Page 1

August 2017 CONGRATULATIONS 2017 WELD SCHOOL GRADS!

Grads: (Top, L to R): Josh Rigney, David Ramirez, Hugo Michel Escoto, Christopher Hernandez, Thomas Murana, Cody Pittam, Enrique Vizcarra. Instructors: (L to R): Thomas Goodlett, Abe Cuevas, Jesse Esparza, Roberto Perez.

Now 41 & Counting! On Friday, July 21, 2017, we held our Weld School Graduation Ceremony for this year’s class of seven students. This makes 41 students who have graduated since 2010. We are very proud of our Grads and look forward to all the great work they will do! Students attend the 20-week school, on their own time, after their full work shift. The course is two hours every Monday-Thursday and six hours on Saturday. Students were certified in gas metal arc welding (GMAW) and flux-cored arc welding (FCAW). “The weld school program is a vital part of our ability to employ highly qualified welders who understand both military specifications and our shipyard standards,” said Dan Flood, operations director at HII’s San Diego shipyard. “It is always our goal to be the best partner in the port and these recent graduates are now part of our skilled workforce of ship repair professionals who continue to showcase our technical expertise, while achieving superior results through teamwork and maintaining our priorities: safety, quality, cost and schedule.”

Continental Mari-Times August 2017

1


In This Issue Congrats Weld School Grads!

1

News from the Nurse

12

Ethics & Compliance Awareness!

3

Ethics & Compliance Article

14

Department of the Month

4

Company Picnic Photos

16

Employee of the Month

5

Compliance Corner

20

Spotlight Employee of the Month

6

View from the Top / Retaliation

22

Contractor of the Week

7

VPP & ISO Announcements

23

Operation Clean Sweep: 8-26-17

8

Announcements

25

Zero Tolerance / Tone from the Top

9

Birthdays

26

News from Security

10

Ethics Crossword Puzzle

27

News from I.T.

11

Job Openings

28

August Dates to Remember 08/04: U.S. Coast Guard - 227th B-Day

08/19: National Aviation Day

08/07: Purple Heart Day

08/21: Senior Citizens Day

08/09: Book Lover’s Day

08/24: National Waffle Day

08/13: Left Hander’s Day

08/26: National Dog Day Be the person your dog thinks you are.

CONTINENTAL MARI-TIMES: Contributions were made by the following departments: EH&S, IT, Security, HR, QA, Programs, Contracts, Production, and the Bay Front Clinic. Newsletter design, articles and photography by Allison Pittam except as otherwise noted. Editor: Liz Rigney. Send comments, questions, or story ideas to: CMSDNEWS@continentalmaritime.com.

Continental Mari-Times August 2017

2


Continental Mari-Times August 2017

3


Department of the Month - Programs Keeping everything

‘Ship Shape’

is PROGRAMS,

CVN PROGRAM (N. Isl.)

our Department of the Month for August!

Mike DeOssie, Programs Manager, says, “This department is very important to our shipyard to insure we have a successful availability which starts on time, finishes on time and is under budget.” We asked Mike how do they do it and he told us: “Our four Programs: Left to Right: Rick Cannon, LPD, CVN, DDG, LHD each handle a large volume of routine paperwork on a Inez Ayla, Mike DeOssie. daily basis that is critical to maintaining our contracts with the U.S. Navy. They all know, understand and practice our company Values: Integrity, Safety, Honesty, Engagement, Responsibility, and Performance. Another key to their success is formulating and developing resource loaded schedules utilizing Microsoft Project, EVM Software and the Integrated Management System. As the company’s management representatives, they are responsible for the successful LHD PROGRAM

LSD/LPD PROGRAM

Left to Right: John Dietrich, Harold Russell, Bill McMillan, Camille Murray, Gary Chilson, James

Left to Right: Gerald Peoples, Jason Richards, Blaine Jasmund, Alise Valdes.

execution of a ship repair work package as well as primary interface between the Company, Ship’s Force and the contracting agency.” Just a minute while Mike catches his breath, after that long list because there’s more: “Programs also ensure all activities are carried out in accordance with established specifications, budgets and schedules and is also responsible to execute the Work Package Executive Review (WPER), accomplish schedule reviews prior to the start of any availability and accomplish ‘Lessons Learned’ Meetings for selected jobs or availabilities.” While Programs practices our company values daily, he tells us that they are all, “Proactive (engaged), are punctual (integrity) and very trustworthy (honesty).” To reward his team, Mike says, “I always tell my team ‘thank you’ for their hard work. That never gets old for anyone and is never too much. And, in addition to saying thank you, when things all line up with good Award Fee Scores for Cost Plus Work we Left to Right: Jose often hand out TAP Awards, which is DDG/CG PROGRAM Bahena, Tony Higgins, great! And, Spot Awards are also utilized Rudy Reyna, Steve whenever possible. (Some get to play golf Hasselbar, Norm Ferreira, once in a while.) Elias Zabala, Jeff Krohn, Mike also talked about the many Matt Gibson. highlights of his team going above and beyond with their work on: USS Essex, USS Mobile Bay (the first FFP job and we did great), USS Pearl Harbor, and USS Roosevelt, which were all great jobs with great award fee scores.

“Being the manager of the department, I see the long hours that are put in daily and the weekend hours that are required and spent here instead of with family, but, do not go unnoticed and are very much appreciated. Finally, Mike says:

“a great group to work with . . . a real “pleaSure!” Continental Mari-Times August 2017

4


Employee of the Month

HOO-YAH to our August EOM, Rick Cannon. In 1986, Rick was a machine repairman with the U.S. Navy who moved him and his family to San Diego, from the east coast. After hitting the 20-year-mark, he retired from Navy Special Warfare Command as a Special Warfare Combat Crewman (SWCC). In May of 2010 he joined us as an Outside Machinist and today he is a Ship Superintendent.

Rick Cannon, Center, is recognized as EOM by Programs Manager, Mike DeOssie (left) and Director of Admin./Ops., Russ McCarthy.

His Manager, Mike DeOssie says, “With each assignment Rick digs right in and starts to figure out what is required and what it is that he can do to help make it happen not just for our trades and subcontractors but also for our customers. He can and has been assigned to numerous programs and performed well with each assignment.”

