration (ACTD). NCCT provides machine-to-
and test of upgraded Data Distribution Systems
machine communications across multiple platforms
(DDS) for the United States Marine Corps Tactical
for automatic threat identification, characterization
Data Network (TDN). This network provides its sub-
and location purposes. At the Joint Expeditionary
scribers with basic data transfer, switching services
Force Experiment 2004 (JEFX-04), NCCT success-
and access to joint strategic tactical data networks.
fully correlated data from an RC-135 aircraft, a U-2
aircraft, an E-8 aircraft, a surrogate unmanned aerial
vehicle with a signals intelligence payload and other
national assets. This demonstration was the first
time multiple sensors on multiple platforms were
networked in real time and it resulted in NCCT’s
selection as the Secretary of Defense’s 2004 ACTD
Team of the Year.
L-3 also completed a successful Critical Design
Review for its third-generation Multi-Role Tactical
Common Data Link (MR-TCDL) product from
Communication Systems-West, which forms the foun-
dation for communications on the Army’s Aerial
Common Sensor (ACS). Additionally, four L-3 busi-
nesses – Communication Systems-
West and -East, Integrated
Systems and PacOrd – will pro-
vide secure, networked communi-
cations solutions for the Airborne,
Maritime Fixed/Station (AMF)
Joint Tactical Radio System
(JTRS), which will enable inter-
operable communication in the
joint battlespace environment.
6
9. ISR
PLATFORMS INTEGRATED MARITIME
L-3 offers highly COMMUNICATIONS
specialized fleet
L-3 Communications is a leading US Navy communi-
management and
cation systems integration contractor. For over 25
support for signals
years, Communication Systems-East has provided
intelligence and ISR special mission aircraft and air-
state-of-the-art communications technology for a
borne surveillance systems. In 2004, L-3 Integrated
wide range of platforms supporting the US Navy and
Systems was selected to begin developing the US
other maritime customers.
Army’s ACS, a next-generation airborne ISR and tar-
Over this 25-year period, L-3 has seen an increasing
get identification system that will replace current air-
emphasis on integration of communication functional-
craft systems, including the US Army’s Guardrail
ity. This change, which is consistent with key DoD ini-
Common Sensor, the Airborne Reconnaissance Low
tiatives, including Maritime Domain Awareness, net-
aircraft and the US Navy’s fleet of EP-3 aircraft.
work-centric warfare and ForceNet, is fully enabled
L-3 IS was also selected for several key international
by L-3’s MarComTM digital switching system. The
ISR programs, including P-3 surveillance system
MarCom system, which was developed using L-3
upgrades for the Republic of Korea and New
research and development funding, is an integral part
Zealand and the UK Ministry of Defence’s (MOD)
of the communication systems for key programs,
Nimrod R Mk 1 aircraft.
including AEGIS, Deepwater, LPD-17, JTRS and a
number of international pursuits.
To handle the increased volume of shipboard and
shore-based radio room integration work from these
UNMANNED programs, L-3 has facilitated a 7,000-square-foot
radio room assembly, integration and test facility
AERIAL
capable of handling 72 racks of equipment at one
VEHICLES time. This L-3 Integration and Test Facility (LITF)
will lower the cost of building systems and extends
(UAV)
L-3’s competitiveness into new markets.
As the world’s pre-
dominant military
data communications company, L-3 provides wideband,
network-centric interoperability theater-wide with air-
borne data links that have been selected for every major
UAV platform, including Global Hawk, Shadow, Predator,
Fire Scout and Deepwater Eagle Eye.
In 2004, L-3 acquired BAI Aerosystems, Inc., a develop-
er of a family of UAVs for military remote surveillance
missions. BAI brings to L-3 a new capability to test,
demonstrate and market a broad array of imaging, sensor
and detection systems in the fast-growing UAV sector of
the defense market, with aircraft deployed in support of
US operations in both Iraq and Afghanistan.
7
10. Secure Communications and ISR (cont’d)
SECURE COMMUNICATIONS
DATA LINKS
L-3 is an unmatched supplier of secure data links for
real-time information collection and dissemination to
users on a variety of mission-critical platforms, including
the RC-135 Rivet Joint, EP-3, E-6B, Guardrail, Cobra
Ball, Sea Sentinel and Joint Surveillance Target Attack
Radar System (JSTARS). In addition, L-3 has extended
its data links expertise to precision weaponry as the ISR
data link supplier for the Joint Air-to-Surface Standoff
Missile (JASSM) program. This technological break-
through from L-3 Communication Systems-West allows
bidirectional post-launch communications from ISR
networks to strike weapons.
