ADVANCING FLIGHT

News

VOUGHT

The anticipation was palpable as Vought engineers and our customer watched Lockheed Martin’s F-35C Lightning II Carrier Variant dangle from its harnessed position just below the rafters in building 94 at the Jefferson Street site. When the wheels reached their 138 knot speed, the countdown began. 10, 9, 8, 7…The lanyard releasing the quick release safety latch was pulled and the jet was dropped. It was over in five brief seconds.

This “drop test” is done to simulate a landing on an aircraft carrier. As a fighter jet approaches the deck of a carrier, forty-six thousand pounds of airplane is traveling at 138 knots and hitting the deck with a thud, stressing the airframe and especially the jet’s landing

Vought Test Lab Simulates Jet Landing on an Aircraft Carrier

gear with thousands of pounds of pressure. Every part of the gear must withstand that tremendous stress time after time with no structural failure.

So how can we assure that the gear is suitable for carrier landings, and there won’t be any catastrophic failures? How do we prove that the design engineering was correct? That’s where Vought’s Test Lab comes in. The lab is capable of lifting a fully-loaded, full-scale aircraft up to eleven feet above the floor … and dropping it. Lockheed Martin has contracted with us to drop test the F-35C Lightning II Carrier Variant, a fifth-generation, single-seat, single-engine stealth fighter.

Hundreds of wires snake along the sleek lines of the light green jet, connected to an array of instruments that are streaming signals back to a computer for correlation to computer models that engineers spent many months designing. This data acquisition system

An Aircraft Carrier at Jefferson Street?

APR2 0 1 0

INSIDE THIS ISSUE

Earth Day 2010Our employees’ children draw for Earth Day Good things our sites do for the environment

Continued on page 2

Three F-35 Lightning IIsThe F-35 Lightning II is produced in three variants: conventional takeoff and landing (CTOL) designed for the U.S. Air Force, short takeoff/vertical landing (STOVL) designed for the U.S. Marines, and carrier variant (CV) designed for the U.S. Navy. All versions are fifth generation stealth fighters that introduce profound capability improvements over existing multi-role fighters. The three F-35 variants share the same avionics suite – the most powerful and comprehensive ever flown on a fighter aircraft. All F-35 versions are built on the same assembly line, share the same engine and are up to 80 percent common in their structures and systems.

Vought Test Labs

Since 1948, Vought’s test laboratories have been offering state-of-the-art capabilities in a fully-equipped and certified facility. With U.S. Air Force, U.S. Navy and Federal Aviation Administration (FAA) certification and Department of Defense security clearances, Vought’s test labs are the only testing facilities not operated by prime aerospace original equipment manufacturers (OEMs) with full life-cycle testing capabilities – including full-scale structures.

F-35 Drop Test

2

is measuring every quiver, shudder, and pulse that is emitted from the test jet. Technically speaking, however, F-35 Drop Test Director Tom Foster says they are measuring strain, acceleration, deflection and load data. This is where the rubber meets the flight deck, so to speak.

There are 512 data channels connected to this aircraft. Twenty-five hundred data samples are gathered per second per channel during each drop test for this aircraft. Per Eric Moore, Test Control and Data Acquisition group lead, high speed video of each landing gear is simultaneously recorded at two thousand frames per second and synchronized with the aircraft test data for post-test, image-to-data correlation. In other words, each high speed video picture can be directly compared to the load and deflection data measured and recorded on each landing gear. This was

not possible in the old days when high speed film-based cameras and analog recording equipment was used in this application.

Eventually, there will be about 53 landing gear drop tests at various aircraft roll, pitch and landing sync rates performed on this one jet. A stack of bombs in the corner of the room awaits their turn alongside a row of missiles to be loaded onto the jet to test for maximum landing weight conditions. Of course, they are dummy ordnance but they are fabricated to weigh in as a real load.