“My career goal is to make this a better company and a place that everyone will want to work at on the waterfront,” said Rick. The best thing about what he does he tells us is, “I get to meet people in the company that most people never would get a chance to. And, I learn what it takes to keep this company running so everyone keeps their job. Being chosen as the EOM, makes me feel like I’m doing something to help this company grow," he added. “With his current assignment at North Island on the CVN Program, Rick fully understands not just his requirements but all requirements to do business across the bridge,” Mike explained. “Rick is the WAF writer, he signs tags, briefs at schedule updates and he represents the company as the POC for NNS and all subcontractors. He cares how CMSD performs and not just how he performs.” Rick credits his dad for being an outstanding mentor and role model, “He always seems to have all the answers whenever I hit a ‘speed bump’ in life.” We wondered how he manages the ‘speed bumps’ that the CVN program throws at him, so we asked Mike and he told us, “Rick always comes prepared for the schedule update with NNS Rick Cannon, top left, with his wife, and never loses his cool no matter what they throw at him. He is Jolinda, & family, at our Company Picnic. willing to put in long hours during the week and weekends when he thinks it is required and usually doesn't’ have to be asked. He looks forward to reviewing specifications for upcoming work and submits requests for any drawings or prints that are called out that he knows the trades will ask for once they get the specs. And, with his strong QA background, he often assists with check points. He stays unaffected by ‘speed bumps’ because he is a Hard Worker!” In his free time, Rick says he likes to ride quads in the Glamis Dunes and spend time with his wife, Jolinda, and his son and daughter. His favorite sport is NASSCAR and favorite driver is Jimmy Jonson. He also makes time for veterans, “I volunteer at the VFW to help the veterans that need assistance.” In conclusion, Rick tells us, “I hope to be around for many more years and see the company take the next step as a leader on the waterfront."

Congratulations & Job Well Done, Rick! Continental Mari-Times August 2017

5


Spotlight Employee of the Month Super Congratulations to Ship Superintendent, Rodolfo “Rudy” Reyna, our SEOM for August! Originally from Orange County, Rudy moved to San Diego in 1995. After working almost 15 years for various ship repairbuilding companies, and four years in the U.S. Navy, he joined CMSD in 2014. About his job as a Ship Sup, Rudy says, “Every moment while conducting ship repair with CMSD makes me feel proud of my achievements at work, it makes me feel that I am continuing to serve my country as I did in the U.S. Navy”

Rudy Reyna, our SEOM for August (left) receives a CMSD “Collectors Item” Coin from Admin/Ops

He tells us that having a structural background has helped him to perform his job well, “But, I am always learning thanks to being surrounded by professional and skilled coworkers here at CMSD. And, my goals at work include to always continue learning anything I can from all of my coworkers to improve my knowledge, performance, and capabilities for CMSD,” added Rudy. His Manager, Mike DeOssie, says that after Rudy completed remaining work on USS Essex (LHD2) including Boat Divit Testing, he was picked to run USS Stockdale (DDG 106) and an assignment change to the CG/DDG Program. “Hard work will and does pay off,” said Mike. “Rudy is always willing to learn and take on assignments as needed,” said Mike. And, he is always going the extra mile as a Ship Sup and regularly submits more than the required IPIs each month.” What is a typical day like for a Ship Sup.? “Making sure the people that I am working with have everything they need to perform their job with safety and quality. Then, attending any required meetings with my supervisor, the prime, SWRMC and ship’s force. As well as accomplishing daily tasks on the company computer.” Mike tells us that Rudy is very supportive of the team. “When we sent a group of workers out to sea for USS Essex (LHD 2), Rudy was concerned about and insured there was a plan for when, where and how to get these employees picked up and brought back to the yard vice just leaving them hanging.”

Rudy Reyna, SEOM for August, pictured with his family at our Company Picnic, last month.

When Rudy is not at work being a Super Superintendent, he says he enjoys spending time with his wife, twin daughters, his son and one-year-old baby girl. “I enjoy watching movies with my family, barbecuing for them and taking my son to see the San Diego Padres baseball games. I enjoy my job and all the people I work with, I couldn’t ask for anything more in order to continue providing for my family. “Thank you CMSD.”

And, Thank You Rudy! Continental Mari-Times August 2017

6


CONTRACTOR OF THE WEEK

Journeyman Pipe Welder, Valentino Ibit, (left) was recently presented with a ‘Contractor of the Week’ Award from Captain Allbritton, Commanding Officer of USS Boxer (LHD-4), for his outstanding work conducting piping modifications in support of the Ships Service Turbine Generator Upgrade.

USS Boxer, (LHD-4)

MONTHLY ETHICS/ COMPLIANCE QUOTE Hard work spotlights the Character of People: Some turn up their sleeves, Some turn up their noses, Some don’t turn up at all. --Sam Ewing

Continental Mari-Times August 2017

7


To Volunteer: Stop by HR August 01-25 for Sign-up & Liability Waiver Forms DETAILS: CMSD will meet at our North Parking Lot at 7:30 am Check in will be from 7:30 am-8:00 am *Clean up location will be the Harbor Dr. median & Trolley terminal fence line* *Community Service Certificates available to all participants, upon request For questions or more information contact: April McGinley: amcginley@continentalmaritime.com/619-571-0204 Continental Mari-Times August 2017

8


Zero Tolerance for Retaliation What is Integrity - by Hank Ruhl, Machinery Superintendent Our company core values set the standard on how we do business. One of my favorite core values is integrity. Integrity can mean different things to different people, one of the common answers to “what is integrity” is doing the right thing when no one is around. But the answer I give to “what is integrity” is a little different based on personal experience. My response is “Doing the right thing even if instructed to do the wrong”. Back in the mid-eighties I was stationed onboard USS Sylvania (AFS-2) and I experienced workplace retaliation first hand. We had a big inspection coming up and all of our detroit switches were out of calibration. We had over 50 that needed to be removed and sent to the calibration lab for testing then reinstalled. If these switches were not calibrated prior to the inspectors coming onboard it would be a huge hit on my department. My Chief at the time instructed me to remove all of the old calibration stickers and put new ones on. Knowing that’s not the correct procedure to calibrate equipment I voiced my concern to him saying the switches all needed to be removed and sent out to the calibration lab for testing. He told me not to worry about it and continued to instruct me to “just swap out the stickers”. It was pretty awkward because he was my Chief and I had never been put in this type of situation before but I stood my ground and didn’t do as he instructed. Although we took the hit from the inspection team for not having the detroit switches calibrated prior to their arrival, at least I knew they were being checked properly. After that event it was never the same for me in the workplace, my Chief would give me the worst grunt work to do and he even lowered my Navy Evaluation score. Luckily times have changed and now that we are working in a Zero Tolerance for Retaliation environment, we are all protected from being retaliated against like I was years ago.