8
11. COMMUNICATION PRODUCTS
L-3 Communication Systems-West is on the team to
develop wideband satellite communications terminals
for a transformational DoD initiative known as the
Family of Advanced Beyond Line-of-Sight Terminals
(FAB-T). FAB-T is intended to provide strategic
forces with multi-mission capable terminals, or radio
systems with special-purpose antennas, that talk to
different satellites and allow information exchange
between ground, air and space platforms. FAB-T
will provide critical, protected beyond line-of-sight
communications capability for warfighters via the
new Advanced Extremely High Frequency system, a
new class of secure satellites that supports military
forces. The FAB-T program will eventually encom-
pass up to 46 airborne platforms with participation
from all branches of the armed services.
INFORMATION SECURITY L-3 specializes in communication systems for ground
command centers, surface and undersea vessels and
L-3’s RedEagleTM network encryptor allows tunneling of
manned space flights. In 2004, L-3 Communication
classified Internet Protocol (IP) traffic through an
Systems-West launched the new Rover III Multi-band
unclassified IP network, tunneling of compartmented
Manpack Receiver, which is designed to provide mili-
data through a lower-security level network or tunneling
tary, special operations and homeland defense person-
of unclassified traffic through a classified network.
nel with connectivity to most aerial surveillance plat-
The RedEagleTM KG-240 is a High Assurance Internet
forms, including Shadow, Predator and Global Hawk.
Protocol Interoperability Specification (HAIPIS)
interoperable 100 Mbps network encryptor supporting
security levels of TS/SCI and below. During 2004,
L-3 Communication Systems-East added Voice Over
Internet Protocol (VoIP) capability to its Secure
Terminal Equipment (STE) product line. Adding secure
VoIP to the STE supports convergence of voice and data
onto a single network and enables classified network
users connected to the Global Information Grid (GIG) to
make secure voice calls across the IP backbone.
In addition, L-3’s TS & GS business, SYColeman, is
developing and supplying an advanced Work-Centered
Interface Computer Network Defense (WCI-CND) system
that enables network security managers and their com-
manders to rapidly and effectively assess, defend and
respond to cyber attacks. The use of intelligent agents
gives the system advanced capability for rapid adaptation
and accomplishing automated correlation and decision
support.
9
12. Training, Simulation and Government Services
LASER MARKSMANSHIP
L-3 MPRI-BEAMHIT develops laser marksmanship
training systems that are in regular use today by the US
military, federal law enforce-
ment agencies and state,
local and international policy
and security organizations.
These systems include
weapons from handguns
through machine guns and
COMPUTER-BASED TRAINING
enable users to practice
AND DISTANCE LEARNING shooting skills with their own
service weapons – without
L-3 GSI is providing advanced operational and tacti-
live fire, having to go to a
cal-level air and space command and control educa-
range or depleting their ammunition.
tion and training and mentorship to the US Air Force
for the 705th Training Squadron at Hurlburt Field, The BEAMHITTM Laser Marksmanship Training System
Florida; Nellis Air Force Base (AFB), Nevada; South (LMTS) is a projectile-less modular system allowing
Korea; Southwest Asia and other locations. soldiers to use their own service weapons and train in
any classroom, maintenance bay or other suitable open
L-3 D.P. Associates will support the development of
space. The LMTS is designed to be an integral part of
naval aviation technical training products for every
a well-rounded small arms marksmanship program.
Navy and Marine Corps aircraft currently in the
Military units that use the LMTS have shown significant
inventory. L-3 also provides training for operator and
improvements in qualification and readiness levels.
aircraft maintenance procedures on the Navy’s new
MH-60R/S aircraft and develops courseware for L-3 MPRI Ship Analytics’ driver training products and
organizational-level maintenance of F/A-18C/D services offer a unique combination of state-of-the-art
aircraft. simulation, computer-based training and classroom
instruction. Drivers receive cost-effective, realistic
In addition, L-3 SYColeman developed and maintains
training in a risk-free environment with the Mark IIITM,
the US Army’s official public web site, www.army.mil.
TranSim VSTM III and PatrolSimTM III Driver Training
The site has grown from 300,000 to 6,000,000 visi-
Simulators for commercial trucking, automobile opera-
tors per month and is the sec-
tions, emergency vehicle and advanced law
ond largest federal government
enforcement training. L-3 MPRI Ship
site in the country.
Analytics also offers a Virtual Combat Convoy
Trainer (VCCT), which gives battle crews the
opportunity to train in a humvee simulator
that is linked to a live-fire simulator and an
AVCATT Apache helicopter simulator.
