Exhibit 10.1
	EXECUTION COPY
	SEPARATION AND DISTRIBUTION AGREEMENT
	among
	NORTHROP GRUMMAN CORPORATION,
	NEW P, INC.,
	HUNTINGTON INGALLS INDUSTRIES, INC.,
	NORTHROP GRUMMAN SHIPBUILDING, INC.,
	and
	NORTHROP GRUMMAN SYSTEMS CORPORATION
	Dated as of March 29, 2011
	 
 
	 
	TABLE OF CONTENTS
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	Page
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	ARTICLE I DEFINITIONS
 
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	2
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	Section 1.1 Table of Definitions
 
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	2
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	Section 1.2 Certain Defined Terms
 
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	3
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	ARTICLE II THE SEPARATION
 
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	19
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	Section 2.1 Internal Reorganization; Transfer of Assets and Assumption of Liabilities
 
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	19
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	Section 2.2 Governmental Approvals and Consents; Transfers, Assignments and Assumptions Not Effected Prior to the Distribution
 
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	20
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	Section 2.3 Termination of Agreements
 
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	21
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	Section 2.4 Novation of Shipbuilding Liabilities
 
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	22
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	Section 2.5 Novation of Retained Liabilities
 
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	23
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	Section 2.6 Disclaimer of Representations and Warranties
 
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	23
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	Section 2.7 Treatment of Cash
 
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	24
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	Section 2.8 Replacement of Credit Support
 
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	24
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	ARTICLE III ACTIONS PENDING THE DISTRIBUTION
 
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	25
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	Section 3.1 Actions Prior to the Distribution
 
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	25
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	Section 3.2 Conditions to Distribution
 
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	26
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	ARTICLE IV THE DISTRIBUTION
 
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	27
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	Section 4.1 The Distribution
 
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	27
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	Section 4.2 Fractional Shares
 
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	28
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	Section 4.3 Sole Discretion of the Northrop Grumman Board and New NGC Board
 
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	28
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	ARTICLE V MUTUAL RELEASES; INDEMNIFICATION
 
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	28
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	Section 5.1 Release of Pre-Distribution Claims
 
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	28
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	Section 5.2 Indemnification by HII and NGSB
 
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	30
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	Section 5.3 Indemnification by New NGC and NGSC
 
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	30
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	Section 5.4 Indemnification Obligations Net of Insurance Proceeds and Other Amounts
 
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	31
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	Section 5.5 Third-Party Claims
 
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	31
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	Section 5.6 Additional Matters
 
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	34
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	Section 5.7 Remedies Cumulative
 
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	34
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	Section 5.8 Survival of Indemnities
 
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	34
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	Section 5.9 Limitation on Liability
 
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	34
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	ARTICLE VI SHARED GAINS AND SHARED LIABILITIES
 
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	35
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	Section 6.1 Managing Party
 
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	35
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	Section 6.2 Allocation Committee
 
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	35
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	Section 6.3 Shared Gains
 
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	36
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	Section 6.4 Shared Liabilities
 
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	37
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	Section 6.5 Payments
 
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	37
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	ARTICLE VII EXCHANGE OF INFORMATION; CONFIDENTIALITY
 
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	38
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	Section 7.1 Agreement for Exchange of Information
 
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	38
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	Section 7.2 Ownership of Information
 
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	39
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	Section 7.3 Compensation for Providing Information
 
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	39
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	Section 7.4 Record Retention
 
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	39
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	Section 7.5 Limitation of Liability
 
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	39
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	Section 7.6 Other Agreements Providing for Exchange of Information
 
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	39
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	Section 7.7 Cooperation
 
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	39
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	Section 7.8 Confidentiality
 
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	40
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	Section 7.9 Protective Arrangements
 
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	41
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	ARTICLE VIII FURTHER ASSURANCES AND ADDITIONAL COVENANTS
 
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	41
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	Section 8.1 Further Assurances
 
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	41
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	Section 8.2 Amendment to NGC Certificate of Incorporation
 
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	42
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	Section 8.3 Credit Support
 
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	42
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	Section 8.4 Non-Compete
 
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	43
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	Section 8.5 Intercompany Work Orders
 
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	43
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	Section 8.6 IDIQ Vehicles
 
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	43
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	Section 8.7 Government Contract Matters
 
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	44
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	Section 8.8 Software Licenses
 
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	46
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	Section 8.9 Use of Names, Logos and Information
 
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	46
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	ARTICLE IX TERMINATION
 
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	47
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	Section 9.1 Termination
 
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	47
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	Section 9.2 Effect of Termination
 
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	47
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	ARTICLE X DISPUTE RESOLUTION
 
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	47
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	Section 10.1 Negotiation
 
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	47
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	Section 10.2 Mediation
 
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	48
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	Section 10.3 Arbitration
 
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	48
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	Section 10.4 Confidentiality of Arbitral Award and Documents and Information Exchanged and Submitted in the Course of Arbitration
 
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	49
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	Section 10.5 Treatment of Negotiations and Mediation
 
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	49
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	ii
 
	 
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	Section 10.6 Continuity of Service and Performance
 
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	49
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	Section 10.7 Consolidation
 
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	49
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	Section 10.8 Submission to Jurisdiction
 
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	50
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	Section 10.9 Enforcement
 
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	50
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	ARTICLE XI MISCELLANEOUS
 
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	51
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	Section 11.1 Corporate Power
 
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	51
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	Section 11.2 Coordination with Certain Ancillary Agreements; Conflicts
 
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	51
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	Section 11.3 Expenses
 
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	51
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	Section 11.4 Amendment and Modification
 
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	52
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	Section 11.5 Waiver
 
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	52
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	Section 11.6 Notices
 
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	52
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	Section 11.7 Interpretation
 
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	54
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	Section 11.8 Entire Agreement
 
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	54
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	Section 11.9 No Third Party Beneficiaries
 
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	54
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	Section 11.10 Governing Law
 
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	55
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	Section 11.11 Assignment
 
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	55
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	Section 11.12 Severability
 
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	55
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	Section 11.13 Waiver of Jury Trial
 
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	55
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	Section 11.14 Counterparts
 
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	55
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	Section 11.15 Facsimile Signature
 
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	55
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	Section 11.16 Payment
 
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	55
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	Section 11.17 Parties Obligations
 
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	56
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	Annex I  Internal Reorganization
	iii
 
	 
	SEPARATION AND DISTRIBUTION AGREEMENT
	     SEPARATION AND DISTRIBUTION AGREEMENT, dated as of March 29, 2011 (this 
	Agreement
	),
	among Northrop Grumman Corporation, a Delaware corporation (
	NGC
	), New P, Inc., a Delaware
	corporation (
	New NGC
	), Huntington Ingalls Industries, Inc., a Delaware corporation
	(
	HII
	), Northrop Grumman Shipbuilding, Inc., a Virginia corporation (
	NGSB
	), and
	Northrop Grumman Systems Corporation, a Delaware corporation (
	NGSC
	).
	RECITALS
	     A. NGC, acting through itself and its direct and indirect Subsidiaries (as defined below),
	currently conducts the Shipbuilding Business (as defined below) and the Retained Business (as
	defined below).
	     B. The NGC Board (as defined below) has determined that it is appropriate, desirable and in
	the best interests of NGC and its stockholders to separate NGC into two publicly traded companies:
	(a) HII, which following the Distribution (as defined below) will own and conduct, directly and
	indirectly, the Shipbuilding Business; and (b) New NGC, which following the Distribution will own
	and conduct, directly and indirectly, the Retained Business.
	     C. Prior to the date of this Agreement, NGC formed New NGC as a wholly owned direct
	Subsidiary, HII as a wholly owned direct subsidiary of New NGC, and Titan Merger Sub Inc., a
	Delaware corporation and a wholly owned indirect Subsidiary of New
	NGC
	(
	Merger Sub
	).
	     D. Prior to the Distribution, Merger Sub will merge with and into NGC in a merger pursuant to
	Section 251(g) of the Delaware General Corporation Law, with NGC as the surviving entity and
	renamed Titan II Inc. and with New NGC renamed Northrop Grumman Corporation (the 
	Holding
	Company Reorganization
	).
	     E. After the Holding Company Reorganization and prior to the Distribution, the parties will
	complete the Internal Reorganization (as defined below).
	     F. On the Distribution Date (as defined below) and subject to the terms and conditions of this
	Agreement, New NGC shall distribute to the Record Holders (as defined below), on a
	pro rata
	basis,
	all the outstanding shares of common stock, par value $.01 per share, of HII (
	HII Common
	Stock
	) owned by New NGC on the Distribution Date (the 
	Distribution
	).
	     G. The parties intend that, for U.S. federal income tax purposes, the Holding Company
	Reorganization, the Internal Reorganization, and the Distribution shall qualify for Tax-Free Status
	(as defined below) pursuant to Sections 351, 355, 361, 368(a) and related provisions of the Code
	(as defined below).
	 
 
	 
	AGREEMENT
	     In consideration of the foregoing and the mutual covenants and agreements herein contained,
	and intending to be legally bound hereby, the parties agree as follows:
	ARTICLE I
	DEFINITIONS
	     Section 1.1
	Table of Definitions
	. The following terms have the meanings set forth on
	the pages referenced below:
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	Definition
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	Page
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	AAA
 
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	48
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	Action
 
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	3
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	Affiliate
 
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	4
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	Agent
 
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	4
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	Agreement
 
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	1
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	Agreement Disputes
 
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	48
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	Allocation Committee
 
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	4
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	Allowable Cost Audit
 
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	44
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	Ancillary Agreements
 
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	4
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	Applicable HII Proportion
 
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	4
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	Applicable New NGC Proportion
 
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	4
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	Applicable Proportion
 
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	4
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	Assets
 
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	4
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	Assigned Action
 
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	6
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	Business
 
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	8
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	Business Day
 
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	6
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	Change of Control
 
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	6
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	Change of Control Triggering Event
 
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	7
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	Code
 
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	7
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	Consents
 
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	7
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	Continuing Director
 
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	7
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	Credit Support Instruments
 
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	7
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	Determination Request
 
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	7
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	Dispute Notice
 
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	48
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	Distribution
 
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	1
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	Distribution Date
 
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	7
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	Distribution Ratio
 
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	7
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	Employee Matters Agreement
 
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	7
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	Environmental Laws
 
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	7
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	Environmental Liabilities
 
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	8
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	Exchange Act
 
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	8
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	Excluded Disputes
 
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	48
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	Excluded Retained Assets
 
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	8
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	Excluded Shipbuilding Assets
 
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	8
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	Fitch
 
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	8
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	Form 10
 
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	8
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	Former Business
 
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	8
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	Governmental Approvals
 
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	9
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	Governmental Authority
 
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	9
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	GO-Zone Bonds
 
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	9
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	GO-Zone Bonds Guarantee
 
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	I-1
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	Group
 
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	9
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	Hazardous Substances
 
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	9
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	HII
 
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	1
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	HII Assigned Action
 
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	9
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	HII Balance Sheet
 
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	9
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	HII Common Stock
 
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	1
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	HII Contribution
 
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	I-2
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	HII Credit Facility
 
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	9
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	HII Credit Support Instruments
 
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	25
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	HII Debt
 
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	9
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	HII Entities
 
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	9
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	HII Group
 
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	9
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	HII Indemnitees
 
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	30
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	HII Transferred Assets
 
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	10
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	Holding Company Reorganization
 
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	1
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	Holdings LLC
 
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	I-1
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	Holdings LP
 
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	I-1
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	Holdings LP Distribution
 
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	I-2
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	Indemnifying Party
 
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	31
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	Indemnitee
 
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	31
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	Indemnity Payment
 
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	31
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	Information
 
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	10
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	Information Statement
 
 | 
	 
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	10
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	Ingalls Indemnity Agreement
 
 | 
	 
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	10
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| 
 
	Insurance Matters Agreement
 
 | 
	 
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	10
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| 
 
	Insurance Policies
 
 | 
	 
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	10
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| 
 
	Insurance Proceeds
 
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	10
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	2
 
	 
	Table of Definitions (cont.)
| 
	 
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| 
	Definition
 | 
	 
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	Page
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	Intercompany Debt Receivable
 
 | 
	 
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	I-1
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| 
 
	Internal Reorganization
 
 | 
	 
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	10
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| 
 
	IP License Agreement
 
 | 
	 
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	10
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| 
 
	IRS Ruling
 
 | 
	 
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	10
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| 
 
	IWOs
 
 | 
	 
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	43
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| 
 
	Law
 
 | 
	 
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	11
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| 
 
	Letter Subcontracts
 
 | 
	 
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	43
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| 
 
	Liabilities
 
 | 
	 
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	11
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| 
 
	Litigation Management Agreement
 
 | 
	 
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	11
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| 
 
	Managing Party
 
 | 
	 
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	35
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| 
 
	Merger Sub
 
 | 
	 
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	1
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| 
 
	Moodys
 
 | 
	 
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	11
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| 
 
	Navy Guarantees
 
 | 
	 
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	11
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| 
 
	New NGC
 
 | 
	 
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	1
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| 
 
	New NGC Assigned Action
 
 | 
	 
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	11
 | 
	 
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| 
 
	New NGC Board
 
 | 
	 
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	11
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| 
 
	New NGC Common Stock
 
 | 
	 
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	12
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	New NGC Credit Support Instruments
 
 | 
	 
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	24
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| 
 
	New NGC Entities
 
 | 
	 
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	12
 | 
	 
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| 
 
	New NGC Group
 
 | 
	 
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	12
 | 
	 
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| 
 
	New NGC Indemnitees
 
 | 
	 
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	30
 | 
	 
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	New NGC Transferred Assets
 
 | 
	 
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	12
 | 
	 
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| 
 
	NGC
 
 | 
	 
 | 
	 
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	1
 | 
	 
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| 
 
	NGC Board
 
 | 
	 
 | 
	 
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	12
 | 
	 
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| 
 
	NGC Charter Amendment
 
 | 
	 
 | 
	 
 | 
	42
 | 
	 
 | 
| 
 
	NGC Charter Amendment Proposal
 
 | 
	 
 | 
	 
 | 
	42
 | 
	 
 | 
| 
 
	NGC Credit Agreement
 
 | 
	 
 | 
	 
 | 
	I-1
 | 
	 
 | 
| 
 
	NGC Distribution
 
 | 
	 
 | 
	 
 | 
	I-1
 | 
	 
 | 
| 
 
	NGSB
 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
| 
 
	NGSC
 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
| 
 
	NGTS
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Non-Managing Party
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Northrop Grumman
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Northrop Grumman Board
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Northrop Grumman Stockholders
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	NYSE
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Opinion
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	P&I Agreements
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Person
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Rating Agencies
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Rating Event
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Record Date
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Record Holders
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Retained Assets
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Retained Business
 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
 
	Retained Cash
 
 | 
	 
 | 
	 
 | 
	I-2
 | 
	 
 | 
| 
 
	Retained Liabilities
 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
 
	Rules
 
 | 
	 
 | 
	 
 | 
	48
 | 
	 
 | 
| 
 
	S&P
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	SEC
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Security Interest
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Separation
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Settlement Asset
 
 | 
	 
 | 
	 
 | 
	44
 | 
	 
 | 
| 
 
	Settlement Liability
 
 | 
	 
 | 
	 
 | 
	44
 | 
	 
 | 
| 
 
	Shared Action
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Shared Gain
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Shared Liability
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Shipbuilding Assets
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
| 
 
	Shipbuilding Business
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
| 
 
	Shipbuilding Liabilities
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
| 
 
	Solicitation
 
 | 
	 
 | 
	 
 | 
	43
 | 
	 
 | 
| 
 
	Subsidiary
 
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
| 
 
	Tax Matters Agreement
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Taxes
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Tax-Free Status
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Team
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Teaming Agreement
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Third-Party Claim
 
 | 
	 
 | 
	 
 | 
	31
 | 
	 
 | 
| 
 
	Transferred Debt Proceeds
 
 | 
	 
 | 
	 
 | 
	I-2
 | 
	 
 | 
| 
 
	Transition Services Agreement
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
 
	     Section 1.2
	Certain Defined Terms
	. For the purposes of this Agreement:
	          
	Action
	 means any claim, demand, action, suit, countersuit, audit, arbitration,
	inquiry, proceeding or investigation by or before any Governmental Authority or any United States
	or non-United States federal, state, local or international arbitration or mediation tribunal.
	3
 
	 
	          
	Affiliate
	 of any Person means a Person that controls, is controlled by, or is under
	common control with such Person;
	provided
	,
	however
	, that for purposes of this
	Agreement and the Ancillary Agreements, none of the New NGC Entities shall be deemed to be an
	Affiliate of any HII Entity and none of the HII Entities shall be deemed to be an Affiliate of any
	New NGC Entity. As used herein, control means the possession, directly or indirectly, of the
	power to direct or cause the direction of the management and policies of such entity, whether
	through ownership of voting securities or other interests, by contract or otherwise.
	          
	Agent
	 means the distribution agent to be appointed by the New NGC Board to
	distribute to the Record Holders the shares of HII Common Stock pursuant to the Distribution.
	          
	Allocation Committee
	 means a committee composed of one representative designated
	from time to time by each of New NGC and HII that shall be established in accordance with Section
	6.2.
	          
	Ancillary Agreements
	 means the Employee Matters Agreement, the Ingalls Indemnity
	Agreement, the Insurance Matters Agreement, the IP License Agreement, the Litigation Management
	Agreement, the P&I Agreements, the Tax Matters Agreement, the Transition Services Agreement and any
	other instruments, assignments, documents and agreements executed in connection with the
	implementation of the transactions contemplated by this Agreement, including the Internal
	Reorganization.
	          
	Applicable HII Proportion
	 means the proportion of a Shared Gain or a Shared
	Liability, as applicable, that relates to the Shipbuilding Business. With respect to any Shared
	Liability identified on
	Schedule 1.1(a)(1)
	or any Shared Gain identified on
	Schedule
	1.1(a)(2)
	, the Applicable HII Proportion shall be as set forth under the heading Applicable
	HII Proportion opposite such matter on such Schedule. With respect to any other Shared Liability
	or Shared Gain, the Applicable HII Proportion shall be the extent to which such Shared Liability or
	Shared Gain relates to the Shipbuilding Business and shall be determined in accordance with Section
	6.2(b).
	          
	Applicable New NGC Proportion
	 means the proportion of a Shared Gain or a Shared
	Liability, as applicable, that relates to the Retained Business. With respect to any Shared
	Liability identified on
	Schedule 1.1(a)(1)
	or any Shared Gain identified on
	Schedule
	1.1(a)(2)
	, the Applicable New NGC Proportion shall be as set forth under the heading
	Applicable New NGC Proportion opposite such matter on such Schedule. With respect to any other
	Shared Liability or Shared Gain, the Applicable New NGC Proportion shall be the extent to which
	such Shared Liability or Shared Gain relates to the Retained Business and shall be determined in
	accordance with Section 6.2(b).
	          
	Applicable Proportion
	 means (a) as to New NGC, the Applicable New NGC Proportion,
	and (b) as to HII, the Applicable HII Proportion.
	          
	Assets
	 means all assets, properties and rights (including goodwill), wherever
	located (including in the possession of vendors or other third parties or
	4
 
	 
	elsewhere), whether real, personal or mixed, tangible, intangible, corporeal, incorporeal or
	contingent, in each case whether or not recorded or reflected or required to be recorded or
	reflected on the books and records or financial statements of any Person, including the following:
	          (a) all accounting and other books, records and files whether in paper, microfilm, microfiche,
	computer tape or disc, magnetic tape or any other form;
	          (b) all apparatus, computers and other electronic data processing equipment, fixtures,
	machinery, equipment, furniture, office equipment, automobiles, trucks, aircraft, motor vehicles
	and other transportation equipment, special and general tools, test devices, prototypes and models
	and other tangible personal property;
	          (c) all inventories of materials, parts, supplies, raw materials, work-in-process and finished
	goods and products;
	          (d) all interests in real property of whatever nature, including easements and rights of way,
	whether as owner, mortgagee or holder of a Security Interest in real property, lessor, sublessor,
	lessee, sublessee or otherwise, and copies of all related documentation;
	          (e) all interests in any capital stock or other equity, partnership, membership, joint venture
	or similar interests of any Subsidiary or any other Person, all bonds, notes, debentures or other
	securities issued by any Subsidiary or any other Person, all loans, advances or other extensions of
	credit or capital contributions to any Subsidiary or any other Person and all other investments in
	securities of any Person;
	          (f) all license agreements, leases of personal property, open purchase orders for raw
	materials, supplies, parts or services, unfilled orders for the manufacture and sale of products
	and other contracts, agreements or commitments;
	          (g) all deposits, letters of credit, guarantees and performance and surety bonds;
	          (h) all recorded scientific and technical information, data, specifications, research and
	development information, engineering drawings, operating and maintenance manuals, studies, reports,
	discoveries, ideas, concepts, know-how, techniques, designs, blueprints, diagrams, models,
	prototypes, samples, and materials and analyses regardless of the form or method of the recording
	whether prepared by a partys employees or on behalf of a party by consultants and other third
	parties;
	          (i) all domestic and foreign patents, copyrights, trade names, trademarks, service marks and
	registrations and applications for any of the foregoing, mask works, trade secrets, inventions,
	other proprietary information and licenses from third parties granting the right to use any of the
	foregoing;
	          (j) all computer applications, programs and other software, including operating software,
	network software, firmware, middleware, design software, design
	5
 
	 
	tools, systems documentation, flow charts, instructions, source code, listings, object code
	listings, design details, algorithms, processes, flow charts, formulae, and related material that
	would enable the software to be reproduced, recreated or recompiled, and computer databases;
	          (k) all cost information, sales and pricing data, customer prospect lists, supplier records,
	customer and supplier lists, records pertaining to customers and customer accounts, customer and
	vendor data, correspondence and lists, product literature, artwork, design, development and
	manufacturing files, vendor and customer drawings, formulations and specifications, quality records
	and reports and other books, records, studies, surveys, reports, plans and documents, in whatever
	form;
	          (l) all prepaid expenses, trade accounts and other accounts and notes receivable;
	          (m) all rights under contracts, options or agreements, all claims or rights against any Person
	arising from the ownership of any Asset, all rights in connection with any bids or offers and all
	claims, choses in action or similar rights, whether accrued or contingent;
	          (n) all insurance proceeds and rights under Insurance Policies and all rights in the nature of
	insurance, indemnification or contribution;
	          (o) all licenses, permits, approvals and authorizations that have been issued by any
	Governmental Authority and all pending applications therefor;
	          (p) all cash or cash equivalents, bank accounts, lock boxes and other deposit arrangements;
	          (q) copies of all documentation related to Insurance Policies;
	          (r) all interests in any public grants and subsidies of any kind received or applied for; and
	          (s) all interest rate, currency, commodity or other swap, collar, cap or other hedging or
	similar agreements or arrangements.
	          
	Assigned Action
	 has the meaning set forth in the Litigation Management Agreement.
	          
	Business Day
	 means a day other than a Saturday, Sunday or other day on which
	commercial banks in New York City are authorized or required by law to close.
	          
	Change of Control
	 means the occurrence of any of the following after the
	Distribution: (a) the direct or indirect sale, transfer, conveyance or other disposition (other
	than by way of merger or consolidation), in one or a series of related transactions, of all or
	substantially all of the properties or assets of HII and its Subsidiaries taken as a whole to any
	person (as used in Section 13(d)(3) of the Exchange Act) or group of related persons
	6
 
	 
	for purposes of Section 13(d) of the Exchange Act other than HII or one of its Subsidiaries;
	(b) the approval by the holders of HIIs common stock of any plan or proposal for the liquidation
	or dissolution of HII or HIIs approval or making of any bankruptcy filing; (c) the consummation of
	any transaction (including any merger or consolidation) the result of which is that any person (as
	used in Section 13(d)(3) of the Exchange Act) or group of related persons for purposes of Section
	13(d) of the Exchange Act other than HII or one of its Subsidiaries becomes the beneficial owner,
	directly or indirectly, of more than 50% of the then outstanding number of shares of HII voting
	stock; or (d) the first day on which a majority of the members of HIIs board of directors are not
	Continuing Directors.
	          
	Change of Control Triggering Event
	 means the occurrence of both a Change of Control
	and a Rating Event.
	          
	Code
	 means the Internal Revenue Code of 1986, as amended and as in effect for the
	relevant period in question.
	          
	Consents
	 means any consents, waivers or approvals from, or notification requirements
	to, any Person other than a member of either Group.
	          
	Continuing Director
	 means, as of any date of determination, any member of the board
	of directors of HII who (a) was a member of such board of directors as of the Distribution; or (b)
	was nominated for election or elected to such board of directors with the approval of a majority of
	the Continuing Directors who were members of such board of directors at the time of such nomination
	or election (either by a specific vote or by approval of the proxy statement in which such member
	was named as a nominee for election as a director, without objection to such nomination).
	          
	Credit Support Instruments
	 means surety bonds, covenants, indemnities, undertakings,
	letters of credit or similar assurances or other credit support.
	          
	Determination Request
	 means a written request made to the Allocation Committee for a
	determination as to whether a Third-Party Claim specified in such request constitutes a Shared
	Liability or whether any potential gain or right specified in such request constitutes a Shared
	Gain.
	          
	Distribution Date
	 means the date, determined by the Northrop Grumman Board, on which
	the Distribution occurs.
	          
	Distribution Ratio
	 means the number of shares of HII Common Stock to be distributed
	in respect of each share of New NGC Common Stock in the Distribution, which ratio shall be
	determined by the New NGC Board prior to the Record Date.
	          
	Employee Matters Agreement
	 means the Employee Matters Agreement, dated as of the
	date hereof, among NGC, New NGC and HII, as may be amended or modified from time to time.
	          
	Environmental Laws
	 means all federal, state, local and foreign Laws, including all
	judicial and administrative orders, determinations, and consent agreements or
	7
 
	 
	decrees, that relate, in whole or in part, to Hazardous Substances, pollution, contaminants,
	harmful substances, protection of the environment or human health, including those that regulate
	the use, manufacture, generation, handling, labeling, testing, transport, treatment, storage,
	processing, discharge, disposal, release, threatened release, control, or cleanup of harmful
	substances, pollutants, contaminants, Hazardous Substances or materials containing such substances,
	regardless of when enacted or effective.
	          
	Environmental Liabilities
	 means any Liabilities arising out of or relating to the
	environment, human health, any Environmental Law, Hazardous Substances or exposure to Hazardous
	Substances, pollutants, contaminants or other harmful substances, including (a) fines, penalties,
	judgments, awards, settlements, losses, damages (including consequential damages), costs, fees
	(including attorneys and consultants fees), expenses and disbursements, (b) costs of defense and
	other responses to any administrative or judicial action (including notices, claims, complaints,
	suits and other assertions of liability), (c) responsibility for any investigation, remediation,
	monitoring or cleanup costs, injunctive relief, tort claims, natural resource damages, and any
	other environmental compliance or remedial measures, in each case known or unknown, foreseen or
	unforeseen, and (d) any claims, suits or actions (whether third-party or otherwise) for any
	Liability, including personal injury or property damage.
	          
	Exchange Act
	 means the Securities Exchange Act of 1934, as amended, together with
	the rules and regulations promulgated thereunder.
	          
	Excluded Retained Assets
	 means the Assets listed or described on
	Schedule
	1.1(a)(3)
	.
	          
	Excluded Shipbuilding Assets
	 means:
	          (a) the Assets listed or described on
	Schedule 1.1(a)(4)
	;
	          (b) the New NGC Transferred Assets; and
	          (c) the Transferred Debt Proceeds.
	          
	Fitch
	 means Fitch Ratings Ltd.
	          
	Form 10
	 means the registration statement on Form 10 filed by HII with the SEC to
	effect the registration of HII Common Stock pursuant to the Exchange Act in connection with the
	Distribution, as such registration statement may be amended or supplemented from time to time,
	including any amendment or supplement thereto.
	          
	Former Business
	 means any corporation, partnership, entity, division, business unit
	or business, including any business within the meaning of Rule 11-01(d) of Regulation S-X (in each
	case, including any Assets and Liabilities comprising the same) (as used in this definition of
	Former Business, a 
	Business
	) that has been sold, conveyed, assigned, transferred or
	otherwise disposed of or divested (in whole or in part) to a Person that is not a member of the New
	NGC Group or the HII Group or the operations, activities or production of which has been
	discontinued, abandoned, completed
	8
 
	 
	or otherwise terminated (in whole or in part), in each case prior to the Distribution. For
	the avoidance of doubt, any Business that has been sold, conveyed, assigned, transferred or
	otherwise disposed of or divested (in whole or in part) by a member of one Group to a member of the
	other Group shall not be deemed a Former Business of the first Group if such Business has
	subsequently been sold, conveyed, assigned, transferred or otherwise disposed of or divested (in
	whole or in part by a member of the second Group) to any Person that is not a member of the New NGC
	Group or the HII Group.
	          
	GO-Zone Bonds
	 means the Gulf Opportunity Zone Industrial Development Revenue Bonds
	(Northrop Grumman Ship Systems, Inc. Project) Series 2006 due 2028 issued by the Mississippi
	Business Finance Corporation.
	          
	Governmental Approvals
	 means any notices, reports or other filings to be given to or
	made with, or any releases, Consents, substitutions, approvals, amendments, registrations, permits
	or authorizations to be obtained from, any Governmental Authority.
	          
	Governmental Authority
	 means any United States or non-United States federal, state,
	local, territorial, tribal or international court, government, department, commission, board,
	bureau, agency, official or other legislative, judicial, regulatory, administrative or governmental
	authority.
	          
	Group
	 means the New NGC Group or the HII Group, as the context requires.
	          
	Hazardous Substances
	 means all materials, wastes or substances defined by, or
	regulated under, any Environmental Laws now or in the future and any substance that can give rise
	to any claim, suit or action (whether third-party or otherwise) for any Liabilities, including
	personal injury or property damage.
	          
	HII Assigned Action
	 has the meaning set forth in the Litigation Management
	Agreement.
	          
	HII Balance Sheet
	 means the audited pro forma consolidated balance sheet of HII,
	including the notes thereto, as of December 31, 2010, included in the Information Statement.
	          
	HII Credit Facility
	 means the credit facility to be entered into prior to the
	Distribution between HII, as borrower, and an agent or co-agents pursuant to which HII may borrow
	funds.
	          
	HII Debt
	 means the debt issued by HII pursuant to a Rule 144A offering to be
	completed prior to the Internal Reorganization and the term loan debt under the HII Credit
	Facility.
	          
	HII Entities
	 means the members of the HII Group.
	          
	HII Group
	 means HII and each Person that will be a direct or indirect Subsidiary of
	HII immediately prior to the Distribution (but after giving effect to the
	9
 
	 
	Internal Reorganization) and each Person that is or becomes a member of the HII Group after
	the Distribution, including in all circumstances the predecessor and successor entities of HII or
	each such other Person. For the purposes of this Agreement and the Ancillary Agreements, New NGC
	shall not be deemed to be a successor entity of NGC.
	          
	HII Transferred Assets
	 means those Assets of NGC (but not the Assets of any of its
	Subsidiaries) that are listed on
	Schedule 1.1(a)(5)
	.
	          
	Information
	 means information, including books and records, whether or not
	patentable or copyrightable, in written, oral, electronic or other tangible or intangible forms,
	stored in any medium, including studies, reports, records, books, contracts, instruments, surveys,
	discoveries, ideas, concepts, know-how, techniques, designs, specifications, drawings, blueprints,
	diagrams, models, prototypes, samples, flow charts, data, computer data, disks, diskettes, tapes,
	computer programs or other software, marketing plans, customer names, communications by or to
	attorneys (including attorney-client privileged communications), memos and other materials prepared
	by attorneys or under their direction (including attorney work product), and other technical,
	financial, employee or business information or data.
	          
	Information Statement
	 means the Information Statement, attached as an exhibit to the
	Form 10, to be sent to each holder of New NGC Common Stock in connection with the Distribution, as
	such Information Statement may be amended from time to time, including any amendment or supplement
	thereto.
	          
	Ingalls Indemnity Agreement
	 means the Ingalls Guaranty Performance, Indemnity and
	Termination Agreement, dated as of the date hereof, among HII, NGSB and NGSC, as may be amended or
	modified from time to time.
	          
	Insurance Matters Agreement
	 means the Insurance Matters Agreement, dated as of the
	date hereof, among NGC, New NGC and HII, as may be amended or modified from time to time.
	          
	Insurance Policies
	 has the meaning set forth in the Insurance Matters Agreement.
	          
	Insurance Proceeds
	 means, with respect to any Liability to be reimbursed by an
	Indemnifying Party that may be covered, in whole or in part, by Insurance Policies written by
	third-party providers, the amount of insurance proceeds actually received in cash under such
	Insurance Policy with respect to such Liability, net of any taxes and costs in seeking such
	collection.
	          
	Internal Reorganization
	 means the transactions described in
	Annex I
	.
	          
	IP License Agreement
	 means the Intellectual Property License Agreement, dated as of
	the date hereof, between NGSC and NGSB, as may be amended or modified from time to time.
	          
	IRS Ruling
	 has the meaning set forth in the Tax Matters Agreement.
	10
 
	 
	          
	Law
	 means any statute, law, regulation, ordinance, rule, judgment, rule of common
	law, order, decree, government approval, concession, grant, franchise, license, agreement,
	directive, guideline, policy, requirement or other governmental restriction or any similar form of
	decision of, or determination by, or any interpretation or administration of any of the foregoing
	by, any Governmental Authority, whether now or hereinafter in effect and, in each case, as amended.
	          
	Liabilities
	 means any and all losses, claims, charges, debts, demands, Actions,
	damages, obligations, payments, costs and expenses, sums of money, bonds, indemnities and similar
	obligations, penalties, covenants, contracts, controversies, agreements, promises, omissions,
	guarantees, make whole agreements and similar obligations, and other liabilities, including all
	contractual obligations, whether absolute or contingent, inchoate or otherwise, matured or
	unmatured, liquidated or unliquidated, accrued or unaccrued, known or unknown, whenever arising,
	and including those arising under any Law, Action, threatened or contemplated Action (including the
	costs and expenses of demands, assessments, judgments, settlements and compromises relating thereto
	and attorneys fees and any and all costs and expenses (including allocated costs of in-house
	counsel and other personnel), whatsoever incurred in investigating, preparing or defending against
	any such Actions or threatened or contemplated Actions), order or consent decree of any
	Governmental Authority or any award of any arbitrator of any kind, and those arising under any
	contract, commitment or undertaking, including those arising under this Agreement or any Ancillary
	Agreement or incurred by a party hereto or thereto in connection with enforcing its rights to
	indemnification hereunder or thereunder, in each case, whether or not recorded or reflected or
	required to be recorded or reflected on the books and records or financial statements of any
	Person.
	          
	Litigation Management Agreement
	 means the Litigation Management and Coordination
	Agreement, dated as of the date hereof, among NGC, New NGC, HII, NGSB and NGSC, as may be amended
	or modified from time to time.
	          
	Moodys
	 means Moodys Investors Service, Inc.
	          
	Navy Guarantees
	 means (a) the Performance Guaranty, dated as of April 11, 2002, by
	NGC, as guarantor, to the United States of America, Naval Sea Systems Command as beneficiary, (b)
	the Performance Guaranty, dated 2006, by NGC, as guarantor, to the United States of America, Naval
	Sea Systems Command as beneficiary, (c) the Performance Guaranty, dated as of April 24, 2007, by
	NGC, as guarantor, to the United States of America, Naval Sea Systems Command as beneficiary and
	(d) any other similar guarantee pursuant to which NGC has guaranteed the performance of NGSB (or an
	Affiliate) under shipbuilding construction contracts with the United States Department of the Navy
	or a command or other division thereof.
	          
	New NGC Assigned Action
	 has the meaning set forth in the Litigation Management
	Agreement.
	          
	New NGC Board
	 means the board of directors of New NGC or an authorized committee
	thereof.
	11
 
	 
	          
	New NGC Common Stock
	 means the common stock, par value $1.00 per share, of New NGC.
	          
	New NGC Entities
	 means the members of the New NGC Group.
	          
	New NGC Group
	 means New NGC and each Person that will be a direct or indirect
	Subsidiary of New NGC immediately after the Distribution and each Person that is or becomes a
	member of the New NGC Group after the Distribution, including in all circumstances the predecessor
	and successor entities of New NGC or each such other Person. For the purposes of this Agreement
	and the Ancillary Agreements, NGC shall not be deemed to be a predecessor entity of New NGC.
	          
	New NGC Transferred Assets
	 means all of the Assets of NGC (but not the Assets of any
	of its Subsidiaries) including those Assets listed or described on
	Schedule 1.1(a)(6)
	,
	other than (a) the HII Transferred Assets and (b) the capital stock in NGSC and NGSB.
	          
	NGC Board
	 means the board of directors of NGC or an authorized committee thereof.
	          
	NGTS
	 means Northrop Grumman Technical Services, Inc., an Oklahoma corporation,
	member of the New NGC Group and party to the Teaming Agreement.
	          
	Non-Managing Party
	 means, as between HII and New NGC, the party that is not the
	Managing Party with respect to any Shared Gain or Shared Liability.
	          
	Northrop Grumman
	 means (a) at all times prior to the effectiveness of the Holding
	Company Reorganization, NGC, and (b) at all times at or after the effectiveness of the Holding
	Company Reorganization, New NGC.
	          
	Northrop Grumman Board
	 means (a) at all times prior to the effectiveness of the
	Holding Company Reorganization, the NGC Board, and (b) at all times at or after the effectiveness
	of the Holding Company Reorganization, the New NGC Board.
	          
	Northrop Grumman Stockholders
	 means (a) at all times prior to the effectiveness of
	the Holding Company Reorganization, the stockholders of NGC, and (b) at all times at or after the
	effectiveness of the Holding Company Reorganization, the stockholders of New NGC.
	          
	NYSE
	 means the New York Stock Exchange.
	          
	Opinion
	 has the meaning set forth in the Tax Matters Agreement.
	          
	P&I Agreements
	 means the Performance and Indemnity Agreements, to be executed and
	delivered in connection with the Internal Reorganization, between HII and NGC, as may be amended or
	modified from time to time.
	12
 
	 
	          
	Person
	 means an individual, corporation, partnership, limited liability company,
	limited liability partnership, syndicate, person, trust, association, organization or other entity,
	including any Governmental Authority, and including any successor, by merger or otherwise, of any
	of the foregoing.
	          
	Rating Agencies
	 means (a) each of Fitch, Moodys and S&P and (b) if Fitch, Moodys
	and S&P all cease to rate HII or all fail to make a rating of HII publicly available for reasons
	outside of HIIs control, a nationally recognized statistical rating organization within the
	meaning of Rule 15c3-1(c)(2)(vi)(F) under the Exchange Act, selected by HII (as certified by a
	resolution of the board of directors of HII) as a replacement agency.
	          
	Rating Event
	 means HIIs corporate rating is downgraded to B or B2 or below, as
	applicable, by any of the Rating Agencies on any date from and after the date of the public notice
	of an arrangement that could result in a Change of Control until the end of the 60-day period
	following public notice of the consummation of the Change of Control (which 60-day period shall be
	extended so long as the rating of HII is under publicly announced consideration for possible
	downgrade by any of the Rating Agencies).
	          
	Record Date
	 means the close of business on the date determined by the New NGC Board
	as the record date for determining the stockholders of New NGC entitled to receive shares of HII
	Common Stock in the Distribution. The Record Date shall occur after completion of the Holding
	Company Reorganization.
	          
	Record Holders
	 means the holders of New NGC Common Stock on the Record Date.
	          
	Retained Assets
	 means:
	          (a) the Assets listed or described on
	Schedule 1.1(a)(7)
	, the New NGC Transferred
	Assets and all other Assets that are expressly and specifically provided in this Agreement or any
	Ancillary Agreement as Assets to be transferred to New NGC or any other member of the New NGC
	Group;
	          (b) all interests in the capital stock of, or any other equity, partnership, membership, joint
	venture or similar interests in, the Subsidiaries of New NGC (other than any member of the HII
	Group) immediately prior to the Distribution (after giving effect to the Internal Reorganization)
	and any capital stock of, or equity, partnership, membership, joint venture or similar interests
	in, any other Person (other than any member of the HII Group) owned by any member of the New NGC
	Group immediately prior to the Distribution (after giving effect to the Internal Reorganization);
	          (c) any recovery or other Assets (net of any expenses) received by any member of either Group
	with respect to any New NGC Assigned Action;
	          (d) the Applicable New NGC Proportion of any Shared Gain; and
	13
 
	 
	          (e) all other Assets owned or held immediately prior to the Distribution (after giving effect
	to the Internal Reorganization) by New NGC or any of its Subsidiaries (including for the avoidance
	of doubt, HII and its Subsidiaries) that are not Shipbuilding Assets, including the Transferred
	Debt Proceeds.
	          Notwithstanding the foregoing, the Retained Assets shall not include any items expressly
	governed by the Tax Matters Agreement or the Excluded Retained Assets. In the event of any
	inconsistency or conflict that may arise in the application or interpretation of any of the
	foregoing provisions, for the purpose of determining what is and is not a Retained Asset, any item
	explicitly included on a Schedule referred to in this definition of Retained Assets shall take
	priority over any provision of the text hereof.
	          
	Retained Business
	 means:
	          (a) any businesses or operations conducted by any member of the New NGC Group (other than any
	businesses or operations to the extent conducted through the ownership of, on behalf of or for the
	benefit of any member of the HII Group prior to the Distribution), including any Former Business of
	any member of the New NGC Group and any Former Business of NGC that is not also a Former Business
	of any other member of the HII Group, in all cases including those businesses set forth on
	Schedule 1.1(a)(8)
	, but excluding those businesses set forth on
	Schedule 1.1(a)(9)
	;
	          (b) the businesses or operations, including Former Businesses, conducted by any member of the
	HII Group (including NGC) prior to the Distribution to the extent that they do not relate to the
	Shipbuilding Business; and
	          (c) any other businesses or operations conducted through the use of the Retained Assets to the
	extent that they do not relate to the Shipbuilding Business.
	          
	Retained Liabilities
	 means:
	          (a) all of the following Liabilities:
	               (i) the Liabilities listed or described on
	Schedule 1.1(a)(10)
	;
	               (ii) all other Liabilities that are expressly and specifically provided by this Agreement as
	Liabilities to be wholly assumed by New NGC or any member of the New NGC Group, and all obligations
	of New NGC or any other member of the New NGC Group under this Agreement or any of the Ancillary
	Agreements;
	               (iii) all other Liabilities that are both wholly unrelated to the Shipbuilding Business and
	are not otherwise Shipbuilding Liabilities; and
	          (b) the Applicable New NGC Proportion of any Shared Liability.
	          Notwithstanding the foregoing, the Retained Liabilities shall not include any items expressly
	governed by the Tax Matters Agreement or the Ingalls Indemnity Agreement.
	14
 
	 
	          In the event of any inconsistency or conflict that may arise in the application or
	interpretation of any of the foregoing provisions, for the purpose of determining what is and is
	not a Retained Liability, any item explicitly included on a Schedule referred to in this definition
	of Retained Liabilities shall take priority over any provision of the text hereof.
	          
	S&P
	 means Standard & Poors Ratings Services, a division of The McGraw-Hill
	Companies, Inc.
	          
	SEC
	 means the Securities and Exchange Commission.
	          
	Security Interest
	 means any mortgage, security interest, pledge, lien, charge,
	claim, option, right to acquire, voting or other restriction, right-of-way, covenant, condition,
	easement, encroachment, restriction on transfer, or other encumbrance of any nature whatsoever.
	          
	Separation
	 means (a) the Internal Reorganization, (b) any other actions to be taken
	pursuant to Article II and (c) any other transfers of Assets and assumptions of Liabilities, in
	each case, between a member of one Group and a member of the other Group, provided for in this
	Agreement or any Ancillary Agreement.
	          
	Shared Action
	 has the meaning set forth in the Litigation Management Agreement.
	          
	Shared Gain
	 means any claim or right of a member of the New NGC Group or the HII
	Group, whenever discovered, against any Person (other than a member of the New NGC Group or the HII
	Group) that relates to both the Retained Business and the Shipbuilding Business or is listed or
	described on
	Schedule 1.1(a)(11)
	, other than any claim or right described on
	Schedule
	1.1(a)(12)
	, in all cases to the extent that such claim or right accrued as of the Distribution
	or relates to events or circumstances that occurred or existed prior to the Distribution.
	Notwithstanding anything to the contrary in this definition of Shared Gain, Shared Gains shall
	not include any Settlement Assets, which shall be governed by Section 8.7, or any claims or rights
	related to, attributable to or arising in connection with Taxes or Tax Returns, which are expressly
	governed by the Tax Matters Agreement.
	          
	Shared Liability
	 means any of the following:
	          (a) any Liability that relates to both the Shipbuilding Business and the Retained Business and
	that is not listed in a subclause of clause (a) of the definition of Shipbuilding Liabilities;
	and
	          (b) any Liability listed or described on
	Schedule 1.1(a)(13)
	.
	          Notwithstanding anything to the contrary in this definition of Shared Liability, Shared
	Liabilities shall not include any Settlement Liabilities, which shall be governed by Section 8.7,
	or any Liabilities related to, attributable to or arising in
	15
 
	 
	connection with Taxes or Tax Returns, which are expressly governed by the Tax Matters
	Agreement.
	          
	Shipbuilding Assets
	 means:
	          (a) the Assets listed or described on
	Schedule 1.1(a)(14)
	, the HII Transferred Assets
	and all other Assets that are expressly and specifically provided in this Agreement or any
	Ancillary Agreement as Assets to be transferred to HII or any other member of the HII Group;
	          (b) all interests in the capital stock of, or any other equity, partnership, membership, joint
	venture or similar interests in, the Subsidiaries of HII immediately prior to the Distribution
	(after giving effect to the Internal Reorganization) and any capital stock of, or equity,
	partnership, membership, joint venture or similar interests in, any other Person owned by any
	member of the HII Group immediately prior to the Distribution (after giving effect to the Internal
	Reorganization);
	          (c) all Assets reflected as assets of HII and the other members of the HII Group on the HII
	Balance Sheet and any Assets acquired by or for HII or any other member of the HII Group subsequent
	to the date of the HII Balance Sheet that, had they been acquired on or before such date and owned
	as of such date, would have been reflected on the HII Balance Sheet if prepared on a consistent
	basis, subject to any dispositions of any such Assets subsequent to the date of the HII Balance
	Sheet;
	          (d) any recovery or other Assets (net of any Taxes and expenses) received by any member of
	either Group in any HII Assigned Action;
	          (e) all other Assets not expressly covered in clauses (a) through (d) of this definition of
	Shipbuilding Assets that are wholly owned immediately prior to the Distribution (after giving
	effect to the Internal Reorganization) by HII or any of its Subsidiaries;
	          (f) all patents, copyrights, trade secrets, know-how and other confidential and proprietary
	information and all other intellectual property rights, whether arising under the laws of the
	United States or the laws of any other jurisdiction, and all registrations and applications for
	registration of any of the foregoing, that were created, devised or otherwise developed (i)
	exclusively by the HII Employees and HII Retirees (each as defined in the Employee Matters
	Agreement) (other than any of the foregoing that were developed specifically for the Retained
	Business) or (ii) in whole or in part, by employees of any member of the New NGC Group or third
	parties exclusively for the Shipbuilding Business, whether or not such intellectual property rights
	had been assigned to NGC during its ownership of the Shipbuilding Business; and
	          (g) the Applicable HII Proportion of any Shared Gain.
	          Notwithstanding the foregoing, the Shipbuilding Assets shall not include any items expressly
	governed by the Tax Matters Agreement or the Excluded Shipbuilding Assets. In the event of any
	inconsistency or conflict that may arise in the application or
	16
 
	 
	interpretation of any of the foregoing provisions, for the purpose of determining what is and
	is not a Shipbuilding Asset, any item explicitly included on a Schedule referred to in this
	definition of Shipbuilding Assets shall take priority over any provision of the text hereof.
	          
	Shipbuilding Business
	 means:
	          (a) any businesses or operations conducted by any member of the HII Group (other than any
	businesses or operations to the extent conducted through the ownership of, on behalf of or for the
	benefit of any member of the New NGC Group prior to the Distribution), including the businesses and
	operations that are described in the Information Statement and any Former Business of any member of
	the HII Group (other than NGC and not any other entity), in each case including those businesses
	set forth on
	Schedule 1.1(a)(9)
	, but excluding those businesses set forth on
	Schedule
	1.1(a)(8)
	;
	          (b) any other businesses or operations (including joint ventures) conducted through the use of
	or with the Shipbuilding Assets;
	          (c) the HII Employees and HII Retirees and any other person employed by any member of the HII
	Group after the Distribution; and
	          (d) the businesses or operations, including Former Businesses, conducted by NGC (but not any
	other entity) or any member of the New NGC Group prior to the Distribution, in all cases to the
	extent that they relate to the businesses or operations and Former Businesses described in clauses
	(a) through (c) of this definition of Shipbuilding Business.
	          
	Shipbuilding Liabilities
	 means:
	          (a) all of the following Liabilities:
	               (i) the Liabilities listed or described on
	Schedule 1.1(a)(15)
	;
	               (ii) all other Liabilities that are expressly provided by this Agreement or any Ancillary
	Agreement as Liabilities to be wholly assumed by HII or any other member of the HII Group, and all
	obligations of HII or any other member of the HII Group under this Agreement or any of the
	Ancillary Agreements;
	               (iii) all Liabilities reflected as liabilities or obligations on the HII Balance Sheet, and
	all Liabilities arising or assumed after the date of the HII Balance Sheet that, had they arisen or
	been assumed on or before such date and been existing obligations as of such date, would have been
	reflected on the HII Balance Sheet if prepared on a consistent basis, subject to any discharge of
	such Liabilities subsequent to the date of the HII Balance Sheet;
	               (iv) all Environmental Liabilities relating to (A) the use of any property by the Shipbuilding
	Business at any time, regardless of whether such property is or is not owned or leased by HII or
	any of its Subsidiaries or Affiliates (including any
	17
 
	 
	properties set forth on
	Schedule 1.1(a)(16)
	), including any property where the
	Shipbuilding Business contracted or arranged for disposal of wastes at any time whatsoever, or (B)
	the operation or conduct of the Shipbuilding Business or activities related to the Shipbuilding
	Business (including all Liabilities relating to any Shipbuilding Asset or any act or failure to act
	by any director, officer, employee, agent or representative (whether or not such act or failure to
	act is or was within such Persons authority) which act or failure to act relates to the
	Shipbuilding Business);
	               (v) all Liabilities relating to the HII Employees and HII Retirees and any person employed by
	any member of the HII Group after the Distribution, and the conduct of all such persons;
	               (vi) all Liabilities relating to the use of any property by the Shipbuilding Business at any
	time, regardless of whether such property is or is not owned or leased by HII or any of its
	Subsidiaries or Affiliates (including any properties set forth on
	Schedule 1.1(a)(16)
	),
	including any property where the Shipbuilding Business contracted or arranged for disposal of
	wastes at any time whatsoever;
	               (vii) all Liabilities relating to the Navy Guarantees, including all Liabilities that NGC or
	any other party to this Agreement (including their Subsidiaries and Affiliates) has or may be found
	to have under or in any way in connection with the Navy Guarantees;
	               (viii) all other Liabilities relating to the operation or conduct of the Shipbuilding Business
	or activities related to the Shipbuilding Business (including all Liabilities relating to any
	Shipbuilding Asset or any act or failure to act by any director, officer, employee, agent or
	representative (whether or not such act or failure to act is or was within such Persons authority)
	which act or failure to act relates to the Shipbuilding Business) that do not also relate to the
	operation or conduct of the Retained Business; and
	               (ix) all other Liabilities that are wholly unrelated to the Retained Business and that are not
	otherwise Retained Liabilities; and
	          (b) the Applicable HII Proportion of any Shared Liability.
	          Notwithstanding the foregoing, the Shipbuilding Liabilities shall not include any items
	expressly governed by the Tax Matters Agreement or the Ingalls Indemnity Agreement.
	          In the event of any inconsistency or conflict that may arise in the application or
	interpretation of any of the foregoing provisions, for the purpose of determining what is and is
	not a Shipbuilding Liability, any item explicitly included on a Schedule referred to in this
	definition of Shipbuilding Liabilities shall take priority over any provision of the text hereof.
	          
	Subsidiary
	 of any Person means any corporation or other organization, whether
	incorporated or unincorporated, of which at least a majority of the securities or interests having
	by the terms thereof ordinary voting power to elect at least a majority of
	18
 
	 
	the board of directors or others performing similar functions with respect to such corporation
	or other organization is directly or indirectly owned or controlled by such Person or by any one or
	more of its Subsidiaries, or by such Person and one or more of its Subsidiaries;
	provided
	,
	however
	, that no Person that is not directly or indirectly wholly owned by any other Person
	shall be a Subsidiary of such other Person unless such other Person controls, or has the right,
	power or ability to control, that Person.
	          
	Tax-Free Status
	 has the meaning set forth in the Tax Matters Agreement.
	          
	Tax Matters Agreement
	 means the Tax Matters Agreement, dated as of the date hereof,
	among New NGC, HII and NGC, as may be amended or modified from time to time.
	          
	Tax
	 has the meaning set forth in the Tax Matters Agreement.
	          
	Team
	 has the meaning set forth in the Teaming Agreement.
	          
	Teaming Agreement
	 means the teaming agreement listed on
	Schedule 1.1(a)(17)
	.
	          
	Transition Services Agreement
	 means the Transition Services Agreement, dated as of
	the date hereof, among NGSC, NGSB, New NGC and HII, as may be amended or modified from time to
	time.
	ARTICLE II
	THE SEPARATION
	     Section 2.1
	Internal Reorganization; Transfer of Assets and Assumption of Liabilities
	.
	          (a) Prior to the Distribution, the parties shall cause the Internal Reorganization to be
	completed.
	          (b) Prior to the Distribution, the parties shall, and shall cause their respective
	Subsidiaries to, (i) execute such instruments of assignment and transfer and take such other
	corporate actions as are necessary to transfer to one or more members of the HII Group all of the
	right, title and interest of the New NGC Group in and to all Shipbuilding Assets after giving
	effect to the Internal Reorganization and (ii) take all actions necessary to cause one or more
	members of the HII Group to assume all of the Shipbuilding Liabilities to the extent such
	Shipbuilding Liabilities would otherwise remain obligations of any member of the New NGC Group
	after giving effect to the Internal Reorganization.
	          (c) Prior to the Distribution, the parties shall, and shall cause their respective
	Subsidiaries to, (i) execute such instruments of assignment and transfer and take such other
	corporate actions as are necessary to transfer to one or more members of the New NGC Group all of
	the right, title and interest of the HII Group in and to all Retained Assets after giving effect to
	the Internal Reorganization and (ii) take all actions necessary to cause one or more members of the
	New NGC Group to assume all of the Retained
	19
 
	 
	Liabilities to the extent such Retained Liabilities would otherwise remain obligations of any
	member of the HII Group after giving effect to the Internal Reorganization.
	     Section 2.2
	Governmental Approvals and Consents; Transfers, Assignments and Assumptions
	Not Effected Prior to the Distribution
	.
	          (a) To the extent that any of the transactions contemplated by this Agreement or any Ancillary
	Agreement requires any Governmental Approval or Consent, the parties will use their reasonable best
	efforts to obtain such Governmental Approval or Consent.
	          (b) To the extent that any transfer or assignment of Assets or assumption of Liabilities
	contemplated by this Agreement or any Ancillary Agreement shall not have been consummated prior to
	the Distribution, the parties shall use reasonable best efforts to effect such transfers as
	promptly following the Distribution as shall be practicable. Nothing herein shall be deemed to
	require the transfer of any Assets or the assumption of any Liabilities that by their terms or
	operation of law cannot or should not be transferred. In the event that any such transfer of
	Assets or assumption of Liabilities has not been consummated, from and after the Distribution until
	such time as such Asset is transferred or such Liability is assumed (i) the party retaining such
	Asset shall thereafter hold such Asset for the use and benefit of the party entitled thereto (at
	the expense of the party entitled thereto) and (ii) the party intended to assume such Liability
	shall, or shall cause the applicable member of its Group to, pay or reimburse the party retaining
	such Liability for all amounts paid or incurred in connection with the retention of such Liability.
	In addition, the party retaining such Asset or Liability shall, insofar as reasonably practicable
	and to the extent permitted by applicable Law, treat such Asset or Liability in the ordinary course
	of business consistent with past practice and take such other actions as may be reasonably
	requested by the party entitled to such Asset or by the party intended to assume such Liability in
	order to place such party, insofar as reasonably practicable, in the same position as if such Asset
	or Liability had been transferred or assumed as contemplated hereby and so that all the benefits
	and burdens relating to such Asset or Liability, including possession, use, risk of loss, potential
	for gain, and control over such Asset or Liability, are to inure from and after the Distribution to
	the member or members of the New NGC Group or the HII Group entitled to such Asset or intended to
	assume such Liability. In furtherance of the foregoing, the parties agree that, as of the
	Distribution, each party shall be deemed to have acquired beneficial ownership over all of the
	Assets, together with all rights and privileges incident thereto, and shall be deemed to have
	assumed all of the Liabilities, and all duties, obligations and responsibilities incident thereto,
	that such party is entitled to acquire or intended to assume pursuant to the terms of this
	Agreement or the applicable Ancillary Agreement.
	          (c) If and when the Consents, Governmental Approvals and/or conditions, the absence or
	non-satisfaction of which caused the deferral of transfer or assignment of any Asset or the
	deferral of the assumption of any Liability pursuant to Section 2.2(b) are obtained or satisfied,
	the transfer or assumption of the applicable Asset or Liability shall be effected in accordance
	with and subject to the terms of this Agreement or the applicable Ancillary Agreement.
	20
 
	 
	          (d) The party retaining any Asset or Liability due to the deferral of the transfer of such
	Asset or the deferral of the assumption of such Liability pursuant to Section 2.2(b) or otherwise
	shall not be obligated, in connection with the foregoing, to expend any money unless the necessary
	funds are advanced or agreed to be reimbursed by the party entitled to such Asset or the party
	intended to assume such Liability. The party retaining such Asset or Liability shall use its
	reasonable best efforts timely to notify the party entitled to such Asset or intended to assume
	such Liability of the need for such expenditure.
	          (e) The parties agree to treat, for U.S. federal, state and local income tax purposes, any
	Asset or Liability that is not transferred prior to the Distribution and is subject to the
	provisions of Section 2.2(b) as owned by the member of the Group to which such Asset or Liability
	was intended to be transferred from and after the Distribution, and shall not take any position
	inconsistent therewith unless otherwise required by applicable Law.
	     Section 2.3
	Termination of Agreements
	.
	          (a) Except as set forth in Section 2.3(b), the HII Entities, on the one hand, and the New NGC
	Entities, on the other hand, hereby terminate any and all agreements, arrangements, commitments or
	understandings (including intercompany work orders), whether or not in writing, between or among
	any HII Entity, on the one hand, and any New NGC Entity, on the other hand, effective as of the
	Distribution. No such terminated agreement, arrangement, commitment or understanding (including
	any provision thereof that purports to survive termination) shall be of any further force or effect
	from and after the Distribution. Each party shall, at the reasonable request of any other party,
	take, or cause to be taken, such other actions as may be necessary to effect the foregoing.
	          (b) The provisions of Section 2.3(a) shall not apply to any of the following agreements,
	arrangements, commitments or understandings (or to any of the provisions thereof):
	               (i) this Agreement and the Ancillary Agreements (and each other agreement or instrument
	expressly contemplated by this Agreement or any Ancillary Agreement to be entered into by any of
	the parties or any HII Entities and New NGC Entities);
	               (ii) any agreements, arrangements, commitments or understandings to which any non-wholly owned
	Subsidiary or non-wholly owned Affiliate of New NGC or HII, as the case may be, is a party (it
	being understood that directors qualifying shares or similar interests will be disregarded for
	purposes of determining whether a Subsidiary is wholly owned);
	               (iii) any other agreements, arrangements, commitments or understandings that this Agreement or
	any Ancillary Agreement expressly contemplates will survive the Distribution;
	21
 
	 
	               (iv) any confidentiality or non-disclosure agreements among any members of either Group or
	employees of any member of either Group, including any obligation not to disclose proprietary or
	privileged information; and
	               (v) any agreements, arrangements, commitments or understandings listed or described on
	Schedule 2.3(b)(v)
	.
	          (c) Except as otherwise expressly and specifically provided in this Agreement or any Ancillary
	Agreement, all intercompany receivables, payables, loans and other accounts between any New NGC
	Entity, on the one hand, and any HII Entity, on the other hand, in existence as of immediately
	prior to the Distribution and after giving effect to the Internal Reorganization shall be satisfied
	and/or settled by the relevant members of the New NGC Group and the New HII Group no later than the
	Distribution by (i) forgiveness by the relevant obligor or (ii) one or a related series of
	repayments, distributions of and/or contributions to capital, in each case as determined by
	Northrop Grumman.
	     Section 2.4
	Novation of Shipbuilding Liabilities
	.
	          (a) Each of New NGC and HII, at the written request of the other party, shall use its
	reasonable best efforts to obtain, or to cause to be obtained, any release, Consent, substitution
	or amendment required to novate or assign all rights and obligations under any agreements, leases,
	licenses and other obligations or Liabilities of any nature whatsoever that constitute Shipbuilding
	Liabilities, or to obtain in writing the unconditional release of all parties to such arrangements
	other than any HII Entities, so that, in any such case, HII and the other HII Entities will be
	solely responsible for such Shipbuilding Liabilities;
	provided
	,
	however
	, that none
	of the New NGC Entities or the HII Entities shall be obligated to pay any significant (relative to
	the underlying agreement, lease, license or obligation) consideration or surrender, release or
	modify any material rights or material remedies therefor to any third party from whom such
	releases, Consents, substitutions and amendments are requested except as expressly set forth in
	this Agreement or any Ancillary Agreement.
	          (b) If New NGC or HII is unable to obtain, or to cause to be obtained, any required release,
	Consent, substitution or amendment, the applicable New NGC Entity may continue to be bound by the
	applicable underlying agreement, lease, license or other obligation or other Liabilities and,
	unless not permitted by Law, HII shall, or shall cause another HII Entity to, as agent or
	subcontractor for such New NGC Entity, pay, perform and discharge fully all the obligations or
	other Liabilities of such New NGC Entity thereunder. HII shall indemnify each New NGC Indemnitee
	and hold it harmless against any Liabilities arising in connection therewith. New NGC shall pay
	and remit, or cause to be paid or remitted, to the applicable HII Entity, all money, rights and
	other consideration received by any New NGC Entity (net of any applicable expenses) in respect of
	such performance by such HII Entity (unless any such consideration is a Retained Asset). If and
	when any such release, Consent, substitution or amendment shall be obtained or such agreement,
	lease, license or other rights, obligations or other Liabilities shall otherwise become assignable
	or able to be novated, New NGC shall thereafter assign, or cause to be
	22
 
	 
	assigned, all the New NGC Entities rights, obligations and other Liabilities thereunder to
	the applicable HII Entity without payment of any further consideration and the applicable HII
	Entity shall, without the payment of any further consideration, assume such rights, obligations and
	other Liabilities.
	     Section 2.5
	Novation of Retained Liabilities
	.
	          (a) Each of New NGC and HII, at the written request of the other party, shall use its
	reasonable best efforts to obtain, or to cause to be obtained, any release, Consent, substitution
	or amendment required to novate or assign all rights and obligations under any agreements, leases,
	licenses and other obligations or Liabilities of any nature whatsoever that constitute Retained
	Liabilities, or to obtain in writing the unconditional release of all parties to such arrangements
	other than any New NGC Entities, so that, in any such case, New NGC and the other New NGC Entities
	will be solely responsible for such Retained Liabilities;
	provided
	,
	however
	, that
	none of the New NGC Entities or the HII Entities shall be obligated to pay any significant
	(relative to the underlying agreement, lease, license or obligation) consideration or surrender,
	release or modify any material rights or material remedies therefor to any third party from whom
	such releases, Consents, substitutions and amendments are requested except as expressly set forth
	in this Agreement or any Ancillary Agreement.
	          (b) If New NGC or HII is unable to obtain, or to cause to be obtained, any required release,
	Consent, substitution or amendment, the applicable HII Entity may continue to be bound by the
	applicable underlying agreement, lease, license or other obligation or other Liabilities and,
	unless not permitted by Law or the terms thereof, New NGC shall, or shall cause another New NGC
	Entity to, as agent or subcontractor for such HII Entity, pay, perform and discharge fully all the
	obligations or other Liabilities of such HII Entity thereunder. New NGC shall indemnify each HII
	Indemnitee and hold it harmless against any Liabilities arising in connection therewith. HII shall
	pay and remit, or cause to be paid or remitted, to the applicable New NGC Entity, all money, rights
	and other consideration received by any HII Entity (net of any applicable expenses) in respect of
	such performance by such New NGC Entity (unless any such consideration is a Shipbuilding Asset).
	If and when any such release, Consent, substitution, approval or amendment shall be obtained or
	such agreement, lease, license or other rights, obligations or other Liabilities shall otherwise
	become assignable or able to be novated, HII shall thereafter assign, or cause to be assigned, all
	the HII Entities rights, obligations and other Liabilities thereunder to the applicable New NGC
	Entity without payment of any further consideration and the applicable New NGC Entity shall,
	without the payment of any further consideration, assume such rights, obligations and other
	Liabilities.
	     Section 2.6
	Disclaimer of Representations and Warranties
	. Each of New NGC (on behalf
	of itself and each other New NGC Entity) and HII (on behalf of itself and each other HII Entity)
	understands and agrees that, except as expressly set forth herein or in any Ancillary Agreement, no
	party (including its Affiliates) to this Agreement, any Ancillary Agreement or any other agreement
	or document contemplated by this Agreement, any Ancillary Agreement or otherwise, is making any
	representations or warranties relating in any way to the Assets, businesses or Liabilities
	transferred or assumed as contemplated
	23
 
	 
	hereby or thereby, to any Consent required in connection therewith, to the value or freedom
	from any Security Interests of, or any other matter concerning, any Assets of such party, or to the
	absence of any defenses or right of setoff or freedom from counterclaim with respect to any claim
	or other Asset, including any accounts receivable, of any party, or to the legal sufficiency of any
	assignment, document or instrument delivered hereunder to convey title to any Asset or thing of
	value upon the execution, delivery and filing hereof or thereof. Except as may expressly be set
	forth herein or in any Ancillary Agreement, (a) all such Assets are being transferred on an as
	is, where is basis, (b) any implied warranty of merchantability, fitness for a specific purpose
	or otherwise is hereby expressly disclaimed, (c) the respective transferees shall bear the economic
	and legal risks that any conveyance shall prove to be insufficient to vest in the transferee good
	and marketable title, free and clear of any Security Interest and (d) none of the New NGC Entities
	or the HII Entities (including their Affiliates) or any other Person makes any representation or
	warranty with respect to any information, documents or material made available in connection with
	the Separation or the Distribution, or the entering into of this Agreement or any Ancillary
	Agreement or the transactions contemplated hereby or thereby, except as expressly set forth in this
	Agreement or any Ancillary Agreement.
	     Section 2.7
	Treatment of Cash
	.
	          (a) Prior to the Distribution, each of the HII Entities shall make capital and other
	expenditures and operate its cash management, accounts payable and receivables collection systems
	in the ordinary course consistent with prior practice.
	          (b) From the date of this Agreement until the HII Contribution, NGC (prior to the Holding
	Company Reorganization) and New NGC (after the Holding Company Reorganization) shall be entitled to
	use, retain or otherwise dispose of all cash generated by the Shipbuilding Business and the
	Shipbuilding Assets in accordance with the ordinary course operation of NGCs and New NGCs
	respective cash management systems. All such cash shall be a Retained Asset.
	     Section 2.8
	Replacement of Credit Support
	.
	          (a) New NGC shall use reasonable best efforts to arrange, at its cost and expense and
	effective at or prior to the Distribution, the replacement of all Credit Support Instruments
	relating exclusively to the Retained Business and provided by or through NGC or any other member of
	the HII Group exclusively for the benefit of any member of the New NGC Group (the 
	New NGC
	Credit Support Instruments
	) with alternate arrangements that do not require any credit support
	from NGC or any other member of the HII Group, and shall use reasonable best efforts to obtain from
	the beneficiaries of such New NGC Credit Support Instruments written releases indicating that NGC
	or such other member of the HII Group will, effective upon the Distribution, have no liability with
	respect to such New NGC Credit Support Instruments. In the event that New NGC is unable to obtain
	any such alternative arrangements for any New NGC Credit Support Instrument prior to the
	Distribution, it shall have responsibility for the payment and performance of the obligations
	underlying such New NGC Credit Support Instrument.
	24
 
	 
	          (b) HII shall use reasonable best efforts to arrange, at its cost and expense and effective at
	or prior to the Distribution, the replacement of certain Credit Support Instruments identified on
	Schedule 2.8(b)
	relating to the Shipbuilding Business and provided by or through NGC or any
	member of the New NGC Group for the benefit of any member of the HII Group (other than NGC) (the
	
	HII Credit Support Instruments
	) with alternate arrangements that do not require any
	credit support from New NGC or any member of the New NGC Group, and shall use reasonable best
	efforts to obtain from the beneficiaries of such HII Credit Support Instruments written releases
	indicating that NGC or any member of the New NGC Group will, effective upon the Distribution, have
	no liability with respect to such HII Credit Support Instruments. In the event that HII is unable
	to obtain any such alternative arrangements for any HII Credit Support Instrument prior to the
	Distribution, it shall have responsibility for the payment and performance of the obligations
	underlying such HII Credit Support Instrument.
	ARTICLE III
	ACTIONS PENDING THE DISTRIBUTION
	     Section 3.1
	Actions Prior to the Distribution
	.
	          (a) Subject to the conditions specified in Section 3.2 and subject to Section 4.3, each of the
	parties shall use its reasonable best efforts to consummate the Distribution. Such actions shall
	include those specified in this Section 3.1.
	          (b) Prior to the Distribution, each of the parties will execute and deliver all Ancillary
	Agreements to which it is a party, and will cause the other New NGC Entities and HII Entities, as
	applicable, to execute and deliver any Ancillary Agreements to which such Persons are parties.
	          (c) Prior to the Distribution, HII shall mail the Information Statement to the Record Holders.
	          (d) HII shall prepare, file with the SEC and use its reasonable best efforts to cause to
	become effective any registration statements or amendments thereto required to effect the
	establishment of, or amendments to, any employee benefit and other plans necessary or appropriate
	in connection with the transactions contemplated by this Agreement or any of the Ancillary
	Agreements.
	          (e) Each of the parties shall take all such actions as may be necessary or appropriate under
	the securities or blue sky Laws of the states or other political subdivisions of the United States
	or of other foreign jurisdictions in connection with the Distribution.
	          (f) HII shall prepare and file, and shall use reasonable best efforts to have approved prior
	to the Distribution, an application for the listing on the NYSE of the HII Common Stock to be
	distributed in the Distribution, subject to official notice of listing.
	          (g) Prior to the Distribution, the existing directors of HII shall duly elect the individuals
	listed as members of the HII board of directors in the Information
	25
 
	 
	Statement, and such individuals shall become the members of the HII board of directors
	effective as of no later than immediately prior to the Distribution.
	          (h) Prior to the Distribution, New NGC shall deliver or cause to be delivered to HII the
	resignation from each applicable HII Entity, effective as of no later than immediately prior to the
	Distribution, of each individual who will be an employee of any New NGC Entity after the
	Distribution and who is an officer or director of any HII Entity immediately prior to the
	Distribution.
	          (i) Immediately prior to the Distribution, the Restated Certificate of Incorporation and
	Restated Bylaws of HII, each in substantially the form filed as an exhibit to the Form 10, shall be
	in effect.
	          (j) The parties shall, subject to Section 4.3, take all reasonable steps necessary and
	appropriate to cause the conditions set forth in Section 3.2 to be satisfied and to effect the
	Distribution on the Distribution Date.
	     Section 3.2
	Conditions to Distribution
	. The obligations of the parties to consummate
	the Distribution shall be conditioned on the satisfaction, or waiver by the Northrop Grumman Board,
	of the following conditions:
	          (a) The Northrop Grumman Board shall, in its sole and absolute discretion, have authorized and
	approved the Separation and the Distribution and not withdrawn such authorization and approval.
	          (b) The New NGC Board shall have declared the dividend of HII Common Stock to the Record
	Holders.
	          (c) Each Ancillary Agreement shall have been executed by each party thereto.
	          (d) The SEC shall have declared the Form 10 effective, no stop order suspending the
	effectiveness of the Form 10 shall be in effect, and no proceedings for such purpose shall be
	pending before or threatened by the SEC.
	          (e) The HII Common Stock shall have been accepted for listing on the NYSE or another national
	securities exchange approved by the Northrop Grumman Board, subject to official notice of issuance.
	          (f) The Internal Reorganization shall have been completed.
	          (g) New NGC shall have received the IRS Ruling and the Opinion, each of which shall remain in
	full force and effect, that the Holding Company Reorganization, the Internal Reorganization, and
	the Distribution will qualify for Tax-Free Status.
	          (h) HII shall have (i) entered into the HII Credit Facility, (ii) received the net proceeds
	from the HII Debt and (iii) made the HII Contribution.
	26
 
	 
	          (i) No order, injunction or decree that would prevent the consummation of the Distribution
	shall be threatened, pending or issued (and still in effect) by any Governmental Authority of
	competent jurisdiction, no other legal restraint or prohibition preventing the consummation of the
	Distribution shall be in effect, and no other event outside the control of Northrop Grumman shall
	have occurred or failed to occur that prevents the consummation of the Distribution.
	          (j) No other events or developments shall have occurred prior to the Distribution that, in the
	judgment of the Northrop Grumman Board, would result in the Distribution having a significant
	adverse effect on Northrop Grumman or the Northrop Grumman Stockholders.
	          (k) The actions set forth in Sections 3.1(c), (h) and (i) shall have been completed.
	          (l) HII shall have delivered to New NGC a certificate signed by the chief financial officer of
	HII, dated as of the Distribution Date, certifying that the HII Entities have complied with Section
	2.7(a).
	     The foregoing conditions may only be waived by the Northrop Grumman Board, in its sole and
	absolute discretion, are for the sole benefit of Northrop Grumman and shall not give rise to or
	create any duty on the part of the Northrop Grumman Board to waive or not waive such conditions or
	in any way limit the right of termination of this Agreement set forth in Article IX or alter the
	consequences of any such termination from those specified in Article IX. Any determination made by
	the Northrop Grumman Board prior to the Distribution concerning the satisfaction or waiver of any
	or all of the conditions set forth in this Section 3.2 shall be conclusive.
	ARTICLE IV
	THE DISTRIBUTION
	     Section 4.1
	The Distribution
	.
	          (a) HII shall cooperate with Northrop Grumman to accomplish the Distribution and shall, at the
	direction of Northrop Grumman, use its reasonable best efforts to promptly take any and all actions
	necessary or desirable to effect the Distribution. Each of the parties will provide, or cause the
	applicable member of its Group to provide, to the Agent all documents and information required to
	complete the Distribution.
	          (b) Subject to the terms and conditions set forth in this Agreement, (i) on or prior to the
	Distribution Date, for the benefit of and distribution to the Record Holders, New NGC will deliver
	to the Agent all of the issued and outstanding shares of HII Common Stock then owned by New NGC or
	any other New NGC Entity and book-entry authorizations for such shares and (ii) on the Distribution
	Date, New NGC shall instruct the Agent to distribute, by means of a
	pro rata
	dividend, to each
	Record Holder (or such Record Holders bank or brokerage firm on such Record Holders behalf)
	electronically, by direct registration in book-entry form, the number of whole shares of HII Common
	Stock
	27
 
	 
	to which such Record Holder is entitled based on the Distribution Ratio. The Distribution
	shall be effective at 12:01 a.m. Eastern time on the Distribution Date. On or as soon as
	practicable after the Distribution Date, the Agent will mail an account statement indicating the
	number of shares of HII Common Stock that have been registered in book-entry form in the name of
	each Record Holder.
	          (c) With respect to the shares of HII Common Stock remaining with the Agent 180 days after the
	Distribution Date, the Agent shall deliver any such shares as directed by HII, with the consent of
	New NGC (which consent shall not be unreasonably withheld or delayed).
	     Section 4.2
	Fractional Shares
	. The Agent and New NGC shall, as soon as
	practicable after the Distribution Date, (a) determine the number of whole shares and fractional
	shares of HII Common Stock allocable to each Record Holder, (b) aggregate all such fractional
	shares into whole shares and sell the whole shares obtained thereby in open market transactions at
	then-prevailing trading prices on behalf of Record Holders that would otherwise be entitled to
	fractional share interests and (c) distribute to each such Record Holder, or for the benefit of
	each beneficial owner of fractional shares, such Record Holders or beneficial owners ratable
	share of the net proceeds of such sales, based upon the average gross selling price per share of
	HII Common Stock after making appropriate deductions for any amount required to be withheld under
	applicable Tax Law and less any transfer Taxes. HII will be responsible for payment of any
	brokerage fees associated with such sales. The Agent, in its sole discretion, will determine the
	timing and method of selling such shares, the selling price of such shares and the broker-dealer to
	which such shares will be sold;
	provided
	,
	however
	, that the designated
	broker-dealer is not an Affiliate of New NGC or HII. Neither New NGC nor HII will pay any interest
	on the proceeds from the sale of such shares.
	     Section 4.3
	Sole Discretion of the Northrop Grumman Board and New NGC Board
	.
	Subject to the last sentence of this Section 4.3, the Northrop Grumman Board shall, in its sole and
	absolute discretion, determine the Distribution Date and all terms of the Distribution, including
	the form, structure and terms of any transactions and/or offerings to effect the Distribution and
	the timing of and conditions to the consummation thereof. In addition, and notwithstanding
	anything to the contrary set forth below, the Northrop Grumman Board, in its sole and absolute
	discretion, may at any time and from time to time until the Distribution decide to abandon the
	Distribution or modify or change the terms of the Distribution, including by accelerating or
	delaying the timing of the consummation of all or part of the Distribution. The New NGC Board
	shall determine the Record Date.
	ARTICLE V
	MUTUAL RELEASES; INDEMNIFICATION
	     Section 5.1
	Release of Pre-Distribution Claims
	.
	          (a) Except (i) as provided in Section 5.1(c), (ii) as may be otherwise provided in this
	Agreement or any Ancillary Agreement and (iii) for any matter for which
	any HII Indemnitee is entitled to indemnification pursuant to this Article V, effective as of
	28
 
	 
	the Distribution, HII does hereby, for itself and each other HII Entity and their respective
	Affiliates, predecessors, successors and assigns, and, to the extent HII legally may, all Persons
	that at any time prior or subsequent to the Distribution have been stockholders, directors,
	officers, members, agents or employees of HII or any other HII Entity (in each case, in their
	respective capacities as such), remise, release and forever discharge each New NGC Entity, their
	respective Affiliates, successors and assigns, and all Persons that at any time prior to the
	Distribution have been stockholders, directors, officers, members, agents or employees of New NGC
	or any other New NGC Entity (in each case, in their respective capacities as such), and their
	respective heirs, executors, administrators, successors and assigns, from any and all Liabilities
	whatsoever, whether at law or in equity, whether arising under any contract or agreement, by
	operation of law or otherwise, existing or arising from or relating to any acts or events occurring
	or failing to occur or alleged to have occurred or to have failed to occur or any conditions
	existing or alleged to have existed on or before the Distribution Date, whether or not known as of
	the Distribution Date, including any claims with respect to the sufficiency or condition of the
	Shipbuilding Assets or the allocation of Liabilities to the HII Group.
	          (b) Except (i) as provided in Section 5.1(c), (ii) as may be otherwise provided in this
	Agreement or any Ancillary Agreement and (iii) for any matter for which any New NGC Indemnitee is
	entitled to indemnification pursuant to this Article V, New NGC does hereby, for itself and each
	other New NGC Entity and their respective Affiliates, successors and assigns, and, to the extent
	New NGC legally may, all Persons that at any time prior to the Distribution have been stockholders,
	directors, officers, members, agents or employees of New NGC or any other New NGC Entity (in each
	case, in their respective capacities as such), remise, release and forever discharge each HII
	Entity, their respective Affiliates, successors and assigns, and all Persons that at any time prior
	to the Distribution have been stockholders, directors, officers, members, agents or employees of
	HII or any other HII Entity (in each case, in their respective capacities as such), and their
	respective heirs, executors, administrators, successors and assigns, from any and all Liabilities
	whatsoever, whether at law or in equity, whether arising under any contract or agreement, by
	operation of law or otherwise, existing or arising from any acts or events occurring or failing to
	occur or alleged to have occurred or to have failed to occur or any conditions existing or alleged
	to have existed on or before the Distribution Date, whether or not known as of the Distribution
	Date.
	          (c) Nothing contained in Section 5.1(a) or 5.1(b) shall impair any right of any Person to
	enforce this Agreement, any Ancillary Agreement, including the applicable Schedules hereto and
	thereto, or any arrangement that is not to terminate as of the Distribution, as specified in
	Section 2.3(b). Nothing contained in Section 5.1(a) or 5.1(b) shall release any Person from:
	               (i) any Liability provided in or resulting from any agreement among any New NGC Entities and
	any HII Entities that is not to terminate as of the Distribution, as specified in Section 2.3(b),
	or any other Liability that is not to terminate as of the Distribution, as specified in Section
	2.3(b);
	29
 
	 
	               (ii) any Liability, contingent or otherwise, assumed, transferred, assigned or allocated to
	the Group of which such Person is a member in accordance with, or any other Liability of any member
	of any Group under, this Agreement or any Ancillary Agreement; or
	               (iii) any Liability the release of which would result in the release of any Person other than
	a Person released pursuant to this Section 5.1; provided that the parties agree not to bring suit
	or permit any of their Subsidiaries to bring suit against any Person with respect to any Liability
	to the extent that such Person would be released with respect to such Liability by this Section 5.1
	but for the provisions of this clause (iii).
	          (d) HII shall not make, and shall not permit any other HII Entity to make, any claim or
	demand, or commence any Action asserting any claim or demand, including any claim for
	indemnification, against any New NGC Entity, or any other Person released pursuant to Section
	5.1(a), with respect to any Liabilities released pursuant to Section 5.1(a). New NGC shall not,
	and shall not permit any other New NGC Entity, to make any claim or demand, or commence any Action
	asserting any claim or demand, including any claim for indemnification, against any HII Entity, or
	any other Person released pursuant to Section 5.1(b), with respect to any Liabilities released
	pursuant to Section 5.1(b).
	          (e) At any time, at the request of any other party, each party shall cause each member of its
	respective Group to execute and deliver releases in form reasonably satisfactory to the other party
	reflecting the provisions of this Section 5.1.
	     Section 5.2
	Indemnification by HII and NGSB
	. Subject to Section 5.4, following the
	Distribution, HII and NGSB shall jointly and severally indemnify, defend and hold harmless New NGC,
	each New NGC Entity and each of their respective current, former and future directors, officers and
	employees, and each of the heirs, executors, successors and assigns of any of the foregoing
	(collectively, the 
	New NGC Indemnitees
	), from and against any and all Liabilities of the
	New NGC Indemnitees relating to, arising out of or resulting from any of the following items
	(without duplication):
	          (a) the Shipbuilding Liabilities; and
	          (b) any breach by any HII Entity of this Agreement or any of the Ancillary Agreements (other
	than the Tax Matters Agreement and the Ingalls Indemnity Agreement, which shall be subject to the
	provisions contained therein).
	     Section 5.3
	Indemnification by New NGC and NGSC
	. Subject to Section 5.4, following
	the Distribution, New NGC and NGSC shall jointly and severally indemnify, defend and hold harmless
	HII, each HII Entity and each of their respective current, former and future directors, officers
	and employees, and each of the heirs, executors, successors and assigns of any of the foregoing
	(collectively, the 
	HII Indemnitees
	), from and against any and all Liabilities of the HII
	Indemnitees relating to, arising out of or resulting from any of the following items (without
	duplication):
	          (a) the Retained Liabilities; and
	30
 
	 
	          (b) any breach by any New NGC Entity of this Agreement or any of the Ancillary Agreements
	(other than the Tax Matters Agreement and the Ingalls Indemnity Agreement, which shall be subject
	to the provisions contained therein).
	     Section 5.4
	Indemnification Obligations Net of Insurance Proceeds and Other Amounts
	.
	          (a) The parties intend that any Liability subject to indemnification or reimbursement pursuant
	to this Agreement will be net of Insurance Proceeds and other amounts received that actually reduce
	the amount of the Liability for which indemnification is sought. Accordingly, the amount which any
	party (an 
	Indemnifying Party
	) is required to pay to any Person entitled to
	indemnification or reimbursement under this Agreement (an 
	Indemnitee
	) will be reduced by
	any Insurance Proceeds and other amounts theretofore actually recovered by or on behalf of the
	Indemnitee in reduction of the related Liability. If an Indemnitee receives a payment (an
	
	Indemnity Payment
	) required by this Agreement from an Indemnifying Party in respect of
	any Liability and subsequently receives Insurance Proceeds or other amounts therefor, then the
	Indemnitee will promptly pay to the Indemnifying Party an amount equal to the excess of the
	Indemnity Payment received over the amount of the Indemnity Payment that would have been due if the
	Insurance Proceeds or other amounts had been received, realized or recovered before the Indemnity
	Payment was made.
	          (b) In the case of any Shared Liability, any Insurance Proceeds actually received, realized or
	recovered by any party in respect of the Shared Liability will be shared between the New NGC Group
	and the HII Group in accordance with their respective Applicable Proportions, regardless of which
	Group may actually receive, realize or recover such Insurance Proceeds.
	          (c) An insurer that would otherwise be obligated to defend or make payment in response to any
	claim shall not be relieved of the responsibility with respect thereto or, solely by virtue of the
	indemnification provisions hereof, have any subrogation rights with respect thereto, it being
	expressly understood and agreed that no insurer or any other third party shall be entitled to a
	windfall (i.e., a benefit it would not be entitled to receive in the absence of the
	indemnification provisions of this Agreement) by virtue of the indemnification provisions hereof.
	     Section 5.5
	Third-Party Claims
	.
	          (a) If an Indemnitee shall receive notice or otherwise learn of the assertion by a Person
	(including any Governmental Authority) that is not a New NGC Entity or a HII Entity of any claim
	(including environmental claims and demands or requests for investigation or remediation of
	contamination) or of the commencement by any such Person of any Action with respect to which an
	Indemnifying Party may be obligated to provide indemnification to such Indemnitee pursuant to this
	Agreement or any Ancillary Agreement (collectively, a 
	Third-Party Claim
	), such Indemnitee
	shall give such Indemnifying Party written notice thereof as soon as promptly practicable, but no
	later than 20 days after becoming aware of such Third-Party Claim. Any such notice shall
	31
 
	 
	describe the Third-Party Claim in reasonable detail and contain written correspondence
	received from the third party that relates to the Third-Party Claim. Notwithstanding the
	foregoing, the failure of any Indemnitee to give notice as provided in this Section 5.5(a) shall
	not relieve the related Indemnifying Party of its obligations under this Article V, except to the
	extent that such Indemnifying Party is prejudiced by such failure to give notice.
	          (b) With respect to any Third-Party Claim that is or may be a Shared Liability:
	               (i) If the Indemnifying Party receiving any notice pursuant to Section 5.5(a) or the
	Indemnitee believes that the Third-Party Claim is or may be a Shared Liability, such Indemnifying
	Party or Indemnitee may make a Determination Request within 30 days after the notice given by the
	Indemnitee to the Indemnifying Party pursuant to Section 5.5(a). Upon the making of a
	Determination Request, the applicable Indemnitee shall assume the defense of such Third-Party Claim
	until a determination as to whether such Third-Party Claim is a Shared Liability. In the event of
	such assumption of defense, such Indemnitee shall be entitled to reimbursement of all the costs and
	expenses of such defense once a final determination or acknowledgement is made that such Indemnitee
	is entitled to indemnification with respect to such Third-Party Claim;
	provided
	, that if
	such Third-Party Claim is determined to be a Shared Liability, such costs and expenses shall be
	shared as provided in Section 5.5(b)(ii). If it is determined by New NGC and HII or by the
	Allocation Committee that the Third-Party Claim is a Shared Liability, the Managing Party (as
	determined in accordance with Section 6.1(a)) shall assume the defense of such Third-Party Claim as
	soon as reasonably practicable following such determination.
	               (ii) A partys costs and expenses of assuming the defense of (subject to Section 5.5(b)(i)),
	and/or seeking to settle or compromise (subject to Section 5.5(b)(iv)), any Third-Party Claim that
	is a Shared Liability shall be included in the calculation of the amount of the applicable Shared
	Liability in determining the obligations of the parties with respect thereto pursuant to Section
	6.4.
	               (iii) The Managing Party shall consult with the Non-Managing Party prior to taking any action
	with respect to any Third-Party Claim that is a Shared Liability if the Managing Partys action
	could reasonably be expected to have a significant adverse impact (financial or non-financial) on
	the Non-Managing Party, including a significant adverse impact on the rights, obligations,
	operations, standing or reputation of the Non-Managing Party (or its Subsidiaries or Affiliates),
	and the Managing Party shall not take such action without the prior written consent of the
	Non-Managing Party, which consent shall not be unreasonably withheld or delayed.
	               (iv) The Managing Party shall promptly give notice to the Non-Managing Party regarding the
	substance of any settlement related discussions with respect to any Third-Party Claim that is a
	Shared Liability if (A) the Non-Managing Party is required to share in any significant aspect of
	the costs and expenses, proceeds or obligations resulting from such settlement or (B) the
	settlement can reasonably be expected to have a significant impact (financial or nonfinancial) on
	the Non-Managing Party. In
	32
 
	 
	such instances, the Managing Party shall not settle such Third-Party Claim without the prior
	written consent of the Non-Managing Party, which consent shall not be unreasonably withheld or
	delayed.
	          (c) With respect to any Third-Party Claim that is not a Shared Liability:
	               (i) Unless the parties otherwise agree, within 30 days after the receipt of notice from an
	Indemnitee in accordance with Section 5.5(a), an Indemnifying Party shall defend (and, unless the
	Indemnifying Party has specified any reservations or exceptions, may seek to settle or compromise),
	at such Indemnifying Partys own cost and expense and by such Indemnifying Partys own counsel, any
	Third-Party Claim that is not a Shared Liability. The applicable Indemnitee shall have the right
	to employ separate counsel and to participate in (but not control) the defense, compromise, or
	settlement thereof, but the fees and expenses of such counsel shall be the expense of such
	Indemnitee. Notwithstanding the foregoing, the Indemnifying Party shall be liable for the fees and
	expenses of counsel employed by the Indemnitee (A) for any period during which the Indemnifying
	Party has not assumed the defense of such Third-Party Claim (other than during any period in which
	the Indemnitee shall have failed to give notice of the Third-Party Claim in accordance with Section
	5.5(a)) or (B) to the extent that such engagement of counsel is as a result of a conflict of
	interest, as reasonably determined by the Indemnitee acting in good faith.
	               (ii) No Indemnifying Party shall consent to entry of any judgment or enter into any settlement
	of any Third-Party Claim that is not a Shared Liability without the consent of the applicable
	Indemnitee;
	provided
	,
	however
	, that such Indemnitee shall be required to consent to
	such entry of judgment or to such settlement that the Indemnifying Party may recommend if the
	judgment or settlement (A) contains no finding or admission of any violation of Law or any
	violation of the rights of any Person, (B) involves only monetary relief which the Indemnifying
	Party has agreed to pay and could not reasonably be expected to have a significant adverse impact
	(financial or non-financial) on the Indemnitee, including a significant adverse impact on the
	rights, obligations, operations, standing or reputation of the Indemnitee (or any of its
	Subsidiaries or Affiliates), and (C) includes a full and unconditional release of the Indemnitee.
	Notwithstanding the foregoing, in no event shall an Indemnitee be required to consent to any entry
	of judgment or settlement if the effect thereof is to permit any injunction, declaratory judgment,
	other order or other nonmonetary relief to be entered, directly or indirectly, against any
	Indemnitee.
	          (d) Whether or not the Indemnifying Party assumes the defense of a Third-Party Claim, no
	Indemnitee shall admit any liability with respect to, or settle, compromise or discharge, such
	Third-Party Claim without the Indemnifying Partys prior written consent, which consent shall not
	be unreasonably withheld or delayed.
	          (e) Notwithstanding anything to the contrary in this Section 5.5 or in Article VI, the
	additional provisions of the Litigation Management Agreement shall govern with respect to all
	Third-Party Claims (including Shared Actions) specifically set forth therein or covered by the
	terms thereof, and the Litigation Management Agreement shall
	33
 
	 
	control over any inconsistent provisions of this Section 5.5 and Article VI as to such
	Third-Party Claims.
	     Section 5.6
	Additional Matters
	.
	          (a) Any claim on account of a Liability that does not result from a Third-Party Claim shall be
	timely asserted by written notice given by the Indemnitee to the related Indemnifying Party. Such
	Indemnifying Party shall have a period of 30 days after the receipt of such notice within which to
	respond thereto. If such Indemnifying Party does not respond within such 30-day period, such
	Indemnifying Party shall be deemed to have refused to accept responsibility to make payment. If
	such Indemnifying Party does not respond within such 30-day period or rejects such claim in whole
	or in part, such Indemnitee shall be free to pursue remedies as specified by this Agreement and the
	Ancillary Agreements.
	          (b) In the event of payment by or on behalf of any Indemnifying Party to any Indemnitee in
	connection with any Third-Party Claim, such Indemnifying Party shall be subrogated to and shall
	stand in the place of such Indemnitee as to any events or circumstances in respect of which such
	Indemnitee may have any right, defense or claim relating to such Third-Party Claim against any
	claimant or plaintiff asserting such Third-Party Claim or against any other Person. Such
	Indemnitee shall cooperate with such Indemnifying Party in a reasonable manner, and at the cost and
	expense of such Indemnifying Party, in prosecuting any subrogated right, defense or claim.
	          (c) In the event of an Action in which the Indemnifying Party is not a named defendant, if
	either the Indemnitee or the Indemnifying Party shall so request, the parties shall endeavor to
	substitute the Indemnifying Party for the named defendant, if reasonably practicable. If such
	substitution or addition cannot be achieved or is not requested, the named defendant shall allow
	the Indemnifying Party to manage the Action as set forth in this Agreement and the Litigation
	Management Agreement and the Indemnifying Party shall fully indemnify the named defendant against
	all costs of defending the Action (including court costs, sanctions imposed by a court, attorneys
	fees, experts fees and all other external expenses, and the allocated costs of in-house counsel
	and other personnel), the costs of any judgment or settlement, and the cost of any interest or
	penalties relating to any judgment or settlement.
	     Section 5.7
	Remedies Cumulative
	. The remedies provided in this Article V shall be
	cumulative and shall not preclude assertion by any Indemnitee of any other rights or the seeking of
	any and all other remedies against any Indemnifying Party.
	     Section 5.8
	Survival of Indemnities
	. The rights and obligations of each of New NGC,
	NGSC, HII, NGSB and their respective Indemnitees under this Article V shall survive the sale or
	other transfer by any party of any Assets or businesses or the assignment by it of any Liabilities.
	     Section 5.9
	Limitation on Liability
	. Except as may expressly be set forth in this
	Agreement, none of New NGC, NGSC, HII, NGSB or any other member of either Group
	34
 
	 
	shall in any event have any Liability to the other or to any other member of the others
	Group, or to any other New NGC Indemnitee or HII Indemnitee, as applicable, under this Agreement
	(a) to the extent that any such Liability resulted from any willful violation of Law or fraud by
	the party seeking indemnification or (b) for any indirect, punitive or consequential damages.
	Notwithstanding the foregoing, the provisions of this Section 5.9 shall not limit an Indemnifying
	Partys indemnification obligations with respect to any Liability that any Indemnitee may have to
	any third party not affiliated with any member of the New NGC Group or the HII Group.
	ARTICLE VI
	SHARED GAINS AND SHARED LIABILITIES
	     Section 6.1
	Managing Party
	.
	          (a) With respect to any Shared Gain or Shared Liability, either HII or New NGC shall be the
	