Today, Vought is one of only two test labs remaining in the United States that has full-scale carrier suitability drop test capabilities. The other is at Boeing, St. Louis. According to John Vaught, Test Lab Manager, the F-35 Drop Test Program in total represents a very high level of complexity generally not seen on

Continued from page 1

3

Safety Coin Awarded to Stuart Employee

previous drop test programs. “The ability and know-how to do these drop tests are very unique,” he said.

With the level and type of test capabilities the labs possess, Vought has a long, and very reputable history of accomplishing carrier suitability testing for the Navy, said John. “We can go all the way back to the XC-142, F-8, A-7, S3A, and now the F-35. All of these legacy aircraft programs required full-scale drop testing to qualify for aircraft carrier operations. Full-scale dynamic tests of this nature present a very complex test set of problems to run,” he said.

The F-35 tests at Vought should be completed within the next few months; then it will go back to Lockheed Martin for a series of additional tests. They estimate that the Carrier Variant F-35C will attain first flight in the second quarter of 2010.

Don Henderson prevented what could have been a serious accident by being aware of his surroundings and taking immediate action to correct a problem. Don oversees the grinding room at Stuart and noticed a tiny movement in a part on the magnet of a surface grinder, causing a slight fluctuation in the electrical charge powering the magnet. He immediately hit the emergency stop switch. He put in a repair order, and the electric system was repaired.

If the electromagnet loses power, the part that is being ground down could become a projectile shooting across the room with tremendous speed and force. It could hit a wall, or it could shoot out and seriously injure someone using the phone, or walking into the room.

The facilities department installed a barrier wall to protect anyone that might be in harm’s way should a part go flying from the machine. The entire project cost less than $20.

Don is a member of the Employee Safety Committee and is always on the lookout for safety issues.

Don Henderson accepts the Safety Coin from President

and CEO Elmer Doty, while ES&H Engineer

Leanne Cobb looks on.

Barrier wall installed

4

Thursday, April 22, 2010 In recognition of Earth Day, the company sponsored a drawing contest for the children and grandchildren of Vought employees. Pictured here are the contest winners along with their works of art.

Ariana Kimball Daughter of Todd Kimball

Jefferson Street

Brandon KimballSon of Todd Kimball

Jefferson Street

Sydney Rowan Daughter of Michael Rowan

Marshall Street

Conner Giles Son of Brian Giles Jefferson Street

Garrett McDaniel Son of James McDaniel

Everett

Taron Esbri Daughter of Dori Esbri

Hawthorne

5

Earth Day Art Contest Winners

Katherine Chang Daughter of Irving Chang

Brea

Meghan Montgomery Daughter of Wesley Montgomery

Nashville

Jasmine Fuqua Daughter of Katie Fuqua

Nashville

Julia Wetherall Daughter of Sid Wetherall

Stuart

Haley Nixon Daughter of Robert Nixon

Jefferson Street

Mark Ward Son of Coleta Ward

Milledgeville

6

Vought Task Force Targets Waste Minimization & Pollution Prevention

Jefferson Street sorts hazardous household wastes during a recent

round up.

Sealant Crib at Marshall Street that produces sealant for multiple

Vought sites.

As a result of Vought’s diligence toward

minimizing waste, we have been able to reduce

our environmental footprint. According to data collected over the past two years, Vought

has reduced its water consumption by 10

percent and its electricity usage by 7 percent.

In addition, Vought has reduced its Volatile

Organic Compounds (VOC) emissions by

23 percent since 2001. “This is an impressive

reduction,” said Joanne Romano, ES&H Manager.

In honor of the 40th anniversary

of Earth Day, which was first

celebrated on April 22, 1970,

Vought is proud to highlight the

successes of all our sites in our efforts to

help protect our environment.

The Waste Minimization/Pollution Prevention Task Force was chartered in 2001 with representatives from all Vought sites. The task force’s goal is to reduce the generation of hazardous waste and associated costs. Preventing waste has important financial benefits to Vought since waste never created avoids the need for waste management and/or eventual clean up. The savings to the company over the past eight years (2001 – 2009) has totaled more than $2.5 million dollars, according to task force team leader Mike Mendias, professional engineer.

