2018 Leadership Development Annual Report

HII LEADS

THE 2018 REPORT ON DEVELOPING LEADERS TO TRANSFORM OUR BUSINESS

TABLE OF

CONTENTS MESSAGE FROM THE PRESIDENT AND CEO.............................2 BUILDING ENGAGED LEADERS....................................................4 ENGAGED LEADERS BUILDING CAPABILITY............................26 ENGAGED LEADERS BUILDING COMPLIANCE........................40 ENGAGED LEADERS BUILDING A CULTURE OF ENGAGEMENT...50 ENGAGED LEADERS BUILDING PERFORMANCE.....................60 LEADERSHIP PROGRAMS SUMMARY.........................................76

MESSAGE FROM THE

PRESIDENT AND CEO

Huntington Ingalls Industries’ motto—“Hard Stuff. Done Right.”—speaks volumes about what we do and how we do it. It also says a lot about the people who do it—more than 39,000 men and women in 40 states and 12 countries around the world—and the leaders who work for them.

HII’s leaders are the ones who ensure that their employees have the tools and equipment they need to do their jobs. They’re the ones who consistently recognize employees’ efforts. They’re the ones who create opportunities for everyone on their team to learn and grow.

HII’s leaders are also our “front line” for diversity and inclusion, guaranteeing that HII is a workplace where the least-empowered person in the room feels confident enough to speak up and share their views. And since we know our past performance won’t guarantee continued success, our leaders are the ones committed to transforming our business for the future.

This is what great leadership looks like at HII, and it’s why we treat it as a competency—just like engineering, shipfitting, procurement, business management and hundreds of other hard things we do all day every day.

This annual report documents the many facets of HII’s leadership development efforts. The breadth and depth of these programs are testament to our commitment to cultivating leaders at every level of the company—from first-line supervisors to the senior executive team, from our three divisions to our corporate office. I think they also shine a light on the critical role leaders play in HII’s continued success and prove that we are well on our way toward achieving my vision of our company being a “leadership factory.”

Sincerely,

Mike Petters President and Chief Executive Officer Huntington Ingalls Industries

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At HII, we consider leadership a craft in much the same way we look at the many highly complex and technically advanced crafts found across our business. Learning leadership is a journey, not a destination, and when employees choose to become leaders at HII, they are committing themselves to a lifetime of leadership learning.

To advance the craft of leadership and build leadership capability and capacity, we offer numerous programs and initiatives across the enterprise. A representative sample of those products is described in the following pages.

BUILDING

ENGAGED LEADERS

Our employees are our most valuable resource and when they choose to join the company, they are also choosing to follow the pathway of leadership. Every employee is a leader in some way and every decision they make has impact. Investing in leadership development helps ensure our present and future leaders have the right tools to guide themselves and others as an elite team that does some of the most complex work in the world.

Brian Cuccias Executive Vice President, HII, and President, Ingalls Shipbuilding

Built by Ingalls Shipbuilding, USS John Finn (DDG 113) is an Arleigh Burke-class guided missile destroyer named after Lt. John Finn, the first Medal of Honor recipient of World War II.

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HUNTINGTON INGALLS INDUSTRIES

APPRENTICE SCHOOLS At our Newport News Shipbuilding and Ingalls Shipbuilding divisions, HII offers two of the premier apprenticeship programs in the nation. Both schools have a legacy of producing graduates with the technical skills required to design and build ships for the US Navy and Coast Guard, while learning the important craft of leadership.

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NEWPORT NEWS SHIPBUILDING Founded in 1919, The Apprentice School at Newport News Shipbuilding offers four-, five- and eight-year apprenticeships in 19 shipbuilding disciplines and eight advanced programs of study. Accredited by the Commission on the Council of Occupational Education and registered with the Virginia Apprenticeship Council, the school offers apprentices the opportunity to earn college credit, receive competitive pay and benefits, and learn a trade.

The school has more than 10,000 graduates who have moved straight into rewarding shipbuilding careers.

FACTS • Apprentices complete 7,000 hours of on-the-job training and 1,000 hours of academic work • Admission rate: 15 percent; graduation rate: 67 percent • Athletic Programs: Football, Baseball, Golf, Basketball and Wrestling • Community Service: Habitat for Humanity, Relay for Life and Peninsula Rescue Mission

INGALLS SHIPBUILDING Founded in 1952, the Apprentice School at Ingalls Shipbuilding offers comprehensive two- to four-year curriculum for students interested in shipbuilding careers. The school offers more than 120 courses that enable apprentices to gain the skills, knowledge and pride of workmanship needed to fully meet the challenges of a shipbuilding career. All apprentice training is accredited through Mississippi Gulf Coast Community College, which has partnered with Ingalls for more than 60 years. More than 1,500 apprentice alumnae fill approximately 50 different types of jobs at Ingalls, from pipe welders to senior executives.

FACTS • Apprentices make up 40 percent of the production management team • Apprentice graduates are in management positions in every division • Apprentices give back to the community through the United Way, participate in blood drives and volunteer throughout their communities

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EMPLOYEE RESOURCE

GROUPS

Across HII, numerous Employee Resource Groups, or ERGs, representing hundreds of team members help us to be a better company. Their engagement is contagious and creates an environment where others want to learn and grow.