	Managing Party
	. With respect to any Shared Gain identified on
	Schedule 1.1(a)(2)
	or any Shared Liability identified on
	Schedule 1.1(a)(1)
	, the Managing Party shall be the
	party with the higher Applicable Proportion as set forth on such Schedule, and, with respect to
	specified Shared Actions under the Litigation Management Agreement, the Managing Party shall be as
	set forth therein. In all other cases, the Managing Party shall be selected by the Allocation
	Committee in accordance with Sections 6.1(b) and 6.2.
	          (b) In determining which party shall be the Managing Party, the Allocation Committee shall
	consider as the primary factor in such a determination which party is subject to the greater
	financial, operational and reputational risk or exposure in connection with such Shared Gain or
	Shared Liability, including the relative Applicable Proportion of each Group with respect to such
	Shared Gain or Shared Liability. The Allocation Committee shall also consider such other factors
	as the Allocation Committee deems appropriate, including if applicable, which party has control
	over the potentially relevant documentation and possible witnesses with respect to such Shared Gain
	or Shared Liability.
	     Section 6.2
	Allocation Committee
	.
	          (a) New NGC and HII will form the Allocation Committee for the following purposes:
	               (i) resolving whether (A) any claim or right is a Shared Gain or (B) any Liability is a Shared
	Liability, in each case if not otherwise agreed between New NGC and HII;
	               (ii) except with respect to the matters described on
	Schedule 1.1(a)(1)
	or
	Schedule 1.1(a)(2)
	, determining the Applicable New NGC Proportion and the Applicable HII
	Proportion of any Shared Gains and Shared Liabilities; and
	35
 
	 
	               (iii) determining whether HII or New NGC shall be the Managing Party of any Shared Gain or
	Shared Liability.
	          (b) New NGC and HII shall refer (i) any Shared Liability not identified on
	Schedule
	1.1(a)(1)
	and any Shared Gain not identified on
	Schedule 1.1(a)(2)
	or in the Litigation
	Management Agreement to the Allocation Committee to determine the Applicable New NGC Proportion and
	the Applicable HII Proportion of such Shared Gain or Shared Liability, and the Managing Party of
	such Shared Gain or Shared Liability, and (ii) any potential Shared Gains or Shared Liabilities
	that New NGC and HII are not able to agree are Shared Gains or Shared Liabilities to the Allocation
	Committee for resolution of the status thereof. If the Allocation Committee reaches a
	determination (which shall be made within 30 days after such referral on a matter submitted to the
	Allocation Committee by any of New NGC or HII), then that determination shall be binding on New NGC
	and HII and their respective successors and assigns.
	          (c) In the event that the Allocation Committee cannot reach a determination within 30 days
	after the referral pursuant to Section 6.2(b) as to (i) the appropriate allocation of Shared Gains
	or Shared Liabilities between the New NGC Group and the HII Group, (ii) the nature or status of any
	such Shared Liabilities or Shared Gains or (iii) the Managing Party of any such Shared Liabilities
	or Shared Gains or any other matter under consideration by the Allocation Committee, then the
	procedures set forth in Article X of this Agreement shall govern.
	     Section 6.3
	Shared Gains
	.
	          (a) If either HII or New NGC becomes aware of any claim or right that may reasonably be
	expected to be a Shared Gain, it shall notify the other party in writing as soon as promptly
	practicable, but no later than 20 days after becoming aware of such potential Shared Gain, which
	notice shall describe the potential Shared Gain in reasonable detail. Such other party may make a
	Determination Request within 30 days after receipt of such notice.
	          (b) Any benefit that may be received from any Shared Gain shall be shared between New NGC and
	HII in proportion to the Applicable New NGC Proportion and the Applicable HII Proportion,
	respectively, and shall be paid in accordance with Section 6.5. The Managing Party of any Shared
	Gain shall have the authority to commence, prosecute, settle, manage, waive, release, discharge and
	otherwise determine all matters with respect to such Shared Gain. The Non-Managing Party of such
	Shared Gain shall not take, or permit any member of its Group to take, any action (including
	commencing any claim) that would interfere with such rights and powers of the Managing Party,
	except as required by applicable Law or contract (in which case the Non-Managing Party shall
	provide advance notice of such action to the Managing Party and shall give the Managing Party the
	opportunity to consult with respect to such action). The Managing Party of such Shared Gain shall
	use its reasonable best efforts to notify the Non-Managing Party promptly in the event that it
	commences an Action with respect to a Shared Gain. The Managing Party of any Shared Gain may elect
	not to pursue such Shared Gain for any reason whatsoever (including a different assessment of the
	merits of any Action, claim or
	36
 
	 
	right than the other party or any business reasons that are in the
	best interests of the Managing Party or a member of the Managing Partys Group, without regard to
	the best interests of any member of the other Group) and no member of the Managing Partys
	Group with a majority interest in such Shared Gain shall have any liability to any Person
	(including any member of the other Group) as a result of any such determination. In the event that
	the Managing Party of any Shared Gain elects not to pursue such Shared Gain, the Non-Managing Party
	may request in writing to the Managing Party that the Non-Managing Party have the right to pursue
	such Shared Gain on behalf of the Non-Managing Party and the Managing Party (in which case, the
	Non-Managing Party shall be treated as the Managing Party for purposes of such Shared Gain);
	provided
	,
	however
	, that the Managing Party may refuse such request in its sole
	discretion.
	          (c) Upon the making of a Determination Request, New NGC alone may, but shall not be obligated
	to, commence prosecution or other assertion of the claim or right that is subject to such
	Determination Request pending resolution of the status of such claim or right. In the event that
	New NGC commences any such prosecution or assertion and, upon resolution of the Determination
	Request, it is determined hereunder that any such claim or right of HII is not a Shared Gain or
	that HII is the Managing Party of such Shared Gain, New NGC shall discontinue the prosecution or
	assertion of such claim or right and transfer the control thereof to HII as soon as reasonably
	practicable. In such event, if HII elects not to continue the prosecution of such claim or right,
	HII will reimburse New NGC for all costs and expenses incurred prior to resolution of such dispute
	in the prosecution or assertion of such claim or right.
	     Section 6.4
	Shared Liabilities
	. Each of New NGC and HII shall be responsible for its
	Applicable Proportion of any Shared Liability. The Managing Party shall be responsible for
	managing, and shall have the authority to manage, the defense or prosecution, as applicable, and
	resolution of a Shared Liability. It shall not be a defense to any obligations by any party to pay
	any amount in respect of any Shared Liability that such party was not consulted in the response to
	or defense thereof (except to the extent such consultation was required under this Agreement or the
	Litigation Management Agreement), that such partys views or opinions as to the conduct of such
	response to or defense or the reasonableness of any settlement were not accepted or adopted, that
	such party does not approve of the quality or manner of the response to or defense thereof or that
	such Shared Liability was incurred by reason of a settlement rather than by a judgment or other
	determination of liability (even if, subject to Section 5.5(b)(iv) and the applicable provisions of
	the Litigation Management Agreement, such settlement was effected without the consent or over the
	objection of such party).
	     Section 6.5
	Payments
	. Any amount owed in respect of (a) any Shared Liabilities
	(including reimbursement for the cost or expense of defense of any Third-Party Claim that is a
	Shared Liability) or (b) any Shared Gains (including reimbursement for the costs or expenses to
	commence, prosecute or settle matters with respect to a Shared Gain), pursuant to this Article VI
	shall be remitted within 30 days after the party entitled to such amount provides an invoice
	(including reasonable supporting information with respect thereto) to the party owing such amount;
	provided
	,
	however
	, that the Applicable
	37
 
	 
	Proportion of any amounts recovered with
	respect to any Shared Gain or Shared Liability shall be payable within 30 days after receipt
	thereof by the party recovering such amount.
	ARTICLE VII
	EXCHANGE OF INFORMATION; CONFIDENTIALITY
	     Section 7.1
	Agreement for Exchange of Information
	.
	          (a) Except in the case of an adversarial Action or threatened adversarial Action related to a
	request hereunder by any member of either the New NGC Group or the HII Group against any member of
	the other Group (which shall be governed by such discovery rules as may be applicable thereto), and
	subject to Section 7.1(b), each of New NGC and HII, on behalf of the members of its respective
	Group, shall use reasonable best efforts to provide (except as otherwise provided in this Agreement
	or any Ancillary Agreement, at the sole cost and expense of the requesting party), or cause to be
	provided, to the other Group, at any time before or after the Distribution, as soon as reasonably
	practicable after written request therefor, any Information in the possession or under the control
	of the members of such respective Group that the requesting party reasonably requests (i) in
	connection with reporting, disclosure, filing or other requirements imposed on the requesting party
	(including under applicable securities, defense contracting or Tax Laws) by a Governmental
	Authority having jurisdiction over the requesting party, (ii) for use in any other judicial,
	regulatory, administrative, Tax, insurance or other proceeding or in order to satisfy audit,
	accounting, claims, regulatory, investigation, litigation, Tax or other similar requirements, or
	(iii) to comply with its obligations under this Agreement or any Ancillary Agreement. The
	receiving party shall use any Information received pursuant to this Section 7.1(a) solely to the
	extent reasonably necessary to satisfy the applicable obligations or requirements described in the
	immediately preceding sentence and shall otherwise take reasonable steps to protect such
	Information. Nothing in this Section 7.1 shall be construed as obligating a party to create
	Information not already in its possession or control.
	          (b) In the event that any party determines that the exchange of any Information pursuant to
	Section 7.1(a) is reasonably likely to violate any Law or binding agreement, or waive or jeopardize
	any attorney-client privilege, or attorney work product protection, such party shall not be
	required to provide access to or furnish such Information to the other party;
	provided
	,
	however
	, that the parties shall take all reasonable measures to permit compliance with
	Section 7.1(a) in a manner that avoids any such harm or consequence. New NGC and HII intend that
	any provision of access to or the furnishing of Information that would otherwise be within the
	ambit of any legal privilege shall not operate as a waiver of such privilege.
	          (c) After the Distribution, each of New NGC and HII shall maintain in effect systems and
	controls reasonably intended to enable the members of the other Group to satisfy their respective
	known reporting, accounting, disclosure, audit and other obligations.
	38
 
	 
	     Section 7.2
	Ownership of Information
	. Any Information owned by a member of one Group
	that is provided to a requesting party pursuant to Section 7.1 shall be deemed to remain the
	property of the providing party. Except as specifically set forth herein, nothing
	contained in this Agreement shall be construed as granting or conferring rights of license or
	otherwise in any such Information.
	     Section 7.3
	Compensation for Providing Information
	. The party requesting Information
	pursuant to Section 7.1 agrees to reimburse the party providing such Information for the reasonable
	costs, if any, of creating, gathering and copying such Information, to the extent that such costs
	are incurred for the benefit of the requesting party. Except as may be otherwise specifically
	provided elsewhere in this Agreement or in any other agreement between the parties, such costs
	shall be computed in accordance with the providing partys standard methodology and procedures.
	     Section 7.4
	Record Retention
	. Except for the matters addressed specifically in
	Section 8.7, to facilitate the possible exchange of Information pursuant to this Article VII and
	other provisions of this Agreement from and after the Distribution, each of the parties agrees to
	use reasonable best efforts to retain all Information in accordance with its record retention
	policy as in effect immediately prior to the Distribution or as modified in good faith thereafter;
	provided
	,
	however
	, that to the extent any Ancillary Agreement provides for a longer
	period of retention of certain Information, such longer period shall control. Each party agrees to
	retain any Information that, prior to the Distribution, is subject to a subpoena or a do not
	destroy notice issued by NGC or any of its Subsidiaries prior to the Distribution until such
	subpoena or notice is no longer applicable to such Information.
	     Section 7.5
	Limitation of Liability
	. No party shall have any liability to any other
	party in the event that any Information exchanged or provided pursuant to this Agreement that is an
	opinion, estimate or forecast, or that is based on an opinion, estimate or forecast, is found to be
	inaccurate, in the absence of willful misconduct by the party providing such Information. No party
	shall have any liability to any other party if any Information is destroyed after reasonable best
	efforts by such party to comply with the provisions of Section 7.4.
	     Section 7.6
	Other Agreements Providing for Exchange of Information
	. The rights and
	obligations granted under this Article VII shall be subject to any specific limitations,
	qualifications or additional provisions on the sharing, exchange or confidential treatment of
	Information set forth in any Ancillary Agreement.
	     Section 7.7
	Cooperation
	.
	          (a) From and after the Distribution, except in the case of an adversarial Action or threatened
	adversarial Action by any member of either the New NGC Group or the HII Group against any member of
	the other Group (which shall be governed by such discovery rules as may be applicable thereto),
	each party, upon reasonable written request of the other party, shall use reasonable efforts to
	cooperate and consult in good faith with the other party to the extent such cooperation and
	consultation is reasonably necessary with respect to (i) any Action, (ii) this Agreement or any of
	the Ancillary Agreements or any of
	39
 
	 
	the transactions contemplated hereby or thereby or (iii) any
	audit, investigation or any other legal requirement, and, upon reasonable written request of the
	other party, shall use reasonable efforts to make available to such other party the former, current
	and future
	directors, officers, employees, other personnel and agents of the members of its respective
	Group (whether as witnesses or otherwise).
	          (b) Notwithstanding the foregoing, Section 7.7(a) shall not require a party to take any step
	that would significantly interfere, or that such party reasonably determines could significantly
	interfere, with its business.
	          (c) Except in the case of any Assigned Action or Shared Action, the requesting party shall
	bear all costs and expenses in connection therewith.
	          (d) The obligations set forth in this Section 7.7 shall survive until the tenth anniversary
	thereof, except in the case of any Assigned Action or Shared Action, in which case such obligations
	shall survive until the final resolution of such Actions.
	     Section 7.8
	Confidentiality
	.
	          (a) Except as provided in Section 8.7 and subject to Section 7.9, each of New NGC and HII, on
	behalf of itself and each member of its Group, shall hold, and shall cause its respective
	directors, officers, employees, agents, accountants, counsel and other advisors and representatives
	to hold, in strict confidence and not release or disclose, with at least the same degree of care,
	but no less than a reasonable degree of care, that it applies to its own business sensitive and
	proprietary information, all Information concerning the other Group or its business that is either
	in its possession (including Information in its possession prior to the Distribution) or furnished
	by any member of such other Group or its respective directors, officers, employees, agents,
	accountants, counsel and other advisors and representatives at any time pursuant to this Agreement,
	any Ancillary Agreement or otherwise, and shall not use any such Information other than for such
	purposes as shall be expressly permitted hereunder or thereunder, except, in each case, to the
	extent that such Information is (i) in the public domain through no fault of such party or any
	member of such Group or any of their respective directors, officers, employees, agents,
	accountants, counsel and other advisors and representatives, (ii) later lawfully acquired from
	other sources by such party (or any member of such partys Group), which sources are not themselves
	bound by a confidentiality obligation, or (iii) independently generated without reference to any
	proprietary or confidential Information of the disclosing party or its Group.
	          (b) Except as provided in Section 8.7, no receiving party shall release or disclose, or permit
	to be released or disclosed, any such Information concerning the other Group to any other Person,
	except its directors, officers, employees, agents, accountants, counsel and other advisors and
	representatives who need to know such Information (who shall be advised of their obligations
	hereunder with respect to such Information), except in compliance with Section 7.9. Without
	limiting the foregoing, when any Information concerning the other Group or its business is no
	longer needed for the purposes contemplated by this Agreement or any Ancillary Agreement, each
	disclosing party will,
	40
 
	 
	promptly after the request of the receiving party, either return to the
	disclosing party all Information in a tangible form (including all copies thereof and all notes,
	extracts or
	summaries based thereon) or certify to the disclosing party that it has destroyed such
	Information (and such copies thereof and such notes, extracts or summaries based thereon).
	     Section 7.9
	Protective Arrangements
	. Except as provided in Section 8.7, in the event
	that any party or any member of its Group either determines on the advice of its counsel that it
	should disclose any Information pursuant to applicable Law or receives any demand under lawful
	process or from any Governmental Authority or properly constituted arbitral authority to disclose
	or provide Information of any other party (or any member of any other partys Group) that is
	subject to the confidentiality provisions hereof, the Person required to disclose the Information
	shall give the applicable Person prompt, and to the extent reasonably practicable, prior written
	notice of such disclosure and an opportunity to contest such disclosure, and shall use reasonable
	best efforts to cooperate, at the expense of the requesting Person, in seeking any reasonable
	protective arrangements requested by such Person. In the event that such appropriate protective
	arrangement or order or other remedy is not obtained, the Person that is required to disclose such
	Information shall furnish, or cause to be furnished, only that portion of such Information that is
	legally required to be disclosed and shall use reasonable best efforts to ensure that confidential
	treatment is accorded such Information. This Section 7.9 shall not apply to the disclosure of any
	Information to any Governmental Authority that is reasonably necessary to respond to any inquiry by
	any Governmental Authority.
	ARTICLE VIII
	FURTHER ASSURANCES AND ADDITIONAL COVENANTS
	     Section 8.1
	Further Assurances
	.
	          (a) In addition to the actions specifically provided for elsewhere in this Agreement, each of
	the parties shall use its reasonable best efforts, prior to, on and after the Distribution Date, to
	take, or cause to be taken, all actions, and to do, or cause to be done, all things, reasonably
	necessary, proper or advisable under applicable Law, regulations and agreements to consummate and
	make effective the transactions contemplated by this Agreement and the Ancillary Agreements.
	          (b) Without limiting the foregoing, prior to, on and after the Distribution Date, each party
	shall cooperate with the other parties, and without any further consideration, but at the expense
	of the requesting party, to (i) execute and deliver, or use its reasonable best efforts to cause to
	be executed and delivered, all instruments, including any instruments of conveyance, assignment and
	transfer as such party may be reasonably requested to execute and deliver to the other party, (ii)
	make, or cause to be made, all filings with, and to obtain, or cause to be obtained, all consents,
	approvals or authorizations of, any Governmental Authority or any other Person under any permit,
	license, agreement, indenture or other instrument, (iii) seek, obtain, or cause to be obtained, any
	Governmental Approvals or other Consents required to effect the Separation or the Distribution and
	(iv) take all such other actions as such party may reasonably be requested to take by any other
	party from time to time, consistent with the terms of this
	41
 
	 
	Agreement and the Ancillary Agreements,
	in order to effectuate the provisions and purposes of this Agreement and the Ancillary Agreements
	and the transfers of the
	Shipbuilding Assets and the Retained Assets and the assignment and assumption of the
	Shipbuilding Liabilities and the Retained Liabilities and the other transactions contemplated
	hereby and thereby. Without limiting the foregoing, each party will, at the reasonable request,
	cost and expense of any other party, take such other actions as may be reasonably necessary to vest
	in such other party good and marketable title, if and to the extent it is practicable to do so.
	          (c) On or prior to the Distribution Date, New NGC and HII in their respective capacities as
	direct and indirect stockholders of their respective Subsidiaries, shall each ratify any actions
	that are reasonably necessary or desirable to be taken by New NGC and HII or any other Subsidiary
	of New NGC, as the case may be, to effectuate the transactions contemplated by this Agreement.
	          (d) The parties agree to cooperate, both prior to and after the Distribution, and use
	reasonable best efforts to take all acts reasonably necessary to accomplish the registration and
	transfer, to the extent transferable and to the extent that any registration or transfer is
	required in connection with the Distribution, of any export or import license, permit, technical
	assistance agreement, manufacturing license agreement and other authorization utilized by either
	Group, including those granted under the U.S. International Traffic in Arms Regulations, the U.S.
	Export Administration Regulations, the U.S. Customs and Border Protection Regulation and foreign
	export/import Laws, as applicable.
	     Section 8.2
	Amendment to NGC Certificate of Incorporation
	. As promptly as practicable
	(and in any event within five Business Days) after the Holding Company Reorganization, NGC shall
	approve an amendment to its Certificate of Incorporation (as amended in the Holding Company
	Reorganization) to eliminate the requirement for the Northrop Grumman Stockholders to approve
	certain actions by or involving NGC as required by Section 251(g) of the Delaware General
	Corporation Law (the 
	NGC Charter Amendment
	) and obtain the approval of HII, as sole
	stockholder of NGC, of the NGC Charter Amendment. New NGC shall use its reasonable best efforts to
	(a) include in the proxy statement for the 2012 annual meeting of Northrop Grumman Stockholders (or
	any earlier meeting of such stockholders as determined by the Northrop Grumman Board) a proposal to
	approve the NGC Charter Amendment (the 
	NGC Charter Amendment Proposal
	), along with a
	recommendation of the Northrop Grumman Board that Northrop Grumman Stockholders approve the NGC
	Charter Amendment Proposal, and (b) solicit the approval of the Northrop Grumman Stockholders of
	the NGC Charter Amendment Proposal. In the event that the NGC Charter Amendment Proposal is not
	approved at such annual meeting, New NGC shall use its reasonable best efforts to obtain the
	approval of the NGC Charter Amendment Proposal at each subsequent annual meeting of Northrop
	Grumman Stockholders until such approval is obtained.
	     Section 8.3
	Credit Support
	. Upon a Change of Control Triggering Event prior to the
	fifth anniversary of the Distribution, HII promptly shall provide notice to New NGC describing in
	reasonable detail the circumstances surrounding the Change of Control
	42
 
	 
	Triggering Event.
	Immediately after such Change of Control Triggering Event, HII shall provide credit support in the
	form of one or more standby letters of credit in an amount
	equal to $250 million (the other terms and provisions of which shall be reasonably
	satisfactory to New NGC) to support HIIs obligations under Section 5.2.
	     Section 8.4
	Non-Compete
	.
	          (a) For a period of one year following the Distribution, HII shall not, and shall cause the
	other members of the HII Group not to, directly or indirectly through any Person or contractual
	arrangement, whether independently or as part of a team, compete in any way against any member of
	the New NGC Group or the Team for any work covered by the solicitation described on
	Schedule
	8.4(a)
	(the 
	Solicitation
	) and shall not take any steps to join any team that is
	competing or will compete against any member of the New NGC Group or the Team for any of the work
	covered by the Solicitation.
	          (b) After the Distribution, New NGC shall cause NGTS to in good faith (i) endeavor to modify
	the Teaming Agreement to make clear that, except with respect to the restrictions set forth in
	Section 8.4(a), there are no restrictions on any member of the HII Group and (ii) consider NGSB and
	its Subsidiaries as a potential subcontractor to the Team for work covered by the Solicitation.
	     Section 8.5
	Intercompany Work Orders
	.
	Schedule 8.5
	sets forth certain
	intercompany work orders (
	IWOs
	) that will be terminated in accordance with Section 2.3.
	Immediately after the Distribution, NGSB shall issue to NGSC, or such other member of the New NGC
	Group designated on
	Schedule 8.5
	and NGSC shall issue to NGSB, or such other member of the
	HII Group designated on
	Schedule 8.5
	, as applicable, letter subcontracts for the
	performance of follow-on work to be performed for the applicable terminated IWOs, as each of the
	parties shall then deem appropriate (such letter agreements, 
	Letter Subcontracts
	). Each
	Letter Subcontract shall contain sufficient terms, conditions and rights to permit the designated
	member of the New NGC Group or the HII Group, as applicable, to perform and be compensated for work
	performed pending the negotiation of definitive subcontract agreements between the parties with
	what it concludes is appropriate protection. Following the Distribution, the parties shall
	negotiate, in good faith, to reach agreement on final price, statement of work, schedule and terms
	and conditions of definitive subcontracts for the terminated IWOs. The additional provisions set
	forth on
	Schedule 8.5
	shall apply with respect to the Letter Subcontracts.
	     Section 8.6
	IDIQ Vehicles
	. The New NGC Group shall use reasonable efforts to continue
	to make the IDIQ (Indefinite Delivery Indefinite Quantity) vehicles listed on
	Schedule 8.6
	available for the benefit of the HII Group on the terms set forth on
	Schedule 8.6
	, for the
	period that begins on the date of the Distribution until the earlier of (a) the date that is 12
	months after the date of the Distribution and (b) the date that the HII Group obtains its own such
	vehicles. The additional provisions set forth on
	Schedule 8.6
	shall apply with respect to
	such IDIQ vehicles.
	43
 
	 
	     Section 8.7
	Government Contract Matters
	.
	          (a) For the purposes of this Section 8.7 only, the following definitions apply:
	               (i) 
	Allowable Cost Audit
	 means any Defense Contract Audit Agency or other
	Governmental Authority audit or other negotiations with contracting officers of any Governmental
	Authority, with respect to any period (or portion thereof) ending at or prior to the Distribution.
	               (ii) 
	Settlement Asset
	 means a net increase in assets due to the final agreement of
	claims or rights arising out of the settlement of an Allowable Cost Audit, including: (A) final
	indirect cost and rates for government contracts; (B) Cost Accounting Standards (CAS) matters; (C)
	defective pricing matters; or (D) advance agreements with the U.S. Government.
	               (iii) 
	Settlement Liability
	 means a net liability due to the final agreement of
	claims or rights arising out of the settlement of an Allowable Cost Audit, including: (A) final
	indirect cost and rates for government contracts; (B) Cost Accounting Standards (CAS) matters; (C)
	defective pricing matters; or (D) advance agreements with the U.S. Government.
	A Settlement Asset or Settlement Liability shall be computed as the total impact on the net amount
	to be paid or received upon final contract settlement, including direct and indirect costs, fees
	and profits. Where Settlement Assets and Settlement Liabilities arise from the settlement of an
	Allowable Cost Audit, the baseline costs for calculating Settlement Assets and Settlement
	Liabilities shall be the costs included in Inter-company Accounting Transfers (IATs) for periods
	through the Distribution Date.
	          (b)
	Shipbuilding Business Cost and Pricing Pre-Distribution
	. HII is responsible for
	the settlement of and the consequences of any Settlement Assets or Settlement Liabilities
	associated with costs and pricing incurred prior to the Distribution by the Shipbuilding Business
	for government contracts, including those arising from Allowable Cost Audits for work in support of
	other NGC entities, but not including those Settlement Assets and Settlement Liabilities covered by
	Section 8.7(c).
	          (c)
	New NGC Cost and Pricing Pre-Distribution
	. New NGC is responsible for the
	settlement of and the consequences of any Settlement Assets and Settlement Liabilities relating to
	NGC matters associated with and allocable to government contracts with any member of the HII Group
	arising out of:
	               (i) the settlement of final direct and indirect cost rates for costs incurred by NGC prior to
	the Distribution, including: corporate office expenses, group insurance, post-retirement benefits,
	pensions, state taxes, insurance, deferred compensation, environmental costs, legal, internal
	audit, enterprise shared services (ESS) costs, information technology services (ITS), and the
	settlement of IWOs and other costs incurred by NGC prior to the Distribution;
	44
 
	 
	               (ii) Cost Accounting Standards (CAS) Settlement Assets or Settlement Liabilities for
	allocations made by NGC prior to the Distribution, contracts priced or based upon projected NGC
	incurred costs prior to the Distribution, or resulting from an Allowable Cost Audit;
	               (iii) defective pricing Settlement Liabilities for costs incurred by NGC resulting from an
	Allowable Cost Audit; and
	               (iv) advance agreements with the U.S. Government.
	          (d)
	Reimbursement of Settlement Assets and Settlement Liabilities
	. New NGC will
	reimburse HII for any Settlement Liabilities of NGC described in Section 8.7(c) and paid or to be
	paid to any Governmental Authority by HII upon presentation of documentation deemed adequate by HII
	and New NGC. HII shall reimburse New NGC for any Settlement Assets of NGC accruing to HII under
	Section 8.7(c) upon presentation of documentation deemed adequate by HII and New NGC. HII will
	reimburse New NGC for any Settlement Liabilities of HII under Section 8.7(b) and paid or to be paid
	to any Governmental Authority by New NGC upon presentation of documentation deemed adequate by New
	NGC and HII. New NGC shall reimburse HII for any Settlement Assets of HII accruing to New NGC
	under Section 8.7(b) upon presentation of documentation deemed adequate by HII and New NGC.
	          (e)
	Administration of Government Contract Matters
	. The parties shall make available,
	upon reasonable notice and at reasonable times during regular business hours, any of the parties
	or their Affiliates personnel whose assistance or participation is reasonably required by either
	New NGC or HII or their Affiliates in connection with any government audit or contract
	administration activity, including matters involving either partys indirect cost proposals, the
	Cost Accounting Standards (CAS) and defective pricing. New NGC and HII will each be responsible
	for all of its own costs, both direct and indirect, including any required travel, associated with
	(i) providing access to their respective records and making any reasonable number of copies
	requested thereof and (ii) making the requested personnel reasonably available to support
	government contract audits and administrative processes for cost negotiations with the government
	or other matters, such as administration of Cost Accounting Standards (CAS). In addition, if a
	Contract Disputes Act dispute concerning a Retained Liability or Retained Asset arises out of or
	relates to a federal contract held by HII or its Affiliates, HII or its Affiliate, as applicable,
	shall agree to sponsor a claim against the U.S. Government on behalf of New NGC. In such event,
	New NGC shall have the right at its expense and in its sole discretion, acting in the name of HII
	or its Affiliate, to (w) certify or submit any such claim to the appropriate U.S. Government
	contracting officer; (x) appeal any adverse contracting officers final decision or deemed denial
	of New NGCs claim to the appropriate agency board of contract appeals or U.S. Court of Federal
	Claims; (y) control the litigation of any such appeal; and (z) pursue a further appeal to the U.S.
	Court of Appeals for the Federal Circuit.
	          (f)
	Pre-Distribution Cost and Pricing Data
	. New NGC and HII shall provide each other
	with updates of pre-Distribution cost and pricing data relevant to each
	45
 
	 
	other, including (i)
	revisions and updates to cost proposals and (ii) revisions and updates to pre-Distribution Billing
	and Bidding Guidance, consistent with the practices of NGC and NGSB prior to the Distribution.
	          (g)
	Release of Contract Audit and Contract Administration Information
	. Disclosure of
	cost, pricing and billing information to government auditors and contracting
	officers in connection with final indirect costs and rates, administration of Cost Accounting
	Standards (CAS) and advance agreements and other customary contract audit and administration
	matters are exceptions to the requirements of Sections 7.8 and 7.9 of this Agreement. For
	avoidance of doubt, disclosure of cost, pricing and billing information in connection with
	customary contract audit and administration matters by HII or New NGC will not require prior
	notification to each other.
	          (h)
	Litigation Management Agreement
	. Notwithstanding anything to the contrary in this
	Agreement or the Litigation Management Agreement, in the event of any conflict or inconsistency
	between this Section 8.7 and any provision of the Litigation Management Agreement, this Section 8.7
	shall control over such inconsistent provision of the Litigation Management Agreement as to the
	matters specifically addressed in this Section 8.7.
	     Section 8.8
	Software Licenses
	. From and after the Distribution, New NGC shall provide
	reasonable cooperation and assistance to HII (and any member of its Group) in connection with the
	provision of replacement licenses for third-party software licenses that were procured by NGC for
	the benefit of the HII Group prior to the Distribution but that are included in the New NGC
	Transferred Assets. Such cooperation shall be at the sole cost and expense of HII. The
	cooperation and assistance provided for in this Section 8.8 shall not be required to the extent
	such cooperation and assistance would result in an undue burden on New NGC or would unreasonably
	interfere with any of its employees normal functions and duties.
	     Section 8.9
	Use of Names, Logos and Information
	.
	          (a) As soon as practicable (and in any event within five days) after the Distribution, HII
	shall cause to be filed with the Secretary of State (or other appropriate Governmental Authority)
	of the states in which its Subsidiaries are located or are doing business, an amendment to their
	certificates of incorporation or similar governing documents or qualification to do business to
	change the name of any Subsidiary with Northrop Grumman in its name to a new name not confusingly
	similar to the current name.
	          (b) As soon as reasonably practicable (and in any event within 90 days) after the Distribution
	(or such longer or shorter period with respect to each of the items identified on
	Schedule
	8.9(b)
	), HII shall use reasonable best efforts to remove, and HII shall cause each member of
	the HII Group to remove, from their websites, and any other publicly distributed material (other
	than material required to be submitted for the purpose of regulatory filings and other similar
	documentation), any reference to Northrop Grumman Corporation, and its business lines and plans and
	any names, logos, or
	46
 
	 
	trademarks associated therewith. HII and each other member of the HII Group
	shall cease all use of the Northrop Grumman name (and any name confusingly similar thereto) and
	all trademarks and service marks associated therewith as soon as practicable and in any event
	within 90 days after the Distribution;
	provided
	that, if any member of the HII Group is
	unable to comply with the foregoing requirements of this Section 8.9(b) for reasons outside of its
	reasonable control, HII may request NGC to grant an extension of time
	beyond such 90-day period within which to cease all use of the Northrop Grumman name, as
	reasonably necessary for such member of the HII Group to cease all such use, and New NGC agrees not
	to unreasonably withhold or delay the granting of any such requested extension. Nothing in this
	Section 8.9(b) shall preclude HII or its Subsidiaries from using the Northrop Grumman name to
	indicate that HII and members of the HII Group were formerly associated with Northrop Grumman
	Corporation, or from referring to Northrop Grumman Corporation by its name for non-trademark and
	non-branding purposes as is permitted by applicable Law.
	          (c) HII shall not, and shall cause each member of the HII Group not to, take any action,
	purport to take any action or otherwise hold itself out as having any authority to act on behalf of
	or represent in any way any member of the New NGC Group. HII shall indemnify, defend and hold
	harmless each of the New NGC Indemnitees from and against any and all Liabilities of the New NGC
	Indemnitees relating to, arising out of or resulting from a breach of this Section 8.9(c).
	ARTICLE IX
	TERMINATION
	     Section 9.1
	Termination
	. This Agreement may be terminated by the Northrop Grumman
	Board at any time prior to the Distribution.
	     Section 9.2
	Effect of Termination
	. In the event of any termination of this Agreement
	prior to the Distribution, no party (or any of its directors or officers) shall have any Liability
	or further obligation to any other party with respect to this Agreement.
	ARTICLE X
	DISPUTE RESOLUTION
	     Section 10.1
	Negotiation
	. In the event of a controversy, dispute or claim arising out
	of, in connection with, or in relation to the interpretation, performance, nonperformance, validity
	or breach of this Agreement or any Ancillary Agreement or any other agreement entered into by any
	New NGC Entity or HII Entity pursuant to this Agreement or any Ancillary Agreement or otherwise
	arising out of, or in any way related to this Agreement or any Ancillary Agreement or any other
	agreement entered into by any New NGC Entity or any HII Entity pursuant to this Agreement or any
	Ancillary Agreement or the transactions contemplated hereby or thereby, including any claim based
	on contract, tort, statute or constitution (but excluding (i) any controversy, dispute or claim
	brought by or against a third party or involving a third party who would be subject to joinder as
	described in Federal Rule of Civil Procedure 19 and arising out of any contract, including this
	Agreement or any Ancillary Agreement, and/or relating to the use or lease of
	47
 
	 
	real property if any
	third party is a claimant or defendant in such controversy, dispute or claim and (ii) any dispute
	under any of the IP License Agreement, the Tax Matters Agreement, the Letter Subcontracts and the
	Ingalls Indemnity Agreement, which shall be subject to the provisions contained therein ((i) and
	(ii) collectively, 
	Excluded Disputes
	)) (collectively, 
	Agreement Disputes
	), one
	or more senior executive officers of New NGC and HII, with authority to settle, designated by each
	of New NGC and HII, shall negotiate
	to settle such Agreement Dispute. Unless otherwise agreed by the relevant parties in writing,
	if within 45 days from the time of receipt by the New NGC Entity or the HII Entity of the written
	notice of an Agreement Dispute (
	Dispute Notice
	), the Agreement Dispute has not been
	resolved, the Agreement Dispute shall be resolved in accordance with Section 10.2. In the event of
	any arbitration or litigation in accordance with this Article X, the relevant New NGC Entities and
	HII Entities shall not assert any defenses of or similar to statute of limitations and laches that
	arise after the date of receipt of the Dispute Notice if the Dispute Notice was served prior to the
	expiration of the applicable limitations period and provided the prosecuting party complies with
	the contractual time period or deadline under this Agreement or any Ancillary Agreement to which
	such Agreement Dispute relates.
	     Section 10.2
	Mediation
	. If, within 45 days after delivery of a Dispute Notice, a
	negotiated resolution of the Agreement Dispute under Section 10.1 has not been reached, New NGC and
	HII agree to seek to settle the Agreement Dispute by mediation administered by the American
	Arbitration Association (
	AAA
	) under its Commercial Mediation Procedures, and to bear
	equally the costs of the mediation;
	provided
	,
	however
	, that each New NGC Entity and
	HII Entity shall bear its own costs in connection with such mediation. If the Agreement Dispute
	has not been resolved through mediation within 90 days after the date of service of the Dispute
	Notice, or such longer period as the parties may mutually agree in writing, each party shall be
	entitled to refer the dispute to arbitration in accordance with Section 10.3.
	     Section 10.3
	Arbitration
	. If the Agreement Dispute has not been resolved for any
	reason within 90 days after the date of service of the Dispute Notice, such Agreement Dispute shall
	be settled, at the request of any relevant party, by arbitration administered by the AAA under its
	Commercial Arbitration Rules, conducted in New York City, except as modified herein (the
	
	Rules
	). There shall be three arbitrators. If there are only two parties to the
	arbitration, each of New NGC and HII shall appoint one arbitrator within 20 days after receipt by
	respondent of a copy of the demand. The two party-appointed arbitrators shall have 20 days from
	the appointment of the second arbitrator to agree on a third arbitrator who shall chair the
	arbitral tribunal. Any arbitrator not timely appointed by the parties under this Section 10.3
	shall be appointed in accordance with AAA Rule R. 11, and in any such procedure, each party shall
	be given four strikes, excluding strikes for cause. If there are multiple claimants and/or
	multiple respondents to the effect that there are more than three parties to the arbitration, all
	claimants and/or all respondents shall attempt to agree upon their respective appointments. If
	such multiple parties fail to nominate an arbitrator within 30 days, the AAA shall appoint an
	arbitrator on their behalf. In such circumstances, any existing nomination of the arbitrator
	chosen by the party or parties on the other side of the proposed arbitration shall be unaffected,
	and the remaining arbitrators shall be appointed in accordance with AAA Rules 12 and 13. Any
	controversy
	48
 
	 
	concerning whether an Agreement Dispute is an arbitrable Agreement Dispute, whether
	arbitration has been waived, whether an assignee of this Agreement is bound to arbitrate, or as to
	the interpretation or enforceability of this Article X shall be determined by the arbitrators. New
	NGC and HII intend that the provisions to arbitrate set forth herein be valid, enforceable and
	irrevocable, and any award rendered by the arbitrators shall be final and binding on the parties.
	New NGC and HII agree to comply and cause the members of
	their applicable Group to comply with any award made in any such arbitration proceedings and
	agree to enforcement of or entry of judgment upon such award, in any court of competent
	jurisdiction, including any New York State or federal court sitting in the Borough of Manhattan in
	The City of New York. The arbitrators shall be entitled, if appropriate, to award monetary damages
	and other remedies, subject to the provisions of Section 5.9. The parties shall use their
	reasonable best efforts to encourage the arbitrators to resolve any arbitration related to any
	Agreement Dispute as promptly as practicable.
	     Section 10.4
	Confidentiality of Arbitral Award and Documents and Information Exchanged and
	Submitted in the Course of Arbitration
	. Subject to applicable Law, including disclosure or
	reporting requirements, or the parties agreement, the parties shall maintain the confidentiality
	of the arbitration. Unless agreed to by all the parties or required by applicable Law, including
	disclosure or reporting requirements, the arbitrators and the parties shall maintain the
	confidentiality of all information, records, reports, or other documents obtained in the course of
	the arbitration, and of all awards, orders, or other arbitral decisions rendered by the
	arbitrators.
	     Section 10.5
	Treatment of Negotiations and Mediation
	. Without limiting the provisions
	of the Rules, unless otherwise agreed in writing or permitted by this Agreement, New NGC and HII
	shall keep, and shall cause the members of their applicable Group to keep confidential all matters
	relating to this Article X and any negotiation, mediation, conference, arbitration, or discussion
	pursuant to this Article X shall be treated as compromise and settlement negotiations for purposes
	of Rule 408 of the Federal Rules of Evidence and comparable state rules;
	provided
	, that
	such matters may be disclosed (a) to the extent reasonably necessary in any proceeding brought to
	enforce the award or for entry of a judgment upon the award and (b) to the extent otherwise
	required by applicable Law, including disclosure or reporting requirements. Nothing said or
	disclosed, nor any document produced, in the course of any negotiations, conferences and
	discussions under Sections 10.1 and 10.2 that is not otherwise independently discoverable shall be
	offered or received as evidence or used for impeachment or for any other purpose in any current or
	future arbitration.
	     Section 10.6
	Continuity of Service and Performance
	. Unless otherwise agreed in
	writing, New NGC and HII shall continue to provide service and honor all other commitments under
	this Agreement and each Ancillary Agreement during the course of dispute resolution pursuant to the
	provisions of this Article X with respect to all matters not subject to such dispute resolution.
	     Section 10.7
	Consolidation
	. The arbitrators may consolidate an arbitration under this
	Agreement with any arbitration arising under or relating to the Ancillary Agreements or any other
	agreement between the parties entered into pursuant hereto or thereto, as the
	49
 
	 
	case may be, if the
	subject of the Agreement Disputes thereunder arise out of or relate essentially to the same set of
	facts or transactions. Such consolidated arbitration shall be determined by the arbitrators
	appointed for the arbitration proceeding that was commenced first in time.
	     Section 10.8
	Submission to Jurisdiction
	. Each of the parties to this Agreement
	irrevocably agrees that any legal action or proceeding arising out of or relating to any Excluded
	Dispute brought by any other party to this Agreement or its successors or assigns shall be brought
	and determined in any federal court sitting in the Borough of Manhattan in The City of New York
	(or, if such court lacks subject matter jurisdiction, in any appropriate New York State or federal
	court), and each of the parties to this Agreement hereby irrevocably submits to the exclusive
	jurisdiction of the aforesaid courts for itself and with respect to its property, generally and
	unconditionally, with regard to any Excluded Dispute. Each of the parties to this Agreement agrees
	not to commence any action, suit or proceeding relating thereto except in the courts described
	above in New York, other than actions in any court of competent jurisdiction to enforce any
	judgment, decree or award rendered by any such court in New York as described in this Section 10.8.
	Each of the parties to this Agreement hereby irrevocably and unconditionally waives, and agrees
	not to assert, by way of motion or as a defense, counterclaim or otherwise, in any action or
	proceeding arising out of or relating to the Excluded Dispute, (a) any claim that it is not
	personally subject to the jurisdiction of the courts in New York as described herein, (b) that it
	or its property is exempt or immune from jurisdiction of any such court or from any legal process
	commenced in such courts (whether through service of notice, attachment prior to judgment,
	attachment in aid of execution of judgment, execution of judgment or otherwise) and (c) that (i)
	the suit, action or proceeding in any such court is brought in an inconvenient forum, (ii) the
	venue of such suit, action or proceeding is improper or (iii) the subject matter of the Excluded
	Dispute, may not be enforced in or by such courts.
	     Section 10.9
	Enforcement
	. Solely with respect to the Excluded Disputes, the parties
	agree that irreparable damage would occur in the event that any of the provisions of this Agreement
	and the Ancillary Agreements were not performed in accordance with their specific terms or were
	otherwise breached. Accordingly, each of the parties shall be entitled to specific performance of
	the terms hereof and thereof, including an injunction or injunctions to prevent breaches of this
	Agreement and the Ancillary Agreements and to enforce specifically the terms and provisions of this
	Agreement and the Ancillary Agreements in any New York State or federal court sitting in
	the Borough of Manhattan in The City of New York (or, if such court lacks subject matter
	jurisdiction, in any appropriate New York State or federal court), this being in addition to any
	other remedy to which such party is entitled at law or in equity. Each of the parties hereby
	further waives (a) any defense in any action for specific performance that a remedy at law would be
	adequate and (b) any requirement under any Law to post security as a prerequisite to obtaining
	equitable relief.
	50
 
	 
	ARTICLE XI
	MISCELLANEOUS
	     Section 11.1
	Corporate Power
	. New NGC represents on behalf of itself and each other
	New NGC Entity and HII represents on behalf of itself and each other HII Entity, and NGC represents
	on behalf of itself, that:
	          (a) each such Person is a corporation or other entity duly incorporated or formed, validly
	existing and in good standing under the Laws of the state or other jurisdiction of its
	incorporation or formation, and has all material corporate or other similar powers required to
	carry on its business as currently conducted;
	          (b) each such Person has the requisite corporate or other power and authority and has taken
	all corporate or other action necessary in order to execute, deliver and perform this Agreement and
	each other Ancillary Agreement to which it is a party and to consummate the transactions
	contemplated hereby and thereby; and
	          (c) this Agreement and each Ancillary Agreement to which it is a party has been duly executed
	and delivered by it and constitutes a valid and binding agreement of such Person enforceable in
	accordance with the terms hereof and thereof.
	     Section 11.2
	Coordination with Certain Ancillary Agreements; Conflicts
	.
	          (a) Notwithstanding anything in this Agreement to the contrary, (i) the Ingalls Indemnity
	Agreement shall be the exclusive agreement among the parties for the matters expressly set forth
	therein following the Distribution and (ii) except for those Tax matters specifically addressed in
	this Agreement or in any Ancillary Agreement, the Tax Matters Agreement shall be the exclusive
	agreement among the parties with respect to all Tax matters, including dispute resolution and
	indemnification and payments among the parties in respect of Tax matters.
	          (b) Except as provided in Section 8.7(h), in the event of any conflict or inconsistency
	between any provision of any of the Ancillary Agreements and any provision of this Agreement, the
	applicable Ancillary Agreement shall control over the inconsistent provisions of this Agreement as
	to the matters specifically addressed in such Ancillary Agreement.
	     Section 11.3
	Expenses
	.
	          (a) Except as expressly set forth in this Agreement or in any Ancillary Agreement, all fees,
	costs and expenses paid or incurred in connection with the Separation and the Distribution and the
	performance of this Agreement and any Ancillary Agreement, whether performed by a third party or
	internally, will be paid by the party incurring such fees or expenses, whether or not the
	Distribution is consummated, or as otherwise agreed by the parties. For the avoidance of doubt,
	(i) New NGC will be responsible for any transfer fees (including any pricing increases) related to
	the transfer of any Retained Assets (including any transferred third-party software licenses) to
	any member of the New NGC Group and the cost of any replacement for any Asset that is not a
	Retained Asset
	51
 
	 
	(including any replacement third-party software licenses), (ii) HII will be
	responsible for any fees to the NYSE and any transfer fees (including any pricing increases)
	related to the transfer of any Shipbuilding Assets (including any transferred third-party software
	licenses) to any member of the HII Group and the cost of any replacement for any Asset that is not
	a Shipbuilding Asset (including any replacement third-party software licenses) and (iii) New NGC
	shall bear the costs and expenses directly related to the mailing of the
	Information Statement to NGC stockholders and the fees and expenses of the Agent in connection
	with the Distribution.
	          (b) Except where context otherwise requires, references in this Agreement and the Litigation
	Management Agreement to costs and expenses include the relevant partys allocated costs of
	employees (including in-house counsel and other personnel), fringe benefit costs, general and
	administrative costs, overhead, document processing vendors, litigation support, including
	e-discovery consultants, testifying and non-testifying experts, and other consultants.
	     Section 11.4
	Amendment and Modification
	. This Agreement and the Ancillary Agreements
	may not be amended, modified or supplemented in any manner, whether by course of conduct or
	otherwise, except by an instrument in writing specifically designated as an amendment hereto,
	signed on behalf of each party.
	     Section 11.5
	Waiver
	. No failure or delay of any party in exercising any right or
	remedy hereunder shall operate as a waiver thereof, nor shall any single or partial exercise of any
	such right or power, or any abandonment or discontinuance of steps to enforce such right or power,
	or any course of conduct, preclude any other or further exercise thereof or the exercise of any
	other right or power. The rights and remedies of the parties hereunder are cumulative and are not
	exclusive of any rights or remedies that they would otherwise have hereunder. Any agreement on the
	part of any party to any such waiver shall be valid only if set forth in a written instrument
	executed and delivered by a duly authorized officer on behalf of such party.
	     Section 11.6
	Notices
	. All notices and other communications hereunder shall be in
	writing and shall be deemed duly given (a) on the date of delivery if delivered personally, or if
	by facsimile, upon written confirmation of receipt by facsimile, e-mail or otherwise, (b) on the
	first Business Day following the date of dispatch if delivered utilizing a next-day service by a
	recognized next-day courier or (c) on the earlier of confirmed receipt or the fifth Business Day
	following the date of mailing if delivered by registered or certified mail, return receipt
	requested, postage prepaid. All notices hereunder shall be delivered to the addresses set forth
	below, or pursuant to such other instructions as may be designated in writing by the party to
	receive such notice:
	52
 
	 
| 
	 
 | 
	(i)
 | 
	 
 | 
	if to New NGC or any other New NGC Entity prior to the date
	on which New NGC relocates its corporate headquarters, to both:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Northrop Grumman Corporation
 
	1840 Century Park East
 
	Los Angeles, CA 90067-2199
 
	Attention: General Counsel
 
	Facsimile: (310) 556-4910
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	and:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Northrop Grumman Corporation
 
	1840 Century Park East
 
	Los Angeles, CA 90067-2199
 
	Attention: Treasurer
 
	Facsimile: (310) 201-3088
 | 
| 
	 
 | 
| 
	 
 | 
	(ii)
 | 
	 
 | 
	if to New NGC or any other New NGC Entity on or after the
	date on which New NGC relocates its corporate headquarters, to both:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Northrop Grumman Corporation
 
	2980 Fairview Park Drive
 
	Falls Church, VA 22042
 
	Attention: General Counsel
 
	Facsimile: (703) 875-1852
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	and:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Northrop Grumman Corporation
 
	2980 Fairview Park Drive
 
	Falls Church, VA 22042
 
	Attention: Treasurer
 
	Facsimile: to be provided at relevant time
 | 
| 
	 
 | 
| 
	 
 | 
	(iii)
 | 
	 
 | 
	if to HII or any other HII Entity, to:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Huntington Ingalls Industries, Inc.
 
	4101 Washington Avenue
 
	Newport News, VA 23607
 
	Attention: Office of the General Counsel
 
	Facsimile: (757) 688-1408
 
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	with a copy (which shall not constitute notice) to:
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Huntington Ingalls Industries, Inc.
 
	4101 Washington Avenue
 | 
 
	53
 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	Newport News, VA 23607
 
	Attention: General Counsel
 
	Facsimile: (757) 688-1408
 | 
 
	     Section 11.7
	Interpretation
	. When a reference is made in this Agreement to a Section,
	Article or Exhibit such reference shall be to a Section, Article, Annex or Exhibit of this
	Agreement unless otherwise indicated. The table of contents and headings contained in this
	Agreement or in any Exhibit are for convenience of reference purposes only and shall not affect in
	any way the meaning or interpretation of this Agreement. All words used in this Agreement will be
	construed to be of such gender or number as the
	circumstances require. Any capitalized terms used in any Schedule, Annex or Exhibit but not
	otherwise defined therein shall have the meaning as defined in this Agreement or the Ancillary
	Agreement to which such Schedule, Annex or Exhibit is attached, as applicable. All Schedules,
	Annexes and Exhibits annexed hereto or referred to herein are hereby incorporated in and made a
	part of this Agreement as if set forth herein. The word including and words of similar import
	when used in this Agreement shall mean including, without limitation, unless otherwise specified.
	The word day when used in this Agreement shall mean calendar day, unless otherwise specified.
	     Section 11.8
	Entire Agreement
	. This Agreement and the Ancillary Agreements and the
	Annexes, Exhibits, Schedules and Appendices hereto and thereto constitute the entire agreement, and
	supersede all prior written agreements, arrangements, communications and understandings and all
	prior and contemporaneous oral agreements, arrangements, communications and understandings among
	the parties with respect to the subject matter hereof. None of this Agreement or any of the
	Ancillary Agreements shall be deemed to contain or imply any restriction, covenant, representation,
	warranty, agreement or undertaking of any party with respect to the transactions contemplated
	hereby and thereby other than those expressly set forth herein or therein or in any document
	required to be delivered hereunder or thereunder. Notwithstanding any oral agreement or course of
	action of the parties or their representatives to the contrary, no party to this Agreement shall be
	under any legal obligation to enter into or complete the transactions contemplated hereby unless
	and until this Agreement shall have been executed and delivered by each of the parties.
	     Section 11.9
	No Third Party Beneficiaries
	. Except for the indemnification rights
	under this Agreement of any New NGC Indemnitee (other than any current, former or future employee
	of any New NGC Entity that is not or was not, as of any relevant time of determination, also a
	current or former officer of any New NGC Entity) or HII Indemnitee (other than any current, former
	or future employee of any HII Entity that is not or was not, as of any relevant time of
	determination, also a current or former officer of any HII Entity) in their respective capacities
	as such, and except as specifically provided in the Employee Matters Agreement, nothing in this
	Agreement or the Ancillary Agreements, express or implied, is intended to or shall confer upon any
	Person other than the parties and their respective successors and permitted assigns any legal or
	equitable right, benefit or remedy of any nature under or by reason of this Agreement or the
	Ancillary Agreements.
	54
 
	 
	     Section 11.10
	Governing Law
	. This Agreement and all disputes or controversies arising
	out of or relating to this Agreement or the transactions contemplated hereby shall be governed by,
	and construed in accordance with, the internal Laws of the State of New York, without regard to the
	Laws of any other jurisdiction that might be applied because of the conflicts of laws principles of
	the State of New York (other than Section 5-1401 of the New York General Obligations Law).
	     Section 11.11
	Assignment
	. Except as specifically provided in any Ancillary Agreement,
	none of this Agreement, any of the Ancillary Agreements or any of the rights, interests or
	obligations hereunder or thereunder may be assigned or delegated, in whole or in part, by operation
	of law or otherwise, by any party without the prior written consent of
	the other parties, and any such assignment without such prior written consent shall be null
	and void. If any party (or any of its successors or permitted assigns) (a) shall consolidate with
	or merge into any other Person and shall not be the continuing or surviving corporation or entity
	of such consolidation or merger or (b) shall transfer all or substantially all of its properties
	and/or assets to any Person, then, and in each such case, the party (or its successors or permitted
	assigns, as applicable) shall ensure that such Person assumes all of the obligations of such party
	(or its successors or permitted assigns, as applicable) under this Agreement and all applicable
	Ancillary Agreements.
	     Section 11.12
	Severability
	. Whenever possible, each provision or portion of any
	provision of this Agreement and the Ancillary Agreements shall be interpreted in such manner as to
	be effective and valid under applicable Law, but if any provision or portion of any provision of
	this Agreement or the Ancillary Agreements is held to be invalid, illegal or unenforceable in any
	respect under any applicable Law or rule in any jurisdiction, such invalidity, illegality or
	unenforceability shall not affect any other provision or portion of any provision in such
	jurisdiction, and this Agreement or the Ancillary Agreements shall be reformed, construed and
	enforced in such jurisdiction as if such invalid, illegal or unenforceable provision or portion of
	any provision had never been contained herein.
	     Section 11.13
	Waiver of Jury Trial
	. EACH OF THE PARTIES TO THIS AGREEMENT HEREBY
	IRREVOCABLY WAIVES ALL RIGHT TO TRIAL BY JURY IN ANY ACTION, PROCEEDING OR COUNTERCLAIM ARISING OUT
	OF OR RELATING TO THIS AGREEMENT, ANY OF THE ANCILLARY AGREEMENTS OR THE TRANSACTIONS CONTEMPLATED
	HEREBY OR THEREBY.
	     Section 11.14
	Counterparts
	. This Agreement and each Ancillary Agreement may be
	executed in one or more counterparts, all of which shall be considered one and the same instrument
	and shall become effective when one or more counterparts have been signed by each of the parties
	and delivered to the other parties.
	     Section 11.15
	Facsimile Signature
	. This Agreement may be executed by facsimile
	signature and a facsimile signature shall constitute an original for all purposes.
	     Section 11.16
	Payment
	. Except as expressly provided in this Agreement or any
	Ancillary Agreement, any amount payable pursuant to this Agreement or any Ancillary Agreement by
	one party (or any member of such Partys Group) shall be paid within 30
	55
 
	 
	days after presentation of
	an invoice or a written demand by the party entitled to receive such payments. Such demand shall
	include documentation setting forth the basis for the amount payable. Any payment not made within
	30 days of the written demand for such payment shall accrue interest at a rate per annum equal to
	the rate in effect for underpayments pursuant to Section 6621 of the Code from such date.
	     Section 11.17
	Parties Obligations
	. Except where specifically provided otherwise, a
	partys obligations under this Agreement shall include obligations of its employees and
	Subsidiaries. Each of NGSB and NGSC hereby agrees to take any actions, or refrain from taking any
	actions, to the extent required pursuant to this Agreement or any of the Ancillary Agreements.
	[The remainder of this page is intentionally left blank.]
	56
 
	 
	     IN WITNESS WHEREOF, the parties have caused this Separation and Distribution Agreement to be
	executed by their duly authorized representatives.
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	NORTHROP GRUMMAN CORPORATION
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ Mark Rabinowitz
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	Mark Rabinowitz 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	Corporate Vice President & Treasurer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	NEW P, INC.
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ Mark Rabinowitz
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	Mark Rabinowitz 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President & Treasurer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	HUNTINGTON INGALLS INDUSTRIES, INC.
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ C. Michael Petters
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	C. Michael Petters 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President and Chief Executive Officer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	NORTHROP GRUMMAN SHIPBUILDING, INC.
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ C. Michael Petters
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	C. Michael Petters 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President and Chief Executive Officer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	NORTHROP GRUMMAN SYSTEMS CORPORATION
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ Mark Rabinowitz
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	Mark Rabinowitz 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President and Treasurer 
 | 
	 
 | 
| 
	 
 | 
	[Signature Page to Separation and Distribution Agreement]
	 
 
	 
	Annex I  Internal Reorganization
	     The Internal Reorganization will take place in the following steps, all of which have occurred
	or will occur prior to the Distribution in the following order, unless otherwise determined by the
	Northrop Grumman Board:
| 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Step 1:
 
 | 
	 
 | 
	NGC has formed (a) New NGC, (b) HII, (c) Titan Holdings I, LLC, a
	Delaware limited liability company (
	Holdings LLC
	), (d) Titan
	Holdings II, L.P., a Delaware limited partnership (
	Holdings
	LP
	),
	and (e) Merger Sub. New NGC initially will own all the stock of
	HII, the sole membership interest in Holdings LLC and the sole
	general partner interest in Holdings LP. Holdings LLC will
	initially own the sole limited partner interest in Holdings LP.
	Holdings LP will initially own all of the stock of Merger Sub.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 2:
 
 | 
	 
 | 
	Pursuant to that certain Transfer of Guarantees, dated as of March
	28, 2011, between NGC and HII, NGC transferred to HII the Navy
	Guarantees and HII assumed and agreed to perform all of the
	obligations and liabilities of NGC under the Navy Guarantees.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 3:
 
 | 
	 
 | 
	NGC will contribute all of the HII Transferred Assets to NGSB (or
	to one or more members of the HII Group other than HII) and all of
	the New NGC Transferred Assets to NGSC (or to one or more members
	of the New NGC Group other than New NGC). New NGC (or one or more
	other members of the New NGC Group) will assume all of the
	Retained Liabilities of NGC except for NGCs obligations under the
	Amended and Restated Credit Agreement, dated as of August 10,
	2007, between NGC, the lenders party thereto from time to time,
	JPMorgan Chase Bank, N.A. and the other parties named therein (the
	
	NGC Credit Agreement
	),
	and HII (or one or more other members of
	the HII Group) will assume all of the Shipbuilding Liabilities of
	NGC except NGCs obligations under the guarantee of the GO-Zone
	Bonds (the 
	GO-Zone Bonds Guarantee
	).
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 4:
 
 | 
	 
 | 
	Each of NGSBs Subsidiaries will distribute to NGSB all of the
	open account debt owed to it by NGSC, if any. NGSB will
	distribute to NGC all of the open account debt owed to it by NGSC,
	including such debt distributed to it by its Subsidiaries (all
	such debt, the 
	Intercompany Debt Receivable
	).
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 5:
 
 | 
	 
 | 
	The parties will consummate the Holding Company Reorganization.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 6:
 
 | 
	 
 | 
	New NGC will contribute its membership interest in Holdings LLC
	and its partnership interest in Holdings LP to HII.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 7:
 
 | 
	 
 | 
	NGC will distribute (the
	
	NGC Distribution
	) to Holdings LP all of
	NGCs Assets (including the stock of NGSC and NGSB), and Holdings
	LP will assume all of NGCs Liabilities and other obligations
	(including NGCs
 | 
 
	I-1
 
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	obligations under the NGC Credit Agreement) except NGCs obligations under the
	GO-Zone Bonds Guarantee.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 8:
 
 | 
	 
 | 
	Concurrent with the NGC Distribution, HII will enter
	into the P&I Agreements pursuant to which HII will
	agree to perform all of NGCs obligations under the
	Navy Guarantees, if any, and the GO-Zone Bonds
	Guarantee and indemnify NGC for any costs arising
	from such obligations.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 9:
 
 | 
	 
 | 
	Holdings LP will distribute to Holdings LLC, its
	limited partner, and HII, its general partner, all of
	the stock of NGSB and NGC (the 
	Holdings LP
	Distribution
	).
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 10:
 
 | 
	 
 | 
	Holdings LLC will distribute to HII the shares of NGC
	and NGSB that it received in the Holdings LP
	Distribution.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 11:
 
 | 
	 
 | 
	HII will receive the net cash proceeds from the HII
	Debt. $300,000,000 of such net cash proceeds will be
	retained by HII (the 
	Retained Cash
	). Such cash
	proceeds less the Retained Cash are referred to as
	the 
	Transferred Debt Proceeds
	.
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 12:
 
 | 
	 
 | 
	HII will contribute (a) to Holdings LLC a portion of
	the Transferred Debt Proceeds equal to Holdings LLCs
	proportionate interest in Holdings LP (approximately
	$714,500,000) and (b) to Holdings LP the remaining
	amount of the Transferred Debt Proceeds
	(approximately $714,500,000).
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 13:
 
 | 
	 
 | 
	Holdings LLC will contribute to Holdings LP the
	amount of the Transferred Debt Proceeds contributed
	to it by HII, and Holdings LP will contribute to NGSC
	the entire amount of the Transferred Debt Proceeds
	and the Intercompany Debt Receivable (such
	contributions, together with the contributions in
	Step 12, the 
	HII Contribution
	).
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
| 
 
	Step 14:
 
 | 
	 
 | 
	HII will distribute all of its membership interest in
	Holdings LLC and all of its partnership interest in
	Holdings LP to New NGC.
 | 
 
	I-2
 
	Exhibit 10.5
	EXECUTION COPY
	TAX MATTERS AGREEMENT
	by and among
	NEW P, INC.
	(to be renamed NORTHROP GRUMMAN CORPORATION),
	HUNTINGTON INGALLS INDUSTRIES, INC.
	and
	NORTHROP GRUMMAN CORPORATION
	(to be renamed TITAN II INC.)
	Dated as of March 29, 2011
	 
 
	 
	TABLE OF CONTENTS
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 1 DEFINITIONS
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 1.1 Definitions
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
| 
 
	Section 1.2 Table of Additional Defined Terms
 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 2 PREPARATION AND FILING OF TAX RETURNS, PAYMENT OF TAXES DUE AFTER THE DISTRIBUTION DATE, AND
	ADJUSTMENT REQUESTS
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 2.1 Current Tax Group Federal Consolidated Returns
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
| 
 
	Section 2.2 New NGC Non-Federal Tax Returns
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
| 
 
	Section 2.3 HII Tax Returns
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
| 
 
	Section 2.4 Adjustment Requests
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
| 
 
	Section 2.5 Procedures
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 3 GENERAL INDEMNIFICATION FOR TAXES
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 3.1 Indemnification by New NGC
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
| 
 
	Section 3.2 Indemnification by HII
 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 4 REFUNDS AND CARRYBACKS
 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 4.1 Refunds
 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	Section 4.2 Carrybacks
 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 5 TAX PROCEEDINGS
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 5.1 Control of Tax Proceedings
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Section 5.2 Notices Relating to Tax Proceedings
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
| 
 
	Section 5.3 Statute of Limitations
 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 6 PAYMENTS BETWEEN HII AND NEW NGC FOR CERTAIN INCOME TAX ADJUSTMENTS
 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 6.1 Payments by HII to New NGC
 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
 
	Section 6.2 Payments by New NGC to HII
 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Section 6.3 Threshold Amount
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
| 
 
	Section 6.4 Separate Entity Provisions
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
| 
 
	Section 6.5 Acknowledgement
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 7 ALLOCATION, CHARACTER, AND TREATMENT OF CERTAIN TAX ITEMS AND TRANSACTIONS
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 7.1 Allocation of Certain Tax Items
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
| 
 
	Section 7.2 Tax Treatment of Payments between the Parties
 
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
| 
 
	Section 7.3 Tax Treatment of Novations of Shipbuilding Liabilities and Retained Liabilities
 
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
| 
 
	Section 7.4 Accounting Methods
 
 | 
	 
 | 
	 
 | 
	19
 | 
	 
 | 
| 
 
	Section 7.5 Indemnification for Taking Contrary Tax Treatment
 
 | 
	 
 | 
	 
 | 
	20
 | 
	 
 | 
| 
 
	Section 7.6 Tax Attributes
 
 | 
	 
 | 
	 
 | 
	21
 | 
	 
 | 
 
	 
 
	 
	TABLE OF CONTENTS
	(Continued)
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 8 TAX-FREE STATUS OF THE TRANSACTIONS
 
 | 
	 
 | 
	 
 | 
	21
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 8.1 Covenants, Undertakings, Agreements, Representations, and Warranties
 
 | 
	 
 | 
	 
 | 
	21
 | 
	 
 | 
| 
 
	Section 8.2 Restrictions Relating to the Distribution
 
 | 
	 
 | 
	 
 | 
	23
 | 
	 
 | 
| 
 
	Section 8.3 Procedures Regarding Rulings and Opinions
 
 | 
	 
 | 
	 
 | 
	26
 | 
	 
 | 
| 
 
	Section 8.4 Indemnification
 
 | 
	 
 | 
	 
 | 
	27
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 9 COOPERATION
 
 | 
	 
 | 
	 
 | 
	28
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 9.1 General Cooperation
 
 | 
	 
 | 
	 
 | 
	28
 | 
	 
 | 
| 
 
	Section 9.2 Retention of Records
 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
| 
 
	Section 9.3 Confidentiality
 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 10 NGC AS CURRENT TAX GROUP AGENT
 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Section 10.1 Purpose
 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
| 
 
	Section 10.2 NGC Tax Officer
 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
| 
 
	Section 10.3 Payments of Tax and Receipt of Refunds
 
 | 
	 
 | 
	 
 | 
	31
 | 
	 
 | 
| 
 
	Section 10.4 Indemnification
 
 | 
	 
 | 
	 
 | 
	31
 | 
	 
 | 
| 
 
	Section 10.5 Designation of Substitute Current Tax Group Agent
 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	ARTICLE 11 MISCELLANEOUS
 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
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	Section 11.1 Timing of Payments; Interest
 
 | 
	 
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	32
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	Section 11.2 Dispute Resolution
 
 | 
	 
 | 
	 
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	32
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 | 
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	Section 11.3 Survival of Covenants
 
 | 
	 
 | 
	 
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	34
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	Section 11.4 Termination of Agreements, Arrangements and Policies
 
 | 
	 
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	34
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	Section 11.5 Severability
 
 | 
	 
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	34
 | 
	 
 | 
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	Section 11.6 Entire Agreement
 
 | 
	 
 | 
	 
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	35
 | 
	 
 | 
| 
 
	Section 11.7 Assignment
 
 | 
	 
 | 
	 
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	35
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 | 
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	Section 11.8 No Third-Party Beneficiaries
 
 | 
	 
 | 
	 
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	35
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 | 
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	Section 11.9 Specific Performance and Other Equitable Relief
 
 | 
	 
 | 
	 
 | 
	35
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 | 
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	Section 11.10 Waiver of Jury Trial
 
 | 
	 
 | 
	 
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	35
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	Section 11.11 Governing Law
 
 | 
	 
 | 
	 
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	36
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	Section 11.12 Amendment
 
 | 
	 
 | 
	 
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	36
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| 
 
	Section 11.13 Rules of Construction
 
 | 
	 
 | 
	 
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	36
 | 
	 
 | 
| 
 
	Section 11.14 Notices
 
 | 
	 
 | 
	 
 | 
	36
 | 
	 
 | 
| 
 
	Section 11.15 Counterparts
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
| 
 
	Section 11.16 Coordination with the Employee Matters Agreement
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
| 
 
	Section 11.17 Conflict or Inconsistency Between Agreements
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
| 
 
	Section 11.18 Termination of this Agreement
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
| 
 
	 
 
 | 
	 
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 | 
	 
 | 
	 
 | 
| 
 
	EXHIBITS
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	 
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Exhibit A            Form of Letter Waiving Conflict of Interest
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Exhibit B            Form of Designation of Substitute Agent
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
	ii
 
	 
	TAX MATTERS AGREEMENT
	     THIS TAX MATTERS AGREEMENT, dated as of March 29, 2011 (this 
	Agreement
	), is made by
	and among NEW P, INC., a Delaware corporation (
	New NGC
	), HUNTINGTON INGALLS INDUSTRIES,
	INC., a Delaware corporation (
	HII
	), and NORTHROP GRUMMAN CORPORATION, a Delaware
	corporation (
	NGC
	). Each of New NGC, HII and NGC is sometimes referred to herein as a
	
	Party
	, and, collectively, New NGC, HII and NGC are referred to as the 
	Parties
	.
	RECITALS
	     A. NGC, acting through itself and its direct and indirect Subsidiaries, currently conducts the
	Shipbuilding Business and the Retained Business.
	     B. The board of directors of NGC has determined that it is appropriate, desirable and in the
	best interests of NGC and its stockholders to separate NGC into two publicly traded companies: (a)
	HII, which following the Distribution, will own and conduct, directly and indirectly, the
	Shipbuilding Business, and (b) New NGC, which, following the Distribution, will own and conduct,
	directly and indirectly, the Retained Business.
	     C. The Parties have entered into the Separation and Distribution Agreement, dated as of March
	24, 2011 (the 
	Separation and Distribution Agreement
	), pursuant to which they will
	undertake the Holding Company Reorganization, the Internal Reorganization, and the Distribution
	(each as defined in the Separation and Distribution Agreement) (collectively, the
	
	Transactions
	).
	     D. The Parties have entered into the Ancillary Agreements (as defined in the Separation and
	Distribution Agreement), pursuant to which they will undertake certain other transactions and
	arrangements relating to the separation of the Shipbuilding Business from the Retained Business.
	     E. Prior to the Distribution, NGC will be renamed Titan II Inc. and New NGC will be renamed
	Northrop Grumman Corporation.
	     F. NGC is the common parent of an affiliated group of corporations that files consolidated
	U.S. federal Income Tax Returns (the 
	Current Federal Tax Group
	) and consolidated and
	combined Tax Returns in certain other jurisdictions (each a 
	Current Non-Federal Tax Group
	
	and, collectively with the Current Federal Tax Group, the 
	Current Tax Group
	), and NGC is
	the Current Tax Group Agent for the Current Tax Group Members.
	     G. Following the Distribution, HII will be the common parent of an affiliated group of
	corporations that files consolidated U.S. federal Income Tax Returns and consolidated or combined
	Tax Returns in certain other jurisdictions (the 
	HII Tax Group
	), and HII will be the agent
	for the HII Tax Group Members.
	     H. Following the Distribution, the Current Federal Tax Group and certain Current Non-Federal
	Tax Groups will remain in existence with all their respective previous Members other than the HII
	Group Members.
	1
 
	 
	     I. Following the Distribution, (1) New NGC will be the common parent of the Current Tax Group
	and will be the Current Tax Group Agent with respect to U.S. federal Income Tax matters for Taxable
	Periods ending December 31, 2011 and thereafter; and (2) New NGC will be the common parent of
	certain Current Non-Federal Tax Groups and will be the Current Tax Group Agent with respect to
	certain Tax matters (other than U.S. federal Income Tax matters) for certain Post-Distribution
	Taxable Periods.
	     J. Following the Distribution, and until NGCs corporate existence terminates (or until the
	relevant Tax Authority consents to or requires the appointment of a substitute Current Tax Group
	Agent), (1) NGC will continue to be the Current Tax Group Agent with respect to U.S. federal Income
	Tax matters for Taxable Periods ending on or prior to December 31, 2010; and (2) NGC will continue
	to be the Current Tax Group Agent with respect to certain Tax matters (other than U.S. federal
	Income Tax matters) for certain Pre-Distribution Taxable Periods.
	     K. The Parties intend that, for U.S. federal Income Tax purposes, the Transactions shall
	qualify for Tax-Free Status pursuant to Sections 351, 355, 361, 368(a) and related provisions of
	the Code, and, in furtherance of such intent NGC has obtained the IRS Ruling and entered into the
	IRS Closing Agreement.
	     L. The Parties wish to provide for the payment of Tax liabilities and entitlement to refunds
	thereof, to allocate responsibility for, and cooperation in, the filing of Tax Returns, to set
	forth covenants, undertakings, agreements, representations, warranties, and indemnities relating to
	the Tax-Free Status of the Transactions, to provide for the exercise of NGCs functions as Current
	Tax Group Agent, and to provide for certain other matters relating to Taxes.
	AGREEMENT
	     In consideration of the foregoing and the mutual covenants and agreements herein contained,
	and intending to be legally bound hereby, the Parties agree as follows:
	ARTICLE 1
	DEFINITIONS
	     
	Section 1.1
	Definitions
	.
	     For the purposes of this Agreement:
	     
	Accounting Method
	 means a method of accounting under Section 446 of the Code.
	     
	Adjustment Request
	 means any formal or informal written claim or request made to a
	Tax Authority by an NGC Group Member, a New NGC Group Member, or an HII Group
	Member for an adjustment to Taxes, whether such adjustment is positive or negative (by refund,
	credit, offset, or otherwise), including (i) an amended Tax Return claiming an adjustment to Taxes
	as reported on the originally filed Tax Return or, if applicable, as previously adjusted or (ii) a
	self-initiated adjustment or similar claim made, during the course of a Tax Proceeding or
	otherwise. Such term shall not include an adjustment to Tax initiated by a Tax Authority during a
	Tax Proceeding.
	2
 
	 
	     
	Affiliate
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Agency Regulations
	 means Treasury Regulations Section 1.1502-77 and any similar
	regulation in another Tax jurisdiction.
	     
	Business Day
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Code
	 means the Internal Revenue Code of 1986, as amended.
	     
	Current Tax Group Agent
	 means the sole agent authorized to act in its own name for
	Members of the Current Tax Group with respect to matters relating to liability for U.S. federal
	Income Taxes and any other Taxes to which such agency applies.
	     
	Current Tax Group Federal Consolidated Return
	 means a U.S. federal Income Tax Return
	filed or required to be filed by NGC or New NGC as the common parent of the Current Tax Group.
	     
	Current Tax Group Member
	 means a member of a Current Tax Group for a relevant
	Taxable Period (or portion of a Taxable Period).
	     
	Distribution
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Distribution Date
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	Employee Matters Agreement
	 has the meaning set forth in the Separation and
	Distribution Agreement.
	     
	Final Determination
	 means the final resolution of liability for any Tax, for any
	issue and for any Taxable Period, by or as a result of (i) IRS Form 870-AD (or any successor form)
	or a comparable form under any state, local or foreign law on the date of acceptance by or on
	behalf of the relevant Tax Authority, except that a Form 870-AD or comparable form that reserves
	the right of the taxpayer to file a claim for refund and/or the right of the Tax Authority to
	assert a further deficiency shall not constitute a Final Determination with respect to the item or
	items so reserved, (ii) a final decision, judgment, decree or other order by any court of competent
	jurisdiction that can no longer be appealed or reheard, (iii) a closing agreement or similar
	agreement entered into with a Tax Authority in connection with an administrative or judicial
	proceeding, (iv) an allowance of a refund or credit in respect of an overpayment of Tax, but only
	after the expiration of all periods of limitations during which such refund or credit may be
	recovered by the jurisdiction imposing the Tax, (v) any other final resolution, including by
	reason of the expiration of the applicable period of limitations or the execution of a pre-filing
	agreement with the applicable Tax Authority, or (vi) the occurrence of any event which the parties
	agree in writing is a Final Determination.
	     
	HII Group
	 means, for any relevant time beginning immediately after the Distribution,
	HII and each Subsidiary of HII at such time.
	3
 
	 
	     
	HII Group Member
	 means HII, each Person that is a Subsidiary of HII immediately
	after the Distribution (including NGC), and each Person that becomes a Subsidiary of HII after the
	Distribution.
	     
	HII Tax Group Member
	 means a member of the HII Tax Group for a relevant Taxable
	Period (or portion of a Taxable Period).
	     
	HII Tax Return
	 means a Tax Return filed or required to be filed by an HII Group
	Member after the Distribution Date (excluding a Tax Return filed or required to be filed by NGC for
	a Pre-Distribution Taxable Period or a Straddle Taxable Period and, for avoidance of doubt,
	excluding a New NGC Non-Federal Tax Return and a Current Tax Group Federal Consolidated Return).
	     
	Holding Company Reorganization
	 has the meaning set forth in the Separation and
	Distribution Agreement.
	     
	Income Tax
	 means a Tax based upon, measured by, or calculated with respect to (i)
	net income or profits or net receipts (including, but not limited to, any capital gains, minimum
	Tax or any Tax on items of Tax preference, but not including sales, use, real or personal property,
	or transfer or similar Taxes) or (ii) multiple bases (including corporate franchise, doing business
	and occupation Taxes) if one or more bases upon which such Tax may be based, by which such Tax may
	be measured, or with respect to which such Tax may be calculated, is described in clause (i).
	     
	Income Tax Adjustment
	 means any change in any Income Tax Item, whether resulting
	from a Tax Proceeding or an Adjustment Request;
	provided
	,
	however
	, that a claim for
	refund resulting from a carryback of a loss, credit or other Tax Attribute in a Post-Distribution
	Taxable Period to a Pre-Distribution Taxable Period or a Straddle Taxable Period is not an Income
	Tax Adjustment.
	     
	Income Tax Item
	 means any item of income, gain, loss, deduction, credit, recapture
	of credit, or any other item (including the adjusted basis of property) relating to the
	determination of Income Taxes payable in any Taxable Period.
	     
	Income Tax Return
	 means any Tax Return relating to Income Taxes.
	     
	Independent Firm
	 means a nationally recognized law firm or accounting firm which, at
	the relevant time, does not provide, and within the preceding two years has not provided,
	substantial services to any of the Parties.
	     
	Information
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Internal Reorganization
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	IRS
	 means the U.S. Internal Revenue Service or any successor thereto.
	4
 
	 
	     
	IRS Closing Agreement
	 means the closing agreement, effective February 14, 2011,
	between NGC (as parent of the Current Federal Tax Group), HII (as the parent of the HII Tax Group)
	and the IRS, entered into in connection with the Transactions and the IRS Ruling.
	     
	IRS Ruling
	 means the U.S. federal income tax private letter ruling, issued October
	14, 2010, and the supplement thereto, issued February 14, 2011, by the IRS in connection with the
	Transactions.
	     
	Law
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Member
	 refers to an NGC Group Member, a Current Tax Group Member, an HII Group
	Member, an HII Tax Group Member or a New NGC Group Member, as the case may be.
	     
	New NGC Group
	 means, for any relevant time beginning immediately after the
	Distribution, New NGC and each Subsidiary of New NGC at such time.
	     
	New NGC Group Member
	 means New NGC, each Person that is a Subsidiary of New NGC
	immediately after the Distribution, and each Person that becomes a Subsidiary of New NGC after the
	Distribution.
	     
	New NGC Non-Federal Tax Return
	 means a Tax Return (other than a Current Tax Group
	Federal Consolidated Return) (i) that is filed or required to be filed by a New NGC Group Member
	after the Distribution Date or (ii) that is filed or required to be filed after the Distribution
	Date and includes an Income Tax Item or an asset of a New NGC Group Member, or otherwise relates to
	the Retained Business (which shall include a Tax Return that is required to be filed after the
	Distribution Date that includes an Income Tax Item or an asset of a New NGC Group Member and an
	Income Tax Item or an asset of an HII Group Member).
	     
	NGC Group
	 means, for any relevant time ending immediately before the Holding Company
	Reorganization, NGC and each Subsidiary of NGC at such time.
	     
	NGC Group Member
	 means NGC and each Subsidiary of NGC at any time before the Holding
	Company Reorganization.
	     
	NGC Non-Federal Tax Return
	 means a Tax Return, other than a Current Tax Group
	Federal Consolidated Return, required to be filed by an NGC Group Member prior to or on the
	Distribution Date.
	     
	NGC Tax Officer
	 means the officer of NGC with full authority with respect to Tax
	matters.
	     
	Opinion
	 means the opinion of Tax Counsel, dated March 14, 2011, with respect to
	certain Tax aspects of the Transactions.
	     
	Person
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Post-Distribution Taxable Period
	 means any Taxable Period (or portion thereof)
	beginning after the Distribution Date.
	5
 
	 
	     
	Pre-Distribution Taxable Period
	 means any Taxable Period (or portion thereof) ending
	on or before the Distribution Date.
	     
	Refund
	 means any refund of Taxes (including any overpayment of Taxes that can be
	refunded or, alternatively, applied to other Taxes payable), including any interest paid on or with
	respect to such refund of Taxes.
	     
	Retained Business
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	Retained Liabilities
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	Shared Gain
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Shared Liability
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	Shipbuilding Business
	 has the meaning set forth in the Separation and Distribution
	Agreement.
	     
	Shipbuilding Liabilities
	 has the meaning set forth in the Separation and
	Distribution Agreement.
	     
	Straddle Taxable Period
	 means a Taxable Period that begins on or before and ends
	after the Distribution Date.
	     
	Subsidiary
	 has the meaning set forth in the Separation and Distribution Agreement.
	     
	Tax
	 means (i) a tax, charge, fee, duty, levy, impost or other similar assessment,
	imposed by any U.S. federal, state or local or foreign governmental authority, including, but not
	limited to, income, gross receipts, excise, property, sales, use, license, stock, franchise,
	payroll, employment, withholding, social security, transfer, value added and other taxes, (ii)
	interest attributable thereto, (iii) a penalty or addition attributable thereto or to a failure to
	file a Tax Return or a form, schedule or information properly includible thereon, and (iv) a
	liability in respect of any item described in clause (i), (ii) or (iii), payable by reason of
	assumption, transferee or successor liability, operation of Law or several liability pursuant to
	Treasury Regulations Section 1.1502-6(a).
	     
	Tax Attribute
	 means a net operating loss, capital loss, earnings and profits,
	overall foreign loss, previously taxed income, separate limitation loss, and any other Tax
	attribute.
	     
	Tax Authority
	 means a governmental authority or subdivision, agency, commission or
	entity thereof or a quasi-governmental or private body having jurisdiction over the assessment,
	determination, collection or imposition of a Tax (including the IRS).
	     
	Tax Counsel
	 means Ivins, Phillips & Barker, Chartered.
	6
 
	 
	     
	Tax-Free Status
	 means the Tax treatment accorded to the Transactions as set forth in
	the IRS Ruling and the Opinion.
	     
	Tax Group
	 means any U.S. federal, state, local or foreign affiliated, consolidated,
	combined, unitary or similar group or fiscal unity that joins in the filing of a single Tax Return.
	     
	Tax Materials
	 means, collectively, (i) the IRS Ruling, (ii) the IRS Closing
	Agreement, (iii) each submission to the IRS in connection with the IRS Ruling, (iv) the Opinion,
	(v) the representation letters from NGC, New NGC and HII, addressed to Tax Counsel supporting the
	Opinion, and (vi) any other materials delivered or deliverable by NGC, New NGC or HII in connection
	with the issuance of the IRS Ruling, the negotiation, drafting, execution and approval of the IRS
	Closing Agreement and the rendering of the Opinion.
	     
	Tax Matters Dispute
	 means a dispute arising in connection with this Agreement
	between the Parties, other than a Tax Proceeding (except to the extent provided in Section 5.1) or
	a Tax Agency Dispute.
	     
	Tax Proceeding
	 means any audit, examination, investigation, action, suit, claim,
	assessment, appeal, Adjustment Request, or other administrative or judicial proceeding relating to
	Taxes.
	     
	Tax Return
	 means (i) a return, report, certificate, form or similar statement or
	document (including any related or supporting information or schedule attached thereto and any
	information return, or declaration of estimated Tax) required to be supplied to, or filed with, a
	Tax Authority in connection with the payment, determination, assessment or collection of a Tax or
	the administration of a Law relating to a Tax or (ii) an amended Tax Return.
	     
	Taxable Period
	 means any period for which a liability for Tax is determined.
	     
	Transactions Tax
	 means a Tax imposed on the Holding Company Reorganization, the
	Internal Reorganization, or the Distribution, or by reason of a failure of the Holding Company
	Reorganization, the Internal Reorganization, or the Distribution to qualify for Tax-Free Status
	(including an intercompany transaction triggered by reason of such failure).
	     
	Treasury Regulations
	 means the final and temporary (but not proposed) Income Tax
	regulations promulgated under the Code, as in effect at the relevant time (including any successor
	regulation or rule of law), and any similar regulation or rule of law promulgated by another
	relevant jurisdiction.
	     
	Unqualified Tax Opinion
	 means a will opinion, without substantive qualification,
	rendered by a nationally recognized law firm, which law firm is reasonably acceptable to New NGC,
	to the effect that a transaction or event, or a series of transactions and/or events, will not
	affect the Tax-Free Status of the Transactions.
	     
	Section 1.2
	Table of Additional Defined Terms
	.
	     The following terms have the meanings set forth in the Sections referenced below:
	7
 
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
	Definition
 | 
	 
 | 
	Section
 | 
| 
 
	Agreement
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	Carryback Election Request
 
 | 
	 
 | 
	Section 4.2(b)(i)
 | 
| 
 
	Current Federal Tax Group
 
 | 
	 
 | 
	Recital F
 | 
| 
 
	Current Non-Federal Tax Group
 
 | 
	 
 | 
	Recital F
 | 
| 
 
	Current Tax Group
 
 | 
	 
 | 
	Recital F
 | 
| 
 
	HII
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	HII Restricted Action
 
 | 
	 
 | 
	Section 8.2(c)
 | 
| 
 
	HII Tax Group
 
 | 
	 
 | 
	Recital G
 | 
| 
 
	New NGC
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	NGC
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	Parties
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	Party
 
 | 
	 
 | 
	Preamble
 | 
| 
 
	Payee Party
 
 | 
	 
 | 
	Section 6.3(a)
 | 
| 
 
	Payor Party
 
 | 
	 
 | 
	Section 6.3(a)
 | 
| 
 
	Restriction Period
 
 | 
	 
 | 
	Section 8.2(c)
 | 
| 
 
	Separation and Distribution Agreement
 
 | 
	Recital C
 | 
| 
 
	Tax Arbitrator
 
 | 
	 
 | 
	Section 11.2(b)
 | 
| 
 
	Threshold Amount
 
 | 
	 
 | 
	Section 6.3(a)
 | 
| 
 
	Transactions
 
 | 
	 
 | 
	Recital C
 | 
 
	ARTICLE 2
	PREPARATION AND FILING OF TAX RETURNS,
	PAYMENT OF TAXES DUE AFTER THE DISTRIBUTION DATE,
	AND ADJUSTMENT REQUESTS
	     
	Section 2.1
	Current Tax Group Federal Consolidated Returns
	.
	     New NGC shall be responsible for preparing and filing all Current Tax Group Federal
	Consolidated Returns filed or required to be filed after the Distribution Date and for paying all
	Taxes shown payable on all such Tax Returns.
	     