The task force serves as the focal point for all waste minimization/pollution prevention activities at Vought and seeks to reduce the cost of doing business by reviewing current “end-of-pipe” environmental solutions. The task force initiated several pollution prevention projects as well as “green environmental projects” last year. Green projects, said Mike Mendias, are those that fall under the “reduce, reuse or recycle” category.

Green ProjectsA green project pilot test at Jefferson Street

was begun in 2009 to review the amount of chromate sealant used. A chromate-free sealant would reduce Vought’s heavy metal usage at Jefferson Street. Vought has been working with Boeing to investigate the potential for changing to chromate-free sealants. This project is ongoing as Vought finalizes its investigation into these products and their alternatives.

Other green projects already implemented at several Vought sites involve the recycling of hazardous and non-hazardous wastes, said Kip Shaw, Task Force member with Jefferson Street ES&H. “Wastes such as oil, oil absorbents, oil filters, fluorescent and other mercury containing lights, paint related waste, batteries and cardboard are typical wastes that are being managed as recyclable material at many of the Vought sites. Several other wastes are being investigated to discover their recycling potential,” he said.

HawthorneIt Pays to Recycle

The Hawthorne site has reduced the amount of money it spends on its recycling programs ... and has made a little bit of cash to boot. Since last year the site’s facilities department has been recycling white paper. “A company comes out about every three months and picks up our trash,” said Larry Cragun, environmental engineer, “and they pay us around $400 each time.”

They have reduced their trash bill by about $20,000 a year from recycling the wooden crates that their supplies come in. The same company also picks up their wooden pallets. “We used to have to pay a company to come out and haul that away,” Larry said. “It’s so nice to no longer have those unsightly piles of pallets.”

E-waste is another problem solved. “We used to pay to dispose of it. Now we have found a company to take it away for free,” Larry continued. This includes old computers, monitors, and fax machines. “That’s probably another $20,000 in cost avoidance.”

And this is just the beginning. Larry said the facilities department just worked out a deal for their cardboard waste to be recycled and they’re looking at purchasing environmentally-friendly hand towels and soaps for the restrooms.

Cardboard, Paper and CansMarshall Street is currently looking into establishing a recycling program

for paper, cardboard, aluminum cans and plastic bottles in an effort to reduce solid waste generation. Site staff are identifying vendors and determining the materials and practices necessary to initiate the program.

Last year the facility’s waste minimization strategy successfully reduced their use of spent chromic acid solution and paint touch-up bottles below projected levels. Activities for later this year will include an awareness campaign in support of reusable water bottles and lessons on how to save on printing costs.

Marshall Street

Jefferson StreetJefferson Street to Hold Electronic Waste Round Up

Jefferson Street has taken a green approach in its Household Hazardous Waste Round Up that it has conducted for the past two years. Although this event does not earn or save any money for the site, our employees benefit as well as the communities in which they live by having a convenient location to dispose of their hazardous wastes.

In 2010, Jefferson Street is hoping to hold a round up for recycling of electronic waste rather than household hazardous waste. “Electronic waste (computers, televisions, computer monitors) disposal is an ever-growing problem in each employee’s residence,” said Mike Mendias, ES&H team lead. Plans are to conduct the round up in the latter part of this year.

7

Old blue jeans are now being put to good use by turning them into eco-friendly natural cotton fiber insulation. The insulation is then being installed in homes built by Habitat for Humanity.Vought is planning to join a number of other organizations whose employees donate their used blue jeans to this cause. More information for the Vought project will be forthcoming. In the meantime, don’t throw away those old jeans.

Save Your Blue JeansCompany-wide project slated for 4th quarter of 2010

As a member of the communities where we work and live, Vought is committed to

protecting our environment.

Environmental Stewardship at Nashville

The Nashville site has been awarded the “Partner” level by the Tennessee Pollution Prevention Partnership (TP3) for their removal of a very large fuel oil storage tank. The TP3 recognizes industries and other organizations who not only have commendable environmental compliance records, but who also voluntarily commit to pollution prevention and waste reduction projects and activities. There are four progressive levels which can be obtained in the program: Prospect, Pledge, Partner, and Performer. The Nashville site had obtained “Pledge” level in October 2008. In January 2010, the Nashville site received its “Partner” level reward certificate and wall banner.