Our ERGs are a key piece of our corporate culture and an important part of our diversity and inclusion strategy. These employeerun networks connect employees who want to become more engaged with their colleagues and the company. They are also incubators for future leaders.

Taking on a leadership role within one of our ERGs provides those team members an opportunity to learn, practice, and grow their leadership skills

HII’s Asian & Pacific Islander Shipbuilding Association hosts an annual heritage event, “Cuisine & Culture,” where it highlights food and culture from throughout Asia and the Pacific Islands. In the photo, APSA members share information on Japanese history, culture and cuisine with event attendees.

Every year, Ingalls ERGs hold an annual meet-and-greet event with the summer interns. This year, the ERGs provided resume writing tips and conducted mock interviews with the interns.

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The African American Shipbuilders Association’s purpose is to foster the professional and career development of its members and aid Newport News Shipbuilding in its commitment to community service and programs that improve education, and promote cultural awareness in our communities.

The African American Shipbuilders Association held a paint night event, raising $400 for the American Cancer Society’s Relay for Life.

Creating the first Newport News Shipbuilding ERG, the New Hire Community of Practice (now known as SHIPs Network), was a tremendous growth opportunity for me very early in my career.

I was able to develop important leadership skills and show that I had leadership potential. Many members of ERGs are in company leadership positions today as a result of their experiences and exposure. I know my career path would have looked very different had it not been for my participation with the ERG.

Bettina Soost Manager of IT Systems Engineering, Newport News Shipbuilding

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FRONTLINE FAST

PROGRAM Frontline FAST is a 16-month developmental program designed to prepare Newport News Shipbuilding apprentices to become frontline supervisors. The program employs a blended approach of one-on-one coaching and advising, professional facilitation and guidance, and use of an interactive learning management system. Organized in cohorts, Frontline FAST apprentices participate in developmental experiences and simulations, explore leadership and management concepts and connections, and execute what they have learned through a combination of special job assignments and make-up foreman positions.

Through regular interaction with each other and coaches, Frontline FAST apprentices build lifelong friendships and memories, while developing the personal and professional qualities and interpersonal skills needed to meet the challenges of being a frontline supervisor.

Dr. Latitia McCane Director of The Apprentice School, Newport News Shipbuilding

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ENHANCING PERSONAL

LEADERSHIP (EPL) Ingalls Shipbuilding’s “Pay for Performance” EPL session provided leaders with the knowledge and skills to more effectively employ the company’s new Human Capital Management System, “HROnLine.”

The training showed managers how to use the new tool and covered topics such as total rewards, factors that influence salaries, how salary ranges are determined, and obstacles to paying for performance.

The Pay for Performance EPL course was well-received and should pay dividends in the near future. Because of the EPL and the new tool, more managers than ever, at all levels, are able to provide input on salary increases for their teams.

Ed Hagar Manager of Compensation and Benefits, Ingalls Shipbuilding

(left) Shipfitter Apprentice Christopher Guimond and Frontline FAST Welder Apprentice Amy Craven were given 15 void plates to fit and weld in the small components area of the Steel Production Facility. Their efficient teamwork allowed them to complete the work in about a third of the time normally required and accounted for half of the work packages completed by the crew that week. (right) Roll-out of the new compensation module was an opportune time to highlight the importance of performance conversations.

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NEW LEADER

EXPERIENCE The New Leader Experience (NLE) is the foundation for newly promoted supervisors to begin their leadership learning journey at Newport News Shipbuilding. The program is made up of a series of classes, practical exercises, and web-based and video-based learning opportunities focused on building successful leaders. NLE helps foremen and supervisors grow in leading themselves, leading others and leading the company.

The success of our great company relies on great and inspiring leaders. New Leader Experience provides concepts and fundamentals to help with today’s leadership challenges. I enjoy when I have the opportunity to share my leadership stories during orientation.

Pat Cullins Director of Manufacturing, Newport News Shipbuilding

(center) A newly promoted supervisor is welcomed to the orientation phase of the New Leader Experience. (top right) Participants improve their communications skills in the second phase with a series of 90-minute role playing “workout sessions” that address setting expectations, giving feedback, coaching, recognition and delivering crew talks.

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Sue Purdum from Penn State’s Smeal College of Business addresses the Buyers Certification Program at Newport News Shipbuilding

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FOREMAN

TRAINING The majority of Ingalls Shipbuilding’s craft foremen began their careers in the trades. However, being a great craftsman doesn’t automatically translate into becoming a great leader. New Craft Foreman Training is the first step in preparing foremen with the skills needed to guide their crews and our company toward success.

Leaders share their experiences with new craft foremen.

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Wise advice from an old proverb is to train someone in the way they should go. It then expresses the benefit of not straying from that training. This is my personal philosophy on how I lead my team, and it’s also how I see and appreciate the way in which our company trains new managers. Utilizing the tools provided in the New Craft Foreman Training, I’m able to better analyze and improve the work habits of my team and communicate more effectively.

W.T. Williams Manager of Design Engineering, Ingalls Shipbuilding

The Progressing 102 portion of the New Craft Foreman Training is a simplified, stepby-step approach to the complex tasks a foreman has in progressing and reporting out of work. The course equips new supervisors with the knowledge and skills required to assess the status of their contract bills in terms of cost, schedule and scope.