	Section 2.2
	New NGC Non-Federal Tax Returns
	.
	     New NGC shall be responsible for preparing and filing, or causing the relevant New NGC Group
	Member to prepare and file, all New NGC Non-Federal Tax Returns and for paying or causing such New
	NGC Group Member to pay all Taxes shown as payable on all New NGC Non-Federal Tax Returns.
	     
	Section 2.3
	HII Tax Returns
	.
	     HII shall be responsible for preparing and filing, or causing the relevant HII Group Member to
	prepare and file, all HII Tax Returns. HII shall pay or cause such HII Group Member to pay to the
	appropriate Tax Authority all Taxes shown as payable on all HII Tax Returns.
	8
 
	 
	     
	Section 2.4
	Adjustment Requests
	.
	     (a) 
	New NGC Adjustment Requests
	. New NGC shall, in its sole discretion, be permitted
	to make, or to decline to make, an Adjustment Request relating to an NGC Non-Federal Tax Return, a
	Current Tax Group Federal Consolidated Return or a New NGC Non-Federal Tax Return, subject, in each
	case, to ARTICLE 5.
	     (b) 
	HII Adjustment Requests
	. HII shall, in its sole discretion, be permitted to make,
	or to decline to make, an Adjustment Request relating to any HII Tax Return.
	     
	Section 2.5
	Procedures
	.
	     (a) In connection with the preparation of any Current Tax Group Federal Consolidated Return
	pursuant to Section 2.1, any New NGC Non-Federal Tax Return pursuant to Section 2.2, or any
	Adjustment Request pursuant to Section 2.4, HII shall, at its own cost and expense, provide pro
	forma Tax Returns or equivalent financial and other data relating to HII and any relevant HII Group
	Member, to be used in the preparation of such Tax Return or Adjustment Request, in accordance with
	past practices, procedures, Accounting Methods, elections, and conventions, and shall assist and
	cooperate with New NGC in any other manner reasonably requested by New NGC.
	     (b) To the extent provided in ARTICLE 10, New NGC shall perform the actions described in
	Section 2.1, Section 2.2, and Section 2.4(a) through NGC, the NGC Tax Officer and persons
	designated by the NGC Tax Officer, at New NGCs sole cost and expense.
	     (c) In connection with the preparation of any HII Tax Return filed pursuant to Section 2.3,
	New NGC shall, at its own cost and expense, assist and cooperate with HII in any manner reasonably
	requested by HII.
	     (d) Except as otherwise provided in this Agreement, each Party shall bear its own costs and
	expenses incurred in connection with this ARTICLE 2.
	ARTICLE 3
	GENERAL INDEMNIFICATION FOR TAXES
	     
	Section 3.1
	Indemnification by New NGC
	.
	     New NGC shall be responsible for paying, and shall indemnify and hold each HII Group Member
	harmless from and against, (a) Taxes shown as payable on, and any increase in Taxes payable with
	respect to, NGC Non-Federal Tax Returns, Current Tax Group Federal Consolidated Returns, and New
	NGC Non-Federal Tax Returns, and (b) any other Taxes payable by New NGC Group Members or relating
	to the Retained Business;
	provided
	,
	however
	, that New NGCs obligations pursuant to
	this Section 3.1 shall be separate from New NGCs obligations to HII pursuant to Section 6.2,
	Section 7.5, Section 8.4(b), and Section 10.4;
	provided
	further
	, that New NGCs
	obligations pursuant to this Section 3.1 shall not affect HIIs obligations to New NGC pursuant to
	Section 6.1, Section 7.5, Section 8.4(a), and Section 10.4.
	9
 
	 
	     
	Section 3.2
	Indemnification by HII
	.
	     HII shall be responsible for paying, and shall indemnify and hold each New NGC Group Member
	harmless from and against, (a) Taxes shown as payable on, and any increase in Taxes payable with
	respect to, HII Tax Returns and (b) any other Taxes payable by HII Group Members or relating to the
	Shipbuilding Business for any Post-Distribution Taxable Period;
	provided
	,
	however
	,
	that HIIs obligations pursuant to this Section 3.2 shall be separate from HIIs obligations to New
	NGC pursuant to Section 6.1, Section 7.5, Section 8.4(a), and Section 10.4(a);
	provided
	further
	that HIIs obligations pursuant to this Section 3.2 shall not affect New NGCs
	obligations to HII pursuant to Section 6.2, Section 7.5, Section 8.4(b), and Section 10.4.
	ARTICLE 4
	REFUNDS AND CARRYBACKS
	     
	Section 4.1
	Refunds
	.
	     (a) New NGC shall be entitled to any Refund due with respect to an NGC Non-Federal Tax Return,
	a Current Tax Group Federal Consolidated Return, and a New NGC Non-Federal Tax Return;
	provided
	,
	however
	, that New NGCs receipt of a Refund with respect to any such Tax
	Return shall not affect New NGCs obligations to HII pursuant to Section 6.2, Section
	7.5, or Section 8.4(b) and shall not affect HIIs obligations to New NGC pursuant to Section
	6.1, Section 7.5, or Section 8.4(a). If a Refund due with respect to an NGC Non-Federal Tax
	Return, a Current Tax Group Federal Consolidated Return, or a New NGC Non-Federal Tax Return is
	paid to an HII Group Member (including NGC) by a Tax Authority, such Member shall remit such Refund
	to New NGC.
	     (b) HII shall be entitled to any Refund due with respect to an HII Tax Return;
	provided
	,
	however
	, that HIIs receipt of a Refund with respect to any such Tax
	Return shall not affect HIIs obligations to New NGC pursuant to Section 6.1, Section 7.5, or
	Section 8.4(a) and shall not affect New NGCs obligations to HII pursuant to Section 6.2, Section
	7.5, or Section 8.4(b). Except as provided in Section 4.2(b), if a Refund due with respect to an
	HII Tax Return is paid to a New NGC Group Member by a Tax Authority, such Member shall remit such
	Refund to HII.
	     (c) To the extent provided in ARTICLE 10, New NGC shall perform the actions described in this
	ARTICLE 4 through NGC, the NGC Tax Officer and persons designated by the NGC Tax Officer, at New
	NGCs sole cost and expense.
	     
	Section 4.2
	Carrybacks
	.
	     (a) 
	New NGC Carrybacks
	.
	     (i) If the Current Tax Group or a New NGC Group Member realizes a loss, credit, or other
	Tax Attribute that may be carried back to a Pre-Distribution Taxable Period or a Straddle
	Taxable Period (whether by (i) electing to carry back such loss, credit, or other Tax
	Attribute to a Pre-Distribution Taxable Period or a Straddle Taxable Period, or (ii) not
	electing to waive the carryback of such loss, credit, or other Tax Attribute to a
	Pre-Distribution Taxable Period or a Straddle Taxable Period), the Current Tax Group or such
	10
 
	 
	Member may, in its sole discretion, carry back such loss, credit, or other Tax Attribute to
	such Pre-Distribution Taxable Period or a Straddle Taxable Period. HII shall cooperate with
	New NGC in seeking any Refund resulting from such carryback, at New NGCs cost and expense.
	New NGC shall be entitled to any Refund resulting from a carryback pursuant to this Section
	4.2(a)(i). If any such Refund is paid to an HII Group Member (including NGC) by a Tax
	Authority, such Member shall remit such Refund to New NGC.
	     (ii) Notwithstanding Section 4.2(a)(i), if by Law the New NGC Group or a New NGC Group
	Member may utilize a loss, credit, or other Tax Attribute only by a carryback of such loss,
	credit, or other Tax Attribute to a Pre-Distribution Taxable Period or a Straddle Taxable
	Period, HII shall cooperate with New NGC in seeking any Refund resulting from such carryback,
	at New NGCs cost and expense. New NGC shall be entitled to any Refund resulting from a
	carryback pursuant to this Section 4.2(a)(ii).
	     (b) 
	HII Carrybacks
	.
	     (i) If the HII Group or an HII Group Member realizes a loss, credit or other Tax
	Attribute in a Post-Distribution Taxable Period that may be carried back to a Pre-Distribution
	Taxable Period or a Straddle Taxable Period (whether by (i) electing to carry back such loss,
	credit, or other Tax Attribute to a Pre-Distribution Taxable Period or a Straddle Taxable
	Period, or (ii) not electing to waive the carryback of such loss, credit, or other Tax
	Attribute to a Pre-Distribution Taxable Period or a Straddle Taxable Period), and HII wishes
	to carry back such loss, credit, or other Tax Attribute to a Pre-Distribution Taxable Period
	or a Straddle Taxable Period, HII shall notify New NGC in writing of HIIs wish to carry back
	such loss, credit, or other Tax Attribute (a 
	Carryback Election Request
	). A
	Carryback Election Request shall include a computation of the amount of such loss, credit, or
	other Tax Attribute, and a certification by an appropriate officer of HII setting forth HIIs
	belief (together with supporting analysis) that the Tax treatment of such loss, credit, or
	other Tax Attribute is more likely than not correct. New NGC shall have sole discretion to
	deny a Carryback Election Request.
	     (ii) New NGC may consent to the carryback of a loss, credit, or other Tax Attribute set
	forth in the Carryback Election Request upon New NGCs determination (in its sole discretion)
	that the Parties have agreed to (A) the procedures for carrying back such loss, credit, or
	other Tax Attribute (including by making an Adjustment Request, at HIIs cost and expense),
	(B) the determination of the amount or portion of any Refund resulting from such carryback
	that shall be paid to HII pursuant to this Section 4.2(b)(ii), and (C) the timing of any
	payment to be made by New NGC to HII with respect to such carryback and any interest that
	shall accrue on any late payment. To the extent any Refund subject to this Section 4.2(b)(ii)
	is later reduced in a Final Determination, the Parties shall use their best efforts to agree
	to the amount of such Refund that HII shall repay to New NGC, together with any interest,
	fines, additions to Tax, penalties, or any additional amounts imposed by a Tax Authority
	relating thereto.
	     (iii) Notwithstanding Section 4.2(b)(ii), if by Law the HII Group or an HII Group Member
	may utilize a loss, credit, or other Tax Attribute only by a carryback of such loss, credit,
	or other Tax Attribute from a Post-Distribution Taxable Period to a New NGC
	11
 
	 
	Non-Federal Tax
	Return or an NGC Non-Federal Tax Return for a Pre-Distribution Taxable Period or a Straddle
	Taxable Period, New NGC shall cooperate with HII in carrying back such loss, credit, or other
	Tax Attribute (including by filing of an amended Current Tax Group Federal Consolidated Tax
	Return, NGC Non-Federal Tax Return, or New NGC Non-Federal Tax Return or making an Adjustment
	Request with respect to any such Tax Return, which shall be at HIIs cost and expense). The
	Parties shall use their best efforts to agree with respect to the matters set forth in clauses
	(A), (B) and (C) of Section 4.2(b)(ii). To the extent any Refund subject to this Section
	4.2(b)(iii) is later reduced in a Final Determination, the Parties shall use their best
	efforts to agree to the amount of such Refund that HII shall repay to New NGC, together with
	any interest, fines, additions to Tax, penalties, or any additional amounts imposed by a Tax
	Authority relating thereto.
	ARTICLE 5
	TAX PROCEEDINGS
	     
	Section 5.1
	Control of Tax Proceedings
	.
	     (a) 
	Control by New NGC
	.
	     (i) New NGC shall be entitled to control and settle any Tax Proceeding relating to (A)
	an NGC Non-Federal Tax Return, (B) a Current Tax Group Federal Consolidated Return, or (C) a
	New NGC Non-Federal Tax Return (including, in each case, any Tax Proceedings relating to a
	Transactions Tax).
	     (ii) New NGC may take any and all actions necessary or incident to the control and
	settlement of any Tax Proceeding relating to (A) an NGC Non-Federal Tax Return, (B) a
	Current Tax Group Federal Consolidated Return (subject to the IRS Closing Agreement), or (C)
	a New NGC Non-Federal Tax Return (including, in each case, any Tax Proceedings relating to a
	Transactions Tax).
	     (iii) To the extent provided in ARTICLE 10, New NGC shall perform any actions under
	this ARTICLE 5 through NGC, the NGC Tax Officer and persons designated by the NGC Tax
	Officer.
	     (iv) If a settlement of a Tax Proceeding within the control of New NGC pursuant to this
	ARTICLE 5 (or an action proposed to be taken with respect thereto) reasonably could be
	expected to give rise to a payment by HII pursuant to Section 6.1, Section 7.5, or Section
	8.4(a), or could be expected to give rise to a payment to HII pursuant to Section 6.2,
	Section 7.5, or Section 8.4(b), then New NGC shall (and, if such Tax Proceeding is subject
	to ARTICLE 10, shall cause NGC and the NGC Tax Officer to) provide copies of all
	correspondence and all filings to be submitted to a Tax Authority or judicial authority in
	connection with such Tax Proceeding for review by HII prior to submission to the Tax
	Authority or judicial authority;
	provided
	,
	however
	, that failure by New NGC
	to provide such correspondence to HII shall not relieve HII of any obligation pursuant to
	Section 6.1, Section 7.5, or Section 8.4(a), except to the extent HII is actually prejudiced
	by such failure.
	12
 
	 
	     (v) New NGC shall (and, if such Tax Proceeding is subject to ARTICLE 10, shall cause
	NGC and the NGC Tax Officer to) provide written notice to HII of any settlement with a Tax
	Authority that reasonably could be expected to give rise to a payment by HII pursuant to
	Section 6.1, Section 7.5, or Section 8.4(a), or a payment to HII pursuant to Section 6.2,
	Section 7.5, or Section 8.4(b). HII shall not have the right to prevent any such settlement
	but shall have the right to contest the amount of its liability to New NGC pursuant to
	Section 6.1, Section 7.5, or Section 8.4(a) or the amount of its payment from New NGC
	pursuant to Section 6.2, Section 7.5, or Section 8.4(b) resulting from such settlement. HII
	shall provide written notice to New NGC of its intention to contest the amount of its
	obligation to New NGC pursuant to Section 6.1, Section 7.5, or
	Section 8.4(a) or the amount of New NGCs obligation to HII pursuant to Section 6.2,
	Section 7.5, or Section 8.4(b) prior to the time such settlement is entered into (but in any
	event HII shall have no less than 10 days from the time it receives notice of such
	settlement from New NGC to provide notice to New NGC of its intent to contest such
	settlement). Any contest by HII pursuant to this Section 5.1(a)(v) shall be conducted as a
	Tax Matters Dispute under the procedures set forth in Section 11.2. If the negotiations
	required thereby are not successful, the Tax Arbitrator shall determine the amount of a
	settlement with the relevant Tax Authority that would most accurately reflect the litigation
	risk of the relevant issue. HII shall be liable to New NGC, or New NGC shall be liable to
	HII, as the case may be, based solely on the determination of the Tax Arbitrator as if a
	settlement implementing such determination had actually occurred, without regard to the
	actual settlement with the Tax Authority. Neither HII nor New NGC shall be required to pay
	any obligation arising from a contested settlement subject to this Section 5.1(a)(v) until
	the contest is either decided by the Tax Arbitrator or resolved between the parties;
	provided
	,
	however
	, that, pursuant to Section 11.1 interest shall accrue
	with respect to such obligation with the written notice pursuant to this Section 5.1(a)(v)
	treated as a demand for such payment.
	     (b) 
	Control by HII
	. HII shall be entitled to control, contest, compromise and settle
	any adjustment proposed, asserted or assessed pursuant to any Tax Proceeding relating to any HII
	Tax Return.
	     
	Section 5.2
	Notices Relating to Tax Proceedings
	.
	     (a) Except as otherwise provided in Section 5.2(b), if any Party becomes aware of the
	commencement of a Tax Proceeding that may give rise to Taxes for which another Party is responsible
	pursuant to ARTICLE 3 or which may give rise to a payment obligation under ARTICLE 6, Section 7.5,
	or Section 8.4, the Party that so becomes aware shall notify such other Party of such Tax
	Proceeding within 10 days after so becoming aware and thereafter shall promptly provide to such
	other Party copies of notices and communications relating to such Tax Proceeding.
	     (b) If an HII Group Member (including NGC) receives a notice or correspondence relating to a
	Tax Proceeding subject to Section 5.2(a), such HII Group Member shall promptly provide a copy of
	such notice or correspondence to the NGC Tax Officer so as to allow New NGC to exercise the control
	over such Tax Proceedings through NGC and the NGC Tax Officer, as provided in ARTICLE 10.
	13
 
	 
	     (c) A failure by a Party to notify the other Party of the commencement of any such Tax
	Proceeding or to forward any notice or communication, in either case in a timely manner, shall not
	relieve the other Party of any obligation it may have pursuant to this Agreement, except to the
	extent such Party is actually prejudiced by such failure.
	     
	Section 5.3
	Statute of Limitations
	.
	     Any extension of the statute of limitations for any Taxes or a Tax Return for any
	Pre-Distribution Taxable Period or a Straddle Taxable Period may be made only by the Party
	responsible for the preparation and filing of such Tax Return pursuant to ARTICLE 2.
	ARTICLE 6
	PAYMENTS BETWEEN HII AND NEW NGC
	FOR CERTAIN INCOME TAX ADJUSTMENTS
	     
	Section 6.1
	Payments by HII to New NGC
	.
	     (a) 
	General
	. Except as otherwise provided in Section 7.5 and Section 8.4(a), upon a
	Final Determination resulting in an Income Tax Adjustment to (i) a Current Tax Group Federal
	Consolidated Return, (ii) an NGC Non-Federal Tax Return, or (iii) a New NGC Non-Federal Tax Return,
	in each case for a Pre-Distribution Taxable Period or a Straddle Taxable Period, HII shall pay to
	New NGC the amount set forth in Section 6.1(b) (subject to the limitations in Section 6.1(c) and
	Section 6.2(d)).
	     (b) 
	Payment by HII to New NGC for Income Tax Adjustments to Current Tax Group Federal
	Consolidated Returns
	. In the event of an Income Tax Adjustment relating to an Income Tax Item
	of an HII Group Member (except NGC) on a Current Tax Group Federal Consolidated Return for a
	Pre-Distribution Taxable Period, the amount payable by HII to New NGC hereunder shall be 35 percent
	of any increase, by reason of such Income Tax Adjustment, in (i) the taxable income of such Member
	for such Pre-Distribution Taxable Period (as determined pursuant to Section 7.1(a)) or Straddle
	Taxable Period (to the extent attributable to the portion of such Straddle Period ending on or
	before the Distribution Date as determined pursuant to Section 7.1(b))
	over
	(ii) the
	taxable income of such Member that was included in the determination of Tax shown as payable (or
	the Refund shown as due) on such Tax Return, as last filed before the Distribution Date and
	modified by any subsequent Adjustment Request made before the Distribution Date.
	     (c) 
	Limitation on Payment Obligation
	. An Income Tax Adjustment resulting in an
	increase in taxable income of an HII Group Member on a Current Tax Group Federal Consolidated
	Return for a Pre-Distribution Taxable Period or a Straddle Taxable Period shall not result in a
	payment obligation by HII pursuant to Section 6.1(b), unless such Income Tax Adjustment is of a
	nature that could result in a correlative reduction in the taxable income of an HII Group Member
	for a Post-Distribution Taxable Period (as determined pursuant to Section 7.1(a)) or a Straddle
	Taxable Period (to the extent attributable to the portion of such Straddle Taxable Period beginning
	on or after the Distribution Date as determined pursuant to Section 7.1(b)). In determining
	whether such an increase in taxable income of an HII Group Member is of a nature that could result
	in a reduction in taxable income of an HII Group Member for a Post-
	14
 
	 
	Distribution Period or a
	Straddle Period (to the extent attributable to the portion of the Straddle Period beginning on or
	after the Distribution Date as determined pursuant to Section 7.1(b), the actual availability to
	the HII Group or such Member of any Tax benefit attributable thereto
	(whether due to losses incurred by the HII Group in a Post-Distribution Taxable Period or a
	Straddle Period, Income Tax Adjustments relating to non-depreciable, non-amortizable assets, or
	otherwise) shall not be taken into account. This Section 6.1(c) shall not apply to any payment due
	under Section 7.5 or Section 8.4.
	     (d) 
	Tax Adjustments to NGC Non-Federal Tax Returns and New NGC Non-Federal Tax
	Returns
	. Payments relating to adjustments for non-federal Taxes on NGC Non-Federal Tax Returns
	and New NGC Non-Federal Tax Returns shall be determined solely in accordance with Section 8.7 of
	the Separation and Distribution Agreement (relating to Government Contract Matters).
	     
	Section 6.2
	Payments by New NGC to HII
	.
	     (a) 
	General
	. Except as otherwise provided in Section 7.5 and Section 8.4(b), upon a
	Final Determination resulting in an Income Tax Adjustment to (i) a Current Tax Group Federal
	Consolidated Return, (ii) an NGC Non-Federal Tax Return, or (iii) a New NGC Non-Federal Tax Return,
	in each case for a Pre-Distribution Taxable Period, New NGC shall pay to HII the amount set forth
	in Section 6.2(b) (subject to the limitations in Section 6.2(c) and Section 6.2(d)).
	     (b) 
	Payment by New NGC to HII for Income Tax Adjustments to Current Tax Group Federal
	Consolidated Returns
	. In the event of an Income Tax Adjustment relating to an Income Tax Item
	of an HII Group Member on a Current Tax Group Federal Consolidated Return for a Pre-Distribution
	Taxable Period or a Straddle Taxable Period, the amount payable by New NGC to HII hereunder shall
	be 35 percent of any decrease, by reason of such Income Tax Adjustment, in (i) the taxable income
	of such Member for such Pre-Distribution Taxable Period (as determined pursuant to Section 7.1(a))
	or a Straddle Taxable Period (to the extent attributable to the portion of such Straddle Period
	ending on or before the Distribution Date as determined pursuant to Section 7.1(b))
	from
	(ii) the taxable income of such Member that was included in the determination of Tax shown as
	payable (or the Refund shown as due) on such Tax Return, as last filed before the Distribution Date
	and modified by any subsequent Adjustment Request made before the Distribution Date.
	     (c) 
	Limitation on Payment Obligations
	. An Income Tax Adjustment resulting in a
	decrease in taxable income of an HII Group Member on a Current Tax Group Federal Consolidated
	Return for a Pre-Distribution Taxable Period or a Straddle Taxable Period shall not result in a
	payment obligation by New NGC pursuant to Section 6.2(b), unless such Income Tax Adjustment is of a
	nature that could result in a correlative increase in the taxable income of an HII Group Member for
	a Post-Distribution Taxable Period (as determined pursuant to Section 7.1(a)) or a Straddle Taxable
	Period (to the extent attributable to the portion of such Straddle Taxable Period beginning on or
	after the Distribution Date as determined pursuant to Section 7.1(b). In determining whether such
	a decrease in taxable income of an HII Group Member is of a nature that could result in an increase
	in taxable income of an HII Group Member for a Post-Distribution Period or a Straddle Period, the
	actual incurrence by the HII Group or such Member
	15
 
	 
	of any Tax detriment attributable thereto shall not be taken into account. This Section
	6.2(c) shall not apply to any payment due under Section 7.5, Section 8.4, or Section 10.4.
	     (d) 
	Tax Adjustments to NGC Non-Federal Tax Returns and New NGC Non-Federal Tax
	Returns
	. Payments relating to adjustments for non-federal Taxes on NGC Non-Federal Tax Returns
	and New NGC Non-Federal Tax Returns shall be determined solely in accordance with Section 8.7 of
	the Separation and Distribution Agreement (relating to Government Contract Matters).
	     
	Section 6.3
	Threshold Amount
	.
	     (a) HII shall not have an obligation to make a payment under Section 6.1(a), and New NGC shall
	not have a payment obligation under Section 6.2(a), unless and until the aggregate amount of
	payments otherwise due by such Party (the 
	Payor Party
	) to the other Party (the 
	Payee
	Party
	) under Section 6.1(a) and Section 6.2(a) exceeds by more than $5,000,000 (the
	
	Threshold Amount
	) the aggregate amount of payments otherwise due by the Payee Party to
	the Payor Party under Section 6.1(a) and Section 6.2(a).
	     (b) If the Threshold Amount is exceeded, the Payor Party shall be liable under Section 6.1(a)
	and Section 6.2(a) only for a payment or payments in excess of the Threshold Amount.
	     (c) If, after a payment becomes due under Section 6.1(a) and Section 6.2(a), a subsequent
	payment becomes due under Section 6.1(a) and Section 6.2(a) by either the Payor Party or the Payee
	Party (not taking account the Threshold Amount in Section 6.3(a)), the amount of the subsequent
	payment due between the Parties shall be adjusted to effectuate the aggregate nature of the
	Parties payment obligations under Section 6.1(a) and Section 6.2(a), including the Threshold
	Amount in Section 6.3(a).
	     (d) Section 6.3(a) shall not apply to any payment due under Section 7.5, Section 8.4, or
	Section 10.4.
	     
	Section 6.4
	Separate Entity Provisions
	.
	     (a) For purposes of computing the taxable income of an HII Group Member in determining the
	amount payable in Section 6.1 or Section 6.2:
	     (i) each HII Group Member shall be treated as a stand-alone corporation that filed a
	separate Income Tax Return based solely on the Income Tax Items and apportionment factors of
	such Member (but reflecting elections and Accounting Methods used by the NGC Group for the
	relevant Current Tax Group Federal Consolidated Return, NGC Non-Federal Tax Return, or New
	NGC Non-Federal Tax Return);
	     (ii) no net operating loss, net capital loss, or other loss carryover or carryback
	deduction shall be taken into account; and
	16
 
	 
	     (iii) a decrease in an amount of net operating loss or capital loss shall be treated as
	an increase in taxable income, and an increase in an amount of net operating loss or capital
	loss shall be treated as a decrease in taxable income.
	     (b) This Section 6.4 shall not apply to any payment due under Section 7.5, Section 8.4, or
	Section 10.4.
	     
	Section 6.5
	Acknowledgement
	.
	     New NGC and HII acknowledge and agree that the reason for the methodology for determining
	payments as set forth in Section 6.1 or Section 6.2 is that the precise computation of actual Tax
	detriment or Tax benefit resulting from an Income Tax Adjustment or combinations of Income Tax
	Adjustments to taxable income may be difficult or impossible to determine and that the payments
	provided for in Section 6.1 or Section 6.2 are in lieu of any payments or indemnities relating to
	the actual amount of adjustment to Taxes.
	ARTICLE 7
	ALLOCATION, CHARACTER, AND TREATMENT
	OF CERTAIN TAX ITEMS AND TRANSACTIONS
	     
	Section 7.1
	Allocation of Certain Tax Items
	.
	     (a) 
	Allocation Between Taxable Periods
	. If applicable law requires the Taxable Period
	of any HII Group Member that was a member of the Current Tax Group to end as of the close of the
	Distribution Date, Income Tax Items shall be included in each Taxable Period in accordance with
	Treasury Regulations Section 1.1502-76(b)(2)(i) with no election under Treasury Regulations Section
	1.1502-76(b)(2)(ii) or (iii).
	     (b) 
	Allocation Within a Straddle Taxable Period
	. If applicable law does not require
	the Taxable Period of HII and each HII Group Member that was a member of the Current Tax Group to
	end as of the close of the Distribution Date, then the amount of Income Tax Items attributable to
	each portion of the Straddle Taxable Period shall be determined by means of a closing of the books
	and records of such HII Group Member as of the close of the Distribution Date;
	provided
	,
	however
	, that exemptions, allowances or deductions that are calculated on an annual or
	periodic basis shall be allocated between such portions in proportion to the number of days in each
	such portion.
	     (c) 
	Extraordinary Transactions
	. Notwithstanding anything to the contrary in this
	Agreement, for all Tax purposes, New NGC and HII each shall report any transaction that is outside
	the ordinary course of the normal day-to-day operations of the Shipbuilding Business that is
	undertaken, caused, or permitted by any HII Group Member that occurs on the Distribution Date but
	after the Distribution as occurring on the day after the Distribution Date pursuant to Treasury
	Regulations Section 1.1502-76(b)(1)(ii)(B) or any similar or analogous provision of state, local or
	foreign Law. New NGC shall not make a ratable allocation election
	pursuant to Treasury Regulations Section 1.1502-76(b)(2)(ii)(D) or any similar or analogous
	provision of state, local or foreign Law.
	17
 
	 
	     
	Section 7.2
	Tax Treatment of Payments between the Parties
	.
	     (a) 
	Payments Pursuant to this Agreement
	. Each of New NGC and HII covenants and agrees
	that it will, and will cause each of its respective Subsidiaries to, treat the payments described
	below in the following manner for all Tax purposes:
	     (i) A payment by HII to New NGC under Section 6.1, Section 7.5, Section 8.4, or Section
	10.4 and a payment by NGC to New NGC under Section 10.3(b) shall be treated as a
	distribution by HII to New NGC immediately prior to the Distribution.
	     (ii) A payment by New NGC to HII under Section 6.2, Section 7.5, Section 8.4, or
	Section 10.4 and a payment by New NGC to NGC under Section 10.3(a) shall be treated as a
	contribution by New NGC to HII immediately prior to the Distribution.
	     (iii) A payment of interest under Section 11.1 shall be treated as taxable or
	deductible, as the case may be, in either case except as otherwise required by applicable
	Law.
	     (b) 
	Payments Pursuant to Separation and Distribution Agreement and Ancillary
	Agreements
	.
	     (i)
	In General
	. New NGC and HII each covenants and agrees that it will, and
	will cause each of its respective Subsidiaries to, treat an indemnity payment pursuant to
	the Separation and Distribution Agreement (other than payments made with respect to Shared
	Gains or Shared Liabilities) or any Ancillary Agreement, to the extent attributable to a
	Pre-Distribution Taxable Period or the portion of such Straddle Period ending on or before
	the Distribution Date as determined pursuant to Section 7.1(b), as a contribution by New NGC
	to HII or a distribution by HII to New NGC, as the case may be, immediately prior to the
	Distribution.
	     (ii)
	Shared Gains and Shared Liabilities
	. Consistent with Section 9.1, the
	Parties shall consult and negotiate in determining the tax treatment of Shared Gains and
	Shared Liabilities, as allocated in the Separation and Distribution Agreement, and of any
	indemnity payments between the Parties with respect thereto. In such consultations and
	negotiations, the Parties shall seek to achieve consistency in their respective Tax
	treatment and reporting of such matters and, to the extent allowed by Law, Tax treatment
	that is consistent with the economic benefits and burdens of such allocations and
	indemnities.
	     
	Section 7.3
	Tax Treatment of Novations of Shipbuilding Liabilities and
	Retained Liabilities
	.
	     Each Party covenants and agrees that it will, and will cause each of its respective
	Subsidiaries to, treat the novation of the Shipbuilding Liabilities and the Retained Liabilities
	pursuant to Section 2.4 and 2.5 of the Separation and Distribution Agreement, respectively as (a) a
	distribution by HII to New NGC immediately prior to the Distribution or (b) a contribution by New
	NGC to HII immediately prior to the Distribution.
	18
 
	 
	     
	Section 7.4
	Accounting Methods
	.
	     (a) No HII Group Member shall take any action with the IRS (whether by making an Adjustment
	Request, filing a request for a change in Accounting Method, or otherwise) that would adversely
	affect the application of any Accounting Method for any HII Group Member for any Pre-Distribution
	Taxable Period, unless such action is required by the IRS in a Final Determination.
	     (b) Each HII Group Member shall continue the use of any Accounting Method in effect
	immediately prior to the Distribution Date for such Member (including the Accounting Methods
	described in the IRS ruling letter dated February 26, 2010 relating to CVN 78), unless such Member
	either (i) is required by the IRS to change such Accounting Method in a Post-Distribution Taxable
	Period, or (ii) requests and receives consent from the IRS to change such Accounting Method in a
	Post-Distribution Taxable Period.
	     (c) Each HII Group Member shall continue the use of any Accounting Method agreed to by NGC or
	New NGC and the IRS for such HII Group Member as a result of any Final Determination with respect
	to Current Tax Group Federal Consolidated Returns for a Pre-Distribution Taxable Period or a
	Straddle Taxable Period, unless such HII Group Member Group receives consent from, or is required
	by, the IRS to change such Accounting Method in a Post-Distribution Taxable Period;
	provided
	,
	however
	, that if such consent reasonably would be expected to have
	material adverse impact on New NGC (including through an increase in Taxes or a reduction of a Tax
	Attribute, regardless of whether or when such Tax Attribute otherwise would have been used), the
	HII Tax Group (or such Member) shall not seek such consent.
	     (d) Each HII Group Member that was granted permission by IRS to implement a change in
	Accounting Method prior to the Distribution Date (including changes pursuant to IRS automatic
	consent procedures) shall comply with all terms of the Accounting Method change consent agreement
	or the terms imposed by the automatic consent procedure, including (i) the accounting method change
	request relating to long-term contract accounting methods filed on behalf Northrop Grumman
	Shipbuilding, Inc. on December 22, 2009 and for which consent was granted by the IRS in a ruling
	letter dated July 19, 2010, and (ii) the automatic accounting method change, relating to contracts
	with the Navy pursuant to Section 2203 of the Emergency Supplemental Appropriations Act for
	Defense, the Global War on Terror, and Hurricane Recovery, 2006, Pub. L. No. 109-234, filed on
	behalf of Northrop Grumman Shipbuilding, Inc. on January 27, 2010.
	     (e) The Parties acknowledge and agree that any long-term contract (within the meaning of
	Section 460(f) of the Code) being performed by any HII Group Member on the Distribution Date is
	subject to Treasury Regulations Section 1.460-4(k)(3), relating to step-in-the-shoes transactions.
	     (f) The Parties acknowledge and agree that any interest any HII Group Member owes to IRS, or
	is owed by IRS, in a Post-Distribution Taxable Period under the look-back rules of Section
	460(b)(2), (i) is payable by, or shall be payable to, respectively, such HII Group Member, and (ii)
	shall not result in any payment obligation by any Party under ARTICLE 6,
	19
 
	 
	notwithstanding the fact
	that some period of contract performance covered by the look-back calculation occurred during a
	Pre-Distribution Taxable Period or a Straddle Taxable Period.
	     (g) The Parties acknowledge and agree that any adjustment to taxable income of any HII Group
	Member in a Post-Distribution Taxable Period resulting from an adjustment under Section 481 of the
	Code relating to an Accounting Method change effective as of a date prior to the Distribution Date
	shall not result in any payment obligation by any Party under ARTICLE 6, notwithstanding the fact
	that the adjustment period may have commenced in a Pre-Distribution Taxable Period or Straddle
	Taxable Period.
	     (h) The Parties acknowledge and agree that any adjustment to taxable income of any HII Group
	Member in a Post-Distribution Taxable Period resulting from an adjustment under Section 481 of the
	Code relating to an Accounting Method change effective as of a date subsequent to the Distribution
	Date shall not result in any payment obligation by any Party under ARTICLE 6, notwithstanding the
	fact that the adjustment may take into account the taxable income reported on an Accounting Method
	in a Pre-Distribution Taxable Period or a Straddle Taxable Period.
	     (i) The Parties acknowledge and agree that any increase in the tax liability of any HII Group
	Member in a Post-Distribution Taxable Period resulting from the recapture of any tax benefit under
	Section 708(b) of the American Jobs Creation Act of 2004, Pub. L. No. 108357 shall not result in
	any payment obligation by New NGC under Section 6.2, notwithstanding the fact that such recapture
	may relate to taxable income of qualified naval ship contracts that would have been recognized by
	such Member during a Pre-Distribution Taxable Period but for the application of Section 708(a)
	thereof.
	     
	Section 7.5
	Indemnification for Taking Contrary Tax Treatment
	.
	     (a) If either New NGC or HII or any of its Subsidiaries fails to comply with any covenant,
	agreement, or undertaking in this ARTICLE 7, such Party shall indemnify and hold harmless the other
	Party and each of its Subsidiaries from and against any (i) increase in Taxes resulting from a
	Final Determination that the treatment of a Income Tax Item differs from the treatment of such
	Income Tax Item described in this ARTICLE 7 and (ii) legal, accounting, or other fees and expenses
	incurred in connection with a Tax Proceeding relating to the treatment of such Income Tax Item.
	     (b) A Partys obligation under this ARTICLE 7 to treat a receipt, payment or item of income,
	gain, loss, deduction or credit in a prescribed manner (including timing) shall be satisfied if
	such Party files all relevant Tax Returns and Adjustment Requests in a manner consistent with such
	prescribed treatment.
	     (c) For the purposes of this Section 7.5, any increase in Taxes shall be determined in
	accordance with the methodology set forth in Section 6.1(b) and Section 6.1(d), on the one hand, or
	Section 6.2(b) and Section 6.2(d), on the other;
	provided
	,
	however
	, that the
	limitations under Section 6.1(c), Section 6.2(c), and Section 6.3 shall not apply to the
	indemnities under this Section 7.5, it being the intention of the parties that any indemnity under
	this Section 7.5 shall be determined without any minimum amount and without regard to the presence
	or absence of any
	20
 
	 
	possible future Tax benefit or Tax detriment to any member of the HII Group or
	any member of the New NGC Group.
	     (d) Any obligations of a Party pursuant to this Section 7.5 shall be separate from and shall
	not affect the obligations of any Party to another Party pursuant to Section 6.1, Section 6.2,
	Section 8.4(b), or Section 10.4.
	     
	Section 7.6
	Tax Attributes
	.
	     (a) New NGC shall cooperate with HII, each at its own cost and expense, in determining the
	allocation of Tax Attributes between the Current Tax Group and the HII Tax Group arising in
	Pre-Distribution Taxable Periods or Straddle Taxable Periods in accordance with the Code and
	Treasury Regulations (and any applicable state, local, and foreign Laws). New NGC and HII hereby
	agree to compute all Taxes for Post-Distribution Taxable Periods and Straddle Taxable Periods
	consistently with that determination unless otherwise required by a Final Determination.
	     (b) To the extent that the amount of any Tax Attribute is later reduced or increased by a Tax
	Authority, Tax Proceeding, or carrybacks of Tax Attributes from Post-Distribution Taxable Periods
	of either the Current Tax Group or the HII Group, such reduction or increase shall be allocated to
	the Party to which such Tax Attribute was allocated pursuant to Section 7.6(a).
	ARTICLE 8
	TAX-FREE STATUS OF THE TRANSACTIONS
	     
	Section 8.1
	Covenants, Undertakings, Agreements, Representations, and
	Warranties
	.
	     (a) 
	HII Covenants, Undertakings, Agreements, Representations, and Warranties
	.
	     (i) HII represents and warrants as follows:
	     (A) All the facts presented and representations made in the Tax Materials
	(singly and in combination), to the extent descriptive of the HII Group,
	any HII Group Member, or the actions or intentions of any of them, at all times
	have been, and as of the date of this Agreement are, true, correct, fairly presented
	and complete in all respects and are not misleading in any respect.
	     (B) No HII Group Member is aware of any respect in which any fact presented or
	representation made in the Tax Materials (singly or in combination) is misleading in
	any respect or is other than true, correct, fairly presented and complete in all
	respects.
	     (ii) HII covenants, undertakes and agrees as follows:
	     (A) Each HII Group Member shall use its best efforts to ensure that the facts
	presented and representations made in the Tax Materials (singly and in
	21
 
	 
	combination)
	will be true, correct, fairly presented and complete in all respects, and not
	misleading in any respect, through and including the Distribution Date and
	thereafter as relevant.
	     (B) If an HII Group Member becomes aware that any fact presented or
	representation made in the Tax Materials (singly or in combination) is, may be, or
	may become misleading or other than true, correct, fairly presented and complete in
	all respects, HII shall promptly notify the appropriate management personnel of NGC
	(before the Distribution Date) or New NGC (after the Distribution Date) of the
	situation in writing, and shall use its best efforts and fully cooperate in any
	efforts by NGC and/or New NGC to correct the situation, all at its own expense.
	     (C) No HII Group Member will take a position on a Tax Return (including on
	Schedule UTP or any similar schedule or form) that could be reasonably likely to be
	inconsistent in any respect with the rulings set forth in the IRS Ruling, the rights
	and obligations set forth in the IRS Closing Agreement, the conclusions set forth in
	the Opinion, or the Tax-Free Status of the Transactions.
	     (b) 
	New NGC Covenants, Undertakings, Agreements, Representations,
	and Warranties
	.
	     (i) New NGC represents and warrants as follows:
	     (A) It has delivered complete and accurate copies of the Tax Materials to HII.
	     (B) All the facts presented and representations made in the Tax Materials
	(singly and in combination) at all times have been, and are as of the date of this
	Agreement, true, correct, fairly presented and complete in all respects, and are not
	misleading in any respect.
	     (C) No New NGC Group Member is aware of any respect in which any fact presented
	or representation made in the Tax Materials (singly or in
	combination) is misleading in any respect or is other than true, correct,
	fairly presented and complete in all respects.
	     (ii) New NGC covenants, undertakes and agrees as follows:
	     (A) Each New NGC Group Member shall use its best efforts to ensure that the
	facts presented and representations made in the Tax Materials (singly and in
	combination) will be true, correct, fairly presented and complete in all respects,
	and will not be misleading in any respect, through and including the Distribution,
	and thereafter as relevant.
	     (B) If a New NGC Group Member becomes aware that any fact presented or
	representation made in the Tax Materials (singly or in combination) is, may be, or
	may become misleading in any respect or other than true, correct, fairly presented
	and complete in all respects, New NGC shall promptly inform the
	22
 
	 
	appropriate
	management personnel of HII of the situation in writing, shall use its best efforts,
	and shall fully cooperate in any efforts by HII, to correct the situation, all at
	its own cost and expense.
	     (C) No New NGC Group Member will take a position on a Tax Return (including on
	Schedule UTP or any similar schedule or form) that could be reasonably likely to be
	inconsistent in any respect with the rulings set forth in the IRS Ruling, the rights
	and obligations set forth in the IRS Closing Agreement, the conclusions set forth in
	the Opinion, or the Tax-Free Status of the Transactions.
	     (c) 
	No Contrary Knowledge
	. Each of New NGC and HII represents and warrants that it
	knows of no fact (after due inquiry) that could be reasonably likely to cause the Tax treatment of
	the Transactions to be other than the Tax-Free Status of the Transactions.
	     (d) 
	No Contrary Plan
	. Each of New NGC and HII represents and warrants that neither it
	nor any of its Affiliates has any plan or intent to take any action that could be reasonably likely
	to be inconsistent with any statement or representation in the Tax Materials.
	     
	Section 8.2
	Restrictions Relating to the Distribution
	.
	     (a) 
	General
	. Neither New NGC nor HII shall take, or permit any New NGC Group Member
	or HII Group Member to take, any action that could be reasonably likely to be inconsistent with any
	of the Tax Materials or to jeopardize all or any part of the Tax-Free Status of the Transactions.
	     (b) 
	IRS Closing Agreement
	. Neither New NGC nor HII shall take, or permit any New NGC
	Group Member or HII Group Member to take, any action that could be reasonably likely to be
	inconsistent with any provision of the IRS Closing Agreement.
	     (c) 
	HII Restricted Actions
	. HII shall not take, and shall not permit any HII Group
	Member to take, any action described in paragraphs (i) through (vi) (each a 
	HII Restricted
	Action
	) prior to the first day following the second anniversary of the Distribution
	(the 
	Restriction Period
	).
	     (i)
	No Liquidation or Dissolution
	. HII shall not take, and shall not permit
	any HII Group Member to take, any action that reasonably could be expected to result in a
	dissolution or liquidation (including any action that is a liquidation for federal Income
	Tax purposes, whether or not as part of a reorganization within the meaning of Section
	368(a) of the Code) of any HII Group Member, except NGC, or a merger in which any HII Group
	Member, except NGC, is a party but not the surviving corporation.
	     (ii)
	Continuation of Shipbuilding Business
	. HII shall not, and shall not
	permit any HII Group Member to, take any action that could be reasonably likely to be
	inconsistent with the continuation of the Shipbuilding Business as described in the Tax
	Materials;
	provided
	,
	however
	, that the winding down or cessation of the HII
	Groups shipbuilding facilities in Avondale, Louisiana shall not be considered inconsistent
	with the continuation of the Shipbuilding Business.
	23
 
	 
	     (iii)
	Dispositions of Assets
	. HII shall not, and shall not permit any
	HII Group Member to, sell, transfer, or otherwise dispose of or agree to, sell, transfer or
	otherwise dispose (including in any transaction treated for federal Income Tax purposes as a
	sale, exchange, transfer or disposition) of assets (including shares of stock of any HII
	Group Member) in one or more transactions that, in the aggregate, could be reasonably likely
	to constitute more than 30 percent of the consolidated gross assets of the HII Group. The
	percentage of the consolidated gross assets of the HII Group sold, transferred or otherwise
	disposed of shall be based on the fair market value of all relevant assets as of the
	Distribution Date, or, if fair market value of any asset or group of assets is not readily
	determinable, based on the net book value of such asset or group of assets under Generally
	Accepted Accounting Principles, as of such date. The restrictions in this paragraph shall
	not apply to (A) sales, transfers, or dispositions of assets for cash or cash equivalents in
	the ordinary course of normal day-to-day operations of the Shipbuilding Business, (B)
	acquisitions of assets from unrelated Persons in arms-length transactions, (C) transfers of
	assets to Persons that are disregarded as entities separate from the transferors for federal
	Income Tax purposes, (D) mandatory or optional payments (including pre-payments) of interest
	or principal with respect to indebtedness of an HII Group Member, (E) redemptions or
	repurchases of HII stock or rights to acquire stock for cash or cash equivalents within the
	restrictions set forth in Section 8.2(c)(iv), (F) normal quarterly dividends, or (G) sales
	of assets in connection with the winding down and cessation of the HII Groups shipbuilding
	facilities in Avondale, Louisiana.
	     (iv)
	Redemptions and Other Acquisitions of HII Stock
	. HII shall not redeem or
	otherwise acquire (directly or through an Affiliate) any HII stock or rights to acquire
	stock of HII, except to the extent that such acquisitions (separately and together with any
	other such acquisitions) are within the limitations described in the IRS Ruling;
	provided
	,
	however
	, that an acquisition of a right to acquire stock in a
	transaction subject to Safe Harbor VIII of Treasury Regulations Section 1.355-7(d) shall not
	constitute an HII Restricted Action.
	     (v)
	Transactions Implicating Section 355(e) of the Code
	.
	     (A) HII shall not enter into a transaction described in Section 8.2(c)(v)(B)
	(and, to the extent any HII Group Member has the right or authority to prevent any
	such transaction, shall not permit any such transaction to occur), if in the
	aggregate such transactions could be reasonably likely to cause or permit one or
	more Persons (whether or not acting in concert) to acquire, directly or indirectly,
	a number of shares of HII stock that would, when combined with any other changes in
	ownership of HII stock, comprise 40 percent or more of either (I) the value of all
	outstanding shares of stock of HII as of the date of such transaction, or in the
	case of a series of transactions, the date of the last transaction of such series,
	or (II) the total combined voting power of all outstanding shares of voting stock of
	HII as of the date of such transaction, or in the case of a series of transactions,
	the date of the last transaction of such series. For purposes of this Section
	8.2(c)(v), a reference to an acquisition of stock and any similar term or variation
	thereof includes an agreement, understanding or arrangement or substantial
	negotiations, within the meaning of Treasury
	24
 
	 
	Regulations Section 1.355-7 regarding any such transaction or series of
	transactions or any similar transaction or series of transactions.
	     (B) Subject to Section 8.2(c)(v)(C) and Section 8.2(c)(v)(D), a transaction
	described in this Section 8.2(c)(v)(B) includes a transaction or part of a series of
	transactions as a result of which (I) HII or any HII Group Member would merge or
	consolidate with any other Person (except a merger or consolidation of two HII Group
	Members), or (II) one or more Persons would (directly or indirectly) acquire, or
	have the right to acquire, shares of HII stock from HII and/or one or more holders
	of outstanding shares of HII stock. Such a transaction constitutes an HII
	Restricted Action regardless of whether it is supported by HIIs board of directors,
	management or shareholders, is a hostile acquisition, or otherwise.
	     (C) For purposes of Section 8.2(c)(v)(B), (I) a recapitalization, amendment to
	a certificate of incorporation (or other organizational documents), or any other
	action, whether through a stockholder vote or otherwise, affecting the relative
	voting rights of stock (including through conversion of any stock into another class
	of stock) shall be treated as an acquisition of stock, and (II) a redemption of
	stock (directly or, as appropriate, indirectly through Affiliates) shall be treated
	as an indirect acquisition of stock by the non-redeeming shareholders.
	     (D) A transaction described in Section 8.2(c)(v)(B) shall not include (I) an
	adoption by HII of a shareholder rights or poison pill plan (of the type described
	in Revenue Ruling 90-11), (II) an acquisition of HII stock that satisfies Safe
	Harbor VII of Treasury Regulations Section 1.355-7(d) or (III) an issuance of stock
	or a grant of an option to acquire stock by HII that satisfies Safe Harbor VIII or
	Safe Harbor IX of such regulation.
	     (vi)
	Section 355(a)(1)(B) of the Code
	. HII shall not take any action or
	actions and, to the extent any HII Group Member has the right or authority to prevent such
	action, shall not permit any action (in either case, whether or not inconsistent with any of
	the Tax Materials), if, in the aggregate, such actions could be reasonably likely to cause
	or permit one or more Persons (whether or not acting in concert) to dispose, directly or
	indirectly, of a number of shares of HII stock that, when combined with any other changes in
	ownership of HII stock pertinent for purposes of Section 355(a)(1)(B) of the Code, could be
	reasonably likely to comprise 20 percent or more of the value of all of the outstanding
	shares of stock of HII as of the date of such transaction, or in the case of a series of
	transactions, the date of the last transaction of such series.
	     (d) 
	Permitted Actions
	. Notwithstanding Section 8.2(c), during the Restriction Period
	HII may take an HII Restricted Action, if the conditions set forth in Section 8.2(d)(i), Section
	8.2(d)(ii), or Section 8.2(d)(iii) are satisfied. For purposes of such provisions, in determining
	whether a ruling or opinion is satisfactory, New NGC may consider, among other factors, the
	appropriateness of any underlying assumptions or representations used as a basis for the ruling or
	25
 
	 
	opinion and the views of New NGCs outside tax advisors on the substantive merits of the
	matters addressed in such ruling or opinion.
	     (i) The conditions set forth in this Section 8.2(d)(i) shall be satisfied if HII shall
	have requested New NGC to obtain a supplemental ruling in accordance with Section 8.3 to the
	effect that such action or transaction will not affect the Tax-Free Status of the
	Transactions, and New NGC shall have received such a supplemental ruling in form and
	substance satisfactory to New NGC.
	     (ii) The conditions set forth in this Section 8.2(d)(ii) shall be satisfied if HII
	shall have provided to New NGC an Unqualified Tax Opinion in form and substance satisfactory
	to New NGC.
	     (iii) Solely with respect to the Restricted Actions described in Section 8.2(c)(i), the
	conditions of this Section 8.2(d)(iii) shall be satisfied if HII notifies New NGC in writing
	of the proposed dissolution, liquidation, or merger involving the relevant HII Group Member,
	and New NGC consents, in writing, to such dissolution, liquidation, or merger, which consent
	shall not be unreasonably withheld, conditioned or delayed;
	provided
	,
	however
	, that this Section 8.2(d)(iii) shall not apply to a dissolution or
	liquidation of HII or to a merger to which HII is a party.
	     (e) 
	Restrictions Relating to NGC
	. HII shall not, and shall not permit any HII Group
	Member to, (i) sell, convey, assign or otherwise transfer any shares of capital stock of NGC, (ii)
	transfer any asset to NGC, or (iii) take any action that could be reasonably likely to cause NGC to
	engage in any business activity or otherwise to be inconsistent with the liquidation of NGC in the
	Transactions for federal Income Tax purposes;
	provided
	,
	however
	, that nothing in
	this Section 8.2(e) shall prevent HII or NGC from taking any action pursuant to ARTICLE 10 of this
	Agreement or from approving the amendment to NGCs Certificate of Incorporation as contemplated by
	Section 8.2 of the Separation and Distribution Agreement.
	     
	Section 8.3
	Procedures Regarding Rulings and Opinions
	.
	     (a) If HII notifies New NGC that it desires to undertake, or to cause an HII Group Member to
	undertake, an HII Restricted Action, New NGC shall cooperate with HII and use its reasonable best
	efforts to seek to obtain, as expeditiously as possible, at New NGCs election, either a
	supplemental ruling from the IRS or an Unqualified Tax Opinion for the purpose of permitting HII to
	take such Restricted Action. HII shall bear its own costs and expenses and shall reimburse New NGC
	for all reasonable costs and expenses incurred by the Current Tax Group in attempting to obtain a
	supplemental ruling or an Unqualified Tax Opinion requested by HII.
	     (b) Notwithstanding Section 8.3(a), New NGC shall have no obligation (i) to request a
	supplemental or other ruling if, upon consultation with appropriate IRS personnel, New NGC
	reasonably determines that IRS likely would not issue such ruling or (ii) to take any action to
	obtain a supplemental or other ruling or an Unqualified Tax Opinion with respect to any HII
	Restricted Action, if New NGC reasonably determines that such HII Restricted Action or the
	26
 
	 
	process to attempt to obtain such ruling or opinion reasonably could be expected to have a
	significant adverse effect on any New NGC Group Member.
	     (c) Except in accordance with Section 8.3(a), no HII Group Member shall contact or seek any
	guidance from the IRS or any other Tax Authority (whether written, verbal or otherwise) at any time
	concerning the Transactions (including guidance as to the impact of any other transaction on the
	Transactions).
	     (d) New NGC shall have the right to obtain a ruling, determination or other guidance from any
	Tax Authority (including a supplemental IRS Ruling) or an opinion, including an Unqualified Tax
	Opinion, in its sole and absolute discretion and at any time. If New NGC decides to obtain such
	guidance or opinion, HII shall, and shall cause the HII Group Members to, cooperate with New NGC
	and take any and all actions reasonably requested by New NGC in connection with obtaining such
	guidance or opinion. Such cooperation shall include the making of any reasonable representation,
	warranty, undertaking or covenant, or the providing of any materials requested by the Tax Authority
	or the law firm issuing such opinion; provided, that HII shall not be required to make (or cause an
	Affiliate to make) any representation, warranty, undertaking or covenant that is inconsistent with
	historical facts or as to future matters or events over which it has no control. In connection
	with obtaining a ruling or determination from a Tax Authority, New NGC shall apply for such ruling
	or determination and shall have sole and exclusive control over the process of obtaining such
	ruling or determination, including the right to modify or withdraw such request at any time. New
	NGC and HII each shall bear its own costs and expenses in obtaining a ruling, determination or Tax
	Opinion requested by New NGC;
	provided
	,
	however
	, that, if HII incurs reasonable
	legal or accounting fees in excess of $50,000, with prior consent of New NGC (which shall not be
	unreasonably withheld, conditioned or delayed), in connection with a request by New NGC for
	guidance or an opinion subject to this Section 8.1(d), and if such guidance or opinion does not
	relate to an HII Restricted Action, New NGC shall reimburse HII for such excess amount.
	     
	Section 8.4
	Indemnification
	.
	     (a) 
	Indemnification by HII
	. HII shall indemnify and hold each New NGC Group Member
	harmless from and against any loss, cost or expense (including Transactions Taxes and legal,
	accounting and other fees and other expenses incurred in connection with any Tax Proceeding)
	resulting from (1) a failure by any HII Group Member to comply with any covenant, agreement,
	undertaking, representation or warranty made by HII in Section 8.1 or Section 8.2; or (2) the
	taking of any HII Restricted Action during the Restriction Period (whether or not HII shall have
	received a ruling or Unqualified Tax Opinion pursuant to Section 8.2(d) and Section 8.3).
	     (b) 
	Indemnification by New NGC
	. New NGC shall indemnify and hold each HII Group
	Member harmless from and against any loss, cost or expense (including Transactions Taxes and legal,
	accounting and other fees and other expenses incurred in connection with any Tax Proceeding)
	resulting from a failure by any New NGC Group Member to comply with any covenant, agreement,
	undertaking, representation or warranty made by New NGC in Section 8.1 or Section 8.2.
	27
 
	 
	     (c) 
	Interaction with ARTICLE 6
	. Transaction Taxes shall be determined without
	reference to the methodology or limitations set forth in ARTICLE 6.
	     (d) 
	Interaction with Other Indemnities
	. Any obligations of a Party pursuant to this
	Section 8.4 shall be separate from and shall not affect the obligations of any Party to another
	Party pursuant to Section 6.1, Section 6.2, Section 7.5, or Section 10.4.
	ARTICLE 9
	COOPERATION
	     
	Section 9.1
	General Cooperation
	.
	     Each of the Parties shall cooperate fully (and each shall cause its respective Subsidiaries to
	cooperate fully) with all reasonable requests in writing from another Party, or from a
	representative or advisor to such Party, in connection with the preparation and filing of Tax
	Returns, Adjustment Requests, claims for Refund, Tax Proceedings and calculations of amounts
	required to be paid pursuant to this Agreement, in each case, related or attributable to or arising
	in connection with Taxes of any of the Parties or their respective Subsidiaries covered by this
	Agreement and the establishment of any reserve required in connection with any financial reporting.
	The Parties shall continue to cooperate with one another with respect to such matters without
	regard to the time limitation set forth in Section 7.7(d) of the Separation and Distribution
	Agreement. Except as provided in Section 7.3 of the Separation and Distribution Agreement, each
	Party shall make its employees, advisors and facilities available, without charge, on a reasonable
	and mutually convenient basis in connection with the foregoing matters, and the cooperation
	required by this Section 9.1 shall include the providing of any information reasonably necessary or
	helpful in connection with such matters and shall include, without limitation, at such Partys own
	cost and expense:
	     (a) the providing of Tax Returns of the Parties and their respective Subsidiaries, books,
	records (including information regarding ownership and Tax basis of property), documentation and
	other information relating to such Tax Returns, including accompanying schedules, related work
	papers, and documents relating to rulings or other determinations by Tax Authorities;
	     (b) the execution of documents (including powers of attorney) in connection with any Tax
	Proceedings of any of the Parties or their respective Subsidiaries, or the filing of Tax Returns or
	a Refund claims of the Parties or their respective Subsidiaries;
	     (c) the use of the Partys reasonable best efforts to obtain any documentation in connection
	with a Tax Matter; and
	     (d) the use of the Partys reasonable best efforts to obtain any Tax Returns (including
	accompanying schedules, related work papers, and documents), documents, books, records or other
	information in connection with the filing of any Tax Returns of any of the Parties or their
	Subsidiaries.
	28
 
	 
	     
	Section 9.2
	Retention of Records
	.
	     In addition to complying with their respective obligations as set forth in Article VII of the
	Separation and Distribution Agreement, (a) each of the Parties shall retain or cause to be retained
	all Tax Returns, schedules and workpapers, and all material records or other documents relating
	thereto in their possession, until sixty (60) days after the expiration of the applicable statute
	of limitations (including any waivers or extensions thereof) of the Taxable Periods to which such
	Tax Returns and other documents relate or until the expiration of any additional period that any
	Party reasonably requests, in writing, with respect to specific material records or documents; (b)
	a Party intending to destroy any material records or documents shall provide the other Parties with
	reasonable advance notice and the opportunity to copy or take possession of such records and
	documents; and (c) each of the Parties shall notify the other Parties in writing of any waivers or
	extensions of the applicable statute of limitations that may affect the Taxable Period for which
	the foregoing records or other documents must be retained.
	     
	Section 9.3
	Confidentiality
	.
	     Section 7.8 and Section 7.9 of the Separation and Distribution Agreement shall apply to all
	Information provided by the Parties to one another pursuant to this Agreement.
	Provided,
	however
	, that, if a Party receiving such Information reasonably determines that any such
	Information will be helpful in the resolution of a Tax Proceeding if disclosed to a Tax Authority,
	then, upon request of such Party, the Party providing such Information shall promptly permit such
	disclosure unless such Party reasonably determines that such disclosure is likely to have a
	significant adverse effect on such Party or any of its Affiliates.
	ARTICLE 10
	NGC AS CURRENT TAX GROUP AGENT
	     
	Section 10.1
	Purpose
	.
	     The purpose of this ARTICLE 10 is to ensure that matters relating to the Current Tax Groups
	U.S. federal Income Taxes and other Taxes for Pre-Distribution Taxable Periods with respect to
	which NGC is, and after the Distribution will remain, the Current Tax Group Agent are managed and
	administered, and Tax Proceedings with respect to such Tax matters are conducted, in an efficient
	and orderly manner and in the interest of the New NGC Group, notwithstanding the fact that NGC will
	be a Subsidiary of HII after the Distribution but will continue to be the Current Tax Group Agent
	for the Current Tax Groups U.S. federal Income Taxes and certain other Taxes for Pre-Distribution
	Taxable Periods. It is the Parties intent that no Party shall obtain any advantage or sustain any
	disadvantage vis-à-vis any other Party as a result of NGC, instead of a New NGC Group Member, being
	the Current Tax Group Agent.
	     
	Section 10.2
	NGC Tax Officer
	.
	     (a) NGC shall appoint and retain as the NGC Tax Officer the individual designated by New NGC
	from time to time. It is expected but not required that New NGC shall designate its Vice President
	 Tax as the NGC Tax Officer. HII shall cause the NGC Tax Officer to be appointed as Vice
	President  Tax of NGC.
	29
 
	 
	     (b) The NGC Tax Officer shall have sole authority and responsibility to manage, administer,
	make decisions for and bind NGC with respect to all matters within the scope of NGCs authority and
	responsibility as Current Tax Group Agent. Such matters shall include the matters listed in the
	Agency Regulations as subject to agency and all similar matters, including the following:
	     (i) Preparation, signing and filing of Tax Returns for NGC as the Current Tax Group
	Agent,
	     (ii) Making payments to Tax Authorities on behalf of NGC as the Current Tax Group
	Agent,
	     (iii) Conducting Tax Proceedings and agreeing to settlements thereof on behalf of NGC
	as the Current Tax Group Agent,
	     (iv) Obtaining the services of other officers and employees of New NGC Group Members on
	behalf of NGC as the Current Tax Group Agent, and
	     (v) Retaining and granting powers of attorney to professional advisers,
	representatives, experts and other individuals or professional service firms on behalf of
	NGC as the Current Tax Group Agent.
	     (c) The authority, responsibility and duties of the NGC Tax Officer shall be limited to
	matters described in Section 10.2(b). The NGC Tax Officer shall have no authority with respect to
	Tax matters of the HII Tax Group or any member of the HII Group other than NGC. With respect to
	NGC, the authority, responsibility and duties of the NGC Tax Officer shall be limited to matters
	relating to Tax Returns and Taxable Periods as to which NGC is the Current Tax Group Agent.
	     (d) HII shall, and shall cause the other HII Group Members (including NGC) to, cooperate with
	the NGC Tax Officer in the performance of his or her responsibilities as described in Section
	10.2(b). Upon request of the NGC Tax Officer, the board of directors and the officers of NGC shall
	promptly take any action and execute any documents as reasonably requested by the NGC Tax Officer
	for the purpose of conducting or settling a Tax Proceeding within the scope of this ARTICLE 10
	(including documents in connection with settlement of a Tax Proceeding, even if HII may demand
	arbitration under Section 5.1(a)(v) with respect to such settlement).
	     (e) The NGC Tax Officer shall act in the interest of the New NGC Group regarding all Tax
	matters, even if any such action is or may be contrary to the interest of the HII Group or its
	Members, under this Agreement or otherwise. Each of the HII Group Members hereby waives any
	conflict of interest that may arise from the activities and responsibilities of the NGC Tax
	Officer, and HII and NGC each has executed a letter to such effect in the form attached as Exhibit
	A. Upon request of New NGC, HII shall execute, or cause any HII Group Member (including NGC) to
	execute, a letter to similar effect in form or substance requested by a Tax Authority.
	30
 
	 
	     (f) New NGC shall employ and be solely responsible for paying the costs and expenses incurred
	in connection with the employment of the NGC Tax Officer and his or her activities, including cost
	of compensation paid and benefits accorded to the Tax Officer, liability insurance coverage and all
	costs associated with the use of services provided by other officers or employees of New NGC and
	other Current Group Members and by outside advisers, representatives or experts.
	     
	Section 10.3
	Payments of Tax and Receipt of Refunds
	.
	     (a) In accordance with Section 2.1 and Section 2.2, New NGC shall pay all Tax liabilities
	incurred by NGC as Current Tax Group Agent (including any liability for Tax attributable to the
	activities of NGC during a Pre-Distribution Taxable Period).
	     (b) In accordance with Section 4.1(a) and Section 4.2, promptly upon receipt by NGC of a
	Refund from a Tax Authority relating to a Tax Return for which NGC is the Current Tax Group Agent,
	NGC shall (and HII shall cause NGC to) remit the full amount of such Refund to New NGC.
	     
	Section 10.4
	Indemnification
	.
	     (a) HII shall indemnify and hold harmless all New NGC Group Members from and against any loss,
	cost or expense (including Taxes and professional fees) resulting from a breach by NGC or any other
	HII Group Member of an obligation under this ARTICLE 10.
	     (b) New NGC shall indemnify and hold harmless all HII Group Members from and against any loss,
	cost or expense (including Taxes and professional fees) resulting from
	     (i) any breach (including a delay in taking any action) by New NGC or any other New NGC
	Group Member of an obligation under this ARTICLE 10, and
	     (ii) any act or omission (including a delay in taking an action) by the NGC Tax Officer
	(or by any person acting under direction of the NGC Tax Officer), arising out of or related
	to this ARTICLE 10;
	provided
	,
	however
	, that this Section 10.4(b)(ii) shall
	have no effect on any indemnity or payment obligation under ARTICLE 3, ARTICLE 4, ARTICLE 6,
	ARTICLE 7, or ARTICLE 8.
	     (c) No act or omission (including a delay in taking an action) by the NGC Tax Officer within
	the scope of his or her authority and responsibility, under Section 10.2, shall result in any
	indemnity under Section 10.4(b) due to such act or omission being contrary to the interest of the
	HII Group or its Members, under this Agreement or otherwise.
	     (d) Except as otherwise provided in ARTICLE 3, ARTICLE 4, ARTICLE 6, ARTICLE 7, and ARTICLE 8,
	New NGC shall indemnify and hold harmless all HII Group Members from and against any Taxes for
	which NGC is or becomes liable with respect to any Pre-Distribution Taxable Period and any Straddle
	Taxable Period (and from and against any costs or expenses, including professional fees,
	attributable to the determination of any such liability for Taxes).
	31
 
	 
	     (e) Any indemnity obligation under this ARTICLE 10 shall be separate from and in addition to
	the indemnities and other payment obligations between the Parties under ARTICLE 3, ARTICLE 4,
	ARTICLE 6, ARTICLE 7, and ARTICLE 8. None of the limitations or methodologies for computing any
	such obligations in any of such Articles shall apply to the indemnities under this ARTICLE 10.
	     
	Section 10.5
	Designation of Substitute Current Tax Group Agent
	.
	     (a) NGC hereby designates Northrop Grumman Systems Corporation, a Delaware corporation, as
	successor Current Tax Group Agent in the form attached hereto as Exhibit B of even date herewith.
	Such designation shall become effective immediately upon the termination of NGCs corporate
	existence (or, if sooner, upon the relevant Tax Authoritys consenting to or requiring such
	designation). Within a reasonable time after the Distribution, the NGC Tax Officer shall execute a
	designation in a form substantially identical to the form in Exhibit B and shall file such
	designation with the IRS. If the IRS does not accept such filing at such time, the NGC Tax Officer
	shall use his or her reasonable best efforts to file such designation at the earliest opportunity.
	The NGC Tax Officer shall provide HII with a copy of the designation and any related correspondence
	with the IRS.
	     (b) Upon request of New NGC, HII shall cause NGC or any other HII Group Member to execute any
	additional document or documents to effect or facilitate the designation of a substitute Current
	Tax Group Agent selected by New NGC prior to the termination of NGCs corporate existence. The NGC
	Tax Officer shall be responsible for filing any such document with the IRS in a manner consistent
	with Section 10.5(a).
	     (c) HII agrees to cause the termination of NGCs corporate existence, within the meaning of
	Treasury Regulations Section 1.1502-77(e), so as to facilitate the designation pursuant to Section
	10.5(a), as soon as such termination can be accomplished with no significant adverse effect with
	respect to any contract between any HII Group Member and the United States Navy, and so long as the
	IRS accepts a substitute designee. HII agrees to keep New NGC informed of the status of these
	matters.
	ARTICLE 11
	MISCELLANEOUS
	     
	Section 11.1
	Timing of Payments; Interest
	.
	     Amounts payable pursuant to this Agreement shall be paid within 30 days of the written demand
	by the Party entitled to receive such payments. Such demand shall include documentation setting
	forth the basis for the amount payable. Any payment not made within 30 days of the written demand
	for such payment shall accrue interest at a rate per annum equal to the rate in effect for
	underpayments pursuant to Section 6621(a)(2) of the Code (without taking into account increased
	rates under Section 6621(c)) from such date, compounded annually.
	     
	Section 11.2
	Dispute Resolution
	.
	     (a) 
	Negotiations
	. New NGC and HII each shall endeavor, and shall cause their
	respective Affiliates to endeavor, to resolve any Tax Matters Dispute in an amicable manner
	32
 
	 
	through negotiations in good faith for not less than 21 days involving senior executives of
	the Parties who have authority resolve the matter.
	     (b) 
	Appointment of Tax Arbitrator by the Parties
	. Upon written notice by New NGC to
	HII, or by HII to New NGC, after 21-day period provided in Section 11.2(a), such Parties shall
	jointly select, retain and appoint one individual to resolve the Tax Matters Dispute (the 
	Tax
	Arbitrator
	). The Tax Arbitrator shall be a nationally-recognized tax attorney and shall be
	either a current or retired member of an Independent Firm or a former or retired judge or
	government official. In choosing a Tax Arbitrator, such Parties may consider, among other matters,
	the professional expertise of each prospective Tax Arbitrator, such individuals independence from
	the Parties, the cost of retaining such individual and the availability of such individual to
	perform the services of Tax Arbitrator on a timely basis. Neither of such Parties will
	unreasonably withhold or delay giving consent to the appointment of any qualified individual as Tax
	Arbitrator.
	     (c) 
	Appointment of Tax Arbitrator by Individuals Selected by the Parties
	. If, having
	determined that the Tax Matters Dispute must be referred to a Tax Arbitrator, the Parties cannot,
	after 21 days, retain a Tax Arbitrator who is acceptable to the Parties in good faith, then, upon
	written notice by New NGC to HII, or by HII to New NGC, each such Party shall, within seven days
	thereafter, designate and retain at its own expense an individual who shall have the qualifications
	described in Section 11.2(b). Such individuals shall agree upon and appoint as the Tax Arbitrator
	an individual (not either of such individuals or any member of a firm of which either of such
	individuals is a member or a retired member) who shall have such qualifications and who shall have
	agreed to serve as Tax Arbitrator at a cost no greater than the normal and customary charges for
	tax services imposed by such individual (or the Independent Firm of which he or she is a member or
	a retied member). Such individuals shall use reasonable best efforts to select the Tax Arbitrator
	within 14 days of their being selected by the Parties and shall not consult with either of the
	Parties prior to agreeing upon and appointing the Tax Arbitrator. The appointment of the Tax
	Arbitrator by such individuals shall be final and binding on the Parties, except if they agree
	otherwise.
	     (d) 
	Appointment of Tax Arbitrator by Tax Section Chair
	. If, having determined that
	the Tax Matters Dispute must be referred to a Tax Arbitrator, (i) the Parties cannot appoint a Tax
	Arbitrator pursuant to Section 11.2(b), and (ii) the individuals selected by the Parties pursuant
	to Section 11.2(c) are unwilling or unable to agree upon and appoint a Tax Arbitrator in a timely
	manner, then the Parties shall jointly request that the individual then serving as Chair of the New
	York State Bar Association Tax Section appoint the Tax Arbitrator. If such individual is unable or
	unwilling to appoint the Tax Arbitrator, then the Parties shall jointly request that the individual
	then serving as Chair of the American Bar Association Tax Section appoint the Tax Arbitrator. Each
	such individual, as the case may be, shall use reasonable best efforts to select the Tax Arbitrator
	within 14 days and shall not consult with either of the Parties prior to appointing the Tax
	Arbitrator. The appointment of the Tax Arbitrator by either such individual, as the case may be,
	shall be final and binding on the Parties, except if they agree otherwise.
	     (e) 
	Proceedings Before Tax Arbitrator
	. The Tax Arbitrator shall decide all points
	relating to the Tax Matters Dispute. Except to the extent jointly determined by agreement of the
	Parties, the Tax Arbitrator shall conduct proceedings necessary to reach a decision, as he or she
	33
 
	 
	reasonably determines, and may, in his or her reasonable discretion, obtain the services of
	any individual (including other members or employees of an Independent Firm of which the Tax
	Arbitrator is a current or retired member) to assist in deciding the Tax Matters Dispute. The Tax
	Arbitrator shall use his or her best efforts to resolve the dispute as quickly as is reasonably
	possible, and the Parties shall cooperate in efforts to do so. In the case of a dispute relating
	to NGCs role as the Current Tax Group Agent, the powers of the NGC Tax Officer, or otherwise
	relating to any provision of ARTICLE 10, the Tax Arbitrator shall use his or her best efforts to
	resolve all matters within 60 days after his or her appointment. All fees and expenses of the Tax
	Arbitrator shall be shared equally by New NGC and HII.
	     (f) 
	Tax Arbitrators Written Decision
	. As soon as practicable after proceedings are
	complete, the Tax Arbitrator shall furnish a written decision to the Parties. Such decision shall
	set forth the decision of the Tax Matters Dispute but shall not include any rationale therefor,
	discussion thereof or citations of legal authority, except to the extent necessary to make the
	terms of the decision clear to the Parties. The decision of the Tax Arbitrator shall be final and
	binding on the Parties, and the Parties shall take, or cause to be taken, any action necessary to
	implement the decision.
	     
	Section 11.3
	Survival of Covenants
	.
	     Except as otherwise contemplated by this Agreement, all covenants and agreements of the
	Parties contained in this Agreement shall survive the Distribution and remain in full force and
	effect in accordance with their applicable terms,
	provided
	,
	however
	, that the
	representations and warranties and all indemnification for Taxes shall survive until 60 days
	following the expiration of the applicable limitations period (taking into account all extensions
	thereof), if any, for the Tax that gave rise to the indemnification,
	provided,
	further
	, that, in the event that notice for indemnification has been given within the
	applicable survival period, such indemnification shall survive until such time as such claim is
	finally resolved.
	     
	Section 11.4
	Termination of Agreements, Arrangements and Policies
	.
	     Except for this Agreement and except as otherwise provided herein, all tax allocation
	agreements, arrangements or policies in effect between or among NGC Members shall be terminated
	effective as of the Distribution Date, and thereafter no party (or any of its directors or
	officers) shall have any liability or further obligation to any other party with respect to any
	such agreement, arrangement or policy.
	     
	Section 11.5
	Severability
	.
	     If any term or other provision of this Agreement is invalid, illegal or incapable of being
	enforced pursuant to any Law or as a matter of public policy, all other conditions and provisions
	of this Agreement shall remain in full force and effect. Upon such determination that any term or
	other provision is invalid, illegal or incapable of being enforced, the Parties to this Agreement
	shall negotiate in good faith to modify this Agreement so as to effect the original intent of the
	Parties as closely as possible in a mutually acceptable manner.
	34
 
	 
	     
	Section 11.6
	Entire Agreement
	.
	     Except as otherwise expressly provided in this Agreement, this Agreement constitutes the
	entire agreement of the Parties hereto with respect to the subject matter of this Agreement and
	supersedes all prior agreements and undertakings, both written and oral, between or on behalf of
	the Parties hereto with respect to the subject matter of this Agreement.
	     
	Section 11.7
	Assignment
	.
	     This Agreement shall not be assigned by either New NGC or HII without the prior written
	consent of the other such Party hereto, except that New NGC and HII each may assign (i) any or all
	of its rights and obligations pursuant to this Agreement to another New NGC Group Member or HII
	Group Member, as the case may be, and (ii) any or all of its rights and obligations pursuant to
	this Agreement in connection with a sale or disposition of any assets or entities or lines of
	business;
	provided
	,
	however
	, that no such assignment shall release the assigning
	Party from any liability or obligation pursuant to this Agreement.
	     
	Section 11.8
	No Third-Party Beneficiaries
	.
	     This Agreement is for the sole benefit of the Parties, their respective Subsidiaries and the
	permitted successors and assigns. Nothing in this Agreement, express or implied, is intended to or
	shall confer upon any other Person any legal or equitable right, benefit or remedy of any nature
	whatsoever pursuant to or by reason of this Agreement, provided, however, that the NGC Tax Officer
	shall be a third-party beneficiary with respect to his or her rights under ARTICLE 10.
	     
	Section 11.9
	Specific Performance and Other Equitable Relief
	.
	     In the event of any actual or threatened default in, or breach of, any of the terms,
	conditions and provisions of this Agreement, the Party who is or is to be thereby aggrieved shall
	have the right to specific performance and injunctive or other equitable relief of its rights
	pursuant to this Agreement (whether relating to a Tax Matters Dispute subject to arbitration under
	Section 11.2), in its sole discretion, in addition to any and all other rights and remedies at law
	or in equity, and all such rights and remedies shall be cumulative. The Parties agree that the
	remedies at law for any breach or threatened breach, including monetary damages, may be inadequate
	compensation for any loss and that any defense in any action for specific performance that a remedy
	at law would be adequate is waived. Any requirements for the securing or posting of any bond with
	such remedy are waived by the Parties to this Agreement.
	     
	Section 11.10
	Waiver of Jury Trial
	.
	     EACH OF THE PARTIES TO THIS AGREEMENT HEREBY IRREVOCABLY WAIVES ALL RIGHT TO TRIAL BY JURY IN
	ANY ACTION, PROCEEDING OR COUNTERCLAIM ARISING OUT OF OR RELATING TO THIS AGREEMENT.
	35
 
	 
	     
	Section 11.11
	Governing Law
	.
	     This Agreement and all disputes or controversies arising out of or relating to this Agreement
	or the transactions contemplated hereby shall be governed by, and construed in accordance with, the
	internal Laws of the State of New York, without regard to the Laws of any other jurisdiction that
	might be applied because of the conflicts of laws principles of the State of New York (other than
	Section 5-1401 of the New York General Obligations Law).
	     
	Section 11.12
	Amendment
	.
	     No provision of this Agreement may be amended or modified except by a written instrument
	signed by the Parties to this Agreement. No waiver by any Party of any provision of this Agreement
	shall be effective unless explicitly set forth in writing and executed by the Party so waiving. The
	waiver by any Party of a breach of any provision of this Agreement shall not operate or be
	construed as a waiver of any other subsequent breach.
	     
	Section 11.13
	Rules of Construction
	.
	     Interpretation of this Agreement shall be governed by the following rules of construction: (i)
	words in the singular shall be held to include the plural and vice versa; (ii) words of one gender
	shall be held to include the other gender as the context requires; (iii) references to the terms
	Article, Section, paragraph, or clause, are references to the Articles, Sections, paragraphs, or
	clauses of this Agreement unless otherwise specified; (iv) the terms hereof, herein, hereby,
	hereto, and derivative or similar words refer to this entire Agreement; (v) the word including
	and words of similar import shall mean including without limitation, unless otherwise specified;
	(vi) references to written or in writing include in electronic form; (vii) the table of
	contents and headings contained in this Agreement are for reference purposes only and shall not
	affect in any way the meaning or interpretation of this Agreement; (viii) a reference to any Person
	includes such Persons successors and permitted assigns; (ix) a reference to a provision of the
	Code, Treasury Regulations or any other Law mean the provision, or the successor provision thereto,
	as in effect for the relevant period or periods; and (x) a reference to a Partys taking an action
	shall include the Partys failure to take an action having the same result as the action referred
	to.
	     
	Section 11.14
	Notices
	.
	     All notices, notifications, requests, and other communications hereunder shall be in writing
	and shall be deemed duly given (a) on the date of delivery if delivered personally, or if by
	facsimile, upon written confirmation of receipt by facsimile, e-mail or otherwise, (b) on the first
	Business Day following the date of dispatch if delivered utilizing a next-day service by a
	recognized next-day courier or (c) on the earlier of confirmed receipt or the fifth Business Day
	following the date of mailing if delivered by registered or certified mail, return receipt
	requested, postage prepaid. All such notices, notifications, requests, and other communications
	shall be delivered to the addresses set forth below, or pursuant to such other instructions as may
	be designated in writing by the party to receive such communication:
	36
 
	 
	     (a) if to New NGC or to any other New NGC Group Member, before the date New NGC
	relocates its corporate headquarters, to:
	Northrop Grumman Corporation
	1840 Century Park East
	Los Angeles CA 90067-2199
	Attention: Vice President  Tax
	Facsimile: (310) 556-4546
	with a copy (which shall not constitute notice) to:
	Northrop Grumman Corporation
	1840 Century Park East
	Los Angeles CA 90067-2199
	Attention: General Counsel
	Facsimile: (310) 556-4910
	     (b) if to New NGC or any other New NGC Group Member on or after the date New NGC
	relocates its corporate headquarters, to:
	Northrop Grumman Corporation
	2980 Fairview Park Drive
	Falls Church VA 22042
	Attention: Vice President  Tax
	Facsimile: To be provided at relevant time
	with a copy (which shall not constitute notice) to:
	Northrop Grumman Corporation
	2980 Fairview Park Drive
	Falls Church VA 22042
	Attention: General Counsel
	Facsimile: (703) 875-1852
	     (c) if to HII or any HII Group Member (other than NGC), to:
	Huntington Ingalls Industries, Inc.
	4101 Washington Avenue
	Newport News VA 23607
	Attention: Chief Financial Officer
	Facsimile: (757) 688-0350
	37
 
	 
	with a copy (which shall not constitute notice) to:
	Huntington Ingalls Industries, Inc.
	4101 Washington Avenue
	Newport News VA 23607
	Attention: General Counsel
	Facsimile: (757) 688-1408
	     (d) if by HII to NGC, before the date New NGC relocates its corporate headquarters,
	to:
	Titan II Inc.
	c/o Northrop Grumman Corporation
	1840 Century Park East
	Los Angeles CA 90067-2199
	Attention: Vice President  Tax
	Facsimile: (310) 556-4546
	with a copy (which shall not constitute notice) to:
	Northrop Grumman Corporation
	1840 Century Park East
	Los Angeles CA 90067-2199
	Attention: General Counsel
	Facsimile: 310) 556-4910
	     (e) if by HII to NGC, on or after the date New NGC relocates its corporate
	headquarters, to:
	Titan II Inc.
	c/o Northrop Grumman Corporation
	2980 Fairview Park Drive
	Falls Church VA 22042
	Attention: Vice President  Tax
	Facsimile: To be provided at relevant time
	with a copy (which shall not constitute notice) to:
	Northrop Grumman Corporation
	2980 Fairview Park Drive
	Falls Church VA 22042
	Attention: General Counsel
	Facsimile: (703) 875-1852
	38
 
	 
	     (f) if by New NGC to NGC, to:
	Titan II Inc.
	4101 Washington Avenue
	Newport News VA 23607
	Attention: Chief Financial Officer
	Facsimile: (757) 688-0350
	with a copy (which shall not constitute notice) to:
	Huntington Ingalls Industries, Inc.
	4101 Washington Avenue
	Newport News VA 23607
	Attention: General Counsel
	Facsimile: (757) 688-1408
	     
	Section 11.15
	Counterparts.
	     This Agreement may be executed in one or more counterparts each of which when executed shall
	be deemed to be an original but all of which taken together shall constitute one and the same
	agreement. Delivery of an executed counterpart of a signature page to this Agreement by facsimile
	or portable document format (PDF) shall be as effective as delivery of a manually executed
	counterpart of any such Agreement.
	     
	Section 11.16
	Coordination with the Employee Matters Agreement.
	     To the extent any covenants or agreements between the Parties with respect to employment Taxes
	are set forth in the Employee Matters Agreement, such matters shall be governed exclusively by the
	Employee Matters Agreement and not by this Agreement.
	     
	Section 11.17
	Conflict or Inconsistency Between Agreements.
	     In the event of any conflict or inconsistency between any provision of this Agreement and any
	provision of either the Separation and Distribution Agreement or any of the other Ancillary
	Agreements, the applicable provision of this Agreement shall prevail.
	     
	Section 11.18
	Termination of this Agreement.
	     This Agreement may be terminated by NGC at any time prior to the effectiveness of the Holding
	Company Reorganization or by New NGC at any time at or after the effectiveness of the Holding
	Company Reorganization and prior to the Distribution. In the event of termination of this
	Agreement prior to the Distribution, no party (or any of its directors or officers) shall have any
	Liability or further obligation to any other party with respect to this Agreement.
	[The remainder of this page is intentionally left blank.]
	39
 
	 
	     IN WITNESS WHEREOF, the Parties have caused this Tax Matters Agreement to be duly executed by
	their duly authorized representatives as of the day and year first above written.
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	NEW P, INC.
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ Mark Rabinowitz
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	Mark Rabinowitz 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President & Treasurer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	HUNTINGTON INGALLS INDUSTRIES, INC.
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ C. Michael Petters
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
 | 
	C. Michael Petters 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Title:  
 | 
	President and Chief Executive Officer 
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	NORTHROP GRUMMAN CORPORATION
 
	 
 | 
	 
 | 
| 
	 
 | 
	By:  
 | 
	/s/ Mark Rabinowitz
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Name:  
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	Mark Rabinowitz 
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	Title:  
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	Corporate Vice President & Treasurer 
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	[Signature Page to Tax Matters Agreement]
	 
 
	Exhibit 99.1
	 
	 
	March 21, 2011
	 
	Dear Northrop Grumman Stockholder:
	 
	I am pleased to inform you that on March 14, 2011, the
	board of directors of Northrop Grumman Corporation approved the
	spin-off of Huntington Ingalls Industries, Inc., a wholly owned
	subsidiary of Northrop Grumman. Upon completion of the spin-off,
	Northrop Grumman stockholders will own 100% of the outstanding
	shares of common stock of HII. At the time of the spin-off, HII
	will own and operate our shipbuilding business, which has been
	designing, building, overhauling and repairing a wide variety of
	ships primarily for the U.S. Navy and the U.S. Coast
	Guard for over a century. We believe that this separation of HII
	to form a new, independent, publicly owned company is in the
	best interests of both Northrop Grumman and HII.
	 
	The spin-off will be completed by way of a pro rata distribution
	of HII common stock to our stockholders of record as of 5:00
	p.m., Eastern time, on March 30, 2011, the spin-off record
	date. Each Northrop Grumman stockholder will receive one share
	of HII common stock for every six shares of Northrop
	Grumman common stock held by such stockholder on the record
	date. The distribution of these shares will be made in
	book-entry form, which means that no physical share certificates
	will be issued. Following the spin-off, stockholders may request
	that their shares of HII common stock be transferred to a
	brokerage or other account at any time. No fractional shares of
	HII common stock will be issued. If you would otherwise have
	been entitled to a fractional common share in the distribution,
	you will receive the net cash proceeds of such fractional share
	instead.
	 
	The spin-off is subject to certain customary conditions.
	Stockholder approval of the distribution is not required, nor
	are you required to take any action to receive your shares of
	HII common stock.
	 
	Immediately following the spin-off, you will own common stock in
	Northrop Grumman and HII. Northrop Grummans common stock
	will continue to trade on the New York Stock Exchange under the
	symbol NOC. HII intends to have its common stock
	listed on the New York Stock Exchange under the symbol
	HII.
	 
	We expect the spin-off to be tax-free to the stockholders of
	Northrop Grumman, except with respect to any cash received in
	lieu of fractional shares.
	 
	The enclosed information statement, which is being mailed to all
	Northrop Grumman stockholders, describes the spin-off in detail
	and contains important information about HII, including its
	historical consolidated financial statements. We urge you to
	read this information statement carefully.
	 
	I want to thank you for your continued support of Northrop
	Grumman. We look forward to your support of HII in the future.
	 
	Yours sincerely,
	 
	 
	Wesley G. Bush
	Chief Executive Officer and President
	Northrop Grumman
	 
 
	 
	March 21, 2011
	 
	Dear Huntington Ingalls Industries, Inc. Stockholder:
	 
	It is our pleasure to welcome you as a stockholder of our
	company, Huntington Ingalls Industries, Inc. We design, build
	and maintain nuclear and non-nuclear ships for the U.S. Navy and
	Coast Guard, and provide aftermarket services for military ships
	around the globe. For more than a century, we have been building
	more ships, in more ship classes, than any other U.S. naval
	shipbuilder.
	 
	As an independent, publicly owned company, we believe we can
	more effectively focus on our objectives and satisfy the capital
	needs of our company, and thus bring more value to you as a
	stockholder than we could as an operating segment of Northrop
	Grumman Corporation.
	 
	We expect to have HII common stock listed on the New York Stock
	Exchange under the symbol HII in connection with the
	distribution of HII common stock by Northrop Grumman.
	 
	We invite you to learn more about HII and our subsidiaries by
	reviewing the enclosed information statement. We look forward to
	our future as an independent, publicly owned company and to your
	support as a holder of HII common stock.
	 
	Very truly yours,
	 
	 
	C. Michael Petters
	President and Chief Executive Officer
	Huntington Ingalls Industries, Inc.
 
	 
	 
	INFORMATION
	STATEMENT
	 
	HUNTINGTON INGALLS INDUSTRIES,
	INC.
	 
	4101 Washington Avenue
	Newport News, Virginia 23607
	 
	Common Stock
	(par value $1.00 per share)
	 
	This information statement is being sent to you in connection
	with the separation of Huntington Ingalls Industries, Inc.
	(HII) from Northrop Grumman Corporation
	(Northrop Grumman), following which HII will be an
	independent, publicly owned company. As part of the separation,
	Northrop Grumman will undergo an internal reorganization, after
	which it will complete the separation by distributing all of the
	shares of HII common stock on a pro rata basis to the holders of
	Northrop Grumman common stock. We refer to this pro rata
	distribution as the distribution and we refer to the
	separation, including the internal reorganization and
	distribution, as the spin-off. We expect that the
	spin-off will be tax-free to Northrop Grumman stockholders for
	U.S. Federal income tax purposes, except to the extent of
	cash received in lieu of fractional shares. Every
	six shares of Northrop Grumman common stock outstanding as
	of 5:00 p.m., Eastern time, on March 30, 2011, the
	record date for the distribution, will entitle the holder
	thereof to receive one share of HII common stock. The
	distribution of shares will be made in book-entry form. Northrop
	Grumman will not distribute any fractional shares of HII common
	stock. Instead, the distribution agent will aggregate fractional
	shares into whole shares, sell the whole shares in the open
	market at prevailing market prices and distribute the aggregate
	net cash proceeds from the sales pro rata to each holder who
	would otherwise have been entitled to receive a fractional share
	in the spin-off. The distribution will be effective as of
	12:01 a.m., Eastern time, on March 31, 2011.
	Immediately after the distribution becomes effective, we will be
	an independent, publicly owned company.
	 
	No vote or further action of Northrop Grumman stockholders is
	required in connection with the spin-off. We are not asking you
	for a proxy.
	 Northrop Grumman stockholders will not be
	required to pay any consideration for the shares of HII common
	stock they receive in the spin-off, and they will not be
	required to surrender or exchange shares of their Northrop
	Grumman common stock or take any other action in connection with
	the spin-off.
	 
	All of the outstanding shares of HII common stock are currently
	owned by Northrop Grumman. Accordingly, there is no current
	trading market for HII common stock. We expect, however, that a
	limited trading market for HII common stock, commonly known as a
	when-issued trading market, will develop at least
	two trading days prior to the record date for the distribution,
	and we expect regular-way trading of HII common
	stock will begin the first trading day after the distribution
	date. We intend to list HII common stock on the New York Stock
	Exchange under the ticker symbol HII.
	 