If you ever feel like you’re a victim of retaliation, the company has many ways for you to report your concerns: All Supervisors, Managers, Directors, and Human Resources have an open door policy. If you don’t feel comfortable talking to someone about it face-to-face , call the open line: 877-631-0020.

I

Tone From The Top feel the company fosters an employee-friendly environment and empowers everyone to report issues either small or large without concerns of retaliation.

As a Trade Superintendent I would like to think the employees under my supervision trust me enough to address any problems with me first.

By Bud Leuthe Pipe/Tank Superintendent

That trust begins with the open door policy that I have and the knowledge that the company will not tolerate any retaliation towards employees who report ethics or business conduct violations.

Our Priorities: Safety, Quality, Cost and Schedule Continental Mari-Times August 2017

9


NEWS FROM SECURITY

Continental Mari-Times August 2017

10


NEWS FROM I.T. Avoiding Pitfalls when Using Electronic Communications With advances in technology, more and more of our interactions with fellow employees, business associates, and Government officials are being conducted through email and other forms of electronic communication like instant messaging and texting. These communications do have some drawbacks, however, and, if not used correctly, can cause embarrassment and harm to the Company and to you. Once you send an electronic communication and it is opened by the receiver, it can’t be deleted or replaced. With this in mind, HII sent a legal representative to our shipyard who provided training to our Leadership on the potential “Pitfalls” of using electronic communications. Following is a list of the many challenges that come with communicating electronically and tips for creating messages to avoid these pitfalls before we hit “Send”.

CHALLENGES WITH ELECTRONIC COMMUNICATIONS  Tend to be informal. 

Laced with slang, abbreviations and shortcuts;

Often done hurriedly.

Sometimes done outside the office in casual or busy settings where sender may be distracted.

Difficult to determine meaning without seeing the person’s expressions and tone of voice.

Once opened, can’t be deleted or replaced and becomes a permanent record.

Can lose control of the communication once made.

Discoverable during investigations and litigation.

TIPS FOR CREATING ELECTRONIC COMMUNICATIONS  Use a professional “arm’s length” tone when dealing with business associates and Government Officials. 

Avoid exaggeration and speculation especially when it involves a potential Company deficiency.

Treat each email, text, and message as if it were going to be seen by Government investigators.

Do not send anything that you would not be comfortable having others read

Reread your words before you hit send.

Always double check to make sure your communication is being sent to the right person.

When attaching documents, pictures, etc., make sure you are attaching the correct item.

For more information contact the IT Helpdesk at X-420

Continental Mari-Times August 2017

11


NEWS FROM THE NURSE Prescription Awareness Month and Emergency Contact Cards Medicines are valuable tools to help you treat diseases and relieve symptoms. But they can cause harm if the wrong medicine is taken or if you or a loved one takes too much or mixes certain medicines that don’t go together. So, it’s important to talk openly with your health care team to make sure everyone understands why certain medicines have been recommended. Power of Communication To keep you and your family healthy, you should keep a list of questions and concerns to discuss with your healthcare providers at each visit. While you may be focused on recent symptoms and getting answers about why you or your loved ones feel under the weather, don’t forget to ask about medications. Remember, talking about the medicines your family uses is just as important and good for everyone’s health as a complete check-up, a proper diagnosis, and actually taking the medicine as directed. Here are tips to help you talk about medications:  Share an up-to-date list of all the medicines,

the first time, especially if vitamins, herbals and dietary supplements each it will be combined with member of your family, including your children are another prescription already taking. Write down the medicine names medicine. and regimens (dose, time and other instructions), as well as any problems you or other family  Contact the doctor or members have with the medicine so that you are pharmacist if new or prepared to discuss these concerns with your unexpected symptoms or doctor or pharmacist. It’s a good idea to be aware other problems appear. of what each family member is taking in case of an emergency.  Never stop taking medicine the doctor has told you (or your children) to finish just because symptoms  Ask the doctor or pharmacist to review the list of disappear, this is especially important when it medicines periodically and reevaluate whether they comes to antibiotics. are still all necessary.  Tell your health care team if you are, or may be,

pregnant or are nursing a baby.  Also be sure to share information about whether

you or a family member is allergic to certain medicines or foods; has any other medical conditions such as asthma, diabetes, kidney or liver disease, takes other prescription or OTC medicines regularly, follows a special diet or takes dietary supplements or uses alcohol or tobacco regularly.

 Get expert advice before crushing or splitting

tablets; some should only be swallowed whole because it can be a time release medication.  If your doctor writes you or your child a

prescription by hand, make sure you can read it. Also ask if he or she can indicate what the medicine is used for. For example, writing “take once daily for high blood pressure,” not just “take once daily.” Ask whether he or she has started using electronic or e-prescribing to improve the safety and efficiency of the prescribing process.

 Talk with your healthcare provider before you or

another family member uses an OTC medicine for

Continental Mari-Times August 2017

12


NEWS FROM THE NURSE Following are questions to ask your family’s healthcare providers about the medicines you and your family take. Also, bring a notepad with any questions you have so you can ask them during your appointment and write down the answers. 1. What is the name of the medicine and what is it supposed to do? Can you write it down or spell it for me? 2. Is this the brand name or the generic version? Is a generic version of this medicine available? 3. Why did you choose this particular medicine? 4. Is this medicine safe for me/my kids? 5. Will this medication affect other medical conditions that affect me/my children/parents (for example, glaucoma, and emphysema)? 6. How soon should I/we expect the medicine to begin to work? How will I know if it’s working? 7. How and when should I take this medicine/give it to my kids, and for how long? 8. Are any monitoring tests required with this medication (for example, to check liver or kidney functions)? 9. Will I/we need a refill? Do we need to schedule a follow-up visit? 10. Are there certain foods, drinks, supplements, other medicines or activities (for example, smoking, driving, sun exposure) I should avoid while taking this medicine? Will the medicine affect my sleep? 11. What are the possible side effects I should look out for? How can I prevent them? 12. Can you review the prescription drugs, OTC medications and supplements I/my children are taking to see whether any are unnecessary? 13. Are there certain medications I should avoid if I’m pregnant, planning to become pregnant or breastfeeding? 14. How and under what conditions should I/my children stop taking a medicine? Can I stop taking the medicine if I start to feel better? 15. What if I/my child miss a dose? 16. How should I store this medicine? 17. Do you have the ability to e-prescribe (sending prescriptions by computer directly to the pharmacy)?