10
13. ROTARY-WING AIRCRAFT
TRAINING & SUPPORT
L-3 Link Simulation and Training’s Aviation
Combined Arms Tactical Trainer (AVCATT) provides
a realistic, high-intensity virtual combat training envi-
ronment for helicopter pilots, crews and teams. The
US Army’s AVCATT program continued to under-
score the value that combined arms training can bring
to military operations. During the year, Link received
an order to build an eighth AVCATT suite and gained
funding from Congress for additional AVCATT suites
and engineering change proposal requirements.
Link is also a key partner in the development and
support of the US Army’s Flight School XXI INTELLIGENCE SUPPORT
program – which is designed to enhance the opera-
L-3 GSI, L-3 MPRI and L-3 ILEX were awarded a
tional readiness and tactical proficiency of the
competitive omnibus contract to support the Army
Army’s active, reserve and National Guard aviation
Intelligence and Security Command (INSCOM). The
units. Link will deliver suites of Advanced Aircraft
GSI team will provide critical worldwide support to
Virtual Simulators (AAVS) and Reconfigurable
INSCOM focused on intelligence, force management
Collective Training Devices (RCTD), network all of
and information technology services.
the program’s training devices and provide contractor
logistics support for all AAVS devices and RCTDs.
Additionally, L-3 SYColeman supports the Office of
the Secretary of Defense
(OSD)-led Joint Vertical
Aircraft Task Force (JVATF) by
providing analytical, technical
and programmatic support.
11
14. Training, Simulation and Government Services (cont’d)
MILITARY FIXED-WING
AIRCRAFT TRAINING
Aircrew Coordination Trainers. This win continues Link’s
Link will deliver and support state-of-the-art F/A-18 air-
position as a supplier of choice for weapons systems
craft training systems for the Canadian Air Force’s
trainers.
Advanced Distributed Combat Training System program,
the Royal Australian Air Force (RAAF) F/A-18 Hornet
Link is also responsible for the majority of E-3 Airborne
Aircrew Training System and the Swiss F/A-18 Flight
Warning and Control System (AWACS) ground-based
Simulator Upgrade program. Link’s F-16 Aircrew
flight crew training, including ownership of the training
Training Systems have been selected for use by the Polish
devices and training facility. The program provides a full
and Royal Omani Air Forces. With its teammates, L-3
spectrum of US Air Force-directed E-3 flight crew train-
GSI is creating a reconfigurable E-6B Weapon System
ing. An efficient approach to the training program mini-
Trainer for the US Navy that will train mission crews.
mizes involvement of E-3 Air Force instructors and pro-
vides Air Force E-3 flight crew training to a guaranteed
In 2004, Link was awarded a contract to deliver five P-3
level of proficiency.
Tactical Operational Readiness Trainers to the US Navy,
including upgrades to four previously built P-3 Tactical
12
15. LEADERSHIP & SECURITY
L-3 MPRI develops leadership programs to
help public and private sector customers in
RECRUITMENT TRAINING
the training, education and development of
confident, competent leaders at multiple L-3 MPRI provides support to the US
levels who are capable of responding to the Army Recruiting Command (USAREC),
challenges of transformation and change in which includes recruiters and guidance
business, government and international counselors as well as secu-
institutions. rity interviewers and
administrative assistants.
L-3 MPRI and SYColeman are supporting US troops
The division also provides
with the Program Executive Office (PEO) Soldier Rapid
systems administration to
Fielding Initiative (RFI). PEO Soldier is responsible for
the GoArmy.com web site,
virtually everything a soldier wears or carries in a tacti-
which resulted in the most
cal environment. This support includes warehousing,
successful “lead-genera-
transporting and issuing the RFI equipment to soldiers,
tion” operation in the
both in the US and overseas.
USAREC.
BALLISTIC MISSILE
INTERNATIONAL
DEFENSE SYSTEM
L-3 MPRI provides inter-
MPRI supports the US Army Space and Missile Defense
national clients with pro-
Command by assessing its command organization, func-
fessional services, products
tions and responsibilities. MPRI also provides project
and integrated solutions to
management services to the US Army Field Artillery
meet their national security sector reform and private sector
School, Depth and Simultaneous Attack Battle Lab in its
challenges. In 2004, MPRI conducted a seminar that
roles as the Advanced Concept Technology Demonstration
focused on recommendations for developing a national mili-
(ACTD) Transition Manager, Assistant Operational
tary strategy with representatives of the Afghan Ministry of
Manager and lead of the Requirements Working Group.
Defence and the US Office of Military Cooperation-
The objectives of the ACTD are to develop, integrate and
Afghanistan (OMC-A).
test an earth-penetrating warhead on an Army Tactical
In related work, SYColeman’s Iraqi Advisor Task Force
Missile System (ATACMS) boost vehicle.