“The elimination of the 500,000-gallon, No. 2 fuel oil storage tank was an environmental success on a number of levels,” said Ted Wilkinson, Nashville site environmental engineer. The storage tank had been present at the Nashville site for many years, and was used to store backup fuel for the site’s boilers in the event of a curtailment from the natural gas utility. Since use of the fuel oil had not been required for many years, and since sufficient propane was also present at the site in the event of a natural gas curtailment, the decision was made to permanently remove the storage tank from service. This project resulted in several environmental and financial benefits:

Greatly reduced oil spill potential for the site Eliminated a large quantity of combustible material,

resulting in a safer facility and reduced risk of fires The facility’s air permit was voluntarily amended

to remove fuel oil as a backup fuel. Potential air emissions (particularly sulfur dioxide) were reduced by approximately 40 tons per year, and the associated annual emissions fees were reduced by approximately $1,100

Periodic, non-destructive, tank integrity testing costs (required by EPA’s oil spill prevention planning rules)

Nashville Saves $1.2 Million On Reduced Energy Consumption

For the past 13 months an energy conservation team at the Nashville site has been hard at work reducing the site’s energy consumption. “We had a goal to reduce our 2009 utility expenses by $1.2 million,” said facilities engineer Mike Vorndran, “and the good news is we surpassed it.”

The Energy Conservation Team is pictured, left to right: Stanley Hatcher, Darren Jones, Jimmy Neely, Jason Tucker, Don Conger, Mike Vorndran, Max Wolke, Martha Robayo, Rod Smith, Mike Prairie, Chris Delester, and Jon Bradford . Not pictured: James Fuqua, Jason Callis, Derrell Bowden, Craig Working, Jitendra Patel, and Sean Collins.

8

Nashville

would be avoided. Based on current industry guidelines, integrity testing would have had to be performed every five to ten years, at an estimated cost of up to $50,000 per inspection

Conservation of resources, by voluntarily committing to no further fuel oil usage in the future

The project was performed at no net cost to the facility, and actually resulted in a small amount of net revenue from sale of the fuel oil (about $8,200) and scrap steel ($3,600)

Approximately 125,000 gallons of fuel oil and 110,000 pounds of scrap steel were fully recycled

The facility’s footprint was reduced, creating additional open space for possible future growth

The State of Tennessee was very impressed by the number of benefits of the project. In fact, the Nashville site received word that it had been nominated for one of the annual Governor’s Environmental Stewardship Awards (pollution prevention category). “We are one of three organizations to be so nominated,” Ted said.

“Achieving ‘Partner’ level in the TP3 was reward in itself, but to also be nominated by the State for a Governor’s Award was an unexpected honor for our site and company,” he said.

9

Part of the 747 IPT crew, from left to right: Tom Maresco, Annette Pollard, Blaine Carter, Tom Rechin, and Bob Glenn.

MilledgevilleNew Ideas Sought

Edward Pounds with ES&H in Milledgeville is heading a team of 12 people who are tasked with finding additional items and ways to recycle in addition to what they’re already doing. Calling themselves the Go Green Team, they will expand their resources by getting employees working on the floor to contribute their ideas too.

In honor of Earth Day, the group got together on a Saturday and cleaned up trash along the highway in front of the plant. Afterward, the group planted wildflowers along the medium.

Milledgeville already recycles aluminum cans, cardboard, PP&E (personal protection equipment), and electronics. Like many other Vought sites, Milledgeville has their “disposable” eyewear cleaned and repackaged.

The aluminum cans are not picked up by an outside company but rather by an employee who donates the proceeds to the Habitat for Humanity. The group is also recycling the titanium components it produces from the 787.