A new foreman is evaluated in estimating physical work completed on a mock training simulation.

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LEAD

FORWARD Newport News Shipbuilding employees are selected to participate in LEAD Forward. The program, a component of a statewide leadership development initiative, enables employees to engage with and learn from leaders in industries throughout the Hampton Roads community.

Being a participant in the LEAD program helped me learn more about myself by exposing me to challenging opportunities. I really enjoyed meeting different local community business leaders and learning from their leadership styles.

Leha Worley CVN79 Program Manager, Newport News Shipbuilding

(left) LEAD Forward participants pay a visit to Norfolk Naval Station. (right) LEAD Forward participants learn from leaders of Virginia Department of Transportation.

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MASTERS LEADERSHIP

PROGRAM

Ingalls Shipbuilding partnered with the Gulf Coast Business Council to offer the Masters Leadership Program. In this program, emerging leaders and high-performing leaders participated in local and regional leadership initiatives. Participants develop their leadership skills by working on projects that will have a positive impact on the communities where they live. The program exposes participants to different perspectives and the importance of diversity and inclusion.

Masters Leadership Program participants tour the Five Rivers Delta Resource.

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The Masters Leadership Program consists of nine sessions designed to develop and enhance critical leadership skills of Gulf Coast leaders.

The program creates a practical application forum where the curriculum builds individual leadership skills.

Ingalls leaders participate in local community events such as Gulf Coast Business Council’s Masters Leadership Program and the Mississippi Business Journal’s Top 50 and 40 up-and-coming business leaders.

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(center) Leadership Presentation and Communication Skills participants. (right) Dardis instructor Paul Johnson briefs workshop participants before their presentations.

LEADERSHIP PRESENTATION AND

COMMUNICATION SKILLS The Leadership Presentation and Communication Skills workshop at Ingalls Shipbuilding, delivered by Dardis Communications, helps participants become stronger leaders and better communicators. Each participant created a presentation during the workshop that was recorded for personalized feedback by Dardis coaches. The workshop emphasizes practical and effective skills that participants can apply immediately.

After attending this workshop, I have had many opportunities to implement this valuable training.

Within a week after attending, I was asked to speak in front of a large group of our senior leaders and was able to do so more effectively by utilizing the techniques learned during class. I was able to convey a more concise message, delivering it with more confidence in myself and my presentation skills. I highly recommend this training to anyone who would like to master these essential communication skills.

Susan Koon Manager of Project Management, Ingalls Shipbuilding

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PROFESSIONAL DEVELOPMENT

HUNTINGTON LECTURE SERIES AND I-LEAD Newport News Shipbuilding’s Huntington Lecture Series and Ingalls Shipbuilding’s i-LEAD lecture series are opportunities for leaders and aspiring leaders to hear outside perspectives on leadership and business challenges. Since 2004, these events have featured more than two dozen speakers with diverse backgrounds and experiences, including astronauts, authors, orchestra conductors, corporate executives and thought leaders from industry and higher education.

Phillip Bilden HII Board Member Philip M. Bilden is a private equity investor who retired in 2016 as a co-founding member of the private equity firm HarbourVest Partners, a leading global private equity investment management firm with institutional assets under management in excess of $42 billion. Throughout his 25-year tenure at HarbourVest Partners, he served in senior leadership roles in the firm’s global management, including the firm’s six-person executive committee responsible for governance. Bilden also serves on the Chief of Naval Operations Executive Panel, the Asia Pacific Advisory Board and the Dean’s Board of Advisors of Harvard Business School, among other organizations.

Richard Montañez Richard Montanez is known for his visionary leadership and ability to develop new systems and products. He leads multicultural sales and marketing across PepsiCo’s North American divisions.

He started his PepsiCo career at Frito-Lay in 1976 as a janitor in its Rancho Cucamonga plant. He is recognized as the creator of Flaming Hot Cheetos, which influenced future ethnic products and the first Frito-Lay Hispanic marketing team. In addition, Richard helped influence Hispanic products and marketing promotions for KFC and Taco Bell.

(right) Moving from revelation to revolution was the theme of the first Huntington Lecture Series event of 2018. The keynote speaker, Mr. Richard Montañez, the creator of the Flaming Hot line of Cheetos products, shared his inspiring story of how a janitor had the courage to speak up about a new idea and a leadership team that listened.

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2018 HII LEADERSHIP

CONFERENCE HII’s 2018 Leadership Conference for vice presidents, directors and executive staff kicked off with a video highlighting the many milestones that have been achieved since 2011. Afterward, HII President and CEO Mike Petters expressed the need for leadership to reach their full potential while helping their teams do the same.

Petters went on to discuss the importance of making sure that HII stays committed to being “a company of more dreams than memories.”

Jim Collins, author of Good to Great, discussed what it takes for leadership to move a company into greatness. He said leaders who respect people, are selfless and are dedicated to achieving results bring out the best in their employees.

During a dinner at Atlanta’s Fernbank Museum of Natural History, Soledad O’Brien shared insights from her life and her career as a biracial journalist. Soledad encouraged leaders to challenge the status quo when it comes to stereotypes and treating others with respect.

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Leaders at HII are in constant pursuit of building the capability of our people and our organization. People-focused initiatives such as Digital Literacy and our strong commitment to technical excellence are a major part of our efforts to build a culture of capability across the enterprise. Some of the ways HII’s leaders build a culture of capability are described in the following pages.