(IQATF) provides former US Army Special Forces operators,
In addition, L-3 SYColeman provides
Iraqi expatriates and local nationals as advisors to military
business management, systems engi-
commanders dealing with political, cultural, social, econom-
neering and integration, independent
ic, media, tribal and security-related issues throughout
assessment panel support and pro-
greater Baghdad.
gram protection support to assist in
In other international work, L-3 MPRI Ship Analytics, an
the development, acquisition and
international market leader in maritime products and servic-
protection of the Ground-based
es, is providing the Indonesian Ministry of Communications
Midcourse Defense (GMD) System.
with a turnkey solution called the Indonesian Seafarers
L-3 SYColeman also supports the
Program that is inclusive of six schools, simulation equip-
Missile Defense Agency (MDA) in the GMD Test and
ment, dozens of laboratories and on-site training. MPRI Ship
Evaluation Directorate with the production of Integrated
Analytics is also completing its third phase of execution in
Data Packages for both flight and ground tests and
delivering and supporting an integrated simulators complex
provides extensive logistics support to the MDA GMD
for the Arab Academy for Science and Technology and
Logistics Directorate for sites in Alaska and Vandenberg
Maritime Transport in Alexandria, Egypt.
AFB, California.
13
16. Aircraft Modernization, Operations
& Maintenance and Products
LOGISTICS SUPPORT
L-3 provides labor augmentation
to government customers through
several Indefinite Delivery /
Indefinite Quantity (ID/IQ) contracts, including the
Contract Field Teams (CFT) program, which provides
MILITARY TRAINING AIRCRAFT
comprehensive maintenance and depot services for
L-3 is a leading provider of contractor logistics sup-
aircraft and other equipment deployed around the
port, life-cycle maintenance and supply for more than
world. By the close of 2004, several hundred L-3
3,500 government aircraft, including 1,600 military
Vertex CFT personnel were deployed in Iraq, Kuwait
training aircraft. Fixed-wing training platforms
and Afghanistan, maintaining front-line US Army
include the US Navy T-34, T-44, T-45, T-39, T-6 and
tactical and logistics aircraft.
T-2, as well as the US Air Force T-38, T-6 and F-16.
In 2004, L-3 Vertex continued its expansion into
L-3 Vertex Aerospace continues to provide contractor
ID/IQ technical services by providing maintenance for
logistics support for the US Navy Undergraduate
multiple fixed- and rotary-wing aircraft and weapons
Military Flight Officer Training System (UMFOTS)
systems under the US Army Aviation Joint
and operation of the Aircraft Intermediate
Administrative Management Support Services
Maintenance Department (AIMD) at Naval Air
(AVJAMSS) program.
Stations in Pensacola, Florida and Corpus Christi,
Texas. Vertex has served as the incumbent contractor
L-3’s TS & GS division, Link Simulation and Training,
for UMFOTS since 1994.
won a new US Navy contract to provide contractor
maintenance and logistics support for USN C-40
(Boeing 737) aircraft over a five-year period. The
services provided under this contract are expected to
grow as additional C-40 aircraft become part of
the fleet.
Additionally, L-3 IS is providing logistics support for
the C-20, which provides worldwide airlift support for
the Vice President, Secretaries of State and Defense,
Chairman and members of the Joint Chiefs of Staff,
members of Congress and other government officials.
14
17. INTERNATIONAL
TACTICAL & MARITIME AIRCRAFT
AIRCRAFT
L-3 provides aircraft modernization, systems integra-
L-3 has a strong global presence
tion and life-cycle support services to tactical and
in maintaining and modifying
maritime aircraft manufacturers around the world.
hundreds of fixed- and rotary-
In 2004, L-3 Spar completed a number of depot-level
wing aircraft for commercial,
maintenance inspections for the US Navy and Coast
military and government cus-
Guard. Additionally, L-3 IS delivered the first of 16
tomers. L-3 Spar completed the
refurbished P-3 maritime patrol aircraft and was
design and prototyping of a num-
subsequently awarded a follow-on contract for anoth-
ber of C-130 system improve-
er 16 aircraft as part of the US Navy’s Enhanced
ments, including cockpit avionics modernization, elec-
Special Structural Inspection (ESSI) program. L-3
trical power upgrade, rewiring, wing upgrade and
IS will also provide mission systems upgrades to the
structural refurbishment. Recent C-130 avionics
Navy’s E-6B fleet as part of the E-6 Block I
modernization programs in Greece and Malaysia
Modification program.
positioned L-3 Spar to be selected by the Royal New
L-3 IS continues to provide systems integration, Zealand Air Force for the single most comprehensive
modification and fleet maintenance on EC-130H C-130 Life Extension Program to date. This program
Compass Call aircraft. The EC-130H performs tacti- covers avionics modernization and structural/electri-
cal command, control and communications counter- cal overhaul together with comprehensive publication
measures and recently completed missions in support updates and training.