	In reviewing this information statement, you should carefully
	consider the matters described in Risk Factors
	beginning on page 22 of this information statement.
	 
	Neither the Securities and Exchange Commission nor any state
	securities commission has approved or disapproved these
	securities or determined if this information statement is
	truthful or complete. Any representation to the contrary is a
	criminal offense.
	 
	This information statement is not an offer to sell, or a
	solicitation of an offer to buy, any securities.
	 
	The date of this information statement is March 18, 2011.
	 
	This Information Statement was first mailed to Northrop Grumman
	stockholders on or about March 21, 2011.
 
	 
	 
	TABLE OF
	CONTENTS
	 
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	F-1
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	i
 
	 
	SUMMARY
	 
	This summary highlights information contained in this
	information statement and provides an overview of our company,
	our separation from Northrop Grumman and the distribution of HII
	common stock by Northrop Grumman to its stockholders. For a more
	complete understanding of our business and the spin-off, you
	should read the entire information statement carefully,
	particularly the discussion set forth under Risk
	Factors beginning on page 22 of this information
	statement, and our audited and unaudited historical consolidated
	financial statements, our unaudited pro forma condensed
	consolidated financial statements and the respective notes to
	those statements appearing elsewhere in this information
	statement.
	 
	Except as otherwise indicated or unless the context otherwise
	requires, HII, we, us and
	our refer to Huntington Ingalls Industries, Inc. and
	the entities that will be its consolidated subsidiaries
	following the internal reorganization. HII was formed in
	anticipation of the spin-off as a holding company for our
	business, which has been conducted by Northrop Grumman
	Shipbuilding, Inc. (NGSB). NGSB will be a wholly
	owned subsidiary of HII following the internal reorganization.
	In connection with the spin-off, NGSB intends to change its name
	to Huntington Ingalls Industries Company. Except as
	otherwise indicated or unless the context otherwise requires,
	the information included in this information statement assumes
	the completion of the internal reorganization preceding the
	distribution, as described herein.
	 
	For convenience, brief descriptions of certain programs
	discussed in this information statement are included in the
	Glossary of Programs beginning on page 18.
	 
	Unless otherwise indicated, references in this information
	statement to fiscal years are to HIIs fiscal years ended
	December 31.
	 
	Our
	Company
	 
	For more than a century, we have been designing, building,
	overhauling and repairing ships primarily for the U.S. Navy
	and the U.S. Coast Guard. We are the nations sole
	industrial designer, builder and refueler of nuclear-powered
	aircraft carriers, the sole supplier and builder of amphibious
	assault and expeditionary warfare ships to the U.S. Navy,
	the sole builder of National Security Cutters for the
	U.S. Coast Guard, one of only two companies currently
	designing and building nuclear-powered submarines for the
	U.S. Navy and one of only two companies that builds the
	U.S. Navys current fleet of DDG-51
	Arleigh
	Burke-
	class destroyers. We build more ships, in more ship
	types and classes, than any other U.S. naval shipbuilder.
	We are the exclusive provider of RCOH (Refueling and Complex
	Overhaul) services for nuclear-powered aircraft carriers, a
	full-service systems provider for the design, engineering,
	construction and life cycle support of major programs for
	surface ships and a provider of fleet support and maintenance
	services for the U.S. Navy. With our product capabilities,
	heavy industrial facilities and a workforce of approximately
	39,000 shipbuilders, we believe we are poised to continue to
	support the long-term objectives of the U.S. Navy to adapt
	and respond to a complex, uncertain and rapidly changing
	national security environment.
	 
	Our primary areas of business include the design, construction,
	repair and maintenance of nuclear-powered ships, such as
	aircraft carriers and submarines, and non-nuclear ships, such as
	surface combatants, expeditionary warfare/amphibious assault and
	coastal defense surface ships, as well as the overhaul and
	refueling of nuclear-powered ships. We manage our business in
	two segments: Newport News, which includes all of our nuclear
	ship design, construction, overhaul and refueling businesses;
	and Gulf Coast, which includes our non-nuclear ship design,
	construction, repair and maintenance businesses.
	 
	Our three major shipyards are currently located in Newport News,
	Virginia, Pascagoula, Mississippi and Avondale, Louisiana. We
	currently intend to wind down our construction activities at our
	Avondale shipyard in 2013 and consolidate Gulf Coast
	construction into our Mississippi facilities. We believe that
	consolidation in Pascagoula would allow us to realize the
	benefits of serial production, reduce program costs on existing
	contracts and make future vessels more affordable, thereby
	reducing overhead rates and realizing cost savings for the
	U.S. Navy and the U.S. Coast Guard. We are also
	exploring the potential for alternative uses of the Avondale
	facility by new owners, including alternative opportunities for
	the workforce there. We expect that process to take some time.
	We anticipate that we will incur substantial
	restructuring-related costs and asset write-downs currently
	estimated at $310 million
 
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	related to the wind down of our construction activities at
	Avondale, substantially all of which we believe is recoverable.
	For a more detailed discussion of these expected costs, see
	Risk Factors beginning on page 22.
	 
	Competitive
	Strengths
	 
	We believe that we have the following key competitive strengths:
	 
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	We are one of the two largest publicly owned shipbuilders in
	the United States.
	 We and our primary competitor are
	the builders of 232 of the U.S. Navys current 286
	ships, and the exclusive builders of 16 of the
	U.S. Navys 29 classes of ships (seven classes for
	which we are the exclusive builder, and four classes for which
	we are co-builders with our primary competitor). We build more
	ships, in more types and classes, than any other U.S. naval
	shipbuilder and we are the exclusive builder of 33 of the
	U.S. Navys 286 ships, representing seven of the
	U.S. Navys 29 classes of ships. We are the sole
	builder and refueler of nuclear-powered aircraft carriers, the
	sole supplier of amphibious assault and expeditionary warfare
	ships for the U.S. Navy, and the sole provider of the
	National Security Cutter to the U.S. Coast Guard. We are
	also teamed with Electric Boat as the sole builders of
	nuclear-powered submarines for the U.S. Navy. Additionally,
	we are a full-service systems provider for the design,
	engineering, construction and life cycle support of major
	programs for surface ships and a provider of fleet support and
	maintenance services for the U.S. Navy.
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	We have long-term contracts with visible revenue streams and
	highly probable backlog based on the U.S. Navys
	30-Year
	Plan.
	 Most of our contracts are long-term in nature
	with visible revenue streams. Total backlog at December 31,
	2010 was approximately $17 billion. At the end of 2010,
	total orders from the U.S. Government comprised
	substantially all of the total backlog. In connection with ships
	that we have constructed, we expect to continue our regular
	service and support, including RCOH of aircraft carriers and
	inactivation of aging nuclear aircraft carriers.
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	We generate a significant amount of our revenue from
	contracts for classes of ships for which we are the exclusive
	provider.
	 We are the exclusive provider of seven of the
	U.S. Navys 29 classes of ships, and a significant
	amount of our revenue is from contracts for these classes of
	ships. Collectively, contracts for ship classes for which we are
	the exclusive provider accounted for 64% and 68% of our revenues
	in 2009 and 2010, respectively.
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	We are capable of manufacturing multiple classes of ships at
	our heavy industrial facilities.
	 Our Newport News and
	Pascagoula shipyards possess heavy industrial assets and are
	capable of manufacturing multiple ship types and classes. The
	Newport News shipyard, which is able to simultaneously construct
	in staggered phases two nuclear aircraft carriers and five
	nuclear submarines, provide refueling and overhaul services for
	up to two additional aircraft carriers, and provide maintenance
	and repair services for additional ships, has an
	18-acre
	all
	weather onsite steel fabrication workshop, a modular outfitting
	facility for assembly of a ships basic structural modules
	indoors and on land, machine shops totaling approximately
	300,000 square feet, a 1,050-ton gantry crane capable of
	servicing two aircraft carriers at one time, and a 2,170 foot
	long drydock. Our Pascagoula shipyard, which is able to
	simultaneously build several classes of ships for both the
	U.S. Navy and the U.S. Coast Guard, includes a
	30,000-ton floating dry dock, 660-ton gantry crane, a steel
	fabrication shop with capacity to process 150 tons of steel per
	day, covered outfitting and stacking halls capable of handling
	three-deck height grand blocks, and a propulsion assembly
	building that can hold up to fifteen 30,000 horsepower engines
	simultaneously.
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	We have an experienced management team.
	 Our senior
	management team has experience in the management of defense and
	shipbuilding companies and is competent in the areas of project
	management, supply chain management and technology management.
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	We have a workforce of approximately 39,000
	shipbuilders.
	 Our workforce includes individuals
	specializing in 19 crafts and trades, including more than 7,500
	engineers and designers and more than 1,000 employees with
	advanced degrees. Additionally, our workforce is composed of
	many third-, fourth- and fifth-generation shipbuilding
	employees. At December 31, 2010, we had 771 Master
	Shipbuilders, employees who have been with us or our
	predecessors for over 40 years. We provide ongoing training
	for
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	all of our employees, providing over 60,000 individual training
	seats in 2009 and 64,000 in 2010 across our Newport News and
	Gulf Coast operations.
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	Our
	Strategy
	 
	Our objectives are to maintain our leadership position in the
	U.S. naval shipbuilding industry and to deliver long-term
	value to our stockholders. To achieve these objectives, we
	utilize the following strategies:
	 
	Strengthen
	and protect market position.
	 
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	Align our business to support the U.S. Navys
	30-Year
	Plan.
	 We intend to continue to support the
	U.S. Navy in the design and construction of new ships,
	including the construction of an aircraft carrier and an
	amphibious assault ship approximately every five years, the
	restart of construction of DDG-51s and the increase in
	production rates of VCS to two submarines per year. Through
	investments in our workforce, processes and facilities, and
	through the streamlining of our operations, we intend to support
	continued construction of these core U.S. Navy programs,
	ensure quality construction and make ships more affordable.
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	Ensure capabilities that support new U.S. Navy
	requirements.
	 Through alignment with the
	U.S. Navys requirements in the
	30-Year
	Plan, we intend to position ourselves as the provider of choice
	for new platforms and services related to our current core
	markets. We intend to complete construction of a new facility at
	our Newport News shipyard designed specifically for aircraft
	carrier inactivations, to better position ourselves to be the
	U.S. Navys choice for future aircraft carrier
	inactivations. We have also deployed our design and engineering
	talents and capabilities to support work as a subcontractor on
	the design of the SSBN (X) replacement for the aging
	Ohio
	-class ballistic missile submarines, and we also
	intend to position ourselves as the builder of choice for the
	LSD(X), the next class of amphibious assault ship expected to be
	built as a follow-on to the LPD-17 and LHA-6 classes of ships,
	for which we are currently the exclusive supplier.
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	Streamline our operations and footprint to deliver more
	affordable ships.
	 We intend to monitor our operations
	to determine where strategic investments or consolidation may be
	necessary to allow us to provide the U.S. Navy with the
	highest quality, most technologically advanced ships possible,
	on a cost-effective basis. For example, we expect to wind down
	our construction activities at the Avondale shipyard in 2013 and
	intend to consolidate our Gulf Coast operations and footprint to
	shift all future Gulf Coast ship construction work to our
	Pascagoula and Gulfport facilities in Mississippi. With this
	consolidation, we believe that we are ensuring the long-term
	viability of our Gulf Coast operations by making them more cost
	competitive through increased throughput, continuity of
	production, single learning curves and workload efficiency
	gains. We also expect that this consolidation may reduce program
	costs on some existing contracts and make future vessels more
	affordable for the U.S. Navy and the U.S. Coast Guard.
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	Execute
	well on all contracts.
	 
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	Improve performance in our Gulf Coast
	operations.
	 Our Gulf Coast operations have recently
	implemented a new management approach that is geared toward
	planning and managing our work in discrete phases to drive
	performance, accountability and predictability (the Gulf
	Coast Operating System). Through the Gulf Coast Operating
	System, we believe program managers will be better able to
	confirm that a ship is adhering to our newly developed
	standardized performance metrics, and to assure that we are
	providing a quality product in a safe, timely and cost-effective
	manner. We intend to continue to utilize the Gulf Coast
	Operating System across the spectrum of our ships to improve
	both quality and efficiency of our building processes in all
	aspects of our design and construction activities, bringing
	together our shipbuilders. See Business-Our Business-Gulf
	Coast.
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	Capture the benefits of serial production.
	 We intend
	to seek opportunities to maximize the quality and affordability
	of our ships through serial production, while ensuring that we
	undertake
	first-in-class
	(first ships to be built in their class) construction where such
	construction is expected to lead to additional serial production.
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	Deliver quality products on contract targets.
	 We are
	focused on delivering quality products on contract schedule and
	cost targets for all current contracts, which we believe will
	protect our position in our industry and enhance our efforts to
	secure future contracts. We believe we must adhere to schedule
	and cost commitments and quality expectations on our current
	U.S. Navy contracts. Specifically, we must execute on our
	human capital strategy, create and sustain a first-time quality
	culture and capitalize on our supply chain management
	initiatives.
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	Other
	Information
	 
	Huntington Ingalls Industries, Inc. was incorporated in Delaware
	on August 4, 2010. Our principal executive offices are
	located at 4101 Washington Avenue, Newport News, Virginia 23607.
	Our telephone number is
	(757) 380-2000.
	Our website address is www.huntingtoningalls.com. Information
	contained on, or connected to, our website or Northrop
	Grummans website does not and will not constitute part of
	this information statement or the registration statement on
	Form 10 of which this information statement is part.
	 
	The
	Spin-Off
	 
	Overview
	 
	On March 14, 2011, Northrop Grumman approved the spin-off
	of HII from Northrop Grumman, following which HII will be an
	independent, publicly owned company.
	 
	Before our spin-off from Northrop Grumman, we will enter into a
	Separation and Distribution Agreement and several other
	agreements with Northrop Grumman related to the spin-off. These
	agreements will govern the relationship between us and Northrop
	Grumman after completion of the spin-off and provide for the
	allocation between us and Northrop Grumman of various assets,
	liabilities and obligations (including employee benefits,
	intellectual property, information technology, insurance and
	tax-related assets and liabilities). See Certain
	Relationships and Related Party Transactions-Agreements with
	Northrop Grumman Related to the Spin-Off. Additionally, we
	have (i) incurred debt in an amount of $1,200 million
	from third parties (the HII Debt) and
	(ii) entered into a credit facility with third-party
	lenders in an amount of $1,225 million, (the HII
	Credit Facility), which includes a $575 million
	secured term loan expected to be funded in connection with the
	internal reorganization, and a $650 million secured
	revolving credit facility, of which approximately $137 million
	of letters of credit are expected to be issued but undrawn at
	the time of the spin-off, and the remaining $513 million of
	which will be unutilized at that time. See Description of
	Material Indebtedness. The proceeds of the HII Debt and
	the HII Credit Facility are to be used to fund a cash transfer
	in an amount of $1,429 million (the
	Contribution) to Northrop Grumman Systems
	Corporation (NGSC), the primary operating subsidiary
	of Northrop Grumman after completion of the spin-off, and for
	general corporate purposes in an amount of $300 million.
	 
	The distribution of HII common stock as described in this
	information statement is subject to the satisfaction or waiver
	of certain conditions. In addition, Northrop Grumman has the
	right not to complete the spin-off if, at any time prior to the
	distribution, the board of directors of Northrop Grumman
	determines, in its sole discretion, that the spin-off is not in
	the best interests of Northrop Grumman or its stockholders, that
	a sale or other alternative is in the best interests of Northrop
	Grumman or its stockholders or that it is not advisable for HII
	to separate from Northrop Grumman. See The
	Spin-Off-Conditions to the Spin-Off.
	 
	Questions
	and Answers About the Spin-Off
	 
	The following provides only a summary of the terms of the
	spin-off. For a more detailed description of the matters
	described below, see The Spin-Off.
	 
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	What is the spin-off?
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	A:
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	The spin-off is the series of transactions by which HII will
	separate from Northrop Grumman. To complete the spin-off,
	Northrop Grumman will distribute to its stockholders all of the
	shares of HII common stock. We refer to this as the
	distribution. Following the spin-off, HII will be a separate
	company from Northrop Grumman,
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	and Northrop Grumman will not retain any ownership interest in
	HII. The number of shares of Northrop Grumman common stock you
	own will not change as a result of the spin-off.
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	What will I receive in the spin-off?
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	A:
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	As a holder of Northrop Grumman stock, you will retain your
	Northrop Grumman shares and will receive one share of HII common
	stock for every six shares of Northrop Grumman common stock
	you own as of the record date. Your proportionate interest in
	Northrop Grumman will not change as a result of the spin-off.
	For a more detailed description, see The Spin-Off.
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	What is HII?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	HII is currently an indirect, wholly owned subsidiary of
	Northrop Grumman whose shares will be distributed to Northrop
	Grumman stockholders if the spin-off is completed. After the
	spin-off is completed, HII will be a public company and will own
	all of the shipbuilding business of Northrop Grumman. That
	business is referred to as the shipbuilding business
	throughout this information statement.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What are the reasons for and benefits of separating HII from
	Northrop Grumman?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Northrop Grumman believes that a spin-off will provide various
	benefits including: (i) greater strategic focus of
	investment resources and management efforts, (ii) tailored
	customer focus, (iii) direct and differentiated access to
	capital markets and (iv) enhanced investor choices.
	Northrop Grumman believes that separating HII from Northrop
	Grumman will benefit both Northrop Grumman and the shipbuilding
	business by better aligning managements attention and
	investment resources to pursue opportunities in their respective
	markets and more actively manage their cost structures.
 | 
| 
	 
 | 
| 
 | 
 | 
	Northrop Grumman believes its portfolio of C4ISR systems and
	electronics, manned and unmanned air and space platforms,
	cyber-security and related system-level applications and
	logistics is strategically aligned with its customers
	emerging security priorities. Operational and investment
	synergies exist within and between these areas of its portfolio,
	which comprise its aerospace, electronics, information systems
	and technical services sectors. Northrop Grumman management sees
	little future synergy between these businesses and its
	shipbuilding business.
 | 
| 
	 
 | 
| 
 | 
 | 
	Additionally, the shipbuilding business is a mature business
	that is more capital-intensive than most of Northrop
	Grummans other businesses, with longer periods of
	performance. Northrop Grummans management believes that
	its shipbuilding business, on one hand, and its other
	businesses, on the other hand, require inherently different
	strategies in order to maximize their long-term value. Northrop
	Grumman believes that a separation will allow each entity to
	pursue appropriate strategies that will increase investor choice
	between the businesses, allow for differentiated access to
	capital and allow for the creation of long-term value for
	shareholders. For a more detailed discussion of the reasons for
	the spin-off see The Spin-Off-Reasons for the
	Spin-Off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	Why is the separation of HII structured as a spin-off as
	opposed to a sale?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Northrop Grumman believes a spin-off is the most efficient way
	to accomplish a separation of shipbuilding for reasons
	including: (i) a spin-off would be a tax-free distribution
	of HII common stock to shareholders; (ii) a spin-off offers
	a higher degree of certainty of completion in a timely manner,
	lessening disruption to current shipbuilding operations; and
	(iii) a spin-off provides greater assurance that decisions
	regarding HIIs capital structure support future financial
	stability. After consideration of strategic alternatives,
	including a sale, Northrop Grumman believes that a tax-free
	spin-off will enhance the long-term value of both Northrop
	Grumman and HII. For a more detailed discussion of the reasons
	for the spin-off see The Spin-Off-Reasons for the
	Spin-Off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What is being distributed in the spin-off?
 | 
	 
| 
 | 
 | 
 | 
| 
	A:
 | 
 | 
	Approximately 48.8 million shares of HII common stock will
	be distributed in the spin-off, based on the number of shares of
	Northrop Grumman common stock expected to be outstanding as of
	the record date. The actual number of shares of HII common stock
	to be distributed will be calculated on March 30, 2011, the
	record date. The shares of HII common stock to be distributed by
	Northrop Grumman will constitute all of the issued and
	outstanding shares of HII common stock immediately prior to the
	distribution. For more
 | 
 
	5
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	information on the shares being distributed in the spin-off, see
	Description of Our Capital Stock-Common Stock.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	How will options and stock held by HII employees be affected
	as a result of the spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	At the time of the distribution, the exercise price of and
	number of shares subject to any outstanding option to purchase
	Northrop Grumman stock, as well as the number of shares subject
	to any restricted stock right or other Northrop Grumman equity
	award, held by HIIs current and former employees on the
	distribution date will be adjusted to reflect the value of the
	distribution such that the intrinsic value of such awards at the
	time of separation is held constant. In addition, existing
	performance criteria applicable to HII awards will be modified
	appropriately to reflect the spin-off.
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	Additionally, HIIs current and former employees who hold
	shares of Northrop Grumman common stock in their applicable
	401(k) Plan account as of the record date for the distribution
	will, like all stockholders, receive shares of HII common stock
	in the distribution. On the distribution date, one share of HII
	common stock, based on the distribution ratio for every
	six shares of Northrop Grumman common stock held in such
	employees Northrop Grumman stock fund account, will be
	included in a HII stock fund account under the HII 401(k) Plan.
	However, in conformity with the fiduciary responsibility
	requirements of the Employee Retirement Income Security Act of
	1974 (ERISA), remaining shares of the Northrop
	Grumman common stock held in HIIs employees Northrop
	Grumman stock fund accounts following the distribution will be
	disposed of and allocated to another investment alternative
	available under the HII 401(k) Plan as directed by participants
	until such date as shall be determined by the Investment
	Committee, after which date the Investment Committee shall
	dispose of all remaining shares and invest the proceeds in
	another investment alternative to be determined by the
	Investment Committee (but this will not prohibit diversified,
	collectively managed investment alternatives available under the
	HII 401(k) Plan from holding Northrop Grumman common stock or
	prohibit employees who use self-directed accounts in the HII
	401(k) Plan from investing their accounts in Northrop Grumman
	common stock). In addition, current and former Northrop Grumman
	employees who hold Northrop Grumman stock under the Northrop
	Grumman stock fund in their Northrop Grumman 401(k) Plan account
	as of the record date for the distribution will, like all
	stockholders, receive one share of HII common stock in the
	distribution, based on the distribution ratio, for every six
	shares of Northrop Grumman common stock held in the
	employees Northrop Grumman stock fund account. HII shares
	will be included in a new, temporary HII stock fund under the
	Northrop Grumman 401(k) Plan. In conformity with the fiduciary
	responsibility requirements of ERISA, remaining shares of HII
	common stock held in the temporary HII stock fund following the
	distribution will be disposed of and allocated to another
	investment alternative available under the Northrop Grumman
	401(k) Plan as directed by participants until such date as shall
	be determined by the Investment Committee, after which date the
	Investment Committee shall dispose of all remaining shares and
	invest the proceeds in another investment alternative to be
	determined by the Investment Committee (but this will not
	prohibit diversified, collectively managed investment
	alternatives available under the Northrop Grumman 401(k) Plan
	from holding HII common stock or prohibit employees who use
	self-directed accounts in the Northrop Grumman 401(k) Plan from
	investing their accounts in HII common stock).
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	When is the record date for the distribution?
 | 
	 
| 
 | 
 | 
 | 
| 
	A:
 | 
 | 
	The record date will be the close of business of the New York
	Stock Exchange (the NYSE) on March 30, 2011.
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	When will the distribution occur?
 | 
	 
| 
 | 
 | 
 | 
| 
	A:
 | 
 | 
	The distribution date of the spin-off is March 31, 2011.
	HII expects that it will take the distribution agent, acting on
	behalf of Northrop Grumman, up to two weeks after the
	distribution date to fully distribute the shares of HII common
	stock to Northrop Grumman stockholders. The ability to trade HII
	shares will not be affected during that time.
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	What do I have to do to participate in the spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	You are not required to take any action, although you are urged
	to read this entire document carefully. No stockholder approval
	of the distribution is required or sought. You are not being
	asked for a proxy. No action is
 | 
 
	6
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	required on your part to receive your shares of HII common
	stock. You will neither be required to pay anything for the new
	shares nor to surrender any shares of Northrop Grumman common
	stock to participate in the spin-off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	How will fractional shares be treated in the spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Fractional shares of HII common stock will not be distributed.
	Fractional shares of HII common stock to which Northrop Grumman
	stockholders of record would otherwise be entitled will be
	aggregated and sold in the public market by the distribution
	agent at prevailing market prices. The aggregate net cash
	proceeds of the sales will be distributed ratably to those
	stockholders who would otherwise have received fractional shares
	of HII common stock. See The Spin-Off-Treatment of
	Fractional Shares for a more detailed explanation.
	Proceeds from these sales will generally result in a taxable
	gain or loss to those stockholders. Each stockholder entitled to
	receive cash proceeds from these shares should consult his, her
	or its own tax advisor as to such stockholders particular
	circumstances. The tax consequences of the distribution are
	described in more detail under The Spin-Off-U.S. Federal
	Income Tax Consequences of the Spin-Off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What are the U.S. Federal income tax consequences of the
	spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	The spin-off is conditioned on the receipt by Northrop Grumman
	of an initial and any supplemental ruling (collectively, the
	IRS Ruling) from the Internal Revenue Service
	(IRS), which Northrop Grumman has received, and an
	opinion from its tax counsel that, for U.S. Federal income tax
	purposes, the distribution will be tax-free to Northrop Grumman,
	Northrop Grummans stockholders and HII under
	Section 355 and related provisions of the Internal Revenue
	Code of 1986 (the Code), except for cash payments
	made to stockholders in lieu of fractional shares such
	stockholders would otherwise receive in the distribution. The
	tax consequences of the distribution are described in more
	detail under The Spin-Off-U.S. Federal Income Tax
	Consequences of the Spin-Off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	Will the HII common stock be listed on a stock exchange?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Yes. Although there is not currently a public market for HII
	common stock, before completion of the spin-off, HII intends to
	apply to list its common stock on the NYSE under the symbol
	HII. It is anticipated that trading of HII common
	stock will commence on a when-issued basis at least
	two trading days prior to the record date. When-issued trading
	refers to a sale or purchase made conditionally because the
	security has been authorized but not yet issued. When-issued
	trades generally settle within four trading days after the
	distribution date. On the first trading day following the
	distribution date, any when-issued trading with respect to HII
	common stock will end and regular-way trading will
	begin. Regular-way trading refers to trading after a
	security has been issued and typically involves a transaction
	that settles on the third full trading day following the date of
	the transaction. See Trading Market.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	Will my shares of Northrop Grumman common stock continue to
	trade?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Yes. Northrop Grumman common stock will continue to be listed
	and trade on the NYSE under the symbol NOC.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	If I sell, on or before the distribution date, shares of
	Northrop Grumman common stock that I held on the record date, am
	I still entitled to receive shares of HII common stock
	distributable with respect to the shares of Northrop Grumman
	common stock I sold?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Beginning on or shortly before the record date and continuing
	through the distribution date for the spin-off, Northrop
	Grummans common stock will begin to trade in two markets
	on the NYSE: a regular-way market and an
	ex-distribution market. If you are a holder of
	record of shares of Northrop Grumman common stock as of the
	record date for the distribution and choose to sell those shares
	in the regular-way market after the record date for the
	distribution and before the distribution date, you also will be
	selling the right to receive the shares of HII common stock in
	connection with the spin-off. However, if you are a holder of
	record of shares of Northrop Grumman common stock as of the
	record date for the distribution and choose to sell those shares
	in the ex-distribution market after the record date for the
	distribution and before the distribution date, you will still
	receive the shares of HII common stock in the spin-off.
 | 
 
	7
 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	Will the spin-off affect the trading price of my Northrop
	Grumman stock?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Yes, the trading price of shares of Northrop Grumman common
	stock immediately following the distribution is expected to be
	lower than immediately prior to the distribution because its
	trading price will no longer reflect the value of the
	shipbuilding business. However, we cannot provide you with any
	assurance as to the price at which the Northrop Grumman shares
	will trade following the spin-off.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What is the Contribution?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	As part of the internal reorganization, we will transfer
	$1,429 million of the proceeds of the HII Debt and the HII
	Credit Facility to NGSC in order to eliminate intercompany notes
	between Northrop Grumman entities and NGSB (including one such
	note that was recently established in connection with the funds
	that we borrowed from NGSC to finance the tender offer for the
	4.55% Gulf Opportunity Zone Industrial Revenue Bonds (Northrop
	Grumman Ship Systems, Inc. Project) Series 2006 due 2028
	(the GO Zone IRBs)) and to provide Northrop Grumman
	with additional funds to partially offset the loss of future
	cash flows that it would likely have realized if not for the
	spin-off transaction.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What indebtedness will HII have following the spin-off?
 | 
	 
| 
 | 
 | 
 | 
| 
	A:
 | 
 | 
	HII has (i) incurred the HII Debt in an amount of
	$1,200 million and (ii) entered into the HII Credit
	Facility in an amount of $1,225 million ($575 million
	of which is a secured term loan expected be funded in connection
	with the internal reorganization, and $650 million of which
	is a secured revolving credit facility, of which approximately
	$137 million of letters of credit are expected to be issued but
	undrawn at the time of the spin-off, and the remaining
	$513 million of which will be unutilized at that time). The
	proceeds of the HII Debt and the HII Credit Facility are to be
	used to fund the $1,429 million Contribution and for
	general corporate purposes in the amount of $300 million.
	Following the spin-off, we will also continue to have
	$83.7 million of indebtedness under a loan agreement with
	the Mississippi Business Finance Corporation (the
	MBFC) in connection with the MBFCs issuance of
	$83.7 million of 7.81% Economic Development Revenue Bonds
	(Ingalls Shipbuilding, Inc. Project) Taxable Series 1999A
	due 2024 (the Revenue Bonds). While NGSC will
	continue to guarantee the Revenue Bonds, we intend to indemnify
	NGSC for any losses related to the guaranty. Additionally,
	following the spin-off we will continue to have
	$21.6 million of indebtedness under a loan agreement with
	the MBFC in connection with the MBFCs issuance of
	$200 million of the GO Zone IRBs, which will continue to be
	guaranteed by Current NGC, the holding company currently named
	Northrop Grumman Corporation that, after the spin-off, will be
	our wholly owned subsidiary (Current NGC). In
	connection with the potential spin-off, NGSB on November 1,
	2010, launched a tender offer to purchase any and all GO Zone
	IRBs at par. As a result, NGSB purchased $178.4 million in
	principal amount of the GO Zone IRBs and $21.6 million
	remain outstanding. Outstanding Northrop Grumman debt will
	remain with New P, Inc., which (a) is currently a
	subsidiary of Northrop Grumman, and (b) after the internal
	reorganization, will be renamed Northrop Grumman
	Corporation and will be the holding company that
	distributes the shares of HII to complete the spin-off
	(New NGC).
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	What will the relationship be between Northrop Grumman and
	HII after the spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Following the spin-off, HII will be an independent, publicly
	owned company and Northrop Grumman will have no continuing stock
	ownership interest in HII. HII will have entered into a
	Separation and Distribution Agreement and several other
	agreements with Northrop Grumman for the purpose of allocating
	between HII and Northrop Grumman various assets, liabilities and
	obligations (including employee benefits, intellectual property,
	insurance and tax-related assets and liabilities). These
	agreements will also govern HIIs relationship with
	Northrop Grumman following the spin-off and will provide
	arrangements for employee matters, tax matters, intellectual
	property matters, insurance matters and some other liabilities
	and obligations attributable to periods before and, in some
	cases, after the spin-off. These agreements will also include
	arrangements with respect to transitional services. The
	Separation and Distribution Agreement will provide that HII will
	indemnify Northrop Grumman against any and all liabilities
	arising out of HIIs business, and that Northrop Grumman
	will indemnify HII against any and all liabilities arising out
	of Northrop Grummans non-shipbuilding business.
 | 
 
	8
 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	What will HIIs dividend policy be after the
	spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	HII does not currently intend to pay a dividend. Going forward,
	HIIs dividend policy will be established by the HII board
	of directors based on HIIs financial condition, results of
	operations and capital requirements, as well as applicable law,
	regulatory constraints, industry practice and other business
	considerations that HIIs board of directors considers
	relevant. In addition, the terms of the agreements governing
	HIIs new debt or debt that we may incur in the future may
	limit or prohibit the payments of dividends. For more
	information, see Dividend Policy.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What are the anti-takeover effects of the spin-off?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	Some provisions of the Restated Certificate of Incorporation of
	HII (the Restated Certificate of Incorporation) and
	the Restated Bylaws of HII (the Restated Bylaws),
	Delaware law and possibly the agreements governing HIIs
	new debt, as each will be in effect immediately following the
	spin-off, may have the effect of making more difficult an
	acquisition of control of HII in a transaction not approved by
	HIIs board of directors. In addition, under tax sharing
	arrangements, HII will agree not to enter into any transaction
	involving an acquisition (including issuance) of HII common
	stock or any other transaction (or, to the extent HII has the
	right to prohibit it, to permit any such transaction) that could
	reasonably be expected to cause the distribution or any of the
	internal reorganization transactions to be taxable to Northrop
	Grumman. HII will also agree to indemnify Northrop Grumman for
	any tax liabilities resulting from any such transactions. The
	amount of any such indemnification could be substantial.
	Generally, Northrop Grumman will recognize taxable gain on the
	distribution if there are one or more acquisitions (including
	issuances) of HII capital stock representing 50% or more of
	HIIs then-outstanding stock, measured by vote or value,
	and the acquisitions are deemed to be part of a plan or series
	of related transactions that include the distribution. Any such
	acquisition of HII common stock within two years before or after
	the distribution (with exceptions, including public trading by
	less-than-5% stockholders and certain compensatory stock
	issuances) generally will be presumed to be part of such a plan
	unless we can rebut that presumption.
 | 
| 
	 
 | 
| 
 | 
 | 
	Under the Separation and Distribution Agreement, in the event
	that, prior to the fifth anniversary of the distribution, we
	experience a change of control and our corporate rating is
	downgraded to B or B2 or below, as applicable, during the period
	beginning upon the announcement of such change of control and
	ending 60 days after the announcement of the consummation
	of such change of control, we will be required to provide credit
	support for our indemnity obligations under the Separation and
	Distribution Agreement in the form of one or more standby
	letters of credit in an amount equal to $250 million. See
	Certain Relationships and Related Party
	TransactionsAgreements with Northrop Grumman Related to
	the Spin-OffSeparation and Distribution Agreement.
 | 
| 
	 
 | 
| 
 | 
 | 
	Additionally, we intend to enter into a Guaranty Performance,
	Indemnity and Termination Agreement with NGSC (the
	Guaranty Performance Agreement), pursuant to which,
	among other things, we will agree to cause NGSCs guarantee
	obligations under the $83.7 million Revenue Bonds, which
	were issued for our benefit, to terminate or cause credit
	support to be provided in the event we experience a change of
	control. For any period of time between a change of control and
	the termination of NGSCs guarantee obligations, we will be
	required to cause credit support to be provided for NGSCs
	guarantee obligations in the form of one or more letters of
	credit in an amount reasonably satisfactory to NGSC to support
	the payment of all principal, interest and any premiums under
	the Revenue Bonds. For a description of the Guaranty Performance
	Agreement, see Certain Relationships and Related Party
	TransactionsOther Agreements.
 | 
| 
	 
 | 
| 
 | 
 | 
	As a result, HIIs obligations may discourage, delay or
	prevent a change of control of HII.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	What are the risks associated with the spin-off?
 | 
	 
| 
 | 
 | 
 | 
| 
	A:
 | 
 | 
	There are a number of risks associated with the spin-off and
	ownership of HII common stock. These risks are discussed under
	Risk Factors beginning on page 22.
 | 
	 
| 
 | 
 | 
 | 
| 
	Q:
 | 
 | 
	How will the spin-off affect HIIs relationship with its
	customers?
 | 
| 
	 
 | 
| 
	A:
 | 
 | 
	We believe we have well-established relationships with our
	principal customers. We believe the spin-off will enable us
	better to focus on those customers and to align our resources
	with their priorities. As we seek to enter
 | 
 
	9
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	into new contracts with our customers, we expect to continue to
	provide information to enable them to have ongoing confidence in
	our management, our workforce and our ability to perform,
	including our financial stability.
 | 
| 
	 
 | 
| 
 | 
 | 
	Under federal acquisition regulations, the government commonly
	makes affirmative responsibility determinations before entering
	into new contracts with a contractor. In so doing, the
	government considers various factors, including financial
	resources, performance record, technical skills and facilities.
	Our customers and prospective customers will consider whether
	our responsibility on a stand-alone basis satisfies their
	requirements for entering into new contracts with us. The U.S.
	Navy has completed its determination of contractor
	responsibility with respect to certain shipbuilding contracts
	that are currently in negotiation and has found us to be a
	responsible contractor for those contracts. We believe we are
	and will continue to be a responsible contractor. Nonetheless,
	if, in the future, our customers or prospective customers are
	not satisfied with our responsibility, including our financial
	resources, it could likely affect our ability to bid for and
	obtain or retain projects, which, if unresolved, could have a
	material adverse effect on our financial position, results of
	operations or cash flows. See Risk FactorsRisks
	Relating to the Spin-Off
	Our customers and prospective
	customers will consider whether our responsibility on a
	stand-alone basis satisfies their requirements for entering into
	new contracts with us
	.
 | 
| 
	 
 | 
| 
	Q:
 | 
 | 
	Where can I get more information?
 | 
| 
	 
 | 
| 
	A.
 | 
 | 
	If you have any questions relating to the mechanics of the
	distribution, you should contact the distribution agent at:
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	Computershare Trust Company, N.A.
 
	250 Royall Street
 
	Canton, Massachusetts 02021
 
	Phone:
	(877) 498-8861
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	Before the spin-off, if you have any questions relating to the
	spin-off, you should contact Northrop Grumman at:
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	Northrop Grumman Corporation
 
	Investor Relations
 
	1840 Century Park East
 
	Los Angeles, California 90067
 
	Phone:
	(310) 201-1634
 
	Email: investors@ngc.com
 
	www.northropgrumman.com
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	After the spin-off, if you have any questions relating to HII,
	you should contact HII at:
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	Huntington Ingalls Industries, Inc.
 
	Investor Relations
 
	4101 Washington Avenue
 
	Newport News, Virginia 23607
 
	Phone:
	(757) 688-5572
 
	Email: andy.green@hii-co.com
 
	www.huntingtoningalls.com
 | 
 
	10
 
	 
	Transaction
	Structure
	(simplified for illustrative purposes)
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
	The diagram below shows the current structure of Northrop
	Grumman:
 | 
	 
 | 
	The diagram below shows the structure of Northrop Grumman after
	completion of the internal reorganization:
 | 
| 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
 
 | 
	 
	The diagram below shows the structure of Northrop Grumman and
	HII immediately after completion of the spin-off:
	 
 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Except as otherwise indicated or unless the context otherwise
	requires, HII, we, us and
	our refers to Huntington Ingalls Industries, Inc.
	and its consolidated subsidiaries, after giving effect to the
	internal reorganization.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	NGSB refers to Northrop Grumman Shipbuilding,
	Inc., which currently operates Northrop Grummans
	shipbuilding business. In connection with the spin-off, NGSB
	intends to change its name to Huntington Ingalls
	Industries Company
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	NGSC refers to Northrop Grumman Systems
	Corporation, which operates Northrop Grummans
	non-shipbuilding businesses.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Current NGC refers to (a) the current
	holding company, named Northrop Grumman Corporation, and its
	consolidated subsidiaries prior to the spin-off and (b) to
	Titan II Inc. after the spin-off.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	New NGC refers to New P, Inc., which (a) is
	currently a subsidiary of Northrop Grumman, and (b) after
	the internal reorganization, will be renamed Northrop
	Grumman Corporation and will be the holding company that
	distributes the shares of HII to complete the spin-off.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Northrop Grumman refers to Current NGC and its
	consolidated subsidiaries prior to the spin-off or New NGC and
	its consolidated subsidiaries after the internal reorganization
	or the spin-off, as applicable.
 | 
 
	11
 
	Summary
	of the Spin-Off
	 
| 
 | 
 | 
 | 
| 
	Distributing Company
 | 
 | 
	Northrop Grumman Corporation, a Delaware corporation. After the
	distribution, Northrop Grumman will not own any shares of HII
	common stock.
 | 
| 
	 
 | 
| 
	Distributed Company
 | 
 | 
	Huntington Ingalls Industries, Inc., a Delaware corporation and
	a wholly owned subsidiary of Northrop Grumman. After the
	spin-off, HII will be an independent, publicly owned company.
 | 
| 
	 
 | 
| 
	Distributed Securities
 | 
 | 
	All of the shares of HII common stock owned by Northrop Grumman
	which will be 100% of HII common stock issued and outstanding
	immediately prior to the distribution.
 | 
	 
| 
 | 
 | 
 | 
| 
	Record Date
 | 
 | 
	The record date for the distribution is the close of business on
	March 30, 2011.
 | 
	 
| 
 | 
 | 
 | 
| 
	Distribution Date
 | 
 | 
	The distribution date is March 31, 2011.
 | 
	 
| 
 | 
 | 
 | 
| 
	Internal Reorganization
 | 
 | 
	As part of the spin-off, Northrop Grumman will undergo an
	internal reorganization, which we refer to as the internal
	reorganization, that will, among other things, result in:
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    New NGC replacing Current
	NGC as the publicly owned holding company that directly and
	indirectly owns all of the capital stock of Current NGC and its
	subsidiaries, including HII.
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    New NGC changing its name
	to Northrop Grumman Corporation.
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    HII becoming the parent
	company of the Northrop Grumman subsidiaries that currently
	operate the shipbuilding business.
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    Current NGC becoming a
	direct, wholly owned subsidiary of HII and being renamed
	Titan II Inc.
 
 | 
| 
	 
 | 
| 
 | 
 | 
	After completion of the spin-off:
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    New NGC will own and
	operate the aerospace systems, electronic systems, information
	systems and technical services businesses.
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    HII will be an independent,
	publicly owned company, will own and operate the shipbuilding
	business and will own all of the stock of Current NGC.
 
 | 
| 
	 
 | 
| 
 | 
 | 
	For more information, see the description of this internal
	reorganization in The Spin-OffManner of Effecting
	the Spin-OffInternal Reorganization.
 | 
| 
	 
 | 
| 
	Incurrence of Debt
 | 
 | 
	To fund the Contribution and for general corporate purposes, HII
	has (i) incurred the HII Debt and (ii) entered into
	the HII Credit Facility.
 | 
	 
| 
 | 
 | 
 | 
| 
	Distribution Ratio
 | 
 | 
	Each holder of Northrop Grumman common stock will receive one
	share of HII common stock for every six shares of Northrop
	Grumman common stock held on March 30, 2011.
 | 
	 
| 
 | 
 | 
 | 
| 
	The Distribution
 | 
 | 
	On the distribution date, Northrop Grumman will release the
	shares of HII common stock to the distribution agent to
	distribute to Northrop Grumman stockholders. The distribution of
	shares will be made in book-entry form, which means that no
	physical share certificates will be issued. It is expected that
	it will take the distribution agent up to two
 | 
 
	12
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	weeks to electronically issue shares of HII common stock to you
	or to your bank or brokerage firm on your behalf by way of
	direct registration in book-entry form. Trading of our shares
	will not be affected during that time. Following the spin-off,
	stockholders whose shares are held in book-entry form may
	request that their shares of HII common stock be transferred to
	a brokerage or other account at any time. You will not be
	required to make any payment, surrender or exchange your shares
	of Northrop Grumman common stock or take any other action to
	receive your shares of HII common stock.
 | 
| 
	 
 | 
| 
	Fractional Shares
 | 
 | 
	The distribution agent will not distribute any fractional shares
	of HII common stock to Northrop Grumman stockholders. Fractional
	shares of HII common stock to which Northrop Grumman
	stockholders of record would otherwise be entitled will be
	aggregated and sold in the public market by the distribution
	agent. The aggregate net cash proceeds of the sales will be
	distributed ratably to those stockholders who would otherwise
	have received fractional shares of HII common stock. Proceeds
	from these sales will generally result in a taxable gain or loss
	to those stockholders. Each stockholder entitled to receive cash
	proceeds from these shares should consult his, her or its own
	tax advisor as to such stockholders particular
	circumstances. The tax consequences of the distribution are
	described in more detail under The SpinOff-U.S.
	Federal Income Tax Consequences of the Spin-Off.
 | 
| 
	 
 | 
| 
	Conditions to the Spin-Off
 | 
 | 
	Completion of the spin-off is subject to the satisfaction or
	waiver by Northrop Grumman of the following conditions:
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    the board of directors of
	Northrop Grumman, in its sole and absolute discretion, shall
	have authorized and approved the spin-off and not withdrawn such
	authorization and approval, and the New NGC board shall have
	declared the dividend of the common stock of HII to Northrop
	Grumman stockholders;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    the Separation and
	Distribution Agreement and each ancillary agreement contemplated
	by the Separation and Distribution Agreement shall have been
	executed by each party thereto;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    the Securities and Exchange
	Commission (the SEC) shall have declared effective
	HIIs registration statement on Form 10, of which this
	information statement is a part, under the Securities Exchange
	Act of 1934, as amended (the Exchange Act), no stop
	order suspending the effectiveness of the registration statement
	shall be in effect, and no proceedings for such purpose shall be
	pending before or threatened by the SEC;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    HII common stock shall have
	been accepted for listing on the NYSE or another national
	securities exchange approved by Northrop Grumman, subject to
	official notice of issuance;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    the internal reorganization
	(as described in The Spin-OffBackground) shall
	have been completed;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    Northrop Grumman shall have
	received the IRS Ruling and an opinion of its tax counsel, each
	of which shall remain in full force and effect, that the
	spin-off (including the internal reorganization) will not result
	in recognition, for U.S. Federal income tax
 
 | 
 
	13
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	purposes, of income, gain or loss to Northrop Grumman, or of
	income, gain or loss to its stockholders, except to the extent
	of cash received in lieu of fractional shares;
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    HII shall have
	(i) entered into the HII Credit Facility,
	(ii) received the net proceeds from the HII Debt and
	(iii) made the Contribution;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    no order, injunction or
	decree that would prevent the consummation of the distribution
	shall be threatened, pending or issued (and still in effect) by
	any governmental authority of competent jurisdiction, other
	legal restraint or prohibition preventing consummation of the
	distribution shall be pending, threatened, issued or in effect
	and no other event outside the control of Northrop Grumman shall
	have occurred or failed to occur that prevents the consummation
	of the distribution;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    no other events or
	developments shall have occurred prior to the distribution that,
	in the judgment of the board of directors of Northrop Grumman,
	would result in the spin-off having a significant adverse effect
	on Northrop Grumman or its stockholders;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    prior to the distribution,
	this information statement shall have been mailed to the holders
	of Northrop Grumman common stock as of the record date;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    HIIs current
	directors shall have duly elected the individuals listed as
	members of its post-distribution board of directors in this
	information statement, and such individuals shall become the
	members of HIIs board of directors immediately prior to
	the distribution;
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    prior to the distribution,
	Northrop Grumman shall have delivered to HII resignations from
	those HII positions, effective as of immediately prior to the
	distribution, of each individual who will be an employee of
	Northrop Grumman after the distribution and who is an officer or
	director of HII immediately prior to the distribution; and
 
 | 
| 
	 
 | 
| 
 | 
 | 
 
	
	    immediately prior to the
	distribution, the Restated Certificate of Incorporation and the
	Restated Bylaws, each in substantially the form filed as an
	exhibit to the registration statement on Form 10 of which
	this information statement is part, shall be in effect.
 
 | 
| 
	 
 | 
| 
 | 
 | 
	The fulfillment of the foregoing conditions will not create any
	obligation on Northrop Grummans part to effect the
	spin-off. We are not aware of any material federal or state
	regulatory requirements that must be complied with or any
	material approvals that must be obtained, other than compliance
	with SEC rules and regulations and the declaration of
	effectiveness of the Registration Statement by the SEC, in
	connection with the distribution. Northrop Grumman has the right
	not to complete the spin-off if, at any time prior to the
	distribution, the board of directors of Northrop Grumman
	determines, in its sole discretion, that the spin-off is not in
	the best interests of Northrop Grumman or its stockholders, that
	a sale or other alternative is in the best interests of Northrop
	Grumman or its stockholders or that
 | 
 
	14
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	it is not advisable for HII to separate from Northrop Grumman.
	For more information, see The Spin-OffConditions to
	the Spin-Off.
 | 
| 
	 
 | 
| 
	Trading Market and Symbol
 | 
 | 
	We have filed an application to list HII common stock on the
	NYSE under the ticker symbol HII. We anticipate
	that, at least two trading days prior to the record date,
	trading of shares of HII common stock will begin on a
	when-issued basis and will continue up to and
	including the distribution date, and we expect
	regular-way trading of HII common stock will begin
	the first trading day after the distribution date. We also
	anticipate that, at least two trading days prior to the record
	date, there will be two markets in Northrop Grumman common
	stock: a regular-way market on which shares of Northrop Grumman
	common stock will trade with an entitlement to shares of HII
	common stock to be distributed pursuant to the distribution, and
	an ex-distribution market on which shares of
	Northrop Grumman common stock will trade without an entitlement
	to shares of HII common stock. For more information, see
	Trading Market.
 | 
| 
	 
 | 
| 
	Tax Consequences
 | 
 | 
	Northrop Grumman has received the IRS Ruling and will receive an
	opinion of counsel stating that Northrop Grumman, Northrop
	Grummans stockholders and HII will not recognize any
	taxable income, gain or loss for U.S. Federal income tax
	purposes as a result of the spin-off, including the internal
	reorganization, except with respect to any cash received by
	Northrop Grummans stockholders in lieu of fractional
	shares. For a more detailed description of the U.S. Federal
	income tax consequences of the spin-off, see The
	Spin-Off-U.S. Federal Income Tax Consequences of the
	Spin-Off.
 | 
| 
	 
 | 
| 
 | 
 | 
	Each stockholder is urged to consult his, her or its tax
	advisor as to the specific tax consequences of the spin-off to
	such stockholder, including the effect of any state, local or
	non-U.S.
	tax
	laws and of changes in applicable tax laws.
 | 
| 
	 
 | 
	Relationship with Northrop
 
	Grumman after the Spin-Off
 | 
 | 
	We will enter into a Separation and Distribution Agreement and
	other agreements with Northrop Grumman related to the spin-off.
	These agreements will govern the relationship between us and
	Northrop Grumman after completion of the spin-off and provide
	for the allocation between us and Northrop Grumman of various
	assets, liabilities and obligations (including employee
	benefits, intellectual property, insurance and tax-related
	assets and liabilities). The Separation and Distribution
	Agreement, in particular, will provide for the settlement or
	extinguishment of certain obligations between us and Northrop
	Grumman. We intend to enter into a Transition Services Agreement
	with Northrop Grumman pursuant to which certain services will be
	provided on an interim basis following the distribution. We also
	intend to enter into an Employee Matters Agreement that will set
	forth the agreements between Northrop Grumman and us concerning
	certain employee compensation and benefit matters. Further, we
	intend to enter into a Tax Matters Agreement with Northrop
	Grumman regarding the sharing of taxes incurred before and after
	completion of the spin-off, certain indemnification rights with
	respect to tax matters and certain restrictions to preserve the
	tax-free status of the spin-off. In addition, to facilitate the
	ongoing use of various intellectual property by each of us and
	Northrop Grumman, we intend to enter into an Intellectual
	Property License Agreement with Northrop Grumman
 | 
 
	15
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	that will provide for certain reciprocal licensing arrangements.
	We also intend to enter into an Insurance Matters Agreement with
	Northrop Grumman. We describe these arrangements in greater
	detail under Certain Relationships and Related Party
	Transactions-Agreements with Northrop Grumman Related to the
	Spin-Off, and describe some of the risks of these
	arrangements under Risk FactorsRisks Relating to the
	Spin-Off.
 | 
| 
	 
 | 
| 
	Dividend Policy
 | 
 | 
	HII does not currently intend to pay a dividend. Going forward,
	HIIs dividend policy will be established by the HII board
	of directors based on our financial condition, results of
	operations and capital requirements, as well as applicable law,
	regulatory constraints, industry practice and other business
	considerations that HIIs board of directors considers
	relevant. In addition, the terms of the agreements governing our
	new debt or debt that we may incur in the future may limit or
	prohibit the payments of dividends. For more information, see
	Dividend Policy.
 | 
| 
	 
 | 
| 
	Transfer Agent
 | 
 | 
	Computershare Trust Company, N.A.
 | 
	 
| 
 | 
 | 
 | 
| 
	Risk Factors
 | 
 | 
	We face both general and specific risks and uncertainties
	relating to our business, our relationship with Northrop Grumman
	and our being an independent, publicly owned company. We also
	are subject to risks relating to the spin-off. You should
	carefully read Risk Factors beginning on
	page 22 of this information statement.
 | 
 
	16
 
	Summary
	Historical and Unaudited Pro Forma Condensed Consolidated
	Financial Data
	 
	The following table presents the summary historical condensed
	consolidated financial data for NGSB and HIIs unaudited
	pro forma condensed consolidated financial data. The
	consolidated financial data set forth below for the years ended
	December 31, 2010, 2009 and 2008 are derived from
	NGSBs audited consolidated financial statements included
	elsewhere in this information statement.
	 
	The summary unaudited pro forma condensed consolidated financial
	data for the year ended December 31, 2010 have been
	prepared to reflect the spin-off, including: (i) the
	distribution of 48,492,792 shares of HII common stock by
	Northrop Grumman to its stockholders; (ii) the incurrence
	of $1,775 million of the HII Debt and the HII Credit
	Facility by HII and the making of the $1,429 million
	Contribution; (iii) adjustments for certain federal
	contract matters in accordance with the Separation and
	Distribution Agreement; (iv) adjustments for uncertain
	federal and state tax positions in accordance with the Tax
	Matters Agreement; (v) the cost of special long-term
	incentive stock grants, which are contingent upon completion of
	the spin-off, in the form of restricted stock rights for our
	Named Executive Officers, including our President, and other key
	employees; and (vi) the cost of modifying certain terms of
	existing long-term incentive stock plans to allow continued
	vesting for our participants. The unaudited pro forma condensed
	consolidated statement of operations data presented for the year
	ended December 31, 2010 assumes the spin-off occurred on
	January 1, 2010, the first day of fiscal year 2010.
	Earnings per share calculations are based on the pro forma
	weighted average shares that would have been outstanding during
	2010 (49.5 million shares) determined by applying the
	one-for-six
	exchange ratio to Northrop Grummans basic weighted average
	shares outstanding for the year ended December 31, 2010.
	The unaudited pro forma condensed consolidated statement of
	financial position data assumes the spin-off occurred on
	December 31, 2010. The assumptions used and pro forma
	adjustments derived from such assumptions are based on currently
	available information and we believe such assumptions are
	reasonable under the circumstances.
	 
	The unaudited pro forma condensed consolidated financial
	statements are not necessarily indicative of our results of
	operations or financial condition had the distribution and our
	anticipated post-spin-off capital structure been completed on
	the dates assumed. Also, they may not reflect the results of
	operations or financial condition which would have resulted had
	we been operating as an independent, publicly owned company
	during such periods. In addition, they are not necessarily
	indicative of our future results of operations or financial
	condition.
	 
	You should read this summary financial data together with
	Unaudited Pro Forma Condensed Consolidated Financial
	Statements, Capitalization, Selected
	Historical Consolidated Financial and Other Data,
	Managements Discussion and Analysis of Financial
	Condition and Results of Operations and NGSBs
	consolidated financial statements and accompanying notes
	included in this information statement.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	(Year Ended) December 31
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	HII
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pro Forma
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	NGSB
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	(in millions)
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,292
 | 
	 
 | 
	 
 | 
	$
 | 
	6,189
 | 
	 
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	255
 | 
	 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
	 
 | 
	 
 | 
	211
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,354
 | 
	)
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	79
 | 
	 
 | 
	 
 | 
	 
 | 
	135
 | 
	 
 | 
	 
 | 
	 
 | 
	124
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,420
 | 
	)
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	 
 | 
	5,560
 | 
	 
 | 
	 
 | 
	 
 | 
	5,203
 | 
	 
 | 
	 
 | 
	 
 | 
	5,036
 | 
	 
 | 
	 
 | 
	 
 | 
	4,760
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	 
 | 
	1,851
 | 
	 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
| 
 
	Total long-term obligations
 
 | 
	 
 | 
	 
 | 
	3,294
 | 
	 
 | 
	 
 | 
	 
 | 
	1,559
 | 
	 
 | 
	 
 | 
	 
 | 
	1,645
 | 
	 
 | 
	 
 | 
	 
 | 
	1,761
 | 
	 
 | 
| 
 
	Free cash flow (1)
 
 | 
	 
 | 
	 
 | 
	98
 | 
	 
 | 
	 
 | 
	 
 | 
	168
 | 
	 
 | 
	 
 | 
	 
 | 
	(269
 | 
	)
 | 
	 
 | 
	 
 | 
	121
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Free cash flow is a non-generally accepted accounting principles
	(non-GAAP) financial measure and represents cash
	from operating activities less capital expenditure. See
	Managements Discussion and Analysis of Financial
	Condition and Results of OperationsLiquidity and Capital
	ResourcesFree Cash Flow for more information on this
	measure.
 | 
 
	17
 
	 
	GLOSSARY
	OF PROGRAMS
	 
	Listed below are brief descriptions of the programs mentioned in
	this information statement.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
 
	  Program Name
 
 | 
	 
 | 
	 
 | 
 
	Program Description
 
 | 
| 
 
	AREVA Newport News
 
 | 
	 
 | 
	 
 | 
	Participate, as minority owners of a limited liability company
	formed with AREVA NP, in a joint venture to supply heavy
	components to the civilian nuclear electrical power sector. The
	joint venture, AREVA Newport News, LLC, plans to construct a
	production facility adjacent to the Newport News shipyard for
	the manufacture of heavy commercial nuclear power plant
	components.
 | 
| 
	 
 | 
| 
 
	CVN-65 USS
	Enterprise
 
 | 
	 
 | 
	 
 | 
	Maintain and support the worlds first nuclear-powered
	aircraft carrier, the inactivation of which is expected to start
	in 2013.
 | 
| 
	 
 | 
| 
 
	CVN-68
	Nimitz
	-class aircraft carriers
 
 | 
	 
 | 
	 
 | 
	Refuel, maintain and repair the CVN-68
	Nimitz
	-class
	aircraft carriers, which are the largest warships in the world.
	Each
	Nimitz
	-class carrier is designed for an
	approximately 50-year service life, with one mid-life refueling.
	Aircraft carriers are the centerpiece of Americas Naval
	forces. On any given day, aircraft carriers exercise the U.S.
	Navy core capabilities of power projection, forward presence,
	humanitarian assistance, deterrence, sea control and maritime
	security. The 10th and final
	Nimitz
	-class carrier
	constructed, CVN-77 USS
	George H.W. Bush
	, was
	commissioned in 2009.
 | 
| 
	 
 | 
| 
 
	CVN-78
	Gerald R. Ford
	-class aircraft carriers
 
 | 
	 
 | 
	 
 | 
	Design and construction for the CVN-21 program, which is the
	future aircraft carrier replacement program for CVN-65 USS
	Enterprise
	and CVN-68
	Nimitz
	-class aircraft
	carriers. CVN-78
	Gerald R. Ford
	(the first ship of the
	CVN-21 program) is currently under construction and is scheduled
	to be delivered in 2015. CVN-79 (unnamed) is under contract for
	engineering, advance construction and purchase of long-lead time
	components and material. CVN-78
	Gerald R. Ford
	-class
	carriers are expected to be awarded every five years across the
	U.S. Navys 30-Year Plan. They will be the premier forward
	asset for crisis response and early decisive striking power in a
	major combat operation. The class brings improved warfighting
	capability, quality of life improvements for sailors and reduced
	acquisition and life cycle costs.
 | 
| 
	 
 | 
| 
 
	DDG-51
	Arleigh Burke
	-class destroyers
 
 | 
	 
 | 
	 
 | 
	Build guided missile destroyers designed for conducting
	anti-air, anti-submarine, anti-surface and strike operations.
	The Aegis-equipped
	DDG-51
	Arleigh Burke
	-class destroyers are the U.S. Navys
	primary surface combatant, and have been constructed in
	variants, allowing technological advances during construction.
	The U.S. Navy has committed to restarting the DDG-51 program,
	and truncating construction of the DDG-1000 class of ships. The
	plan is for a total of 62 ships.
 | 
| 
	 
 | 
| 
 
	DDG-1000
	Zumwalt
	-class destroyers
 
 | 
	 
 | 
	 
 | 
	Design and build next-generation multi-mission surface
	combatants in conjunction with General Dynamics Bath Iron Works
	and construct the ships integrated composite deckhouses,
	as well as portions of the ships aft peripheral vertical
	launch systems. Developed under the DD(X) destroyer program, the
	DDG-1000
	Zumwalt
	-class destroyer is the lead ship of a
	class tailored for land attack and littoral dominance with
	capabilities that defeat current and projected threats and
	improve battle force defense. In July 2008, the U.S. Navy
	announced its decision to truncate the DDG-1000 program at three
	ships and restart the construction of BMD-capable DDG-51s. We
	are constructing the composite superstructure of DDG-1000
	Zumwalt
	and DDG-1001
	Michael Monsoor
	and have
	submitted a proposal to construct the DDG-1002 (unnamed)
	composite superstructure.
 | 
| 
	 
 | 
	18
 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
 
	  Program Name
 
 | 
	 
 | 
	 
 | 
 
	Program Description
 
 | 
| 
 
	DoE
 
 | 
	 
 | 
	 
 | 
	Participate, as a minority member in two joint ventures, in the
	management and operation of the U.S. Department of Energys
	(DoE) nuclear sites, the Savannah River Site near
	Aiken, South Carolina, and potentially at the Idaho National
	Laboratory, near Idaho Falls, Idaho. Our joint venture partners
	include Fluor Corporation and Honeywell International Inc. at
	the Savannah River Site, and CH2M Hill in Idaho.
 | 
| 
	 
 | 
| 
 
	Inactivation
 
 | 
	 
 | 
	 
 | 
	Defuel and inactivate nuclear-powered aircraft carriers for the
	U.S. Navy. Inactivation of nuclear-powered aircraft carriers, of
	which 11 have been constructed to date, is expected to start in
	2013 with CVN-65 USS
	Enterprise
	.
 | 
| 
	 
 | 
| 
 
	LHA-6
	America-
	class
 
	amphibious assault ships
 
 | 
	 
 | 
	 
 | 
	Design and build amphibious assault ships that provide forward
	presence and power projection as an integral part of joint,
	interagency and multinational maritime expeditionary forces. The
	LHA-6
	America
	-class ships, together with the LHD-1
	Wasp
	-class ships, are the successors to the aging LHA-1
	Tarawa-
	class ships. Three of the original five
	Tarawa
	-class ships have been recently decommissioned, and
	the remainder of the class is scheduled to be decommissioned by
	2015. The first LHA replacement (LHA(R)) ship, LHA-6
	America
	, was placed under contract with us in June 2007,
	and is scheduled for delivery in 2013. The LHA-6
	America
	-class ships optimize aviation operations and
	support capabilities. The key differences between LHA-6 and the
	LHD-1
	Wasp-
	class ships include an enlarged hangar deck,
	enhanced aviation maintenance facilities, increased aviation
	fuel capacity, additional aviation storerooms, removal of the
	well deck and an electronically reconfigurable command, control,
	computers, communications, intelligence, surveillance and
	reconnaissance (C4ISR) suite.
 | 
| 
	 
 | 
| 
 
	LHD-1
	Wasp
	-class
 
	amphibious assault ships
 
 | 
	 
 | 
	 
 | 
	Build the worlds largest class of amphibious assault
	ships, the LHD-1
	Wasp
	-class ships, which perform
	essentially the same mission as the LHA/LHA(R) ships. These
	ships project power and maintain presence by serving as the
	cornerstone of the Amphibious Readiness Group
	(ARG)/Expeditionary Strike Group (ESG). A key element of the
	Seapower 21 pillars of Sea Strike and Sea Basing, these ships
	transport and land elements of the Marine Expeditionary Brigade
	(MEB) with a combination of aircraft and landing craft. The plan
	is for a total of eight ships, of which LHD-8 USS
	Makin
	Island
	, commissioned in October 2009 and equipped with
	improved capabilities, is the last.
 | 
| 
	 
 | 
	19
 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
 
	  Program Name
 
 | 
	 
 | 
	 
 | 
 
	Program Description
 
 | 
| 
 
	LPD-17
	San Antonio-
	class
 
 | 
	 
 | 
	 
 | 
	Design and build amphibious transport dock ships, which are
	warships that embark, transport and land elements of a landing
	force for a variety of expeditionary warfare missions, and also
	serve as the secondary aviation platform for Amphibious
	Readiness Groups. The LPD-17
	San Antonio
	-class is
	the newest addition to the U.S. Navys 21st century
	amphibious assault force, and these ships are a key element of
	the U.S. Navys seabase transformation. Collectively, these
	ships functionally replace over 41 ships (LPD-4, LSD-36, LKA-113
	and LST-1179 classes of amphibious ships), providing the U.S.
	Navy and U.S. Marine Corps with modern, seabased platforms that
	are networked, survivable and built to operate with 21st century
	transformational platforms. The first ship in the class, LPD-17
	USS
	San Antonio
	, was delivered in July 2005. We have
	delivered LPD-18 through LPD-21 to the U.S. Navy. We are
	currently constructing LPD-22 through LPD-25 and the U.S. Navy
	has awarded us the long lead time material contract for LPD-26
	and LPD-27. A long lead time material contract is a contract
	that provides the contractor with the ability to begin ordering
	materials for a subsequent construction contract. These types of
	contracts are often used with major ship acquisitions due to the
	length of time between order and delivery of some of the
	equipment.
 | 
| 
	 
 | 
| 
 
	NSC-1
	Legend-
	class
 
	National Security Cutter
 
 | 
	 
 | 
	 
 | 
	Design and build the U.S. Coast Guards National Security
	Cutters, the largest and most technically advanced class of
	cutter in the Coast Guard. The first three NSCs were procured
	through a limited liability company owned by us and Lockheed
	Martin. NSC-4 and future NSCs are expected to be ordered
	directly from us. The NSC is equipped to carry out maritime
	homeland security, maritime safety, protection of natural
	resources, maritime mobility and national defense missions. The
	plan is for a total of eight ships of which the first two ships,
	NSC-1 USCGC
	Bertholf
	and NSC-2 USCGC
	Waesche
	, have been delivered and NSC-3
	Stratton
	is
	under construction. The construction contract for NSC-4
	Hamilton
	was awarded in November 2010, and long-lead
	procurement is underway for NSC-5 (unnamed).
 | 
| 
	 
 | 
| 
 
	Refueling and Complex Overhaul (RCOH)
 
 | 
	 
 | 
	 
 | 
	Perform refueling and complex overhaul (RCOH) of nuclear-powered
	aircraft carriers, which is required at the mid-point of their
	50-year life cycle. CVN-71 USS
	Theodore Roosevelt
	is
	currently undergoing RCOH, marking the fifth CVN RCOH in
	history. We have already successfully completed the RCOH process
	for CVN-65 USS
	Enterprise
	, CVN-68 USS
	Nimitz
	,
	CVN-69 USS
	Dwight D. Eisenhower
	and CVN-70 USS
	Carl
	Vinson
	, and have been awarded a planning contract for the
	RCOH of CVN-72 USS
	Abraham Lincoln
	.
 | 
| 
	 
 | 
	20
 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
 
	  Program Name
 
 | 
	 
 | 
	 
 | 
 
	Program Description
 
 | 
| 
 
	SSBN(X)
	Ohio
	-class Submarine Replacement Program
 
 | 
	 
 | 
	 
 | 
	Act, through an agreement with Electric Boat, as design
	subcontractor for the
	Ohio
	-class replacement boats. The
	U.S. Navy has committed to designing a replacement class for the
	aging
	Ohio
	-class nuclear ballistic submarines, which were
	first introduced into service in 1981. The SSBN(X)
	Ohio
	-class Submarine Replacement Program represents a new
	program opportunity for us. Electric Boat is expected to lead
	the program. Although the contract is not yet negotiated, we
	expect to share in the design effort and our experience and
	well-qualified workforce position us for a potential role in the
	construction effort. The
	Ohio
	-class includes 14 ballistic
	missile submarines (SSBN) and four cruise missile submarines
	(SSGN). The
	Ohio
	-class Submarine Replacement Program
	currently calls for 12 new ballistic missile submarines over a
	15-year period for approximately $4 to $7 billion each. The
	first
	Ohio
	-class ballistic submarine is expected to be
	retired in 2029, meaning that the first replacement platform
	should be in commission by that time. The U.S. Navy has
	initiated the design process for this class of submarine, and we
	have begun design work as a subcontractor to Electric Boat. We
	cannot guarantee that we will continue to work on the SSBN(X)
	design with Electric Boat, and we can give no assurance
	regarding the final design concept chosen by the U.S. Navy or
	the amount of funding made available by Congress for the SSBN(X)
	Ohio-class Submarine Replacement Program. Construction is
	expected to begin in 2019 with the procurement of long-lead time
	materials in 2015.
 | 
| 
	 
 | 
| 
 
	SSN-774
	Virginia
	-class fast attack submarines
 
 | 
	 
 | 
	 
 | 
	Construct the newest attack submarine as the principal
	subcontractor to Electric Boat. The SSN-774
	Virginia
	-class is a post-Cold War design tailored to
	excel in a wide range of warfighting missions, including
	anti-submarine and surface ship warfare; special operation
	forces; strike; intelligence, surveillance, and reconnaissance;
	carrier and expeditionary strike group support; and mine
	warfare. The SSN-774
	Virginia
	-class has several
	innovations which significantly enhance its warfighting
	capabilities with an emphasis on littoral operations. Through
	the extensive use of modular construction, open architecture,
	and commercial off-the-shelf components, the SSN-774
	Virginia
	-class is designed to remain state-of-the-art for
	the entire operational life of its submarines through the rapid
	introduction of new systems and payloads. Through a teaming
	agreement with Electric Boat that provides for approximate
	equality of work allocated between the parties, we provide
	SSN-774
	Virginia
	-class nuclear fast attack submarines.
	Under the teaming agreement, Electric Boat is the prime
	contractor to whom construction contracts have been awarded in
	blocks, and we are principal subcontractor. Block I was awarded
	in 1998 and consisted of four submarines, Block II was
	awarded in 2003 and consisted of six submarines, and
	Block III was awarded in 2008 and consisted of eight
	submarines. We and Electric Boat have delivered the first seven
	submarines of the class (all four submarines from Block I and
	three submarines from Block II), have another five submarines
	under construction (the remaining three submarines of
	Block II and the first two submarines of Block III) and
	have been contracted to deliver an additional six submarines
	(the remaining six submarines of Block III). Based on expected
	build rates, the last Block III SSN-774
	Virginia
	-class submarine is scheduled for delivery in
	2018. We are also investing in our facilities to support the
	increase in production rate from one to two SSN-774
	Virginia
	-class submarines per year beginning in 2011.
 | 
| 
	 
 | 
	21
 
	 
	RISK
	FACTORS
	 
	You should carefully consider each of the following risks,
	which we believe are the principal risks that we face and of
	which we are currently aware, and all of the other information
	in this information statement. Some of the risks described below
	relate to our business, while others relate to the spin-off.
	Other risks relate principally to the securities markets and
	ownership of our common stock.
	 
	Should any of the following risks and uncertainties develop
	into actual events, our business, financial condition or results
	of operations could be materially and adversely affected, the
	trading price of our common stock could decline and you could
	lose all or part of your investment.
	 
	Risks
	Relating to Our Business
	 
	We face the following risks in connection with the general
	conditions and trends of the industry in which we operate:
	 
	We
	depend heavily on a single customer, the U.S. Government, for
	substantially all of our business, and changes affecting this
	customers ability to do business with us could have a
	material adverse effect on our financial position, results of
	operations or cash flows.
	 
	Our business is primarily dependent upon the design,
	construction, repair, maintenance, fleet support and life cycle
	services of nuclear-powered ships, such as aircraft carriers and
	submarines, and non-nuclear ships, such as surface combatants
	and expeditionary warfare/amphibious assault ships for the
	U.S. Navy and coastal defense surface ships for the
	U.S. Coast Guard, as well as the overhaul and refueling of
	nuclear-powered ships for the U.S. Navy. Substantially all
	of our revenue during 2010 was derived from products and
	services ultimately sold to the U.S. Government. In
	addition, substantially all of our backlog was
	U.S. Government-related as of December 31, 2010. We
	are a supplier, either directly or as a subcontractor or team
	member, to the U.S. Government and its agencies. These
	contracts are subject to our customers political and
	budgetary constraints and processes, changes in customers
	short-range and long-range strategic plans, the timing of
	contract awards, significant changes in contract scheduling,
	intense contract and funding competition, difficulty in
	forecasting costs and schedules when bidding on developmental
	and highly sophisticated technical work, and delays in the
	timing of contract approval, as well as other risks such as
	contractor suspension or debarment in the event of certain
	violations of legal or regulatory requirements.
	 
	Contracts
	with the U.S. Government are subject to uncertain levels of
	funding, modification due to changes in customer priorities and
	potential termination.
	 
	We are directly dependent upon allocation of defense monies to
	the U.S. Navy and the U.S. Coast Guard. The funding of
	U.S. Government programs is subject to congressional budget
	authorization and appropriation processes. For certain programs,
	Congress appropriates funds on a fiscal year basis even though a
	program may be performed over several fiscal years.
	Consequently, programs may be partially funded initially and
	additional funds are committed only as Congress makes further
	appropriations. We cannot predict the extent to which total
	funding
	and/or
	funding for individual programs will be included, increased or
	reduced as part of the 2011 and subsequent budgets ultimately
	approved by Congress or will be included in the scope of
	separate supplemental appropriations. For example, the proposed
	2011 defense budget includes funding to increase construction
	from one to two
	Virginia
	-class submarines. Currently the
	U.S. Government is operating under a continuing resolution
	that maintains defense funding at 2010 appropriation levels. If
	the proposed 2011 defense budget is not approved and funding
	continues at last years level, funding of the second
	Virginia
	-class submarine construction contract in 2011
	could be delayed or eliminated. The impact, severity and
	duration of the current U.S. economic situation, the
	sweeping economic plans adopted by the U.S. Government, and
	pressures on the federal budget could also adversely affect the
	total funding
	and/or
	funding for individual programs. In the event that
	appropriations for any of our programs becomes unavailable, or
	is reduced or delayed, our contract or subcontract under such
	program may be terminated or adjusted by the
	U.S. Government, which could have a material adverse effect
	on our future sales under such program, and on our financial
	position, results of operations or cash flows.
	22
 
	We also cannot predict the impact of potential changes in
	priorities due to military transformation and planning
	and/or
	the
	nature of war-related activity on existing, follow-on or
	replacement programs. A shift of government priorities to
	programs in which we do not participate
	and/or
	reductions in funding for or the termination of programs in
	which we do participate, could have a material adverse effect on
	our financial position, results of operations or cash flows.
	 
	In addition, the U.S. Government generally has the ability
	to terminate contracts, in whole or in part, with little to no
	prior notice, for convenience or for default based on
	performance. In the event of termination for the
	U.S. Governments convenience, contractors are
	normally protected by provisions covering reimbursement for
	costs incurred on the contracts and profit related to those
	costs but not the anticipated profit that would have been earned
	had the contract been completed. However, such a termination
	could result in the cancelation of future work on that program.
	Termination resulting from our default can expose us to
	liability and have a material adverse effect on our financial
	condition and our ability to compete for contracts.
	 
	Contract
	cost growth on fixed price and other contracts that cannot be
	justified as an increase in contract value due from customers
	exposes us to reduced profitability and the potential loss of
	future business.
	 
	Our operating income is adversely affected when we incur certain
	contract costs or certain increases in contract costs that
	cannot be billed to customers. This cost growth can occur if
	estimates to complete increase due to technical challenges,
	manufacturing difficulties or delays, or workforce-related
	issues, or if initial estimates used for calculating the
	contract cost were inaccurate. The cost estimation process
	requires significant judgment and expertise. Reasons for cost
	growth may include unavailability or reduced productivity of
	labor, the nature and complexity of the work to be performed,
	the timelines and availability of materials, major subcontractor
	performance and quality of their products, the effect of any
	delays in performance, availability and timing of funding from
	the customer, natural disasters and the inability to recover any
	claims included in the estimates to complete. For example, lack
	of progress in LHD-8 on-board testing preparatory to sea trials
	prompted us to undertake a comprehensive review of the program,
	including a detailed physical audit of the ship, resulting in a
	pre-tax charge of $272 million in the first quarter of 2008
	for anticipated cost growth related to the identified need for
	substantial
	re-work
	on
	the ship. In addition to the LHD-8 charge, an additional
	$54 million of charges was recognized in the first quarter
	of 2008, primarily for schedule impacts on other ships and
	impairment of purchased intangibles at the Gulf Coast shipyards.
	Subsequent to recognizing the LHD-8 charge, we completed our
	performance under the contract at costs that were lower than the
	amounts previously anticipated primarily due to efficiencies
	from improved operating practices, risk retirement and increased
	escalation recovery. As a result, $63 million of the loss
	provision was reversed in 2008, and an additional
	$54 million was reversed in 2009 upon delivery of the ship.
	In addition, shortly after Hurricane Katrina, we entered into a
	fixed price incentive contract for LPD-22 through
	LPD-25,
	which, in hindsight, reflected aggressive cost targets resulting
	in estimated costs today that are greater than were included in
	our bid. Therefore, construction under the LPD-22 through LPD-25
	contract has been adversely impacted by operating performance
	factors, resulting in unfavorable cost growth that led to
	pre-tax charges totaling $171 million in 2009. A
	significant change in cost estimates on one or more programs
	could have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	Our principal U.S. Government business is currently being
	performed under firm fixed price (FFP), fixed price
	incentive (FPI), cost plus incentive fee
	(CPIF), cost plus fixed fee (CPFF) and
	cost plus award fee (CPAF) contracts. The risk to us
	of not being reimbursed for some of our costs varies with the
	type of contract. Under FFP contracts, we retain all costs
	savings on completed contracts but are liable for the full
	amount of all expenditures in excess of the contract price. FPI
	contracts, on the other hand, are flexibly priced arrangements
	under which overruns and underruns to an
	agreed-upon
	target cost are shared between the U.S. Government and us.
	Our profit is increased or decreased according to a formula set
	forth in the contract, which generally compares the amount of
	costs incurred to the contract target cost. The
	U.S. Government is liable for its share of all allowable
	costs up to a ceiling price. However, we are responsible for all
	costs incurred in excess of such ceiling price, which is
	typically 125135% of target cost. In addition, our FPI
	contracts, if long-term, generally provide for the
	U.S. Government to pay escalation based on published
	indices relating to the shipbuilding industry. Under CPIF, CPFF
	and CPAF contracts, we are generally only required to perform
	the contract to the extent the U.S. Government makes funds
	available, and we recover all allowable costs incurred in the
	performance of the contract. Under CPIF
	23
 
	contracts, our profit is determined by a contractually specified
	formula that essentially compares allowable incurred costs to
	the contract target cost. In some instances, the contract fee
	may be affected by a maximum or minimum fee percentage set for
	the contract. Under CPFF contracts, the fee is the same without
	regard to the amount of cost incurred. Under CPAF contracts, the
	fee is determined in accordance with the award fee provisions in
	the contract. In 2010, approximately 42% of Newport News
	revenues were CPIF, which primarily included aircraft carrier
	construction and RCOH. Twenty-six percent of Newport News
	2010 revenues were FPI contracts, mainly consisting of submarine
	construction, 29% of revenues were CPFF contracts, 2% were CPAF
	and 1% were FFP. Approximately 74% of Gulf Coasts revenues
	were FPI, 13% were CPAF, 6% were CPFF, 5% were CPIF and 2% were
	FFP.
	 
	Our
	earnings and margins depend, in part, on our ability to perform
	under contracts and on subcontractor performance as well as raw
	material and component availability and pricing.
	 
	When agreeing to contractual terms, we make assumptions and
	projections about future conditions and events, many of which
	extend over long periods. These projections assess the
	productivity and availability of labor, the complexity of the
	work to be performed, the cost and availability of materials,
	the impact of delayed performance and the timing of product
	deliveries. We cannot guarantee that there will not be
	significant variances from our assumptions, delays in our
	performance and the timing of our product deliveries. If there
	is a significant change in one or more of these circumstances or
	estimates, or if we face unanticipated contract costs, the
	profitability of one or more of these contracts may be adversely
	affected.
	 
	We also rely on other companies to provide raw materials and
	major components for our products and rely on subcontractors to
	produce hardware elements and
	sub-assemblies
	and perform some of the services that we provide to our
	customers. Disruptions or performance problems caused by our
	subcontractors and vendors could have an adverse effect on our
	ability to meet our commitments to customers. Our ability to
	perform our obligations as a prime contractor could be adversely
	affected if one or more of the vendors or subcontractors are
	unable to provide the
	agreed-upon
	products or materials or perform the
	agreed-upon
	services in a timely and cost-effective manner.
	 
	All major materials, parts and components for our products are
	currently available in adequate supply from domestic
	and/or
	foreign sources. Through the cost escalation provisions
	contained in some of our U.S. Government contracts, we may
	be protected from increases in material costs to the extent that
	the increases in our costs are in line with industry indices.
	However, the difference in basis between our actual material
	costs and these indices may expose us to cost uncertainty even
	with these provisions. The most significant raw material we
	require is steel. A significant delay in supply deliveries of
	our key raw materials required in our production processes could
	have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	In connection with our government contracts, we are required to
	procure certain materials and component parts from supply
	sources approved by the U.S. Government. Due largely to the
	consolidation of the defense industry, there are currently
	several components for which there is only one supplier. The
	inability of a sole source supplier to meet our needs could have
	a material adverse effect on our financial position, results of
	operations or cash flows.
	 
	Our
	results of operations depend on the award of new
	contracts.
	 
	The prospects of U.S. shipyards, including ours, can be
	materially affected by their success in securing significant
	U.S. Navy contract awards. In February 2010, the Department
	of Defense (the DoD) issued its Report of the
	Quadrennial Defense Review (the QDR), a
	legislatively mandated review of military strategy and
	priorities that shapes defense funding over the ensuing four
	years. The QDR emphasized the related challenge of rebuilding
	readiness at a time when the DoD is also pursuing growth,
	modernization and transformation of its forces and capabilities,
	reiterated the need for preparedness across the range of
	military operations, and prioritized continued investment in
	warfighting capabilities. The U.S. Navy relies on the force
	requirements set forth in the QDR to design its
	30-Year
	Plan. The QDR report describes some of the tradeoffs that the
	DoDs leaders have identified to enable the rebalancing of
	U.S. military capabilities. The Presidents 2011
	budget request proposes reductions to certain lower-priority
	programs, including some in which we participate or for which we
	expect to compete, so that more pressing needs can be addressed,
	both within that budget and those of subsequent years. The
	U.S. Navy has decided to delay procurement of CVN-79
	(unnamed) from fiscal year 2012 to 2013, cancel the new-design
	CG(X)
	24
 
	procurement program and truncate the DDG-1000
	Zumwalt
	-class destroyers program to three ships. We
	believe that our shipbuilding programs are a high priority for
	national defense, but under budgetary pressures, one or more of
	our programs may be reduced, extended or terminated by our
	U.S. Government customers. Specific actions already taken
	that could negatively affect us include the deferral of
	production of new maritime prepositioning ships, the reduction
	in the number of planned large surface combatants and the
	increase of the procurement interval for aircraft carriers to
	five years.
	 
	In February 2010, the U.S. Navy released its
	30-Year
	Plan, in which the U.S. Navy used the goals and strategies
	set forth in the QDR to identify the naval capabilities
	projected to meet the defense challenges faced by the nation in
	the next three decades. The
	30-Year
	Plan
	uses, as a baseline, a 313-ship force that was first proposed by
	the U.S. Navy to Congress in 2006 to design a battle
	inventory to provide global reach; persistent presence; and
	strategic, operational and tactical effects expected of naval
	forces within reasonable levels of funding. Any significant
	reduction from the
	30-Year
	Plan
	could have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	Although we believe that, as the only company currently capable
	of building the U.S. Navys nuclear-powered aircraft
	carriers, we are in a strong competitive position to be awarded
	any contracts for building new nuclear-powered aircraft
	carriers, we cannot give any assurances that we will receive any
	award, that aircraft carrier construction projects will not be
	delayed or that aircraft carrier construction projects will be
	funded by Congress. Furthermore, in response to the need for
	cheaper alternatives and the proliferation of smart
	weapons, it is possible that future strategy reassessments
	by the DoD may result in a decreased need for aircraft carriers.
	We are currently performing design engineering and advanced
	construction and procuring long lead time materials for the next
	generation of aircraft carriers. For the year ended
	December 31, 2010, aircraft carrier construction and design
	engineering accounted for approximately 21% of our consolidated
	revenue. Aircraft carrier programs and other government projects
	can be delayed, and such delays typically cause loss of income
	during the period of delay and retraining costs when work
	resumes. Any significant reduction in the level of government
	appropriations for aircraft carrier or other shipbuilding
	programs, or a significant delay of such appropriations, would
	have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	Through a teaming agreement with Electric Boat that provides for
	approximate equality of work allocated between the parties, we
	provide SSN-774
	Virginia
	-class nuclear fast attack
	submarines. Under the teaming agreement, Electric Boat is the
	prime contractor to whom construction contracts have been
	awarded in blocks, and we are principal subcontractor. Block I
	was awarded in 1998 and consisted of four submarines,
	Block II was awarded in 2003 and consisted of six
	submarines, and Block III was awarded in 2008 and consisted
	of eight submarines. We and Electric Boat have delivered the
	first seven submarines of the class (all four submarines from
	Block I and three submarines from Block II), have another five
	submarines under construction (the remaining three submarines of
	Block II and the first two submarines of Block
	III) and have been contracted to deliver an additional six
	submarines (the remaining six submarines of Block III). Based on
	expected build rates, the last Block III
	SSN-774
	Virginia
	-class submarine is scheduled for delivery in
	2018. We are also investing in our facilities to support the
	increase in production rate from one to two SSN-774
	Virginia
	-class submarines per year beginning in 2011. The
	team has a current backlog of 11 SSN-774
	Virginia
	-class
	submarines, but there can be no assurance that the
	SSN-774
	Virginia
	-class submarine program will continue to be
	funded or proceed on schedule. Additionally, the U.S. Navy
	has initiated the design process for the aging
	Ohio
	-class
	nuclear ballistic submarines, which were first introduced into
	service in 1981. The SSBN(X)
	Ohio
	-class Submarine
	Replacement Program represents a new program opportunity for us.
	Electric Boat is expected to lead the program. Although the
	contract is not yet negotiated, we expect to share in the design
	effort and our experience and well-qualified workforce position
	us for a potential role in the construction effort. The
	Ohio
	-class includes 14 ballistic missile submarines
	(SSBN) and four cruise missile submarines (SSGN). The
	Ohio
	-class Submarine Replacement Program currently
	calls for 12 new ballistic missile submarines over a
	15-year
	period for approximately $4 to $7 billion each. The first
	Ohio
	-class ballistic submarine is expected to be retired
	in 2029, meaning that the first replacement platform should be
	in commission by that time. We have begun design work as a
	subcontractor to Electric Boat. We cannot guarantee that we will
	continue to work on the SSBN(X) design with Electric Boat, and
	we can give no assurance regarding the final design concept
	chosen by the U.S. Navy or the amount of funding made
	available by Congress for the
	25
 
	SSBN(X) Ohio-class Submarine Replacement Program.
	Construction is expected to begin in 2019 with the procurement
	of long-lead time materials in 2015.
	 
	With respect to the federal nuclear market, we are a minority
	member of a joint venture that manages and operates the Savannah
	River Site for the DoE in South Carolina. We are also a minority
	member of a joint venture that was recently awarded the contract
	to manage and operate DoEs Advanced Mixed Waste Project in
	Idaho, which was subsequently protested and is under
	re-evaluation by the DoE. We are also preparing to bid (also
	with others in an alliance) on several other DoE site management
	contracts. Competition for these types of contracts and projects
	is intense and there can be no assurance that we will continue
	to receive contracts or be successful with our initiatives in
	these areas.
	 
	Additionally, the U.S. Navy has stated that it currently
	expects that LPD-17
	San Antonio
	-class amphibious
	assault transport dock ships will be a mainstay of the
	U.S. Navy over the next decade, replacing a number of
	vessels nearing the end of their useful lives. Our
	U.S. Gulf Coast shipyards are the sole builders of
	amphibious assault ships (LHA, LHD and LPD). Despite
	Congresss recent authorization for the funding of the
	10th ship in the class, we cannot guarantee that the DoD
	and Congress will fund the 10 or 11 planned LPD-17
	San Antonio
	-class vessels. In the second quarter of
	2009, we became aware of quality issues relating to certain pipe
	welds on our LPD-17 class of ships under production in the Gulf
	Coast as well as those that had previously been delivered. In
	light of these recent quality issues, we may incur additional
	costs to maintain our position as the exclusive provider for
	these ships. See 
	Many of our contracts contain
	performance obligations that require innovative design
	capabilities, are technologically complex, require manufacturing
	expertise or are dependent upon factors not wholly within our
	control and failure to meet these obligations could adversely
	affect our profitability and future prospects
	. Any
	failure to fund such vessels, or, even if funded, to award the
	construction of such vessels to us, could have a material
	adverse effect on our financial position, results of operations
	or cash flows.
	 
	The
	Department of Defense has announced plans for significant
	changes to its business practices that could have a material
	effect on its overall procurement process and adversely impact
	our current programs and potential new awards.
	 
	Last year, the DoD announced certain initiatives designed to
	gain efficiencies, refocus priorities and enhance business
	practices used by the DoD, including those used to procure goods
	and services from defense contractors. These initiatives are
	organized in five major areas: Affordability and Cost Growth;
	Productivity and Innovation; Competition; Services Acquisition;
	and Processes and Bureaucracy. Our understanding is that these
	initiatives are intended to drive down costs and enhance
	efficiencies and productivity. As described by a senior DoD
	official, they are intended to enable the DoD to do more without
	more.
	 
	These initiatives are expected to impact the contracting
	environment in which we do business with our DoD customers as we
	and others in the industry adjust our practices to address the
	new initiatives and the reduced level of spending by the DoD. We
	are taking steps internally to assess how we can respond to and
	support these changes, including how we can further reduce costs
	and increase productivity, modify how we respond to proposals
	and revise our areas of focus. Depending on how these
	initiatives are implemented, they could have an impact on
	current programs as well as new business opportunities. Changes
	to the DoD acquisition system and contracting models could
	affect whether and, if so, how we pursue certain opportunities
	and the terms under which we are able to do so. These
	initiatives are still fairly new; we expect to understand better
	the specific impacts to our business as the DoD implements them
	further.
	 
	Our
	future success depends, in part, on our ability to deliver our
	products and services at an affordable life cycle cost,
	requiring us to have and maintain technologies, facilities,
	equipment and a qualified workforce to meet the needs of current
	and future customers.
	 
	Shipbuilding is a long cycle business and our success depends on
	quality, cost and schedule performance on our contracts. We must
	have and sustain the people, technologies, facilities, equipment
	and financial capacity needed to deliver our products and
	services at an affordable life cycle cost. If we fail to
	maintain our competitive position, we could lose a significant
	amount of future business to our competitors, which would have a
	material adverse effect on our financial position, results of
	operations or cash flows, or our ability to maintain market
	share.
	26
 
	Operating results are heavily dependent upon our ability to
	attract and retain a sufficient number of engineers and skilled
	workers, at competitive costs, with requisite skills
	and/or
	security clearances. Additionally, it is important that we have
	stable future revenues and costs in order to maintain a
	qualified workforce. The necessary nuclear expertise required
	and the challenges of hiring and training a qualified workforce
	can be a limitation on our business. If qualified personnel
	become scarce, we could experience higher labor, recruiting or
	training costs in order to attract and retain such employees or
	could experience difficulty in performing under our contracts or
	pursuing new business if the needs for such employees are unmet.
	 