Here at Bay Front Medical we provide prescription/emergency cards which are laminated and easy to read. If you or family members are taking prescription medications regularly, it is very important to carry a list of meds with you at all times. Stop by your onsite clinic to get a card made. Bring in your list of prescription bottles and we will make an easy to read card for you and your family. Remember when it comes to your health, you really have to be proactive and aware of what is being done. When patients are more alert and proactive there are more positive outcomes.

Be The Best Partner In The Port Continental Mari-Times August 2017

13


The Difference Between Ethics and Compliance—and Why Understanding the Difference is Critical to Successful Leaders By Charles A. Neff and Julie J. Gresham

W

hat’s the difference between ethics and compliance, and why does it matter? Leaders who understand the difference have a powerful advantage in the fight against employee misconduct, and their companies are likely maximizing the benefits of having functions that focus on both ethics and compliance. More importantly, leaders who do not understand the difference are likely missing an extraordinary leadership opportunity and also risk inadvertently promoting unethical and non-compliant behavior—even as they are pouring millions of dollars into ethics and compliance. Conventional Wisdom: Compliance Simply Means Following the Law. Ethics and compliance professionals often explain the difference between ethics and compliance as: Ethics and compliance are essentially different sides of the same coin. Compliance is following the law, while ethics is doing what is right regardless of what the law says. Compliance is something that the government requires you to do. Ethics, on the other hand, is something you choose to consider when taking action. The shorter version is: Compliance equals legal requirements, and ethics equals doing the right thing. Both statements are true, but the equation risks relegating compliance to a series of work instructions and ethics to a bumper sticker. Although this conventional view of compliance and ethics can be helpful in understanding the difference, it’s not actionable. Other than nod in agreement, there’s not much a leader or employee can do. This construct also implies that compliance has little value to a company unless a government enforcement or regulatory agency cares about a particular issue. Compliance Means Preventing Misconduct—Not Simply Following Laws. Complex, multinational corporations need their ethics and compliance functions to provide information, tools and systems that leaders and employees can deploy and use. A company can extract the highest value from its compliance organization when that organization focuses on preventing misconduct. The fact is costs and reputational harms of employee misconduct have ruined some companies and many CEOs. There will never be enough corporate resources to ensure each employee is following every law all of the time. What’s more: Not all laws have clearly delineated rules that can be followed easily. Under the Foreign Corrupt Practices Act (FCPA), for example, bribing a foreign official is a crime, but the FCPA does not provide a specific dollar amount for gifts and gratuities to foreign officials. In that example, a compliance

organization must manage the opportunity—one that is not legally prescribed—employees have to commit bribery under the CPA, and an ethics organization must sort through the related ethical issues. So, if compliance is not only about following the law but also preventing misconduct, including fraud and criminal acts, then what should companies expect from their compliance organizations, and how does that fit with the expectations of their ethics organization? The “Fraud Triangle.” Let’s start with the “fraud triangle.” Developed years ago by Donald Cressey to help detect employee misconduct, the fraud triangle has three elements: opportunity, rationalization and pressure. Although often referred to as a triangle, picture a Venn diagram with three circles labeled “opportunity,” “rationalization” and “pressure” partially laid over each other. Where the three circles intersect, misconduct, including fraud, is more likely to occur. If fraud occurs when the three elements of the fraud triangle intersect, how do we prevent this intersection? To answer that question, we need to examine each of the three elements of the fraud triangle (or circles of our Venn diagram), and how a company might manage each of those three elements to reduce the likelihood of misconduct. Opportunity (and Compliance). A company can reduce the opportunity to commit misconduct with a strong and effective compliance program. There’s no doubt this means rules must be clear and accessible. Those rules mean little, however, if they are not coupled with systems and processes that reduce an employee’s opportunity to commit misconduct. A strong compliance program will not only focus on the appropriate procedures and training, it will examine business systems, internal controls and approvals designed to prevent misconduct. In the case of the FCPA, most companies with reasonably strong compliance programs have set explicit limits on gifts, and they have put systems in place to track employee travel, spending and reimbursement. Those are all designed to reduce the opportunities employees have to violate the law.

Rationalization (and Ethics). Likewise, a company can reduce the likelihood that employees will rationalize misconduct by investing in a strong ethics program. For most employees, ethical behavior can be taught and learned. An ethics program should exist to teach employees and leaders how to behave ethically through training, messaging, living a company’s values and facilitating a continuous conversation about ethics, integrity and doing the right thing. Companies with effective ethics programs also hold employees accountable

Continental Mari-Times August 2017

14


The Difference Between Ethics and Compliance—and Why Understanding the Difference is Critical to Successful Leaders By Charles A. Neff and Julie J. Gresham when they fail to live up to the company’s ethical standards. We often hear of companies having a “values-based culture.” Most often, those are companies with strong ethics programs that hold employees accountable for knowingly violating the company’s standards. Since the FCPA has no explicit limits on gifts, if a company chooses to not define explicit limits, then it must count on the ethical training and values of employees to handle correctly the giving of gifts to foreign officials. But even in a strong values-based culture, is that good enough? Pressure (and Leadership). One critical skill of an ethical leader is to motivate employees to perform ethically and in accordance with the law. If there is too much pressure to perform without ample emphasis on performing with integrity, then employees are more likely to commit misconduct. Great leaders understand that they must balance the pressure to perform with the requirement that employees act with integrity. “Fix it—I don’t care how” is a very different message than: “We need to fix this problem, but we must follow the rules and our process when we fix it.” The message must be clear that results only matter if the processes to achieve those results are also followed. If a business development unit, for instance, is tasked and rewarded for obtaining new contracts, then the messages leaders send about bribery and following the company’s internal process are critical. One need only read the latest headlines (the day does not matter) to know that messages to win contracts and hit certain targets at all costs increase the risk of employees committing misconduct. There are many other ways that successful leaders can lead to reduce the pressure employees may have to commit misconduct, such as setting a realistic pace, formally considering ethics and compliance in big decisions, and creating a culture that gives employees a safe space to speak up. The Difference Between Ethics and Compliance and the Importance of Leadership. Our version of the fraud triangle and its importance to ethics and compliance can be summarized as follows: (a) Ethics should focus on reducing an employee’s ability to rationalize misconduct; (b) compliance should focus on shrinking the opportunity for misconduct; and (c) leadership should focus on reducing unhealthy pressure to perform or meet certain targets. So the difference between ethics and compliance is that ethics focuses on employees’ rationalization of misconduct, and compliance focuses on reducing the opportunity employees have to commit misconduct. Although those are important distinctions, they mean little if leadership is not focused on motivating employees in positive ways—in ways that minimizes the pressures to perform without integrity. By focusing on managing the pressure that exists to commit