of Operation Iraqi Freedom. Additionally, L-3 IS is
Under Canada’s 20-year Maritime Helicopter Project
providing aircraft avionics/system upgrades for the
(MHP), L-3 MAS will provide In-Service Support for
EP-3 ARIES I/II reconnaissance aircraft.
the 28 CH-148 (Sikorsky H-92) medium-lift helicop-
ters that will replace the Canadian Forces’ aging fleet
of Sea Kings. In addition, L-3 MAS has renewed its
contract with the Canadian Department of National
Defence to provide engineering, maintenance, compo-
nent repair/overhaul and integrated logistics support
on Canada’s CF-18s. MAS is also involved in the
structural upgrade of all the RAAF’s F/A-18s.
In further work, L-3 IS will provide structural modifi-
cations, modernized systems design and integration
and ground support systems for eight P-3 Orion
aircraft for the Republic of Korea’s Navy, and will
upgrade mission and communication-navigation sys-
tems for New Zealand’s P-3K maritime patrol air-
craft. The upgrade will include T2CAS, the combined
traffic and terrain collision avoidance system designed
and developed by L-3 Aviation Communication &
Surveillance Systems (ACSS).
15
18. Aircraft Modernization, Operations & Maintenance and Products (cont’d)
SPECIAL OPERATIONS AVIATION
L-3’s Joint Operations Group (JOG) has continued an The JOG has increasingly been involved with the modern-
increased operational tempo in supporting the global war ization of Army Special Operations Aviation (SOA)
on terrorism and homeland security initiatives with the rotary-wing platforms and performs as the prime integra-
deployment of 135 personnel for Operation Enduring tor for many “lead the fleet” modifications and system
Freedom and Operation Iraqi Freedom. Four of these enhancements. For the Air Force Special Operations
deployments included shipboard operations for installa- Command (AFSOC), JOG supports MH-53M/J opera-
tion of aircraft survivability equipment (ASE) on Marine tions through Collocated Depot Teams (CDT) and is cur-
Corps helicopters en route to Iraq. rently performing reconstitution activities on designated
A/MC-130 aircraft. In addition, JOG provides rapid
response logistical support and services to customers
deployed worldwide.
16
19. AVIATION PRODUCTS
L-3 offers expansive product capability for the avia-
SCIENCE
tion marketplace, with offerings that include cockpit
& HEAD- displays, collision avoidance and proximity warning
OF-STATE systems, flight management systems and solid state
flight data and cockpit voice recorders and data
AIRCRAFT
transfer units. In 2004, L-3 celebrated several mile-
L-3’s aircraft stones, including a multi-year order for Avionics
modernization expertise extends to specialized Systems’ SmartDeck® Integrated Flight Controls &
markets, including science-related platforms and VIP Display System and the 45,000th delivery of the
aircraft interiors. L-3 IS provides design engineering, Stormscope® Lightning Detection System. Also,
airframe structural modifications, telescope design L-3’s T2CAS traffic and terrain warning system
integration and flight test services for the FAA-certi- manufactured by ACSS was submitted to Airbus for
fied Stratospheric Observatory for Infrared certification.
Astronomy (SOFIA). SOFIA is NASA's and the
Other 2004 highlights included significant contracts
German Space Agency DLR’s premier observatory
for Display Systems to provide cockpit displays for
for infrared astronomy into this century. In addition,
several key programs, such as the US Air Force
L-3 Display Systems will provide cockpit displays
C-130J, and for Avionics Systems to replace aging
for the NASA T-38N astronaut trainer/proficiency
electro-mechanical systems with its Vertical
aircraft.
Reference System (VRS) model 3010 on the Air
L-3 IS has performed modifications on head-of-state Force’s entire fleet of KC-135 aircraft. In addition,
and custom interiors on the world’s most popular demand for the Modular Airborne Data Recorder and
wide-body aircraft, including the Airbus A310 and Acquisition System (MADRAS) from Aviation
A340, and the Boeing 737, 747, 767 and 777. These Recorders grew with a contract for AgustaWestland’s
finely crafted interiors feature the sophisticated A109 Light Twin Helicopter.
communications and self-defense systems that VIP
Also in 2004,Targa Systems received contracts to
customers require in today’s political climate.
provide its Data Transfer Systems for the BAE
Tornado and NATO Airborne Warning and Control
System upgrade programs, while Electrodynamics
was awarded a contract from Lockheed Martin for
ROTARY AIRCRAFT
the Crash Survivable Memory Unit (CSMU) for the
L-3 maintains and supplies fleets of F-35 Joint Strike Fighter.
rotary-wing training aircraft, includ-
ing the US Navy TH-57, as well
as the US Army AH-64, UH-60,
CH-47, UH-1, TH-67 and OH-58
fleets at Fort Rucker, Alabama.