	Competition
	within our markets and an increase in bid protests may reduce
	our revenues and market share.
	 
	We believe the programs and number of ship constructions,
	refuelings and overhauls and inactivations currently planned by
	the U.S. Navy over the next several years will remain
	relatively steady; however, projected U.S. defense spending
	levels for periods beyond the near term are uncertain and
	difficult to predict. While the U.S. Navys current
	30-Year
	Plan
	is based on an optimized 313-ship fleet, the plan itself
	anticipates procurement for only 276 ships during the
	30-year
	period. Changes in U.S. defense spending may limit certain
	future market opportunities. If we are unable to continue to
	compete successfully against our current or future competitors,
	we may experience declines in revenues and market share which
	could negatively impact our results of operations and financial
	condition.
	 
	For example, in the event the U.S. Navy determines it is in
	its best interest to compete the DDG-51 class of ships and we
	are unable to win at least one out of three awarded ships, we
	would experience not only a loss of revenues but such an event
	could have a material impact on ships in production as well as
	on our ability to compete and construct affordable ships in the
	future. Such an event could also have a material adverse effect
	on our financial position, results of operations or cash flows.
	 
	The reduced level of shipbuilding activity by the
	U.S. Navy, as demonstrated by the reduction in fleet size
	from 566 ships in 1989 to 286 ships as of January 25, 2011,
	has resulted in workforce reductions in the industry, but little
	infrastructure consolidation. The general result has been fewer
	contracts awarded to the same fixed number of shipyards. There
	are principally six major private U.S. shipyards, three of
	which are our shipyards, plus numerous other smaller private
	shipyards that compete for contracts to construct, overhaul,
	repair or convert naval vessels. Northrop Grumman recently
	announced its intention to initiate a wind down and eventual
	discontinuance of our construction activities at Avondale, our
	Louisiana shipyard, in 2013 and two Louisiana components
	facilities by 2013 and consolidate all Gulf Coast construction
	into our Mississippi facilities. We are also exploring the
	potential for alternative uses of the Avondale facility by new
	owners, including alternative opportunities for the workforce
	there. We expect that process to take some time. After this wind
	down, we will have two primary shipyards. Competition for future
	programs is expected to be intense. Additionally, our products,
	such as aircraft carriers, submarines and other ships, compete
	with each other, as well as with other defense products and
	services, for defense monies. We cannot guarantee that there
	will not be some rationalization of shipyard capacity in the
	United States and that we will not be subject to shipyard
	consolidation or closures as a result of the reduced level of
	U.S. Navy spending on the construction of its naval fleet.
	Any further reduction could have a significant effect on our
	business, financial condition or results of operations.
	 
	Although we are the only company currently capable of refueling
	nuclear-powered carriers, we also believe that two existing
	government-owned shipyards, one in the U.S. Pacific
	Northwest and the other in the U.S. Mid-Atlantic, could
	refuel nuclear-powered carriers if substantial investments in
	facilities, personnel and training were made.
	U.S. Government-owned shipyards are presently involved in
	refueling, overhaul and inactivation of SSN-688
	Los
	Angeles
	-class submarines and are capable of repairing and
	overhauling non-nuclear ships.
	 
	We also compete in the engineering, planning and design market
	with other companies that provide engineering support services.
	There can be no assurance that we will be the successful bidder
	on future U.S. Navy engineering work, including aircraft
	carrier research and development, submarine design and future
	surface combatant and amphibious assault programs.
	 
	The competitive environment is also affected by bid protests
	from unsuccessful bidders on new program awards. Bid protests
	could result in the award decision being overturned, requiring a
	re-bid of the contract. Even
	27
 
	where a bid protest does not result in a re-bid, the resolution
	typically extends the time until the contract activity can
	begin, which may reduce our earnings in the period in which the
	contract would otherwise have commenced.
	 
	As a
	U.S. Government contractor, we are subject to a number of
	regulations and could be adversely affected by changes in
	regulations or any negative findings from a U.S. Government
	audit or investigation.
	 
	U.S. Government contractors must comply with many
	significant regulations, including procurement, nuclear and
	other requirements. These regulations and requirements, although
	customary in government contracts, increase our performance and
	compliance costs. Our nuclear operations are subject to an
	enhanced regulatory environment, which mandates increased
	performance and compliance efforts and costs. If any such
	regulations or requirements change, our costs of complying with
	them could increase and reduce our margins.
	 
	We operate in a highly regulated environment and are routinely
	audited and reviewed by the U.S. Government and its various
	agencies such as the U.S. Navys Supervisor of
	Shipbuilding, the Defense Contract Audit Agency
	(DCAA) and the Defense Contract Management Agency.
	These agencies review our performance under our contracts, our
	cost structure and our compliance with applicable laws,
	regulations, and standards, as well as the adequacy of, and our
	compliance with, our internal control systems and policies.
	Systems that are subject to review include, but are not limited
	to, our accounting systems, purchasing systems, billing systems,
	property management and control systems, cost estimating
	systems, compensation systems and management information
	systems. Any costs found to be unallowable or improperly
	allocated to a specific contract will not be reimbursed or must
	be refunded if previously reimbursed. If an audit uncovers
	improper or illegal activities, we may be subject to civil and
	criminal penalties and administrative sanctions, which may
	include termination of contracts, forfeiture of profits,
	suspension of payments, fines and suspension, or prohibition
	from doing business with the U.S. Government. Whether or
	not illegal activities are alleged, the U.S. Government
	also has the ability to decrease or withhold certain payments
	when it deems systems subject to its review to be inadequate. In
	addition, we could suffer serious reputational harm if
	allegations of impropriety were made against us.
	 
	As with other government contractors, the U.S. Government
	has, from time to time, recommended that certain of our contract
	prices be reduced, or that costs allocated to our contracts be
	disallowed. Some of these recommendations involve substantial
	amounts. In the past, as a result of such audits and other
	investigations and inquiries, we have on occasion made minor
	adjustments to our contract prices and the costs allocated to
	our government contracts. We cannot guarantee that such audits,
	investigations and inquiries will not result in reductions of
	our contract prices in the future.
	 
	We are also, from time to time, subject to U.S. Government
	investigations relating to our operations, and we are subject to
	or are expected to perform in compliance with a vast array of
	federal laws, including but not limited to the Truth in
	Negotiations Act, the False Claims Act, Procurement Integrity
	Act, Cost Accounting Standards, the International Traffic in
	Arms Regulations promulgated under the Arms Export Control Act,
	the Close the Contractor Fraud Loophole Act and the Foreign
	Corrupt Practices Act. If we are convicted or otherwise found to
	have violated the law, or are found not to have acted
	responsibly as defined by the law, we may be subject to
	reductions of the value of contracts, contract modifications or
	termination and the assessment of penalties and fines,
	compensatory or treble damages, which could have a material
	adverse effect on our financial position, results of operations
	or cash flows. Such findings or convictions could also result in
	suspension or debarment from government contracting. Given our
	dependence on government contracting, suspension or debarment
	could have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	Many
	of our contracts contain performance obligations that require
	innovative design capabilities, are technologically complex,
	require manufacturing expertise or are dependent upon factors
	not wholly within our control and failure to meet these
	obligations could adversely affect our profitability and future
	prospects.
	 
	We design, develop and manufacture products and services applied
	by our customers in a variety of environments. Problems and
	delays in development or delivery of subcontractor components or
	services as a result of issues with respect to design,
	technology, licensing and patent rights, labor, learning curve
	assumptions or materials and components could prevent us from
	achieving contractual requirements.
	28
 
	First-in-class
	ships, also known as lead ships, usually have new technology
	that is either supplied by the U.S. Navy, us or other
	contractors. Problems in developing these new technologies or
	design changes later in the construction process could lead to
	delays in maintaining the design schedule needed for
	construction. The risk associated with new technology or
	mid-construction design changes could both increase the cost of
	a ship and delay delivery. For example, the new CVN-78
	Gerald
	R. Ford
	-class has many new technologies with several of them
	still in development. Those technologies include but are not
	limited to EMALS (the electromagnetic aircraft launch system),
	AAG (the advanced arresting gear) and DBR (the dual band radar).
	All three of these are being developed concurrently with the
	ship under construction. Late delivery of information could
	drive inefficiencies in the construction process, increase cost
	and put the delivery schedule at risk, and could adversely
	affect our profitability and future prospects.
	 
	In addition, our products cannot be tested and proven in all
	situations and are otherwise subject to unforeseen problems.
	Examples of unforeseen problems that could negatively affect
	revenue and profitability include premature failure of products
	that cannot be accessed for repair or replacement, problems with
	quality or workmanship and unplanned degradation of product
	performance. These failures could result, either directly or
	indirectly, in loss of life or property. Among the factors that
	may affect revenue and profits could be unforeseen costs and
	expenses not covered by insurance or indemnification from the
	customer, diversion of management focus in responding to
	unforeseen problems, loss of follow-on work and, in the case of
	certain contracts, repayment to the government customer of
	contract cost and fee payments we previously received.
	 
	In 2009, we received notice of an investigation regarding work
	performed by our Gulf Coast shipyards on the LPD-17
	San Antonio
	-class ships. While the investigation did
	not result in any fraud or willful misconduct being alleged, in
	response to the concerns regarding the quality of our products,
	in 2009, our Gulf Coast shipyards began implementation of a new
	management approach focused on better organizing and managing
	the construction of the ships we build. There can be no
	assurance that this approach will deliver high quality products
	in a safe, timely and cost-effective manner as intended, and
	there may be difficulties related to its implementation. We have
	also encountered various quality issues on our aircraft carrier
	construction and overhaul programs and our SSN-774
	Virginia
	-class submarine construction program at our
	Newport News location. These include matters related to filler
	metal used in pipe welds identified in 2007, and in 2009, issues
	associated with non-nuclear weld inspection and the installation
	of weapons handling equipment on certain submarines. We may
	discover additional quality issues related to our products
	requiring analysis and corrective action in the future.
	 
	In addition, we have experienced several quality issues in the
	Gulf Coast related to our LPD-17 class of ships. In the second
	quarter of 2009, as a result of a review of the design,
	engineering and production processes undertaken as a result of
	leaks discovered in the LPD-17 USS
	San Antonio
	s lube oil system, we became aware
	of quality issues relating to certain pipe welds on ships under
	production in the Gulf Coast as well as those that had
	previously been delivered. Since that discovery, we have been
	working with the customer to determine the nature and extent of
	the pipe weld issue and its possible impact on related shipboard
	systems. This effort has resulted in the preparation of a
	technical analysis of the problem, additional inspections on the
	ships, a rework plan for ships previously delivered and in
	various stages of production, and modifications to the work
	plans for ships in production. Although not fully resolved with
	the U.S. Navy, we believe that the incremental costs
	associated with the anticipated resolution of these matters have
	been appropriately reflected in our financial statements. In the
	fourth quarter of 2009, certain bearing wear and debris were
	found in the lubrication system of the main propulsion diesel
	engines (MPDE) installed on LPD-21. We are
	participating with the U.S. Navy and other industry
	participants involved with the MPDEs in a review panel to
	examine the MPDE lubrication systems design, construction,
	operation and maintenance for the LPD-17 class of ships. To
	date, the review has identified several potential system
	improvements for increasing the system reliability and certain
	changes are being implemented on ships under construction at
	this time. We continue to work in partnership to investigate and
	identify any additional corrective actions to address quality
	issues and will implement appropriate corrective actions
	consistent with our contractual and legal obligations. The
	U.S. Navy has requested that a special MPDE flush procedure
	be used on LPDs 22 through 25 under construction at our Gulf
	Coast facilities. We have informed the U.S. Navy of our
	position that should they direct us to use this new flush
	procedure, we believe such direction would be a change to the
	contracts for all LPDs under construction, and that such a
	change would entitle us to an equitable adjustment to cover the
	cost and schedule impacts. However, we can give no assurance
	that the U.S. Navy will agree that any such direction would
	constitute a contract change.
	29
 
	We cannot make assurances that potential undiscovered issues
	would not have a material adverse effect on our financial
	position, results of operations or cash flows in the future. See
	
	Our results of operations depend on the award of
	new contracts
	.
	 
	We may
	not realize the anticipated benefits related to the wind down of
	our construction activities at Avondale, our Louisiana shipyard,
	and two Louisiana components facilities and the consolidation of
	all Gulf Coast construction into our Mississippi
	facilities.
	 
	In July 2010, Northrop Grumman announced its intention to wind
	down our construction activities at Avondale, our Louisiana
	shipyard, in 2013 and two Louisiana components facilities by
	2013, after completing LPD-17
	San Antonio
	-class
	ships currently under construction, and consolidate all Gulf
	Coast construction into our Mississippi facilities. Future
	LPD-class ships will be built in a single production line at our
	Pascagoula, Mississippi facility. The consolidation is intended
	to reduce costs, increase efficiency and address shipbuilding
	overcapacity. We are also exploring the potential for
	alternative uses of the Avondale facility by new owners,
	including alternative opportunities for the workforce there. We
	expect that process to take some time. We cannot provide any
	assurances that consolidation of shipbuilding activities in our
	Pascagoula and Gulfport facilities will result in our
	realization of benefits from serial production at those
	facilities. In connection with the increased utilization of our
	employees and facilities in our Pascagoula shipyard, we may
	encounter difficulties in adhering to
	back-to-back
	production schedules. An inability to adhere to production
	schedules could have an adverse effect on our ability to timely
	perform under our contracts and to obtain new contracts in the
	future. Furthermore, because our workforce will be located
	primarily in two locations, we may not be able to attract and
	retain a sufficient number of skilled and trained employees to
	perform the increased workload in Pascagoula and Gulfport. Any
	failure to attract and retain the necessary workforce, or to
	effectively manage and control third-party contractors, could
	adversely affect our ability to perform under our contracts and
	could have a material adverse effect on our financial position,
	results of operations or cash flows. Additionally, due to the
	consolidation, we expect higher costs to complete ships
	currently under construction in Avondale due to anticipated
	reductions in productivity, and have increased the estimates to
	complete for LPDs 23 and 25 by approximately $210 million,
	which caused us to recognize a $113 million pre-tax charge
	to second quarter 2010 operating income.
	 
	In addition, we anticipate that we will incur substantial
	restructuring-related costs and asset write-downs currently
	estimated at $310 million related to the wind down of our
	operations at Avondale. We have assumed that substantially all
	of the restructuring expenses associated with the wind down of
	those operations will be recoverable and amortized as future
	allowable costs over five years based upon applicable government
	regulations governing internal restructuring activities
	and/or
	based
	upon other Federal Acquisition Regulation (FAR)
	allowable contract cost provisions. In a preliminary assessment
	of our proposed treatment of the wind down costs, the
	U.S. Navy noted that it has initial concerns regarding the
	allowability of selected elements of our restructuring proposal.
	The DCAA, a DoD agency, prepared an initial audit report on our
	cost proposal for the restructuring and shutdown related costs,
	in which it stated that, in general, the proposal was not
	adequately supported in order for it to reach a conclusion. The
	DCAA also questioned about $25 million (approximately 8%)
	of the costs submitted. The DCAA stated that it could not reach
	a final conclusion on the cost submission due to the potential
	spin-off transaction. Accordingly, the DCAA did not accept the
	cost proposal as submitted, and we intend to resubmit our
	proposal to address the concerns express by DCAA. Should these
	costs be further challenged by the U.S. Navy, it could
	create uncertainty as to the timing, allocation and eventual
	allowability of the restructuring costs related to the wind down
	of the Avondale facility. We do not have an agreement with our
	customer in place regarding the government contract accounting
	and pricing treatment of these costs. The actual restructuring
	expenses related to the wind down may be greater than our
	current estimate and any inability to recover such costs could
	result in a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	We use
	estimates when accounting for contracts. Changes in estimates
	could affect our profitability and our overall financial
	position.
	 
	Contract accounting requires judgment relative to assessing
	risks, estimating contract revenues and costs, and making
	assumptions for schedule and technical issues. Due to the size
	and nature of many of our contracts, the estimation of total
	revenues and costs at completion is complicated and subject to
	many variables. For new
	30
 
	programs, we estimate, negotiate and contract for construction
	on ships that are not completely designed. Therefore, assessing
	risks, estimating contract revenues and costs, and making
	assumptions for schedule and technical issues for these ships is
	subject to the variability of the final ship design and evolving
	scope of work. For all ships, assumptions have to be made
	regarding the length of time to complete the contract because
	costs also include expected increases in wages and prices for
	materials. Similarly, assumptions have to be made regarding the
	future impact of our efficiency initiatives and cost reduction
	efforts. Incentives, awards or penalties related to performance
	on contracts are considered in estimating revenue and profit
	rates, and are recorded when there is sufficient information to
	assess anticipated performance.
	 
	Because of the significance of the judgment and estimation
	processes described above, it is possible that materially
	different amounts could be obtained if different assumptions
	were used or if the underlying circumstances were to change.
	Changes in underlying assumptions, circumstances or estimates
	may have a material adverse effect upon future period financial
	reporting and performance. See Managements
	Discussion and Analysis of Financial Condition and Results of
	OperationsCritical Accounting Policies.
	 
	Our
	business is subject to disruption caused by natural disasters,
	environmental disasters and other factors that could have a
	material adverse effect on our financial position, results of
	operations or cash flows.
	 
	We have significant operations located in regions of the United
	States that have been and may be exposed to damaging storms,
	such as hurricanes, and environmental disasters, such as oil
	spills. Although preventative measures may help to mitigate
	damage, the damage and disruption resulting from natural and
	environmental disasters may be significant. Should insurance or
	other risk transfer mechanisms be unavailable or insufficient to
	recover all costs, we could experience a material adverse effect
	on our financial position, results of operations or cash flows.
	See 
	Our insurance coverage may be inadequate to
	cover all of our significant risks or our insurers may deny
	coverage of material losses we incur, which could adversely
	affect our profitability and overall financial
	position
	.
	 
	Our suppliers and subcontractors are also subject to natural and
	environmental disasters that could affect their ability to
	deliver or perform under a contract. Performance failures by our
	subcontractors due to natural or environmental disasters may
	adversely affect our ability to perform our obligations on the
	prime contract, which could reduce our profitability due to
	damages or other costs that may not be fully recoverable from
	the subcontractor or from the customer or our insurers and could
	result in a termination of the prime contract and have an
	adverse effect on our ability to compete for future contracts.
	 
	Natural disasters can also disrupt our workforce, electrical and
	other power distribution networks, including computer and
	internet operation and accessibility, and the critical
	industrial infrastructure needed for normal business operations.
	These disruptions could cause adverse effects on our
	profitability and performance. Environmental disasters,
	particularly oil spills in waterways and bodies of water used
	for the transport and testing of our ships, can disrupt the
	timing of our performance under our contracts with the
	U.S. Navy and the U.S. Coast Guard.
	 
	Our
	insurance coverage may be inadequate to cover all of our
	significant risks or our insurers may deny coverage of material
	losses we incur, which could adversely affect our profitability
	and overall financial position.
	 
	We endeavor to identify and obtain, in established markets,
	insurance agreements to cover significant risks and liabilities
	(including, among others, natural disasters, product liability
	and business interruption). Not every risk or liability can be
	protected by insurance, and, for insurable risks, the limits of
	coverage reasonably obtainable in the market may not be
	sufficient to cover all actual losses or liabilities incurred,
	including, for example, a catastrophic hurricane claim. In some,
	but not all, circumstances, we may receive indemnification from
	the U.S. Government. Because of the limitations in overall
	available coverage referred to above, we may have to bear
	substantial costs for uninsured losses that could have a
	material adverse effect on our financial position, results of
	operations or cash flows. Additionally, disputes with insurance
	carriers over coverage may affect the timing of cash flows and,
	if litigation with the carrier becomes necessary, an outcome
	unfavorable to us may have a material adverse effect on our
	financial position, results of operations or cash flows.
	 
	We are pursuing legal action against an insurance provider,
	Factory Mutual Insurance Company (FM Global),
	arising out of a disagreement concerning the coverage of certain
	losses related to Hurricane Katrina (see
	31
 
	Notes to Consolidated Financial
	Statements-Note 15). Legal action was commenced
	against FM Global on November 4, 2005, which is now pending
	in the U.S. District Court for the Central District of
	California, Western Division. In August 2007, the District Court
	issued an order finding that the excess insurance policy
	provided coverage for Katrina-related losses. FM Global appealed
	the District Courts order and on August 14, 2008, the
	U.S. Court of Appeals for the Ninth Circuit reversed the
	earlier summary judgment order in favor of Northrop
	Grummans interest, holding that the FM Global excess
	policy unambiguously excludes damage from the storm surge caused
	by Hurricane Katrina under its Flood exclusion. The
	Ninth Circuit remanded the case to the District Court to
	determine whether the California efficient proximate cause
	doctrine affords coverage sought by the company under the policy
	even if the Flood exclusion of the policy is unambiguous. On
	April 2, 2009, the Ninth Circuit denied Northrop
	Grummans Petition for Rehearing and remanded the case to
	the District Court. On June 10, 2009, Northrop Grumman
	filed a motion seeking leave of court to file a complaint adding
	Aon Risk Services, Inc. of Southern California (Aon)
	as a defendant. On July 1, 2009, FM Global filed a motion
	for partial summary judgment seeking a determination that the
	California efficient proximate cause doctrine is not applicable
	or that it affords no coverage under the policy. On
	August 26, 2010, the District Court denied Northrop
	Grummans motion to add Aon as a defendant to the case
	pending in federal court, finding that Northrop Grumman has a
	viable option to bring suit against Aon in state court. Also on
	August 26, the District Court granted FM Globals
	motion for summary judgment based upon Californias
	doctrine of efficient proximate cause, and denied FM
	Globals motion for summary judgment based upon breach of
	contract, finding that triable issues of fact remained as to
	whether and to what extent we sustained wind damage apart from
	the storm surge that inundated our Pascagoula facility. The
	District Court has scheduled trial on the merits for
	April 3, 2012. On January 27, 2011, Northrop Grumman
	filed an action against Aon Insurance Services West, Inc.,
	formerly known as Aon Risk Services, Inc. of Southern
	California, in Superior Court in California alleging breach of
	contract, professional negligence, and negligent
	misrepresentation. Based on the current status of the
	litigation, no assurances can be made as to the ultimate outcome
	of these matters.
	 
	During 2008, notification from
	Munich-American
	Risk Partners (Munich Re), the only remaining
	insurer within the primary layer of insurance coverage with
	which a resolution has not been reached, was received noting
	that it will pursue arbitration proceedings against Northrop
	Grumman related to approximately $19 million owed by Munich
	Re to Northrop Grumman Risk Management Inc. (NGRMI),
	a wholly owned subsidiary of Northrop Grumman, for certain
	losses related to Hurricane Katrina. An arbitration was later
	invoked by Munich Re in the United Kingdom under the reinsurance
	contract. Northrop Grumman was also notified that Munich Re is
	seeking reimbursement of approximately $44 million of funds
	previously advanced to NGRMI for payment of claim losses of
	which Munich Re provided reinsurance protection to NGRMI
	pursuant to an executed reinsurance contract, and
	$6 million of adjustment expenses. The arbitral panel has
	set a hearing for November 14, 2011. We believe that NGRMI
	is entitled to full reimbursement of its covered losses under
	the reinsurance contract and has substantive defenses to the
	claim of Munich Re for return of the funds paid to date, but can
	make no assurances as to the outcome of this matter. Payments to
	be made to NGRMI in connection with this matter would be for the
	benefit of our accounts, and reimbursements to be made to Munich
	Re would be made by us, if any.
	 
	Our
	business could suffer if we are unsuccessful in negotiating new
	collective bargaining agreements.
	 
	Approximately 50% of our approximately 39,000 employees are
	covered by a total of 10 collective bargaining agreements. We
	expect to re-negotiate renewals of each of our collective
	bargaining agreements between 2012 and 2014 as they approach
	expiration. Collective bargaining agreements generally expire
	after three to five years and are subject to renegotiation at
	that time. While we believe we maintain good relationships with
	our represented workers, and it is not expected that the results
	of these negotiations will have a material adverse effect on our
	financial position, results of operations or cash flows, it is
	possible that we may experience difficulties with renewals and
	renegotiations of existing collective bargaining agreements. If
	we experience such difficulties, we could incur additional
	expenses and work stoppages. Any such expenses or delays could
	adversely affect programs served by employees who are covered by
	collective bargaining agreements. In the recent past, we have
	experienced some work stoppages, strikes and other labor
	disruptions associated with the collective bargaining of new
	labor agreements.
	32
 
	Pension
	and medical expenses associated with our retirement benefit
	plans may fluctuate significantly depending upon changes in
	actuarial assumptions, future market performance of plan assets,
	future trends in health care costs and legislative or other
	regulatory actions.
	 
	A substantial portion of our current and retired employee
	population is covered by pension plans, the costs of which are
	dependent upon various assumptions, including estimates of rates
	of return on benefit-related assets, discount rates for future
	payment obligations, rates of future cost growth and trends for
	future costs. Variances from these estimates could have a
	material adverse effect on our financial position, results of
	operations or cash flows. See Notes to Consolidated
	Financial StatementsNote 16. In addition,
	funding requirements for benefit obligations of our pension
	plans are subject to legislative and other government regulatory
	actions. For example, due to government regulations, pension
	plan cost recoveries under our government contracts may occur in
	different periods from when those pension costs are accrued for
	financial statement purposes or when pension funding is made.
	Timing differences between pension costs accrued for financial
	statement purposes or when pension funding occurs compared to
	when such costs are recoverable as allowable costs under our
	government contracts could have a material adverse effect on our
	cash flow from operations.
	 
	In addition, on May 10, 2010, the U.S. Cost Accounting
	Standards (CAS) Board published a Notice of Proposed
	Rulemaking (NPRM) that, if adopted, would provide a
	framework to partially harmonize the CAS rules with the Pension
	Protection Act of 2006 (PPA) funding requirements.
	As with the Advance Notice of Proposed Rulemaking
	(ANPRM) that was issued on September 2, 2008,
	the NPRM would harmonize by partially mitigating the
	mismatch between CAS costs and
	PPA-amended
	ERISA minimum funding requirements. Compared to the ANPRM, the
	NPRM simplifies the rules and the transition process, and
	results in an acceleration of allowable CAS pension costs over
	the next five years as compared with our current CAS pension
	costs. Until the final rule is published, and to the extent that
	the final rule does not completely eliminate mismatches between
	ERISA funding requirements and CAS pension costs, government
	contractors maintaining defined benefit pension plans will
	continue to experience a timing mismatch between required
	contributions and pension expenses recoverable under CAS.
	Although the CAS Board may issue its final rule in 2010, we do
	not expect the rule to be issued until 2011. The final rule is
	expected to apply to contracts starting the year following the
	award of the first CAS covered contract after the effective date
	of the new rule. This would mean the rule would most likely
	apply to our contracts in 2011 or 2012. We anticipate that
	contractors will be entitled to an equitable adjustment for any
	additional CAS contract costs resulting from the final rule.
	 
	Unforeseen
	environmental costs could have a material adverse effect on our
	financial position, results of operations or cash
	flows.
	 
	Our operations are subject to and affected by a variety of
	federal, state and local environmental protection laws and
	regulations. In addition, we could be affected by future laws or
	regulations, including those imposed in response to climate
	change concerns or other actions commonly referred to as
	green initiatives. To comply with current and future
	environmental laws and regulations and to meet this goal, we
	expect to incur capital and operating costs.
	 
	The nature of shipbuilding operations requires the use of
	hazardous materials. Our shipyards also generate significant
	quantities of wastewater, which we treat before discharging
	pursuant to various permits. In order to handle these materials,
	our shipyards have an extensive network of above-ground and
	underground storage tanks, some of which have leaked and
	required remediation in the past. In addition, the extensive
	handling of these materials sometimes results in spills in the
	shipyards and occasionally in the adjacent rivers and waterways
	where we operate. The shipyards also have extensive waste
	handling programs that we maintain and periodically modify
	consistent with changes in applicable regulations. See
	BusinessEnvironmental, Health and Safety.
	 
	Various federal, state and local environmental laws and
	regulations impose limitations on the discharge of pollutants
	into the environment and establish standards for the
	transportation, storage and disposal of toxic and hazardous
	wastes. Stringent fines and penalties may be imposed for
	noncompliance and certain environmental laws impose joint and
	several strict liability for remediation of spills
	and releases of oil and hazardous substances rendering a person
	liable for environmental
	clean-up
	and
	remediation costs and damage, without regard to negligence or
	fault on the part of such person. Such laws and regulations may
	expose us to liability for the conduct of or conditions caused
	by Northrop Grumman and others.
	33
 
	Environmental laws and regulations can also impose substantial
	fines and criminal sanctions for violations, and may require the
	installation of costly pollution control equipment or
	operational changes to limit pollution emissions or discharges
	and/or
	decrease the likelihood of accidental hazardous substance
	releases. We also incur, and expect to continue to incur, costs
	to comply with current federal and state environmental laws and
	regulations related to the cleanup of pollutants previously
	released into the environment. In addition, if we are found to
	be in violation of the Federal Clean Air Act or the Clean Water
	Act, the facility or facilities involved in the violation could
	be placed by the U.S. Environmental Protection Agency (the
	EPA) on the Excluded Parties List
	maintained by the General Services Administration. The listing
	would continue until the EPA concludes that the cause of the
	violation had been cured. Listed facilities cannot be used in
	performing any U.S. Government contract while they are
	listed by the EPA.
	 
	The adoption of new laws and regulations, stricter enforcement
	of existing laws and regulations, imposition of new cleanup
	requirements, discovery of previously unknown or more extensive
	contamination, litigation involving environmental impacts, our
	ability to recover such costs under previously priced contracts
	or financial insolvency of other responsible parties could cause
	us to incur costs in the future that could have a material
	adverse effect on our financial position, results of operations
	or cash flows.
	 
	On June 4, 2010, the EPA proposed new regulations at
	40 CFR Part 63 Subpart DDDDD entitled National
	Emission Standards for Hazardous Air Pollutants for Major
	Sources: Industrial, Commercial, and Institutional Boilers and
	Process Heaters. NGSB owns and operates five residual
	oil-fired industrial boilers for supplying process and building
	steam along with supplying high pressure steam to ships under
	construction. We believe that these boilers will be
	significantly adversely affected by these regulations, if
	adopted as proposed. The capital cost to replace these could be
	significant. However, on December 2, 2010, the EPA official
	responsible for these regulations stated publicly that the
	proposed emissions limits in the regulation were unachievable.
	On December 7, 2010, the EPA filed papers in court to
	secure an extension of up to 15 months on the current
	judicial deadline governing these regulations in order to
	repropose a revised set of regulations. As of this time, the
	court has not ruled on the EPAs extension request.
	 
	Northrop Grumman recently announced its intention to wind down
	our construction activities at Avondale, our Louisiana shipyard,
	in 2013 and two Louisiana components facilities by 2013 and
	consolidate all Gulf Coast construction into our Mississippi
	facilities. The transition plan, covering a period of more than
	two years, provides the opportunity to work with federal, state
	and local officials and others to explore other uses for the
	Avondale facility, allowing time for an orderly adjustment of
	the Avondale workforce. It is possible that the winding down of
	operations at Avondale may result in environmental costs.
	However, these costs are not known and cannot be reasonably
	estimated at this time.
	 
	Market
	volatility and adverse capital or credit market conditions may
	affect our ability to access
	cost-effective
	sources of funding and expose us to risks associated with the
	financial viability of suppliers and the ability of
	counterparties to perform on financial
	instruments.
	 
	The financial and credit markets recently experienced high
	levels of volatility and disruption, reducing the availability
	of credit for certain issuers. We expect to access these markets
	to support certain business activities, including acquisitions,
	capital expansion projects, obtaining credit support for our
	self-insurance for workers compensation, refinancing
	existing debt and issuing letters of credit. In the future, we
	may not be able to obtain capital market financing or bank
	financing on favorable terms, or at all, which could have a
	material adverse effect on our financial position, results of
	operations or cash flows.
	 
	A tightening of credit could also adversely affect our
	suppliers ability to obtain financing. Delays in
	suppliers ability to obtain financing, or the
	unavailability of financing, could cause us to be unable to meet
	our contract obligations and could adversely affect our results
	of operations. The inability of our suppliers to obtain
	financing could also result in the need for us to transition to
	alternate suppliers, which could result in significant
	incremental cost and delay.
	 
	We may execute transactions with counterparties in the financial
	services industry, including brokers and dealers, commercial
	banks, investment banks and other institutional parties. These
	transactions expose us to potential credit risk in the event of
	default of a counterparty. In addition, our credit risk may be
	increased when
	34
 
	collateral held by us cannot be realized upon a sale or is
	liquidated at prices not sufficient to recover the full amount
	of the loan or derivative exposure due to it.
	 
	Our
	reputation and our ability to do business may be impacted by the
	improper conduct of employees, agents or business
	partners.
	 
	We have implemented extensive compliance controls, policies and
	procedures to prevent and detect reckless or criminal acts
	committed by employees, agents or business partners that would
	violate the laws of the jurisdictions in which we operate,
	including laws governing payments to government officials,
	security clearance breaches, cost accounting and billing,
	competition and data privacy. However, we cannot ensure that we
	will prevent all such reckless or criminal acts committed by our
	employees, agents or business partners. Any improper actions
	could subject us to civil or criminal investigations and
	monetary and non-monetary penalties, and could have a material
	adverse effect on our reputation, financial position, results of
	operations or cash flows.
	 
	Our
	business could be negatively impacted by security threats and
	other disruptions.
	 
	As a defense contractor, we face certain security threats,
	including threats to our information technology infrastructure
	and unlawful attempts to gain access to our proprietary or
	classified information. Our information technology networks and
	related systems are critical to the smooth operation of our
	business and essential to our ability to perform
	day-to-day
	operations. Loss of security within this critical operational
	infrastructure could disrupt our operations, require significant
	management attention and resources and could have a material
	adverse effect on our financial position, results of operations
	or cash flows.
	 
	Our
	nuclear operations subject us to various environmental,
	regulatory, financial and other risks.
	 
	The development and operation of nuclear-powered aircraft
	carriers, nuclear-powered submarines, nuclear facilities and
	other nuclear operations subject us to various risks, including:
	 
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	potential liabilities relating to harmful effects on the
	environment and human health resulting from nuclear operations
	and the storage, handling and disposal of radioactive materials;
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	unplanned expenditures relating to maintenance, operation,
	security and repair, including repairs required by the Nuclear
	Regulatory Commission;
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	potential liabilities arising out of a nuclear incident whether
	or not it is within our control; and
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	regulatory non-compliance and loss of authorizations or
	indemnification necessary for operations.
 | 
	 
	The U.S. Government provides indemnity protection against
	specified risks under our contracts pursuant to Public Law
	85-804
	and
	the Price-Anderson Nuclear Industries Indemnity Act for certain
	of our nuclear operations risks. Our nuclear operations are
	subject to various safety-related requirements imposed by the
	U.S. Navy, DoE and Nuclear Regulatory Commission. In the
	event of noncompliance, these agencies may increase regulatory
	oversight, impose fines or shut down our operations, depending
	upon the assessment of the severity of the situation. Our
	activities, especially our nuclear shipbuilding operations, are
	considered vitally important to the U.S. Navy. As such, in the
	event of a potential change in control, we believe the U.S. Navy
	would want to be comfortable with the buyer and ensure that the
	buyer would continue to conduct our operations in a satisfactory
	manner. More specifically, in the event of a change in control,
	we believe the U.S. Navy and other regulatory agencies would
	want to assure themselves that our nuclear operations would
	continue to be conducted in a manner consistent with regulatory
	and contract requirements and that they should continue to
	provide the authorizations and indemnification necessary to
	conduct our nuclear operations. Depending on the circumstances,
	they could withdraw authorizations or decline to extend
	indemnification to new contracts, which could have a material
	adverse effect on our financial position, results of operations
	or cash flows. We have recently begun discussions with the U.S.
	Navy regarding whether to incorporate into our contracts more
	explicit terms regarding the requirements for U.S. Navy approval
	before transferring authorizations in the event of changes in
	control; we understand these discussions are part of a U.S. Navy
	initiative across our shipbuilding industry. In addition,
	revised security and safety requirements
	35
 
	promulgated by the U.S. Navy, DoE and Nuclear Regulatory
	Commission could necessitate substantial capital and other
	expenditures. Additionally, while we maintain insurance for
	certain risks related to transportation of low level nuclear
	materials and waste, such as contaminated clothing, and for
	regulatory changes in the health, safety and fire protection
	areas, there can be no assurances that such insurance will be
	sufficient to cover our costs in the event of an accident or
	business interruption relating to our nuclear operations, which
	could have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	Changes
	in future business conditions could cause business investments
	and/or recorded goodwill to become impaired, resulting in
	substantial losses and write-downs that would reduce our
	operating income.
	 
	As part of our overall strategy, we may, from time to time,
	acquire a minority or majority interest in a business. These
	investments are made upon careful analysis and due diligence
	procedures designed to achieve a desired return or strategic
	objective. These procedures often involve certain assumptions
	and judgment in determining acquisition price. Even after
	careful integration efforts, actual operating results may vary
	significantly from initial estimates. Goodwill accounts for
	approximately a quarter of our recorded total assets. In the
	past, we have evaluated goodwill amounts for impairment annually
	on November 30, or when evidence of potential impairment
	exists. The impairment test is based on several factors
	requiring judgment. Principally, a significant decrease in
	expected cash flows or changes in market conditions may indicate
	potential impairment of recorded goodwill. Adverse equity market
	conditions that result in a decline in market multiples and our
	stock price could result in an impairment of goodwill
	and/or
	other
	intangible assets.
	 
	For example, we recorded a non-cash charge totaling
	$2,490 million in the fourth quarter of 2008 for the
	impairment of goodwill. The impairment was primarily driven by
	adverse equity market conditions that caused a decrease in
	market multiples and the parents stock price as of
	November 30, 2008. The charge reduced goodwill recorded in
	connection with Northrop Grummans 2001 acquisition of
	Newport News Shipbuilding, Inc. and Litton Industries, Inc.
	(Litton).
	 
	If we are required in the future to recognize any additional
	impairments to goodwill, it could have a material adverse effect
	on our financial position, results of operations or cash flows.
	 
	Unanticipated
	changes in our tax provisions or exposure to additional income
	tax liabilities could affect our profitability and cash
	flow.
	 
	We are subject to income taxes in the United States. Significant
	judgment is required in determining our provision for income
	taxes. In the ordinary course of business, there are many
	transactions and calculations where the ultimate tax
	determination is uncertain. In addition, timing differences in
	the recognition of income from contracts for financial statement
	purposes and for income tax regulations can cause uncertainty
	with respect to the timing of income tax payments which can have
	a significant impact on cash flow in a particular period.
	Furthermore, changes in applicable income tax laws and
	regulations, or their interpretation, could result in higher or
	lower income tax rates assessed or changes in the taxability of
	certain sales or the deductibility of certain expenses, thereby
	affecting our income tax expense and profitability. The final
	determination of any tax audits or related litigation could be
	materially different from our historical income tax provisions
	and accruals. Additionally, changes in our tax rate as a result
	of changes in our overall profitability, changes in tax
	legislation, changes in the valuation of deferred tax assets and
	liabilities, changes in differences between financial reporting
	income and taxable income, the results of audits and the
	examination of previously filed tax returns by taxing
	authorities and continuing assessments of our tax exposures
	could impact our tax liabilities and affect our income tax
	expense, profitability and cash flow.
	 
	As of December 31, 2010, the estimated value of our
	uncertain tax positions was a potential liability of
	$17 million, which includes accrued interest of
	$3 million. If our positions are sustained by the taxing
	authority in our favor, the reversal of the entire balance would
	reduce our income tax provision. However, we cannot guarantee
	that such positions will be sustained in our favor.
	36
 
	We
	conduct a portion of our operations through joint ventures and
	strategic alliances. We may have limited control over decisions
	and controls of joint venture projects and have returns that are
	not proportional to the risks and resources we
	contribute.
	 
	We conduct a portion of our operations through joint ventures,
	where control may be shared with unaffiliated third parties. For
	more information, see BusinessOur Business.
	 
	In any joint venture arrangement, differences in views among the
	joint venture participants may result in delayed decisions or in
	failures to agree on major issues, and we cannot guarantee that
	we and our joint venture partners will always reach agreement on
	a timely basis, or at all. We also cannot control the actions of
	our joint venture partners, including any nonperformance,
	default or bankruptcy of our joint venture partners, and we
	typically share liability or have joint
	and/or
	several liability along with our joint venture partners under
	these joint venture arrangements. These factors could
	potentially have a material adverse effect on our joint ventures.
	 
	Operating through joint ventures in which we are the minority
	holder results in limited control over many decisions made with
	respect to projects and internal controls relating to projects.
	These joint ventures may not be subject to the same requirements
	regarding internal controls and internal control reporting that
	we follow. As a result, internal control issues may arise which
	could have a material adverse effect on the joint venture. When
	entering into joint ventures, in order to establish or preserve
	relationships with our joint venture partners, we may agree to
	risks and contributions of resources that are proportionately
	greater than the returns we could receive, which could reduce
	our income and returns on these investments compared to what we
	would have received if the risks and resources we contributed
	were always proportionate to our returns.
	 
	Accordingly, our financial results could be adversely affected
	from unanticipated performance issues, transaction-related
	charges and partner performance.
	 
	We are
	subject to various claims and litigation that could ultimately
	be resolved against us, requiring material future cash payments
	and/or future material charges against our operating income,
	materially impairing our financial position.
	 
	The size, type and complexity of our business make it highly
	susceptible to claims and litigation. We are and may become
	subject to various environmental claims and other litigation
	which, if not resolved within established reserves, could have a
	material adverse effect on our financial position, results of
	operations or cash flows. Any claims and litigation, even if
	fully indemnified or insured, could negatively impact our
	reputation among our customers and the public, and make it more
	difficult for us to compete effectively or obtain adequate
	insurance in the future. These claims and litigation relating to
	our shipbuilding business are intended to be allocated to us
	under the terms of the Separation and Distribution Agreement.
	See Certain Relationships and Related Party
	TransactionsAgreements with Northrop Grumman Related to
	the Spin-OffSeparation and Distribution Agreement.
	 
	In the second quarter of 2007, the U.S. Coast Guard issued
	a revocation of acceptance under the Deepwater Modernization
	Program for eight converted 123-foot patrol boats (the
	vessels) based on alleged hull buckling and
	shaft alignment problems and alleged nonconforming
	topside equipment on the vessels. We submitted a written
	response that argued that the revocation of acceptance was
	improper. The U.S. Coast Guard advised Integrated Coast
	Guard Systems (ICGS), which was formed by us and
	Lockheed Martin to perform the Deepwater Modernization Program,
	that it was seeking $96.1 million from ICGS as a result of
	the revocation of acceptance. The majority of the costs
	associated with the 123-foot conversion effort are associated
	with the alleged structural deficiencies of the vessels, which
	were converted under contracts with us and one of our
	subcontractors. In 2008, the U.S. Coast Guard advised ICGS
	that the U.S. Coast Guard would support an investigation by
	the U.S. Department of Justice of ICGS and its
	subcontractors instead of pursuing its $96.1 million claim
	independently. The Department of Justice conducted an
	investigation of ICGS under a sealed False Claims Act complaint
	filed in the U.S. District Court for the Northern District
	of Texas and decided in early 2009 not to intervene at that
	time. On February 12, 2009, the District Court unsealed the
	complaint filed by Michael J. DeKort, a former Lockheed Martin
	employee, against us, ICGS, Lockheed Martin Corporation relating
	to the 123-foot conversion effort. Damages under the False
	Claims Act are subject to trebling. On October 15, 2009,
	the three defendants moved to dismiss the Fifth Amended
	complaint. On April 5, 2010, the District Court ruled on
	the defendants motions to dismiss, granting them in part
	and denying them in part. As to us, the District Court
	37
 
	dismissed conspiracy claims and those pertaining to the C4ISR
	systems. On October 27, 2010, the District Court entered
	summary judgment for us on DeKorts hull, mechanical and
	electrical (HM&E) claims brought against us. On
	November 10, 2010, DeKort acknowledged that with the
	dismissal of the HM&E claims, no issues remained against us
	for trial and the District Court subsequently vacated the
	December 1, 2010 trial. On November 12, 2010, DeKort
	filed a motion for reconsideration regarding the District
	Courts denial of his motion to amend the Fifth Amended
	complaint. On November 19, 2010, DeKort filed a second
	motion for reconsideration regarding the District Courts
	order granting summary judgment on the HM&E claims. Based
	upon the information available to us to date, we believe that we
	have substantive defenses to any potential claims but can give
	no assurance that we will prevail in this litigation.
	 
	We and our predecessors in interest are defendants in several
	hundred cases filed in numerous jurisdictions around the country
	wherein former and current employees and various third parties
	allege exposure to asbestos-containing materials on or
	associated with our premises or while working on vessels
	constructed or repaired by us. Some cases allege exposure to
	asbestos-containing materials through contact with our employees
	and third persons who were on the premises. The cases allege
	various injuries including those associated with pleural plaque
	disease, asbestosis, cancer, mesothelioma and other alleged
	asbestos-related conditions. In some cases, in addition to us,
	several of our former executive officers are also named
	defendants. In some instances, partial or full insurance
	coverage is available to us for our potential liability and that
	of our former executive officers. We can give no assurance that
	we will prevail on all claims in each of these cases. Based on
	information available, we believe that the resolution of any
	existing claims or legal proceedings would not have a material
	adverse effect on our financial position, results of operations
	or cash flows.
	 
	On January 31, 2011, the U.S. Department of Justice
	first informed Northrop Grumman and us of a False Claims Act
	complaint that we believe was filed under seal by a relator (the
	plaintiff) in mid-2010 in the U.S. District Court for the
	District of Columbia. The redacted copy of the complaint that we
	received (the Complaint) alleges that through
	largely unspecified fraudulent means, Northrop Grumman and we
	obtained federal funds that were restricted by law for the
	consequences of Hurricane Katrina, and used those funds to cover
	costs under certain shipbuilding contracts that were unrelated
	to Hurricane Katrina and for which Northrop Grumman and we were
	not entitled to recovery under the contracts. The Complaint
	seeks monetary damages of at least $835 million, plus
	penalties, attorneys fees and other costs of suit. Damages
	under the False Claims Act may be trebled upon a finding of
	liability.
	 
	For several years, Northrop Grumman has pursued recovery under
	its insurance policies for Hurricane Katrina-related property
	damage and business interruption losses. One of the insurers
	involved in those actions has made allegations that overlap
	significantly with certain of the issues raised in the
	Complaint, including allegations that Northrop Grumman and we
	used certain Hurricane Katrina-related funds for losses under
	the contracts unrelated to the hurricane. Northrop Grumman and
	we believe that the insurers defenses, including those
	related to the use of Hurricane Katrina funding, are without
	merit.
	 
	We have agreed to cooperate with the government investigation
	relating to the False Claims Act Complaint. We have been advised
	that the Department of Justice has not made a decision whether
	to intervene. Based upon our review to date of the information
	available to us, we believe we have substantive defenses to the
	allegations in the Complaint. We believe that the claims as set
	forth in the Complaint evidence a fundamental lack of
	understanding of the terms and conditions in our shipbuilding
	contracts, including the post-Katrina modifications to those
	contracts, and the manner in which the parties performed in
	connection with the contracts. Based upon our review to date of
	the information available to us, we believe that the claims as
	set forth in the Complaint lack merit and are not likely to
	result in a material adverse effect on our consolidated
	financial position. We intend vigorously to defend the matter,
	but we cannot predict what new or revised claims might be
	asserted or what information might come to light so can give no
	assurances regarding the ultimate outcome.
	 
	We may
	be unable to adequately protect our intellectual property
	rights, which could affect our ability to compete.
	 
	We own or have the right to use certain patents, trademarks,
	copyrights and other forms of intellectual property. The
	U.S. Government has rights to use certain intellectual
	property we develop in performance of government
	38
 
	contracts, and it may use or authorize others to use such
	intellectual property. Our intellectual property is subject to
	challenge, invalidation, misappropriation or circumvention by
	third parties.
	 
	We also rely upon proprietary technology, information, processes
	and know-how that are not protected by patents. We seek to
	protect this information through trade secret or confidentiality
	agreements with our employees, consultants, subcontractors and
	other parties, as well as through other security measures. These
	agreements may not provide meaningful protection for our
	unpatented proprietary information. In the event our
	intellectual property rights are infringed, we may not have
	adequate legal remedies to maintain our intellectual property.
	Litigation to determine the scope of our rights, even if
	successful, could be costly and a diversion of managements
	attention away from other aspects of our business. In addition,
	trade secrets may otherwise become known or be independently
	developed by competitors.
	 
	In some instances, we have licensed the proprietary intellectual
	property of others, but we may be unable in the future to secure
	the necessary licenses to use such intellectual property on
	commercially reasonable terms.
	 
	Risks
	Relating to the Spin-Off
	 
	We face the following risks in connection with the spin-off:
	 
	We may
	incur greater costs as an independent company than we did when
	we were part of Northrop Grumman.
	 
	As a current subsidiary of Northrop Grumman, we take advantage
	of Northrop Grummans size and purchasing power in
	procuring certain goods and services such as insurance and
	health care benefits, and technology such as computer software
	licenses. We also rely on Northrop Grumman to provide various
	corporate functions. After the spin-off, as a separate,
	independent entity, we may be unable to obtain these goods,
	services and technologies at prices or on terms as favorable to
	us as those we obtained prior to the distribution. We may also
	incur costs for functions previously performed by Northrop
	Grumman that are higher than the amounts reflected in our
	historical financial statements, which could cause our
	profitability to decrease.
	 
	We
	have incurred new indebtedness in connection with the spin-off
	and the degree to which we will be leveraged following
	completion of the spin-off may have a material adverse effect on
	our financial position, results of operations or cash
	flows.
	 
	We have historically relied upon Northrop Grumman for working
	capital requirements on a short-term basis and for other
	financial support functions. After the spin-off, we will not be
	able to rely on the earnings, assets or cash flow of Northrop
	Grumman, and we will be responsible for servicing our own debt,
	obtaining and maintaining sufficient working capital and paying
	dividends. In connection with the spin-off, we will receive
	$1,200 million of HII Debt and $575 million from the
	HII Credit Facility. $1,429 million of the proceeds of the
	HII Debt and the HII Credit Facility will be transferred to
	NGSC, a wholly owned subsidiary of Northrop Grumman, in the
	Contribution prior to the spin-off. Given the smaller relative
	size of the company as compared to Northrop Grumman after the
	spin-off, we expect to incur higher debt servicing costs on the
	new indebtedness than we would have otherwise incurred
	previously as a subsidiary of Northrop Grumman. Our debt upon
	completion of the spin-off will include (i) a Loan
	Agreement between Ingalls Shipbuilding, Inc.
	(Ingalls), which is now part of NGSB, and the MBFC,
	under which we borrowed the proceeds of the MBFCs 1999
	issuance of $83.7 million of Economic Development Revenue
	Bonds, (ii) a Loan Agreement between Northrop Grumman Ship
	Systems, Inc. (NGSS), which is now part of NGSB, and
	the MBFC, under which we borrowed the proceeds of the
	MBFCs issuance of $200 million of Gulf Opportunity
	Zone Industrial Revenue Bonds, and under which we owe
	$21.6 million, (iii) $1,200 million of the HII
	Debt and (iv) the $1,225 million HII Credit Facility (comprising
	a $575 million term loan and a $650 million revolving credit
	facility, of which approximately $137 million of letters of
	credit are expected to be issued but undrawn at the time of the
	spin-off, and the remaining $513 million of which will be
	unutilized at that time). The net proceeds of the HII Debt and
	the term loan under the HII Credit Facility are expected to be
	used to fund the Contribution and for general corporate purposes.
	 
	Our ability to make payments on and to refinance our
	indebtedness, including the debt retained or incurred pursuant
	to the spin-off as well as any future debt that we may incur,
	will depend on our ability to generate cash in the future from
	operations, financings or asset sales. Our ability to generate
	cash is subject to general economic, financial, competitive,
	legislative, regulatory and other factors that are beyond our
	control. If we are not able to
	39
 
	repay or refinance our debt as it becomes due, we may be forced
	to sell assets or take other disadvantageous actions, including
	(i) reducing financing in the future for working capital,
	capital expenditures and general corporate purposes or
	(ii) dedicating an unsustainable level of our cash flow
	from operations to the payment of principal and interest on our
	indebtedness. In addition, our ability to withstand competitive
	pressures and to react to changes in the shipbuilding and
	defense industries could be impaired. The lenders who hold such
	debt could also accelerate amounts due, which could potentially
	trigger a default or acceleration of our other debt.
	 
	The
	shipbuilding business is more capital-intensive than most other
	Northrop Grumman businesses, and our ability to meet our capital
	needs may be altered by the loss of financial support from
	Northrop Grumman.
	 
	The shipbuilding business is a mature business that is more
	capital-intensive than most of Northrop Grummans other
	businesses, with longer periods of performance. Northrop Grumman
	is currently available to provide certain capital that may be
	needed in excess of the amounts generated by our operating
	activities. After completion of the spin-off, we will be an
	independent, publicly owned company and we expect to obtain any
	such funds needed from third parties through the capital markets
	or bank financing, and not from Northrop Grumman. However, there
	is no guarantee that we will be able to obtain capital market
	financing or credit availability on favorable terms, or at all,
	in the future. See 
	Market volatility and adverse
	capital or credit market conditions may affect our ability to
	access cost-effective sources of funding and expose us to risks
	associated with the financial viability of suppliers and the
	ability of counterparties to perform on financial
	instruments
	. While our business plan fully supports
	the capital expenditures we anticipate, we can give no assurance
	that our ability to meet our capital needs will not be altered
	by the loss of financial support from Northrop Grumman.
	 
	We may
	be unable to achieve some or all of the benefits that we expect
	to achieve from the spin-off.
	 
	As an independent, publicly owned company, we believe that our
	business will benefit from, among other things, (i) greater
	strategic focus of financial resources and managements
	efforts, (ii) tailored customer focus, (iii) direct
	and differentiated access to capital markets and
	(iv) enhanced investor choices by offering investment
	opportunities in a separate entity from Northrop Grumman.
	However, by separating from Northrop Grumman, we may be more
	susceptible to market fluctuations and other adverse events than
	we would have been were we still a part of Northrop Grumman. In
	addition, we may not be able to achieve some or all of the
	benefits that we expect to achieve as an independent company in
	the time we expect, if at all.
	 
	We may
	increase our debt or raise additional capital in the future,
	which could affect our financial health, and may decrease our
	profitability.
	 
	We may increase our debt or raise additional capital in the
	future, subject to restrictions in our debt agreements. If our
	cash flow from operations is less than we anticipate, or if our
	cash requirements are more than we expect, we may require more
	financing. However, debt or equity financing may not be
	available to us on terms acceptable to us, if at all. If we
	incur additional debt or raise equity through the issuance of
	our preferred stock, the terms of the debt or our preferred
	stock issued may give the holders rights, preferences and
	privileges senior to those of holders of our common stock,
	particularly in the event of liquidation. The terms of the debt
	may also impose additional and more stringent restrictions on
	our operations than we currently have. If we raise funds through
	the issuance of additional equity, your ownership in us would be
	diluted. If we are unable to raise additional capital when
	needed, it could affect our financial health, which could
	negatively affect your investment in us. Also, regardless of the
	terms of our debt or equity financing, the amount of our stock
	that we can issue may be limited because the issuance of our
	stock may cause the distribution to be a taxable event for
	Northrop Grumman under Section 355(e) of the Code and under
	the Tax Matters Agreement we could be required to indemnify
	Northrop Grumman for that tax. See 
	We may be
	responsible for U.S. Federal income tax liabilities that
	relate to the distribution
	.
	 
	We may
	be responsible for U.S. Federal income tax liabilities that
	relate to the distribution.
	 
	We have received the IRS Ruling and expect to receive an opinion
	of counsel stating that Northrop Grumman, Northrop
	Grummans stockholders and HII will not recognize any
	taxable income, gain or loss for U.S. Federal income tax
	purposes as a result of the spin-off, including the internal
	reorganization, except with respect to cash received by Northrop
	Grummans stockholders in lieu of fractional shares.
	Receipt of the IRS Ruling and opinion of
	40
 
	counsel will satisfy a condition to completion of the spin-off.
	See The Spin-Off-U.S. Federal Income Tax Consequences
	of the Spin-Off. The IRS Ruling, while generally binding
	upon the IRS, is based on certain factual statements and
	representations. If any such factual statements or
	representations were incomplete or untrue in any material
	respect, or if the facts on which the IRS Ruling is based are
	materially different from the facts at the time of the spin-off,
	the IRS could modify or revoke the IRS Ruling retroactively.
	 
	An opinion of counsel is not binding on the IRS. Accordingly,
	the IRS may reach conclusions with respect to the spin-off that
	are different from the conclusions reached in the opinion. Like
	the IRS Ruling, the opinion will be based on certain factual
	statements and representations, which, if incomplete or untrue
	in any material respect, could alter counsels conclusions.
	 
	Neither we nor Northrop Grumman are aware of any facts or
	circumstances that would cause any such factual statements or
	representations in the IRS Ruling or the legal opinion to be
	incomplete or untrue or cause the facts on which the IRS Ruling
	is based, or the legal opinion will be based, to be materially
	different from the facts at the time of the spin-off.
	 
	If all or a portion of the spin-off does not qualify as a
	tax-free transaction because any of the factual statements or
	representations in the IRS Ruling or the opinion are incomplete
	or untrue, or because the facts upon which the IRS Ruling is
	based are materially different from the facts at the time of the
	spin-off, Northrop Grumman would recognize a substantial gain
	for U.S. Federal income tax purposes. In such case, under
	IRS regulations each member of Northrop Grumman consolidated
	group at the time of the spin-off (including us and our
	subsidiaries), would be severally liable for the resulting
	U.S. Federal income tax liability.
	 
	Even if the spin-off otherwise qualifies as a tax-free
	transaction for U.S. Federal income tax purposes, the
	distribution will be taxable to Northrop Grumman (but not to
	Northrop Grumman stockholders) pursuant to Section 355(e)
	of the Internal Revenue Code if there are one or more
	acquisitions (including issuances) of the stock of either us or
	Northrop Grumman, representing 50% or more, measured by vote or
	value, of the then-outstanding stock of either corporation and
	the acquisition or acquisitions are deemed to be part of a plan
	or series of related transactions that include the distribution.
	Any acquisition of our common stock within two years before or
	after the distribution (with exceptions, including public
	trading by less-than-5% stockholders and certain compensatory
	stock issuances) generally will be presumed to be part of such a
	plan unless we can rebut that presumption. The tax liability
	resulting from the application of Section 355(e) would be
	substantial. In addition, under IRS regulations, each member of
	the Northrop Grumman consolidated group at the time of the
	spin-off (including us and our subsidiaries) would be severally
	liable for the resulting U.S. Federal income tax liability.
	 
	We will agree not to enter into any transaction that could
	reasonably be expected to cause any portion of the spin-off
	(including the internal reorganization) to be taxable to
	Northrop Grumman, including under Section 355(e). We will
	also agree to indemnify Northrop Grumman for any tax liabilities
	resulting from any such transactions. The amount of any such
	indemnification could be substantial. These obligations may
	discourage, delay or prevent a change of control of our company.
	For additional detail, see 
	Anti-takeover
	provisions in our organizational documents and Delaware law, as
	well as regulatory requirements, could delay or prevent a change
	in control
	 and Certain Relationships and Related
	Party Transactions-Agreements with Northrop Grumman Related to
	the Spin-Off-Tax Matters Agreement.
	 
	We may
	be unable to make, on a timely basis, the changes necessary to
	operate as an independent, publicly owned company.
	 
	We have historically relied on Northrop Grumman for various
	financial, legal, administrative and other corporate services to
	support our operations. After the distribution, Northrop Grumman
	will continue to supply us certain of these services on a
	short-term transitional basis. However, we will be required to
	establish the necessary infrastructure and systems to supply
	these services on an ongoing basis. We may not be able to
	replace these services provided by Northrop Grumman in a timely
	manner or on terms and conditions as favorable as those we
	receive from Northrop Grumman.
	 
	In addition, as a public entity, we will be subject to the
	reporting requirements of the Exchange Act and requirements of
	the Sarbanes-Oxley Act of 2002 (the Sarbanes-Oxley
	Act). These requirements may place a strain on our systems
	and resources. The Exchange Act requires that we file annual,
	quarterly and current reports
	41
 
	with respect to our business and financial condition. Under the
	Sarbanes-Oxley Act, we will be required to maintain effective
	disclosure controls and procedures and internal control over
	financial reporting. In order to maintain and improve the
	effectiveness of our disclosure controls and procedures,
	significant resources and management oversight will be required.
	We will be implementing additional procedures and processes for
	the purpose of addressing the standards and requirements
	applicable to public companies. These activities may divert
	managements attention from other business concerns, which
	could have a material adverse effect on our financial position,
	results of operations or cash flows.
	 
	We do
	not have a recent operating history as an independent company
	and our historical financial information may not be a reliable
	indicator of our future results.
	 
	The historical financial information we have included in this
	information statement has been derived from Northrop
	Grummans consolidated financial statements and does not
	necessarily reflect what our financial position, results of
	operations and cash flows would have been had we been a
	separate, stand-alone entity during the periods presented.
	Northrop Grumman did not account for us, and we were not
	operated, as a single stand-alone entity for the periods
	presented. In addition, the historical information is not
	necessarily indicative of what our results of operations,
	financial position and cash flows will be in the future. For
	example, following the spin-off, changes will occur in our cost
	structure, funding and operations, including changes in our tax
	structure, increased costs associated with reduced economies of
	scale and increased costs associated with becoming a public,
	stand-alone company. While we have been profitable as part of
	Northrop Grumman, we cannot assure you that as a stand-alone
	company our profits will continue at a similar level.
	 
	Our
	customers and prospective customers will consider whether our
	responsibility on a stand-alone basis satisfies their
	requirements for engaging in business with us.
	 
	Under federal acquisition regulations, the government commonly
	makes affirmative responsibility determinations before entering
	into new contracts with a contractor. In so doing, the
	government considers various factors, including financial
	resources, performance record, technical skills and facilities.
	Our customers and prospective customers will consider whether
	our responsibility on a stand-alone basis satisfies their
	requirements for entering into new contracts with us. The
	U.S. Navy has completed its determination of contractor
	responsibility with respect to certain shipbuilding contracts
	that are currently in negotiation and has found us to be a
	responsible contractor for those contracts. We believe we are
	and will continue to be a responsible contractor. Nonetheless,
	if, in the future, our customers or prospective customers are
	not satisfied with our responsibility, including our financial
	resources, it could likely affect our ability to bid for, obtain
	or retain contracts, which, if unresolved, could have a material
	adverse effect on our financial position, results of operations
	or cash flows.
	 
	More generally, our customers will need to develop and retain
	confidence in us as a partner on a stand-alone basis. We believe
	that will occur. In the process, however, our customers may
	continue to request additional information, as well as undertake
	further audits or take other steps that could lead to certain
	delays and costs.
	 
	The
	spin-off may expose us to potential liabilities arising out of
	state and federal fraudulent conveyance laws and legal dividend
	requirements.
	 
	The spin-off is subject to review under various state and
	federal fraudulent conveyance laws. Under these laws, if a court
	in a lawsuit by an unpaid creditor or an entity vested with the
	power of such creditor (including without limitation a trustee
	or
	debtor-in-possession
	in a bankruptcy by us or Northrop Grumman or any of our
	respective subsidiaries) were to determine that Northrop Grumman
	or any of its subsidiaries did not receive fair consideration or
	reasonably equivalent value for distributing our common stock or
	taking other action as part of the spin-off, or that we or any
	of our subsidiaries did not receive fair consideration or
	reasonably equivalent value for incurring indebtedness,
	including the new debt incurred by us in connection with the
	spin-off, transferring assets or taking other action as part of
	the spin-off and, at the time of such action, we, Northrop
	Grumman or any of our respective subsidiaries (i) was
	insolvent or would be rendered insolvent, (ii) had
	reasonably small capital with which to carry on its business and
	all business in which it intended to engage or
	(iii) intended to incur, or believed it would incur, debts
	beyond its ability to repay such debts as they would mature,
	then such court could void the spin-off as a
	42
 
	constructive fraudulent transfer. If such court made this
	determination, the court could impose a number of different
	remedies, including without limitation, voiding our liens and
	claims against Northrop Grumman, or providing Northrop Grumman
	with a claim for money damages against us in an amount equal to
	the difference between the consideration received by Northrop
	Grumman and the fair market value of our company at the time of
	the spin-off.
	 
	The measure of insolvency for purposes of the fraudulent
	conveyance laws will vary depending on which jurisdictions
	law is applied. Generally, however, an entity would be
	considered insolvent if the present fair saleable value of its
	assets is less than (i) the amount of its liabilities
	(including contingent liabilities) or (ii) the amount that
	will be required to pay its probable liabilities on its existing
	debts as they become absolute and mature. No assurance can be
	given as to what standard a court would apply to determine
	insolvency or that a court would determine that we, Northrop
	Grumman or any of our respective subsidiaries were solvent at
	the time of or after giving effect to the spin-off, including
	the distribution of our common stock.
	 
	The distribution by us to Northrop Grumman of our interests in
	NGSC in connection with the internal reorganization and the
	payment of future dividends, if any, to the holders of our
	common stock are also subject to review under state corporate
	distribution statutes. Under the General Corporation Law of the
	State of Delaware (the DGCL), a corporation may only
	pay dividends to its stockholders either (i) out of its
	surplus (net assets minus capital) or (ii) if there is no
	such surplus, out of its net profits for the fiscal year in
	which the dividend is declared
	and/or
	the
	preceding fiscal year. Although we intend to make the
	distribution to Northrop Grumman and pay future dividends, if
	any, to the holders of our common stock entirely from surplus,
	no assurance can be given that a court will not later determine
	that some or all of the distribution to Northrop Grumman or any
	such future dividends to the holders of our common stock were
	unlawful.
	 
	In connection with the internal reorganization transactions, the
	Northrop Grumman board of directors expects to obtain opinions
	regarding the solvency of New NGC, Current NGC and us, as
	applicable. In addition, prior to the spin-off, the Northrop
	Grumman board of directors expects to obtain an opinion
	regarding our solvency and the solvency of Northrop Grumman and
	the permissibility of the spin-off and the distribution by us to
	Northrop Grumman under Section 170 of the DGCL. The
	Northrop Grumman board of directors and management believe that,
	in accordance with this opinion that is expected to be rendered
	in connection with the spin-off and the distribution by us of
	our interests in NGSC to Northrop Grumman, (i) Northrop
	Grumman and we each will be solvent at the time of the spin-off
	(including after the payment of such dividend and the spin-off),
	will be able to repay its debts as they mature following the
	spin-off and will have sufficient capital to carry on its
	businesses and (ii) the spin-off and such distribution will
	be made entirely out of surplus in accordance with
	Section 170 of the DGCL. There is no certainty, however,
	that a court would find this solvency opinion to be binding on
	the creditors of either us or Northrop Grumman, or that a court
	would reach the same conclusions set forth in such opinion in
	determining whether Northrop Grumman or we were insolvent at the
	time of, or after giving effect to, the spin-off, or whether
	lawful funds were available for the separation and the
	distribution to Northrop Grumman.
	 
	Under the Separation and Distribution Agreement, from and after
	the spin-off, each of Northrop Grumman and we will be
	responsible for the debts, liabilities and other obligations
	related to the business or businesses which it owns and operates
	following the consummation of the spin-off. Although we do not
	expect to be liable for any such obligations not expressly
	assumed by us pursuant to the Separation and Distribution
	Agreement, it is possible that a court would disregard the
	allocation agreed to between the parties, and require that we
	assume responsibility for obligations allocated to Northrop
	Grumman (for example, tax
	and/or
	environmental liabilities), particularly if Northrop Grumman
	were to refuse or were unable to pay or perform the subject
	allocated obligations. See Certain Relationships and
	Related Party TransactionsAgreements with Northrop Grumman
	Related to the Spin-OffSeparation and Distribution
	Agreement.
	 
	We may
	have been able to receive better terms from unaffiliated third
	parties than the terms we receive in our agreements with
	Northrop Grumman.
	 
	We expect that the agreements related to the spin-off, including
	the Separation and Distribution Agreement, Employee Matters
	Agreement, Insurance Matters Agreement, Intellectual Property
	License Agreement, Tax Matters Agreement, Transition Services
	Agreement and any other agreements, will be negotiated in the
	context of our separation from Northrop Grumman while we are
	still part of Northrop Grumman. Accordingly, these
	43
 
	agreements may not reflect terms that would have resulted from
	arms-length negotiations among unaffiliated third parties.
	The terms of the agreements being negotiated in the context of
	our separation are related to, among other things, allocations
	of assets, liabilities, rights, indemnifications and other
	obligations among Northrop Grumman and us. We may have received
	better terms from third parties because third parties may have
	competed with each other to win our business. See Certain
	Relationships and Related Party TransactionsAgreements
	with Northrop Grumman Related to the Spin-Off for more
	detail.
	 
	Risks
	Relating to Our Common Stock
	 
	You face the following risks in connection with ownership of our
	common stock:
	 
	There
	is no existing market for our common stock and we cannot be
	certain that an active trading market will develop or be
	sustained after the spin-off, and following the spin-off, our
	stock price may fluctuate significantly.
	 
	There currently is no public market for our common stock. We
	intend to apply to list our common stock on the NYSE. See
	Trading Market. It is anticipated that before the
	distribution date for the spin-off, trading of shares of our
	common stock will begin on a when-issued basis and
	such trading will continue up to and including the distribution
	date. However, there can be no assurance that an active trading
	market for our common stock will develop as a result of the
	spin-off or be sustained in the future. The lack of an active
	market may make it more difficult for you to sell our common
	stock and could lead to the price of our common stock being
	depressed or more volatile. We cannot predict the prices at
	which our common stock may trade after the spin-off. The market
	price of our common stock may fluctuate widely, depending on
	many factors, some of which may be beyond our control, including:
	 
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	our business profile and market capitalization may not fit the
	investment objectives of some Northrop Grumman stockholders and,
	as a result, these Northrop Grumman stockholders may sell our
	shares after the distribution;
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	actual or anticipated fluctuations in our operating results due
	to factors related to our business;
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	success or failure of our business strategy;
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	our quarterly or annual earnings, or those of other companies in
	our industry;
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	our ability to obtain financing as needed;
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	announcement by us or our competitors of significant new
	business awards;
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	announcements by us or our competitors of significant
	acquisitions or dispositions;
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	changes in accounting standards, policies, guidance,
	interpretations or principles;
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	the failure of securities analysts to cover our common stock
	after the spin-off;
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	changes in earnings estimates by securities analysts or our
	ability to meet those estimates;
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	the operating and stock price performance of other comparable
	companies;
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 | 
	    
 | 
	investor perception of our company and the shipbuilding industry;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	natural or environmental disasters that investors believe may
	affect us;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	overall market fluctuations;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	fluctuations in the budget of the DoD;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	results from any material litigation or Government investigation;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	further reduction or rationalization by us or our competitors of
	the shipbuilding industrial base as a result of adverse changes
	to the DoD budget;
 | 
	44
 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	changes in laws and regulations affecting our business; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	general economic conditions and other external factors.
 | 
	 
	Stock markets in general have experienced volatility that has
	often been unrelated to the operating performance of a
	particular company. These broad market fluctuations could
	adversely affect the trading price of our common stock.
	 
	Substantial
	sales of our common stock may occur in connection with the
	spin-off, which could cause the price of our common stock to
	decline.
	 
	The shares of our common stock that Northrop Grumman distributes
	to its stockholders generally may be sold immediately in the
	public market. It is possible that some Northrop Grumman
	stockholders, which could include some of our larger
	stockholders, will sell our common stock received in the
	distribution if, for reasons such as our business profile or
	market capitalization as an independent company, we do not fit
	their investment objectives, orin the case of index
	fundswe are not a participant in the index in which they
	are investing. The sales of significant amounts of our common
	stock or the perception in the market that this will occur may
	reduce the market price of our common stock.
	 
	We
	cannot assure you that we will pay dividends on our common
	stock, and our indebtedness could limit our ability to pay
	dividends on our common stock.
	 
	We do not currently intend to pay a dividend. Going forward, our
	dividend policy will be established by our board of directors
	based on our financial condition, results of operations and
	capital requirements, as well as applicable law, regulatory
	constraints, industry practice and other business considerations
	that our board of directors considers relevant. In addition, the
	terms of the agreements governing our new debt or debt that we
	may incur in the future may limit or prohibit the payments of
	dividends. For more information, see Dividend
	Policy. There can be no assurance that we will pay a
	dividend in the future or continue to pay any dividend if we do
	commence the payment of dividends. There can also be no
	assurance that the combined annual dividends on Northrop Grumman
	common stock and our common stock after the spin-off, if any,
	will be equal to the annual dividends on Northrop Grumman common
	stock prior to the spin-off.
	 
	Additionally, indebtedness that we expect to incur in connection
	with the internal reorganization could have important
	consequences for holders of our common stock. If we cannot
	generate sufficient cash flow from operations to meet our
	debt-payment obligations, then our ability to pay dividends, if
	so determined by the board of directors, will be impaired and we
	may be required to attempt to restructure or refinance our debt,
	raise additional capital or take other actions such as selling
	assets, reducing or delaying capital expenditures or reducing
	our dividend. There can be no assurance, however, that any such
	actions could be effected on satisfactory terms, if at all, or
	would be permitted by the terms of our new debt or our other
	credit and contractual arrangements. In addition, the terms of
	the agreements governing new debt that we expect to incur prior
	to the spin-off or that we may incur in the future may limit or
	prohibit the payment of dividends.
	 
	Anti-takeover
	provisions in our organizational documents and Delaware law, as
	well as regulatory requirements, could delay or prevent a change
	in control.
	 
	Prior to completion of the spin-off, we will adopt the Restated
	Certificate of Incorporation and the Restated Bylaws. Certain
	provisions of the Restated Certificate of Incorporation and the
	Restated Bylaws may delay or prevent a merger or acquisition
	that a stockholder may consider favorable. For example, the
	Restated Certificate of Incorporation and the Restated Bylaws
	provide for a classified board, require advance notice for
	stockholder proposals and nominations, place limitations on
	convening stockholder meetings and authorize our board of
	directors to issue one or more series of preferred stock. These
	provisions may also discourage acquisition proposals or delay or
	prevent a change in control, which could harm our stock price.
	Delaware law also imposes some restrictions on mergers and other
	business combinations between any holder of 15% or more of our
	outstanding common stock and us. See Description of
	Capital Stock.
	45
 
	Under tax sharing arrangements, we will agree not to enter into
	any transaction involving an acquisition (including issuance) of
	HII common stock or any other transaction (or, to the extent we
	have the right to prohibit it, to permit any such transaction)
	that could reasonably be expected to cause the distribution or
	any of the internal reorganization transactions to be taxable to
	Northrop Grumman. We will also agree to indemnify Northrop
	Grumman for any tax liabilities resulting from any such
	transactions. The amount of any such indemnification could be
	substantial. Generally, Northrop Grumman will recognize taxable
	gain on the distribution if there are one or more acquisitions
	(including issuances) of our capital stock, directly or
	indirectly, representing 50% or more, measured by vote or value,
	of our then-outstanding capital stock, and the acquisitions or
	issuances are deemed to be part of a plan or series of related
	transactions that include the distribution. We will agree that,
	for two years after the spin-off, we will not enter into any
	transactions that reasonably could be expected to result in a
	40%-or-more change in ownership of our stock, in the aggregate.
	See Certain Relationships and Related Party
	TransactionsAgreements with Northrop Grumman Related to
	the Spin-OffTax Matters Agreement. Any such shares
	of our common stock acquired, directly or indirectly, within two
	years before or after the distribution (with exceptions,
	including public trading by less-than-5% stockholders and
	certain compensatory stock issuances) will generally be presumed
	to be part of such a plan unless we can rebut that presumption.
	 
	Under the Separation and Distribution Agreement, in the event
	that, prior to the fifth anniversary of the distribution, if we
	experience a change of control and our corporate rating is
	downgraded to B or B2 or below, as applicable, during the period
	beginning upon the announcement of such change of control and
	ending 60 days after the announcement of the consummation
	of such change of control, we will be required to provide credit
	support for our indemnity obligations under the Separation and
	Distribution Agreement in the form of one or more standby
	letters of credit in an amount equal to $250 million. See
	Certain Relationships and Related Party
	TransactionsAgreements with Northrop Grumman Related to
	the Spin-OffSeparation and Distribution Agreement.
	 
	Our activities, especially our nuclear shipbuilding operations,
	are considered vitally important to the U.S. Navy. As such,
	in the event of a potential change in control, we believe the
	U.S. Navy would want to be comfortable with the buyer and
	ensure that the buyer would continue to conduct our operations
	in a satisfactory manner. More specifically, in the event of a
	change in control, we believe the U.S. Navy and other
	regulatory agencies would want to assure themselves that our
	nuclear operations would continue to be conducted in a manner
	consistent with regulatory and contract requirements and that
	they should continue to provide the authorizations and
	indemnification necessary to conduct our nuclear operations.
	Depending on the circumstances, they could withdraw
	authorizations or decline to extend indemnification to new
	contracts, which could have a material adverse effect on our
	financial position, results of operations or cash flows. We have
	recently begun discussions with the U.S. Navy regarding
	whether to incorporate into our contracts more explicit terms
	regarding the requirements for U.S. Navy approval before
	transferring authorizations in the event of changes in control;
	we understand these discussions are part of a U.S. Navy
	initiative across our shipbuilding industry. See
	
	Our nuclear operations subject us to various
	environmental, regulatory, financial and other risks.
	
	 
	Additionally, we intend to enter into the Guaranty Performance
	Agreement, pursuant to which, among other things, we will agree
	to cause NGSCs guarantee obligations under the
	$83.7 million Revenue Bonds, which were issued for our
	benefit, to terminate or to cause credit support to be provided
	in the event we experience a change of control. For any period
	of time between a change of control and the termination of
	NGSCs guarantee obligations, we will be required to cause
	credit support to be provided for NGSCs guarantee
	obligations in the form of one or more letters of credit in an
	amount reasonably satisfactory to NGSC to support the payment of
	all principal, interest and any premiums under the Revenue
	Bonds. For a description of the Guaranty Performance Agreement,
	see Certain Relationships and Related Party
	TransactionsOther Agreements.
	 
	As a result, our obligations may discourage, delay or prevent a
	change of control of our company.
	46
 
	 
	SPECIAL
	NOTE ABOUT FORWARD-LOOKING STATEMENTS
	 
	We have made forward-looking statements in this information
	statement, including in the sections entitled
	Summary, Risk Factors, Questions
	and Answers About the Spin-Off, The Spin-Off,
	Managements Discussion and Analysis of Financial
	Condition and Results of Operations and
	Business, that are based on our managements
	beliefs and assumptions and on information currently available
	to our management. Forward-looking statements include the
	information concerning our possible or assumed future results of
	operations, business strategies, financing plans, competitive
	position, potential growth opportunities, potential operating
	performance improvements, benefits resulting from our separation
	from Northrop Grumman, the effects of competition and the
	effects of future legislation or regulations. Forward-looking
	statements include all statements that are not historical facts
	and can be identified by the use of forward-looking terminology
	such as the words believe, expect,
	plan, intend, anticipate,
	estimate, predict,
	potential, continue, may,
	might, should, could or the
	negative of these terms or similar expressions.
	 
	Forward-looking statements involve risks, uncertainties and
	assumptions. Actual results may differ materially from those
	expressed in these forward-looking statements. You should not
	put undue reliance on any forward-looking statements in this
	information statement. We do not have any intention or
	obligation to update forward-looking statements after we
	distribute this information statement.
	 
	The risk factors discussed in Risk Factors could
	cause our results to differ materially from those expressed in
	forward-looking statements. 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 financial position, results of operations or cash flows. Any
	such risks could cause our results to differ materially from
	those expressed in forward-looking statements.
	47
 
	 
	THE
	SPIN-OFF
	 
	Background
	 
	On March 14, 2011, Northrop Grumman approved the spin-off
	of HII from Northrop Grumman, following which we will be an
	independent, publicly owned company. As part of the spin-off,
	Current NGC will complete an internal reorganization, which we
	refer to as the internal reorganization, which will
	result in:
	 
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 | 
 | 
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 | 
	    
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	New NGC, a subsidiary of Current NGC, replacing Current NGC as
	the publicly owned holding company that directly and indirectly
	owns all of the capital stock of Current NGC and its
	subsidiaries, including our common stock;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	New NGC changing its name to Northrop Grumman
	Corporation;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Our becoming the parent company of those Northrop Grumman
	subsidiaries that currently operate the shipbuilding
	business; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Current NGC becoming a direct, wholly owned non-operating
	subsidiary of HII and being renamed Titan II
	Inc.
 | 
	 
	To complete the spin-off, Northrop Grumman will, following the
	internal reorganization, distribute to its stockholders all of
	the shares of our common stock. The distribution will occur on
	the distribution date, which is March 31, 2011. Each holder
	of Northrop Grumman common stock will receive one share of our
	common stock for every six shares of Northrop Grumman
	common stock held on March 30, 2011, the record date. After
	completion of the spin-off:
	 
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 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	we will be an independent, publicly owned company, will own and
	operate the shipbuilding business and will own all of the stock
	of Current NGC; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	New NGC, primarily through its subsidiary NGSC, will own and
	operate the aerospace systems, electronic systems, information
	systems and technical services businesses previously owned by
	and operated by Current NGC.
 | 
	 
	Each holder of Northrop Grumman common stock will continue to
	hold his, her or its shares in Northrop Grumman. No vote of
	Northrop Grummans stockholders is required or is being
	sought in connection with the spin-off, and Northrop
	Grummans stockholders will not have any appraisal rights
	in connection with the spin-off, including the internal
	reorganization.
	 
	The distribution of our common stock as described in this
	information statement is subject to the satisfaction or waiver
	of certain conditions. In addition, Northrop Grumman has the
	right not to complete the spin-off if, at any time prior to the
	distribution, the board of directors of Northrop Grumman
	determines, in its sole discretion, that the spin-off is not in
	the best interests of Northrop Grumman or its stockholders, that
	a sale or other alternative is in the best interests of Northrop
	Grumman or its stockholders or that it is not advisable for us
	to separate from Northrop Grumman. For a more detailed
	description, see -Conditions to the Spin-Off.
	 
	Reasons
	for the Spin-Off
	 
	Northrop Grummans board of directors has determined that
	the spin-off is in the best interests of Northrop Grumman and
	its stockholders because the spin-off will provide various
	benefits including: (i) greater strategic focus of
	investment resources and each managements efforts,
	(ii) tailored customer focus, (iii) direct and
	differentiated access to capital markets and (iv) enhanced
	investor choices by offering investment opportunities in
	separate entities.
	 
	Greater Strategic Focus of Financial Resources and Each
	Managements Efforts.
	 Northrop Grummans
	shipbuilding business represents a discrete portion of Northrop
	Grummans overall businesses. It has historically exhibited
	different financial and operating characteristics than Northrop
	Grummans other businesses. Northrop Grumman has a
	portfolio of C4ISR systems and electronics, manned and unmanned
	air and space platforms, cyber-security and related system-level
	applications and logistics that it has strategically positioned
	to align with what Northrop Grumman believes are its
	customers emerging security priorities. Northrop Grumman
	management
	48
 
	believes it has capabilities and synergies in these areas of its
	portfolio across its aerospace, electronics, information systems
	and technical services sectors. Going forward, however, Northrop
	Grumman management sees little synergy between its shipbuilding
	business and its other businesses. Additionally, the
	shipbuilding business is a mature business that is more
	capital-intensive than most of Northrop Grummans other
	businesses, with longer periods of performance. Northrop
	Grummans management believes that its shipbuilding
	business, on one hand, and its other businesses, on the other
	hand, require inherently different strategies in order to
	maximize their long-term value. Because the shipbuilding
	business requires capital intensiveness to support its key
	customers, Northrop Grumman has been required, in recent years,
	to make continuing capital expenditures in the shipbuilding
	business. Northrop Grummans and our management believe
	that Northrop Grummans management resources would be more
	efficiently utilized if Northrop Grummans management
	concentrated solely on Northrop Grummans other businesses,
	and that our management resources would be more efficiently
	utilized if our management concentrated solely on the
	shipbuilding business. Consequently, Northrop Grumman has
	determined that its current structure may not be the most
	effective to design and implement the distinct strategies
	necessary to operate in a manner that maximizes the long-term
	value of each company.
	 
	Both Northrop Grumman and we expect to have better use of
	management and financial resources as a result of having board
	and management teams solely focused on their respective
	businesses. The spin-off will allow us to better align
	managements attention and resources to pursue
	opportunities in the shipbuilding market and to more actively
	manage our cost structure. Northrop Grumman will similarly
	benefit from its managements ability to focus on the
	management and operation of its other businesses.
	 
	Tailored Customer Focus.
	 Both Northrop Grumman and
	we believe that, as a unified, commonly managed, stand-alone
	shipbuilding business, our management will be able to focus
	solely on the needs of our own customers (primarily the
	U.S. Navy), without dilution arising from a connection to a
	larger parent with tangential goals and incentives.
	 
	Direct and Differentiated Access to Capital
	Markets.
	 After the spin-off, we will no longer need to
	compete with Northrop Grummans other businesses for
	capital resources. As a long-cycle, mature industrial business
	with heavy capital needs but with long-duration and highly
	transparent cash flows, the shipbuilding business has different
	financial and operating characteristics from Northrop
	Grummans other businesses. Both Northrop Grumman and we
	believe that direct and differentiated access to the capital
	markets will allow each of us to better optimize the amounts and
	terms of the capital needed for each of the respective
	businesses, aligning financial and operational characteristics
	with investor and market expectations. Northrop Grummans
	management also believes that, as a separate entity, we will
	have ready access to capital, because we will attract investors
	who are interested in the characteristics of the shipbuilding
	business. Although we will no longer have financial support from
	Northrop Grumman, our financial resources have been established
	in a manner that considers the capital-intensiveness of our
	business and specifically factors in the projected requirement
	for future capital expenditures.
	 
	Enhanced Investor Choices by Offering Investment
	Opportunities in Separate Entities.
	 After the spin-off,
	investors should be better able to evaluate the financial
	performances of Northrop Grumman and us, as well as our
	respective strategies within the context of our respective
	markets, thereby enhancing the likelihood that both entities
	will achieve appropriate market valuations. Northrop
	Grummans management and financial advisors believe that
	the investment characteristics of the shipbuilding business and
	Northrop Grummans other businesses may appeal to different
	types of investors. As a result of the spin-off, management of
	both companies should be able to implement goals and evaluate
	strategic opportunities in light of investor expectations within
	their respective specialties without undue attention to investor
	expectations in other specialties. In addition, each company
	should be able to focus its public relations efforts on
	cultivating its own separate identity.
	 
	Manner of
	Effecting the Spin-Off
	 
	The general terms and conditions relating to the spin-off will
	be set forth in a Separation and Distribution Agreement among
	us, Northrop Grumman, NGSC and NGSB.
	49
 
	Internal
	Reorganization
	 
	Prior to the distribution, as described under
	-Distribution of Shares of Our Common Stock, and as
	part of the internal reorganization, Current NGC will complete a
	corporate reorganization, which we refer to as the holding
	company reorganization, to create a holding company
	structure. The holding company reorganization will be effected
	by action of the board of directors of Current NGC without a
	vote of Northrop Grummans stockholders pursuant to
	Section 251(g) of the DGCL. In accordance with
	Section 251(g) of the DGCL, Titan Merger Sub Inc., a
	Delaware corporation and indirect, wholly owned subsidiary of
	New NGC, will merge with and into Current NGC, with Current NGC
	as the surviving corporation and an indirect, wholly owned
	subsidiary of New NGC, the new holding company. At the effective
	time of that merger and in connection with the holding company
	reorganization, Current NGC will change its name from
	Northrop Grumman Corporation to Titan II
	Inc., and New NGC will change its name to Northrop
	Grumman Corporation. In the holding company
	reorganization, all of the outstanding shares of capital stock
	of Current NGC will become the same number of shares of the same
	class of capital stock of New NGC. Outstanding options to
	acquire common stock of Current NGC will become options to
	acquire common stock of New NGC. The board of directors of New
	NGC immediately after completion of the holding company
	reorganization will be composed of the same persons who are on
	the board of directors of Current NGC immediately prior to the
	holding company reorganization.
	 
	As part of the internal reorganization, through a series of
	internal transfers including the Contribution and the transfer
	to New NGC of all of the non-shipbuilding-related assets and
	liabilities of Current NGC, we will be the parent company of the
	Northrop Grumman subsidiaries that currently operate the
	shipbuilding business and Current NGC will be our direct, wholly
	owned subsidiary. After completion of the internal
	reorganization, Current NGC will have no material assets or
	liabilities other than Current NGCs guarantees of our
	performance under certain of our contracts and certain of our
	indebtedness and insurance agreements related to NGSB (the
	Current NGC Obligations). See Description of
	Material Indebtedness. These guarantees, which will remain
	with Current NGC and will not be transferred in the internal
	reorganization or the Spin-Off, require Current NGC to guarantee
	the performance of our subsidiary, NGSB, under certain of its
	shipbuilding contracts and to guarantee the payment of amounts
	owed by us in connection with the GO Zone IRBs and the related
	loan agreement with the MBFC. We will enter into performance and
	indemnity agreements with Current NGC, pursuant to which we will
	agree to perform all of the Current NGC Obligations and
	indemnify Current NGC for any costs arising from such
	obligations. These indemnities do not relate to our relationship
	with Northrop Grumman. The diagrams below show the transaction
	structure, simplified for illustrative purposes only:
	 
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 | 
	 
 | 
| 
	The diagram below shows the current structure of Northrop
	Grumman:
 | 
	 
 | 
	The diagram below shows the structure of Northrop Grumman after
	completion of the internal reorganization:
 | 
| 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
 
 | 
	 
	Distribution
	of Shares of Our Common Stock
	 
	Under the Separation and Distribution Agreement, the
	distribution will be effective as of 12:01 a.m., Eastern
	time, on March 31, 2011, the distribution date. As a result
	of the spin-off, on the distribution date, each holder of
	Northrop Grumman common stock will receive one share of our
	common stock for every six shares of Northrop
	50
 
	Grumman common stock that he, she or it owns. In order to
	receive shares of our common stock in the spin-off, a Northrop
	Grumman stockholder must be stockholder at the close of business
	of the NYSE on March 30, 2011, the record date.
	 
	The diagram below shows the structure, simplified for
	illustrative purposes only, of Northrop Grumman and HII after
	completion of the spin-off:
	 
 
	 
	On the distribution date, Northrop Grumman will release the
	shares of our common stock to our distribution agent to
	distribute to Northrop Grumman stockholders. For most of these
	Northrop Grumman stockholders, our distribution agent will
	credit their shares of our common stock to book-entry accounts
	established to hold their shares of our common stock. Our
	distribution agent will send these stockholders, including any
	Northrop Grumman stockholder that holds physical share
	certificates of Northrop Grumman common stock and is the
	registered holder of such shares of Northrop Grumman common
	stock represented by those certificates on the record date, a
	statement reflecting their ownership of our common stock.
	Book-entry refers to a method of recording stock ownership in
	our records in which no physical certificates are used. For
	stockholders who own Northrop Grumman common stock through a
	broker or other nominee, their shares of our common stock will
	be credited to these stockholders accounts by the broker
	or other nominee. It is expected that it will take the
	distribution agent up to two weeks to electronically issue
	shares of our common stock to Northrop Grumman stockholders or
	their bank or brokerage firm by way of direct registration in
	book-entry form. Trading of our stock will not be affected by
	this delay in issuance by the distribution agent. As further
	discussed below, we will not issue fractional shares of our
	common stock in the distribution. Following the spin-off,
	stockholders whose shares are held in book-entry form may
	request that their shares of our common stock be transferred to
	a brokerage or other account at any time.
	 