misconduct, leaders send explicit messages that performance must never come at the expense of following the process or their company’s values. Why Understanding the Difference Between Ethics and Compliance Matters. Compliance and ethics programs must be balanced, defined, and supported by strong leadership. Compliance erodes ethics when rules and processes are too unwieldy, too voluminous or too overbearing. In those cases, employees often stop following the rules and start rationalizing what rules to follow. Soon they are likely operating outside the controls designed to further compliance. The Army War College recently published a paper titled, “Lying to Ourselves, Dishonesty in the Army Profession.” That study asserted that an Army officer could not complete all of his or her compliance obligations—even if they were the only obligations the officer tried to execute. Once that happened, officers became “ethically numb” and began to rationalize why he or she would follow one rule but not another. This violates the code of ethics hammered into young officers during formative leadership training and then drives cynicism and skepticism of the Army’s ethical teachings. In those cases, compliance starts to erode, rather than complement, a strong ethics program. This doesn’t mean companies shouldn’t have strong compliance programs. It does mean that smart companies need to have risk-based compliance programs that consider the effects of compliance requirements on their ethics programs. If a company chooses to ignore compliance and rely totally on a “values-based culture,” then employees are at risk of doing something the employee thinks is “good” or more efficient that may in fact be violating a law. There’s nothing wrong with viewing ethics and compliance as different sides of the same coin, but it limits the value of each function. Leaders who consciously employ (a) ethics to attack their employees’ ability to rationalize misconduct, (b) compliance to reduce employees’ opportunities to commit misconduct, and (c) leadership to reduce the pressures to commit misconduct really have three valuable coins at their

disposal. More importantly, those leaders can sleep well at night knowing they put their employees in the best possible position to succeed. The authors would like to thank Chad Boudreaux, the chief compliance officer at Huntington Ingalls Industries (HII) and Kenny Rogers, the Director of Ethics and Business Conduct at HII, for their leadership, support and contributions to this article. From Ethics vs. compliance: Do we really need to talk about both? By Ashley Watson, Inside Counsel magazine, January 27, 2014.

Continental Mari-Times August 2017

15


COMPANY PICNIC - SATURDAY, JULY 8, 2017 We hear that our Paradise Island Luau was a big hit with kids and adults alike. ‘Thank You’ to everyone who attended and made it a great day! This year’s picnic was held Saturday, July 8, on the water at the J Street Marina, and the day was perfect! We had Games, Prizes, Food, Beverages and much, much more! If you missed this event; here are photos of employees, their families, friends and fun. Enjoy!

Continental Mari-Times August 2017

16


COMPANY PICNIC - SATURDAY, JULY 8, 2017

RAFFLE PRIZES Every Picnic-er received a raffle ticket for a chance to win a prize in their age category. One of the best prizes was a big screen TV.

GAMES. HULA.

FUN.

HOOPS.

BUBBLES.

BEST HAWAIIAN SHIRT CONTEST WINNERS

Continental Mari-Times August 2017

17


Company Picnic - FAMILY. FRIENDS. FUN.

Continental Mari-Times August 2017

18


T

On-the-Spot Ethics Recognition Program

he On-the-Spot Ethics Recognition Program is appropriately used to recognize employees who "go the extra mile" or whose behavior is "above and beyond the call of duty." Behavior recognized for the Program should be outside the scope of an employee's normal duties.

Employees are encouraged to nominate and recognize fellow employees who demonstrate our company values.

Examples of situations in which employees may be nominated for the Program are those in which employees demonstrate our company values by:

Level 1 Award – Ethical Excellence Award

--Demonstrating high ethical standards and integrity; --Producing exceptionally high quality work under tight deadlines; --Demonstrating exceptional courtesy or responsiveness while engaging with customers or colleagues; --Improving our company performance while upholding our strong company values. These and other noteworthy/extraordinary behaviors are acceptable. The On-The-Spot Ethics Recognition Program is intended to recognize an employees ethical work behavior that might go unrecognized under other incentive programs. 

All active HII-CMSD employees are eligible for the On-the-Spot Ethics Recognition Program.

An employee may receive no more than one Award in each level in a calendar year.

Self nominations are not accepted.

Team nominations are not accepted.

This is an individual award program.

The On-the-Spot Ethics Recognition Program consists of a two level recognition award process.

is given to those nominated employees who demonstrated our company values in an “extraordinary” behavior in their everyday work activities. The Level 1 Award is given to nominated employees whose behavior can clearly be recognized as going significantly above and beyond the call of duty. Level 2 Award – Gift and Ethics Certificate is given to those nominated employees who demonstrated our company values in a “noteworthy” behavior in their everyday work activities. Level 2 Award is given to those employees who take extra steps to exemplify and promote ethical conduct for the benefit of the workplace in some significant way. Send all nomination forms via email or hard copy to Mary Ann Davis. Level 1 Award nominations will be forwarded to Newport News Shipbuilding and Mary Ann Davis will be distributing all Level 2 Awards. Please review HII corporate procedure A-605, On the Spot Ethics Recognition Program, and Form C-941, On the Spot Ethics Recognition Program nomination in its entirety. The documents can be accessed directly on the HII Command Media at: http://www.hii-homeport.com.

Continental Mari-Times August 2017

19


COMPLIANCE CORNER Work Compliance Plans were implemented to ensure periodic reviews and compliance with Huntington Ingalls Industries (Corporate) business practices, policies and internal controls. The WCP’s provide reasonable steps to communicate the Company’s standards and procedures in a practical manner. Each work plan outlines the responsibilities, and includes a risk assessment and communication plan to facilitate timely discovery of improper conduct. There are a total of 38 Core Elements of the Work Compliance Plans available to read on the CMSD Intranet and, Core Elements will be featured each month in this newsletter. A summary and list of the procedures that comply with each of the required core elements will be shared with all employees.