At Fort Rucker, L-3 Vertex serves
as managing partner for the Army
Fleet Support (AFS) LLC Joint
Venture (JV). Fort Rucker is a
10-year contract, providing contractor logistics sup-
port to the US Army aviator training and test activity
fleets of more than 500 helicopters.
17
20. Specialized Products
ELECTRO-OPTICAL/INFRARED
(EO/IR) LASER SENSORS
L-3 is the market leader in producing uncooled ther-
mal infrared detectors and imaging sensors and sys-
tems for a broad spectrum of military and commer-
ANTENNAS & RADOMES cial applications. During 2004, L-3 significantly
expanded its infrared capability with Thermal-Eye™
L-3 leads the industry with a full complement of inte-
thermal imaging technology from L-3 Infrared
grated ground-based and airborne antenna systems
Products. Thermal-Eye is used for search and rescue,
for surveillance and radar applications, as well as
perimeter surveillance, investigation, industrial
ground and shipboard radomes used for air traffic
process monitoring, preventive maintenance and
control and radio astronomy. L-3 Randtron Antenna
automotive and truck night vision for public safety
Systems will provide the next-generation Airborne
and law enforcement, government agencies, industrial
Early Warning (AEW) radar antenna system for the
companies and utilities. In support of rapid deploy-
US Navy’s E-2 Advanced Hawkeye (AHE) surveil-
ment battlespace requirements, L-3 now offers a
lance aircraft and will be a member of the team sup-
diversity of high-performance IR imaging modules
plying low radar cross section GPS antennas for the
based on the patented Indium Antimonide (InSb)
Joint Standoff Weapon (JSOW), Block II.
IR focal plane array architecture developed by L-3
Also, L-3 ESSCO was awarded a contract to upgrade Cincinnati Electronics. L-3 Aeromet, an SC & ISR
the existing Haystack 37-meter-diameter high-per- subsidiary of L-3 Integrated Systems, is a leader in
formance millimeter wave antenna system. When pointing, acquisition and tracking technology for bal-
completed in 2006, Haystack will be the highest per- listic targets. The business offers EO/IR programs
formance radar antenna system in the US operating supporting ISR missions and specialized meteorologi-
in the 90-100 GHz band. cal applications for such customers as the MDA.
Additionally, L-3 WESCAM extended its robust line
of imaging turrets with the MX-15D, which is engi-
neered to achieve the industry’s longest EO/IR target
identification range in its class.
US Navy photo.
18
21. SATCOM
NAVAL POWER & CONTROL
L-3 is a predominant provider
AND SONARS
of ground-to-satellite, real-time
A pioneer in a broad range of naval technologies,
global communications through
L-3 provides acoustic undersea warfare systems and
high-performance products used
side scan sonars for such platforms as helicopters,
to communicate with commer-
submarines and surface ships, and supports every
cial, military and international satellites. On behalf of
major US Navy shipbuilding program with shock-
the US Air Force, the Space and Naval Warfare
hardened circuit breakers and switchgear, military
System Center (SPAWAR) in Tampa, Florida has
power propulsion equipment and ship control and
asked L-3 Narda Satellite Networks to provide
interior communications equipment.
deployable satellite communications systems and sub-
systems/components as well as maintenance support
L-3 Ocean Systems’ Helicopter Long Range Active
to reduce acquisition and operating costs. L-3 Narda
Sonar (HELRAS) has long been the preferred solu-
Satellite Networks will also manufacture, integrate,
tion for a full range of international programs, includ-
test, commission and provide maintenance for current
ing Italy’s EH-101 and NH-90, The Netherlands’
SATCOM products, including the AN/USC-60A
NH-90, Turkey’s S-70B and Greece’s S-70B, and was
FlyAway Tri-Band Satellite Terminals (FTSAT), the
selected as a preferred supplier in 2004 for both the
AN/TSC-161 mobile Quad-Band Dual Hub Terminals
Canadian MHP and Singapore government programs.
(QDHT) and most significantly, the new AN/TSC-168
A special configuration of HELRAS is currently being
transportable Quad-Band Dual Hub SATCOM
tested to allow Anti-Submarine Warfare (ASW) mis-
Terminal (QHSAT), which will be the standard dual
sions to be executed via a remote location from a
hub system for future Air Force deployments.
