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  January 24, 2020 | International, Security

  Huntington Ingalls Industries Awarded $954 Million Intelligence, Surveillance and Reconnaissance Contract by U.S. GSA FEDSIM

  Newport News, Va., January 23, 2020 (GLOBE NEWSWIRE) -- Huntington Ingalls Industries (NYSE: HII) announced today that it has been awarded a General Services Administration One Acquisition Solution for Integrated Services (OASIS) task order to provide Persistent Multi-Role Operations (PMRO) support to the U.S. Air Force-Europe (USAFE) by the Federal Systems Integration and Management Center (FEDSIM). This task order will provide Contractor Owned-Contractor Operated (COCO) manned and unmanned airborne intelligence, surveillance and reconnaissance (ISR) in support of Air Force requirements in the European and African theaters of operation. The task order has a base period of one year with four option years and a potential value of $954 million. “Critical readiness of our defense intelligence enterprise demands unique expertise and advanced technology solutions,” said Garry Schwartz, president of Technical Solutions' Mission Driven Innovative Solutions group. “Over the last several years, HII has continued to expand its ISR support to the U.S. Air Force and other components of the Department of Defense. We are looking forward to continuing to advance the implementation of innovative ISR solutions for USAFE and across the DOD.” The Air Force directs global integrated ISR operations from forward-deployed locations worldwide, including locations throughout the six geographic combatant commands. Air Force ISR operations are conducted in multiple domains and across all phases of operations and environments. The timely integration and delivery of ISR information provides joint, defense, national, and coalition partners with actionable intelligence for the commander and warfighter. The objective of this task is to provide persistent, multi-role and cross-domain ISR capabilities that increase indications and warnings, enhance the U.S. security defense posture, enable the freedom of movement, increase partnership capacity and interoperability, and foster global security and stability throughout the European and African areas of responsibility. This is a continuation and expansion of work currently performed by HII, whose purpose is to deliver timely, accurate and relevant information to operational and strategic decision makers. This effort will provide PMRO for multiple DOD components, including Air Forces in Europe and Africa as well as other strategic and operational partners. About Huntington Ingalls Industries Huntington Ingalls Industries is America's largest military shipbuilding company and a provider of professional services to partners in government and industry. For more than a century, HII's Newport News and Ingalls shipbuilding divisions in Virginia and Mississippi have built more ships in more ship classes than any other U.S. naval shipbuilder. HII's Technical Solutions division provides a wide range of professional services through its Fleet Support, Mission Driven Innovative Solutions, Nuclear & Environmental, and Oil & Gas groups. Headquartered in Newport News, Virginia, HII employs more than 42,000 people operating both domestically and internationally. For more information, visit: HII on the web: www.huntingtoningalls.com HII on Facebook: www.facebook.com/HuntingtonIngallsIndustries HII on Twitter: twitter.com/hiindustries Statements in this release, as well as other statements we may make from time to time, other than statements of historical fact, constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve risks and uncertainties that could cause our actual results to differ materially from those expressed in these statements. Factors that may cause such differences include: changes in government and customer priorities and requirements (including government budgetary constraints, shifts in defense spending, and changes in customer short-range and long-range plans); our ability to estimate our future contract costs and perform our contracts effectively; changes in procurement processes and government regulations and our ability to comply with such requirements; our ability to deliver our products and services at an affordable life cycle cost and compete within our markets; natural and environmental disasters and political instability; our ability to execute our strategic plan, including with respect to share repurchases, dividends, capital expenditures, and strategic acquisitions; adverse economic conditions in the United States and globally; changes in key estimates and assumptions regarding our pension and retiree health care costs; security threats, including cyber security threats, and related disruptions; and other risk factors discussed in our filings with the U.S. Securities and Exchange Commission. There may be other risks and uncertainties that we are unable to predict at this time or that we currently do not expect to have a material adverse effect on our business, and we undertake no obligation to update or revise any forward-looking statements. You should not place undue reliance on any forward-looking statements that we may make. CONTACT INFORMATION Beci Brenton HII Corporate Director of Public Affairs (202) 264-7143 Beci.Brenton@hii-co.com View source version on Huntington Ingalls Industries: https://newsroom.huntingtoningalls.com/releases/huntington-ingalls-industries-awarded-954-million-intelligence-surveillance-and-reconnaissance-contract-by-u-s-gsa-fedsim

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  August 28, 2023 | International, Aerospace

  ‘Bring it’: Adm. Aquilino open to greater directed-energy trials

  The Pentagon for the past three years has spent an average $1 billion on the development of directed-energy weapons, according to a watchdog.