	Northrop Grumman stockholders will not be required to make any
	payment or surrender or exchange their shares of Northrop
	Grumman common stock or take any other action to receive their
	shares of our common stock. No vote of Northrop Grumman
	stockholders is required or sought in connection with the
	spin-off, including the internal reorganization, and Northrop
	Grumman stockholders have no appraisal rights in connection with
	the spin-off.
	 
	Treatment
	of Fractional Shares
	 
	The distribution agent will not distribute any fractional shares
	of our common stock to Northrop Grumman stockholders. Instead,
	as soon as practicable on or after the distribution date, the
	distribution agent will aggregate fractional shares of our
	common stock held by holders of record into whole shares, sell
	them in the open market at the prevailing market prices and then
	distribute the aggregate sale proceeds ratably to Northrop
	Grumman stockholders who would otherwise have been entitled to
	receive fractional shares of our common stock. The amount of
	this payment will depend on the prices at which the distribution
	agent sells the aggregated fractional shares of our common stock
	in the open market shortly after the distribution date. We will
	be responsible for any payment of brokerage fees. The amount of
	these brokerage fees is not expected to be material to us. The
	receipt of cash in lieu of fractional shares of our common stock
	will generally result in a taxable gain or loss to the recipient
	stockholder. Each stockholder entitled to receive cash proceeds
	from these shares should consult his, her or its own tax advisor
	as to the stockholders particular circumstances. The tax
	consequences of the distribution are described in more detail
	under U.S. Federal Income Tax Consequences of
	the Spin-Off.
	51
 
	In addition, at the time of the distribution, the exercise price
	of each outstanding option to purchase Northrop Grumman stock
	held by our employees on the distribution date will be reduced
	to reflect the value of the distribution, which will be
	calculated using the equitable adjustment approach contained in
	the existing awards.
	 
	U.S.
	Federal Income Tax Consequences of the Spin-Off
	 
	Northrop Grumman has received the IRS Ruling and will receive an
	opinion from the law firm of Ivins, Phillips & Barker
	substantially to the effect that, among other things,
	(i) the holding company reorganization, together with
	certain other internal reorganization transactions, will qualify
	for tax-free treatment, and (ii) the distribution will
	qualify under Section 355 of the Code as a tax-free
	spin-off to the holders of Northrop Grumman common stock (except
	with respect to cash received in lieu of fractional shares of
	our common stock) and will be tax-free to Northrop Grumman and
	HII. Assuming the holding company reorganization, together with
	certain other internal reorganization transactions, qualifies
	for tax-free treatment, and the distribution qualifies under
	Section 355 of the Code as tax-free:
	 
	In the holding company reorganization:
	 
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 | 
 | 
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 | 
	    
 | 
	no gain or loss will be recognized by the holders of Northrop
	Grumman common stock upon their receipt of New NGC common stock
	in exchange for their Current NGC common stock in the holding
	company reorganization;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	the basis of New NGC common stock received in exchange for
	Current NGC common stock in the holding company reorganization
	will be equal to the basis of the Current NGC common stock
	surrendered in exchange therefor; and
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| 
	 
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| 
	 
 | 
	    
 | 
	the holding period of New NGC common stock received in exchange
	for Current NGC stock in the holding company reorganization will
	include the period during which the stockholder held the Current
	NGC common stock, provided the Current NGC common stock is held
	as a capital asset on the date of the merger in the holding
	company reorganization.
 | 
	 
	In the internal reorganization, neither we nor Northrop Grumman
	will recognize any taxable income, gain or loss.
	 
	In the distribution:
	 
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 | 
| 
	 
 | 
	    
 | 
	no gain or loss will be recognized by, and no amount will be
	included in the income of, holders of Northrop Grumman common
	stock upon their receipt of shares of our common stock in the
	distribution;
 | 
| 
	 
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| 
	 
 | 
	    
 | 
	the basis of Northrop Grumman common stock immediately before
	the distribution will be allocated between the Northrop Grumman
	common stock and our common stock received in the distribution,
	in proportion with relative fair market values at the time of
	the distribution;
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	the holding period of our common stock received by each Northrop
	Grumman stockholder will include the period during which the
	stockholder held the Northrop Grumman common stock on which the
	distribution is made, provided that the Northrop Grumman common
	stock is held as a capital asset on the distribution date;
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	any cash received in lieu of fractional share interest in our
	common stock will give rise to taxable gain or loss equal to the
	difference between the amount of cash received and the tax basis
	allocable to the fractional share interests, determined as
	described above, and such gain will be capital gain or loss if
	the Northrop Grumman common stock on which the distribution is
	made is held as a capital asset on the distribution
	date; and
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	no gain or loss will be recognized by Northrop Grumman upon the
	distribution of our common stock.
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	U.S. Treasury regulations require certain stockholders that
	receive stock in a spin-off to attach to their respective
	U.S. Federal income tax returns, for the year in which the
	spin-off occurs, a detailed statement setting forth certain
	information relating to the spin-off. Shortly after the
	distribution, Northrop Grumman will provide stockholders who
	receive our common stock in the distribution with the
	information necessary to comply with that
	52
 
	requirement, as well as information to help stockholders
	allocate their stock basis between their Northrop Grumman common
	stock and our common stock.
	 
	The IRS Ruling is, and the opinion of counsel will be,
	conditioned on the truthfulness and completeness of certain
	factual statements and representations provided by Northrop
	Grumman and us. If those factual statements and representations
	are incomplete or untrue in any material respect, the IRS Ruling
	and opinion of counsel could become inoperative. Northrop
	Grumman and we have reviewed the statements of fact and
	representations on which the IRS Ruling is, and the opinion of
	counsel will be, based, and neither Northrop Grumman nor we are
	aware of any facts or circumstances that would cause any of the
	statements of fact or representations to be incomplete or
	untrue. Both Northrop Grumman and we have agreed to some
	restrictions on our future actions to provide further assurance
	that the distribution will qualify as a tax-free distribution
	under Section 355 of the Code.
	 
	If the holding company reorganization does not qualify as a
	tax-free reorganization, taxable gain or loss would be
	recognized by each holder of Northrop Grumman stock. The amount
	of such gain or loss would be equal to the difference between
	the fair market value of such holders New NGC stock
	(including our stock received in the distribution) and such
	holders adjusted basis in his, her or its Current NGC
	stock. In addition, if the holding company reorganization does
	not qualify as a tax-free organization, taxable gain would be
	recognized by Northrop Grumman. The amount of such gain would
	result in a significant U.S. Federal income tax liability
	to Northrop Grumman.
	 
	If the distribution does not qualify under Section 355 of
	the Code, each holder of Northrop Grumman common stock receiving
	our common stock in the distribution would be treated as
	receiving a taxable distribution in an amount equal to the fair
	market value of our common stock received, which would result in:
	 
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	a taxable dividend to the extent of the stockholders pro
	rata share of Northrop Grummans current and accumulated
	earnings and profits;
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	a reduction in the stockholders basis in Northrop Grumman
	common stock to the extent the amount received exceeds such
	stockholders share of earnings and profits;
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	taxable gain from the exchange of Northrop Grumman common stock
	to the extent the amount received exceeds both the
	stockholders share of earnings and profits and the
	stockholders basis in Northrop Grumman common
	stock; and
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	basis in our stock equal to its fair market value on the date of
	the distribution.
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	Under certain circumstances Northrop Grumman would recognize
	taxable gain on the distribution. These circumstances would
	include the following:
	 
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	the distribution does not qualify as tax-free under
	Section 355 of the Code; and
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	there are one or more acquisitions (including issuances) of
	either our stock or the stock of Northrop Grumman, representing
	50% or more, measured by vote or value, of the then-outstanding
	stock of either corporation, and the acquisition or acquisitions
	are deemed to be part of a plan or series of related
	transactions that include the distribution. Any such acquisition
	of our stock within two years before or after the distribution
	(with exceptions, including public trading by less-than-5%
	stockholders and certain compensatory stock issuances) generally
	will be presumed to be part of such a plan unless we can rebut
	that presumption.
 | 
	 
	The amount of such gain would result in a significant
	U.S. Federal income tax liability to Northrop Grumman.
	 
	Furthermore, under certain circumstances, we would recognize
	taxable gain on portions of the internal reorganization. These
	circumstances would include the following:
	 
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	certain portions of the holding company reorganization or the
	internal reorganization do not qualify as a tax-free
	reorganization; and
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	there are one or more acquisitions (including issuances and
	repurchases) of either our stock or the stock of NGSC, a
	subsidiary of Northrop Grumman, representing 50% or more,
	measured by vote or value, of the then-outstanding stock of
	either corporation, and the acquisition or acquisitions are
	deemed to be part of a
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	53
 
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	plan or series of related transactions that include the internal
	reorganization. Any such acquisition of our stock within two
	years before or after the distribution (with exceptions,
	including public trading by less-than-5% stockholders and
	certain compensatory stock issuances) generally will be presumed
	to be part of such a plan unless we can rebut that presumption.
 | 
	 
	The amount of such gain would result in a significant
	U.S. Federal income tax liability to us, which may have a
	material adverse effect on our financial position, results of
	operations or cash flows.
	 
	We will agree to indemnify Northrop Grumman for any tax
	liabilities of Northrop Grumman resulting from the holding
	company reorganization, the internal reorganization, and the
	distribution under certain circumstances. Our obligation to
	indemnify Northrop Grumman may discourage, delay or prevent a
	change of control of our company. In addition, under IRS
	regulations, each member of the Northrop Grumman consolidated
	tax return group at the time of the spin-off (including us and
	our subsidiaries) would be severally liable to the IRS for such
	tax liability. The resulting tax liability may have a material
	adverse effect on both our and Northrop Grummans financial
	position, results of operations or cash flows.
	 
	The preceding summary of the anticipated U.S. Federal
	income tax consequences of the spin-off is for general
	information only. Northrop Grumman stockholders should consult
	their own tax advisors as to the specific tax consequences of
	the spin-off to them, including the application and effect of
	state, local or
	non-U.S. tax
	laws and of changes in applicable tax laws.
	 
	Results
	of the Spin-Off
	 
	After the spin-off, we will be an independent, publicly owned
	company. Immediately following the spin-off, we expect to have
	approximately 32,000 holders of shares of our common stock
	and approximately 48.8 million shares of our common
	stock outstanding, based on the number of stockholders and
	outstanding shares of Northrop Grumman common stock expected as
	of the record date. The figures assume no exercise of
	outstanding options and exclude shares of Northrop Grumman
	common stock held directly or indirectly by Northrop Grumman, if
	any. The actual number of shares to be distributed will be
	determined on the record date and will reflect any exercise of
	Northrop Grumman options between the date the Northrop Grumman
	board of directors declares the dividend for the distribution
	and the record date for the distribution.
	 
	For information regarding options to purchase shares of our
	common stock that will be outstanding after the distribution,
	see Capitalization, Certain Relationships and
	Related Party TransactionsAgreements with Northrop Grumman
	Related to the Spin-Off-Employee Matters Agreement and
	Management.
	 
	Before the spin-off, we will enter into several agreements with
	Northrop Grumman to effect the spin-off and provide a framework
	for our relationship with Northrop Grumman after the spin-off.
	These agreements will govern the relationship between us and
	Northrop Grumman after completion of the spin-off and provide
	for the allocation between us and Northrop Grumman of Northrop
	Grummans assets, liabilities and obligations. For a more
	detailed description of these agreements, see Certain
	Relationships and Related Party TransactionsAgreements
	with Northrop Grumman Related to the Spin-Off.
	 
	Trading
	Prior to the Distribution Date
	 
	It is anticipated that, at least two trading days prior to the
	record date and continuing up to and including the distribution
	date, there will be a when-issued market in our
	common stock. When-issued trading refers to a sale or purchase
	made conditionally because the security has been authorized but
	not yet issued. The when-issued trading market will be a market
	for shares of our common stock that will be distributed to
	Northrop Grumman stockholders on the distribution date. Any
	Northrop Grumman stockholder that owns shares of Northrop
	Grumman common stock at the close of business on the record date
	will be entitled to shares of our common stock distributed in
	the spin-off. Northrop Grumman stockholders may trade this
	entitlement to shares of our common stock, without the shares of
	Northrop Grumman common stock they own, on the when-issued
	market. On the first trading day following the distribution
	date, we expect when-issued trading with respect to our common
	stock will end and regular-way trading will begin.
	See Trading Market.
	54
 
	Following the distribution date, we expect shares of our common
	stock to be listed on the NYSE under the ticker symbol
	HII. We will announce the when-issued ticker symbol
	when and if it becomes available.
	 
	It is also anticipated that, at least two trading days prior to
	the record date and continuing up to and including the
	distribution date, there will be two markets in Northrop Grumman
	common stock: a regular-way market and an
	ex-distribution market. Shares of Northrop Grumman
	common stock that trade on the regular-way market will trade
	with an entitlement to shares of our common stock distributed
	pursuant to the distribution. Shares that trade on the
	ex-distribution market will trade without an entitlement to
	shares of our common stock distributed pursuant to the
	distribution. Therefore, if shares of Northrop Grumman common
	stock are sold in the regular-way market up to and including the
	distribution date, the selling stockholders right to
	receive shares of our common stock in the distribution will be
	sold as well. However, if Northrop Grumman stockholders own
	shares of Northrop Grumman common stock at the close of business
	on the record date and sell those shares on the ex-distribution
	market up to and including the distribution date, the selling
	stockholders will still receive the shares of our common stock
	that they would otherwise receive pursuant to the distribution.
	See Trading Market.
	 
	Treatment
	of 401(k) Shares for Current and Former Employees
	 
	Our
	Employees Invested in the Northrop Grumman Stock Fund of the
	Northrop Grumman 401(k)Plan.
	 
	Our current and former employees who hold accounts in the
	Northrop Grumman 401(k) Plan on March 30, 2011 will have
	their accounts transferred to the HII 401(k) Plan, as of
	March 31, 2011, including any shares of Northrop Grumman
	common stock held in the Northrop Grumman Stock Fund under the
	Northrop Grumman 401(k) Plan. On the distribution date, one
	share of our common stock, based on the distribution ratio for
	every six shares of Northrop Grumman common stock held in
	such employees Northrop Grumman stock fund account, will
	be included in a new HII stock fund account under the HII 401(k)
	Plan. However, in conformity with the fiduciary responsibility
	requirements of ERISA, remaining shares of Northrop Grumman
	common stock held in our employees Northrop Grumman stock
	fund accounts following the distribution will be disposed of and
	allocated to another investment alternative available under the
	HII 401(k) Plan as directed by participants until such date as
	shall be determined by the Investment Committee, after which
	date the Investment Committee shall dispose of all remaining
	shares and invest the proceeds in another investment alternative
	to be determined by the Investment Committee (but this will not
	prohibit diversified, collectively managed investment
	alternatives available under the HII 401(k) Plan from holding
	Northrop Grumman common stock or prohibit employees who use
	self-directed accounts in the HII 401(k) Plan from investing
	their accounts in Northrop Grumman common stock).
	 
	Northrop
	Grumman Employees Invested in the Northrop Grumman Stock Fund of
	the Northrop Grumman 401(k) Plan.
	 
	Current and former Northrop Grumman employees who hold shares of
	Northrop Grumman common stock in their Northrop Grumman 401(k)
	Plan account as of the record date will receive shares of our
	common stock in the distribution. Our shares will be included in
	a new, temporary HII stock fund under the Northrop Grumman
	401(k) Plan. In conformity with the fiduciary responsibility
	requirements of ERISA, remaining shares of our common stock held
	in the temporary HII stock fund following the distribution will
	be disposed of and allocated to another investment alternative
	available under the Northrop Grumman 401(k) Plan as directed by
	participants until such date as shall be determined by the
	Investment Committee, after which date the Investment Committee
	shall dispose of all remaining shares and invest the proceeds in
	another investment alternative to be determined by the
	Investment Committee (but this will not prohibit diversified,
	collectively managed investment alternatives available under the
	Northrop Grumman 401(k) Plan from holding our common stock or
	prohibit employees who use self-directed accounts in the
	Northrop Grumman 401(k) Plan from investing their accounts in
	our common stock).
	 
	Incurrence
	of Debt
	 
	It is anticipated that, prior to the spin-off, we will
	(i) receive the net proceeds from the HII Debt,
	(ii) enter into the HII Credit Facility and (iii) make
	the Contribution, all on terms acceptable to Northrop Grumman.
	55
 
	Conditions
	to the Spin-Off
	 
	We expect that the spin-off will be effective as of
	12:01 a.m., Eastern time, on March 31, 2011, the
	distribution date, provided that the following conditions shall
	have been satisfied or waived by Northrop Grumman:
	 
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	the board of directors of Northrop Grumman, in its sole and
	absolute discretion, shall have authorized and approved the
	spin-off and not withdrawn such authorization and approval, and
	the New NGC board shall have declared the dividend of our common
	stock to Northrop Grumman stockholders;
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	the Separation and Distribution Agreement and each ancillary
	agreement contemplated by the Separation and Distribution
	Agreement shall have been executed by each party thereto;
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	the SEC shall have declared effective our registration statement
	on Form 10, of which this information statement is a part,
	under the Exchange Act, and no stop order suspending the
	effectiveness of the registration statement shall be in effect,
	and no proceedings for such shall be pending before or
	threatened by the SEC;
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	our common stock shall have been accepted for listing on the
	NYSE or another national securities exchange approved by
	Northrop Grumman, subject to official notice of issuance;
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	the internal reorganization (as described in
	Background) shall have been completed;
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	Northrop Grumman shall have received the IRS Ruling and an
	opinion of its tax counsel, each of which shall remain in full
	force and effect, that the spin-off (including the internal
	reorganization) will not result in the recognition, for
	U.S. Federal income tax purposes, of gain or loss to
	Northrop Grumman or its stockholders, except to the extent of
	cash received in lieu of fractional shares;
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	HII shall have (i) entered into the HII Credit Facility,
	(ii) received the net proceeds from the HII Debt and
	(iii) made the Contribution;
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	no order, injunction or decree that would prevent the
	consummation of the distribution shall be threatened, pending or
	issued (and still in effect) by any governmental authority of
	competent jurisdiction, other legal restraint or prohibition
	preventing consummation of the distribution shall be in effect
	and no other event outside the control of Northrop Grumman shall
	have occurred or failed to occur that prevents the consummation
	of the distribution;
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	no other events or developments shall have occurred prior to the
	distribution that, in the judgment of the board of directors of
	Northrop Grumman, would result in the spin-off having a
	significant adverse effect on Northrop Grumman or its
	stockholders;
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	prior to the distribution, this information statement shall have
	been mailed to the holders of Northrop Grumman common stock as
	of the record date;
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	our current directors shall have duly elected the individuals
	listed as members of our post-distribution board of directors in
	this information statement, and such individuals shall become
	the members of our board of directors immediately prior to the
	distribution;
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	prior to the distribution, Northrop Grumman shall have delivered
	to us resignations from those HII positions, effective as of
	immediately prior to the distribution, of each individual who
	will be an employee of Northrop Grumman after the distribution
	and who is our officer or director immediately prior to the
	distribution; and
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	immediately prior to the distribution, the Restated Certificate
	of Incorporation and the Restated Bylaws, each in substantially
	the form filed as an exhibit to the registration statement on
	Form 10 of which this information statement is a part,
	shall be in effect.
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	The fulfillment of the foregoing conditions will not create any
	obligation on Northrop Grummans part to effect the
	spin-off. We are not aware of any material federal or state
	regulatory requirements that must be complied with or any
	material approvals that must be obtained, other than compliance
	with SEC rules and regulations and the declaration of
	effectiveness of the registration statement on Form 10 by
	the SEC, in connection with the distribution.
	56
 
	Northrop Grumman has the right not to complete the spin-off if,
	at any time prior to the distribution, the board of directors of
	Northrop Grumman determines, in its sole discretion, that the
	spin-off is not in the best interests of Northrop Grumman or its
	stockholders, that a sale or other alternative is in the best
	interests of Northrop Grumman or its stockholders or that it is
	not advisable for us to separate from Northrop Grumman.
	 
	Reason
	for Furnishing this Information Statement
	 
	This information statement is being furnished solely to provide
	information to Northrop Grummans stockholders that are
	entitled to receive shares of our common stock in the spin-off.
	This information statement is not, and is not to be construed
	as, an inducement or encouragement to buy, hold or sell any of
	our securities. We believe that the information in this
	information statement is accurate as of the date set forth on
	the cover. Changes may occur after that date and neither
	Northrop Grumman nor we undertake any obligation to update the
	information except in the normal course of our respective public
	disclosure obligations.
	57
 
	 
	TRADING
	MARKET
	 
	Market
	for Our Common Stock
	 
	There has been no public market for our common stock. An active
	trading market may not develop or may not be sustained. We
	anticipate that trading of our common stock will commence on a
	when-issued basis at least two trading days prior to
	the record date and continue through the distribution date.
	When-issued trading refers to a sale or purchase made
	conditionally because the security has been authorized but not
	yet issued. When-issued trades generally settle within four
	trading days after the distribution date. If you own shares of
	Northrop Grumman common stock at the close of business on the
	record date, you will be entitled to shares of our common stock
	distributed pursuant to the spin-off. You may trade this
	entitlement to shares of our common stock, without the shares of
	Northrop Grumman common stock you own, on the when-issued
	market. On the first trading day following the distribution
	date, any when-issued trading with respect to our common stock
	will end and regular-way trading will begin. We
	intend to list our common stock on the NYSE under the ticker
	symbol HII. We will announce our when-issued trading
	symbol when and if it becomes available.
	 
	It is also anticipated that, at least two trading days prior to
	the record date and continuing up to and including the
	distribution date, there will be two markets in Northrop Grumman
	common stock: a regular-way market and an
	ex-distribution market. Shares of Northrop Grumman
	common stock that trade on the regular-way market will trade
	with an entitlement to shares of our common stock distributed
	pursuant to the distribution. Shares that trade on the
	ex-distribution market will trade without an entitlement to
	shares of our common stock distributed pursuant to the
	distribution. Therefore, if you sell shares of Northrop Grumman
	common stock in the regular-way market up to and including the
	distribution date, you will be selling your right to receive
	shares of our common stock in the distribution. However, if you
	own shares of Northrop Grumman common stock at the close of
	business on the record date and sell those shares on the
	ex-distribution market up to and including the distribution
	date, you will still receive the shares of our common stock that
	you would otherwise receive pursuant to the distribution.
	 
	We cannot predict the prices at which our common stock may trade
	before the spin-off on a when-issued basis or after
	the spin-off. Those prices will be determined by the
	marketplace. Prices at which trading in our common stock occurs
	may fluctuate significantly. Those prices may be influenced by
	many factors, including anticipated or actual fluctuations in
	our operating results or those of other companies in our
	industry, investor perception of our company and the
	shipbuilding industry, market fluctuations and general economic
	conditions. In addition, the stock market in general has
	experienced extreme price and volume fluctuations that have
	affected the performance of many stocks and that have often been
	unrelated or disproportionate to the operating performance of
	these companies. These are just some factors that may adversely
	affect the market price of our common stock. See Risk
	Factors-Risks Relating to Our Common Stock.
	 
	Transferability
	of Shares of Our Common Stock
	 
	We expect that upon completion of the spin-off, we will have
	approximately 48.8 million shares of common stock
	issued and outstanding, based on the number of shares of
	Northrop Grumman common stock expected to be outstanding as of
	the record date. The shares of our common stock that you will
	receive in the distribution will be freely transferable, unless
	you are considered an affiliate of ours under
	Rule 144 under the Securities Act of 1933, as amended (the
	Securities Act). Persons who can be considered our
	affiliates after the spin-off generally include individuals or
	entities that directly, or indirectly through one or more
	intermediaries, control, are controlled by, or are under common
	control with, us, and may include certain of our officers and
	directors. As of the record date, we estimate that our directors
	and officers will beneficially own 98,510 shares of our
	common stock. In addition, individuals who are affiliates of
	Northrop Grumman on the distribution date may be deemed to be
	affiliates of ours. Our affiliates may sell shares of our common
	stock received in the distribution only:
	 
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	under a registration statement that the SEC has declared
	effective under the Securities Act; or
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	under an exemption from registration under the Securities Act,
	such as the exemption afforded by Rule 144.
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	58
 
	 
	In general, under Rule 144 as currently in effect, an
	affiliate will be entitled to sell, within any three-month
	period commencing 90 days after the date the registration
	statement, of which this information statement is a part, is
	declared effective, a number of shares of our common stock that
	does not exceed the greater of:
	 
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	1.0% of our common stock then outstanding; or
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	the average weekly trading volume of our common stock on the
	NYSE during the four calendar weeks preceding the filing of a
	notice on Form 144 with respect to the sale.
 | 
	 
	Sales under Rule 144 are also subject to restrictions
	relating to manner of sale and the availability of current
	public information about us.
	 
	In the future, we may adopt new stock option and other
	equity-based award plans and issue options to purchase shares of
	our common stock and other stock-based awards. We currently
	expect to file a registration statement under the Securities Act
	to register shares to be issued under these stock plans. Shares
	issued pursuant to awards after the effective date of the
	registration statement, other than shares issued to affiliates,
	generally will be freely tradable without further registration
	under the Securities Act.
	 
	Except for our common stock distributed in the distribution,
	none of our equity securities will be outstanding on or
	immediately after the spin-off and there are no registration
	rights agreements existing with respect to our common stock.
	59
 
	 
	DIVIDEND
	POLICY
	 
	We do not currently intend to pay a dividend. Going forward, our
	dividend policy will be established by our board of directors
	based on our financial condition, results of operations and
	capital requirements, as well as applicable law, regulatory
	constraints, industry practice and other business considerations
	that our board of directors considers relevant. In addition, the
	terms of the agreements governing our new debt or debt that we
	may incur in the future may limit or prohibit the payments of
	dividends. There can be no assurance that we will pay a dividend
	in the future or continue to pay any dividend if we do commence
	the payment of dividends. There can also be no assurance that
	the combined annual dividends on Northrop Grumman common stock
	and our common stock after the spin-off, if any, will be equal
	to the annual dividends on Northrop Grumman common stock prior
	to the spin-off.
	60
 
	 
	CAPITALIZATION
	 
	The following table presents NGSBs historical
	capitalization at December 31, 2010 and our pro forma
	capitalization at that date reflecting the spin-off and the
	related transactions and events described in the notes to our
	unaudited pro forma condensed consolidated balance sheet as if
	the spin-off and the related transactions and events, including
	our financing transaction, had occurred on December 31,
	2010. The capitalization table below should be read together
	with Managements Discussion and Analysis of
	Financial Condition and Results of Operations, and
	NGSBs historical consolidated financial statements, our
	unaudited pro forma condensed consolidated financial statements
	and the notes to those financial statements included elsewhere
	in this information statement.
	 
	We are providing the capitalization table below for
	informational purposes only. It should not be construed to be
	indicative of our capitalization or financial condition had the
	spin-off and the related transactions and events been completed
	on the date assumed. The capitalization table below may not
	reflect the capitalization or financial condition that would
	have resulted had we been operated as a separate, independent
	entity at that date and is not necessarily indicative of our
	future capitalization or financial condition.
	 
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	December 31, 2010
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	Pro Forma
 
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	$ in millions
 
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	Historical
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	Adjustments
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	Pro Forma
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| 
	 
 | 
| 
 
	Cash and cash equivalents
 
 | 
	 
 | 
	$
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	300
 | 
	 [A]
 | 
	 
 | 
	$
 | 
	300
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Debt, including current and long-term:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	$
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	105
 | 
	 
 | 
| 
 
	Revolving credit facility
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	  
 | 
	 [A]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Term loan
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	575
 | 
	 [A]
 | 
	 
 | 
	 
 | 
	575
 | 
	 
 | 
| 
 
	Senior notes
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,200
 | 
	 [A]
 | 
	 
 | 
	 
 | 
	1,200
 | 
	 
 | 
| 
 
	Notes payable to parent
 
 | 
	 
 | 
	 
 | 
	715
 | 
	 
 | 
	 
 | 
	 
 | 
	(715
 | 
	)[B]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Accrued interest on notes payable to parent
 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	(239
 | 
	)[B]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total debt
 
 | 
	 
 | 
	 
 | 
	1,059
 | 
	 
 | 
	 
 | 
	 
 | 
	821
 | 
	 
 | 
	 
 | 
	 
 | 
	1,880
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Equity:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Common stock
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	  
 | 
	 [B]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Additional paid-in capital
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,508
 | 
	 [B]
 | 
	 
 | 
	 
 | 
	1,508
 | 
	 
 | 
| 
 
	Parents equity in unit
 
 | 
	 
 | 
	 
 | 
	1,933
 | 
	 
 | 
	 
 | 
	 
 | 
	(1,933
 | 
	)[B]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Accumulated other comprehensive loss
 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total equity
 
 | 
	 
 | 
	 
 | 
	1,418
 | 
	 
 | 
	 
 | 
	 
 | 
	(425
 | 
	)
 | 
	 
 | 
	 
 | 
	993
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total capitalization
 
 | 
	 
 | 
	$
 | 
	2,477
 | 
	 
 | 
	 
 | 
	$
 | 
	396
 | 
	 
 | 
	 
 | 
	$
 | 
	2,873
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	[A]
 | 
 | 
	Historically, cash received by us has been transferred to
	Northrop Grumman, and Northrop Grumman has funded our
	disbursement accounts on an as-needed basis. The pro forma cash
	and cash equivalents balance reflects proceeds, net of fees, of
	$1,729 million from the incurrence of the HII Debt
	(consisting of $1,200 million in notes) and the HII Credit
	Facility (which includes a $575 million term loan and a
	revolving facility of $650 million, of which approximately
	$137 million of letters of credit are expected to be issued
	but undrawn at the time of the spin-off, and the remaining
	$513 million of which will be unutilized at that time),
	less a Contribution of $1,429 million to Northrop Grumman.
	This remaining balance will be available for our general
	corporate purposes. The $1,200 million in notes consist of
	a $600 million 6.875% senior note due in 2018 and a
	$600 million 7.125% senior note due in 2021. The
	$575 million term loan is due in 2016 and has a variable
	interest rate based on LIBOR plus a spread based on leverage
	ratio, which at the current leverage ratio is 2.5% and may vary
	between 2.0% and 3.0%.
 | 
| 
	 
 | 
| 
 | 
 | 
	After giving effect to the capitalization transactions,
	$513 million of borrowing capacity would have been
	available under our new $650 million revolving credit
	facility. See Description of Material Indebtedness
	for
 | 
	61
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	further information on the HII Credit Facility. We expect that
	we will obtain approximately $137 million of letters of
	credit under this facility upon closing to support various
	performance obligations.
 | 
	 
| 
 | 
 | 
 | 
| 
	[B]
 | 
 | 
	In connection with our recapitalization, we intend to retire the
	notes payable to parent of $715 million and accrued
	interest thereon of $239 million, eliminate the
	parents equity in unit of $1,933 million, eliminate
	the $50 million of pro forma adjustments described below,
	establish the capital structure ($0 million of common stock
	and $1,508 million of additional paid-in capital) of HII
	and make the Contribution of $1,429 million. The
	$50 million of pro forma adjustments consist of
	$5 million of capitalized debt issuance costs funded by
	Northrop Grumman, the removal of $28 million in accumulated
	Settlement Liabilities associated with Federal Contract Matters
	(as described in Note [B] of the Unaudited Pro Forma
	Condensed Consolidated Financial Statements) and the removal of
	$11 million in liabilities and establishment of
	$6 million in receivable from Northrop Grumman for
	uncertain federal and state tax positions (as described in
	Note [H] of the Unaudited Pro Forma Condensed Consolidated
	Financial Statements). For purposes of this capitalization
	table, we have used $.01 per share par value and 48,492,792
	shares of HII common stock, calculated using the
	one-for-six
	exchange ratio for shares of HII common stock applied to the
	290,956,752 shares of Northrop Grumman common stock outstanding
	as of December 31, 2010 as filed in Northrop Grummans
	Form 10-K. Adjustments to establish the HII common stock and the
	associated additional paid-in capital were determined based on
	the stated value of the common stock and the number of shares
	outstanding.
 | 
	62
 
	 
	SELECTED
	HISTORICAL CONSOLIDATED FINANCIAL AND OTHER DATA
	 
	The following table presents the selected historical condensed
	consolidated financial data for NGSB. The condensed consolidated
	financial data set forth below for the years ended
	December 31, 2010, 2009, 2008 and 2007 is derived from
	NGSBs audited consolidated financial statements.
	NGSBs audited consolidated financial statements for the
	years ended December 31, 2010, 2009 and 2008 are included
	elsewhere in this information statement. The condensed
	consolidated financial data as of and for the year ended
	December 31, 2006 is derived from NGSBs unaudited
	consolidated financial statements that are not included in this
	information statement. The unaudited consolidated financial
	statements have been prepared on the same basis as the audited
	consolidated financial statements and, in the opinion of our
	management include all adjustments necessary for a fair
	presentation of the information set forth herein.
	 
	The selected historical condensed consolidated financial and
	other data presented below should be read in conjunction with
	NGSBs consolidated financial statements and accompanying
	notes and Capitalization and Managements
	Discussion and Analysis of Financial Condition and Results of
	Operations included elsewhere in this information
	statement. NGSBs condensed consolidated financial data may
	not be indicative of our future performance and does not
	necessarily reflect what our financial position and results of
	operations would have been had we been operating as an
	independent, publicly owned company during the periods
	presented, including changes that will occur in our operations
	and capitalization as a result of the spin-off from Northrop
	Grumman. See Unaudited Pro Forma Condensed Consolidated
	Financial Statements for a further description of the
	anticipated changes.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	(Year Ended) December 31
 | 
	 
 | 
| 
 
	(in millions)
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	2007
 | 
	 
 | 
	 
 | 
	2006
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,292
 | 
	 
 | 
	 
 | 
	$
 | 
	6,189
 | 
	 
 | 
	 
 | 
	$
 | 
	5,692
 | 
	 
 | 
	 
 | 
	$
 | 
	5,319
 | 
	 
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
	 
 | 
	 
 | 
	211
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,354
 | 
	)
 | 
	 
 | 
	 
 | 
	447
 | 
	 
 | 
	 
 | 
	 
 | 
	331
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	135
 | 
	 
 | 
	 
 | 
	 
 | 
	124
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,420
 | 
	)
 | 
	 
 | 
	 
 | 
	276
 | 
	 
 | 
	 
 | 
	 
 | 
	194
 | 
	 
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	 
 | 
	5,203
 | 
	 
 | 
	 
 | 
	 
 | 
	5,036
 | 
	 
 | 
	 
 | 
	 
 | 
	4,760
 | 
	 
 | 
	 
 | 
	 
 | 
	7,658
 | 
	 
 | 
	 
 | 
	 
 | 
	7,644
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
| 
 
	Total long-term obligations
 
 | 
	 
 | 
	 
 | 
	1,559
 | 
	 
 | 
	 
 | 
	 
 | 
	1,645
 | 
	 
 | 
	 
 | 
	 
 | 
	1,761
 | 
	 
 | 
	 
 | 
	 
 | 
	1,790
 | 
	 
 | 
	 
 | 
	 
 | 
	1,784
 | 
	 
 | 
| 
 
	Free cash flow (1)
 
 | 
	 
 | 
	 
 | 
	168
 | 
	 
 | 
	 
 | 
	 
 | 
	(269
 | 
	)
 | 
	 
 | 
	 
 | 
	121
 | 
	 
 | 
	 
 | 
	 
 | 
	364
 | 
	 
 | 
	 
 | 
	 
 | 
	164
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Free cash flow is a non-GAAP financial measure and represents
	cash from operating activities less capital expenditure. See
	Managements Discussion and Analysis of Financial
	Condition and Results of Operations-Liquidity and Capital
	Resources-Free Cash Flow for more information on this
	measure.
 | 
	63
 
	 
	UNAUDITED
	PRO FORMA CONDENSED CONSOLIDATED FINANCIAL STATEMENTS
	 
	The following table presents our unaudited pro forma condensed
	consolidated financial data, reflecting adjustments to
	NGSBs condensed consolidated financial data for the year
	ended December 31, 2010. NGSBs condensed consolidated
	financial data for the year ended December 31, 2010 is
	derived from NGSBs audited consolidated financial
	statements included elsewhere in this information statement.
	 
	The unaudited pro forma condensed consolidated financial data
	for the year ended December 31, 2010 have been prepared to
	reflect the spin-off, including: (i) the distribution of
	48,492,792 shares of HII common stock by Northrop Grumman to its
	stockholders; (ii) the incurrence of $1,775 million of
	the HII Debt and the HII Credit Facility by HII and the making
	of the $1,429 million Contribution; (iii) adjustments
	for certain federal contract matters in accordance with the
	Separation and Distribution Agreement; (iv) adjustments for
	uncertain federal and state tax positions in accordance with the
	Tax Matters Agreement; (v) the cost of special long-term
	incentive stock grants, which are contingent upon completion of
	the spin-off, in the form of restricted stock rights for our
	Named Executive Officers, including our President, and other key
	employees; and (vi) the cost of modifying certain terms of
	existing long-term incentive stock plans to allow continued
	vesting for our participants. No pro forma adjustments have been
	included for the Transition Services Agreement, as we expect
	that the costs for the Transition Services Agreement will be
	comparable to those included in our historical consolidated
	financial statements. The unaudited pro forma condensed
	consolidated statement of operations data presented for the year
	ended December 31, 2010 assumes the spin-off occurred on
	January 1, 2010, the first day of fiscal year 2010.
	Earnings per share calculations are based on the pro forma
	weighted average shares that would have been outstanding during
	2010 (49.5 million shares) determined by applying the
	one-for-six
	exchange ratio to Northrop Grummans basic weighted average
	shares outstanding for the year ended December 31, 2010.
	The unaudited pro forma condensed consolidated statement of
	financial position data assumes the spin-off occurred on
	December 31, 2010. The assumptions used and pro forma
	adjustments derived from such assumptions are based on currently
	available information and we believe such assumptions are
	reasonable under the circumstances.
	 
	The unaudited pro forma condensed consolidated financial
	statements are not necessarily indicative of our results of
	operations or financial condition had the distribution and our
	anticipated post-spin-off capital structure been completed on
	the dates assumed. Also, they may not reflect the results of
	operations or financial condition which would have resulted had
	we been operating as an independent, publicly owned company
	during such periods. In addition, they are not necessarily
	indicative of our future results of operations or financial
	condition.
	64
 
	HII
	 
	Unaudited
	Pro Forma Condensed Consolidated Statement of
	Operations
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31, 2010
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Pro Forma
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	In millions except per share data
 
 | 
	 
 | 
	Historical
 | 
	 
 | 
	 
 | 
	Adjustments
 | 
	 
 | 
	 
 | 
	Pro Forma
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
| 
 
	Cost of sales and service revenues
 
 | 
	 
 | 
	 
 | 
	6,475
 | 
	 
 | 
	 
 | 
	$
 | 
	(7
 | 
	)[A][B]
 | 
	 
 | 
	 
 | 
	6,468
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Operating income
 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
	 
 | 
	 
 | 
	255
 | 
	 
 | 
| 
 
	Other (expense) income
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Interest expense
 
 | 
	 
 | 
	 
 | 
	(40
 | 
	)
 | 
	 
 | 
	 
 | 
	(80
 | 
	)[C]
 | 
	 
 | 
	 
 | 
	(120
 | 
	)
 | 
| 
 
	Other, net
 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Earnings before income taxes
 
 | 
	 
 | 
	 
 | 
	206
 | 
	 
 | 
	 
 | 
	 
 | 
	(73
 | 
	)
 | 
	 
 | 
	 
 | 
	133
 | 
	 
 | 
| 
 
	Federal income taxes
 
 | 
	 
 | 
	 
 | 
	71
 | 
	 
 | 
	 
 | 
	 
 | 
	(17
 | 
	)[D]
 | 
	 
 | 
	 
 | 
	54
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net earnings
 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	(56
 | 
	)
 | 
	 
 | 
	$
 | 
	79
 | 
	 
 | 
| 
 
	Other comprehensive income, net of tax
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Comprehensive income
 
 | 
	 
 | 
	$
 | 
	151
 | 
	 
 | 
	 
 | 
	$
 | 
	  (56
 | 
	)
 | 
	 
 | 
	$
 | 
	95
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Basic earnings per share
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	1.60
 | 
	 
 | 
| 
 
	Basic weighted average common shares outstanding
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	49.5
 | 
	[I]
 | 
| 
 
	Diluted earnings per share
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	1.60
 | 
	 
 | 
| 
 
	Diluted weighted average common shares outstanding
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	49.5
 | 
	[I]
 | 
	 
	See Notes to Unaudited Pro Forma Condensed Consolidated
	Financial Statements.
	65
 
	HII
	 
	Unaudited
	Pro Forma Condensed Consolidated Statement of Financial
	Position
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31, 2010
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Pro Forma
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Historical
 | 
	 
 | 
	 
 | 
	Adjustments
 | 
	 
 | 
	 
 | 
	Pro Forma
 | 
	 
 | 
| 
	 
 | 
| 
 
	Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash and cash equivalents
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	300
 | 
	 [E]
 | 
	 
 | 
	$
 | 
	300
 | 
	 
 | 
| 
 
	Accounts receivable, net
 
 | 
	 
 | 
	$
 | 
	728
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	728
 | 
	 
 | 
| 
 
	Inventoried costs, net
 
 | 
	 
 | 
	 
 | 
	293
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	293
 | 
	 
 | 
| 
 
	Deferred income taxes
 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
| 
 
	Prepaid expenses and other current assets
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total current assets
 
 | 
	 
 | 
	 
 | 
	1,313
 | 
	 
 | 
	 
 | 
	 
 | 
	300
 | 
	 
 | 
	 
 | 
	 
 | 
	1,613
 | 
	 
 | 
| 
 
	Property, plant and equipment, net
 
 | 
	 
 | 
	 
 | 
	1,997
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,997
 | 
	 
 | 
| 
 
	Other assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Goodwill
 
 | 
	 
 | 
	 
 | 
	1,134
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,134
 | 
	 
 | 
| 
 
	Other purchased intangibles, net
 
 | 
	 
 | 
	 
 | 
	587
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	587
 | 
	 
 | 
| 
 
	Pension plan asset
 
 | 
	 
 | 
	 
 | 
	131
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	131
 | 
	 
 | 
| 
 
	Miscellaneous other assets
 
 | 
	 
 | 
	 
 | 
	41
 | 
	 
 | 
	 
 | 
	 
 | 
	57
 | 
	 [E][H]
 | 
	 
 | 
	 
 | 
	98
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total other assets
 
 | 
	 
 | 
	 
 | 
	1,893
 | 
	 
 | 
	 
 | 
	 
 | 
	57
 | 
	 
 | 
	 
 | 
	 
 | 
	1,950
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	357
 | 
	 
 | 
	 
 | 
	$
 | 
	5,560
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Liabilities and equity
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current liabilities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Notes payable to parent
 
 | 
	 
 | 
	$
 | 
	715
 | 
	 
 | 
	 
 | 
	$
 | 
	(715
 | 
	)[G]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current portion of long-term debt
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	29
 | 
	 [E]
 | 
	 
 | 
	$
 | 
	29
 | 
	 
 | 
| 
 
	Trade accounts payable
 
 | 
	 
 | 
	 
 | 
	274
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	274
 | 
	 
 | 
| 
 
	Current portion of workers compensation liabilities
 
 | 
	 
 | 
	 
 | 
	197
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	197
 | 
	 
 | 
| 
 
	Accrued interest on notes payable to parent
 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	(239
 | 
	)[G]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current portion of post-retirement plan liabilities
 
 | 
	 
 | 
	 
 | 
	146
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	146
 | 
	 
 | 
| 
 
	Accrued employees compensation
 
 | 
	 
 | 
	 
 | 
	203
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	203
 | 
	 
 | 
| 
 
	Provision for contract losses
 
 | 
	 
 | 
	 
 | 
	107
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	107
 | 
	 
 | 
| 
 
	Advance payments and billings in excess of costs incurred
 
 | 
	 
 | 
	 
 | 
	80
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	80
 | 
	 
 | 
| 
 
	Other current liabilities
 
 | 
	 
 | 
	 
 | 
	265
 | 
	 
 | 
	 
 | 
	 
 | 
	(28
 | 
	)[B]
 | 
	 
 | 
	 
 | 
	237
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total current liabilities
 
 | 
	 
 | 
	 
 | 
	2,226
 | 
	 
 | 
	 
 | 
	 
 | 
	(953
 | 
	)
 | 
	 
 | 
	 
 | 
	1,273
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
| 
 
	Revolving credit facility
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	  
 | 
	 [F]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Term loan
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	546
 | 
	 [E]
 | 
	 
 | 
	 
 | 
	546
 | 
	 
 | 
| 
 
	Senior notes
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,200
 | 
	 [E]
 | 
	 
 | 
	 
 | 
	1,200
 | 
	 
 | 
| 
 
	Other post-retirement plan liabilities
 
 | 
	 
 | 
	 
 | 
	567
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	567
 | 
	 
 | 
| 
 
	Pension plan liabilities
 
 | 
	 
 | 
	 
 | 
	381
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	381
 | 
	 
 | 
| 
 
	Workers compensation liabilities
 
 | 
	 
 | 
	 
 | 
	351
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	351
 | 
	 
 | 
| 
 
	Deferred tax liabilities
 
 | 
	 
 | 
	 
 | 
	99
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	99
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other long-term liabilities
 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
	 
 | 
	 
 | 
	(11
 | 
	)[H]
 | 
	 
 | 
	 
 | 
	45
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total liabilities
 
 | 
	 
 | 
	 
 | 
	3,785
 | 
	 
 | 
	 
 | 
	 
 | 
	782
 | 
	 
 | 
	 
 | 
	 
 | 
	4,567
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Common stock (par value $.01)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	  
 | 
	 [G]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Additional
	paid-in-capital
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,508
 | 
	 [G][E]
 | 
	 
 | 
	 
 | 
	1,508
 | 
	 
 | 
| 
 
	Parents equity in unit
 
 | 
	 
 | 
	 
 | 
	1,933
 | 
	 
 | 
	 
 | 
	 
 | 
	(1,933
 | 
	)[G]
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Accumulated other comprehensive loss
 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total equity
 
 | 
	 
 | 
	$
 | 
	1,418
 | 
	 
 | 
	 
 | 
	$
 | 
	(425
 | 
	)
 | 
	 
 | 
	$
 | 
	993
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total liabilities and equity
 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	357
 | 
	 
 | 
	 
 | 
	$
 | 
	5,560
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	See Notes to Unaudited Pro Forma Condensed Consolidated
	Financial Statements.
	66
 
	Notes to
	Unaudited Pro Forma Condensed Consolidated Financial
	Statements
	 
| 
 | 
 | 
 | 
| 
	[A]
 | 
 | 
	We believe that costs required to operate the shipbuilding
	business as a standalone company approximate those costs
	allocated to NGSB by Northrop Grumman in the historical NGSB
	financial statements. Accordingly, no pro forma adjustment has
	been made for incremental operating costs. However, we have
	included two adjustments totaling a $13 million increase to
	cost of sales and service revenues for the year ended
	December 31, 2010, related to additional stock-based
	compensation associated with the anticipated spin-off
	transaction.
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	In connection with the anticipated spin off, retention stock
	awards are expected to be granted to key employees to ensure a
	successful transition and business continuity. Retention grants
	will be delivered in the form of restricted stock rights with
	cliff vesting on the third anniversary of the grant. The annual
	expense for the retention grants included in the pro forma
	adjustment is $10 million (based on a total grant value of
	$6 million for the Named Executive Officers (the
	NEOs) and $24 million for other key employees).
	The total value of these grants was determined based on the
	criticality of the employees position and on a percentage
	of the employees base salary. We cannot determine the
	number of shares expected to be granted at this time as each
	share will be valued based on HIIs stock price, which is
	not yet known.
 | 
| 
	 
 | 
| 
 | 
 | 
	An additional adjustment of $3 million in compensation
	expense was included in cost of sales and service revenues to
	reflect the full year impact of a modification to the terms of
	Northrop Grummans long-term incentive stock plan. The
	December 2010 modification clarified that certain Northrop
	Grumman participants transferring to HII would not be deemed
	terminated under the plan. The plan amendment was made in
	contemplation of the spin-off to allow continued vesting for our
	participants. The amount of the adjustment represents the vested
	portion of the difference between the aggregate value of the
	incentive awards at the date of the amendment and the value of
	the awards at their original date of grant.
 | 
| 
	 
 | 
| 
 | 
 | 
	There is approximately $100 million of products and
	services provided by Northrop Grumman, at its cost without
	margin, to HII to support HIIs contracts included in the
	historical cost of sales and service revenues. Northrop
	Grummans profit margin rate for the type of work provided
	to NGSB for the year ended December 31, 2010 was
	approximately 13.4%. Subsequent to the completion of the
	anticipated spin-off transaction, we will negotiate with
	Northrop Grumman the terms of future subcontract work to be
	performed by Northrop Grumman. Because the final terms of such
	work have not been negotiated and the ultimate margin rates to
	be paid by HII are unknown, we have not included any pro forma
	adjustments for incremental subcontract costs.
 | 
| 
	 
 | 
| 
	[B]
 | 
 | 
	A reduction of $20 million to cost of sales and service
	revenues and $28 million to other current liabilities
	represents the removal of the 2010 costs and Settlement
	Liabilities, respectively, associated with specific Federal
	Contract Matters (as defined in the Separation and Distribution
	Agreement) relating to costs incurred by Northrop Grumman. These
	amounts were allocated in the historical financial statements to
	represent HIIs proportionate share of Northrop
	Grummans accruals for claims and audits identifying
	potentially disallowed costs and penalties. However, the
	Separation and Distribution Agreement provides that post
	separation, HII and Northrop Grumman will each be solely
	responsible for the resolution of their respective
	pre-separation allowable cost audits relating to costs incurred
	at either the HII or Northrop Grumman level. The pro forma
	adjustment removes all costs incurred by Northrop Grumman that
	were previously allocated to HII, but which will become the sole
	responsibility of Northrop Grumman post separation pursuant to
	the Separation and Distribution Agreement. Costs and obligations
	incurred by HII for its potential disallowed costs and penalties
	have been included in the consolidated financial statements and
	are insignificant.
 | 
| 
	 
 | 
| 
	[C]
 | 
 | 
	The adjustment to interest expense includes $115 million
	for the year ended December 31, 2010, related to HIIs
	issuance of $1,775 million of debt as described in
	Note [E] and the removal of $35 million of interest
	associated with the elimination of $27 million in interest on
	the notes payable to parent as described in Note [G] and
	$8 million in interest related to the $178 million in Go
	Zone IRBs that was replaced by an equal amount of note payable
	to parent in November 2010 and effectively refinanced as part of
	the HII Debt. The pro forma interest expense of $115 million
	represents interest expense of $100 million using the interest
	rates and maturities for the $1,775 debt issuance described in
	Note [E], plus $4 million in annual fees associated with
	issued but undrawn letters of credit under the HII Credit
	Facility, $3 million in annual commitment fees associated
	with the unutilized balance of the HII Credit Facility and $8
	million in amortization of debt issuance costs, determined as
	described below.
 | 
| 
	 
 | 
| 
 | 
 | 
	The $27 million interest adjustment was determined by applying
	the 5% annual interest rate to $537 million of principal for two
	of the notes payable to parent outstanding for the entire year
	and by applying the 4.55% annual interest rate to $178 million
	of principal for the note payable to parent that replaced the Go
	Zone IRBs in November 2010.
 | 
	67
 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	The $4 million interest adjustment for outstanding letters
	of credit under the HII Credit Facility was determined by
	applying the 2.75% annual fee rate to the expected
	$137 million of letters of credit discussed in
	Note [F]. The $3 million interest adjustment for the
	unutilized HII Credit Facility was determined by applying the
	0.5% annual commitment fee rate to the $513 million of
	unutilized HII Credit Facility discussed in Note [F].
 | 
	 
| 
 | 
 | 
 | 
| 
 | 
 | 
	The amortization of debt issuance costs of $8 million was
	determined by calculating the annual cost associated with the
	$51 million of capitalized costs described in Note [E]. The
	components of the capitalized costs were $25 million for
	the HII Credit Facility term loan to be amortized over five
	years, $13 million for the HII Debt note due in 2018 to be
	amortized over seven years and $13 million for the other HII
	Debt note due in 2021 to be amortized over 10 years.
 | 
| 
	 
 | 
| 
	[D]
 | 
 | 
	The adjustment to Federal income taxes represents the tax effect
	of the pro forma adjustments impacting earnings before income
	taxes calculated using the U.S. statutory tax rate of 35% and an
	increase of $9 million in tax expense associated with the
	removal of the liability for uncertain federal tax positions as
	discussed in Note [H].
 | 
| 
	 
 | 
| 
	[E]
 | 
 | 
	These adjustments reflect the incurrence of the HII Debt and
	entry into the term loan under the HII Credit Facility in an
	aggregate amount of $1,775 million and the Contribution in
	the amount of $1,429 million. The $1,200 million in
	HII Debt consist of a $600 million 6.875% senior note
	due in 2018 and a $600 million 7.125% senior note due
	in 2021. The $575 million term loan is due in 2016 and has
	a variable interest rate based on LIBOR. The rate used in the
	pro forma adjustment, which averaged 2.84% for 2010, represents
	the LIBOR rates measured quarterly during the year, plus 2.5%.
	Costs and expenses related to obtaining the HII Debt including
	$5 million in costs funded by Northrop Grumman (as
	discussed in Note [G]), for an estimated total of
	$51 million, will be capitalized in accordance with GAAP.
 | 
| 
	 
 | 
| 
	[F]
 | 
 | 
	After giving effect to the capitalization transactions,
	$513 million of borrowing capacity would have been
	available under our new revolving credit facility of
	$650 million. See Description of Material
	Indebtedness for further information on the HII Credit
	Facility. We expect that we will obtain approximately
	$137 million of letters of credit under this facility upon
	closing to support various performance obligations, and we
	expect that there will be no outstanding borrowings under this
	facility at the date of separation.
 | 
	 
| 
 | 
 | 
 | 
| 
	[G]
 | 
 | 
	In connection with our recapitalization, we intend to retire the
	notes payable to parent of $715 million and accrued interest
	thereon of $239 million, eliminate the parents equity in
	unit of $1,933 million, eliminate the $50 million of pro forma
	adjustments described below, establish the capital structure ($0
	million of common stock and $1,508 million of additional paid-in
	capital) of HII and make the Contribution of $1,429 million. The
	$50 million of pro forma adjustments consist of $5 million
	of capitalized debt issuance costs funded by Northrop Grumman,
	the removal of $28 million in accumulated Settlement
	Liabilities associated with Federal Contract Matters as
	described in Note [B] and the removal of $11 million
	in liabilities and establishment of $6 million in
	receivable from Northrop Grumman for uncertain federal and state
	tax positions as described in Note [H]. For purposes of
	these pro forma financial statements, we have used $.01 per
	share par value and 48,492,792 shares of HII common stock,
	calculated using the
	one-for-six
	exchange ratio for shares of HII common stock applied to the
	290,956,752 shares of Northrop Grumman common stock outstanding
	as of December 31, 2010 as filed in Northrop Grummans Form
	10-K. Adjustments to establish the HII common stock and the
	associated additional paid-in capital were determined based on
	the stated value of the common stock and the number of shares
	outstanding.
 | 
	 
| 
 | 
 | 
 | 
| 
	[H]
 | 
 | 
	The adjustment of $9 million to federal income taxes and
	$11 million to other long-term liabilities represents the
	removal of the 2010 federal tax benefit and liabilities for all
	uncertain federal tax positions and a portion of the uncertain
	state tax positions, respectively. These amounts were allocated
	in the historical financial statements to represent HIIs
	proportionate share of Northrop Grummans liabilities for
	uncertain federal and state tax positions. However, the Tax
	Matters Agreement provides that post separation, Northrop
	Grumman will be solely responsible for the resolution of these
	pre-separation uncertain tax positions. In certain state tax
	jurisdictions where NGSBs pre-separation results were
	filed in state tax returns separate from Northrop Grumman, the
	Tax Matters Agreement requires Northrop Grumman to reimburse HII
	for pre-separation uncertain state tax positions. The adjustment
	of $6 million to miscellaneous other assets represents a
	receivable from Northrop Grumman for these items.
 | 
	 
| 
 | 
 | 
 | 
| 
	[I]
 | 
 | 
	The basic and diluted weighted average shares outstanding were
	determined by applying the one-for-six exchange ratio described
	in Note [G] to Northrop Grummans basic weighted average
	shares outstanding for the year ended December 31, 2010 of
	296.9 million shares as filed in Northrop Grummans
	Form 10-K. We have assumed the same basic and diluted weighted
	average shares outstanding because the potentially dilutive
	effect of the outstanding stock awards and stock options was not
	material.
 | 
	68
 
	 
	MANAGEMENTS
	DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION
	AND RESULTS OF OPERATIONS
	 
	You should read the following discussion of our results of
	operations and financial condition together with the audited and
	unaudited historical consolidated financial statements and the
	notes thereto included elsewhere in this information statement
	as well as the discussion in the section of this information
	statement entitled Business. This discussion
	contains forward-looking statements that involve risks and
	uncertainties. The forward-looking statements are not historical
	facts, but rather are based on current expectations, estimates,
	assumptions and projections about our industry, business and
	future financial results. Our actual results could differ
	materially from the results contemplated by these
	forward-looking statements due to a number of factors, including
	those discussed in the sections of this information statement
	entitled Risk Factors and Special Note About
	Forward-Looking Statements.
	 
	The consolidated financial statements, which are discussed
	below, reflect the historical financial condition, results of
	operations and cash flows of Northrop Grumman Shipbuilding,
	Inc., which will be our wholly owned subsidiary at the time of
	the distribution. The financial information discussed below and
	included in this information statement, however, may not
	necessarily reflect what our financial condition, results of
	operations or cash flows would have been had we been a stand
	alone company during the periods presented or what our financial
	condition, results of operations and cash flows may be in the
	future.
	 
	Overview
	 
	The
	Spin-Off
	 
	On March 14, 2011, Northrop Grumman approved the
	spin-off of HII from Northrop Grumman, following which we will
	be an independent, publicly owned company. As part of the
	spin-off, Northrop Grumman will complete an internal
	reorganization, as described in The
	Spin-OffBackground. To complete the spin-off,
	Northrop Grumman will, following the internal reorganization,
	distribute to its stockholders all of the shares of our common
	stock. After completion of the spin-off we will be an
	independent, publicly owned company and will own and operate the
	Northrop Grumman shipbuilding business. The spin-off is subject
	to certain customary conditions. We also expect to enter into a
	series of agreements with Northrop Grumman, including the
	Separation and Distribution Agreement and other agreements,
	which will govern the relationship between us and Northrop
	Grumman after completion of the spin-off and provide for the
	allocation between us and Northrop Grumman of various assets,
	liabilities and obligations (including employee benefits,
	intellectual property, insurance and tax-related assets and
	liabilities). These agreements are described in Certain
	Relationships and Related Party TransactionsAgreements
	with Northrop Grumman Related to the Spin-Off.
	Consummation of the spin-off is subject to the satisfaction or
	waiver of certain conditions, as described in The
	Spin-OffConditions to the Spin-Off.
	 
	Our
	Business
	 
	Our business is organized into two operating segments, Gulf
	Coast and Newport News, which also represent our reportable
	segments. Through our Gulf Coast shipyards, we are the sole
	supplier and builder of amphibious assault and expeditionary
	warfare ships to the U.S. Navy, the sole builder of
	National Security Cutters for the U.S. Coast Guard, and one
	of only two companies that builds the U.S. Navys
	current fleet of DDG-51
	Arleigh Burke
	-class destroyers.
	Through our Newport News shipyard, we are the nations sole
	industrial designer, builder, and refueler of nuclear-powered
	aircraft carriers, and one of only two companies currently
	designing and building nuclear-powered submarines for the
	U.S. Navy. We build more ships, in more ship types and
	classes, than any other U.S. naval shipbuilder. We are the
	exclusive provider of RCOH services for nuclear-powered aircraft
	carriers, a full-service systems provider for the design,
	engineering, construction and life cycle support of major
	programs for surface ships and a provider of fleet support and
	maintenance services for the U.S. Navy. As prime
	contractor, principal subcontractor, team member or partner, we
	participate in many high-priority defense technology programs in
	the United States. We conduct most of our business with the
	U.S. Government, principally the Department of Defense.
	69
 
	Factors
	Affecting Our Results of Operations
	 
	Our operating results are primarily affected by the following
	factors:
	 
	Contracts
	 
	We generate the majority of our business from long-term
	government contracts for design, production and support
	activities. Government contracts typically include the following
	cost elements: direct material, labor and subcontracting costs,
	and certain indirect costs including allowable general and
	administrative costs. Unless otherwise specified in a contract,
	costs billed to contracts with the U.S. Government are
	determined under the requirements of the FAR and Cost Accounting
	Standards (CAS) regulations as allowable and
	allocable costs. Examples of costs incurred by us and not billed
	to the U.S. Government in accordance with the requirements
	of the FAR and CAS regulations include, but are not limited to,
	certain legal costs, lobbying costs, charitable donations,
	interest expense and advertising costs.
	 
	We monitor our policies and procedures with respect to our
	contracts on a regular basis to ensure consistent application
	under similar terms and conditions as well as compliance with
	all applicable government regulations. In addition, costs
	incurred and allocated to contracts with the
	U.S. Government are routinely audited by the Defense
	Contract Audit Agency.
	 
	Our long-term contracts typically fall into one of two broad
	categories:
	 
	Flexibly Priced Contracts
	Includes both cost-type
	and fixed-price incentive contracts. Cost-type contracts provide
	for reimbursement of the contractors allowable costs
	incurred plus a fee that represents profit. Cost-type contracts
	generally require that the contractor use its reasonable efforts
	to accomplish the scope of the work within some specified time
	and some stated dollar limitation. Fixed-price incentive
	contracts also provide for reimbursement of the
	contractors allowable costs, but are subject to a
	cost-share limit which affects profitability. Fixed-price
	incentive contracts effectively become firm fixed-price
	contracts once the cost-share limit is reached.
	 
	Firm Fixed-Price Contracts
	A firm fixed-price
	contract is a contract in which the specified scope of work is
	agreed to for a price that is pre-determined by bid or
	negotiation, and not generally subject to adjustment regardless
	of costs incurred by the contractor.
	Time-and-materials
	contracts are considered firm fixed-price contracts as they
	specify a fixed hourly rate for each labor hour charged.
	 
	Approximately 99% of our 2010 revenue was generated by flexibly
	priced contracts (including certain fixed-price incentive
	contracts which have exceeded their cost-share limit), with the
	remaining 1% from firm fixed-price arrangements. Substantially
	all of our revenue for 2010 was derived from the
	U.S. Government.
	 
	Contract Fees
	Negotiated contract fee structures for
	both flexibly priced and fixed-price contracts include, but are
	not limited to: fixed-fee amounts, cost sharing arrangements to
	reward or penalize for either under or over cost target
	performance, positive award fees and negative penalty
	arrangements. Profit margins may vary materially depending on
	the negotiated contract fee arrangements,
	percentage-of-completion
	of the contract, the achievement of performance objectives, and
	the stage of performance at which the right to receive fees,
	particularly under incentive and award fee contracts, is finally
	determined.
	 
	Award Fees
	Certain contracts contain provisions
	consisting of award fees based on performance criteria such as
	cost, schedule, quality and technical performance. Award fees
	are determined and earned based on an evaluation by the customer
	of our performance against such negotiated criteria. Fees that
	can be reasonably assured and reasonably estimated are recorded
	over the performance period of the contract.
	 
	Impacts
	from Hurricanes
	 
	In August 2005, our shipyards in Louisiana and Mississippi
	sustained significant windstorm damage as a result of Hurricane
	Katrina, causing work and production delays. We incurred costs
	to replace or repair and improve destroyed and damaged assets,
	suffered losses under our contracts and incurred substantial
	costs to clean up and recover our operations. We invested
	significant capital to harden, protect and modernize our
	Pascagoula facilities, and to ensure the shipyards
	robustness. In 2008, as a result of Hurricane Gustav, our Gulf
	Coast shipyards experienced a shut-down for several days and a
	resulting minor delay in ship construction throughout the yards;
	70
 
	however, the storm caused no significant physical damage to the
	yards, we believe in part due to our successful hardening and
	improvement after Hurricane Katrina. Also in 2008, Hurricane Ike
	severely impacted a subcontractors operations in Texas.
	The subcontractor produced compartments for two of the LPD
	amphibious transport dock ships under construction at the Gulf
	Coast shipyards. As a result of the delays and cost growth
	caused by the subcontractors production delays, our
	operating income was reduced during the second half of 2008.
	 
	Recent
	Developments in U.S. Cost Accounting Standards (CAS) Pension
	Recovery Rules
	 
	A substantial portion of our current and retired employee
	population is covered by pension plans, the costs of which are
	dependent upon various assumptions, including estimates of rates
	of return on benefit-related assets, discount rates for future
	payment obligations, rates of future cost growth and trends for
	future costs. In addition, funding requirements for benefit
	obligations of our pension plans are subject to legislative and
	other government regulatory actions. For example, due to
	government regulations, pension plan cost recoveries under our
	government contracts may occur in different periods from when
	those pension costs are accrued for financial statement purposes
	or when pension funding is made. Timing differences between
	pension costs accrued for financial statement purposes or when
	pension funding occurs compared to when such costs are
	recoverable as allowable costs under our government contracts
	could have a material adverse effect on our cash flow from
	operations. See Notes to Consolidated Financial
	StatementsNote 17.
	 
	In addition, on May 10, 2010, the CAS Board published a
	Notice of Proposed Rulemaking (NPRM) that, if
	adopted, would provide a framework to partially harmonize the
	CAS rules with the Pension Protection Act of 2006
	(PPA) funding requirements. The NPRM would
	harmonize by partially mitigating the mismatch
	between CAS costs and
	PPA-amended
	ERISA minimum funding requirements. Until the final rule is
	published, and to the extent that the final rule does not
	completely eliminate mismatches between ERISA funding
	requirements and CAS pension costs, government contractors
	maintaining defined benefit pension plans will continue to
	experience a timing mismatch between required contributions and
	pension expenses recoverable under CAS. We expect the rule to be
	issued in 2011. The final rule is expected to apply to contracts
	starting the year following the award of the first CAS covered
	contract after the effective date of the new rule. This would
	mean the rule would most likely apply to our contracts in 2012.
	We anticipate that contractors will be entitled to an equitable
	adjustment on existing contracts for any additional CAS contract
	costs resulting from the final rule.
	 
	Consolidated
	Operating Results
	 
	Selected financial highlights are presented in the table below:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,292
 | 
	 
 | 
	 
 | 
	$
 | 
	6,189
 | 
	 
 | 
| 
 
	Cost of sales and service revenues
 
 | 
	 
 | 
	 
 | 
	5,812
 | 
	 
 | 
	 
 | 
	 
 | 
	5,442
 | 
	 
 | 
	 
 | 
	 
 | 
	5,489
 | 
	 
 | 
| 
 
	Corporate home office and general and administrative costs
 
 | 
	 
 | 
	 
 | 
	663
 | 
	 
 | 
	 
 | 
	 
 | 
	639
 | 
	 
 | 
	 
 | 
	 
 | 
	564
 | 
	 
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
	 
 | 
	 
 | 
	211
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,354
 | 
	)
 | 
| 
 
	Interest expense
 
 | 
	 
 | 
	 
 | 
	40
 | 
	 
 | 
	 
 | 
	 
 | 
	36
 | 
	 
 | 
	 
 | 
	 
 | 
	40
 | 
	 
 | 
| 
 
	Other, net
 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
 
	Federal income taxes
 
 | 
	 
 | 
	 
 | 
	71
 | 
	 
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
	 
 | 
	 
 | 
	26
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	135
 | 
	 
 | 
	 
 | 
	 
 | 
	124
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,420
 | 
	)
 | 
	 
	Operating
	Performance Assessment and Reporting
	 
	We manage and assess the performance of our businesses based on
	our performance on individual contracts and programs obtained
	generally from government organizations using the financial
	measures referred to below, with consideration given to the
	Critical Accounting Policies, Estimates, and Judgments described
	in our Notes to Consolidated Financial Statements. Our portfolio
	of long-term contracts is largely flexibly-priced, which means
	that sales tend to fluctuate in concert with costs across our
	large portfolio of active contracts, with operating income
	71
 
	being a critical measure of operational performance. Due to FAR
	rules that govern our business, most types of costs are
	allowable, and we do not focus on individual cost groupings
	(such as cost of sales or general and administrative costs) as
	much as we do on total contract costs, which are a key factor in
	determining contract operating income. As a result, in
	evaluating our operating performance, we look primarily at
	changes in sales and service revenues, and operating income,
	including the effects of significant changes in operating income
	as a result of changes in contract estimates and the use of the
	cumulative
	catch-up
	method of accounting in accordance with GAAP. Unusual
	fluctuations in operating performance driven by changes in a
	specific cost element across multiple contracts, however, are
	described in our analysis.
	 
	Sales and
	Service Revenues
	 
	Sales and service revenues consist of the following:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Product sales
 
 | 
	 
 | 
	$
 | 
	5,798
 | 
	 
 | 
	 
 | 
	$
 | 
	5,046
 | 
	 
 | 
	 
 | 
	$
 | 
	5,207
 | 
	 
 | 
| 
 
	Service revenues
 
 | 
	 
 | 
	 
 | 
	925
 | 
	 
 | 
	 
 | 
	 
 | 
	1,246
 | 
	 
 | 
	 
 | 
	 
 | 
	982
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,292
 | 
	 
 | 
	 
 | 
	$
 | 
	6,189
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	2010
	Product sales increased $752 million, or
	15%, from 2009. The increase is primarily due to higher sales
	volume in the LPD and LHA expeditionary warfare programs, the
	CVN-78
	Gerald R. Ford
	aircraft carrier construction
	program, the CVN-71 USS
	Theodore Roosevelt
	RCOH and the
	SSN-774
	Virginia
	-class submarine construction program.
	These increases were partially offset by reduced sales in 2010
	due to the 2009 deliveries of LHD-8 USS
	Makin Island
	and
	CVN-77 USS
	George H.W. Bush
	. Additionally, during the
	second quarter of 2010 we announced the wind down of
	shipbuilding operations at the Avondale facility in 2013 (see
	Notes to Consolidated Financial
	StatementsNote 4) and reduced product revenues
	by $115 million to reflect revised estimates to complete
	LPD-23 and LPD-25. In 2009, we reduced product revenues by
	$160 million to reflect revised estimates to complete the
	LPD-class ships and LHA-6
	America
	.
	 
	Service revenues decreased $321 million, or 26%, from 2009.
	The decrease is primarily due to the completion of the CVN-65
	USS
	Enterprise
	Extended Dry-docking Selected Restricted
	Availability (EDSRA) in the second quarter of 2010.
	 
	2009
	Product sales decreased $161 million, or
	3%, from 2008. The decrease was primarily due to the delivery of
	several ships in the second and third quarters of 2009,
	including the aircraft carrier CVN-77 USS
	George H.W.
	Bush
	, the expeditionary ship LHD-8 USS
	Makin Island
	,
	and the surface combatant DDG-105 USS
	Dewey
	. The lower
	volume associated with these ship deliveries during the year was
	partially offset by higher sales on the construction of SSN-774
	Virginia
	-class submarines and production
	ramp-ups
	in
	the LPD program.
	 
	Service revenues increased $264 million, or 27%, from 2008.
	The increase was primarily due to higher volume on the CVN-65
	USS
	Enterprise
	EDSRA and Post-Shakedown Availabilities on
	the CVN-77 USS
	George H.W. Bush
	and CVN-70 USS
	Carl
	Vinson
	.
	72
 
	Cost of
	Sales and Service Revenues
	 
	Cost of sales and service revenues and corporate home office and
	other general and administrative costs were as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Cost of product sales
 
 | 
	 
 | 
	$
 | 
	5,042
 | 
	 
 | 
	 
 | 
	$
 | 
	4,415
 | 
	 
 | 
	 
 | 
	$
 | 
	4,672
 | 
	 
 | 
| 
 
	% of product sales
 
 | 
	 
 | 
	 
 | 
	87.0
 | 
	%
 | 
	 
 | 
	 
 | 
	87.5
 | 
	%
 | 
	 
 | 
	 
 | 
	89.7
 | 
	%
 | 
| 
 
	Cost of service revenues
 
 | 
	 
 | 
	 
 | 
	770
 | 
	 
 | 
	 
 | 
	 
 | 
	1,027
 | 
	 
 | 
	 
 | 
	 
 | 
	817
 | 
	 
 | 
| 
 
	% of service revenues
 
 | 
	 
 | 
	 
 | 
	83.2
 | 
	%
 | 
	 
 | 
	 
 | 
	82.4
 | 
	%
 | 
	 
 | 
	 
 | 
	83.2
 | 
	%
 | 
| 
 
	Corporate home office and general and administrative costs
 
 | 
	 
 | 
	 
 | 
	663
 | 
	 
 | 
	 
 | 
	 
 | 
	639
 | 
	 
 | 
	 
 | 
	 
 | 
	564
 | 
	 
 | 
| 
 
	% of total sales and service revenues
 
 | 
	 
 | 
	 
 | 
	9.9
 | 
	%
 | 
	 
 | 
	 
 | 
	10.2
 | 
	%
 | 
	 
 | 
	 
 | 
	9.1
 | 
	%
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cost of sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,475
 | 
	 
 | 
	 
 | 
	$
 | 
	6,081
 | 
	 
 | 
	 
 | 
	$
 | 
	8,543
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Cost of
	Product Sales and Service Revenues
	 
	2010
	Cost of product sales increased
	$627 million, or 14%, from 2009 primarily as a result of
	the higher sales volume described above. Cost of product sales
	as a percentage of product sales declined slightly year over
	year principally as a result of lower unfavorable margin
	adjustments in our Gulf Coast segment in 2010 relative to 2009
	(see Segment Operating Income (Loss) below).
	 
	Cost of service revenues decreased $257 million, or 25%,
	from 2009 primarily as a result of the lower sales volume
	described above. The modest increase in cost of service revenues
	as a percentage of service revenues is the result of normal
	year-to-year
	variances in contract mix.
	 
	2009
	Cost of product sales in 2009 decreased
	$257 million, or 6%, from 2008 primarily as a result of the
	lower sales volume described above. Cost of product sales as a
	percentage of product sales declined year over year principally
	as a result of lower unfavorable margin adjustments in our Gulf
	Coast segment in 2009 relative to 2008 (see Segment
	Operating Income (Loss) below).
	 
	Cost of service revenues in 2009 increased $210 million, or
	26%, from 2008 primarily as a result of the higher sales volume
	described above. The modest decrease in cost of service revenues
	as a percentage of service revenues is the result of normal
	year-to-year
	variances in contract mix.
	 
	Corporate
	Home Office and Other General and Administrative Costs
	 
	In accordance with industry practice and the regulations that
	govern the cost accounting requirements for government
	contracts, most corporate home office and other general and
	administrative costs are considered allowable and allocable
	costs on government contracts. These costs are allocated to
	contracts in progress on a systematic basis and contract
	performance factors include this cost component as an element of
	cost.
	 
	2010
	Corporate home office and other general and
	administrative expenses in 2010 increased to $663 million
	from $639 million in 2009 primarily as a result of higher
	cost allocations for Northrop Grumman management and support
	services. The Northrop Grumman management and support services
	expense in 2010 increased to $115 million from
	$82 million in 2009. The increase in management and support
	services allocations reflects higher employee compensation
	expenses in 2010 and the impact of the final allocation of prior
	year overheads. As a percentage of total sales and service
	revenues, these costs decreased year over year due principally
	to the higher sales volume in 2010.
	 
	2009
	Corporate home office and other general and
	administrative expenses in 2009 increased to $639 million
	from $564 million in 2008 primarily as a result of higher
	net pension and post-retirement benefits expense and increased
	state tax expense. These 2009 increases were partially offset by
	lower cost allocations for Northrop Grumman management and
	support services, which included a larger favorable impact of
	final allocation of prior
	73
 
	year overheads. As a percentage of total sales and service
	revenues, these costs increased year over year due principally
	to the cost increases described above, partially offset by the
	higher sales volume in 2009.
	 
	Goodwill
	Impairment
	 
	In 2008, we recorded a non-cash charge totaling
	$2.5 billion for the impairment of goodwill, driven
	primarily by adverse equity market conditions that caused a
	decrease in current market multiples and Northrop Grummans
	stock price as of November 30, 2008. See Notes to
	Consolidated Financial StatementsNote 9.
	 
	Operating
	Income (Loss)
	 
	We consider operating income to be an important measure for
	evaluating our operating performance and, as is typical in the
	industry, we define operating income as revenues less the
	related cost of producing the revenues and corporate home office
	and other general and administrative costs.
	 
	We internally manage our operations by reference to
	segment operating income. Segment operating income
	is defined as operating income before net pension and
	post-retirement benefits adjustment and deferred state income
	taxes, neither of which affects segment performance. Segment
	operating income is one of the key metrics we use to evaluate
	operating performance. Segment operating income is not, however,
	a measure of financial performance under the generally accepted
	accounting principles in the United States of America
	(GAAP), and may not be defined and calculated by
	other companies in the same manner.
	 
	The table below reconciles segment operating income to total
	operating income:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Segment operating income (loss)
 
 | 
	 
 | 
	$
 | 
	294
 | 
	 
 | 
	 
 | 
	$
 | 
	284
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,328
 | 
	)
 | 
| 
 
	Net pension and post-retirement benefits adjustment
 
 | 
	 
 | 
	 
 | 
	(49
 | 
	)
 | 
	 
 | 
	 
 | 
	(88
 | 
	)
 | 
	 
 | 
	 
 | 
	(25
 | 
	)
 | 
| 
 
	Deferred state income taxes
 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total operating income (loss)
 
 | 
	 
 | 
	$
 | 
	248
 | 
	 
 | 
	 
 | 
	$
 | 
	211
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,354
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Segment
	Operating Income (Loss)
	 
	2010
	Segment operating income was $294 million,
	an increase of $10 million from 2009. Segment operating
	income was 4.3% and 4.5% of sales and service revenues for 2010
	and 2009, respectively. In 2010, we recorded net performance
	adjustments of $132 million on the LPD-22 through LPD-25
	contract, including the effect of a $113 million charge for
	the cumulative effect of the $210 million of incremental
	costs expected in connection with our decision to wind down
	shipbuilding operations at the Avondale facility in 2013 (see
	Notes to Consolidated Financial
	StatementsNote 4). Results for 2010 also
	include an unfavorable adjustment of $30 million to reflect
	additional costs to complete post-delivery work on LHD-8 USS
	Makin Island
	(see Notes to Consolidated Financial
	StatementsNote 6). Results for 2009 included
	unfavorable performance adjustments totaling $171 million
	on the LPD-22 through LPD-25 contract, partially offset by a
	favorable adjustment of $54 million on the LHD-8 contract
	(see Notes to Consolidated Financial
	StatementsNote 6). Activity within each segment
	is discussed in Segment Operating Results
	below.
	 
	2009
	Segment operating income was $284 million
	as compared with a segment operating loss of $2.3 billion
	in 2008. The increase was primarily due to the 2008 goodwill
	impairment charge of $2.5 billion (see Notes to
	Consolidated Financial StatementsNote 9), and
	improved performance on the LHD expeditionary warfare program as
	compared to 2008. In 2008, the Gulf Coast segment had net
	negative performance adjustments of $263 million due
	principally to adjustments on the LHD-8 contract, as well as
	cost growth and schedule delays on the LPD program and the
	effects of Hurricane Ike on a subcontractors performance
	(see Notes to Consolidated Financial
	StatementsNotes 6 and 15).
	74
 
	Net
	Pension and Post-Retirement Benefits Adjustment
	 
	Net pension and post-retirement benefits adjustment reflects the
	difference between expenses for pension and other
	post-retirement benefits determined in accordance with GAAP and
	the expenses for these items included in segment operating
	income in accordance with CAS.
	 
	2010
	The net pension and post-retirement benefits
	adjustment was an expense of $49 million and
	$88 million in 2010 and 2009, respectively. The decrease in
	net expense in 2010 is primarily due to lower GAAP pension
	expense principally as a result of favorable returns on pension
	plan assets in 2009.
	 
	2009
	The net pension and post-retirement benefits
	adjustment was an expense of $88 million and
	$25 million in 2009 and 2008, respectively. The increase in
	net expense in 2009 was primarily due to negative returns on
	plan assets in 2008.
	 
	Deferred
	State Income Taxes
	 
	Deferred state income taxes reflect the change in deferred state
	tax assets and liabilities in the period. These amounts are
	recorded within operating income while the current period state
	income tax expense is charged to contract costs and included in
	cost of sales and service revenues in segment operating income.
	 
	2010
	The benefit provided by deferred state income
	taxes in 2010 was $3 million, compared to a benefit of
	$15 million in 2009. The change was primarily due to the
	timing of contract-related deductions.
	 
	2009
	The benefit provided by deferred state income
	taxes in 2009 was $15 million, compared to an expense of
	$1 million in 2008. The change was primarily due to the
	timing of contract-related deductions.
	 
	Interest
	Expense
	 
	2010
	Interest expense in 2010 increased
	$4 million as compared with 2009. The increase is primarily
	due to lower capitalized interest in 2010, which resulted from a
	lower level of long-term capital projects in 2010 as compared to
	2009.
	 
	2009
	Interest expense in 2009 decreased
	$4 million, or 10%, as compared with 2008. The decrease is
	primarily due to higher capitalized interest in 2009, which
	resulted from a higher level of long-term capital projects in
	2009 as compared to 2008.
	 
	Other,
	net
	 
	2010
	Other, net for 2010 decreased $3 million
	as compared with 2009. The decrease is primarily due to the
	write off of $2 million of capitalized debt issuance costs
	associated with the partial retirement of GO Zone IRBs in the
	fourth quarter of 2010 pursuant to a tender offer. See
	 Financing Activities below and also
	Notes to Consolidated Financial
	StatementsNote 11.
	 
	U.S.
	Federal Income Taxes
	 
	2010
	Our effective tax rate on earnings from
	continuing operations for 2010 was 34.5% compared with 29.5% in
	2009. The increase in effective tax rate is due to the
	elimination of certain tax benefits with the passage of the
	Patient Protection and Affordable Care Act and the Health Care
	and Education Reconciliation Act of 2010 and a decrease in the
	manufacturers deduction and the expiration of wage credit
	benefits, partially offset by the effects of the settlement with
	the Internal Revenue Service and the U.S. Congressional
	Joint Committee on Taxation of our parents tax returns for
	the years 2004 through 2006. See Notes to Consolidated
	Financial StatementsNote 10.
	 
	2009
	Our effective tax rate on earnings from
	continuing operations for 2009 was 29.5% compared with 27.1% in
	2008 (excluding the non-cash, non-deductible goodwill impairment
	charge of $2.5 billion). The effective tax rate for 2008
	was lower than 2009 due to the benefit of a higher wage credit
	in 2008 offset by a higher manufacturing deduction in 2009.
	75
 
	Segment
	Operating Results
	 
	Basis of
	Presentation
	 
	We are aligned into two reportable segments: Gulf Coast and
	Newport News.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and Service Revenues
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	3,027
 | 
	 
 | 
	 
 | 
	$
 | 
	2,865
 | 
	 
 | 
	 
 | 
	$
 | 
	2,848
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	3,775
 | 
	 
 | 
	 
 | 
	 
 | 
	3,534
 | 
	 
 | 
	 
 | 
	 
 | 
	3,427
 | 
	 
 | 
| 
 
	Intersegment eliminations
 
 | 
	 
 | 
	 
 | 
	(79
 | 
	)
 | 
	 
 | 
	 
 | 
	(107
 | 
	)
 | 
	 
 | 
	 
 | 
	(86
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total sales and service revenues
 
 | 
	 
 | 
	$
 | 
	6,723
 | 
	 
 | 
	 
 | 
	$
 | 
	6,292
 | 
	 
 | 
	 
 | 
	$
 | 
	6,189
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Operating Income (Loss)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	(61
 | 
	)
 | 
	 
 | 
	$
 | 
	(29
 | 
	)
 | 
	 
 | 
	$
 | 
	(1,433
 | 
	)
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	355
 | 
	 
 | 
	 
 | 
	 
 | 
	313
 | 
	 
 | 
	 
 | 
	 
 | 
	(895
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total Segment Operating Income (Loss)
 
 | 
	 
 | 
	 
 | 
	294
 | 
	 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,328
 | 
	)
 | 
| 
 
	Non-segment factors affecting operating income (loss)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net pension and post-retirement benefits adjustment
 
 | 
	 
 | 
	 
 | 
	(49
 | 
	)
 | 
	 
 | 
	 
 | 
	(88
 | 
	)
 | 
	 
 | 
	 
 | 
	(25
 | 
	)
 | 
| 
 
	Deferred state income taxes
 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total operating income (loss)
 
 | 
	 
 | 
	$
 | 
	248
 | 
	 
 | 
	 
 | 
	$
 | 
	211
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,354
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Key
	Segment Financial Measures
	 
	Sales and
	Service Revenues
	 
	Period-to-period
	sales reflect performance under new and ongoing contracts.
	Changes in sales and service revenues are typically expressed in
	terms of volume. Unless otherwise described, volume generally
	refers to increases (or decreases) in reported revenues due to
	varying production activity levels, delivery rates, or service
	levels on individual contracts. Volume changes will typically
	carry a corresponding income change based on the margin rate for
	a particular contract.
	 
	Segment
	Operating Income
	 
	Segment operating income reflects the aggregate performance
	results of contracts within a business area or segment. Excluded
	from this measure are certain costs not directly associated with
	contract performance, including net pension and post-retirement
	benefits expenses and deferred state income taxes. Changes in
	segment operating income are typically expressed in terms of
	volume, as discussed in Sales and Service Revenues above, or
	performance. Performance refers to changes in contract margin
	rates. These changes typically relate to profit recognition
	associated with revisions to total estimated costs at completion
	of the contract (EAC) that reflect improved (or
	deteriorated) operating performance on a particular contract.
	Operating income changes are accounted for on a cumulative to
	date basis at the time an EAC change is recorded. Segment
	operating income may also be affected by, among other things,
	contract performance, the effects of workforce stoppages, the
	effects of natural disasters (such as hurricanes), resolution of
	disputed items with the customer, recovery of insurance
	proceeds, and other discrete events. At the completion of a
	long-term contract, any originally estimated costs not incurred
	or reserves not fully utilized (such as warranty reserves) could
	also impact contract earnings. Where such items have occurred,
	and the effects are material, a separate description is provided.
	76
 
	Program
	Descriptions
	 
	For convenience, a brief description of certain programs
	discussed in this registration statement on Form 10 is
	included in the Glossary of Programs beginning on
	page 18.
	 
	Gulf
	Coast
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
	 
 | 
	2008
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	3,027
 | 
	 
 | 
	 
 | 
	$
 | 
	2,865
 | 
	 
 | 
	 
 | 
	$
 | 
	2,848
 | 
	 
 | 
| 
 
	Segment operating loss
 
 | 
	 
 | 
	 
 | 
	(61
 | 
	)
 | 
	 
 | 
	 
 | 
	(29
 | 
	)
 | 
	 
 | 
	 
 | 
	(1,433
 | 
	)
 | 
| 
 
	As a percentage of segment sales
 
 | 
	 
 | 
	 
 | 
	(2.0
 | 
	%)
 | 
	 
 | 
	 
 | 
	(1.0
 | 
	%)
 | 
	 
 | 
	 
 | 
	(50.3
 | 
	%)
 | 
	 
	Sales and
	Service Revenues
	 
	2010
	Gulf Coast revenues increased
	$162 million, or 6%, from 2009, primarily driven by
	$339 million higher sales in Expeditionary Warfare,
	partially offset by $122 million lower sales in Surface
	Combatants and $62 million lower sales in Coast
	Guard & Coastal Defense. The increase in Expeditionary
	Warfare was due to higher sales volume in the LPD program and on
	LHA-6
	America
	, partially offset by lower sales in 2010
	due to the delivery of LHD-8 USS
	Makin Island
	in 2009.
	The decrease in Surface Combatants was primarily due to lower
	sales volume on the DDG-51 program following delivery of DDG-105
	USS
	Dewey
	in the third quarter of 2009. The decrease in
	Coast Guard & Coastal Defense was primarily due to
	lower sales volume following delivery of
	NSC-2 USCGC
	Waesche
	in the fourth quarter of 2009.
	 
	2009
	Gulf Coast revenues increased $17 million
	from 2008, primarily driven by $81 million higher sales in
	Expeditionary Warfare, partially offset by $64 million
	lower sales in Surface Combatants. The increase in Expeditionary
	Warfare was due to higher sales volume in the LPD program due to
	production
	ramp-ups,
	partially offset by the delivery of LHD-8 USS
	Makin Island
	in the second quarter of 2009. The decrease in Surface
	Combatants was primarily due to lower sales volume on the DDG-51
	program following delivery of DDG-105 USS
	Dewey
	in the
	third quarter.
	 
	Segment
	Operating Income
	 
	2010
	Gulf Coast operating loss was $61 million
	as compared with a loss of $29 million in 2009. The
	increase in operating loss was caused primarily by unfavorable
	performance on Expeditionary Warfare programs and a lower level
	of operating income on other programs resulting from the sales
	volume reductions described above. In Expeditionary Warfare, we
	recorded net performance adjustments of $132 million on the
	LPD-22 through LPD-25 contract, including the effect of a
	$113 million charge for the cumulative effect of the
	$210 million of incremental costs expected in connection
	with our decision to wind down shipbuilding operations at the
	Avondale facility in 2013 (see Notes to Consolidated
	Financial StatementsNote 4). Additionally, we
	recognized an unfavorable adjustment of $30 million to
	reflect additional costs to complete post-delivery work on LHD-8
	USS
	Makin Island
	(see Notes to Consolidated
	Financial StatementsNote 6). In 2009, operating
	income included a favorable adjustment of $54 million on
	the LHD-8 contract, which was more than offset by unfavorable
	adjustments of $38 million and $171 million on the
	DDG-51 and LPD programs, respectively.
	 
	2009
	Gulf Coast operating loss was $29 million
	as compared with a loss of $1.4 billion in 2008. The change
	was primarily due to the 2008 goodwill impairment charge of
	$2.5 billion, of which the Gulf Coast segment realized
	$1.3 billion (see Notes to Consolidated Financial
	StatementsNote 9), and improved performance on
	LHD-8 USS
	Makin Island
	as compared to 2008. In 2008, Gulf
	Coast had net negative performance adjustments of
	$263 million due principally to adjustments on the LHD-8
	contract, as well as cost growth and schedule delays on the LPD
	program and the effects of Hurricane Ike on an LPD
	subcontractors performance. The absence of these
	unfavorable events in 2009 was partially offset by
	$171 million in net unfavorable performance adjustments in
	2009 on the LPD-22 through LPD-25 contract (see Notes to
	Consolidated Financial StatementsNote 6).
	77
 
	Newport
	News
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	3,775
 | 
	 
 | 
	 
 | 
	$
 | 
	3,534
 | 
	 
 | 
	 
 | 
	$
 | 
	3,427
 | 
	 
 | 
| 
 
	Segment operating income (loss)
 
 | 
	 
 | 
	 
 | 
	355
 | 
	 
 | 
	 
 | 
	 
 | 
	313
 | 
	 
 | 
	 
 | 
	 
 | 
	(895
 | 
	)
 | 
| 
 
	As a percentage of segment sales
 
 | 
	 
 | 
	 
 | 
	9.4
 | 
	%
 | 
	 
 | 
	 
 | 
	8.9
 | 
	%
 | 
	 
 | 
	 
 | 
	(26.1
 | 
	%)
 | 
	 
	Sales and
	Service Revenues
	 
	2010
	Newport News revenues increased
	$241 million, or 7%, from 2009, primarily driven by
	$148 million higher sales in Aircraft Carriers and
	$108 million higher sales in Submarines. The increase in
	Aircraft Carriers was primarily due to higher sales volume on
	CVN-78
	Gerald R. Ford
	and CVN-71 USS
	Theodore
	Roosevelt
	RCOH, partially offset by lower volume in 2010 on
	CVN-77 USS
	George H.W. Bush
	and CVN-70 USS
	Carl Vinson
	RCOH, both of which were completed in the second quarter of
	2009. The increase in Submarines was primarily due to higher
	sales volume on the construction of SSN-774
	Virginia
	-class submarines.
	 