So what was the key to lower utility bills? “First, we installed 700 high-efficiency light fixtures in the production areas,” explained Mike. He says the fluorescents have provided improved lighting levels while using 50% less energy than existing high-intensity discharge fixtures. The team also installed motion/lighting sensors in bathrooms and conference rooms.

“We initiated a lot of different energy reduction activities that all added up to big savings. With the energy team conducting twice monthly energy audits, I think the employees are becoming more aware of how simple some of these things can be,” he said, “and they are coming to us with ideas.”

Other projects that were implemented have included using lighting fixtures that were removed from areas not being used. Equipment was also shut down during unmanned shifts.

Production has helped reduce utility surcharges by starting large autoclaves on the third shift. This one initiative alone has the potential of saving the site $120,000 a year.

The team hopes to further reduce energy consumption this year. “Already we’re at least 15% below last year’s numbers for the same time period,” noted Mike.

Other goals for 2010 are to install additional high-efficiency fluorescent light fixtures in more production areas and put in a new air compressor that will consume 10% less electricity than an existing compressor.

Stuart

Tyvek Suits Get Recycled Along with Other Plastics

The Stuart group has taken on several recycling or green projects. Recently the site began recycling its Tyvek suits. “This works out great for us as we are able to save the costs of hazardous waste disposal,” said Leanne Cobb, ES&H engineer. Tyvek is a high-density polyethylene material that has a variety of uses and is often seen around Vought in the form of white coveralls or jackets.

Another project that has been implemented site-wide is the use of new toilet paper and paper towels.”We went to toilet paper and paper towels made from 100% recycled fibers, and actually save about $400 a year,” said Leanne. Stuart also recycled over 100 old computer monitors through Staples and saved over $40 a monitor.

In addition, the 747 IPT group decided to go green and has implemented its own recycling plan. Tom Maresco, the IPT supervisor said, “Since we all recycle at home, why not recycle here? So, the team decided to get started with a workplace recycling program.”

They now recycle plastic water bottles, frozen food trays, aluminum soda cans, newspapers and cardboard food boxes. One member of the team volunteers each week to take the recyclable items home for local pickup.

When the company’s Preview Mentoring Program was announced last summer, Hawthorne’s Jeff Stein, project supervisor in the 747-8I Launch organization, signed on right away as a volunteer. The program is being promoted as an opportunity for employees to share their knowledge and experience with others by offering a friendly resource for coaching, guidance, and encouragement.

“I responded to the announcement with great interest, and soon after being accepted into the program, I attended an on-line training session with other mentors,” said Jeff. “I have found the program personally fulfilling,” he added. For example, my first mentee wanted to learn about manufacturing operations – understanding airplane structures, their purpose and function, and

Mentoring Program Offers Valuable Resource

Jeff Stein has been a participant in Vought’s Preview Mentoring program.

Contour / Everett

Since late 2005, the employees at Everett have been recycling aluminum chips, solids and cans; wood, cardboard and paper; batteries; plastic; waste oil; e-waste; and coolant. Donn Lange, manager of facilities and maintenance said the site’s recycling program is pretty extensive and they continue to add new materials to the program. “Some of the companies we use to recycle our wastes are not only environmentally conscious but also provide work opportunities for the disabled,” he said.

Also, a lot of the recycled materials go back into the community as new products. The site’s clean wood is delivered to Cedar Grove where grass, leaves, yard trimmings, food waste and wood waste are transformed into nutrient-rich compost. Cardboard is recycled by Longview Fiber and is transformed into FibreGreen, an eco-conscious kraft paper made with a minimum of 70 percent of post-consumer waste.

Everett’s coolant is recycled in-house using a coalescing type recycling machine. The coolant spends a minimum of 24 hours cycling through the coolant recycler. Then, the recycled coolant is mixed with 50 percent new coolant.

Recycling Program Grows Contour/Brea Has Diverse Recycling Program

10

Contour / Brea

Contour Brea has been recycling paper products for many years, said site manager Manny Chacon. More recently, Brea has been working with Arrow Recycling in their handling of used oil, metal chips, and hazardous waste, all of which is either properly disposed or recycled.