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  July 9, 2020 | International, Aerospace, Naval, Land, C4ISR, Security

  DoD must modernize infrastructure to support cutting-edge technology research

  By: JihFen Lei If you're reading this over the internet, you're using technology developed by the Department of Defense science and technology enterprise. For decades, the DoD has cultivated a wide-ranging ecosystem of technical professionals, research infrastructure and partnerships that has made vast contributions to U.S. national security and economic strength. From microchips to the GPS satellites that enabled a revolution in precision warfare, the department's S&T enterprise has been central to creating the security and prosperity our nation enjoys today. Although technology dominance has long been central to the American way of war, U.S. military superiority is increasingly under threat. American adversaries are making rapid technological advancements and incorporating them into newly modernized forces. In response, the department has been working to aggressively position its S&T enterprise to meet the security needs of the 21st century. Long-term success will require concentration in three fundamental areas: First, we must invest for the future while focusing on the present. This requires investing in foundational research that will create the next generation of military superiority. Second, we must cultivate a workforce of scientists and engineers ready to solve the DoD's hardest problems. Finally, we must create and maintain world-class defense laboratories and research facilities, enabling us to work with academic and industrial partners to quickly transition technology into capabilities. Each of these elements are critical to nurturing an innovation ecosystem optimized for the department's needs. The road to the next great scientific or technological advance starts with basic science and research. Basic research is central to the DoD's long-term competitive strategy to create and maintain military superiority for the nation. The DoD has a long history of conducting and sponsoring basic research, focusing on understanding how and why things work at a fundamental scientific level. Although basic research is often performed without obvious or immediate benefit and requires long timelines to realize its impact, the importance of continued investment cannot be overlooked. Without the department's basic research investments — made years ago — in the new areas of autonomy, quantum science, artificial intelligence and machine learning, or biotechnology, the DoD would not possess the innovative and advanced capabilities it does today. Basic research enables the U.S. to create strategic surprise for its adversaries and insulates the nation from technological shocks driven by the advancements of others. Stable and healthy investment in basic research is not only good to have, it is a vital component of the nation's strategy to maintain a competitive advantage. The DoD must use all of the tools at its disposal to develop a skilled, diverse workforce of technical professionals who are knowledgeable about the DoD's missions and capable of advising DoD leaders on technology decisions. This includes the scientists and engineers who will conduct research in DoD laboratories and engineering centers, our industry partners, and the academic research community with whom the department closely collaborates. There is nothing more critical to the American military's ability to innovate than its people. For these reasons, the department relies on authorities provided by Congress to conduct flexible, direct hiring of technical professionals to work in DoD research institutions. The department looks for the best technical professionals to join its ranks as researchers, engineers and trusted advisers to the DOD's senior leaders. When the department attempts to incorporate new knowledge from academia or new technologies from industry, the DoD's S&T workforce must be capable of making smart buying decisions based on sound technical judgment and an understanding of the DoD's unique mission needs. At a time when other nations are prioritizing the recruitment of technology professionals to bolster their military strength, the department must view its S&T workforce as a strategic resource that is fundamental to long-term technological superiority. Many capabilities found at DoD labs are unique national treasures and cannot be found elsewhere. On average, these laboratories, which span 63 locations across 22 states and the District of Columbia, are over 45 years old. As part of its strategy to recruit and retain a world-class S&T workforce, the department must modernize its technical infrastructure, laboratories and engineering centers. The DoD should invest wisely to modernize these outdated facilities and their equipment to support the modern, cutting-edge research that our national defense demands. As the nation once again prepares to engage in long-term strategic competition, the DoD's S&T enterprise is the key to success. Sufficiently resourcing long-term research and technology development activities will ensure America avoids technology surprise while creating a disproportionate advantage for the war fighter. The department must make the investments necessary to educate, attract and retain the world's best talent. As the DoD's National Defense Strategy makes clear, advanced technologies will be central to America's ability to fight and win future wars. https://www.defensenews.com/opinion/commentary/2020/07/08/dod-must-modernize-infrastructure-to-support-cutting-edge-technology-research/