ENGAGED LEADERS

BUILDING CAPABILITY

At HII, we want to inspire leaders throughout the organization to actively disrupt their own business and seek ways to ‘take advantage of being HII.’ Real enterprise transformation will occur when our employees have the courage to try something new and our leaders celebrate not only the successes but also the failures when learning can take place. Unleashing the full capability of the organization will only take place when this full cultural growth materializes.

Scott Stabler Executive Vice President and Chief Transformation Officer, Huntington Ingalls Industries

HII’s Technical Solutions division, in partnership with Mission Support and Test Services, LLC, manages and operates the National Nuclear Security Administration’s 1,360 squaremile Nevada National Security Site.

Shown here is the Sedan Crater, the world’s largest ground depression resulting from a nuclear detonation.

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DIGITAL LITERACY

PROGRAM

When it comes to increasing our company’s capabilities, leaders at HII understand that we must ensure our employees can use the tools and technologies we are introducing.

One of the ways leaders at Newport News Shipbuilding are addressing this need is through their Digital Literacy program. In partnership with the United Steelworkers’ Local 8888, employees interested in learning more about digital technology sign up for a six-week course taught at the union hall.

In the class, participants learn about digital devices, operating basics, connectivity, applications, tips, tricks, and advanced features.

(left and top right) Employees interested in learning more about digital technology sign up for a six-week course held at the Local 8888 union hall.

In my work with change management, I am sometimes asked, ‘Where do we start?’ One way to answer this question is to focus the conversation on personal change leadership or, simply put, to build a better you. Leading change means that we model the way in helping those around us see possibilities and find ways to help maximize every new opportunity; even if the transition is painful.

Karen Deal Manager of Change Integration, Newport News Shipbuilding

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AUGMENTED

REALITY Leaders across HII are aggressively seeking ways to build the capability of our teams and products by leveraging cutting-edge technology.

Augmented reality, or AR, is the digital overlay of information onto the real world. This is one way HII is incorporating the latest advances in technology to ensure our team members have the tools and information to improve the way we design, build, and maintain our products.

As one of the earliest adopters of this new technology in the manufacturing space, leaders at HII believe that AR is the future of the man-machine interface and that it will not only change our shipyards, but the way we work, and build our products.

(left) The submarine Indiana is transported by workers to a floating dry dock. (below) Attendees at the 2018 Sea-Air-Space Conference interact with an HII augmented reality display.

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VIRTUAL

REALITY Immersion of our employees into a virtual world for training purposes has multiple benefits.

Instead of shutting down production equipment for training, we can provide virtual training in a safe and more cost-effective manner. Employees gain more confidence and feel better prepared for the jobs we ask them to do.

The crane simulator at Ingalls Shipbuilding’s Maritime Training Academy immerses learners in a virtual reality setting designed to accelerate acquisition of skills associated with crane operations.

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Newport News Shipbuilding’s crane simulator enables operator training of complex crane movements. The mobile simulator allows for greater flexibility in how and when learning can occur.

A future shipbuilder tries out some of the latest VR tools at one of Newport News’ Digital Literacy open house events.

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SHIPBUILDER

ACADEMY One of the many ways leaders across HII are building capability is by looking to the future workforce. Established in 2016, Ingalls Shipbuilding’s Shipbuilder Academy provides a strong foundation in the maritime industry for students in seven public high schools along the Mississippi and Alabama Gulf Coast.

By exposing high school students to career opportunities, Ingalls is establishing a pipeline of skilled workers and building the future capability of the HII workforce.

The Shipbuilder Academy is not only smart for business, but it offers our young adults an opportunity to see the different skilled craft options available in a shipbuilding career. The academy is one of our most proactive approaches toward shaping the future of Ingalls Shipbuilding and our nation’s defense.

Carlos McGilvery Manager of Product Training, Ingalls Shipbuilding

(top) Students learn through classroom instruction, hands-on training and virtual reality. (left) Shipbuilder Academy participants on their first day of class.

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AUTONOMOUS

TECHNOLOGY

Building capability extends beyond our own boundaries to building the capability of our customers. One of the ways our Technical Solutions division’s leaders are accomplishing this is through Proteus. A dual-mode underwater vehicle, Proteus is designed to deliver large payloads at distances of hundreds of miles in either manned or unmanned mode. The vehicle is capable of carrying up to eight combat swimmers.

In its fully autonomous mode, Proteus can operate as a large unmanned underwater vehicle to test out new payloads, new sensors, and other new technologies.

(left) Technical Solutions employees prepare to deploy Proteus for operational testing. (right) Proteus dive team.

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MODELING &

SIMULATION Modeling and simulation, or ModSim, is another way HII leaders are building capability for ourselves and our customers.

Technical Solutions division’s award-winning team of engineers, system architects, and designers is capable of bringing to life the most complex training solutions for any industry.

(Top) Rep. Bobby Scott, D-Va. (top), and Rep. Rob Wittman, R-Va. (bottom), get a hands-on demonstration of HII’s latest ModSim tools and capabilities.