Brea recycles all their used and old pallets by converting them to wood boxes that are used to store material and parts that are then shipped to either a customer or an outside vendor for processessing.

For Earth Day celebrations, the employees planted palm trees. “Slowly but surely Contour will plant a total of 17 palm trees,” said Manny. “These will provide not only a better look for Contour, but will also help the environment,” he said. “So far we have planted 9 palm trees.”

the processes necessary to build them. I was able to show how fuselage panels are made from beginning to end and explain the various processes necessary to create the final product,” said Jeff.

The mentoring program provides for either “traditional pool” mentoring, focusing on development, transferring knowledge, and navigating the company; or “reverse mentoring,” where new Vought employees mentor more tenured employees on such subjects as incorporating technologies and implementing processes that were effective at previous employers.

Vought employees desiring more program information, or who would like to volunteer, should contact Beth Gordon-Henry at 972-946-3830.

Hawthorne

Hair Today … Gone Tomorrow …

11

Pratt & Whitney Field Representative Mike Denny (second row, second from left) joined the Vought C-17 Nacelle Team at Jefferson Street last month to commemorate the delivery of the 1,000th engine for the Globemaster III Strategic Airlifter. During his visit he delivered the congratulatory banner to the team recognizing this important milestone.

Over the next few weeks, the Vought Team will complete the engine buildup task that encases the engine in the parts that comprise the nacelle. The nacelle structure is a vital operational component of the strategic airlifter’s propulsion system. The nacelle design directs the engine’s power to allow for the short take-offs and landings on unimproved runways that make the C-17 so successful in meeting our Armed Forces’ needs. The completed 1,000th nacelle will be delivered to Boeing in late May.

Congratulations on Delivery of 1,000th C-17 Pratt & Whitney Engine

While a lot of men become “follically-challenged” as they age, Vought’s Andy Barter, an HR Specialist in the Benefits department in Dallas, has a full head of hair; or had a full head of hair until he decided to help raise funds for childhood cancer research.

A few years ago Andy came across a group called St. Baldricks. It uses donations to fund more childhood cancer research grants than any organization except the United States Government. The name offers a hint of what it asks donors to do – go bald for cancer research. Volunteers shave their heads in solidarity with kids fighting cancer, and family and friends give generously.

“I first heard about St. Baldricks two or three years ago and thought about participating, but chickened out,” explained Andy. Eventually he did some research on St. Baldricks and found that they are an efficient organization (75% of funds raised goes to research programs, 20% to fund raising and 5% to administration); and it is a Better Business Bureau accredited charity.

“Given that, and since it is for a very good cause, I summoned up the courage this year and volunteered to be shaved,” said Andy. He got the word out to family, friends and co-workers via e-mails that had a link to his St. Baldricks website. (http://www.stbaldricks.org/participants/mypage/participantid/376095) When they clicked on the link, they saw a photo of Andy (with hair) and were encouraged to make an online donation on Andy’s behalf to St. Baldricks.

The “big shave” occurred on March 27 at Trinity Hall Irish Pub and Restaurant in Dallas. There were 80 other volunteers joining Andy for the “hair removal process” that day. Family, friends and co-workers were invited to come and watch. “The person who had made the largest donation got to take the first swipe on my head with the shaver,” said Andy.

His original goal was to raise $1,200, but a generous friend made a sizeable contribution and he upped his goal, eventually raising $4,010 for childhood cancer research.

It is employees like Andy who serve as a reminder to all of us that being involved locally through volunteerism is a reflection of one of Vought’s core values – Corporate Citizenship.

12

Contour / Everett

Statistics point out that most New Year’s resolutions last only 45 days. Employees in Everett wanted to do something to ensure they kept their 2010 weight loss and exercise resolution commitments for much longer than that.

To help, Contour’s human resources manager partnered with the neighborhood Bally Total Fitness gym, initiating an 8-week Fitness Challenge. The challenge: maintain a weekly workout routine to stay on track with weight loss and workout goals.