HUMAN TRAFFICKING Summary: Under federal and state law, CMSD and its employees are prohibited from engaging in activity that constitutes trafficking in persons. In particular, Federal Law prohibits peonage (holding a person in “debt servitude”) (15 U.S.C. § 1581), involuntary servitude (15 U.S.C. § 1584), forced labor (use or threats of force, use or threats of harm to any person, or use or threatened abuse of law or legal process) (15 U.S.C. § 1589), sex trafficking (15U.S.C. § 1591), and unlawful conduct with respect to documents in furtherance of any of the above (i.e., withholding documents such a passports or ID cards) (15 U.S.C. § 1592). The penalties for violations of these laws include fines and imprisonment of up to 20 years. In addition, Federal laws provide for restitution, forfeiture and a private right of action as a result of any violation.

The compliance plan must, at minimum, include the following: Awareness program. Employees must be notified about human trafficking policies and actions that will be taken for violating the policies. Compliance plans must be posted in the workplace, on the contractor’s Web site, or provided in writing to each worker. The Department of Defense is in the process of developing the applicable “hotline” posters. Reporting process. Employees must be able to report, without fear of retaliation, activity inconsistent with the policies, including through a hotline number and e-mail address provided in the Final Rule. Compliant recruitment and wage plans. Plans may only permit the use of recruitment companies with trained employees, must prohibit recruitment fees charged to the employee, and ensure wages meet host-country legal requirements. Housing plan. Plans must ensure housing meets host-country housing and safety standards, if housing will be provided or arranged. Procedures to prevent violations by agents and subcontractors. Plans must include procedures to monitor, detect, and terminate any agents, subcontracts, or subcontractor employees that have engaged in prohibited acts at any tier and at any dollar amount.

Superior Results through Teamwork Continental Mari-Times August 2017

20


COMPLIANCE CORNER HUMAN TRAFFICKING (continued) Before accepting an award, and annually after receiving an award, the Company must certify that it has implemented a compliance plan meeting the minimum requirements above. Further, the Company must certify that after conducting “due diligence,” it believes that neither it, nor any of its agents, subcontractors, or their agents is engaged in prohibited activities, or that if abuses have been found, the contractor or subcontractor has taken appropriate remedial and referral actions. Contracting Officers may also request a copy of the compliance plan at any time. In addition to the U.S. federal and state rules, the Company is also likely subject to the U.K. Modern Slavery Act of 2015 (“U.K. Law”). The U.K. Law, which received Royal Assent on March 26, 2015, is expected to become effective in October 2015. Among other things, the U.K. Law requires any business with more than $56 million in annual revenue and that carries on business in the U.K. to publicly disclose the steps the business has taken during the previous financial year to ensure that modern slavery and human trafficking is not taking place in any part of its own business or in any of its supply chain. If no steps have been taken, the company must disclose that. The statement must be approved by the company’s Board of Directors (if one exists) and signed by a Director. If the company has a website, the statement must be included on the website, with a link prominently displayed on the homepage. Statutory Guidance indicates that there is no requirement that a company conduct a certain threshold of business in the U.K. Therefore, the U.K. Law applies to any company that supplies goods or services in the U.K. Although the U.K. Law does not specify exactly what the statement should include, statutory guidance suggests that it could include a description of, among other things: policies relating to human trafficking, including any due diligence and auditing processes used by the company; relevant training available to staff; and ways in which the company evaluates and manages the risks related to human trafficking. Penalties: At this stage, punishment for a violation of this provision of the U.K. Law is limited to a civil injunctive action to force compliance. Implementing Corporate Policy/Procedure: CO H412, Combating Trafficking In Persons Division Supplements: NONE

Compliance is each employee’s responsibility. In order for all employees to understand their responsibilities to our Compliance Plan, CMSD has made a link to the 2016 Annual Compliance Plan. It is now available on the CMSD Intranet under Featured Items. Compliance awareness is distributed via newsletter, gang box, and official training. Additionally, employees are encouraged to review the Annual Compliance Plan to become more familiar with how their role and day-to-day activities contribute to meeting CMSD’s compliance obligations. If you do not have computer access, you may request to review the compliance plan through your department manager.

Continental Mari-Times August 2017

21


Zero Tolerance for Retaliation View from the top As I sit here pecking away on my “essay “ on retaliation with one good hand and one not so good I can’t help but get the feeling that someone in HR is reading this with a little grin and in the back of their head thinking “aha take that”. (AKA retaliation for all my good deeds). In reality retaliation is a fact of life. It is in our nature. It has been passed down since the beginning of time. It is brought up in religious manuals. Etc. Retaliation at times can be a good thing, at times can be a bad thing, or in any case is just a thing. Definition of retaliation: To do something in response to an action done to oneself.

AKA: EYE FOR AN EYE; FIRE WITH FIRE; TIT FOR TAT; PAYBACK; ETC. Now that I’ve got some interest brewing and probably some eyebrows raised let’s get on with my perspective on work place retaliation. Work place retaliation is when an employer/manager/supervisor punishes an employee for engaging in some kind of legal action/activity concerning the work place. Supervisors dealing out disciplinary actions on their own many make sense, but it is much better to first consult their chain of command and HR beforehand as their action may be considered retaliation even though it wasn’t. In most cases these issues can be settled with a little communication and getting HR to help out. Letting our personal feelings get involved usually doesn’t allow the situation to end well and may prolong the issue. By Sam Nichols Boiler Shop Bottom line: Retaliation in the workplace is Superintendent unacceptable. The rules are here to protect all of us. That way everyone can make an honest living, support their families, strive for self-improvement, and enjoy the work they do.

R

etaliation is something that should not be tolerated in the work force anywhere

but it happens. Over the years the ship repair industry and many others have had the attitude of , “don’t say anything or they will find a way to get rid of you’’. Or, “the squeaky wheel gets the grease or gets replaced”. But this attitude has got to change. A lot of employees don’t want to lose their job. I get it, but being in fear of being retaliated against because you said something or pointed out something that needed to be addressed is not right and is not tolerated at CMSD. I know Continental Maritime takes all complaints of any kind seriously and I know that the company would like to resolve any issues By Lee Hill before they become major Tool Room & Production Support Superintendent problems.

Our Priorities: Safety, Quality, Cost and Schedule Continental Mari-Times August 2017

22


VPP and ISO 14001 ISO 14001:2004 & Voluntary Protection Programs ISO 14001:2004 specifies requirements for an environmental management system to enable an organization to develop and implement a policy and objectives which take into account legal requirements and other requirements to which the organization subscribes, and information about significant environmental aspects. It applies to those environmental aspects that the organization identifies as those which it can control and those which it can influence. It does not itself state specific environmental performance criteria.