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At HII, every decision a leader makes—no matter how small—is guided by our Code of Ethics and Business Conduct and by our Company Values: Integrity, Safety, Honesty, Engagement, Responsibility, and Performance. These values are the foundation of our leadership culture and they inspire us to do the right thing every day.

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BUILDING COMPLIANCE

A huge part of our role as leaders is to create a culture of compliance for the benefit of the people we have the privilege of leading and for the benefit of the entire organization. This does not mean being ‘legalistic.’ It means we are strong leaders, leading by example by doing the right thing at all times. The type of work we do at HII demands that we be accountable on many levels— both internally and externally. Leaders throughout our divisions are focused on being in full compliance with all legal and government regulations. We believe that this, along with a commitment to ethical business practices and living our values, is key to our continued success.

Kellye Walker Executive Vice President and Chief Legal Officer, Huntington Ingalls Industries

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ETHICS

AWARENESS HII’s “Hard Stuff Done Right” is about doing the right thing, even when it’s hard, and especially when no one is looking. The best and most accurate gauge of how we are doing as an organization is to ask employees to “speak up” about ethical behavior. A biannual survey conducted by an independent organization provides detailed analysis on how the organization is perceived. Leaders actively engage in addressing the issue to get it right.

Leaders set the tone at every level, and it is the responsibility of every leader to create an ethical environment where employees feel valued. It doesn’t take much to treat everyone with dignity and respect. We may not always agree with each other’s opinion, but we can still respect each other.

Dorothy Shaw Director of Compliance and Ethics, Ingalls Shipbuilding

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Ingalls Shipbuilding’s workforce development department uses creative learning approaches to reinforce ethics awareness.

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ENVIRONMENTAL MANAGEMENT

SOAR

ISO 14001

Leaders at HII are committed to maintaining a healthy environment for our employees and for the communities in which we work and live.

One of the ways Newport News Shipbuilding is leading the way is through its SOAR initiative. Stopping pollution, Obeying rules, Always improving, and Reducing waste are methods leaders have enacted to ensure Newport News is a good steward of the lives of their employees and of the environment.

ISO 14001

Newport News Shipbuilding has been recognized for its commitment to environmental excellence and performance. Leadership continues to investigate ways to improve our environmental management system in order to ensure a safe environment for our employees and communities.

Dwain Jenkins Jr. Environmental Engineer, Newport News Shipbuilding

Newport News shipbuilders and their families celebrate Earth Day by helping to clean up the community. Earth Day is an annual celebration that shows appreciation for the environment.

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SECURITY

AWARENESS EVENT Cyber security has become a global concern as criminals and foreign governments attempt to penetrate company cyber infrastructures with increasing regularity and sophistication.

Recognizing the need for increased awareness of potential cyber threats, leaders at Ingalls Shipbuilding annually deliver enhanced cyber security awareness training to all members of its security organization and other designated employees.

Programs like these are one of the many reasons the Ingalls Security Organization has won the prestigious “superior” rating on the security vulnerability assessment performed by the Defense Security Service.

Compliance is at the core of everything we do, especially when it pertains to the National Industrial Security Program and the protection of Department of Defense classified information. Our national defense depends on our compliance with the NISP. Good leadership makes for good compliance. That’s why leadership invests in security education and awareness for our employees.

Rick Graham Director of Security, Ingalls Shipbuilding

Ingalls Shipbuilding hosts an annual security awareness event. With fun themes like this year’s, “Security: Possible,” eager participants are led through different buildings and stations on a mission to hunt for answers to complete a take-away learning aide.

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MODEL OF

EXCELLENCE Recognizing right behaviors is an important function of leadership at HII. One of the ways leaders at Newport News Shipbuilding recognize right behaviors is through its Model of Excellence program. This annual event honors individuals and teams whose actions, exemplary work performance, and ethical leadership behaviors are models of alignment with the company’s core values and business objectives.

Each year, dozens of individuals and teams receive this special recognition.

Model of Excellence honoree Terry Gray, a pipefitter and safety task team member, created the “Safety Man Movement” to energize and remind employees about the importance of staying safe.

His “movement” has reached more than 4,000 shipbuilders. As the message spreads, so do the shipyard’s safety performance results.

Gray continues to set the example of a true leader by inspiring, encouraging, and empowering everyone around him that safety is truly everyone’s responsibility.

(left) Terry Gray. (right) Model of Excellence Banquet at the Newport News Marriott at City Center

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At HII, leaders are committed to building a culture of engagement where every employee is valued, their opinions count and they feel part of a family. Engagement is essential to building and supporting some of the most complex systems and organizations in the world. Some of the ways HII’s leaders build a culture of engagement are described in the following pages.

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BUILDING A CULTURE OF ENGAGEMENT

Developing a culture focused on the health, well-being and engagement of our workforce is paramount to our company’s continued success. We’ve been on this journey for a number of years, and we’ve learned that it is not easy to transform people’s hearts and minds. It takes humility and a willingness to listen to and get after the real issues. It takes leadership—leaders who understand that we are part of something larger than ourselves and who are dedicated to ensuring every shipbuilder has a voice.

Jennifer Boykin Executive Vice President, Huntington Ingalls Industries, and President, Newport News Shipbuilding

Newport News Shipbuilding employees and their families at the start of a 5K run.