Littoral Combat Ship (LCS). Also for the new high-
speed LCS, L-3 Henschel developed a Multi-Function
Additionally, L-3’s SC & ISR division,
Console (MFC) that supports the Total Ship
Communication Systems-West, is building new
Computing Environment (TSCE) – the backbone of a
humvee-mounted ground terminals designed to access
new computing infrastructure for future systems and
commercial satellites as part of the US Army’s
platforms. Additionally, L-3 Westwood’s participa-
Phoenix program. As Phoenix is integrated into the
tion in the DDG-51 Class Destroyer continued to
Army, the systems will be migrated to selected
grow with the award for Repair Station Consoles,
National Guard and reserve units, bringing those units
consisting of large screen visual displays, which will
satellite capability for the first time.
be placed throughout the ship to enhance crew moni-
toring awareness of onboard operating systems.
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22. Specialized Products (cont’d)
NAVIGATION & GUIDANCE
SPACE PRODUCTS
L-3 is a world premier provider of inertial instru-
ments and integrated fire control systems for pro- L-3’s thrust into the space market surged in 2004
grams such as the Multiple Launch Rocket System with the addition of Boeing Electron Dynamic
(MLRS) and Army Tactical Missile System Devices, now known as L-3 Electron Technologies,
(ATACMS). L-3 is also a major supplier of pointing, Inc. (ETI), a recognized leader in the design, manu-
guidance, control and positioning equipment as well facture and sale of space-qualified high technology
as GPS products for satellites, artillery and launch components and subsystems used in communications
vehicles serving the military, commercial and govern- satellites, manned space programs and key commer-
ment markets. In 2004, L-3 Space & Navigation was cial and defense systems worldwide. ETI designs and
awarded a hardware contract for the Delta launch produces space-qualified passive microwave devices,
vehicle program to supply everything from complex amplifiers and electric propulsion products utilized
assemblies that provide inertial sensing, power switch- for deep-space exploration spacecraft. Its broad
ing and actuator control functions to simple modules commercial and military customer base includes the
used for transient suppression of the launch vehicle. US Army, US Navy
In addition, L-3 Henschel provided the Automated and US Air Force,
Bridge System to the US Navy’s newest large as well as prime
deck amphibious ship contractors and
(LHD-8) as well as hard- Original Equipment
ware and software for Manufacturers
navigation data distribu- (OEM).
tion and display onboard
US Navy aircraft
carriers.
ELECTRONIC FUZES, SAFETY
& ARMING DEVICES
L-3 has a distinguished track record in delivering an
array of premium fuzing products, including proximity
fuzes, electronic and electro-mechanical safety and arm-
ing devices (ESAD) and self-destruct/submunition
grenade fuzes. Early in 2004, L-3 KDI began production
deliveries of ESADs for the Army's precision
Guided Multiple Launch Rocket System (GMLRS).
New electronic fuze programs awarded in 2004
include the Tomahawk cruise missile and the
Precision Attack Missile used in the Non Line-of-
Sight Launch System (NLOS-LS). Also in 2004,
L-3 BT Fuze Products received US Army contracts
to provide electronic timed artillery fuzing as well
as 105mm tactical and training ammunition for
the Stryker Mobile Gun System.
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23. STABILIZED OPTICAL PLATFORMS
Recognized for world-class optics technology, L-3
Brashear designs and produces complex electro-opti-
cal and electro-mechanical systems and instrumenta-
tion for the commercial and defense markets with
products that include telescope systems, optical
components, stabilized tracking systems, test range
instrumentation, small arms fire control systems and
high-energy laser beam directors. L-3 Brashear
produces the Block 1B upgrade pedestal unit for the
PROPULSION
Raytheon MK-15 Phalanx Close-In Weapon System
(CIWS), extending the capability of the CIWS to L-3 expanded its operations and maintenance
identify, track and address threats in a full naval capability into the land systems market with the
environment. acquisition of General Dynamics Propulsion
Systems, now known as L-3 Combat Propulsion
Systems. The company is a recognized market
leader in the engineering, design and manufac-
ture of engines, transmissions, suspension and
turret drive systems for combat vehicles, includ-
ing both tracked and wheeled vehicles, and has a
MICROWAVE
continued presence on core programs, such as
Under the well-rec- the Bradley, the Abrams and the Expeditionary
ognized Narda Fighting Vehicle (EFV). Combat Propulsion
brand name, L-3 Systems’ advanced gun and turret drive system
has developed and components are used on programs, including the
manufactured Stryker Mobile Gun System, the Opposing Force
state-of-the-art Surrogate Vehicle and the Avenger Air Defense
microwave components for over 50 years and has System. Additionally, the business is developing
been a leader in the development of oscillators, upgrades as part of the spiral performance
frequency synthesizers and broadband amplifiers for improvements for the transformation of the US
such platforms as the International Space Station Army.
and the B-2, F-14, F-15, F-16, F-18 and F-22
military fighter aircraft.