	2009
	Newport News revenues increased
	$107 million, or 3%, from 2008, primarily driven by
	$176 million higher sales in Submarines and
	$26 million higher sales in Aircraft Carriers, partially
	offset by $111 million lower sales in Fleet Support. The
	increase in Submarines was primarily due to higher sales volume
	on the construction of SSN-774
	Virginia
	-class submarines.
	The increase in Aircraft Carriers was primarily due to higher
	sales volume on CVN-78
	Gerald R. Ford
	, CVN-65 USS
	Enterprise
	EDSRA, and CVN-71 USS
	Theodore Roosevelt
	RCOH, partially offset by lower volume on CVN-77 USS
	George H.W. Bush
	and CVN-70 USS
	Carl Vinson
	RCOH,
	both of which were completed in the second quarter of 2009. The
	decrease in Fleet Support was primarily due to the redelivery of
	the USS
	Toledo
	submarine in the first quarter of 2009 and
	decreased carrier fleet support services.
	 
	Segment
	Operating Income
	 
	2010
	Newport News operating income was
	$355 million compared with $313 million in 2009. The
	increase was primarily due to the impact of the sales volume
	changes described above, improved operating performance on
	Aircraft Carriers and higher earnings from the companys
	equity method investments, which totaled $19 million and
	$10 million in 2010 and 2009, respectively (see Notes
	to Consolidated Financial StatementsNote 12).
	 
	2009
	Newport News operating income was
	$313 million as compared with a loss of $895 million
	in 2008. The increase was primarily due to the 2008 goodwill
	impairment charge of $2.5 billion, of which the Newport
	News segment realized $1.2 billion (see Notes to
	Consolidated Financial StatementsNote 9).
	Additionally, the change in segment operating income in 2009
	includes the impact of the higher sales volume described above
	for Aircraft Carriers and Submarines, partially offset by the
	impact of lower sales volume in Fleet Support.
	 
	Backlog
	 
	Total backlog at December 31, 2010 was approximately
	$17 billion. Total backlog includes both funded backlog
	(firm orders for which funding is contractually obligated by the
	customer) and unfunded backlog (firm orders for which funding is
	not currently contractually obligated by the customer). Backlog
	excludes unexercised contract options and unfunded Indefinite
	Delivery/Indefinite Quantity (IDIQ) orders. For contracts having
	no stated contract values, backlog includes only the amounts
	committed by the customer.
	 
	The following table presents funded and unfunded backlog by
	segment at December 31, 2010 and 2009:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Funded
 | 
	 
 | 
	 
 | 
	Unfunded
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
	 
 | 
	Funded
 | 
	 
 | 
	 
 | 
	Unfunded
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	4,317
 | 
	 
 | 
	 
 | 
	$
 | 
	581
 | 
	 
 | 
	 
 | 
	$
 | 
	4,898
 | 
	 
 | 
	 
 | 
	$
 | 
	6,070
 | 
	 
 | 
	 
 | 
	$
 | 
	38
 | 
	 
 | 
	 
 | 
	$
 | 
	6,108
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	5,248
 | 
	 
 | 
	 
 | 
	 
 | 
	7,191
 | 
	 
 | 
	 
 | 
	 
 | 
	12,439
 | 
	 
 | 
	 
 | 
	 
 | 
	5,141
 | 
	 
 | 
	 
 | 
	 
 | 
	9,116
 | 
	 
 | 
	 
 | 
	 
 | 
	14,257
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total backlog
 
 | 
	 
 | 
	$
 | 
	9,565
 | 
	 
 | 
	 
 | 
	$
 | 
	7,772
 | 
	 
 | 
	 
 | 
	$
 | 
	17,337
 | 
	 
 | 
	 
 | 
	$
 | 
	11,211
 | 
	 
 | 
	 
 | 
	$
 | 
	9,154
 | 
	 
 | 
	 
 | 
	$
 | 
	20,365
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	78
 
	Backlog is converted into the following years sales as
	costs are incurred or deliveries are made. Approximately 31% of
	the $17 billion total backlog at December 31, 2010 is
	expected to be converted into sales in 2011. Total
	U.S. Government orders comprised substantially all of the
	total backlog at the end of 2010.
	 
	Awards
	 
	2010
	The value of new contract awards during the
	year ended December 31, 2010, was approximately
	$3.6 billion. Significant new awards during this period
	include $480 million for the construction of the
	U.S. Coast Guards fourth National Security Cutter
	(unnamed), $480 million for design and long-lead material
	procurement activities for the CVN-79 aircraft carrier
	(unnamed), $377 million for CVN-78
	Gerald R. Ford
	,
	$224 million for LHA-7 (unnamed), $184 million for
	LPD-26
	John P. Murtha
	, $114 million for DDG-114
	Callaghan
	and $62 million for long-lead material
	procurement activities for LPD-27 (unnamed).
	 
	2009
	The value of new contract awards during the
	year ended December 31, 2009, was approximately
	$4.3 billion. Significant new awards during this period
	include a contract valued at up to $2.4 billion for the
	CVN-71 USS
	Theodore Roosevelt
	RCOH, a contract valued at
	up to $635 million for engineering, design and
	modernization support of submarines, and $374 million for
	design and long-lead material procurement activities for the
	CVN-79 (unnamed) aircraft carrier.
	 
	Backlog
	Adjustments
	 
	In 2009, Gulf Coast segment backlog includes a decrease of
	$670 million for the customers restructuring of the
	DDG-1000 program.
	 
	Liquidity
	and Capital Resources
	 
	We endeavor to ensure the most efficient conversion of operating
	results into cash for deployment in operating our businesses and
	maximizing stockholder value. We effectively utilize our capital
	resources through working capital management, capital
	expenditures, strategic business acquisitions, debt service,
	required and voluntary pension contributions, and returning cash
	to stockholders through Northrop Grumman.
	 
	We use various financial measures to assist in capital
	deployment decision making, including net cash provided by
	operating activities and free cash flow. We believe these
	measures are useful to investors in assessing our financial
	performance.
	 
	The table below summarizes key components of cash flow provided
	by operating activities:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	124
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,420
 | 
	)
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
 
	Deferred income taxes
 
 | 
	 
 | 
	 
 | 
	(19
 | 
	)
 | 
	 
 | 
	 
 | 
	(98
 | 
	)
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	Other non-cash items (1)
 
 | 
	 
 | 
	 
 | 
	183
 | 
	 
 | 
	 
 | 
	 
 | 
	186
 | 
	 
 | 
	 
 | 
	 
 | 
	193
 | 
	 
 | 
| 
 
	Retiree benefit funding less than (in excess of) expense
 
 | 
	 
 | 
	 
 | 
	33
 | 
	 
 | 
	 
 | 
	 
 | 
	(28
 | 
	)
 | 
	 
 | 
	 
 | 
	(28
 | 
	)
 | 
| 
 
	Trade working capital decrease (increase)
 
 | 
	 
 | 
	 
 | 
	27
 | 
	 
 | 
	 
 | 
	 
 | 
	(272
 | 
	)
 | 
	 
 | 
	 
 | 
	94
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net cash provided by (used in) operating activities
 
 | 
	 
 | 
	$
 | 
	359
 | 
	 
 | 
	 
 | 
	$
 | 
	(88
 | 
	)
 | 
	 
 | 
	$
 | 
	339
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Includes depreciation and amortization.
 | 
	 
	Cash
	Flows
	 
	The following is a discussion of our major operating, investing
	and financing activities for each of the three years in the
	period ended December 31, 2010, as classified on the
	consolidated statements of cash flows.
	79
 
	Operating
	Activities
	 
	2010
	Net cash provided by operating activities was
	$359 million in 2010 compared with cash used of
	$88 million in 2009. The change of $447 million was
	due principally to a decrease in discretionary pension
	contributions of $97 million, a decrease in trade working
	capital of $299 million, and a decrease in deferred income
	taxes of $79 million. In 2009, trade working capital
	balances included the unfavorable impact of delayed customer
	billings associated with the negative performance adjustments on
	the LPD-22 through LPD-25 contract due to projected cost
	increases at completion (see Notes to Consolidated
	Financial StatementsNote 6). The change in
	deferred taxes was due principally to the timing of
	contract-related deductions. U.S. Federal income tax
	payments made by Northrop Grumman on our behalf were
	$89 million in 2010.
	 
	We expect cash generated from operations for 2011 to be
	sufficient to service debt, meet contract obligations, and
	finance capital expenditures. Although 2011 cash from operations
	is expected to be sufficient to service these obligations, we
	may borrow funds from Northrop Grumman to accommodate timing
	differences in cash flows. After completion of the spin-off, we
	will be an independent, publicly owned company and we expect to
	obtain any funds needed from third parties through the capital
	markets or bank financing.
	 
	2009Net cash provided by operating activities in 2009
	decreased $427 million as compared with 2008, due primarily
	to an increase in trade working capital of $366 million and
	an increase in deferred income taxes of $108 million. The
	trade working capital change resulted primarily from the
	unfavorable impact of delayed customer billings associated with
	the negative performance adjustments on the LPD-22 through
	LPD-25 contract due to projected cost increases at completion
	(see Notes to Consolidated Financial
	StatementsNote 6). The change in deferred taxes
	was due to the timing of contract-related deductions.
	U.S. Federal income tax payments made by Northrop Grumman
	on our behalf were $132 million in 2009.
	 
	2008
	Net cash provided by operating activities in
	2008 decreased $271 million as compared with 2007, due
	primarily to lower net earnings (adjusted for non-cash goodwill
	impairment), an increase in discretionary pension contributions
	of $60 million, and a smaller
	year-over-year
	decrease in trade working capital of $50 million. The lower
	net earnings were the result of unfavorable performance on LHD-8
	USS
	Makin Island
	(see Notes to Consolidated
	Financial StatementsNote 6). The change in
	trade working capital reflected the receipt in 2007 of
	$123 million of insurance proceeds related to Hurricane
	Katrina, partially offset by the impact of Hurricanes Ike and
	Gustav (see Notes to Consolidated Financial
	StatementsNote 15). U.S. Federal income
	tax payments made by Northrop Grumman on our behalf were
	$21 million in 2008.
	 
	Investing
	Activities
	 
	2010
	Cash used by investing activities was
	$189 million in 2010, principally for capital expenditures.
	 
	2009
	Cash used by investing activities was
	$178 million in 2009, due principally to $181 million
	in capital expenditures.
	 
	2008
	Cash used by investing activities was
	$152 million in 2008, due primarily to $218 million in
	capital expenditures. During 2008, we received $61 million
	from the release of restricted cash related to the GO Zone IRBs
	(see Notes to Consolidated Financial
	StatementsNote 11).
	 
	Financing
	Activities
	 
	Transactions between Northrop Grumman and us are reflected as
	effectively settled for cash at the time of the transaction and
	are included in financing activities in the consolidated
	statements of cash flows. The net effect of these transactions
	is reflected in the parents equity in unit in the
	consolidated statements of financial position.
	 
	2010
	In connection with the potential spin-off, on
	November 30, 2010, NGSB purchased $178 million of the
	outstanding principal amount of GO Zone IRBs pursuant to a
	tender offer. NGSB used the proceeds of an intercompany loan for
	$178 million with Northrop Grumman to purchase the GO Zone
	IRBs and submitted the purchased bonds to the trustee for
	cancellation. See Notes to Consolidated Financial
	StatementsNote 11.
	80
 
	Free Cash
	Flow
	 
	Free cash flow represents cash from operating activities less
	capital expenditures. We believe free cash flow is a useful
	measure for investors to consider. This measure is a key factor
	in our planning.
	 
	Free cash flow is not a measure of financial performance under
	GAAP, and may not be defined and calculated by other companies
	in the same manner. This measure should not be considered in
	isolation, as a measure of residual cash flow available for
	discretionary purposes, or as an alternative to operating
	results presented in accordance with GAAP as indicators of
	performance.
	 
	The table below reconciles net cash provided by operating
	activities to free cash flow:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Net cash provided by (used in) operating activities
 
 | 
	 
 | 
	$
 | 
	359
 | 
	 
 | 
	 
 | 
	$
 | 
	(88
 | 
	)
 | 
	 
 | 
	$
 | 
	339
 | 
	 
 | 
| 
 
	Less capital expenditures
 
 | 
	 
 | 
	 
 | 
	(191
 | 
	)
 | 
	 
 | 
	 
 | 
	(181
 | 
	)
 | 
	 
 | 
	 
 | 
	(218
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Free cash flow from operations
 
 | 
	 
 | 
	$
 | 
	168
 | 
	 
 | 
	 
 | 
	$
 | 
	(269
 | 
	)
 | 
	 
 | 
	$
 | 
	121
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Other
	Sources and Uses of Capital
	 
	Additional Capital
	Northrop Grumman currently
	provides certain capital needed in excess of the amounts
	generated by our operating activities. After completion of the
	spin-off, we will be an independent, publicly owned company and
	we expect to obtain any funds needed from third parties through
	the capital markets or bank financing, and not from Northrop
	Grumman. We expect cash generated from operations for 2011 to be
	sufficient to service debt, meet contractual obligations and
	finance capital expenditures.
	 
	We have (i) incurred $1,200 million of HII Debt
	(consisting of a $600 million 6.875% senior note due in 2018 and
	a $600 million 7.125% senior note due in 2021) and
	(ii) entered into the HII Credit Facility with third-party
	lenders (in an amount of $1,225 million, comprising a
	$575 million term loan (due in 2016 with a variable
	interest rate based on LIBOR plus a spread based on leverage
	ratio, which at the current leverage ratio is 2.5% and which may
	vary between 2.0% and 3.0%) that is expected to be funded in
	connection with the internal reorganization, and a
	$650 million revolving credit facility (maturing in 2016
	with a variable interest rate on drawn borrowings based on LIBOR
	plus a spread based upon leverage ratio, which spread at the
	current leverage ratio is 2.5% and which may vary between 2.0%
	and 3.0%; and with a commitment fee rate on the unutilized
	balance based on leverage ratio, which fee rate at the current
	leverage ratio is 0.5% and which may vary between 0.35% and
	0.5%), of which approximately $137 million of letters of credit
	are expected to be issued but undrawn at the time of the
	spin-off, and the remaining $513 million of which will be
	unutilized at that time. See Description of Material
	Indebtedness. The proceeds of the HII Debt and the HII
	Credit Facility are to be used to fund the $1,429 million
	Contribution and for general corporate purposes in the amount of
	$300 million.
	 
	Financial Arrangements
	In the ordinary course of
	business, Northrop Grumman uses standby letters of credit issued
	by commercial banks and surety bonds issued by insurance
	companies principally to support our self-insured workers
	compensation plans. At December 31, 2010, there were
	$125 million of unused stand-by letters of credit and
	$296 million of surety bonds outstanding related to our
	operations. After completion of the spin-off, we will be an
	independent, publicly owned company. We are working to obtain
	similar arrangements from the capital markets as needed although
	we may not be able to obtain letters of credit and surety bonds
	in the same amount and on as favorable terms and conditions as
	prior to the spin-off.
	 
	Contractual
	Obligations
	 
	In connection with the spin-off, we intend to enter into a
	Transition Services Agreement with Northrop Grumman, under which
	Northrop Grumman or certain of its subsidiaries will provide us
	with certain services for a limited time to help ensure an
	orderly transition following the distribution.
	 
	We anticipate that under the Transition Services Agreement,
	Northrop Grumman will provide certain enterprise shared services
	(including information technology, resource planning, financial,
	procurement and human resource services), benefits support
	services and other specified services to HII. We expect these
	services will be provided at cost and are planned to extend
	generally for a period of six to twelve months. See
	Certain
	81
 
	Relationships and Related Party TransactionsAgreements
	with Northrop Grumman Related to the Spin-OffTransition
	Services Agreement.
	 
	In connection with the spin-off, we also intend to enter into a
	Tax Matters Agreement with Northrop Grumman that will govern the
	respective rights, responsibilities and obligations of Northrop
	Grumman and us after the spin-off with respect to tax
	liabilities and benefits, tax attributes, tax contests and other
	tax sharing regarding U.S. Federal, state, local and
	foreign income taxes, other taxes and related tax returns. As a
	subsidiary of Northrop Grumman, we have (and will continue to
	have following the spin-off) several liability with Northrop
	Grumman to the IRS for the consolidated U.S. Federal income
	taxes of the Northrop Grumman consolidated group relating to the
	taxable periods in which we were part of that group. However, we
	expect that the Tax Matters Agreement will specify the portion,
	if any, of this tax liability for which we will bear
	responsibility, and Northrop Grumman will agree to indemnify us
	against any amounts for which we are not responsible. We expect
	that the Tax Matters Agreement will also provide special rules
	for allocating tax liabilities in the event that the spin-off,
	together with certain related transactions, is not tax-free. See
	Certain Relationships and Related Party
	TransactionsAgreements with Northrop Grumman Related to
	the Spin-OffTax Matters Agreement.
	 
	We do not expect either the Transition Services Agreement or the
	Tax Matters Agreement to have a significant impact on our
	financial condition and results of operations.
	 
	The following table presents our contractual obligations and pro
	forma adjustments reflecting separation from Northrop Grumman as
	of December 31, 2010, and the estimated timing of future
	cash payments:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2012-
 
 | 
	 
 | 
	 
 | 
	2014-
 
 | 
	 
 | 
	 
 | 
	2016 and
 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Total
 | 
	 
 | 
	 
 | 
	2011
 | 
	 
 | 
	 
 | 
	2013
 | 
	 
 | 
	 
 | 
	2015
 | 
	 
 | 
	 
 | 
	beyond
 | 
	 
 | 
| 
	 
 | 
| 
 
	Notes payable to parent (1)
 
 | 
	 
 | 
	$
 | 
	715
 | 
	 
 | 
	 
 | 
	$
 | 
	715
 | 
	 
 | 
	 
 | 
	$
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	 
 | 
	 
 | 
| 
 
	Accrued interest on notes payable to parent (1)
 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
| 
 
	Interest payments on long-term debt
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	67
 | 
	 
 | 
| 
 
	Operating leases
 
 | 
	 
 | 
	 
 | 
	137
 | 
	 
 | 
	 
 | 
	 
 | 
	21
 | 
	 
 | 
	 
 | 
	 
 | 
	36
 | 
	 
 | 
	 
 | 
	 
 | 
	25
 | 
	 
 | 
	 
 | 
	 
 | 
	55
 | 
	 
 | 
| 
 
	Purchase obligations (2)
 
 | 
	 
 | 
	 
 | 
	1,972
 | 
	 
 | 
	 
 | 
	 
 | 
	1,045
 | 
	 
 | 
	 
 | 
	 
 | 
	733
 | 
	 
 | 
	 
 | 
	 
 | 
	190
 | 
	 
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
| 
 
	Other long-term liabilities (3)
 
 | 
	 
 | 
	 
 | 
	587
 | 
	 
 | 
	 
 | 
	 
 | 
	76
 | 
	 
 | 
	 
 | 
	 
 | 
	127
 | 
	 
 | 
	 
 | 
	 
 | 
	82
 | 
	 
 | 
	 
 | 
	 
 | 
	302
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total contractual obligations
 
 | 
	 
 | 
	$
 | 
	3,860
 | 
	 
 | 
	 
 | 
	$
 | 
	2,104
 | 
	 
 | 
	 
 | 
	$
 | 
	911
 | 
	 
 | 
	 
 | 
	$
 | 
	312
 | 
	 
 | 
	 
 | 
	$
 | 
	533
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Pro forma adjustments reflecting separation from parent
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Notes payable to parent and accrued interest (4)
 
 | 
	 
 | 
	 
 | 
	(954
 | 
	)
 | 
	 
 | 
	 
 | 
	(954
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	HII debt incurred in connection with spin-off
 
 | 
	 
 | 
	 
 | 
	1,775
 | 
	 
 | 
	 
 | 
	 
 | 
	29
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
	 
 | 
	 
 | 
	460
 | 
	 
 | 
	 
 | 
	 
 | 
	1,200
 | 
	 
 | 
| 
 
	Interest payments on HII debt (5)
 
 | 
	 
 | 
	 
 | 
	797
 | 
	 
 | 
	 
 | 
	 
 | 
	103
 | 
	 
 | 
	 
 | 
	 
 | 
	203
 | 
	 
 | 
	 
 | 
	 
 | 
	195
 | 
	 
 | 
	 
 | 
	 
 | 
	296
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total contractual obligations with pro forma adjustments
 
 | 
	 
 | 
	$
 | 
	5,478
 | 
	 
 | 
	 
 | 
	$
 | 
	1,282
 | 
	 
 | 
	 
 | 
	$
 | 
	1,200
 | 
	 
 | 
	 
 | 
	$
 | 
	967
 | 
	 
 | 
	 
 | 
	$
 | 
	2,029
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	The notes payable to parent and accrued interest are presented
	as due in 2011 because such notes are due on demand by our
	parent.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	A purchase obligation is defined as an agreement to
	purchase goods or services that is enforceable and legally
	binding on us and that specifies all significant terms,
	including: fixed or minimum quantities to be purchased; fixed,
	minimum, or variable price provisions; and the approximate
	timing of the transaction. These amounts are primarily comprised
	of open purchase order commitments to vendors and subcontractors
	pertaining to funded contracts.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	Other long-term liabilities primarily consist of total accrued
	workers compensation reserves, deferred compensation, and
	other miscellaneous liabilities, of which $197 million is
	the current portion of workers compensation liabilities.
	It excludes obligations for uncertain tax positions of
	$17 million, as the timing of the payments, if any, cannot
	be reasonably estimated.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	In connection with the recapitalization resulting from the
	spin-off transaction, the amount of Northrop Grummans
	investment in HII, including intercompany debt and accrued
	interest thereon, net of the Contribution, will be contributed
	to additional paid-in capital.
 | 
	82
 
	 
| 
 | 
 | 
 | 
| 
	(5)
 | 
 | 
	Interest expense includes interest on $575 million of
	variable interest rate debt calculated based on interest rates
	at December 31, 2010.
 | 
	 
	Further details regarding long-term debt and operating leases
	can be found in Notes to Consolidated Financial
	StatementsNotes 11 and 14.
	 
	Off-Balance
	Sheet Arrangements
	 
	As of December 31, 2010, we had no significant off-balance
	sheet arrangements other than the surety bonds and letters of
	credit discussed in Other Sources and Uses of
	Capital above and operating leases. For a description of
	our operating leases, see Notes to Consolidated Financial
	StatementsNotes 2 and 14.
	 
	Quantitative
	and Qualitative Disclosures about Market Risk
	 
	Interest Rates
	At December 31, 2010, we do not
	consider the market risk exposure relating to interest rates to
	be material to the consolidated financial statements.
	Substantially all outstanding borrowings were fixed-rate
	long-term debt obligations. See Notes to Consolidated
	Financial StatementsNote 11.
	 
	Foreign Currency
	We may enter into foreign currency
	forward contracts to manage foreign currency exchange rate risk
	related to payments to suppliers denominated in foreign
	currencies. At December 31, 2010, the amount of foreign
	currency forward contracts outstanding was not material.
	 
	Critical
	Accounting Policies, Estimates and Judgments
	 
	Our consolidated financial statements are prepared in accordance
	with GAAP, which require management to make estimates, judgments
	and assumptions that affect the amounts reported in the
	consolidated financial statements and the accompanying notes.
	Management considers an accounting policy to be critical if it
	is important to our financial condition and results of
	operations, and if it requires significant judgment and
	estimates on the part of management in its application. The
	development and selection of these critical accounting policies
	have been determined by our management. Due to the significant
	judgment involved in selecting certain of the assumptions used
	in these areas, it is possible that different parties could
	choose different assumptions and reach different conclusions. We
	consider the policies relating to the following matters to be
	critical accounting policies:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	  
 | 
	Revenue recognition
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Purchase accounting and goodwill
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Litigation, commitments and contingencies
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Retirement benefits
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Workers compensation
 | 
	 
	Revenue
	Recognition
	 
	Overview
	We derive the majority of our business from
	long-term contracts for the production of goods and services
	provided to the federal government, which are accounted for in
	conformity with GAAP, for construction-type and production-type
	contracts and federal government contractors. We classify
	contract revenues as product sales or service revenues depending
	on the predominant attributes of the relevant underlying
	contracts. We consider the nature of these contracts and the
	types of products and services provided when determining the
	proper accounting method for a particular contract.
	 
	Percentage-of-Completion
	Accounting
	We generally recognize revenues from our
	long-term contracts under the
	cost-to-cost
	measure of the
	percentage-of-completion
	method of accounting. The
	percentage-of-completion
	method recognizes income as work on a contract progresses. For
	most contracts, sales are calculated based on the percentage of
	total costs incurred in relation to total estimated costs at
	completion of the contract. For certain contracts with large
	up-front purchases of material, sales are generally calculated
	based on the percentage that direct labor costs incurred bear to
	total estimated direct labor costs.
	83
 
	The use of the
	percentage-of-completion
	method depends on our ability to make reasonably dependable cost
	estimates for the design, manufacture, and delivery of our
	products and services. Such costs are typically incurred over a
	period of several years, and estimation of these costs requires
	the use of judgment. We record sales under cost-type contracts
	as costs are incurred.
	 
	Many contracts contain positive and negative profit incentives
	based upon performance relative to predetermined targets that
	may occur during or subsequent to delivery of the product. These
	incentives take the form of potential additional fees to be
	earned or penalties to be incurred. Incentives and award fees
	that can be reasonably assured and reasonably estimated are
	recorded over the performance period of the contract. Incentives
	and award fees that are not reasonably assured or cannot be
	reasonably estimated are recorded when awarded or at such time
	as a reasonable estimate can be made.
	 
	Changes in estimates of contract sales, costs and profits are
	recognized using the cumulative
	catch-up
	method of accounting. This method recognizes in the current
	period the cumulative effect of the changes on current and prior
	periods. Hence, the effect of the changes on future periods of
	contract performance is recognized as if the revised estimate
	had been the original estimate. A significant change in an
	estimate on one or more contracts could have a material effect
	on our consolidated financial position or results of operations
	for that period.
	 
	Cost Estimation
	The cost estimation process requires
	significant judgment and is based upon the professional
	knowledge and experience of our engineers, program managers, and
	financial professionals. Factors that are considered in
	estimating the work to be completed and ultimate contract
	recovery include the availability, productivity and cost of
	labor, the nature and complexity of the work to be performed,
	the effect of change orders, the availability of materials, the
	effect of any delays in performance, the availability and timing
	of funding from the customer, and the recoverability of any
	claims included in the estimates to complete. A significant
	change in an estimate on one or more contracts could have a
	material effect on our consolidated financial position or
	results of operations, and where such changes occur, separate
	disclosure is made of the nature, underlying conditions and
	financial impact from the change. We update our contract cost
	estimates at least annually and more frequently as determined by
	events or circumstances. We review and assess our cost and
	revenue estimates for each significant contract on a quarterly
	basis.
	 
	We record a provision for the entire loss on a contract in the
	period the loss is determined when estimates of total costs to
	be incurred on the contract exceed estimates of total revenue to
	be earned. We offset loss provisions first against costs that
	are included in unbilled accounts receivable or inventoried
	assets, with any remaining amount reflected in other current
	liabilities.
	 
	Purchase
	Accounting and Goodwill
	 
	Overview
	We allocate the purchase price of an
	acquired business to the underlying tangible and intangible
	assets acquired and liabilities assumed based upon their
	respective fair market values, with the excess recorded as
	goodwill. Such fair market value assessments require judgments
	and estimates that can be affected by contract performance and
	other factors over time, which may cause final amounts to differ
	materially from original estimates. For acquisitions completed
	through December 31, 2008, we recorded adjustments to fair
	value assessments to goodwill over the purchase price allocation
	period (typically not exceeding twelve months), and adjusted
	goodwill for the resolution of income tax uncertainties which
	extended beyond the purchase price allocation period.
	 
	In 2009, we implemented new GAAP accounting guidance related to
	business combinations that impacts how we record adjustments to
	fair values included in the purchase price allocation and the
	resolution of income tax uncertainties. For acquisitions
	completed after January 1, 2009, any adjustments to the
	fair value of purchased assets and subsequent resolution of
	uncertain tax positions are recognized in net earnings, rather
	than as adjustments to goodwill. We have had no acquisitions
	since the new business combination GAAP requirements became
	effective.
	 
	Tests for Impairment
	We perform impairment tests for
	goodwill as of November 30 each year, or when evidence of
	potential impairment exists. We record a charge to operations
	when we determine that an impairment
	84
 
	has occurred. In order to test for potential impairment, we use
	a discounted cash flow analysis, corroborated by comparative
	market multiples where appropriate.
	 
	The principal factors used in the discounted cash flow analysis
	requiring judgment are the projected results of operations,
	discount rate and terminal value assumptions. The discount rate
	represents the expected cost of new capital. The terminal value
	assumptions are applied to the final year of the discounted cash
	flow model.
	 
	As a result of the announcement to wind down operations at the
	Avondale, Louisiana facility and the Gulf Coast segments
	recent operating losses, we performed an impairment test for
	each reportable segments goodwill. The results of our
	goodwill impairment tests as of June 30, 2010 and
	November 30, 2010 indicated that the estimated fair value
	of each of our reporting units was substantially in excess of
	its carrying value. See Notes to Consolidated Financial
	StatementsNote 4.
	 
	Litigation,
	Commitments and Contingencies
	 
	Overview
	We are subject to a range of claims,
	lawsuits, environmental and income tax matters, and
	administrative proceedings that arise in the ordinary course of
	business. Estimating liabilities and costs associated with these
	matters requires judgment and assessment based upon professional
	knowledge and experience of management and our internal and
	external legal counsel. In accordance with our practices
	relating to accounting for contingencies, we record amounts as
	charges to earnings after taking into consideration the facts
	and circumstances of each matter, including any settlement
	offers, and determine that it is probable that a liability has
	been incurred and the amount of the loss can be reasonably
	estimated. The ultimate resolution of any such exposure to us
	may vary from earlier estimates as further facts and
	circumstances become known.
	 
	Environmental Accruals
	We are subject to the
	environmental laws and regulations of the jurisdictions in which
	we conduct operations. We record a liability for the costs of
	expected environmental remediation obligations when we determine
	that it is probable we will incur such costs, and the amount of
	the liability can be reasonably estimated. When a range of costs
	is possible and no amount within that range is a better estimate
	than another, we record the minimum amount of the range.
	 
	Factors which could result in changes to the assessment of
	probability, range of estimated costs and environmental accruals
	include: modification of planned remedial actions, increase or
	decrease in the estimated time required to remediate, discovery
	of more extensive contamination than anticipated, results of
	efforts to involve other legally responsible parties, financial
	insolvency of other responsible parties, changes in laws and
	regulations or contractual obligations affecting remediation
	requirements and improvements in remediation technology.
	Although we cannot predict whether new information gained as
	projects progress will materially affect the estimated liability
	accrued, we do not anticipate that future remediation
	expenditures will have a material adverse effect on our
	financial position, results of operations or cash flows.
	 
	Asset Retirement Obligations
	We record all known
	asset retirement obligations for which the liabilitys fair
	value can be reasonably estimated, including certain asbestos
	removal, asset decommissioning and contractual lease restoration
	obligations. Recorded amounts as of December 31, 2010 are
	$20 million and consist primarily of obligations associated
	with the wind down of operations at our Avondale facility (see
	Notes to Consolidated Financial
	StatementsNote 4.). Amounts as of
	December 31, 2009 were not material.
	 
	We also have known conditional asset retirement obligations
	related to assets currently in use, such as certain asbestos
	remediation and asset decommissioning activities to be performed
	in the future, that are not reasonably estimable as of
	December 31, 2010, due to insufficient information about
	the timing and method of settlement of the obligation.
	Accordingly, the fair value of these obligations has not been
	recorded in the consolidated financial statements. Environmental
	remediation
	and/or
	asset
	decommissioning of these facilities may be required when we
	cease to utilize these facilities. In addition, there may be
	conditional environmental asset retirement obligations that we
	have not yet discovered (e.g., asbestos may exist in certain
	buildings which we have not become aware of through its normal
	business operations), and therefore, these obligations also have
	not been included in the consolidated financial statements.
	 
	Litigation Accruals
	Litigation accruals are recorded
	as charges to earnings when management, after taking into
	consideration the facts and circumstances of each matter,
	including any settlement offers, has determined that it
	85
 
	is probable that a liability has been incurred and the amount of
	the loss can be reasonably estimated. The ultimate resolution of
	any exposure to us may vary from earlier estimates as further
	facts and circumstances become known. Based upon the information
	available, we believe that the resolution of any of these
	various claims and legal proceedings would not have a material
	adverse effect on our consolidated financial position, results
	of operations or cash flows.
	 
	Uncertain Tax Positions
	Uncertain tax positions
	meeting the more-likely-than-not recognition threshold are
	recognized in the financial statements. If a tax position does
	not meet the minimum statutory threshold to avoid payment of
	penalties, we recognize an expense for the amount of the penalty
	in the period the tax position is claimed in our tax return. We
	recognize interest accrued related to unrecognized tax benefits
	in income tax expense. Penalties, if probable and reasonably
	estimable, are recognized as a component of income tax expense.
	The timing and amount of accrued interest is determined by the
	applicable tax law associated with an underpayment of income
	taxes. See Notes to Consolidated Financial
	StatementsNote 10. Under existing GAAP, prior
	to January 1, 2009, changes in accruals associated with
	uncertainties arising from the resolution of pre-acquisition
	contingencies of acquired businesses were charged or credited to
	goodwill; effective January 1, 2009, such changes are now
	recorded to income tax expense. Adjustments to other tax
	accruals are generally recorded in earnings in the period they
	are determined.
	 
	Retirement
	Benefits
	 
	Overview
	We annually evaluate assumptions used in
	determining projected benefit obligations and the fair values of
	plan assets for our pension plans and other post-retirement
	benefits plans in consultation with our outside actuaries. In
	the event that we determine that plan amendments or changes in
	the assumptions are warranted, future pension and
	post-retirement benefit expenses could increase or decrease.
	 
	Assumptions
	The principal assumptions that have a
	significant effect on our consolidated financial position and
	results of operations are the discount rate, the expected
	long-term rate of return on plan assets, the health care cost
	trend rate and the estimated fair market value of plan assets.
	For certain plan assets where the fair market value is not
	readily determinable, such as real estate, private equity, and
	hedge funds, estimates of fair value are determined using the
	best information available.
	 
	Discount Rate
	The discount rate represents the
	interest rate that is used to determine the present value of
	future cash flows currently expected to be required to settle
	the pension and post-retirement benefit obligations. The
	discount rate is generally based on the yield of high-quality
	corporate fixed-income investments. At the end of each year, the
	discount rate is primarily determined using the results of bond
	yield curve models based on a portfolio of high quality bonds
	matching the notional cash inflows with the expected benefit
	payments for each significant benefit plan. Taking into
	consideration the factors noted above, our weighted-average
	pension composite discount rate was 5.84% at December 31,
	2010 and 6.04% at December 31, 2009. Holding all other
	assumptions constant, and since net actuarial gains and losses
	were in excess of the 10% accounting corridor in 2010, an
	increase or decrease of 25 basis points in the discount
	rate assumption for 2010 would have decreased or increased
	pension and post-retirement benefit expense for 2010 by
	approximately $13 million, of which $2 million relates
	to post-retirement benefits, and decreased or increased the
	amount of the benefit obligation recorded at December 31,
	2010, by approximately $140 million, of which
	$20 million relates to post-retirement benefits. The
	effects of hypothetical changes in the discount rate for a
	single year may not be representative and may be asymmetrical or
	nonlinear for future years because of the application of the
	accounting corridor. The accounting corridor is a defined range
	within which amortization of net gains and losses is not
	required. Due to adverse capital market conditions in 2008 our
	pension plan assets experienced a negative return of
	approximately 16% in 2008. As a result, substantially all of our
	plans experienced net actuarial losses outside the 10%
	accounting corridor at the end of 2008, thus requiring
	accumulated gains and losses to be amortized to expense. As a
	result of this condition, sensitivity of net periodic pension
	costs to changes in the discount rate was much higher in 2009
	and 2010 than was the case in 2008 and prior. This condition is
	expected to continue into the near future.
	 
	Expected Long-Term Rate of Return
	The expected
	long-term rate of return on plan assets represents the average
	rate of earnings expected on the funds invested in a specified
	target asset allocation to provide for anticipated future
	benefit payment obligations. For 2010 and 2009, we assumed an
	expected long-term rate of return
	86
 
	on plan assets of 8.5%. An increase or decrease of 25 basis
	points in the expected long-term rate of return assumption for
	2010, holding all other assumptions constant, would increase or
	decrease our pension and post-retirement benefit expense for
	2010 by approximately $8 million.
	 
	Health Care Cost Trend Rates
	The health care cost
	trend rates represent the annual rates of change in the cost of
	health care benefits based on external estimates of health care
	inflation, changes in health care utilization or delivery
	patterns, technological advances, and changes in the health
	status of the plan participants. Using a combination of market
	expectations and economic projections including the effect of
	health care reform, we selected an expected initial health care
	cost trend rate of 8.0% and an ultimate health care cost trend
	rate of 5.0% reached in 2017. In 2009, we assumed an expected
	initial health care cost trend rate of 7.0% for 2010 and an
	ultimate health care cost trend rate of 5.0% reached in 2014.
	Although our actual cost experience is much lower at this time,
	market conditions and the potential effects of health care
	reform are expected to increase medical cost trends in the next
	one to three years thus our past experience may not reflect
	future conditions.
	 
	Differences in the initial through the ultimate health care cost
	trend rates within the range indicated below would have had the
	following impact on 2010 post-retirement benefit results:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	1-Percentage
 
 | 
	 
 | 
	 
 | 
	1-Percentage
 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Point Increase
 | 
	 
 | 
	 
 | 
	Point Decrease
 | 
	 
 | 
| 
	 
 | 
| 
 
	Increase (Decrease) From Change in Health Care Cost Trend Rates
	To:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Post-retirement benefit expense
 
 | 
	 
 | 
	$
 | 
	2
 | 
	 
 | 
	 
 | 
	$
 | 
	(2
 | 
	)
 | 
| 
 
	Post-retirement benefit liability
 
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
	 
 | 
	 
 | 
	(18
 | 
	)
 | 
	 
	Workers
	Compensation
	 
	Our operations are subject to federal and state workers
	compensation laws. We maintain self-insured workers
	compensation plans, in addition to participating in federal
	administered second injury workers compensation funds. We
	estimate the required liability for such claims and state
	funding requirements on a discounted basis utilizing actuarial
	methods based on various assumptions, which include, but are not
	limited to, our historical loss experience and projected loss
	development factors as compiled in an annual actuarial study.
	Related self-insurance accruals include amounts related to the
	liability for reported claims and an estimated accrual for
	claims incurred but not reported. Our workers compensation
	liability is discounted at 3.31% and 3.47% at December 31,
	2010 and 2009, respectively, based on future payment streams and
	a risk-free rate. Workers compensation benefit obligation
	on an undiscounted basis is $726 million and
	$686 million as of December 31, 2010 and 2009,
	respectively.
	 
	Accounting
	Standard Updates
	 
	Accounting Standards Updates not effective until after
	December 31, 2010 are not expected to have a significant
	effect on our consolidated financial position, results of
	operations or cash flows.
	87
 
	 
	BUSINESS
	 
	Our
	Company
	 
	For more than a century, we have been designing, building,
	overhauling and repairing ships primarily for the U.S. Navy
	and the U.S. Coast Guard. We are the nations sole
	industrial designer, builder and refueler of nuclear-powered
	aircraft carriers, the sole supplier and builder of amphibious
	assault and expeditionary warfare ships to the U.S. Navy,
	the sole builder of National Security Cutters for the
	U.S. Coast Guard, one of only two companies currently
	designing and building nuclear-powered submarines for the
	U.S. Navy and one of only two companies that builds the
	U.S. Navys current fleet of DDG-51
	Arleigh
	Burke-
	class destroyers. We build more ships, in more ship
	types and classes, than any other U.S. naval shipbuilder.
	We are also a full-service systems provider for the design,
	engineering, construction and life cycle support of major
	programs for surface ships and a provider of fleet support and
	maintenance services for the U.S. Navy. With our product
	capabilities, heavy industrial facilities and a workforce of
	approximately 39,000 shipbuilders, we believe we are poised to
	continue to support the long-term objectives of the
	U.S. Navy to adapt and respond to a complex, uncertain and
	rapidly changing national security environment.
	 
	Our primary areas of business include the design, construction,
	repair and maintenance of nuclear-powered ships, such as
	aircraft carriers and submarines, and non-nuclear ships, such as
	surface combatants, expeditionary warfare/amphibious assault and
	coastal defense surface ships, as well as the overhaul and
	refueling of nuclear-powered ships.
	 
	The credit quality of our primary customer (the
	U.S. Government), the long life cycle of our products, our
	significant contracted backlog, our manufacturing capabilities
	at our heavy industrial facilities and the alignment of our
	products to the
	30-Year
	Plan
	assist us in forecasting our near- and long-term business plans
	that we believe provide us with a measure of financial stability
	and predictability.
	 
	Our three major shipyards are currently located in Newport News,
	Virginia, Pascagoula, Mississippi and Avondale, Louisiana.
	 
	We manage our business in two segments: Newport News, which
	includes all of our nuclear ship design, construction, overhaul
	and refueling businesses, and Gulf Coast, which includes our
	non-nuclear ship design, construction, repair and maintenance
	businesses.
	 
	Newport
	News
	 
	Through our Newport News shipyard, we are the sole supplier of
	nuclear-powered aircraft carriers to the U.S. Navy. We
	delivered the last of the ten-ship CVN-68
	Nimitz-
	class,
	CVN-77 USS
	George H.W. Bush
	, on May 11, 2009. In
	2008, we were awarded a $5.1 billion contract for the
	detail design and construction of the first ship of the CVN-78
	Gerald R. Ford
	-class, the next generation of
	nuclear-powered aircraft carriers, which is scheduled for
	delivery in 2015. In 2009, we were also awarded construction
	preparation contracts totaling $451 million for the second
	CVN-78
	Gerald R. Ford
	-class aircraft carrier, CVN-79
	(unnamed). The duration of this initial CVN-79 award is two
	years plus a one-year option. The
	30-Year
	Plan
	includes the award of a new aircraft carrier construction
	contract every five years.
	 
	Through a teaming agreement with Electric Boat that provides for
	approximate equality of work allocated between the parties, we
	provide SSN-774
	Virginia
	-class nuclear fast attack
	submarines. Under the teaming agreement, Electric Boat is the
	prime contractor to whom construction contracts have been
	awarded in blocks, and we are principal subcontractor. Block I
	was awarded in 1998 and consisted of four submarines,
	Block II was awarded in 2003 and consisted of six
	submarines, and Block III was awarded in 2008 and consisted
	of eight submarines. We and Electric Boat have delivered the
	first seven submarines of the class (all four submarines from
	Block I and three submarines from Block II), have another five
	submarines under construction (the remaining three submarines of
	Block II and the first two submarines of Block
	III) and have been contracted to deliver an additional six
	submarines (the remaining six submarines of Block III). Based on
	expected build rates, the last Block III
	SSN-774
	Virginia
	-class submarine is scheduled for delivery in
	2018. We are also investing in our facilities to support the
	increase in production rate from one to two SSN-774
	Virginia
	-class submarines per year beginning in
	88
 
	2011. Additionally, we have begun working with Electric Boat on
	the initial design phase for the SSBN(X)
	Ohio
	-class Submarine Replacement Program. We also
	have a submarine engineering department that provides planning
	yard services to the U.S. Navy for its other two classes of
	nuclear-powered submarines, the
	Los Angeles
	-class and the
	Seawolf
	-class.
	 
	We are the exclusive provider of RCOH services for
	nuclear-powered aircraft carriers and a provider of fleet
	maintenance services to the U.S. Navy. In 2009, we were
	awarded a contract for up to $2.4 billion for the RCOH of
	CVN-71 USS
	Theodore Roosevelt
	, which is scheduled for
	redelivery to the U.S. Navy in 2013. In 2010, we were also
	awarded a three-year $678 million planning contract (an
	initial award of $79 million with two one-year options) for
	the RCOH of CVN-72 USS
	Abraham Lincoln
	. In 2011, the
	first option was exercised for $207 million. RCOH execution
	contracts are awarded approximately every four years.
	Additionally, we are currently building a facility at our
	Newport News shipyard for the inactivation of nuclear-powered
	aircraft carriers, the contract for the first of which, CVN-65
	USS
	Enterprise
	, is expected to be awarded in 2013.
	 
	We leverage our nuclear capabilities in non-shipbuilding
	programs as well. For example, we are working with our joint
	venture partner, AREVA NP, to prepare for the manufacture of
	heavy components to support civilian nuclear power plant
	construction work. We are also working with several other joint
	venture partners for the DoE on environmental management and
	operations projects at the Savannah River Site near Aiken, South
	Carolina, and potentially at the Idaho National Laboratory, near
	Idaho Falls, Idaho. We believe these programs allow us to
	utilize our nuclear expertise to take advantage of opportunities
	to provide niche services in our areas of core competencies.
	89
 
	The table below sets forth the primary product lines in our
	Newport News segment:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Newport News Programs
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Contract
 
 | 
	 
 | 
	 
 | 
	Funding
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Name
 | 
	 
 | 
	 
 | 
	Description
 | 
	 
 | 
	 
 | 
	Overview
 | 
	 
 | 
	 
 | 
	Overview
 | 
 
 | 
	 
 | 
	 
 | 
	Carrier New Construction CVN-78
	Gerald R. Ford
	-class
 | 
	 
 | 
	 
 | 
 
	
	  New aircraft carrier for the 21st
	century
 
 
	
	  Increased warfighting capabilities
 
 
	
	  New propulsion plant
 
 
	
	  Reduced ship manning
 
 
	
	  Focused on operating cost reduction
 
 
	
	  Designed for modular construction
 
 | 
	 
 | 
	 
 | 
	
	  Cost plus incentive fee
 
 
	
	  Exclusive provider
 
 
	
	  Incentivized capital investment under
	the planning contract
 
 
	
	  8-year design, 7.5-year construction
 | 
	 
 | 
	 
 | 
	
	  New construction contract expected to
	be awarded approximately every 5 years
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	Carrier RCOH
 | 
	 
 | 
	 
 | 
 
	
	  Complex overhaul of the ships
	machinery and equipment
 
 
	
	  Refueling of both of the ships
	reactors
 
 
	
	  Significant renovation and
	modernization work
 
 | 
	 
 | 
	 
 | 
 
	
	  Cost plus incentive fee
 
 
 
 
	
	  Exclusive provider
 
 
 
 
	
	  3-year advanced planning
 
 
 
 
	
	  Approximately 3.5-year overhaul execution
 
 
 
 
 | 
	 
 | 
	 
 | 
 
	
	  RCOH Execution contracts expected to be
	awarded approximately every 4 years
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	Submarine New Construction
	SSN-774
	Virginia
	-class and Fleet Support
 | 
	 
 | 
	 
 | 
 
	
	  Post-Cold War design focused on maneuverability, stealth, warfighting capability and affordability
 
 
 
 
	
	  Designed for modular construction
 
 
 
 
	
	  Constructed under a teaming agreement with Electric Boat
 
 
 
 
	
	  Planning yard services for
	Los Angeles
	-class and
	Seawolf
	-class
 
 | 
	 
 | 
	 
 | 
 
	
	  Fixed price incentive
 
 
 
 
	
	  Exclusive provider through joint production arrangement
 
 
 
 
	
	  Incentivized capital investment
 
 
 
 
	
	  Multi-ship buys
 
 
 
 
	
	  5-year construction
 
 | 
	 
 | 
	 
 | 
 
	
	  Rate increasing from 1 to 2 annually in 2011
 
 
 
 
	
	  7 delivered, 11 additional in program backlog
 
 
 
 
	
	  Block IV expected to include 9 submarines with anticipated award at the end of 2013
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	90
 
	The table below sets forth the potential future programs in our
	Newport News segment:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Newport News Potential Future Programs
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Name
 | 
	 
 | 
	 
 | 
	Program Description
 | 
 
 | 
	 
 | 
	 
 | 
	Aircraft Carrier Inactivation
 | 
	 
 | 
	 
 | 
 
	
	  CVN-65 inactivation expected to begin in 2013
 
 
 
 
	
	  End-of-life nuclear reactor defueling
 
 
 
 
	
	  Inactivation of ship systems, equipment and machinery
 
 
 
 
	
	  4-year execution
 
 
 
 
	
	  Contracts for
	Nimitz
	-class carriers expected to be awarded approximately every 4 years beginning in 2023
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	Ohio
	-class Replacement Program
 | 
	 
 | 
	 
 | 
 
	
	  Anticipated to begin in 2019
 
 
 
 
	
	  30-Year Plan includes 12 SSBN(X) submarines
 
 
 
 
	
	  NGSB currently acting as subcontractor in design of SSBN(X)
 
 
 
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	Energy
 | 
	 
 | 
	 
 | 
 
	
	  AREVA Newport News: Manufacturing heavy
	reactor components
 
 
	
	  DoE: Site management and operations
 
 
	
	  Newport News Industrial
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Gulf
	Coast
	 
	Our Gulf Coast shipyards design and construct surface combatant
	and amphibious assault/expeditionary warfare ships for the
	U.S. Navy and coastal defense surface ships for the
	U.S. Coast Guard. We are the sole supplier and builder of
	amphibious assault/expeditionary warfare ships (LHA, LHD and
	LPD) to the U.S. Navy. We are currently constructing four
	LPD-17
	San Antonio
	-class amphibious transport dock
	ships: LPD-22
	San Diego
	(scheduled for delivery in
	2011) and LPD-24
	Arlington
	(scheduled for delivery
	in 2012) in our Pascagoula, Mississippi shipyard, and
	LPD-23
	Anchorage
	(scheduled for delivery in
	2012) and LPD-25
	Somerset
	(scheduled for delivery in
	2013) in our Avondale shipyard. Long-lead procurement is
	currently underway for LPD-26 and LPD-27. As we complete work on
	LPD-23
	Anchorage
	and LPD-25
	Somerset
	, we intend to
	wind down our construction activities at Avondale, our Louisiana
	shipyard, and two Louisiana components facilities and
	consolidate all Gulf Coast construction into our Mississippi
	facilities. We believe that consolidation in Pascagoula would
	allow us to realize the benefits of serial production, reduce
	program costs on existing contracts and make future vessels more
	affordable, thereby reducing overhead rates and realizing cost
	savings for the U.S. Navy and the U.S. Coast Guard. We
	are also exploring the potential for alternative uses of the
	Avondale facility by new owners, including alternative
	opportunities for the workforce there. We expect that process to
	take some time.
	 
	In 2009, construction of the LHD-1
	Wasp
	-class amphibious
	assault ships was concluded with the delivery of LHD-8 USS
	Makin Island
	, and the first ship of the follow-on class
	of large-deck amphibious assault ships, LHA-6
	America
	, is
	currently under construction and we expect to deliver it in
	2013. Long-lead procurement is currently underway for LHA-7.
	 
	We are one of only two companies that build the
	U.S. Navys current fleet of DDG-51
	Arleigh
	Burke-
	class destroyers, a program for which the
	U.S. Navy recently decided to restart production. We
	delivered DDG-107 USS
	91
 
	Gravely
	to the U.S. Navy in July 2010 and DDG-110
	William P. Lawrence
	in February 2011. Long-lead
	procurement is currently underway for DDG-113 and DDG-114.
	 
	We are also constructing the composite superstructure of
	DDG-1000
	Zumwalt
	and DDG-1001
	Michael Monsoor
	.
	 
	For the U.S. Coast Guard, we are currently constructing
	NSC-3
	Stratton
	(scheduled for delivery in 2011) for
	the National Security Cutter program, providing advanced and
	operationally efficient deepwater capabilities for the
	U.S. Coast Guard. The construction contract for NSC-4
	Hamilton
	was awarded in November 2010. Long-lead
	procurement is currently underway for NSC-5.
	 
	Additionally, we provide fleet maintenance and modernization
	services to the U.S. Navy and U.S. Coast Guard fleets.
	On any given day, over 600 employees of our wholly owned
	subsidiary AMSEC are on board U.S. Navy ships, assessing
	equipment conditions, modernizing systems and training sailors.
	Through our wholly owned subsidiary, CMSD, a Master Ship Repair
	Contractor, we provide ship repair, regular overhaul and
	selected restricted availability services (pierside or in
	customers drydocks) for the U.S. Navy. We also
	perform emergent repair for the U.S. Navy on all classes of
	ships.
	 
	In 2009, our Gulf Coast shipyards began implementation of a new
	management approach, the Gulf Coast Operating System, focused on
	better organizing and managing the construction of the ships we
	build. Through the Gulf Coast Operating System, we believe
	program managers will be better able to confirm that a ship is
	adhering to our newly developed standardized performance
	metrics, and to assure that we are providing high quality
	products in a safe, timely and cost-effective manner.
	 
	The table below sets forth the primary product lines in our Gulf
	Coast segment:
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Gulf Coast Programs
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Contract
 
 | 
	 
 | 
	 
 | 
	Funding
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Name
 | 
	 
 | 
	 
 | 
	Description
 | 
	 
 | 
	 
 | 
	Overview
 | 
	 
 | 
	 
 | 
	Overview
 | 
 
 | 
	 
 | 
	 
 | 
	DDG-51
	Arleigh Burke
	-class Destroyer
 | 
	 
 | 
	 
 | 
 
	
	  Most advanced surface combatant in the
	fleet
 
 
	
	  62-Ship Program/ 28 awarded to us
 
 | 
	 
 | 
	 
 | 
	
	  Fixed price incentive
 
 
	
	  4-year construction
 | 
	 
 | 
	 
 | 
 
	
	  32 additional DDG-51s/Large Surface
	Combatants expected for procurement by 2031
 
 
	
	  Long lead time and material contract
	awarded for DDG-113 and DDG-114
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	LPD-17
	San Antonio
	-class Amphibious Transport
	Dock Ship
 | 
	 
 | 
	 
 | 
 
	
	  Transport and land 700 to 800 Marines,
	their equipment and supplies
 
 
	
	  Supports amphibious assault, special
	operations
 
 | 
	 
 | 
	 
 | 
 
	
	  Fixed price incentive
 
 
 
 
	
	  4.5-year construction
 
 
 
 
 | 
	 
 | 
	 
 | 
 
	
	  5 delivered (LPD 1721), 4 under
	construction (LPD 2225)
 
 
	
	  Long lead time and material contract
	awarded for LPD-26 and LPD-27
 
 
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	92
 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Gulf Coast Programs
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Program
 
 | 
	 
 | 
	 
 | 
	Contract
 
 | 
	 
 | 
	 
 | 
	Funding
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	Name
 | 
	 
 | 
	 
 | 
	Description
 | 
	 
 | 
	 
 | 
	Overview
 | 
	 
 | 
	 
 | 
	Overview
 | 
 
 | 
	 
 | 
	 
 | 
	LHA-6
	America
	-class Next Generation Amphibious Ship
	for Joint Operations
 | 
	 
 | 
	 
 | 
 
	
	  Navys largest warfare ship for joint operations
 
 
 
 
	
	  Gas turbines
 
 
 
 
	
	  All electric auxiliaries
 
 
 
 
 | 
	 
 | 
	 
 | 
 
	
	  Fixed price incentive
 
 
	
	  5-year construction
 
 | 
	 
 | 
	 
 | 
	
	  LHA-6 under construction
 
 
	
	  Long lead time and material contract
	awarded for LHA-7
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
 
 | 
	 
 | 
	 
 | 
	National Security Cutter (Legend Class)
 | 
	 
 | 
	 
 | 
 
	
	  Largest/most capable of the U.S. Coast Guards new multi-mission cutters
 
 
 
 
	
	  Twin-screw propulsion
 
 
 
 
	
	  Two hangars/large flight deck
 
 
 
 
 | 
	 
 | 
	 
 | 
 
	
	  Cost plus incentive fee (NSC 1  3); fixed price incentive
	(NSC-4)
 
 
 
 
	
	  3-year construction
 
 | 
	 
 | 
	 
 | 
 
	
	  Plan for a total of 8 ships
 
 
	
	  2 delivered (NSC-1, 2), 1 under
	construction (NSC-3)
	
	  Construction
	contract awarded for NSC-4
 
 
	
	  Long lead time and material contract
	awarded for NSC-5
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The table below sets forth a potential future program in our
	Gulf Coast segment:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Gulf Coast Potential Future Program
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	Program
 
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	Name
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	Program Description
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	LSD(X) Amphibious Dock Landing Ship
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	  Expected to begin in 2017
 
 
 
 
	
	  30-Year Plan calls for 12 LSD(X) ships (one every other year)
 
 
 
 
	
	  4-year construction
 
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	History
	 
	Prior to its purchase by Northrop Grumman in 2001, the Newport
	News shipyard was the largest independent shipyard in the United
	States. Newport News was built in 1886 to repair ships servicing
	coal and train facilities in Hampton Roads, Virginia. By 1897,
	Newport News had built its first three boats for the
	U.S. Navy. In 1968 Newport News merged with the Tenneco
	Corporation, and in 1996 was spun-off to form its own
	corporation, Newport News Shipbuilding.
	 
	Our Gulf Coast operations are centered around our Pascagoula,
	Mississippi and Avondale, Louisiana shipyards. The Pascagoula
	shipyard was founded in 1938 as the Ingalls Shipbuilding
	Corporation (Ingalls Shipbuilding). Ingalls
	Shipbuilding originally began building commercial ships, but in
	the 1950s shifted its focus to building ships for the
	U.S. Navy. In 1961, Ingalls Shipbuilding was purchased by
	Litton, an electronics company building navigation,
	communications and electronic warfare equipment. In 1999, Litton
	also acquired Avondale Industries. Organized in 1938, Avondale
	Industries first began building ocean-faring ships in the 1950s.
	From 1959 to 1985, Avondale Industries operated as a subsidiary
	of Ogden Corporation. In 2001, Northrop Grumman acquired Litton.
	Ingalls Shipbuilding and Avondale Industries became part of
	Northrop Grumman Ship Systems.
	93
 
	In January 2008, Northrop Grumman Ship Systems was realigned
	with Newport News into a single operating segment called
	Northrop Grumman Shipbuilding.
	 
	Huntington Ingalls Industries, Inc. was incorporated in Delaware
	on August 4, 2010. Our corporate headquarters are located
	in Newport News, Virginia.
	 
	Defense
	Industry Overview
	 
	The United States faces a complex, uncertain and rapidly
	changing national security environment. The defense of the
	United States and its allies requires the ability to respond to
	constantly evolving threats, terrorist acts, regional conflicts
	and cyber attacks, responses to which are increasingly dependent
	on early threat identification. National responses to such
	threats can require unilateral or cooperative initiatives
	ranging from dissuasion, deterrence, active defense, security
	and stability operations, or peacekeeping. We believe that the
	U.S. Government will continue to place a high priority on
	the protection of its engaged forces and citizenry and on
	minimizing collateral damage when force must be applied in
	pursuit of national objectives.
	 
	The United States engagement in combating terrorism around
	the world, coupled with the need to modernize U.S. military
	forces, has driven DoD funding levels since 2001. In February
	2010, the DoD released its QDR, a legislatively mandated review
	of military strategy and priorities that shapes defense funding
	over the ensuing four years. The QDR emphasized four key
	strategic priorities: prevailing in todays wars,
	preventing and deterring conflict, preparing to defeat
	adversaries in a wide range of contingencies, and preserving and
	enhancing the All-Volunteer Force. These priorities combined
	with supporting key joint mission requirements helped shape the
	U.S. Navys
	30-Year
	Plan.
	 
	We expect that the nations engagement in a multi-front,
	multi-decade struggle will require an affordable balance between
	investments in current missions and investments in new
	capabilities to meet future challenges. The DoD faces the
	additional challenge of recapitalizing equipment and rebuilding
	readiness at a time when the DoD is pursuing modernization of
	its capabilities as well as reducing overhead and
	inefficiencies. The DoD has made a commitment to use resources
	more effectively and efficiently to support and sustain the
	warfighter, and the DoD expects the annual defense budget to
	grow by a nominal one percent, after inflation, in the coming
	years. The fiscal year 2011 budget submitted by the President
	and currently under deliberation in Congress requests
	$548.9 billion in discretionary authority for the DoD base
	budget, representing a modest increase over the 2010 budget.
	 
	The Pentagons five-year spending plan, also submitted to
	Congress in February 2010, reflects the slow, steady growth
	requirements set forth in the QDR. Through 2015, the base
	defense budget is expected to grow at low single-digit rates.
	Investment spending is also projected to display
	low-single-digit inflation-adjusted growth, with procurement
	funding for maturing programs growing and research and
	development funding for new programs declining over the period.
	 
	In February 2010, the U.S. Navy released its
	30-Year
	Plan, in which the U.S. Navy used the goals and strategies
	set forth in the QDR to identify the naval capabilities
	projected to meet the defense challenges faced by the nation in
	the next three decades. The
	30-Year
	Plan
	uses, as a baseline, a 313-ship force that was first proposed by
	the U.S. Navy to Congress in 2006 to design a battle
	inventory to provide global reach; persistent presence; and
	strategic, operational and tactical effects expected of naval
	forces within reasonable levels of funding. The Chief of Naval
	Operations has stated that the 313-ship fleet is a
	floor. Major elements of the
	30-Year
	Plan
	include:
	 
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	Shifting the procurement of nuclear-powered aircraft carriers to
	five-year procurement centers, which will result in a
	steady-state aircraft carrier force of 11 CVNs throughout the
	30 years;
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	Truncating the DDG-1000
	Zumwalt
	-class destroyer program,
	restarting production of DDG-51
	Arleigh Burke
	-class
	destroyers and continuing the Advanced Missile Defense Radar
	(AMDR) development efforts;
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	Shifting to a single sea frame for the Littoral Combat Ship
	(LCS) and splitting its production between two
	shipyards in an effort to reduce the ships overall cost;
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	Maintaining an adaptable amphibious landing force of
	approximately 33 ships;
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	94
 
	 
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	Transitioning to a Combat Logistics force composed of just two
	types of ships and expanding the size of the Joint High Speed
	Vessel Fleet;
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	Defining U.S. Navy requirements for 48 fast attack
	submarines and four guided missile submarines to sustain strike
	capacity and a robust capability to covertly deploy special
	operations force personnel. Procurement of
	Virginia
	-class
	submarines will increase to two boats per year starting in 2011
	and slow to one boat per year once full rate production of the
	SSBN(X)
	Ohio
	-class Submarine Replacement Program
	begins; and
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	Projecting procurement of 276 ships over the next 30 years
	(198 combat ships and 78 logistics and support ships).
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	The QDR has directed certain specific enhancements to
	U.S. forces and capabilities and a number of these
	enhancements present NGSB with substantial new competitive
	opportunities including:
	 
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	Exploitation of advantages in subsurface operations;
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	U.S. Air Force and U.S. Navy joint development of
	air-sea battle concepts to integrate air and naval force
	capabilities across all operational domains;
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	Increased ballistic missile defense capabilities;
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	Expanded future long-range strike capabilities;
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	Expanded capacity of
	Virginia
	-class fast attack nuclear
	submarines for long-range strike; and
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	U.S. Navy and U.S. Air Force new joint cruise missile
	alternatives.
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	The shipbuilding defense industry, as characterized by its
	competitors, customers, suppliers, potential entrants and
	substitutes, is unique in many ways. It is highly capital- and
	skilled labor-intensive. There are two major participants: us
	and General Dynamics, which together represent over 90% of the
	market and employ over 60,000 shipbuilders. The U.S. Navy,
	a large single customer with many needs and requirements,
	dominates the industrys customer base and is served by a
	supplier base where competition is giving way to exclusive
	providers. However, there are smaller shipyards entering the
	market to build the U.S. Navys new LCS. The
	U.S. Navy must compete with other national priorities,
	including other defense activities and entitlement programs, for
	a share of federal budget dollars.
	 
	The DoD recently announced various initiatives designed to gain
	efficiencies, refocus priorities and enhance business practices
	used by the DoD, including those used to procure goods and
	services from defense contractors. The most recent initiatives
	are organized in five major areas: Affordability and Cost
	Growth; Productivity and Innovation; Competition; Services
	Acquisition; and Processes and Bureaucracy. These initiatives
	are still fairly new and the specific impacts on our industry
	will be understood better as the DoD implements them further.
	See Risk Factors
	The Department of Defense has
	announced plans for significant changes to its business
	practices that could have a material effect on its overall
	procurement process and adversely impact our current programs
	and potential new awards
	.
	 
	Competitive
	Strengths
	 
	We believe that we have the following key competitive strengths:
	 
	We are one of the two largest publicly owned shipbuilders in
	the United States.
	 We and our primary competitor are
	the builders of 232 of the U.S. Navys current 286
	ships, and the exclusive builders of 16 of the
	U.S. Navys 29 classes of ship (seven classes for
	which we are the exclusive builder, and four classes for which
	we are co-builders with our primary competitor). We build more
	ships, in more types and classes, than any other U.S. naval
	shipbuilder and we are the exclusive builder of 33 of the
	U.S. Navys 286 ships, representing seven of the
	U.S. Navys 29 classes of ships. We are the sole
	builder and refueler of nuclear-powered aircraft carriers, the
	sole supplier of amphibious assault and expeditionary warfare
	ships for the U.S. Navy, and the sole provider of the
	National Security Cutter to the U.S. Coast Guard. We are
	also teamed with Electric Boat as the sole builders of
	nuclear-powered submarines for the U.S. Navy. We are also a
	full-service systems provider for the design, engineering,
	construction and life cycle
	95
 
	support of major programs for surface ships and a provider of
	fleet support and maintenance services for the U.S. Navy.
	We are one of only two nuclear shipbuilders and the only company
	capable of constructing and refueling aircraft carriers.
	 
	We have long-term contracts with visible revenue streams and
	highly probable backlog based on the U.S. Navys
	30-Year
	Plan
	. Most of our contracts are long-term in nature with
	visible revenue streams. Total backlog at December 31, 2010
	was approximately $17 billion. At the end of 2010, total
	orders from the U.S. Government comprised substantially all
	of the total backlog. In connection with ships that we have
	constructed, we expect to continue our regular service and
	support, including RCOH of aircraft carriers and inactivation of
	aging nuclear aircraft carriers. For ships that may be built in
	the future, we intend to continue to pursue and obtain planning
	and design contracts with the U.S. Government. Thus, we
	believe we have a highly probable backlog associated with every
	stage of the life cycle for the ships we build. We believe these
	factors allow us to assess our financial performance for many
	years into the future, which contributes to our long-term
	stability.
	 
	We generate a significant amount of our revenue from
	contracts for classes of ships for which we are the exclusive
	provider.
	 We are the exclusive provider of seven of the
	U.S. Navys 29 classes of ships, and a significant
	amount of our revenue is from contracts for these classes of
	ships. Collectively, our contracts for ship classes for which we
	are the exclusive provider accounted for 64% and 68% of our
	revenues in 2009 and 2010, respectively.
	 
	We are capable of manufacturing multiple classes of ships at
	our heavy industrial facilities.
	 Our Newport News and
	Pascagoula shipyards possess heavy industrial assets and are
	capable of manufacturing multiple ship types and classes. The
	Newport News shipyard, which is able to simultaneously construct
	in staggered phases two nuclear aircraft carriers and five
	nuclear submarines, provide refueling and overhaul services for
	up to two additional aircraft carriers, and provide maintenance
	and repair services for additional ships, has an
	18-acre
	all
	weather onsite steel fabrication workshop, a modular outfitting
	facility for assembly of a ships basic structural modules
	indoors and on land, machine shops totaling approximately
	300,000 square feet, a 1,050-ton gantry crane capable of
	servicing two aircraft carriers at one time, and a 2,170 foot
	long drydock. Our Pascagoula shipyard, which is able to
	simultaneously build several classes of ships for both the
	U.S. Navy and the U.S. Coast Guard, includes a
	30,000-ton floating dry dock, 660-ton gantry crane, a steel
	fabrication shop with capacity to process 150 tons of steel per
	day, covered outfitting and stacking halls capable of handling
	three-deck height grand blocks, and a propulsion assembly
	building that can hold up to fifteen 30,000 horsepower engines
	simultaneously. Our Gulfport, Mississippi facility is focused on
	composite research and engineering and is a 322,000-square foot
	manufacturing facility capable of building large scale carbon
	fiber and
	e-glass
	composite structures such as mast, deckhouse and hangar
	structures. Additionally, we have the Virginia Advanced
	Shipbuilding Carrier Integration Center (VASCIC) in
	Newport News, two Land Based Test Facilities, one in Newport
	News and one in Pascagoula, and the Center of Excellence for
	Modeling and Simulation (including the Aviation Simulation
	Integration Center and the Flexible Infrastructure Laboratory),
	which is housed at VASCIC.
	 
	We have an experienced management team.
	 Our senior
	management team has experience in the management of defense and
	shipbuilding companies and in the areas of project management,
	supply chain management and technology management. Emphasis is
	placed on developing and aligning a dynamic leadership team to
	engage the workforce and drive high performance. Additionally,
	through our Enhancing Personal Leadership program, we leverage
	the experience and talent of our current management team to
	train our new and upcoming leaders to add to the overall depth
	and skill level of our management.
	 
	We have a workforce of approximately 39,000
	shipbuilders.
	 Our workforce includes individuals
	specializing in 19 crafts and trades, including more than 7,500
	engineers and designers and more than 1,000 employees with
	advanced degrees. Additionally, our workforce is composed of
	many third-, fourth- and fifth-generation shipbuilding
	employees. At December 31, 2010, we had 771 Master
	Shipbuilders, employees who have been with us or our
	predecessors for over 40 years. We operate two Apprentice
	Schools: one in Newport News, which trains over 750 apprentices
	each year in 19 trades and several advanced programs, and one in
	the Gulf Coast, which currently has nearly 1,000 registered
	apprentices in its programs. We also provide ongoing training
	for all of our employees, providing over 60,000 individual
	training seats in 2009 and 64,000 in 2010 across our Newport
	News and Gulf Coast operations.
	96
 
	Our
	Strategy
	 
	Our objectives are to maintain our leadership position in the
	U.S. naval shipbuilding industry and to deliver long-term
	value to our stockholders. To achieve these objectives, we
	utilize the following strategies:
	 
	Strengthen
	and protect market position.
	 
	Align our business to support the U.S. Navys
	30-Year
	Plan.
	 To ensure that we remain the
	U.S. Navys builder of choice on ships we currently
	build, we intend to continue to align ourselves with the
	U.S. Navy to support its
	30-Year
	Plan. We intend to continue to support the U.S. Navy in the
	design and construction of new ships, including the construction
	of an aircraft carrier and an amphibious assault ship
	approximately every five years, the restart of construction of
	DDG-51s and the increase in production rates of VCS to two
	submarines per year. Through investments in our workforce,
	processes and facilities, and through the streamlining of our
	operations, we intend to support continued construction of these
	core U.S. Navy programs, ensure quality construction and
	make ships more affordable. We plan to continue to work to keep
	our U.S. Navy programs fully funded in order to avoid their
	delay or cancellation.
	 
	Ensure capabilities that support new U.S. Navy
	requirements.
	 Through alignment with the
	U.S. Navys requirements in the
	30-Year
	Plan, we intend to position ourselves as the provider of choice
	for new platforms and services related to our current core
	markets. In 2013, the U.S. Navy is expected to award the
	first aircraft carrier inactivation contract for CVN-65 USS
	Enterprise
	. We intend to complete construction of a new
	facility at our Newport News shipyard designed specifically for
	aircraft carrier inactivations, to ensure that we are the
	U.S. Navys choice for this and future aircraft
	carrier inactivations. We have also deployed our design and
	engineering talents and capabilities to support work as a
	subcontractor on the design of the SSBN (X) replacement for
	the aging
	Ohio
	-class ballistic missile submarines, in
	anticipation of our participation as a subcontractor in the
	construction of the expected 12 new submarines under that
	program. Additionally, we intend to position ourselves as the
	builder of choice for the LSD(X), the next class of amphibious
	ship expected to be built as a follow-on to the LPD-17 and LHA-6
	classes of ships, for which we are currently the exclusive
	supplier.
	 
	Streamline our operations and footprint to deliver more
	affordable ships.
	 To maintain our market position, we
	intend to monitor our operations to determine where strategic
	investments or consolidation may be necessary to allow us to
	provide the U.S. Navy with the highest quality, most
	technologically advanced ships possible, on a cost-effective
	basis. For example, in light of the U.S. Navys
	30-Year
	Plan
	requirements and the need to continue to make ships more
	affordable for our customers, we intend to consolidate our Gulf
	Coast operations and footprint to shift all future Gulf Coast
	ship construction work to our Pascagoula and Gulfport facilities
	in Mississippi. Our construction activities at the Avondale
	shipyard in Louisiana are expected to wind down in 2013 when
	work on LPD-25 is completed. Future ship construction work would
	be performed at our larger and more modern Pascagoula shipyard.
	With this consolidation, we believe that we are ensuring the
	long-term viability of our Gulf Coast operations by making them
	more cost competitive through increased throughput, continuity
	of production, single learning curves and workload efficiency
	gains. We also expect that this consolidation may reduce program
	costs on some existing contracts and make future vessels more
	affordable for the U.S. Navy and the U.S. Coast Guard.
	 
	Execute
	well on all contracts.
	 
	Improve performance in our Gulf Coast operations.
	 We
	intend to continue to improve quality, cost and schedule
	performance in our Gulf Coast operations to address past
	operational issues, such as quality and high rework costs caused
	by hurricane -related disruptions, and to maintain our market
	position on non-nuclear surface ship construction. To accomplish
	this, our Gulf Coast operations have recently implemented a new
	management approach that is geared toward planning and managing
	our work in discrete phases to drive performance, accountability
	and predictability. Through the Gulf Coast Operating System, we
	believe program managers will be better able to confirm that a
	ship is adhering to our newly developed standardized performance
	metrics, and to assure that we are providing a quality product
	in a safe, timely and cost-effective manner. By organizing the
	work on each ship class to provide for the construction in a
	carefully managed sequence, our Gulf Coast Operating System
	ensures that each ship within a class is constructed in the same
	way each time to maximize learning from ship to ship. We intend
	to continue to utilize the Gulf Coast Operating System across
	the spectrum of our ships to improve
	97
 
	both quality and efficiency of our building processes in all
	aspects of our design and construction activities, bringing
	together our engineers, craftspeople and technical workers. See
	 Our BusinessGulf Coast.
	 
	Capture the benefits of serial production.
	 We intend
	to seek opportunities to maximize the quality and affordability
	of our ships through serial production, while ensuring that we
	undertake
	first-in-class
	construction where such construction is expected to lead to
	additional serial production. For example, in 2009, we entered
	into an agreement with the U.S. Navy to shift work on
	DDG-1001
	Michael Monsoor
	to General Dynamics Bath Iron
	Works (BIW), in exchange for new construction work
	on two ships in the new flight of the DDG-51
	Arleigh
	Burke
	-class, DDG-113
	William S. Sims
	and DDG-114
	Callaghan
	(the Swap Agreement). In 2008, the
	U.S. Navy announced that the more expensive DDG-1000
	Zumwalt
	-class is being truncated to three ships. With the
	Swap Agreement, all three DDG-1000 ships will now be built at
	BIW, but we will remain the co-lead for the DDG-1000 design and
	will provide the integrated composite deckhouse and aft
	peripheral vertical launch system for all three ships. The
	U.S. Navy anticipates it will procure eight ships in the
	new flight of DDG-51s over the next five years. We believe the
	Swap Agreement allows us to benefit from serial production on
	DDG-51s and to reduce the programmatic complexity and risk of
	building the DDG-51 and DDG-1000 classes of destroyers
	simultaneously in one shipyard. We also believe the Swap
	Agreement eliminates the required investment for a single ship
	production run that would have occurred if we had built DDG-1001
	Michael Monsoor
	.
	 
	Deliver quality products on contract targets.
	 We are
	focused on delivering quality products on contract schedule and
	cost targets for all current contracts, which we believe will
	protect our market position and enhance our efforts to secure
	future contracts. We believe we must adhere to schedule and cost
	commitments and quality expectations on our current
	U.S. Navy contracts. Specifically, we must execute on our
	human capital strategy, create and sustain a first-time quality
	culture and capitalize on our supply chain management
	initiatives.
	 
	Our
	Business
	 
	We design and construct nuclear and non-nuclear ships for the
	U.S. Navy and U.S. Coast Guard, including
	nuclear-powered aircraft carriers and submarines, and
	non-nuclear surface combatants, amphibious assault ships and
	National Security Cutters. Additionally, through our shipyards
	and through our AMSEC and CMSD operations, we provide fleet
	maintenance and support services for the U.S. Navys
	ships. Our Newport News shipyard is also the exclusive supplier
	for the overhaul and refueling of nuclear-powered ships for the
	U.S. Navy.
	 
	Newport
	News
	 
	The capabilities of our Newport News operations extend from our
	core nuclear business of designing and constructing
	nuclear-powered ships, such as aircraft carriers and submarines
	and the refueling and overhaul of such ships, to our secondary
	businesses, which are focused on the construction of heavy
	manufacturing equipment for commercial nuclear power facilities
	and the operations, management and cleanup of environmental
	hazard sites through the DoEs cleanup programs. Our
	Newport News shipyard is one of the largest shipyards in the
	United States. Our facilities are located on approximately
	550 acres on the mouth of the James River, which adjoins
	the Chesapeake Bay. The shipyard has two miles of waterfront
	property and heavy industrial facilities that include seven
	graving docks, a floating dry dock, two outfitting berths, five
	outfitting piers, a module outfitting facility and various other
	workshops. Our Newport News shipyard also has a 2,170 foot
	drydock and a 1,050-ton gantry crane capable of servicing two
	aircraft carriers at one time.
	 
	Design,
	Construction and Refueling and Complex Overhaul of Aircraft
	Carriers
	 
	Engineering, design and construction of U.S. Navy nuclear
	aircraft carriers are core to our operations. Aircraft carriers
	are the largest ships in the U.S. Navys fleet, with a
	weight (displacement) of about 90,000 tons. Since 1933, Newport
	News has delivered 30 aircraft carriers to the U.S. Navy,
	including all 11 ships currently deployed.
	 
	The U.S. Navys newest carrier and the last of the
	CVN-68
	Nimitz
	-class, CVN-77 USS
	George H.W. Bush
	,
	was delivered on May 11, 2009. Design work on the next
	generation carrier, the CVN-78
	Gerald R. Ford-
	class, has
	been underway for over eight years. The CVN-78
	Gerald R.
	Ford-
	class incorporates transformational technologies
	including an enhanced flight deck with increased sortie rates,
	improved weapons movement, a redesigned island, a new nuclear
	propulsion plant design, flexibility to incorporate future
	technologies and reduced manning. In 2008,
	98
 
	we were awarded a $5.1 billion contract for detail design
	and construction of the first ship of the class, CVN-78
	Gerald R. Ford
	, which is scheduled for delivery in 2015.
	In 2009 we were also awarded construction preparation contracts
	totaling $451 million for the second CVN-78
	Gerald R.
	Ford
	-class aircraft carrier, CVN-79 (unnamed). The duration
	of this initial CVN-79 award is two years plus a one-year option.
	 
	We continue to be the exclusive prime contractor for nuclear
	carrier RCOHs. Each RCOH takes over three years and accounts for
	approximately 35% of all maintenance and modernization in the
	service life of an aircraft carrier. RCOH services include
	propulsion (refueling of reactors, propulsion plant
	modernization, propulsion plant repairs), restoration of service
	life (dry docking, tank and void maintenance; hull shafting,
	propellers, rudders; piping repairs, replacement and upgrades;
	electrical systems upgrades; aviation capabilities) and
	modernization (warfare, interoperability and environmental
	compliance). We provide ongoing maintenance for the
	U.S. Navy aircraft carrier fleet through both RCOH and
	repair work. In 2009, the completion of the RCOH of CVN-70 USS
	Carl Vinson
	was followed by the arrival of CVN-71 USS
	Theodore Roosevelt
	, which is expected to be redelivered
	to the U.S. Navy following its RCOH in early 2013.
	 
	In 2010, we were awarded a $678 million planning contract
	(an initial award of $79 million with two one-year options)
	for the RCOH of CVN-72 USS
	Abraham Lincoln
	. In 2011, the
	first option was exercised for $207 million. We believe
	that our position as the exclusive designer and builder of
	nuclear-powered aircraft carriers, as well as the fact that this
	work requires a highly trained workforce, is capital-intensive
	and has high barriers to entry due to its nuclear requirements,
	strongly positions us as the frontrunner for the award of future
	RCOH contracts on the current and future fleet of U.S. Navy
	carriers.
	 
	Aircraft
	Carrier Inactivation
	 
	We anticipate that in 2013 the U.S. Navy will contract with
	us, through our Newport News shipyard, to inactivate CVN-65 USS
	Enterprise
	, the worlds first nuclear-powered
	aircraft carrier, which was built by us and commissioned in
	1961. We are currently building the facility to perform this
	work at our Newport News shipyard. Additionally, as other
	aircraft carriers in the naval fleet age, we believe that the
	U.S. Navy will require inactivation of those ships, and we
	plan to be positioned as the best choice for the U.S. Navy
	to grant that work. Aircraft carriers generally have a lifespan
	of approximately 50 years, and we believe the 11 carriers
	we have delivered and those we deliver going forward present a
	significant opportunity for us in the future with respect to
	both RCOH and inactivation. We expect funding for an aircraft
	carrier inactivation to be approximately $650 million.
	 
	Design
	and Construction of Nuclear-Powered Submarines
	 
	We are one of only two U.S. companies capable of designing
	and building nuclear-powered submarines for the U.S. Navy.
	Since 1960, Newport News has delivered 56 submarines, including
	42 fast attack and 14 ballistic submarines, to the
	U.S. Navy. Of the 53 nuclear-powered fast attack submarines
	currently in active service, 25 have been delivered by Newport
	News. Our nuclear submarine program, located at our Newport News
	shipyard, includes construction, engineering, design, research
	and integrated planning. In February 1997, Northrop Grumman and
	Electric Boat executed a teaming agreement to cooperatively
	build SSN-774
	Virginia-
	class fast attack nuclear
	submarines. Under the present arrangement, we build the stern,
	habitability and machinery spaces, torpedo room, sail and bow,
	while Electric Boat builds the engine room and control room.
	Work on the reactor plant and the final assembly, test, outfit
	and delivery is alternated between us and Electric Boat with
	Electric Boat performing this work on the odd numbered
	deliveries and Newport News on the even numbered deliveries. The
	initial four submarines in the class were delivered in 2004,
	2006 and 2008. With Electric Boat as the prime contractor and us
	as a principal subcontractor, the team was awarded a
	construction contract in August 2003 for the second block of six
	SSN-774
	Virginia-
	class submarines, the first two of which
	were delivered in 2008 and 2009, respectively. Construction on
	the remaining four submarines of the second block is underway,
	with the last scheduled to be delivered in 2014. In December
	2008, the team was awarded a construction contract for the third
	block of eight SSN-774
	Virginia
	-class submarines. The
	multi-year contract allows us and our teammate to proceed with
	the construction of one submarine per year in 2010, increasing
	to two submarines per year from 2011 to 2013. The eighth
	submarine to be procured under this contract is scheduled for
	delivery in 2019.
	99
 
	SSBN(X)
	Ohio-Class Replacement Program
	 
	The
	30-Year
	Plan discusses the U.S. Navys intention to focus on
	the design and construction of replacement boats for the current
	aging
	Ohio
	-class ballistic and cruise missile submarines.
	The U.S. Navy has committed to designing a replacement
	class for the aging
	Ohio
	-class nuclear ballistic
	submarines, which were first introduced into service in 1981.
	The SSBN(X)
	Ohio
	-class Submarine Replacement Program
	represents a new program opportunity for us. Electric Boat is
	expected to lead the program. Although the contract is not yet
	negotiated, we expect to share in the design effort and our
	experience and well-qualified workforce position us for a
	potential role in the construction effort. The
	Ohio
	-class
	includes 14 ballistic missile submarines (SSBN) and four cruise
	missile submarines (SSGN). The
	Ohio
	-class Submarine
	Replacement Program currently calls for 12 new ballistic missile
	submarines over a
	15-year
	period for approximately $4 to $7 billion each. The first
	Ohio
	-class ballistic submarine is expected to be retired
	in 2029, meaning that the first replacement platform should be
	in commission by that time. The U.S. Navy has initiated the
	design process for this class of submarine, and we have begun
	design work as a subcontractor to Electric Boat. We cannot
	guarantee that we will continue to work on the SSBN(X) design
	with Electric Boat, and we can give no assurance regarding the
	final design concept chosen by the U.S. Navy or the amount
	of funding made available by Congress for the SSBN(X)
	Ohio-class Submarine Replacement Program. Construction is
	expected to begin in 2019 with the procurement of long-lead time
	materials in 2015. We believe that this program may represent a
	significant opportunity for us in the future.
	 
	Energy
	 
	Our DoE and Commercial Nuclear Programs leverage our core
	competencies in nuclear operations, program management and heavy
	manufacturing. We selectively partner with experienced industry
	leaders and we are significant participants in three joint
	ventures. Additionally, through our subsidiary Newport News
	Industrial Corporation (NNI), we are able to provide
	a range of services to the energy and petrochemical industries
	as well as government customers.
	 
	AREVA
	Newport News, LLC
	 
	In October 2008, we announced the formation of a joint venture,
	AREVA Newport News, LLC, with AREVA NP to build a new
	manufacturing facility in Newport News, Virginia to help supply
	heavy components to the civilian nuclear electrical power
	sector. AREVA Newport News plans to construct a production
	facility for the manufacture of heavy commercial nuclear power
	plant components. We are minority owners of the limited
	liability company that we formed pursuant to this joint venture.
	 
	DoE
	Programs
	 
	Savannah
	River
	 
	In January 2008, Savannah River Nuclear Solutions, LLC, our
	joint venture with Fluor Corporation and Honeywell International
	Inc., was awarded a five-year $4 billion contract for site
	management and operations of the DoEs Savannah River Site
	located 12 miles south of Aiken, South Carolina. Work at
	the site includes management of a national laboratory and the
	cleanup of nuclear waste, both newly generated and backlogged
	and legacy wastes that exist at various facilities throughout
	the Savannah River Site. As part of the American Recovery and
	Reinvestment Act of 2009, Savannah River Nuclear Solutions was
	awarded a stimulus contract for $1.4 billion to deactivate
	and remediate several reactors and sites at the Savannah River
	Site. We have a 34% ownership stake in Savannah River Nuclear
	Solutions, LLC.
	 
	Idaho
	National Laboratory
	 
	We, together with our joint venture partner CH2M Hill, bid on
	environmental management and cleanup projects for the DoE at the
	Idaho National Laboratory, near Idaho Falls, Idaho. In March
	2010, the team was awarded a six-year $590 million contract,
	which award was protested and is under re-evaluation by the DoE.
	We have a 25% ownership stake in CH2M Hill Newport News Nuclear,
	LLC.
	100
 
	Newport
	News Industrial
	 
	NNI was incorporated in 1965 and provides a range of support
	services to operating commercial nuclear power plants. In the
	45 years since it was founded, NNI has expanded its
	capabilities, continuing to provide support for nuclear energy
	work, as well as for fossil power plants and other industrial
	facilities. NNI focuses on fabrication services, construction
	services, equipment services, technical services and product
	sales to its customers, which include both private industry as
	well as government entities such as NASA, the DoE and the DoD.
	 
	VASCIC
	 
	Established in 1998 with state funding, VASCIC, located in
	Newport News, Virginia, is the only facility in the world
	devoted to furthering research for nuclear-powered aircraft
	carriers and submarines. VASCIC is a facility where we conduct
	on-site
	warfare systems testing, training and laboratory research for
	the next generation of aircraft carriers, submarines and other
	ships. The center houses a team of systems experts who work
	together to develop and test advanced technology systems for
	aircraft carriers and other U.S. Navy ships, with a goal of
	reducing cost and increasing capability. VASCIC benefits the
	U.S. Navy and we believe represents a competitive advantage
	for us by developing future naval capabilities, reducing total
	ownership cost and facilitating technology transfer.
	 
	Gulf
	Coast
	 
	Through our Gulf Coast operations, we design and construct
	non-nuclear ships for the U.S. Navy and U.S. Coast
	Guard, including amphibious assault ships, surface combatants
	and National Security Cutters. We are the sole supplier of
	amphibious assault ships to the U.S. Navy and have built 26
	of the 62-ship DDG-51
	Arleigh Burke
	-class of Aegis guided
	missile destroyers in active service. We are also the sole
	supplier of the large multi-mission National Security Cutters
	for the U.S. Coast Guard. Our Gulf Coast shipbuilding sites
	are located in Mississippi (Pascagoula and Gulfport) and
	Louisiana (Tallulah, Waggaman and Avondale). We intend to wind
	down our construction activities at Avondale, our Louisiana
	shipyard, in 2013 and two Louisiana components facilities by
	2013 and consolidate all Gulf Coast construction into our
	Mississippi facilities. We are also exploring the potential for
	alternative uses of the Avondale facility by new owners,
	including alternative opportunities for the workforce there. We
	expect that process to take some time. Our various Gulf Coast
	facilities offer a collection of manufacturing capabilities with
	advantages, such as a 660-ton gantry crane, a shipbuilding
	facility focused on composite research and engineering and a
	Land Based Test Facility.
	 
	When our current management team assumed responsibility for NGSB
	in 2008, they identified key operational issues impacting the
	Gulf Coast. By applying best practices and lessons learned from
	lead ship construction experience, they implemented the Gulf
	Coast Operating System to improve performance across the Gulf
	Coast. We believe this new system will result in significant
	improvement in Gulf Coast operational performance.
	 
	The Gulf Coast Operating System organizes the construction of
	ships into 12-week phases with a discrete statement of work and
	cost and schedule goals. Through the Gulf Coast Operating
	System, program managers are able to ensure that a ship is
	adhering to our newly developed standardized performance metrics
	and that we are providing the highest possible quality products
	on a timely and cost-effective basis. The key features of the
	operating system are:
	 
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	Ship class plans.
	 These plans apply to an entire
	class of ships and enforce conformity within the class.
	Construction is scheduled at the lowest level of work and in the
	most efficient work sequence by craft, thereby ensuring
	consistent ship construction and maximum learning
	(i.e., cost reduction) from ship to ship.
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	Phase commitment and hot wash. 
	This is a
	process whereby cost, schedule and work completion goals for
	each 12-week phase are established prior to commencing work.
	These commitments are the baseline for performance measurement,
	providing improved visibility for each phase and monitoring
	actual versus committed performance on a weekly basis. This
	additional rigor around completing work in the scheduled phase
	allows for timely corrective actions within the phase if actual
	performance deviates from commitments and precludes additional
	cost associated with
	out-of-phase
	work. At the completion of the phase, a
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	101
 
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	formal hot wash process occurs that documents actual
	performance versus commitments and enables adjustments to EACs
	and future phase plans. These EAC updates ensure timely
	adjustments are made and effectively reduce or eliminate
	surprises that traditionally accompany annual reviews of EAC.
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	Performance measurement.
	 Using standardized metrics,
	performance measurements have been institutionalized across the
	Gulf Coast to support the Operating Systems rhythm. The
	metrics include both lagging and leading indicators of
	performance. Each ships performance metrics are reviewed
	by management and staff weekly to allow for timely corrective
	actions and are also consolidated in an Executive
	Dashboard web-based visibility system for access by our
	entire management team.
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	Risk/opportunity management.
	 This process links a
	ships total risk and opportunity to phases of
	construction. Risk mitigation and opportunity plans are
	developed by phase and monitored to assess progress. The
	ships Program Manager owns the risk/opportunity process,
	which is administered by a centralized organization that ensures
	consistency throughout the portfolio.
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	Labor resource plan (LRP).
	 The LRP
	establishes employment requirements by craft or organization
	over the ships construction phase. The LRP integrates
	class plans and ship schedules with actual versus committed
	phase performance to establish hiring plans and the allocation
	of manning across ships. This integrated yard-wide labor
	resource plan enables an orderly proactive approach to hiring,
	overtime plans and movement of manning from ship to ship.
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	Quarterly estimate at completion.
	 The EAC process is
	performed on each ship and integrates performance across the
	Gulf Coast Operating System. It incorporates a
	bottom-up
	EAC process as well as top-down performance metrics to validate
	the programs EAC. Each ship must address favorable or
	unfavorable results within the quarter and adjust (if necessary)
	program plan, EACs, and the programs financials.
 | 
	 
	We believe that the increased integration and efficient
	utilization of workers, schedule and cost transparency and
	management oversight of the shipbuilding process through our
	Gulf Coast Operating System will enable us to execute on our
	current contracts, strengthen our position with the
	U.S. Navy and allow us to continue to improve our
	operations in the future.
	 