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DIVERSITY AND INCLUSION

CONFERENCE

To elevate the discussion on diversity and inclusion, HII President and CEO Mike Petters sponsored HII’s first-ever Diversity and Inclusion (D&I) Conference.

Nearly 100 employees from across HII attended the event to learn how leaders can embrace diversity and inclusion as a way to achieve the full potential of HII—becoming a company where the leastempowered person confidently contributes.

Our leadership development efforts around diversity, inclusion and engagement are all intertwined. When our leadership team creates an environment where all employees feel valued and respected, they are enabling those employees to feel like they are part of the team and that they belong. In turn, those employees will do their best work and be more engaged.

This cycle generates more innovative ideas and better business outcomes.

Dawn Smith Director of EEO and Diversity, Huntington Ingalls Industries

(left) Technical Solutions employee Pam Ponton takes in one of the exhibits at the Center for Civil and Human Rights. (top) A panel of leaders offer their perspective on the importance of D&I while addressing participant questions. (bottom) Shipbuilders visit the Center for Civil and Human Rights in Atlanta.

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ENGAGEMENT

CHAMPIONS Newport News Shipbuilding’s operations division, its largest, is home to more than 13,000 skilled craft and other technically skilled workers. Often referred to as our deckplate workforce, they are the men and women who work in some of the most challenging conditions while delivering the most complex and awesome ships and submarines on the planet.

Recognizing an opportunity to build on existing engagement initiatives, operations leadership stood up Engagement Champions, or ECs. The goal of the EC teams is to give all shipbuilders a voice and improve communication with and across the deckplate.

More than 230 shipbuilders from diverse backgrounds applied and were selected to become Engagement Champions.

At the kick-off event, each champion was given an “All-In” coin, inspired by Clemson Tigers football coach Dabo Sweeney. The coins signify their commitment to being a fully engaged team member, to being “All-In.”

I’m super excited about the Engagement Champions. These highly engaged individuals have applied and been selected to partner with management to create and foster positive cultural change. Each EC is passionate and energized to make a difference together. This level of enthusiasm and energy is contagious. I love the opportunity to serve our Engagement Champions as they excel toward success.

Julia Jones Director of Operations Integration, Newport News Shipbuilding

Teams locked arms at the kick-off meeting, showing their commitment to “All In!”

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ENGAGEMENT

CATALYST Leadership at Ingalls Shipbuilding created Engagement Catalysts to serve as liaisons to their functional areas for the purpose of sharing survey results, creating action plans and reporting progress on those plans.

Leadership recognizes that connecting with new employees at the earliest opportunity is important as we work to create an experience that supports an engaged, happy, and productive employee.

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EMPLOYEE

ONBOARDING Leadership at Ingalls Shipbuilding is committed to building an engaged workforce—from day one. A new employee’s onboarding journey doesn’t start and stop with orientation, but continues for several months after the hire-date.

Leadership recognizes that connecting with new employees at the earliest opportunity is important as we work to create an experience that supports an engaged, happy and productive employee.

John Sullivan, manager of organizational development at Ingalls Shipbuilding, leads a discussion with the Engagement Catalysts team.

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NAVIGATOR

PROGRAM Recognizing that the first employee experience is crucial to an employee’s engagement, leaders of Technical Solutions’ Fleet Support group established a Navigator Program for new hires and internal transfer employees.

Supporting a seamless integration into the company, the program features peerto-peer support for a team member’s first 30 days. Contacts and connections are made shortly after the new position is accepted, providing the new employee an established network to tie into.

Leaders across Fleet Support are integral to its success, and Group President Brad Mason and other leaders align their schedules in order to personally meet each group of new hires to share the company’s mission, vision, and core values.

Managers and supervisors at Technical Solutions have an obligation to create an atmosphere where workplace friendships are encouraged and will thrive. This can be done by ensuring employees feel welcomed into the group and are given a thorough orientation before starting employment. They can also assign mentors to new employees and encourage employees to work together as teams.

Brad Mason President, Technical Solutions’ Fleet Support Group

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At HII, our culture of performance is based on a disciplined approach to delivering on our commitments.

Our motto: “Hard Stuff Done Right” is more than just a slogan, it defines our commitment to taking on some of the most challenging work anywhere and doing it exceedingly well.

Our leadership commitment to performance permeates throughout our organization.

Some of the ways HII’s leaders build a culture of performance are described in the following pages.

ENGAGED LEADERS

BUILDING PERFORMANCE

At HII, performance is one of our core values. Our leaders empower our very talented and experienced employees to be forward-thinking with innovative solutions, using the latest technologies, to solve the most complex challenges imaginable. We are a proud partner in our nation’s security and infrastructure. By encouraging world-class performance from our employees, and creating a working environment where all ideas are welcome, we consider it a privilege to help our customers envision the future.

Andy Green Executive Vice President, Huntington Ingalls Industries, and President, Technical Solutions

Whether onshore or offshore, from the wellhead to processing facilities, Technical Solutions delivers the project management, engineering, design, survey and construction management personnel for the energy industry.

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DESIGN

THINKING Improving performance begins by starting in the right place. One of the ways Newport News Shipbuilding is ensuring we create innovative solutions which address the right issues, is by employing Design Thinking.

Design Thinking utilizes tools like empathy and experimentation to arrive at innovative solutions to complex business challenges.