All employees were invited to participate and twenty-five signed up — 20% of the employee population. Teams of five were organized and assigned a personal trainer. Each team created a name (Chucks Angels, Fat Kids, Gladiateyours, Well Rounders, and WiNi) and began meeting once a week after work with their trainer and for a

one-hour physical training boot camp session. Each session included team competitions in leg lunges, sumo squats, cardio endurance or overall strength resistance. Each member weighed-in and had their body fat percentages measured to track weekly changes.

Participants also received a one-on-one session with their personal trainer to build a personal workout routine and nutritional guide to help them meet their personal physical goals. Free access to the Bally Fitness facility was provided,

This thinner, healthier team of wellness champions celebrate their accomplishments.

which included classes in Zumba, Yoga, and Skill-Agility training.

Participant Jonie Searles said, “This was really a ‘team’ activity. The trainers helped keep us motivated and everyone had great fun, encouraging and challenging each other.”

Overall, employees lost a total of 149.4 lbs., each group averaging a 10% body fat reduction. The winning team reduced their body fat percentage by 15.6%.

Fitness Challenge

Everywhere, it seems, acronyms have become an ingrained component of corporate culture – and Vought is no exception. In fact with the implementation of the VECTR project, our bowl of “alphabet soup” has become a lot bigger.

You may have already seen a number of these new acronyms being used in various VECTR communications. The project name itself – VECTR – is of course an acronym. And this project team is in the process of implementing SAP – still another acronym.But wait. There are more. So to help you keep up with the growing list of VECTR-related acronyms, here’s a handy list with their definitions.

VECTR – Vought Enterprise Change Transformation & Reengineering SAP and ERP – Systems Applications and Products offers software that helps organizations like Vought with enterprise resource planning (ERP). ERP integrates information from various functions or departments and places it under one system.ECC – ERP Central Component houses the core of what the VECTR team is implementing today. This includes procurement, production, etc. After go-live in January 2011, business processes will reside in one of four integrated business scenarios, or work streams.OTC – Order to Cash is better known as sales. This represents the end-to-end order and delivery process.RTR – Record to Report focuses on financial processes.PLP – Plan to Produce encompasses the planning and execution side of our business processes.PTP – Procure to Pay is the supply side of the business that ensures materials are in the right place at the right time.

Alphabet Soup

April 2010

YEARS20 YEARS25

YEARS40

YEARS30

YEARS15

YEAR1

David Coontz (MSF)Donice Gentry (MSF)Robin Messer (JSF)

13

Richard Adams (N) Bob Bolen (JSF)David Browning (JSF)Tommy Hall (N) Curtis Hammerle (MSF)Harold Jackson (S) Walter Thomas (S)Chris Wall (M)

Edith Nelson (N)

James Bragewitz (JSF)Albert Esparza (JSF)Derran Fleming (MSF)Greg Holbert (N) Roger Miller Jr. (JSF)Lien Oumphommasak (N)Eric Prowell (N)Mailia Stokes (M) Jason Van Noy (MSF)Peter Weaver (JSF)

Daniel Lantow (H) Terry Looney (JSF)Robert Luttrell (JSF)Phil Manley (JSF)Richard McFarlane Jr. (N) Ralph Menillo (JSF)Ricardo Olivo (JSF)Cathy Otta (JSF)Dennis Padgett (JSF)Thomas Pettigrew (H) Donato Quitangon (H) Dan Richardson (JSF)Rene Salazar (MSF)Frank Sanchez (H) Sherry Schardein (JSF)Jeff Schwarzer (MSF)Patricia Stone (H) Roy Tyner (MSF)Glen Van Cleave (JSF)Dave Vanhorn (JSF)Rich Vaughn (JSF)Joe Warise (N) Kim Young (JSF)

YEARS5

YEARS10Mallissa Daniels (JSF)