ISO 14001:2004 is applicable to any organization that wishes to establish, implement, maintain and improve an environmental management system, to assure itself of conformity with its stated environmental policy, and to demonstrate conformity with ISO 14001:2004 by :    

Making a self-determination and self-declaration, or Seeking confirmation of its conformance by parties having an interest in the organization, such as customers, or Seeking confirmation of its self-declaration by a party external to the organization, or Seeking certification/registration of its environmental management system by an external organization.

All the requirements in ISO 14001:2004 are intended to be incorporated into any environmental management system. The extent of the application will depend on factors such as the environmental policy of the organization, the nature of its activities, products and services and the location where and the conditions in which it functions Voluntary Protection Program (VPP is an Occupational Safety and Health Administration (OSHA) initiative that encourages private industry and federal agencies to prevent workplace injuries and illnesses through hazard prevention and control, worksite analysis, training; and cooperation between management and workers. VPP enlists worker involvement to achieve injury and illness rates that are below national Bureau of Labor Statistics averages for their respective industries. How Does VPP Work? The EH&S Dept. with our VPP In practice, VPP sets performance-based criteria for a managed STAR WORKSITE banner. safety and health system, invites sites to apply, and then assesses applicants against these criteria. OSHA’s verification includes an application review and a rigorous onsite evaluation by a team of OSHA safety and health experts. How Has VPP Improved Worker Safety & Health? Statistical evidence for VPP’s success is impressive. The average VPP worksite has a Days Away Restricted or Transferred (DART) case rate of 52% below the average for its industry. These sites typically do not start out with such low rates. Reductions in injuries and illnesses begin when the site commits to the VPP approach to safety and health management and the challenging VPP application

Be The Best Partner In The Port Continental Mari-Times August 2017

23


Code of Ethics and Business Conduct: Retaliation HII strictly prohibits and has zero tolerance for retaliation of any kind against any employee for reporting potential wrongdoing or overpayments or for cooperating in the conduct of an investigation.

What if: You witness a Code of Ethics violation or are asked to engage in conduct that violates the Code of Ethics and Business Conduct, what should you do? You should report it. It is not only your right to express your concerns, it is your responsibility. The company will treat your information as confidential and you may remain anonymous if you desire. In any case, company policy prohibits direct or indirect retaliation on anyone reporting a violation of the Code of Ethics and Business Conduct.

What if: You do not feel comfortable reporting suspected violations to the OpenLine. Your co-workers have warned you that if you report something, you will be retaliated against. Calls and letters to the OpenLine are kept confidential and may be made anonymously. In either event, the identity of the caller will not be given to anyone except as required by law or as needed for investigation purposes. Any employee who retaliates against another employee, customer, or supplier for submitting a question or report of a suspected violation will face disciplinary actions. Retaliation is strictly prohibited against any person who, in good faith, reports a concern. If you feel that you were retaliated against, please talk to your manager, Human Resources, your BCO/Mary Ann Davis, or call the OpenLine. You may voice any concerns or report violations by: Contacting your/any manager, HR, Compliance Manager; using the HII Open-line: 1-877-631-0020, or: https://hii-openline.alertline.com/gcs/welcome. The success of our program relies on every individual’s ability to communicate openly about ethical issues without fear of retaliation.

Superior Results through Teamwork Continental Mari-Times August 2017

24


ANNOUNCEMENTS PROMOTIONS YEARS OF SERVICE

Tomas Ramirez: Rigger Journeyman

2o Years Edward Barajas

Luis Parada Ojeda: Shipfitter Helper 2 Luis Badillo: Shipfitter Helper 2

5 Years Esteban Gallegos

Eric Burcher: Planner Scheduler Enrique Vizcarra: Shipfitter Tradesman 2

Sergio Ledesma

Josh Rigney: Shipfitter Tradesman 1

Antonio Lopez

Thomas Murana: Shipfitter Tradesman 1

Antonio Mendez

David Ramirez: Shipfitter Tradesman 3 Cody Pittam: Shipfitter Tradesman 1

NEW HIRES

Hugo Michel Escoto: Shipfitter Tradesman 1

Walter Kovacovich

Christopher Hernandez: Shipfitter Tradesman 1

Ship Superintendent

Dustin Basham: Structural Superintendent Musa Yemhatpe: Electrician Tradesman 1

CARPOOL WINNERS John Mello

SAFETY INCENTIVE WINNERS

Rodger Moore

Fermin Solorio Josue Davalos Abraham Noriega-Acevedo Maria Sanchez Jorge Cuevas

Solution to Crossword Puzzle from page 26

Our Priorities: Safety, Quality, Cost and Schedule Continental Mari-Times August 2017

25


BIRTHDAY ANNOUNCEMENTS Abraham Acevedo

Henry Elevado

Roman Zamora

Akeem Triggs

James Alexander

Ronald Guzy

Anthony Garza

Jeffery Kopischke

Salomon Alfaro

Anthony Higgins

Jeffrey Belknap

Samuel King

April Nissen

Jesse Solis

Sharon Lynch

Arnel Aguas

Jonard Mallari

Steven Mendoza

Augusto Paredes

Jose Perez

Tara Roeder

Bryan Glass

Juan Lizarde

Terrell Hoult

Carlos Lopez

Juan Sandoval

Thomas Goodlett

Carlos Sanchez

Julian Montes

Walter Kovacovich

Cesar Carrillo

Khanh Truong

William Kirkman

Christine Fulton

Lance Johnson

William Wilson

Devone Lucas

Larry Hart

Yolanda Flores

Edward Herrera

Luis Garcia

Eleuterio Mercado Jr

Luis Marquez Nerey

Oscar AlfaroGaribay

Enrique Cano

Maria Nevarez

Enrique Paulino

Richard Lohorn

Eugene Hawkinson

Robert Hough

Fredrick Bullard

Robert Myking

Gilbert Vasquez

Roberto Pasana

Gilberto Guardado

Rodolfo Reyna

Harvey Porter

Rogelio Castro

Be The Best Partner In The Port Continental Mari-Times August 2017

26


Crossword Puzzle

Word Bank: Zero Tolerance, Traveling, Training, Speakup, Political, Openline, Nonviolent, Interest, Gangbox, Expenses, Ethics, Employment, Drugfree, Conduct, Code Of Ethics, Business

Solution on page 25

ACROSS 2

HII is committed to maintaining a safe and __ environment.