In partnership with the College of William and Mary’s Mason School of Business, Design Thinking was first introduced to Newport News as part of its Executive Education Program. Leaders recognized the value of gaining stakeholder input and saw Design Thinking as a valuable tool which would help the company in its efforts to adapt and grow.

By using Design Thinking, Newport News employees are making decisions based on what customers really want instead of relying only on historical data or instinct. The result: better solutions and improved performance.

Employees create prototypes based on insight gained from their users.

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SPACES One of the most impactful ways a manufacturing organization can improve performance is by keeping its most valuable resource, its people, healthy.

With younger, less experienced employees entering the workforce, leadership at Ingalls Shipbuilding recognized a need for greater emphasis on employee health and safety for this population. From that recognition, Ingalls created an experiential workshop to immerse new employees in kinesthetic training and skills assessment.

The program, Situational Perception And Condition Evaluation Simulator, or SPACES, uses a mock shipboard environment to help new employees visualize the potential hazards they may face before they move into the actual production environment.

In 2018, SPACES was recognized by the American Society of Safety Engineers (ASSE) with the prestigious Safety Management Innovation Award. More importantly, in the first two years of SPACES, Ingalls saw a 66 percent reduction in new-hire employee injuries.

The true value of SPACES training to participants is that they display increased self-awareness of potentially hazardous situations that could bring harm to themselves or others. They also utilize the training to focus their near-miss reporting, which helps to create an even safer environment for everyone. This results in an increased pride of safety-ownership when they observe that their opinions count and that leadership listens and cares about their well-being.

Albert Williams Manager of Administration, Ingalls Shipbuilding

In SPACES training, a new Ingalls Shipbuilding employee learns the proper way to safely lift objects to eliminate lower back injuries.

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LEAN

MANUFACTURING HII’s Newport News Shipbuilding division is embracing lean manufacturing as an integral part of its overall business transformation strategy.

Leadership recognized that lean manufacturing a way to not only improve performance, but improve team members’ lives. One example is a signal system used at one of Newport News’ material warehouses. The lights create a color-coded system to improve the movement of material from receiving through the inspection and approval process. Better visual cues allow team members to focus their attention where it is most needed, reducing workload and allowing team members to work more efficiently.

Leadership across manufacturing and industrial engineering/business transformation is focused on implementing Lean Manufacturing and other process improvement initiatives. These reduce shipbuilding costs and improve schedule performance. Engagement for my organization means aligning with my peers across the shipbuilding value stream to identify process improvement opportunities.

Dannon Butts Director of Industrial Engineering, Newport News Shipbuilding

Andon light system optimizes warehouse processes.

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ROLLING

COVERS

Modernizing the physical plant to create better working conditions for our employees and gain efficiencies in our work is the focus of the entire Ingalls Shipbuilding leadership team. One example of this focus is the new rolling covers designed for flexible crane access and worksite configuration. Covered work areas improve employee safety, comfort, and efficiency.

Leadership is focused on improving performance with initiatives like the rolling covers to mitigate the adverse health effects of direct heat exposure.

Temperature readings on a unit under a cover showed that it was up to 15 degrees cooler than a similar unit in the direct sunlight. The cooler temperatures help employees stay focused on their task, reduce heat sickness, and improve performance.

David Glynn Director of Environmental Health and Safety, Ingalls Shipbuilding

Double bay rolling covers system in place at Ingalls Shipbuilding.

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Download the HII Leads app to view a video associated with this page.

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INTEGRATED DIGITAL

SHIPBUILDING (iDS) Leaders at Newport News Shipbuilding are migrating the shipyard into an integrated digital enterprise and transforming the way ships are built.

Starting with ideas and feedback from the deckplate, leadership envisioned integrated Digital Shipbuilding, or iDS, as a means to create a future where shipbuilders will be constantly connected to a digital ecosystem of real-time accurate information. iDS will be a key driver of a new level of performance, making Newport News a more attractive business, providing our customer more ships at a reduced cost and improving the team member experience.

(bottom) A handheld laser scanner is used to capture objects and environments in a 3-D view for further analysis. (right) Newport News employees use iDS technology to complete their work assignments.

Engaged leaders and their teams are constantly on the look-out for how new tools and technology might enable them to re-invent their part of the business.

This is a key part of how integrated Digital Shipbuilding is moving forward throughout Newport News Shipbuilding: Leaders are giving their talented people a few tools and some time to challenge our current processes, and innovation is happening everywhere.

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Tim Sweitzer Director of Digital Shipbuilding, Newport News Shipbuilding

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PANEL

LINE

At Ingalls Shipbuilding, leaders are advancing the art of shipbuilding by capitalizing on modern welding and robotic technologies.

Ingalls’ new thin panel line enables enhanced process automation.

This allows ship panels to be produced with less fitting, welding, grinding, and material handling labor hours.

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Automated steel fabrication and robotic profile-cutting panel line optimizes the manufacturing process.

Leadership is committed to building performance through the ‘Shipyard of the Future’ initiative. It’s exciting to see the future of shipbuilding come on line and increase our performance.

Gaylene McHale Director of Manufacturing Engineering, Ingalls Shipbuilding

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ADDITIVE

MANUFACTURING One of the more transformative approaches HII leaders are employing to build performance is Newport News Shipbuilding’s movement to additive manufacturing.