Service Anniversaries

Dennis Brock (JSF)Arthur Clark (JSF)Marcelle Clemons (MSF)Darryl Davis (H) Louis Delgado (H) Hien Do (MSF)Asim Elhabib (JSF)Paul Ferris (H) Daniel Flores (JSF)Miguel Garro (S) Charles Gotcher (H) David Gotcher (H) Mario Gutierrez (H) Eric Hagen (S) Tommy Ingram (H) Shawn Jackson (JSF)Michael Jarmin (E)Lori Johnston (JSF)Brenda Jones (H)Inyoung Kim (B)Valeriy Kochkin (E) Gail Ley (JSF)Victor Lopez (H)

Alex Arrisola (MSF)Elizabeth Boltares (H) Ronnie Burks (N) Jeffrey Davis (JSF)Debbie Delk (JSF)Eddie Doty Jr. (JSF)Micky Duncan (JSF)Stephen Fernandez (H) Brenda Fisher (N) Chris Flores (MSF)J.R. Garcia Jr. (MSF)Bill Grimm (JSF)Sheila Hagan (H)Dal Hankins (JSF)Mike Kindley (JSF)Jill King (MSF)

Walter Booker (N)

45 YEARS Chris Madrigal (JSF)Federico Malaca (B)Hector Marquez (H) Shay McQuaid (MSF)Kenneth Merchant (H) Kathryn Musser (JSF)Jessie Myles (JSF)Bernadette Nanni (JSF)Ron Nelson (S) Duy Nguyen (JSF)Hoang Nguyen (JSF)Phuong Nguyen (H) Trung Nguyen (JSF)Justin Nwaizu (H) Charles Payne (S)Kyler Peruchini (E) Steve Price (H) Carlos Saenz (H) Mandeep Sandhu (H) Chetan Shukla (H) James Silva (H) Ernest Simon (H) Rick Skans (H)Gerald Smith (JSF)Thomas Smith (MSF)Annette Spencer (JSF)Connie Stubbs (JSF)Hien Tran (JSF)Evelyne Van Ingelghem (Renton)John Whitwell (JSF)Kenneth Wiedrich (JSF)Ralph Willis (JSF)Jeffrey Wohlford (JSF)

Arlisa Fraley (M)

YEARS35Robert Blum (M)Frank Degennaro (M)

14

News

VOUGHT

APR2010

Vought Aircraft Industries, Inc. P.O. Box 655907 Dallas,Texas 75265

FIRST CLASS PRESORT

U.S. POSTAGE PAID PERMIT #2853

DALLAS, TX

Vought presents a matching gift check for $20,194 to Save the Children

Presenting the matching gift check are: (l to r) Tom Stubbins, VP Human Resources; David Whitney, Director, IAD Human Resources; Elmer Doty, CEO; Carolyn Camarata, Save the Children representative; and Dee Robinson, Director, CAD Human Resources.

$40,388 Donated to Save the Children

45 Years in Nashville Becomes Habit-formingWhen Walter Booker began working at the

Nashville site 45 years ago, the company he worked for was called AVCO. Vought Aircraft would not become his employer until 2003 when Vought and The Aerostructures Corp. merged. Nonetheless, Walter did work on aircraft parts back in 1965.

He also built office furniture and stoves for Western Auto stores while at AVCO. “I started working on the stove line,” Walter said. “My job was to connect the wires for the burners and oven to the back of the stove.” And these were the days when an assembly line was, well…an assembly line.

“We had approximately 30 people working on the assembly line and we built around 150 stoves a day to make our quota. We got two breaks a day for 10 minutes.” Today, Walter works as a supervisor on the final assembly of the Airbus program. “The only thing that has changed is I have gotten older and everyone else has gotten younger,” Walter said.

Old or young, it doesn’t matter to Walter. The memories he holds dearest are those of all the friends he has made throughout the years. “I would not take anything for all the memories I have of the people that have touched my life in one way or another.”

Walter supposes he will retire some day but does not really look forward to the big change in his normal routine that such a move would bring.

Each month we publish a list of employees celebrating a service anniversary. This is part of a series of articles highlighting the employee with the longest tenure from this month’s honorees.