5

Complete all mandatory ethics and compliance __ requirements in a timely manner.

7

Never engage in any outside __or other activity that competes with HII.

9

Though __ Activity is respected by HII, it must not take place on company time nor involve the company name.

12 __ __ __ documents HII's core values. 16 You are expected to record business travel __ accurately. DOWN 1

HII has a __ __retaliation policy.

3

__ callers can identify themselves or remain anonymous.

4

When __ each employee needs to have a Travel Authorization.

6

A __ is weekly information distributed by EH&S to keep us informed and safe.

8

HII ensures a __ workplace.

10 Conflicts of __ should be disclosed on Corporate Form C-196. 11

The Code of Ethics and __ Conduct reminds us that it's important to fill out Expense Reports in a timely, honest, and accurate manner.

13 __ is doing the right thing even when no one is looking. 14 Mary Ann Davis is our Business __ Officer (BCO). 15 If you suspect that someone is behaving illegally or unethically, please __ __ right away.

Continental Mari-Times August 2017

27


JOB OPENINGS http://tsd.huntingtoningalls.com/careers/Jobs Specific to San Diego Shipyard ELECTRICIAN HELPER 17-030 1 year shipyard experience required. Installs temporary services on the ships. Performs other related tasks as assigned. Removes and installs cables onboard ship. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required. ELECTRICIAN JOURNEYMAN 17-022 5-7 years’ experience at the Journeyman level. Must have an overall general knowledge of electrical requirements onboard Naval Ships, be able to read schematics and blueprints, accomplish ship alterations with minimal supervision, and troubleshoot/repair various electrical systems on Naval Ships. Maintaining and installing various electrical temp services onboard ships is a plus. Motor repair and weld machine maintenance/repair is also a plus. ► The ability to acquire a DBIDS credential is required. ELECTRICIAN TRADESMAN 17-023 3-5 years’ experience and must have an overall general knowledge of electrical requirements onboard Naval Ships. Maintaining and installing various electrical temp services onboard ships is a plus. ► The ability to acquire a DBIDS credential is required. INSIDE MACHINIST JOURNEYMAN 17-032 Requires 5-10 year’s inside machinist experience. Sets up and operates machine shop tools. Fits and assembles parts to make or repair metal parts, mechanisms, tools, or machines applying knowledge of mechanics, shop mathematics, metal properties, and layout machine procedures. Studies specifications such as blueprints, sketches, or descriptions and plans sequence of operations. Sets up and operates lathe, milling machine, shaper, and/or grinder to machine parts to specifications using measuring instruments. Verifies dimensions and alignment with measuring instruments. Performs other related tasks as assigned, some of which may become essential to the position. ◙ U.S citizenship required. OUTSIDE MACHINIST JOURNEYMAN 17-025 Requires 10 years’ experience. Job duties include shipboard working on valves, rotating machinery, turbines, hydraulics, elevators, and other mechanical systems. Must be familiar with NAVSEA standard items and proficient with use of drawings, identification of material, shipyard safety, and quality processes. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required. OUTSIDE MACHINIST TRADESMAN 17-026 Requires 3 years’ experience. Job duties include shipboard work on valves, rotating machinery, turbines, hydraulics, elevators, and other mechanical systems. Must be proficient with use of drawings, identification of material, shipyard safety, and quality processes. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required. PIPEFITTER TRADESMAN 17-031 The minimum requirements for this position are: 2 years of prior shipboard/shipyard experience as a Pipefitter; demonstrated knowledge of marine piping systems, pipefitting to Navy standards, ship terminology, blueprint reading, and of different metals; basic reading and mathematics skills and the ability to work at heights, in confined spaces, and on any shift; and the ability to obtain Silver Brazing and Firewatch certifications. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required. PRODUCTION WELDER JOURNEYMAN 17-019 Minimum 5 years’ experience in shielded metal arc welding, Fluxcore, and be able to pass aluminum weld test in the following positions: Overhead, horizontal, and vertical. PRODUCTION WELDER TRADESMAN Minimum 2 year experience.

Continental Mari-Times August 2017

17-020

28


JOB OPENINGS http://tsd.huntingtoningalls.com/careers/Jobs Specific to San Diego Shipyard SHEETMETAL INSTALLER TRADESMAN 17-029 Minimum 1-5 year experience in all stages of rip-out and installation of ventilation habitability-related products. Assist in managing projects, including materials requirements; coordinating small crews and delegating work to helpers; ensuring that QA guidelines are followed. Tradesman requirements include: read blueprints, interpret work specifications, communicate drawing discrepancies, and sketch basic pieces required for task; conduct ship check; and operate hand/power tools and basic shop equipment. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required. SHIPFITTER JOURNEYMAN 17-016 Minimum 5 years of on the job experience including tacking and fitting of bulkheads, railings, foundations, deck plating, and other structural members, and demonstrated knowledge of blueprint reading, ship terminology and different metals. Good burning, welding and craftsmanship skills. Mechanical ability preferred. Welding certification to tack/weld steel. Ability to work at heights and in confined spaces and to access and move around ship safely is also required. SHIPFITTER TRADESMAN 17-017 Minimum 2 years of on the job experience including tacking and fitting of bulkheads, railings, foundations, deck plating, and other structural members, and demonstrated knowledge of blueprint reading, ship terminology and different metals. Good burning, welding and craftsmanship skills. Mechanical ability preferred. Welding certification to tack/weld steel. Ability to work at heights and in confined spaces and to access and move around ship safely is also required. SECURITY OFFICER 17-024 Position available for a skilled Security Officer with a minimum of 1 – 5 years’ security experience. Responsibilities include access control, facility monitoring, and policy enforcement. The candidate must have excellent, communication, observation, and report writing skills, as well as be physically capable to respond to emergencies. Must have a valid Security Guard card. ◙ U.S citizenship required. ► The ability to acquire a DBIDS credential is required

Equal Opportunity Employer – Veterans/Disabled Welcome Excellent company-paid benefits and savings plan ◙ U.S. Citizenship Required for Some Positions Apply in person to: Huntington Ingalls Industries Technical Solutions Fleet Support Group - Continental Maritime of San Diego 1995 Bay Front Street San Diego, CA 92113

Superior Results through Teamwork Continental Mari-Times August 2017

29


Continentalmaritimescurrent  
Read more
Read more
Similar to
Popular now
Just for you