The additive manufacturing process, known as AM, is a method of joining materials, layer upon layer, to manufacture objects from 3-D model data. AM reduces production time and builds parts faster than traditional methods.

Newport News has developed the first NAVSEA-approved AM test plan and is on path to incorporate additive manufactured metal parts on in-service, nuclear-powered warships.

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Download the HII Leads app to view a video associated with this page.

To be part of something that’s really changing to how we do business has been exciting. If you asked me 10 years ago, would I be working on taking powdered metal and lasers to make a part in three-dimensional shapes, I don’t think I could have envisioned that at all.

John Ralls Manager of Technology Development, Newport News Shipbuilding

(top) An aluminum part created by the additive manufacturing process (left) is on display at Newport News Shipbuilding.

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LEADERSHIP

PROGRAMS SUMMARY

At HII, leaders never graduate. Ongoing leadership training and development is a deep-rooted part of our company’s history and culture. As the following program summary illustrates, the diversity and depth of our curriculum is a core element of our HII leadership factory.

Bill Ermatinger Executive Vice President, Huntington Ingalls Industries, and Chief Human Resources Officer

Looking up at a crane at rest near Outfitting Berth 1 at Newport News Shipbuilding.

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EARLY IDENTIFICATION

Future Leader Experience Early identification and development of employees ATTENDEES: 59

TRANSITIONAL LEADERSHIP

Communication Gyms Intense “workout� sessions focused on specific communication skills Craft Management Essentials New foreman training Enhancing Personal Leadership for New Supervisors Essentials skills for new leadership role

HOURS: 539

New Leader Assimilation Accelerates the assimilation process for new leaders New Leader Experience: Orientation Introduction to leading self, other and company Work Leaderman Essentials Preparation to fill-in for the foreman

Frontline Leader Workshop Introduces human resource management, engagement, leadership competencies ATTENDEES: 1,625

HOURS: 14,314

ENHANCING LEADERSHIP SKILLS

Crucial Conversations Foster dialogue around high-stakes, emotional, and risky topics Design Thinking Workshop A virtual crash course in the principles of design thinking Engagement Catalysts Key embedded functional focal points for engagement resources, information and knowledge

Foreman Technical Skills Quality, safety, and physical progression training Leadership Communication & Presentation Skills Communication and presentation skills training for management Learning After the Whistle (LAW) A series of professional development courses offered to employees, off the clock

Engagement Champions Promote employee engagement initiatives

LegacyBuilders Cross functional mentoring for high potential employees

Engineering Leadership Standards Deliberate coaching/mentoring to reduce time to competency

Mentoring Program Develop the skills and knowledge of employees to promote professional growth

Engineering Mentoring Program Functional mentoring for high potential employees

Peer Program Professional Enhancement and enrichment program for professional growth

Enhancing Personal Leadership Modules Aligns leaders at all levels with a common vision EPL Mini-Modules for Non-Managers The competitive landscape of U.S. Shipbuilding Foreman Qualification Standards Deliberate coaching/mentoring to reduce time to competency ATTENDEES: 4,265

StrengthsFinder A focus on talent discovery and strengths development Supply Chain Mentoring Program Functional mentoring for high potential employees

HOURS: 21,983

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ENHANCING PERSONAL LEADERSHIP

Leadership Conference HII Leaders challenged to fulfill their potential and help others do the same

HOURS: 7,200

ATTENDEES: 300

EXECUTIVE EDUCATION

Crucial Conversations Create alignment and agreement through open dialogue

ATTENDEES: 118

INGALLS SHIPBUILDING I-LEAD 2009 – Gen. Dick Myers

2010 – Wes Bush | Wendy Lawrence 2011 – Artur Davis

HOURS: 1,888

2015 – Carey Lohrenz | Dr. Martin Davidson |

Karl von der Hayden 2016 – Chris Gardner | Riki Ellison 2017 – Leon Collins

2012 – Jim Tunney 2013 – Tom Schievelbein | Dr. Steve Robbins

2018 – Philip M. Bilden

2014 – Col. Lee Ellis | Anastasia Kelly

ATTENDEES: 150

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HOURS: 300

NEWPORT NEWS SHIPBUILDING HUNTINGTON LECTURE SERIES 2004 – Dr. Ron Sugar 2006 – Kevin Sharer | Jim O’Neill |

Adm.Joe Prueher

2012 – Vice Adm. John Richardson |

Frank Beamer | JoAnn Falleta 2013 – Artur Davis | Dr. John Izzo

2007 – Capt. James Lovell

2014 – Charlie Morecraft

2008 – Aulana Peters | Bart Starr

2015 – Dr. Steve Robbins | Dr. Martin Davidson

2009 – Gen. Victor E. Renuart

2017 – John Rossman

2010 – Susan Ford | Bruce Gordon

2018 – Richard Moñtanez

ATTENDEES: 300

PERFORMANCE COACHING

HOURS: 600

Coaching Moments Facilitation and discussions focus on leadership topics

Performance Coaching Unlocking the potential of our leaders and work teams

Leadership Coaching Focuses on professional and personal development

Strengths Coaching Strengthsfinder coaching for individuals and groups

ATTENDEES: 1,679

HOURS: 4,322

4101 WASHINGTON AVENUE NEWPORT NEWS, VA 23607