L-3 Electron Devices is a well-established supplier of
vacuum electronics products that uniquely provide
the high power microwave energy and high operating
efficiency required in a variety of strategic military
systems. Systems such as AWACS, the AEGIS long-
range search radar used on destroyers and cruisers,
the AIM-120 Advanced Medium Range Air-to-Air
Missile (AMRAAM) and the Patriot missile all utilize
the performance features available only with vacuum
electronics technology.
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25. TELEMETRY AND SATELLITE
COMMAND & CONTROL
L-3 leads the industry in the development of compo-
nents and systems used for a wide array of ground,
airborne and space telemetry applications and broad-
ened its reach with the acquisition of Cincinnati
Electronics, a producer of high-reliability electronic
communications equipment for use on missiles, launch
vehicles and spacecraft.
SPECIALIZED VEHICLES
L-3 Telemetry-East and -West airborne telemetry
L-3 is a leader in mobile communications vehicles for
hardware is currently being provided for many
homeland security, military and law enforcement uses,
weapons programs, including Joint Direct Attack
broadcast newsgathering and telecommunications.
Munition (JDAM), Small Diameter Bomb (SDB),
The range of scalable vehicle solutions from L-3 Wolf
Joint Air-to-Surface Standoff Missile (JASSM),
Coach provides “on-the-move” communications,
Joint Standoff Weapon (JSOW), Exoatmospheric
multi-frequency radio interoperability and command
Kill Vehicle (EKV), AIM-9X Sidewinder, Tactical
capability. L-3 Wolf Coach has over a decade of
Tomahawk and the Patriot Advanced Capability
experience in this area, with hundreds of units
(PAC-3) missile. L-3 also provides telemetry
deployed around the country for organizations like
hardware for various launch vehicles and targets,
the New York Police Department (NYPD), the
including the Strategic Target System (STARS),
Centers for Disease Control (CDC), the National
Taurus and Pegasus. Additionally, L-3 Southern
Guard, FEMA and many other federal, state, county
California Microwave was selected to provide air-
and municipal agencies.
borne video transmitters and ground receivers for
various models of miniature UAVs, including the
US Marine Corps’ Dragon Eye and the US Army’s
Raven manportable UAVs.
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26. Homeland Security
Our business segments provide products and services for the Homeland Security market in the following areas:
CARGO
DEEPWATER L-3 Security & Detection Systems (S&DS) was
selected by the Transportation Security Administration
As part of the
(TSA) to participate in a break-bulk air cargo screen-
sweeping renovation
ing pilot program using the eXaminer 3DX® 6000 in
of US Coast Guard
air carrier cargo facilities at Miami International
(USCG) platforms,
Airport (MIA), Chicago O’Hare International Airport
the L-3 team will
(ORD), Los Angeles International Airport (LAX) and
design and develop
Ted Stevens International Airport (ANC) in
the communications
Anchorage, Alaska. The objective of the pilot program
suite for the
is to evaluate the use of Explosives Detection Systems
Command, Control,
(EDS) to inspect break-bulk air cargo to determine if
Communications and Computers, ISR (C4ISR) system
it is feasible and practicable to clear cargo that is
that will apply across numerous assets. Key features
flown on commercial aircraft using the technology.
of this system include the MarCom Integrated Voice
Communication System (IVCS), the RF Distribution
The Australian Customs Service also selected L-3
System and the Automated Communications
S&DS to supply pallet cargo X-ray screening equip-
Resource Manager. In addition, a MarCom IVCS was
ment for use at its cargo examination facilities. L-3’s
successfully integrated as part of a major communi-
equipment is being integrated into existing security
cations upgrade for the District 7 Command Center
protocols to manage and ensure the integrity and safe-
in Miami, Florida – the USCG’s most active com-
ty of Australia’s borders at Brisbane and Fremantle.
mand. L-3 Henschel will also provide Amplified
Announcing and Global Maritime Distress & Safety
Systems for USCG Deepwater communications.
NAVAL PORTS &
OIL PLATFORM SECURITY
L-3 Klein is supplying its Harborguard® Small Target
Detection Radar to naval and commercial customers,
including SPAWAR San Diego Systems Center; Naval
Station – Guantanamo Bay; Port of Galveston,Texas;
Greater New Orleans Expressway Commission –
Lake Pontchartrain and several others. The L-3
Klein system sensors are optimized for critical
detection and tracking for surface and subsurface
surveillance for port and harbor environments.
Harborguard will also be used by various customers
for oil platform security. In addition, L-3 Aviation
Recorders is providing its PROTECTM Automatic
Identification System (AIS) to monitor vessel
movements for customers in Corpus Christi, Texas,
Guantanamo Bay and Malaysia.
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