	Amphibious
	Assault Ships
	 
	We are the sole provider of amphibious assault and expeditionary
	warfare ships for the U.S. Navy. Design, construction and
	modernization of the U.S. Navy Large Deck Amphibious ships
	(LHA and LHD) are core to our Gulf Coast operations. In 2009,
	construction of LHD-1
	Wasp-
	class multipurpose amphibious
	assault ships was concluded with the delivery of LHD-8 USS
	Makin Island
	. In 2007, we were awarded the construction
	contract for LHA-6
	America
	, the first in a new class of
	enhanced amphibious assault ships designed from the keel up to
	be an aviation optimized Marine assault platform. The first ship
	of the LHA-6
	America
	-class is currently under
	construction and we expect to deliver it in 2013. The LHA is a
	key component of the U.S. Navy-Marine Corps requirement for
	11 Expeditionary Strike Groups/Amphibious Readiness Groups.
	 
	The LPD program is one of our Gulf Coast operations two
	long-run production programs where we have an opportunity to
	take advantage of cost reductions due to learning
	ship-over-ship.
	We are currently constructing four LPD-17
	San Antonio
	-class amphibious transport dock ships:
	LPD-22
	San Diego
	(scheduled for delivery in
	2011) and LPD-24
	Arlington
	(scheduled for delivery
	in 2012) in our Pascagoula, Mississippi shipyard, and
	LPD-23
	Anchorage
	(scheduled for delivery in
	2012) and LPD-25
	Somerset
	(scheduled for delivery in
	2013) in our Avondale shipyard. Additionally, long lead
	time material contracts for LPD-26
	John P. Murtha
	and
	LPD-27 (unnamed) were awarded in June 2009 and October 2010,
	respectively.
	 
	As we complete work on LPD-23
	Anchorage
	and LPD-25
	Somerset
	, we intend to wind down our construction
	activities at Avondale, our Louisiana shipyard, in 2013 and two
	Louisiana components facilities (Waggaman and Tallulah) by 2013
	and consolidate all Gulf Coast construction into our Mississippi
	facilities. We believe that this consolidation will allow our
	Gulf Coast shipbuilding decreased fixed overhead expenses,
	provide improved facility utilization and a more cost-efficient
	construction process and allow us to centralize our shipbuilding
	learning and realize the benefits of serial production. We
	expect that consolidation of operations in Pascagoula and
	Gulfport would reduce program costs on existing contracts and
	make future vessels more affordable, thereby reducing rates
	102
 
	and realizing cost savings for the U.S. Navy and the
	U.S. Coast Guard. We are also exploring the potential for
	alternative uses of the Avondale facility by new owners,
	including alternative opportunities for the workforce there. We
	expect that process to take some time.
	 
	Surface
	Combatants
	 
	We are a design agent for and one of only two companies that
	constructs the DDG-51
	Arleigh Burke-
	class guided missile
	destroyers, as well as major components for the DDG-1000
	Zumwalt
	-class of land attack destroyers. We previously
	delivered 27 DDG-51
	Arleigh Burke
	-class destroyers to the
	U.S. Navy and were awarded a long lead time material
	contract for a restart of the DDG-51
	Arleigh Burke
	-class
	in December 2009. We delivered DDG-107 USS
	Gravely
	to the
	U.S. Navy in July 2010 and DDG-110
	William P. Lawrence
	in February 2011. Our participation in the DDG-1000
	Zumwalt-
	class guided missile destroyers program includes
	detailed design and construction of the ships integrated
	composite deckhouses, as well as portions of the ships aft
	peripheral vertical launch systems. The U.S. Navy expects
	to build three DDG-1000
	Zumwalt-
	class destroyers. At our
	Gulfport, Mississippi shipyard, which is focused on composite
	research and engineering, we are currently constructing the
	composite superstructure of DDG-1000
	Zumwalt
	and DDG-1001
	Michael Monsoor
	.
	 
	As set forth in the
	30-Year
	Plan, the U.S. Navy has decided to truncate the DDG-1000
	Zumwalt
	-class program and restart the DDG-51
	Arleigh
	Burke-
	class destroyer production line. As a result of that
	determination, in December 2009, we were awarded a
	$171 million long lead contract for the next ship in the
	DDG-51
	Arleigh Burke
	-class. We anticipate that the DoD
	will award the construction contract for DDG-113
	William S.
	Sims
	in 2011 and the construction contract for DDG-114
	Callaghan
	in 2012. We intend to be the
	U.S. Navys contractor of choice for the construction
	of the DDG-51
	Arleigh Burke
	-class ships.
	 
	National
	Security Cutter
	 
	We are a participant, along with Lockheed Martin, in the
	U.S. Coast Guards Deepwater Modernization Program.
	This program is designed to replace aging and operationally
	expensive ships and aircraft used to conduct missions in excess
	of 50 miles from the shoreline. The flagship of this
	program is the NSC, a multi-mission platform designed and built
	by us. This type of cutter meets or exceeds traditional
	U.S. Coast Guard mission requirements as well as
	counter-terrorism requirements. In 2006, ICGS, a joint venture
	between us and Lockheed Martin was awarded a
	43-month
	extension of the original design and construction contract
	awarded to the joint venture for the Deepwater Modernization
	Program. The first National Security Cutter, NSC-1 USCGC
	Bertholf
	, was delivered to the U.S. Coast Guard in
	2008 followed by NSC-2 USCGC
	Waesche
	in 2009.
	Currently, NSC-3
	Stratton
	is in construction, and the
	construction contract for NSC-4
	Hamilton
	was awarded in
	November 2010. Long-lead procurement is currently underway for
	NSC-5. We believe that future NSC procurements will be
	contracted directly to us and not to the joint venture.
	 
	Fleet
	Support
	 
	AMSEC and
	Continental Maritime
	 
	Fleet support provides comprehensive life-cycle services,
	including depot maintenance, modernization, repairs, logistics
	and technical support and planning yard services for naval and
	commercial vessels through our AMSEC and CMSD subsidiaries. We
	have ship repair facilities in Newport News, Virginia, and
	San Diego, California, which are near the
	U.S. Navys largest homeports of Norfolk, Virginia and
	San Diego. AMSEC provides naval architecture and marine
	engineering, ship system assessments, maintenance engineering
	and logistics services to the U.S. Navy and commercial
	maritime industry from 28 locations nationwide and overseas. On
	any given day, over 600 of our AMSEC employees are on board
	U.S. Navy ships, assessing equipment conditions,
	modernizing systems and training sailors. Through CMSD, a Master
	Ship Repair Contractor, we provide ship repair, regular overhaul
	and selected restricted availability services (pierside or in
	customers drydocks) for the U.S. Navy. We also
	perform emergent repair for the U.S. Navy on all classes of
	ships.
	103
 
	Customers
	 
	U.S. Government revenue accounted for substantially all of
	total revenue in 2010, 2009 and 2008. Of those revenues in 2010,
	97% were from the U.S. Navy and 3% from the U.S. Coast
	Guard. While we are reliant upon the U.S. Government for
	substantially all of our business, we are also the design agent
	and sole supplier for the nuclear aircraft carrier CVN-68
	Nimitz
	-class and CVN-78
	Gerald R. Ford
	-class, and
	together with our teammate Electric Boat, we are responsible for
	the construction of the entire SSN-774
	Virginia
	-class of
	nuclear submarines. We are the builder of 28 of the original
	62-ship program for DDG-51
	Arleigh
	Burke
	-class U.S. Navy destroyers and the builder
	of amphibious assault ships (LHA, LHD and LPD). In addition, we
	have built the largest multi-mission National Security Cutters
	for the U.S. Coast Guard.
	 
	Intellectual
	Property
	 
	We incorporate new technologies and designs into our vessels.
	With more than 2,500 engineers, designers and technicians, we
	develop and implement new ship technologies.
	 
	Research
	and Development
	 
	Our research and development activities primarily include
	independent research and development (IR&D)
	efforts related to government programs. IR&D expenses are
	included in general and administrative expenses and are
	generally allocated to U.S. Government contracts. IR&D
	expenses totaled approximately $23 million,
	$21 million and $21 million for each of the years
	ended December 2010, 2009 and 2008, respectively. Expenses for
	research and development required by contracts are charged
	directly to the related contracts.
	 
	At VASCIC, we conduct
	on-site
	warfare systems testing, training and laboratory research for
	the next generation aircraft carriers, submarines and other
	ships. VASCIC serves as the focal point for the integration of
	ship systems and the application of new technologies. It has a
	classified facility and an integration area that allows for
	research and development related to setup and testing of
	electronic as well as hull, mechanical and electrical systems
	prior to introducing new equipment on board a ship. It also has
	modeling and simulation capability allowing for visualization
	using
	3-D
	displays. See Our BusinessVASCIC.
	 
	Governmental
	Regulation and Supervision
	 
	Our business is affected by numerous laws and regulations
	relating to the award, administration and performance of
	U.S. Government contracts. See Risk
	FactorsRisks Relating to Our Business.
	 
	We operate in a highly regulated environment and are routinely
	audited and reviewed by the U.S. Government and its
	agencies such as the U.S. Navys Supervisor of
	Shipbuilding, the Defense Contract Audit Agency and the Defense
	Contract Management Agency. These agencies review our
	performance under our contracts, our cost structure and our
	compliance with applicable laws, regulations and standards, as
	well as the adequacy of, and our compliance with, our internal
	control systems and policies. Systems that are subject to review
	include but are not limited to our accounting systems,
	purchasing systems, billing systems, property management and
	control systems, cost estimating systems, earned value
	management systems, compensation systems and management
	information systems. Any costs found to be unallowable or
	improperly allocated to a specific contract will not be
	reimbursed or must be refunded if already reimbursed. If an
	audit uncovers improper or illegal activities, we may be subject
	to civil and criminal penalties and administrative sanctions,
	which may include termination of contracts, forfeiture of
	profits, suspension of payments, fines and suspension, or
	prohibition from doing business with the U.S. Government.
	The U.S. Government also has the ability to decrement
	payments when it deems systems subject to its review to be
	inadequate.
	 
	In addition, the U.S. Government generally has the ability
	to terminate contracts, in whole or in part, with little to no
	prior notice, for convenience or for default based on
	performance. In the event of termination for the
	governments convenience, contractors are normally
	protected by provisions covering reimbursement for costs
	incurred on the contracts and profit on those costs, but not for
	anticipatory profit on the work that was terminated. Termination
	resulting from our default could expose us to various
	liabilities, including but not limited to excess
	104
 
	reprocurement costs, and could have a material adverse effect on
	our ability to compete for contracts. See Risk
	Factors  Risks Relating to Our Business.
	 
	In 2009, Congress passed legislation to improve the organization
	and procedures of the DoD for the acquisition of major weapons
	systems, including shipbuilding and maritime systems. This
	legislation, the Weapon System Acquisition Reform Act of 2009,
	requires the DoD to develop mechanisms to address cost, schedule
	and performance in establishing program requirements. As
	acquisition reform progresses, we will continue to anticipate
	and respond to the actions of the Pentagon and Congress to
	determine their impact on our operations.
	 
	U.S. Government contractors must comply with a myriad of
	significant procurement regulations and other requirements.
	Contracting with the U.S. Government may result in our
	filing of Requests for Equitable Adjustments (REAs)
	in connection with government contracts. REAs represent requests
	for the U.S. Government to make appropriate adjustments to
	aspects of a contract including pricing, delivery schedule,
	technical requirements or other affected terms, due to changes
	in the original contract requirements and resulting delays and
	disruption in contract performance for which the
	U.S. Government is responsible. REAs are prepared,
	submitted and negotiated in the ordinary course of business, and
	large REAs are not uncommon at the conclusion of both new
	construction and overhaul activities. Such REAs are not
	considered claims under the Contract Disputes Act of 1978,
	although they may be converted to such claims if good faith
	negotiations are unproductive.
	 
	In cases where there are multiple suppliers, contracts for the
	construction and conversion of U.S. Navy ships and
	submarines are generally subject to competitive bidding. In
	evaluating proposed prices, the U.S. Navy sometimes
	requires that each bidder submit information on pricing,
	estimated costs of completion and anticipated profit margins in
	order to assess cost realism. The U.S. Navy uses this and
	other data to determine an estimated cost for each bidder. Under
	U.S. Government regulations, certain costs, including
	certain financing costs and marketing expenses, are not
	allowable contract costs. The U.S. Government also
	regulates the methods by which all costs, including overhead,
	are allocated to government contracts.
	 
	Additional procurement regulations to which our contracts with
	various agencies of the U.S. Government and subcontracts
	with other prime contractors are subject include but are not
	limited to the Truth in Negotiations Act, the Procurement
	Integrity Act, the False Claims Act, Procurement Integrity Act,
	Cost Accounting Standards, the International Traffic in Arms
	Regulations promulgated under the Arms Export Control Act, the
	Close the Contractor Fraud Loophole Act and the Foreign Corrupt
	Practices Act. Noncompliance found by any one agency may result
	in fines, penalties, debarment or suspension from receiving
	additional contracts with all U.S. Government agencies.
	 
	Raw
	Materials
	 
	The most significant raw material we use is steel. Other
	materials used in large quantities include paint, aluminum,
	pipe, electrical cable and fittings. All of these materials are
	currently available in adequate supply from domestic and
	foreign sources. In connection with our government contracts, we
	are required to procure certain materials and component parts
	from supply sources approved by the U.S. Government.
	Generally, for all of our long-term contracts, we obtain price
	quotations for many of our materials requirements from multiple
	suppliers to ensure competitive pricing. We have not generally
	been dependent upon any one supply source; however, due largely
	to the consolidation of the defense industry, there are
	currently several components for which there is only one
	supplier. We believe that these sole source suppliers as well as
	our overall supplier base are adequate to meet our future needs.
	We have mitigated some supply risk by negotiating long-term
	agreements with a number of steel suppliers; such agreements are
	anticipated to be renegotiated in 2011. In addition, we have
	mitigated price risk related to steel purchases through certain
	contractual arrangements with the U.S. Government. We must
	continue our efforts to maintain sources for raw materials,
	fabricated parts, electronic components and major subassemblies.
	In this manufacturing and systems integration environment,
	effective oversight of subcontractors and suppliers is as vital
	to success as managing internal operations. While we have
	generally been able to obtain key raw materials required in our
	production processes in a timely manner, a significant delay in
	supply deliveries could have a material adverse effect on our
	financial position, results of operations or cash flows. See
	Risk FactorsRisks Relating to Our Business.
	105
 
	Competition
	 
	We primarily compete with General Dynamics and to a lesser
	extent with smaller shipyards, one or more of whom may be teamed
	with a large defense contractor. Intense competition related to
	programs, resources and funding, and long operating cycles are
	both key characteristics of our business and the defense
	industry. It is common in this industry for work on major
	programs to be shared among a number of companies. A company
	competing to be a prime contractor may, upon ultimate award of
	the contract to another party, turn out to be a subcontractor
	for the ultimate prime contracting party. It is not uncommon to
	compete for a contract award with a peer company and,
	simultaneously, perform as a supplier to or a customer of such
	competitor on other contracts. The nature of major defense
	programs, conducted under binding contracts, allows companies
	that perform well to benefit from a level of program continuity
	not common in many industries.
	 
	We believe we are well-positioned in the market. Because we are
	the only company currently capable of building and refueling the
	U.S. Navys nuclear-powered aircraft carriers, we
	believe we are in a strong competitive position to be awarded
	any contracts to build or refuel nuclear-powered aircraft
	carriers. We are the only builder of large deck amphibious
	assault and expeditionary warfare ships for the U.S. Navy,
	including LHD, LHA and LPD, and would be positioned to be
	awarded any future contracts for these types of vessels. Our
	success in the competitive shipbuilding defense industry depends
	upon our ability to develop, market and produce our products and
	services at a cost consistent with the U.S. Navys
	budget, as well as our ability to provide the people,
	technologies, facilities, equipment and financial capacity
	needed to deliver those products and services with maximum
	efficiency.
	 
	Environmental,
	Health and Safety
	 
	Our manufacturing operations are subject to and affected by
	federal, state and local laws and regulations relating to the
	protection of the environment. We provide for the estimated cost
	to complete environmental remediation where we determine it is
	probable that we will incur such costs in the future in amounts
	we can reasonably estimate to address environmental impacts at
	currently or formerly owned or leased operating facilities, or
	at sites where we are named a Potentially Responsible Party
	(PRP) by the U.S. Environmental Protection
	Agency or similarly designated by other environmental agencies.
	These estimates may change given the inherent difficulty in
	estimating environmental cleanup costs to be incurred in the
	future due to the uncertainties regarding the extent of the
	required cleanup, determination of legally responsible parties,
	and the status of laws, regulations and their interpretations.
	 
	We assess the potential impact on our financial statements by
	estimating the range of reasonably possible remediation costs
	that we could incur on a
	site-by-site
	basis, taking into account currently available facts on each
	site as well as the current state of technology and prior
	experience in remediating contaminated sites. We review our
	estimates periodically and adjust them to reflect changes in
	facts and technical and legal circumstances. We record accruals
	for environmental cleanup costs in the accounting period in
	which it becomes probable we have incurred a liability and the
	costs can be reasonably estimated. We record insurance
	recoveries only when we determine that collection is probable
	and we do not include any litigation costs related to
	environmental matters in our environmental remediation accrual.
	 
	We estimate that as of December 31, 2010, the probable
	future costs for environmental remediation sites is
	$3 million, which is accrued in other current liabilities
	in the consolidated statements of financial position. We record
	environmental accruals on an undiscounted basis. At sites
	involving multiple parties, we provide environmental accruals
	based upon our expected share of liability, taking into account
	the financial viability of other jointly liable parties. We
	expense or capitalize environmental expenditures as appropriate.
	Capitalized expenditures relate to long-lived improvements in
	currently operating facilities. We may have to incur costs in
	addition to those already estimated and accrued if other PRPs do
	not pay their allocable share of remediation costs, which could
	have a material effect on our business, financial position,
	results of operations or cash flows. We have made the
	investments we believe necessary to comply with environmental
	laws. Although we cannot predict whether information gained as
	projects progress will materially affect the estimated accrued
	liability, we do not anticipate that future remediation
	expenditures will have a material adverse effect on our
	financial position, results of operations or cash flows.
	106
 
	We may incur future environmental costs at some point that may
	be related to the wind down of our construction activities at
	Avondale. Due to insufficient information about the nature,
	timing and extent of any potential environmental remediation and
	costs that we may experience at some point, these costs are not
	reasonably estimable at this time. Accordingly, potential
	environmental costs associated with the wind down of our
	construction activities at Avondale are not included in the
	estimated $3 million of probable future costs for
	environmental remediation sites discussed above, in the
	$310 million estimate of asset write downs and
	restructuring-related Avondale costs noted above or in the
	consolidated financial statements. Based on the FAR, we expect
	that a significant portion of any potential future environmental
	costs would be recoverable consistent with government accounting
	practices.
	 
	We believe that we are in material compliance with all
	applicable environmental regulations, and historical
	environmental compliance costs have not been material to our
	business. However, on June 4, 2010, the EPA proposed new
	regulations at 40 CFR Part 63 Subpart DDDDD entitled
	National Emission Standards for Hazardous Air Pollutants
	for Major Sources: Industrial, Commercial, and Institutional
	Boilers and Process Heaters. NGSB owns and operates five
	residual oil-fired industrial boilers for supplying process and
	building steam along with supplying high pressure steam to ships
	under construction. We believe that these boilers will be
	significantly adversely affected by these regulations, if
	adopted as proposed and would likely need to be replaced. The
	capital cost to replace these could be significant. However, on
	December 2, 2010, the EPA official responsible for these
	regulations stated publicly that the proposed emissions limits
	in the regulation were unachievable. On December 7, 2010,
	the EPA filed papers in court to secure an extension of up to
	15 months on the current judicial deadline governing these
	regulations in order to repropose a revised set of regulations.
	Pursuant to a court order, the EPA is expected to promulgate
	final regulations in February 2011. The EPA has stated that
	these final rules will be significantly different
	than the June 2010 proposed rules and will be immediately
	subject to administrative reconsideration. Given the regulatory
	uncertainty, it is impossible to predict the impact of these
	regulations at this time.
	 
	We could be affected by future laws or regulations, including
	those enacted in response to climate change concerns and other
	actions known as green initiatives. We recently
	established an internal goal of reducing our greenhouse gas
	emissions during the next five years. To comply with current and
	future environmental laws and regulations and to meet this goal,
	we expect to incur capital and operating costs, but at this time
	we do not expect that such costs will have a material adverse
	effect on our financial position, results of operations or cash
	flows.
	 
	With regard to occupational health and safety, the Shipbuilding
	and Ship Repair industry involves work with many hazardous
	materials and processes, and remains one of the most highly
	hazardous industry segments. According to the Bureau of Labor
	statistics, the Shipbuilding and Ship Repair industry (SIC Code
	3731) ranks among the highest in virtually every injury
	metric. Nevertheless, in terms of serious injuries at our
	operations, there have been six industrial related fatalities in
	the past six years, and none in the past two years. There are no
	outstanding Occupational Safety & Health
	Administration (OSHA) investigations or violations,
	and our internal audit program seeks to assure that our OSHA
	compliance programs remain strong. In 1995, our Newport News,
	Virginia shipyard became the only shipyard to be awarded the
	Star Award from the Occupational Safety and Health
	Administrations Voluntary Protection Program (OSHA
	VPP). To earn this award, we joined efforts with our
	unions and supported the participation in the Voluntary
	Protection Program in which all parties help each other to make
	our shipyard a safer place to work. Since then, our Gulfport,
	Mississippi and Tallulah and Waggaman, Louisiana, facilities
	have all also been certified as OSHA VPP Star Sites.
	Additionally, our Avondale facility in New Orleans, Louisiana
	and our Continental Maritime facility in San Diego,
	California facilities have been certified as OSHA VPP Merit
	Sites.
	 
	The Nuclear Regulatory Commission, the Department of Energy and
	the DoD regulate and control various matters relating to nuclear
	materials that we handle. Subject to certain requirements and
	limitations, our government contracts generally provide for
	indemnity by the U.S. Government for costs arising out of
	or resulting from certain nuclear risks.
	107
 
	Employees
	 
	We have approximately 39,000 employees. We are the largest
	industrial employer in Virginia and the largest private employer
	in Mississippi. Our workforce contains many third-, fourth- and
	fifth-generation shipbuilding employees. We employ individuals
	specializing in 19 crafts and trades, including more than 7,500
	engineers and designers and more than 1,000 employees with
	advanced degrees. Employees who have been with us or our
	predecessors for over 40 years achieve the title of Master
	Shipbuilder. At December 31, 2010, we had 771 Master
	Shipbuilders (506 in Newport News, 265 in the Gulf Coast).
	Additionally, we employ nearly 6,200 veterans.
	 
	At our Newport News shipyard, we operate the Apprentice School,
	which trains over 750 apprentices each year in 19 trades and
	several advanced programs. Our Gulf Coast Apprentice School
	currently has nearly 1,000 registered apprentices in its
	programs. Apprentices are paid as full-time employees for the
	duration of their studies, and usually continue to work with us
	upon graduation. From nuclear pipe welders to senior executives,
	over 2,650 alumni of the Apprentice School at Newport News and
	over 1,775 alumni of our Gulf Coast Apprentice School continue
	to work with us.
	 
	Approximately 50% of our employees are covered by a total of 10
	collective bargaining agreements. We expect to re-negotiate each
	of our collective bargaining agreements between 2012 and 2014 as
	they approach expiration. It is not expected that the results of
	these negotiations will have a material adverse effect on our
	financial position, results of operations or cash flows. We
	believe that our relationship with our employees is satisfactory.
	 
	Properties
	 
	At December 31, 2010, we had operations in San Diego,
	California; Avondale (New Orleans), Louisiana; Gulfport and
	Pascagoula, Mississippi; and Hampton, Newport News and Suffolk,
	Virginia. We also lease
	and/or
	own
	office buildings related to our operations in both Virginia
	Beach, Virginia and Washington, D.C.
	 
	Newport News.
	  Our facilities located in
	Newport News, Virginia are on approximately 550 acres that
	we own at the mouth of the James River, which adjoins the
	Chesapeake Bay, the premier deep water harbor on the east coast
	of the United States. Our Newport News shipyard is one of the
	largest in the United States. It is the nations sole
	designer, builder and refueler of nuclear-powered aircraft
	carriers and one of only two companies capable of designing and
	building nuclear-powered submarines for the U.S. Navy. The
	shipyard also provides services for naval and commercial
	vessels. Its facilities include seven graving docks, a floating
	dry dock, two outfitting berths, five outfitting piers, a module
	outfitting facility and various other shops. Dry Dock 12 has
	been extended to 662 meters. Dry Dock 12 is serviced by a 1,050
	metric ton capacity gantry crane that spans the dry dock and
	work platen.
	 
	Our Newport News shipyard also has a variety of other facilities
	including an
	18-acre
	all-weather
	on-site
	steel fabrication shop, accessible by both rail and transporter,
	a module outfitting facility which enables us to assemble a
	ships basic structural modules indoors and on land,
	machine shops totaling 300,000 square feet, and its own
	school which provides a four-year accredited apprenticeship
	program that trains shipbuilders.
	 
	We believe that substantially all of our plants and equipment
	are, in general, well maintained and in good operating
	condition. They are considered adequate for present needs and,
	as supplemented by planned construction, are expected to remain
	adequate for the near future.
	 
	Gulf Coast.
	  Our five properties across the
	Gulf Coast are located in Pascagoula and Gulfport, Mississippi
	and Avondale, Tallulah and Waggaman, Louisiana. In addition, our
	facilities in San Diego, California and Virginia Beach,
	Virginia are considered part of our Gulf Coast operations.
	 
	Our Pascagoula shipyard is a main provider of major surface
	warships to the U.S. Navy and has modernized dozens of
	other naval ships. It is the only U.S. shipyard in recent
	years to be developing and building six different classes of
	ships for the U.S. Navy and U.S. Coast Guard. Our
	facilities in Pascagoula sit on approximately 800 acres on
	the banks of the Pascagoula River where it flows into the
	Mississippi Sound. We lease the west bank of our Pascagoula
	facility from the State of Mississippi pursuant to a
	99-year
	lease (consisting of a
	40-year
	base
	term plus six additional option terms). We anticipate continued
	use of this facility for the remaining currently anticipated
	56 years on the lease and beyond.
	108
 
	Our components facility in Gulfport, Mississippi, is on
	approximately 120 acres and is focused on composite
	research and engineering. The facility is currently building the
	DDG-1000 composite deckhouses. We believe that this composites
	capability, coupled with strong alliances with several
	universities and suppliers, positions us to take advantage of
	any shift toward lighter-weight topside composite structures in
	U.S. Naval and U.S. Coast Guard applications.
	 
	Our Avondale shipyard is on approximately 268 acres located
	on the banks of the Mississippi River approximately
	12 miles upriver from downtown New Orleans. This site has
	the capacity to manufacture large amphibious assault and
	military and commercial transport vessels, and includes three
	outfitting docks totaling more than 6,000 linear feet. In
	addition to the shipyard, operations include the Maritime
	Technology Center of Excellence.
	 
	Our Tallulah facility consists of a 115,000-square foot
	production shop.
	 
	Our Waggaman facility is located three miles upriver from the
	Avondale shipyard and features an
	81,625-square
	foot production facility that consists of a machine shop, a
	fabrication and assembly area, a piping production area, a
	warehouse and a paint booth.
	 
	Our San Diego and Virginia Beach facilities provide fleet
	support services.
	 
	Our Gulf Coast operations continue to recover from the
	infrastructure and workforce impacts from Hurricane Katrina in
	2005. In August 2005, our shipyards in Louisiana and Mississippi
	sustained significant windstorm damage as a result of Hurricane
	Katrina, causing work and production delays. We incurred costs
	to replace or repair and improve destroyed and damaged assets,
	suffered losses under our contracts, and incurred substantial
	costs to clean up and recover our operations. We invested
	significant capital to harden, protect and modernize our
	Pascagoula facilities, and to ensure the shipyards
	robustness. In 2008, our Gulf Coast shipyards were affected by
	Hurricane Gustav and Hurricane Ike. As a result of Hurricane
	Gustav, our shipyards experienced a shut-down for several days
	and a resulting minor delay in ship construction throughout the
	yards; however, the storm caused no significant physical damage
	to the yards, we believe in part due to our successful hardening
	and improvement after Hurricane Katrina. Hurricane Ike severely
	impacted a subcontractors operations in Texas. The
	subcontractor produced compartments for two of the LPD
	amphibious transport dock ships under construction at the Gulf
	Coast shipyards. As a result of the delays and cost growth
	caused by the subcontractors production delays, our
	operating income was reduced during the second half of 2008.
	 
	We intend to wind down our construction activities at Avondale,
	our Louisiana shipyard, in 2013 and two Louisiana components
	facilities by 2013 and consolidate all Gulf Coast construction
	into our Mississippi facilities. We expect that consolidation of
	operations in Mississippi would reduce program costs on existing
	contracts and make future vessels more affordable, thereby
	reducing rates and realizing cost savings for the U.S. Navy
	and the U.S. Coast Guard. We are also exploring the
	potential for alternative uses of the Avondale facility by new
	owners, including alternative opportunities for the workforce
	there. We expect that process to take some time.
	 
	Legal
	Proceedings
	 
	U.S. Government Investigations and
	Claims.
	 Departments and agencies of the
	U.S. Government have the authority to investigate various
	transactions and operations of our company, and the results of
	such investigations may lead to administrative, civil or
	criminal proceedings, the ultimate outcome of which could be
	fines, penalties, repayments or compensatory or treble damages.
	U.S. Government regulations provide that certain findings
	against a contractor may lead to suspension or debarment from
	future U.S. Government contracts or the loss of export
	privileges for a company or a division or subdivision.
	Suspension or debarment could have a material adverse effect on
	us because of our reliance on government contracts.
	 
	In the second quarter of 2007, the U.S. Coast Guard issued
	a revocation of acceptance under the Deepwater Modernization
	Program for eight converted 123-foot patrol boats based on
	alleged hull buckling and shaft alignment problems
	and alleged nonconforming topside equipment on the
	vessels. We submitted a written response that argued that the
	revocation of acceptance was improper. The U.S. Coast Guard
	advised ICGS, which was formed by us and Lockheed Martin to
	perform the Deepwater Modernization Program, that it was seeking
	$96 million from ICGS as a result of the revocation of
	acceptance. The majority of the costs associated with the 123-
	109
 
	foot conversion effort are associated with the alleged
	structural deficiencies of the vessels, which were converted
	under contracts with us and one of our subcontractors. In 2008,
	the U.S. Coast Guard advised ICGS that the U.S. Coast
	Guard would support an investigation by the U.S. Department
	of Justice of ICGS and its subcontractors instead of pursuing
	its $96 million claim independently. The Department of
	Justice conducted an investigation of ICGS under a sealed False
	Claims Act complaint filed in the U.S. District Court for
	the Northern District of Texas and decided in early 2009 not to
	intervene at that time. On February 12, 2009, the District
	Court unsealed the complaint filed by Michael J. DeKort, a
	former Lockheed Martin employee, against us, ICGS, Lockheed
	Martin Corporation relating to the 123-foot conversion effort.
	Damages under the False Claims Act are subject to trebling. On
	October 15, 2009, the three defendants moved to dismiss the
	Fifth Amended complaint. On April 5, 2010, the District
	Court ruled on the defendants motions to dismiss, granting
	them in part and denying them in part. As to us, the District
	Court dismissed conspiracy claims and those pertaining to the
	C4ISR systems. On October 27, 2010, the District Court
	entered summary judgment for us on DeKorts HM&E
	claims brought against us. On November 10, 2010, DeKort
	acknowledged that with the dismissal of the HM&E claims, no
	issues remained against us for trial and the District Court
	subsequently vacated the December 1, 2010 trial. On
	November 12, 2010, DeKort filed a motion for
	reconsideration regarding the District Courts denial of
	his motion to amend the Fifth Amended complaint. On
	November 19, 2010, DeKort filed a second motion for
	reconsideration regarding the District Courts order
	granting summary judgment on the HM&E claims. Based upon
	the information available to us to date, we believe that we have
	substantive defenses to any potential claims but can give no
	assurance that we will prevail in this litigation.
	 
	Litigation.
	 We are party to various investigations,
	lawsuits, claims and other legal proceedings that arise in the
	ordinary course of our business. Based on information available,
	we believe that the resolution of any of these various claims
	and legal proceedings would not have a material adverse effect
	on our financial position, results of operations or cash flows.
	 
	We are pursuing legal action against an insurance provider, FM
	Global, arising out of a disagreement concerning the coverage of
	certain losses related to Hurricane Katrina (see Notes to
	Consolidated Financial StatementsNote 15).
	Legal action was commenced against FM Global on November 4,
	2005, which is now pending in the U.S. District Court for
	the Central District of California, Western Division. In August
	2007, the District Court issued an order finding that the excess
	insurance policy provided coverage for Katrina-related losses.
	FM Global appealed the District Courts order and on
	August 14, 2008, the U.S. Court of Appeals for the
	Ninth Circuit reversed the earlier summary judgment order in
	favor of Northrop Grummans interest, holding that the FM
	Global excess policy unambiguously excludes damage from the
	storm surge caused by Hurricane Katrina under its
	Flood exclusion. The Ninth Circuit remanded the case
	to the District Court to determine whether the California
	efficient proximate cause doctrine affords coverage sought by
	Northrop Grumman under the policy even if the Flood exclusion of
	the policy is unambiguous. On April 2, 2009, the Ninth
	Circuit denied Northrop Grummans Petition for Rehearing
	and remanded the case to the District Court. On June 10,
	2009, Northrop Grumman filed a motion seeking leave of court to
	file a complaint adding Aon as a defendant. On July 1,
	2009, FM Global filed a motion for partial summary judgment
	seeking a determination that the California efficient proximate
	cause doctrine is not applicable or that it affords no coverage
	under the policy. On August 26, 2010, the District Court
	denied Northrop Grummans motion to add Aon as a defendant
	to the case pending in federal court, finding that Northrop
	Grumman has a viable option to bring suit against Aon in state
	court. Also on August 26, the District Court granted FM
	Globals motion for summary judgment based upon
	Californias doctrine of efficient proximate cause, and
	denied FM Globals motion for summary judgment based upon
	breach of contract, finding that triable issues of fact remained
	as to whether and to what extent we sustained wind damage apart
	from the storm surge that inundated our Pascagoula facility. We
	believe that we are entitled to full reimbursement of our
	covered losses under the excess policy. The District Court has
	scheduled trial on the merits for April 3, 2012. On
	January 27, 2011, Northrop Grumman filed an action against
	Aon Insurance Services West, Inc., formerly known as Aon Risk
	Services, Inc. of Southern California, in Superior Court in
	California alleging breach of contract, professional negligence,
	and negligent misrepresentation. Based on the current status of
	the litigation, no assurances can be made as to the ultimate
	outcome of these matters.
	 
	However, if either of these claims are successful, the potential
	impact to our consolidated financial position, results of
	operations or cash flows would be favorable.
	110
 
	During 2008, notification from Munich Re, the only remaining
	insurer within the primary layer of insurance coverage with
	which a resolution has not been reached, was received noting
	that it will pursue arbitration proceedings against Northrop
	Grumman related to approximately $19 million owed by Munich
	Re to NGRMI, a wholly owned subsidiary of Northrop Grumman, for
	certain losses related to Hurricane Katrina. An arbitration was
	later invoked by Munich Re in the United Kingdom under the
	reinsurance contract. Northrop Grumman was also notified that
	Munich Re is seeking reimbursement of approximately
	$44 million of funds previously advanced to NGRMI for
	payment of claim losses of which Munich Re provided reinsurance
	protection to NGRMI pursuant to an executed reinsurance
	contract, and $6 million of adjustment expenses. The
	arbitral panel has set a hearing for November 14, 2011. We
	believe that NGRMI is entitled to full reimbursement of its
	covered losses under the reinsurance contract and has
	substantive defenses to the claim of Munich Re for return of the
	funds paid to date. If the matters are resolved in NGRMIs
	favor, then NGRMI would be entitled to the remaining
	$19 million owed for covered losses and it would have no
	further obligations to Munich Re. Payments to be made to NGRMI
	in connection with this matter would be for the benefit of our
	accounts, and reimbursements to be made to Munich Re would be
	made by us, if any.
	 
	On January 31, 2011, the U.S. Department of Justice
	first informed Northrop Grumman and us of a False Claims Act
	complaint that we believe was filed under seal by a relator (the
	plaintiff) in mid-2010 in the U.S. District Court for the
	District of Columbia. The redacted copy of the complaint that we
	received (the Complaint) alleges that through
	largely unspecified fraudulent means, Northrop Grumman and we
	obtained federal funds that were restricted by law for the
	consequences of Hurricane Katrina, and used those funds to cover
	costs under certain shipbuilding contracts that were unrelated
	to Hurricane Katrina and for which Northrop Grumman and we were
	not entitled to recovery under the contracts. The Complaint
	seeks monetary damages of at least $835 million, plus
	penalties, attorneys fees and other costs of suit. Damages
	under the False Claims Act may be trebled upon a finding of
	liability.
	 
	For several years, Northrop Grumman has pursued recovery under
	its insurance policies for Hurricane Katrina-related property
	damage and business interruption losses. One of the insurers
	involved in those actions has made allegations that overlap
	significantly with certain of the issues raised in the
	Complaint, including allegations that Northrop Grumman and we
	used certain Hurricane Katrina-related funds for losses under
	the contracts unrelated to the hurricane. Northrop Grumman and
	we believe that the insurers defenses, including those
	related to the use of Hurricane Katrina funding, are without
	merit.
	 
	We have agreed to cooperate with the government investigation
	relating to the False Claims Act Complaint. We have been advised
	that the Department of Justice has not made a decision whether
	to intervene. Based upon our review to date of the information
	available to us, we believe we have substantive defenses to the
	allegations in the Complaint. We believe that the claims as set
	forth in the Complaint evidence a fundamental lack of
	understanding of the terms and conditions in our shipbuilding
	contracts, including the post-Katrina modifications to those
	contracts, and the manner in which the parties performed in
	connection with the contracts. Based upon our review to date of
	the information available to us, we believe that the claims as
	set forth in the Complaint lack merit and are not likely to
	result in a material adverse effect on our consolidated
	financial position. We intend vigorously to defend the matter,
	but we cannot predict what new or revised claims might be
	asserted or what information might come to light so can give no
	assurances regarding the ultimate outcome.
	 
	Additionally, we and our predecessors in interest are defendants
	in several hundred cases filed in numerous jurisdictions around
	the country wherein former and current employees and various
	third parties allege exposure to asbestos-containing materials
	on or associated with our premises or while working on vessels
	constructed or repaired by us. Some cases allege exposure to
	asbestos-containing materials through contact with our employees
	and third persons who were on the premises. The cases allege
	various injuries including those associated with pleural plaque
	disease, asbestosis, cancer, mesothelioma and other alleged
	asbestos-related conditions. In some cases, in addition to us,
	several of our former executive officers are also named
	defendants. In some instances, partial or full insurance
	coverage is available to us for our liability and that of our
	former executive officers. Because of the varying nature of
	these actions, and based upon the information available to us to
	date, we believe we have substantive defenses in many of these
	cases but can give no assurance that we will prevail on all
	claims in each of these cases. We believe that the ultimate
	resolution of these cases will not have a material adverse
	effect on our financial position, results of operations or cash
	flows. See Notes to Consolidated Financial
	StatementsNote 14.
	111
 
	 
	MANAGEMENT
	 
	Our
	Executive Officers
	 
	The following table sets forth certain information as of
	March 14, 2011, concerning certain of our executive
	officers, including a five-year employment history and any
	directorships held in public companies following the spin-off.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Name
 | 
	 
 | 
 
	Age
 
 | 
	 
 | 
	Position(s)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	51
 | 
	 
 | 
	 
 | 
	President and Chief Executive Officer
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
	 
 | 
	Vice President and Chief Financial Officer
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
	 
 | 
	Vice President and General ManagerGulf Coast Operations
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	 
 | 
	51
 | 
	 
 | 
	 
 | 
	Vice President and General ManagerNewport News Operations
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	 
 | 
	46
 | 
	 
 | 
	 
 | 
	Vice President and Chief Human Resources Officer
 | 
	 
	C. Michael Petters, President and Chief Executive
	Officer
	Mr. Petters has been President of Northrop
	Grumman Shipbuilding since 2008, when NGSB was formed, and was
	previously President of the Newport News sector. Since joining
	the Company in 1987, his responsibilities have included
	oversight of the
	Virginia
	-class submarine program, the
	nuclear-powered aircraft carrier programs, aircraft carrier
	overhaul and refueling, submarine fleet maintenance, commercial
	and naval ship repair, human resources and business and
	technology development. Mr. Petters holds a Bachelor of
	Science degree in Physics from the United States Naval Academy
	and a Master of Business Administration degree from the College
	of William and Mary.
	 
	Barbara A. Niland, Vice President and Chief Financial
	Officer
	Ms. Niland has been Sector Vice President,
	Business Management and Chief Financial Officer for NGSB since
	2008, when NGSB was formed. In that position, she has been
	responsible for strategy and processes supporting growth and
	profitability goals, as well as the business management
	functions of NGSB. Since joining Northrop Grumman in 1979,
	Ms. Niland has held a variety of positions, including Vice
	President of Business Management and Chief Financial Officer of
	the Newport News sector. Ms. Niland holds a Bachelor of
	Science degree in finance from Towson State University and a
	Master of Business Administration degree from the University of
	Maryland University College.
	 
	Irwin F. Edenzon, Vice President and General
	ManagerGulf Coast Operations
	Mr. Edenzon has
	been Sector Vice President and General Manager, Gulf Coast since
	2008, when NGSB was formed. Since Mr. Edenzon joined the
	Company in 1997, his responsibilities have included overseeing
	Newport News Technical Engineering Division, Advanced
	Programs and Internal Research, as well as serving as Vice
	President for Business and Technology Development, and Vice
	President for Technology Development and Fleet Support of the
	Newport News sector. Mr. Edenzon holds a Bachelor of Arts
	degree in Criminal Justice, magna cum laude, from Rutgers
	University and a Master of Business Administration degree from
	Florida Atlantic University.
	 
	Matthew J. Mulherin, Vice President and General
	ManagerNewport News Operations
	Mr. Mulherin
	has been Sector Vice President and General Manager, Newport News
	since 2008. Since joining the Company in 1981, Mr. Mulherin
	has had many responsibilities, including serving as Vice
	President of the CVNX program, Vice President of the CVN-21
	program, and Vice President of Programs for the Newport News
	operations, where he successfully led the aircraft carrier
	design and construction programs, carrier refueling and overhaul
	programs and the submarine program. Mr. Mulherin holds a
	Bachelor of Science degree in Civil Engineering from Virginia
	Tech.
	 
	William R. Ermatinger, Vice President and Chief Human
	Resources Officer
	Mr. Ermatinger has been Sector
	Vice President of Human Resources and Administration since 2008,
	when NGSB was formed. In that position, he has been responsible
	for all NGSB human resources and administration activities.
	Since joining the Company in 1987, Mr. Ermatinger has held
	several human resources management positions with increasing
	responsibility, including Vice President of Human Resources and
	Administration of the Newport News sector. Mr. Ermatinger
	holds a Bachelor of Arts degree in Political Science from the
	University of Maryland Baltimore County (UMBC).
	112
 
	Our Board
	of Directors
	 
	The following table sets forth information with respect to those
	persons who are expected to serve on our board of directors
	following the spin-off. See ManagementOur Executive
	Officers for Mr. Petterss biographical
	information.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Name
 | 
	 
 | 
 
	Age
 
 | 
	 
 | 
 
	Position(s)
 
 | 
| 
	 
 | 
| 
 
	Thomas B. Fargo
 
 | 
	 
 | 
	 
 | 
	62
 | 
	 
 | 
	 
 | 
	Chairman
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	51
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Robert Bruner
 
 | 
	 
 | 
	 
 | 
	61
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Artur Davis
 
 | 
	 
 | 
	 
 | 
	43
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Anastasia Kelly
 
 | 
	 
 | 
	 
 | 
	61
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Paul D. Miller
 
 | 
	 
 | 
	 
 | 
	69
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Tom Schievelbein
 
 | 
	 
 | 
	 
 | 
	57
 | 
	 
 | 
	 
 | 
	Director
 | 
| 
 
	Karl von der Heyden
 
 | 
	 
 | 
	 
 | 
	74
 | 
	 
 | 
	 
 | 
	Director
 | 
	 
	Thomas B. Fargo, Chairman
	Admiral Fargo joined the
	private sector in March of 2005 following a
	35-year
	career in the Department of Defense and the U.S. Navy. He
	was President of Trex Enterprises until April of 2008 when he
	became a Managing Director and member of the Operating Executive
	Board of J.F. Lehman and Company. He currently holds the John M.
	Shalikashvili Chair in National Security Studies at the National
	Bureau of Asian Research. Admiral Fargo serves on the boards of
	directors of Northrop Grumman Corporation, Hawaiian Electric
	Industries and USAA. Prior public company experience included
	Chairman of the Compensation Committee of Hawaiian Airlines. His
	last assignment on active duty was as Commander,
	U.S. Pacific Command, leading the largest unified command
	while directing the joint operations of the Army, Navy, Air
	Force and Marine Corps. His service included six tours in
	Washington, D.C. and five Commands in the Pacific, Indian
	Ocean and Middle East.
	 
	Robert Bruner, Director
	Dr. Bruner currently
	serves as the dean of the Darden Graduate School of Business
	Administration at the University of Virginia, where he has been
	a faculty member since 1982. Dr. Bruner is a financial
	economist whose research focuses in the areas of capital
	structure management, commercial and investment banking and
	corporate finance and he frequently works as a consultant for
	leading banks and professional services firms to train employees
	on these subjects. He has published numerous books and articles
	on a variety of investment bank and finance topics and has
	created a variety of instructional software programs on
	corporate value creation. Dr. Bruner was the founding
	co-editor, and since 2004 has served on the Advisory Board, of
	the Emerging Markets Review. From 1996 to 2010, Dr. Bruner
	served as Co-Editor of Educator: Courses, Cases, and Teaching,
	which is a successor to Finance Teaching and Case Abstracts,
	which Dr. Bruner founded in 1996. Presently,
	Dr. Bruner chairs a Task Force on the Globalization of
	Management for AACSB International, and is also chairman of the
	Board of the Consortium for Graduate Study in Management. Prior
	to his time in academia, he worked as a banker at First Chicago
	Corporation for three years, and also served in the
	U.S. Army Reserve from 1971 to 1977. Dr. Bruner
	received a B.A. from Yale University and an M.B.A. and a D.B.A.
	from Harvard University.
	 
	Artur Davis, Director
	Mr. Davis joined the law
	firm SNR Denton in 2011 as a partner in the white collar crime
	and government investigations section. Prior to joining SNR
	Denton, Mr. Davis served four terms as a member of the
	United States House of Representatives, representing
	Alabamas Seventh Congressional District. He served for
	four years as a member of the Ways and Means Committee, which
	has exclusive jurisdiction over tax-writing policy, and during
	his tenure, also served on the Committee on House
	Administration, the Judiciary Committee, the Budget Committee
	and the House Financial Services Committee, previously called
	the Banking Committee. Mr. Davis served as co-chair of the
	House New Democrat Caucus for four years. Mr. Davis
	received a B.A., magna cum laude, and a J.D., cum laude, both
	from Harvard University.
	 
	Anastasia Kelly, Director
	Ms. Kelly joined the
	law firm of DLA Piper in 2010 as a partner. Prior to joining DLA
	Piper, she was an Executive Officer of American International
	Group, Inc. (AIG) from 2006 to 2010, serving as
	Executive Vice President and General Counsel from 2006 to
	January 2009 and as Vice Chairman until December 2009,
	specifically dealing with legal, regulatory, corporate
	governance and risk management issues. Prior to joining AIG,
	Ms. Kelly was an executive and general counsel of several
	large, publicly traded companies, including MCI/
	113
 
	WorldCom, Sears, Roebuck and Co., and Fannie Mae. She serves as
	a director and member of the Compensation and Risk Committees of
	Owens-Illinois, Inc., the worlds largest manufacturer of
	glass containers, and sits on the board of numerous
	philanthropic organizations. Ms. Kelly serves as a trustee
	of the Carey School of Business at John Hopkins University and
	is also a member of the Rock Center for Corporate Governance at
	Stanford University Law School. She is also past Chair of Equal
	Justice Works and a Director of Lawyers for Children America and
	the International Institute for Conflict Prevention &
	Resolution. She was a director of Saxon Capital from 2005 to
	2007. Ms. Kelly received a B.A., cum laude, from Trinity
	University and a J.D., magna cum laude, from George Washington
	Law School. Ms. Kelly is a member of the Texas Bar, the
	District of Columbia Bar and the American Bar Foundation.
	 
	Paul D. Miller, Director
	Admiral Miller served as
	Chairman and CEO of Alliant Techsystems Inc., an aerospace and
	defense company, from 1999 until his retirement in 2005. He was
	also the President and CEO of Sperry Marine from 1994 to 1998, a
	company that was acquired by Litton Industries in 1997. During
	his
	30-year
	career with the U.S. Navy, Admiral Miller served as
	Commander-in-Chief,
	U.S. Atlantic Command, one of five U.S. theater
	commands, and served concurrently as NATO Supreme Allied
	Commander-Atlantic. Since 2001, Admiral Miller has served on the
	board of directors as a member of the audit committee of both
	Donaldson Company, Inc. and Teledyne Technologies, Incorporated.
	Additionally, he was a director at Atlantic Marine Inc., a
	private company, from 2009 until the company was sold in 2010.
	Admiral Miller has a B.A. from Florida State University,
	completed the U.S. Navy War College, has an M.B.A. from the
	University of Georgia, and completed the Executive Management
	Program (PDM) at Harvard Business School.
	 
	Tom Schievelbein, Director
	Mr. Schievelbein is
	the Lead Director of New York Life Insurance Co., where he has
	served as a member of the board of directors since 2006, and has
	been a member of the board of directors of Brinks Co., where he
	serves as a member of the Audit Committee, since March 2009, and
	McDermott International Inc., where he serves as the chair of
	the Compensation Committee, since February 2004.
	Mr. Schievelbein served as the President of Northrop
	Grumman Newport News and was a member of the Northrop Grumman
	Corporate Policy Council from November 2001 until his retirement
	in November 2004. Mr. Schievelbein served as Chief
	Operating Officer of Newport News Shipbuilding Inc. from 1995
	until 2001 and was responsible for the design, construction and
	maintenance of nuclear-powered aircraft carriers and submarines.
	His experience includes the
	Virginia
	-class submarine
	program, CVN-76, CVN-77 and CVN-21 aircraft carrier programs,
	aircraft carrier overhaul and refueling, submarine fleet
	maintenance, commercial and naval ship repair and business
	development. Mr. Schievelbein is also a past member of the
	Secretary of the Navys Advisory Panel.
	Mr. Schievelbein holds a B.S. in Marine Engineering from
	the United States Naval Academy and a Masters Degree in
	Nuclear Engineering from the University of Virginia.
	 
	Karl von der Heyden
	,
	Director
	Mr. von der
	Heyden currently serves as co-chairman of The American Academy
	in Berlin and as a trustee of New York City Global Partners. He
	has served on the board of directors of several public
	companies, including DreamWorks Animation SKG Inc. (October 2005
	to June 2009), Macys, Inc. (February 1992 to May 2010),
	Aramark Corporation (September 2001 to December 2006), PanAmSat
	(March 2005 to May 2006) and NYSE Euronext, Inc. (December
	2005 to May 2008). From 1996 to 2001, Mr. von der Heyden was
	vice chairman of the board of directors of PepsiCo, Inc., where
	he also served in various senior management capacities,
	including as chief financial officer. Mr. von der Heyden was
	previously co-chairman and chief executive officer of RJR
	Nabisco, president and chief executive officer of
	Metallgesellschaft Corp. and senior vice president, chief
	financial officer and a director of and H.J. Heinz Company. He
	is a former trustee of Duke University, the YMCA of Greater New
	York and other non-profit organizations. He has served as
	Chairman of the Financial Accounting Standard Boards
	Advisory Council and was a senior adviser to the Clipper Group,
	a private equity firm. Mr. von der Heyden attended the Free
	University of Berlin and has received a B.A. from Duke
	University and an M.B.A. from the Wharton School of Business at
	the University of Pennsylvania. He has also received a CPA
	certificate.
	 
	Qualifications
	of Directors
	 
	We believe the board of directors should be comprised of
	individuals with appropriate skills and experiences to meet
	board governance responsibilities and contribute effectively to
	the company. Pursuant to its charter, the Governance Committee
	will review the skills and experiences of directors and nominee
	candidates before
	114
 
	nominating directors for election to the board. All of our
	non-employee directors are expected to serve on board
	committees, further supporting the board by providing expertise
	to those committees. The needs of the committees will also be
	reviewed when considering nominees to the board.
	 
	The board of directors is expected to be comprised of active and
	former senior executives of major corporations and former senior
	executives of the U.S. military and individuals with
	business and academic experience in the defense industry and
	other fields. As such, they are expected to have a deep working
	knowledge of matters common to large companies, generally
	including experience with financial statement preparation,
	compensation determinations, regulatory compliance, corporate
	governance, public affairs and legal matters. Many of our
	directors are likely to serve on the boards of one or more other
	publicly owned companies. We believe the company benefits from
	the experience and expertise our directors gain from serving on
	those boards. We also believe for effective board governance and
	collaboration it is important to have Mr. Petters, our
	President and Chief Executive Officer, serve on the board.
	 
	Our non-employee directors are qualified to serve as directors
	and members of the committees on which they will serve based on
	the following experience:
	 
	Admiral Fargos experience with the Department of Defense
	and the U.S. Navy, and as an executive in the private
	sector, together with his experience as a member of the Northrop
	Grumman board of directors.
	 
	Dr. Bruners experience as the dean of a graduate
	school of business, as a financial economist and varied business
	and academic experience.
	 
	Mr. Daviss experience in the U.S. House of
	Representatives, including on the Ways and Means Committee, the
	Budget Committee and the House Financial Services Committee, and
	varied public service and legal experience.
	 
	Ms. Kellys experience as a senior executive and
	general counsel of several large, publicly traded companies and
	varied business and legal experience.
	 
	Admiral Millers experience with the U.S. Navy, and as
	the chairman of an aerospace and defense company.
	 
	Mr. Schievelbeins experience as the President and
	Chief Operating Officer of Northrop Grumman Newport News,
	together with his experience on the Northrop Grumman Corporate
	Policy Council.
	 
	Mr. von der Heydens experience on several boards of
	directors and boards of trustees and as a senior executive of
	large public companies, together with his varied business and
	finance experience.
	 
	Structure
	of the Board of Directors
	 
	Our board of directors will be divided into three classes that
	will be, as nearly as possible, of equal size. Each class of
	directors will be elected for a three-year term of office, and
	the terms are staggered so that the term of only one class of
	directors expires at each annual meeting. The terms of the
	Class I, Class II and Class III directors will
	expire in 2012, 2013 and 2014, respectively. The proposed
	Class I directors will include Mr. von der Heyden, Admiral
	Miller and Mr. Petters, the proposed Class II directors
	will include Admiral Fargo, Dr. Bruner and Mr. Davis and
	the proposed Class III directors will include Mr.
	Schievelbein and Ms. Kelly.
	 
	Committees
	of the Board of Directors
	 
	Following the spin-off, the standing committees of our board of
	directors will include an Audit Committee, a Compensation
	Committee and a Governance Committee, each as further described
	below. Following our listing on the NYSE and in accordance with
	the transition provisions of the rules of the NYSE applicable to
	companies listing in conjunction with a spin-off transaction,
	each of these committees will, by the date required by the rules
	of the NYSE, be composed exclusively of directors who are
	independent. Other committees may also be established by the
	board of directors from time to time.
	 
	Audit Committee.
	 The members of the Audit Committee
	are expected to be Mr. von der Heyden (chair),
	Mr. Schievelbein and Dr. Bruner. The Audit Committee will
	have the responsibility, among other things, to meet
	115
 
	periodically with management and with both our independent
	auditor and internal auditor to review audit results and the
	adequacy of and compliance with our system of internal controls.
	In addition, the Audit Committee will appoint or discharge our
	independent auditor, and review and approve auditing services
	and permissible non-audit services to be provided by the
	independent auditor in order to evaluate the impact of
	undertaking such added services on the independence of the
	auditor. The responsibilities of the Audit Committee, which are
	anticipated to be substantially identical to the
	responsibilities of Northrop Grummans Audit Committee,
	will be more fully described in our Audit Committee charter. The
	Audit Committee charter will be posted on our website at
	www.huntingtoningalls.com and will be available in print to any
	stockholder that requests it. By the date required by the
	transition provisions of the rules of the NYSE, all members of
	the Audit Committee will be independent and financially
	literate. Further, the board of directors has determined that
	Mr. von der Heyden possesses accounting or related financial
	management expertise within the meaning of the NYSE listing
	standards and that he qualifies as an audit committee
	financial expert as defined under the applicable SEC rules.
	 
	Compensation Committee.
	 The members of the
	Compensation Committee are expected to be Admiral Miller (chair)
	and Admiral Fargo. The Compensation Committee will oversee all
	compensation and benefit programs and actions that affect our
	elected officers. The Compensation Committee will also provide
	strategic direction for our overall compensation structure,
	policies and programs and will review top-management succession
	plans. The Compensation Committee will review and recommend to
	the board of directors the compensation of directors. The
	responsibilities of the Compensation Committee, which are
	anticipated to be substantially identical to the
	responsibilities of Northrop Grummans Compensation
	Committee, will be more fully described in the Compensation
	Committee charter. The Compensation Committee charter will be
	posted on our website at www.huntingtoningalls.com and will be
	available in print to any stockholder that requests it. Each
	member of the Compensation Committee will be a non-employee
	director, and there are no Compensation Committee interlocks
	involving any of the projected members of the Compensation
	Committee.
	 
	Governance Committee.
	 The members of the Governance
	Committee are expected to be Ms. Kelly (chair), Mr. Davis and
	Admiral Fargo. The Governance Committee will be responsible for
	developing and recommending to the board of directors criteria
	for board membership; identifying and reviewing the
	qualifications of candidates for election to the board of
	directors; and assessing the contributions and independence of
	incumbent directors in determining whether to recommend them for
	reelection to the board of directors. The Governance Committee
	will also review and recommend action to the board of directors
	on matters concerning transactions with related persons and
	matters involving corporate governance and, in general, oversee
	the evaluation of the board of directors. The responsibilities
	of the Governance Committee, which are anticipated to be
	substantially identical to the responsibilities of Northrop
	Grummans Governance Committee, will be more fully
	described in the Governance Committee charter. The Governance
	Committee charter will be posted on our website at
	www.huntingtoningalls.com and will be available in print to any
	stockholder that requests it.
	 
	Director Independence.
	 Our board of directors is
	expected to formally determine the independence of its directors
	following the spin-off. We expect that our board of directors
	will determine that the following directors, who are anticipated
	to be elected to our board of directors, are independent:
	Admiral Fargo, Dr. Bruner, Mr. Davis, Ms. Kelly, Admiral Miller,
	Mr. Schievelbein and Mr. von der Heyden. Our board of directors
	is expected to annually determine the independence of directors
	based on a review by the directors and the Governance Committee.
	In affirmatively determining whether a director is independent,
	the board of directors will determine whether each director
	meets the objective standards for independence set forth in the
	NYSE rules, which generally provide that:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	  
 | 
	A director who is an employee, or whose immediate family member
	(defined as a spouse, parent, child, sibling, father- and
	mother-in-law,
	son- and
	daughter-in-law,
	brother- and
	sister-in-law
	and anyone, other than a domestic employee, sharing the
	directors home) is an executive officer of the company,
	would not be independent until three years after the end of such
	relationship.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	A director who receives, or whose immediate family member
	receives, more than $120,000 per year in direct compensation
	from the company, other than director and committee fees and
	pension or other forms of deferred compensation for prior
	services (provided such compensation is not contingent in any
	way on continued service) would not be independent until three
	years after ceasing to receive such amount.
 | 
	116
 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	  
 | 
	A director who is a partner of or employed by, or whose
	immediate family member is a partner of or employed by and
	personally works on the companys audit, a present or
	former internal or external auditor of the company would not be
	independent until three years after the end of the affiliation
	or the employment or auditing relationship.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	A director who is employed, or whose immediate family member is
	employed, as an executive officer of another company where any
	of the companys present executives serve on the other
	companys compensation committee would not be independent
	until three years after the end of such service or employment
	relationship.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	A director who is an employee, or whose immediate family member
	is an executive officer, of a company that makes payments to, or
	receives payments from, the company for property or services in
	an amount which, in any single fiscal year, exceeds the greater
	of $1 million, or 2% of such other companys
	consolidated gross revenues, would not be independent until
	three years after falling below such threshold.
 | 
	 
	Compensation
	of Non-Employee Directors
	 
	Following the spin-off, director compensation will be determined
	by our board of directors with the assistance of its
	Compensation Committee. It is anticipated that such compensation
	will consist of an annual retainer, an annual equity award,
	annual fees for serving as a committee chair and other types of
	compensation as determined by the board from time to time.
	 
	Director
	Compensation Table
	 
	The following table sets forth information concerning the 2010
	compensation awarded by Northrop Grumman to non-employee
	directors of Northrop Grumman who are expected to be
	non-employee directors of HII:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Fees Earned or
 
 | 
	 
 | 
	Stock
 
 | 
	 
 | 
	All Other
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Paid in Cash(1)
 
 | 
	 
 | 
	Awards(2)
 
 | 
	 
 | 
	Compensation
 
 | 
	 
 | 
	Total
 
 | 
| 
	Name
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	Thomas B. Fargo (3)(4)
 
 | 
	 
 | 
	 
 | 
	122,500
 | 
	 
 | 
	 
 | 
	 
 | 
	120,000
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	242,500
 | 
	 
 | 
| 
 
	Tom Schievelbein (5)
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	60,000
 | 
	 
 | 
	 
 | 
	 
 | 
	60,000
 | 
	 
 | 
	 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Effective October 1, 2008, non-employee directors of
	Northrop Grumman earned an annual retainer of $220,000, $100,000
	of which was paid in cash and the remainder of which was
	required to be deferred into a stock unit account pursuant to
	the 1993 Stock Plan for Non-Employee Directors, as amended (the
	1993 Directors Plan). The other annual
	retainers were paid in cash as follows:
 | 
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Amount
 
 | 
| 
	Type of Retainer
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	Audit Committee Retainer
 
 | 
	 
 | 
	10,000
 | 
| 
 
	Audit Committee Chair Retainer
 
 | 
	 
 | 
	25,000
 | 
| 
 
	Compensation Committee Chair Retainer
 
 | 
	 
 | 
	10,000
 | 
| 
 
	Governance Committee Chair Retainer
 
 | 
	 
 | 
	10,000
 | 
| 
 
	Policy Committee Chair Retainer
 
 | 
	 
 | 
	7,500
 | 
| 
 
	Non-executive Chairman of the Board
 
 | 
	 
 | 
	250,000
 | 
| 
 
	Matching Gifts for Education Program
 
 | 
	 
 | 
	Match of $1 per $1 of director contributions, up to $10,000 per
	director, to eligible educational programs in accordance with
	the rules of the program
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(2)
 | 
 | 
	Represents the target value of stock units awarded to each
	non-employee director of Northrop Grumman in 2010 under the
	1993 Directors Plan. Of the $220,000 annual retainer earned
	by non-employee directors of Northrop Grumman, $120,000 was
	required to be deferred into a stock unit account (Automatic
	Stock Units) pursuant to the 1993 Directors Plan. Effective
	January 1, 2010, the amended 1993 Directors Plan
	provides that the Automatic Stock Units be paid at the
	conclusion of board service or earlier, as specified by the
	director, if he or she has more than five years of service. In
	addition, each director may defer payment of all or a portion of
 | 
	117
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	his or her remaining board retainer fee and other annual
	committee fees, which are placed into a stock unit account
	(Elective Stock Units). The Elective Stock Units are paid at the
	conclusion of board service or earlier as specified by the
	director, regardless of years of service. All deferral elections
	must be made prior to the beginning of the year for which the
	retainer and fees will be paid. Directors are credited with
	dividend equivalents in connection with the shares of Common
	Stock until the shares are paid. The amount reported in this
	column for each director reflects the aggregate fair value on
	the date of grant, as determined under Financial Accounting
	Standards Board Accounting Standards Codification Topic 718,
	Stock Compensation, of the stock units for each director,
	excluding any assumed forfeitures.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	In 2010, a matching contribution was made by the companys
	Matching Gifts for Education Program on behalf of Admiral Fargo
	in the amount of $2,500.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	Admiral Fargo received an additional $10,000 for service on an
	Ad Hoc Committee of the Northrop Grumman board during 2010.
 | 
| 
	 
 | 
| 
	(5)
 | 
 | 
	Pursuant to an agreement with NGSB, renewable on an annual
	basis, in 2010 Mr. Schievelbein received payment for
	service as a consultant on issues related to the management of
	NGSB and its programs, specializing in shipbuilding, ship
	repair, ship overhaul and other defense matters. The agreement
	expired on December 31, 2010 and has not been renewed.
 | 
	 
	Deferred
	Stock Units
	 
	As of December 31, 2010, the non-employee directors of
	Northrop Grumman who are expected to be non-employee directors
	of HII had the following aggregate number of deferred stock
	units accumulated in their deferral accounts for all years of
	service as a director of Northrop Grumman, including additional
	stock units credited as a result of dividend equivalents earned
	on the stock units:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Additional
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Mandatory
 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	 
 | 
| 
	Name
 | 
	 
 | 
	Deferral
 | 
	 
 | 
	Deferral
 | 
	 
 | 
	Total
 | 
| 
	 
 | 
| 
 
	Thomas B. Fargo
 
 | 
	 
 | 
	 
 | 
	5,870
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	5,870
 | 
	 
 | 
	118
 
	 
	EXECUTIVE
	COMPENSATION
	 
	Prior to the spin-off, we were a subsidiary of Northrop Grumman;
	therefore, our historical compensation strategy has been
	primarily determined by Northrop Grummans senior
	management (Northrop Grumman Management) and the
	Compensation Committee of Northrop Grummans board of
	directors (the Northrop Grumman Compensation
	Committee) along with our senior management. Since the
	information presented in this document relates to our 2010
	fiscal year, which ended on December 31, 2010, this
	Compensation Discussion and Analysis focuses primarily on our
	compensation programs and decisions with respect to 2010 and the
	processes used to determine 2010 compensation. The information
	in this section, including in the tables herein, is presented as
	of December 31, 2010 when Northrop Grumman was the relevant
	employer. In connection with the spin-off, we will be the
	relevant employer and will form our own Compensation Committee
	that will be responsible for our executive compensation programs
	prospectively, which may be different from the compensation
	programs in place for 2010.
	 
	This Compensation Discussion and Analysis is presented in the
	following sections:
	 
	Compensation Philosophy:
	 describes the
	principles that formed the foundation of the compensation and
	benefits programs covering our executives in 2010.
	 
	Section IRoles and
	Responsibilities:
	 provides an overview of the roles
	and responsibilities of the Northrop Grumman Compensation
	Committee, Northrop Grumman Management, our senior management
	and other parties involved in determining compensation for our
	Named Executive Officers (HII NEOs) for 2010.
	 
	Section IIElements of
	Compensation:
	 provides more details on our main
	compensation elements for HII NEOs for 2010salary, annual
	incentives (or bonus), long-term incentive compensation and
	other benefits.
	 
	Section IIIPolicies and
	Procedures:
	 gives additional information on
	policies and procedures related to HII NEO compensation for 2010.
	 
	Compensation
	Philosophy
	 
	The following compensation principles were based on principles
	approved by the Northrop Grumman Compensation Committee and
	formed the basis of our Compensation Philosophy prior to the
	spin-off.
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	  
 | 
	Compensation programs were to be directly aligned with and
	reinforce stockholder interests, and accordingly had to be
	performance-based, transparent, defensible and designed to
	provide pay commensurate with company results. Compensation was
	designed to motivate and reward our management for delivering
	operational and strategic performance to maximize stockholder
	value and demonstrating our and Northrop Grummans values,
	behaviors, and leadership competencies.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Compensation and benefits had to be competitive within the
	market to attract and retain key talent that drives the desired
	business results. Market data was utilized to appropriately
	determine competitive pay levels.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	A significant part of compensation was to be at risk based on
	financial and individual performance. The appropriate level of
	equity-related compensation linked to stockholder value was
	delivered through long-term incentives.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Compensation was to be disclosed and explained in a transparent,
	understandable manner. Clear and concise goals were established
	to enable the assessment of performance by the Northrop Grumman
	Compensation Committee and by stockholders through the
	Compensation Discussion and Analysis.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Compensation programs were to be consistent with financial
	objectives relative to our business conditions. Alignment to
	peer companies was considered when developing programs and
	goals; however, measures oriented to strongly improving business
	results will be the predominant factor.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	Successful accomplishment of business goals in both annual
	operating performance and the achievement of increased
	stockholder value were designed to produce significant
	individual rewards, and failure to attain business goals was
	designed to negatively affect the pay of our executives.
 | 
	119
 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	  
 | 
	To promote alignment of management and stockholder interests,
	all officers were expected to meet stock ownership guidelines in
	the following denominations of base salary: our President was
	required to hold three times his base salary and the other HII
	NEOs were required to hold one and one-half times their salary.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	The mix of long-term awards, selection of performance criteria
	and oversight of compensation programs, together with other
	programs such as stock ownership guidelines, were designed to
	mitigate excessive risk by emphasizing a long-term focus on
	compensation and financial performance.
 | 
| 
	 
 | 
| 
	 
 | 
	  
 | 
	The HII NEO compensation strategy was to be consistent in
	philosophy for all incentive plan participants to ensure proper
	alignment, accountability, and line of sight regarding
	commitments and priorities. For 2010, over 85% of our
	Presidents pay, and over 70% of the other HII NEOs
	pay, was based on compensation at risk.
 | 
	 
	SECTION I
	 
	Roles and Responsibilities for 2010
	 
	Role of
	Northrop Grumman Management
	 
	Northrop Grumman has an annual compensation review process that
	has historically taken place during the first quarter each year
	where it determines regular base salary merit increases, annual
	bonuses and grants of long-term incentives through an annual
	review of all employees, including the HII NEOs. The purpose of
	this review process has been to measure individual performance
	over the course of the performance year against pre-set
	financial, operational and individual goals. The system has
	assisted in ensuring that each HII NEOs compensation is
	tied to the financial and operating performance of the company,
	the HII NEOs individual achievement and the HII NEOs
	demonstration of Northrop Grummans strategic initiatives
	and values.
	 
	Throughout the year, our President provided recommendations
	regarding the compensation of the HII NEOs (other than our
	President) to Northrop Grumman Management for their review and
	approval. These recommendations were reviewed by Northrop
	Grummans Chief Human Resources Officer (Northrop
	Grumman CHRO) and included all compensation actions for
	our officers, including the HII NEOs (other than our President),
	as well as participation in the companys various executive
	benefit and perquisite programs. The Northrop Grumman CHRO
	reviewed all compensation actions for our officers and then made
	a recommendation to the Northrop Grumman CEO for his review and
	approval. This was one of many inputs the Northrop Grumman CEO
	considered when reviewing compensation recommendations provided
	by our President. The Northrop Grumman CEO also took into
	account the leadership, performance, skills and industry
	knowledge of our officers when making his decision. The Northrop
	Grumman CEO could also seek additional input from an independent
	consultant or request additional market data from the Northrop
	Grumman CHRO to assist with the decision. The Northrop Grumman
	CEO approved all compensation actions taken with respect to our
	officers other than our President, whose compensation and
	benefits were approved by the Northrop Grumman Compensation
	Committee.
	 
	Northrop Grumman Management also provided recommendations to the
	Northrop Grumman Compensation Committee regarding compensation
	actions for our President along with all executive plan designs
	and strategies. These recommendations included financial goals
	and criteria for the annual and long-term incentive plans.
	Northrop Grumman Management provided its recommendations based
	on information gathered from consultants and the market as well
	as from internal resources, allowing designs and strategies to
	be tied directly to the needs of Northrop Grummans and the
	companys businesses.
	 
	Compensation
	Decisions for HII NEOs
	 
	In February 2010, the Northrop Grumman Compensation Committee,
	acting pursuant to authority under its charter, reviewed and
	approved compensation recommendations for our President. These
	compensation actions included a salary increase from $575,000 to
	$750,000, an annual bonus payment of $350,000 for 2009, and a
	grant of long-term incentives that included a grant of 122,700
	stock options and a grant of 29,000 Restricted Performance Stock
	Rights (RPSRs) for the 2010 through 2012 performance
	period. These recommendations were provided to the Northrop
	Grumman Compensation Committee by the Northrop Grumman CEO.
	120
 
	In conjunction with the annual compensation cycle in the first
	quarter described above, the Northrop Grumman CEO approved the
	compensation actions for the HII NEOs below our President level.
	These compensation actions included salary increases, bonus
	payouts, and grants of RPSRs.
	 
	All grants of long-term incentive awards made to our employees
	by Northrop Grumman were within the annual grant guidelines
	established by the Northrop Grumman Compensation Committee. The
	Northrop Grumman Compensation Committee also established
	performance criteria for all Northrop Grumman employees,
	including our executives, regarding performance targets for both
	the Annual Incentive Plan (AIP) and Northrop
	Grummans long-term incentive stock plan (LTI).
	 
	Independent
	Consultant
	 
	The Northrop Grumman Compensation Committee relied on
	Mr. George Paulin, Chairman and CEO of Frederic W.
	Cook & Co., Inc. (F.W. Cook), for guidance
	in determining the levels and structure of executive
	compensation including our President. The Northrop Grumman
	Compensation Committee also utilized competitive salary data
	provided to the Northrop Grumman Compensation Committee by F.W.
	Cook and by Aon Hewitt (formerly Hewitt Associates and referred
	to herein as Hewitt).
	 
	Mr. Paulins role included: advising the Northrop
	Grumman Compensation Committee on management proposals as
	requested; serving as a resource to the Northrop Grumman
	Compensation Committee Chair on setting agenda items for
	Committee meetings and undertaking special projects; reviewing
	Northrop Grummans total compensation philosophy, peer
	groups and target competitive positioning for reasonableness and
	appropriateness; identifying market trends or practices; and
	providing proactive counsel to the Northrop Grumman Compensation
	Committee on best practices for board governance of executive
	compensation as well as areas of concern or risk in Northrop
	Grummans executive compensation programs. Our executives
	historically participated in those programs in which
	Mr. Paulin advised the Northrop Grumman Compensation
	Committee. Mr. Paulin and F.W. Cook received no other
	compensation from Northrop Grumman or from us except in
	connection with Mr. Paulins role as an independent
	consultant to the Northrop Grumman Compensation Committee.
	 
	In addition to Mr. Paulin, Northrop Grumman Management also
	utilized consulting services from Hewitt to provide competitive
	market data on our officer positions. Hewitt also provided data
	to Mr. Paulin on behalf of the Northrop Grumman
	Compensation Committee on an annual basis.
	 
	Neither Mr. Paulin nor Hewitt determined compensation
	amounts or made decisions regarding compensation recommendations
	for HII NEOs and other executives.
	 
	Benchmarking
	 
	Although compensation paid to the HII NEOs was not rigorously
	tied to that paid by peer groups, the Northrop Grumman
	Compensation Committee and the Northrop Grumman CEO determined
	that in order to support the objective of attracting and
	retaining leading executive talent, its total compensation
	program (base salary, target annual incentive awards, target
	long-term incentive award values and benefits) should, in the
	aggregate, approximate the 50th percentile in the market.
	 
	To assess market levels of compensation for Northrop Grumman
	elected officers, Northrop Grumman Management collected
	compensation data from a Target Industry Peer Group and a
	General Industry Peer Group to perform annual analyses. These
	peer groups for 2010 are detailed below. The Northrop Grumman
	Compensation Committee has determined that these groups provide
	a reasonable and relevant comparison of market data.
	 
	Consistent with the Compensation Philosophy discussed above, in
	2010 the Northrop Grumman Compensation Committee initiated a
	review of these peer groups previously established for
	benchmarking compensation of Northrop Grummans elected
	officers, including our President. This study, prepared for the
	Northrop Grumman Compensation Committee by Mr. Paulin of
	F.W. Cook, resulted in modifications to the Target Industry Peer
	Group. The group was expanded from 11 to 15 companies, and
	some companies in the existing peer group were replaced. The
	objective of these changes was to better approximate the
	competitive marketplace within which Northrop Grumman operates
	and competes for talent while enhancing Northrop Grummans
	ability to obtain market data upon which to evaluate executive
	compensation. The new group included six of the nine largest
	worldwide defense
	121
 
	contractors where comparable U.S. data was available and
	captured companies participating in Hewitts executive
	compensation survey.
	 
	For 2010, the Target Industry Peer Group consisted of the
	following 15 companies:
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
	2010 Target Industry Peer Group (current)
 | 
	 
 | 
	 
 | 
| 
	 
 | 
| 
 
	3M Co.*
 
 | 
	 
 | 
	Johnson Controls, Inc.*
 | 
| 
 
	The Boeing Co. 
 
 | 
	 
 | 
	L-3 Communications Holdings, Inc.*
 | 
| 
 
	Caterpillar, Inc.*
 
 | 
	 
 | 
	Lockheed Martin Corp.
 | 
| 
 
	Emerson Electric Co.*
 
 | 
	 
 | 
	Raytheon Co.
 | 
| 
 
	General Dynamics Corp. 
 
 | 
	 
 | 
	SAIC, Inc.*
 | 
| 
 
	Goodrich Corp.*
 
 | 
	 
 | 
	Textron, Inc.*
 | 
| 
 
	Honeywell International, Inc. 
 
 | 
	 
 | 
	United Technologies Corp.
 | 
| 
 
	ITT Corp.*
 
 | 
	 
 | 
	 
 | 
	 
	 
	 
	Historically, the composition of the General Industry Peer Group
	fluctuated from year to year based on participation in
	Hewitts executive compensation survey however the basic
	design remained consistent; Fortune 100 companies
	participating in the survey, excluding financial services
	organizations due to their unique pay models. For 2010, data was
	compiled from 47 organizations. The analysis included a review
	of data as reported in the survey (including the 25th, 50th, and
	75th percentile information) and employed statistical analysis
	to assess market pay on an adjusted basis, as determined by
	revenue size.
	122
 
	For 2010, the General Industry Peer Group consisted of the
	following 47 companies:
	 
| 
	 
 | 
	 
 | 
	 
 | 
| 
	2010 General Industry Peer Group
 | 
	 
 | 
	 
 | 
| 
	 
 | 
| 
 
	Abbott Laboratories
 
 | 
	 
 | 
	Merck & Co., Inc.
 | 
| 
 
	Aetna, Inc. 
 
 | 
	 
 | 
	PepsiCo, Inc.
 | 
| 
 
	AT&T, Inc. 
 
 | 
	 
 | 
	Pfizer, Inc
 | 
| 
 
	Caterpillar, Inc. 
 
 | 
	 
 | 
	Philip Morris International
 | 
| 
 
	Chevron Corporation
 
 | 
	 
 | 
	Procter & Gamble
 | 
| 
 
	CHS, Inc. 
 
 | 
	 
 | 
	Raytheon Company
 | 
| 
 
	Comcast Corporation
 
 | 
	 
 | 
	Sunoco, Inc.
 | 
| 
 
	CVS Corporation
 
 | 
	 
 | 
	SUPERVALU INC.
 | 
| 
 
	Delta Air Lines Inc. 
 
 | 
	 
 | 
	Target Corporation
 | 
| 
 
	E. I. du Pont de Nemours and Company
 
 | 
	 
 | 
	The Boeing Company
 | 
| 
 
	FedEx Corporation
 
 | 
	 
 | 
	The Coca-Cola Company
 | 
| 
 
	Ford Motor Company
 
 | 
	 
 | 
	The Dow Chemical Company
 | 
| 
 
	General Dynamics Corporation
 
 | 
	 
 | 
	The Home Depot, Inc.
 | 
| 
 
	General Electric Company
 
 | 
	 
 | 
	The Kroger Co.
 | 
| 
 
	Honeywell International, Inc. 
 
 | 
	 
 | 
	The Walt Disney Company
 | 
| 
 
	Humana, Inc. 
 
 | 
	 
 | 
	Tyson Foods Incorporated
 | 
| 
 
	IBM Corporation
 
 | 
	 
 | 
	United Parcel Service
 | 
| 
 
	Ingram Micro, Inc. 
 
 | 
	 
 | 
	United Technologies Corporation
 | 
| 
 
	Johnson & Johnson
 
 | 
	 
 | 
	UnitedHealth Group
 | 
| 
 
	Johnson Controls, Inc. 
 
 | 
	 
 | 
	Valero Energy Corporation
 | 
| 
 
	Kraft Foods, Inc. 
 
 | 
	 
 | 
	Verizon Communications, Inc.
 | 
| 
 
	Lockheed Martin Corporation
 
 | 
	 
 | 
	Walgreen Co.
 | 
| 
 
	Lowes Companies, Inc. 
 
 | 
	 
 | 
	Wellpoint, Inc.
 | 
| 
 
	Medco Health Solutions, Inc.
 
 | 
	 
 | 
	 
 | 
	 
	Compensation
	for Our President
	 
	Hewitt provided an analysis of elected officers in the two peer
	groups compared to Northrop Grumman executives. This information
	was analyzed by F.W. Cook and presented to the Northrop Grumman
	Compensation Committee in December 2010. This study was used as
	a reference to make base salary, bonus and long-term incentive
	plan recommendations for the Northrop Grumman Compensation
	Committee to review and approve in February 2011. The Northrop
	Grumman CEO utilized this information to determine compensation
	for his direct reports, including our President. With respect to
	our President however, the Northrop Grumman CEO recommendation
	to the Northrop Grumman Compensation Committee was limited to an
	annual bonus (pertaining to the 2010 performance year). The
	recommendation for our Presidents annual incentive award
	was approved by the Northrop Grumman Compensation Committee at
	their meeting on February 15, 2011.
	 
	In 2010, target total compensation was measured for Northrop
	Grumman elected officers, including our President. Target total
	compensation is comprised of base salary, target annual
	incentive awards, target long-term incentive award values and
	benefits. As an elected officer of Northrop Grumman,
	Mr. Petters target total compensation was measured
	each year as part of an annual review conducted by Hewitt and F.
	W. Cook.
	 
	Compared to the Target Industry Peer Group,
	Mr. Petters target total compensation was 34% above
	the size-adjusted median, and for the General Industry Peer
	Group his target total compensation was 28% above the
	size-adjusted median. Mr. Petters compensation levels
	reflect the value Northrop Grumman has placed on the knowledge,
	skills and experience that he has brought to his role overseeing
	the Shipbuilding sector. In addition, Northrop Grumman has
	placed value on internal peer comparisons and equity in terms of
	Mr. Petters job scope and responsibilities.
	123
 
	Compensation
	for HII NEOs
	 
	Northrop Grumman Management had available extensive information
	on competitive market practices. The primary source of survey
	information that Northrop Grumman Management relied upon was
	provided by Hewitt and typically focused on companies in the
	heavy manufacturing industry with annual revenues similar, in
	Northrop Grumman Managements judgment, to our annual
	revenue. Northrop Grumman Management, including the Northrop
	Grumman CEO, utilized this information when reviewing
	compensation information for all officers, including the HII
	NEOs.
	 
	To evaluate competitive pay levels in the marketplace, both the
	Northrop Grumman Compensation Committee and the Northrop Grumman
	CEO reviewed data reported from F.W. Cook and Hewitt for our
	President. The Northrop Grumman CEO reviewed data from Hewitt
	and SIRS Executive surveys from ORC Worldwide/Mercer for the
	remaining HII NEOs, including the 25th, 50th, and 75th
	percentile information. Where appropriate, the data presented to
	the Northrop Grumman Compensation Committee and the Northrop
	Grumman CEO also used statistical analysis of the applicable
	peer group to predict market pay levels based on revenue size.
	 
	Each of our executive positions that could be compared to
	relevant peer data was benchmarked to the relevant data.
	Executive positions that were unique to us and could not be
	benchmarked to the market were compared internally based on
	their relative duties and responsibilities. HII NEOs were
	matched to the Hewitt or SIRS benchmark positions, considering
	revenue size of the business unit for base salary, annual bonus
	and long-term incentives. Once the survey results were released,
	the matches were confirmed and the market data was extracted for
	use in determining annual salary, bonus and long-term incentive
	recommendations. In 2010, total direct compensation (base
	salary, annual bonus, long-term incentives) was measured for the
	remaining HII NEOs and their compensation levels ranged from 11%
	to 20% above the 50th percentile of the applicable survey
	results; Ms. Niland, 11%; Mr. Edenzon, 11%;
	Mr. Mulherin, 11%; Mr. Ermatinger, 20%.
	 
	Risk
	Assessment
	 
	During the fourth quarter of 2009 the Northrop Grumman board of
	directors oversaw an internal assessment of Northrop
	Grummans risk profile, including the potential risk posed
	by the compensation programs in which our employees
	participated. This was followed by a risk assessment of Northrop
	Grummans executive compensation programs in the first
	quarter of 2010, performed by the Northrop Grumman Compensation
	Committees compensation consultant, Mr. Paulin of
	F.W. Cook. As a part of these risk assessments, the following
	were determined:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	the board and the Northrop Grumman Compensation Committee
	exercise close oversight over the performance measures utilized
	by the annual and long-term incentive plans, both of which serve
	to drive long-term performance and enhance stockholder value;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	the performance objectives of the plans are linked such that
	achievement of annual incentive plan measures serves to enhance
	long-term performance of Northrop Grumman and the company while
	also supporting the goals established for the long-term
	incentive plan; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	the connection of performance metrics between the annual and
	long-term plans incentivizes long-term performance over
	short-term gain. Moreover, in addition to other risk-mitigating
	features incorporated into Northrop Grummans compensation
	programs such as holding-period requirements, stock ownership
	guidelines and a compensation recoupment policy, Northrop
	Grumman relies upon a rigorous system of internal controls to
	prevent any individual employee from creating adverse material
	risk in pursuit of an annual or long-term award.
 | 
	124
 
	 
	SECTION II
	 
	Elements of Compensation
	 
	The compensation elements for the HII NEOs for fiscal 2010 are
	summarized in the table below and then described in more detail
	following the table.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Element of
 
 | 
	 
 | 
	 
 | 
	 
 | 
	If Variable,
 
 | 
	 
 | 
	Cash or
 
 | 
| 
	Compensation
 | 
	 
 | 
	Objectives
 | 
	 
 | 
	Performance Measured
 | 
	 
 | 
	Equity
 | 
| 
	 
 | 
| 
 
	Salaries
 
 | 
	 
 | 
 
	   targeted at a competitive market median
	on a job-by-job basis
 
 | 
	 
 | 
	Not variable
 | 
	 
 | 
	Cash
 | 
| 
	 
 | 
	 
 | 
 
	   adjusted above or below median based on
	executives experience, skills and sustained performance
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
 
	   served to recruit and retain the talent
	necessary to run our businesses
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Annual Incentive
 
 | 
	 
 | 
 
	   designed to motivate executives to
	attain vital short-term goals
 
 
	   intended to provide a competitive level
	of compensation when the individual and the company achieve the
	approved performance objectives
 
 
	   tying the annual incentive directly to
	financial performance provided the most effective alignment with
	stockholder interests
 
 | 
	 
 | 
	Variable, based on our and Northrop Grummans performance
	for all executives other than our President, which is based
	solely on Northrop Grumman performance, and adjusted for
	individual performance 2010 performance criteria were the
	following:
 
 
	   new business awards
 
 
	   pension-adjusted operating margin
 
 
	   free cash flow conversion before
	discretionary pension funding
 
 
	   non-financial performance goals
 | 
	 
 | 
	Cash
 | 
| 
 
	Long-Term Incentives
 
 | 
	 
 | 
 
	   for 2010, long-term incentives granted
	to our President in the form of Northrop Grumman stock options
	(50%) and Northrop Grumman Restricted Performance Stock Rights
	(50%); to the other HII NEOs in the form of Northrop Grumman
	Restricted Performance Stock Rights (100)%
 
 | 
	 
 | 
	See below
 | 
	 
 | 
	Equity
 | 
	 
	125
 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	If Variable,
 
 | 
	 
 | 
	Cash or
 
 | 
| 
	Element of Compensation
 | 
	 
 | 
	Objectives
 | 
	 
 | 
	Performance Measured
 | 
	 
 | 
	Equity
 | 
| 
	 
 | 
| 
 
	Stock Options
 
 | 
	 
 | 
 
	   provided direct alignment with
	stockholder interest while serving as a retention tool
 
 | 
	 
 | 
	Variable, based on Northrop Grumman stock price
 | 
	 
 | 
	Equity
 | 
| 
 
	Restricted Performance Stock Rights
 
 | 
	 
 | 
 
	   designed to establish a long-term
	performance perspective for the executives
 
 
	   stock-based arrangement to create
	stockholder-managers interested in Northrop Grummans
	sustained growth and prosperity
 
 | 
	 
 | 
	Variable, based on:
 
 
	   pension-adjusted operating margin
 
 
	   pension-adjusted return on net assets
 
 
	   for our President, performance is
 
	measured in terms of Northrop Grumman stock price only
	(3 year total shareholder return)
 | 
	 
 | 
	Equity
 | 
| 
 
	Other Benefits
 
 | 
	 
 | 
 
	   supplemental retirement, savings,
	medical and severance plans consistent with industry practice
 
 | 
	 
 | 
	Not variable
 | 
	 
 | 
	Cash
 | 
	 
	Salaries
	 
	Base salaries of the HII NEOs were targeted at a competitive
	market median on a
	job-by-job
	basis with individual variations explained by differences in
	each incumbents experience, skills, and sustained
	performance. Internal pay relationships and equitability were
	also considered. The Northrop Grumman Compensation Committee
	reviewed and approved our Presidents salary and the
	Northrop Grumman CEO reviewed and approved the other HII
	NEOs salaries, based on recommendations from our
	President, on an annual basis, or at the time of promotion or a
	substantial change in responsibilities, and made adjustments as
	needed based on the Compensation Philosophy described above.
	 
	In February 2010, the Northrop Grumman Compensation Committee
	approved base salary increases for certain sector presidents,
	including Mr. Petters, whose base salary was raised from
	$575,000 to $750,000. This action was taken to more closely
	align the sector presidents in terms of internal equity since
	the scope of job responsibilities is very similar.
	 
	Annual
	Incentives
	 
	Under the Northrop Grumman Annual Incentive Plan, the Northrop
	Grumman Compensation Committee approved annual incentive
	compensation targets for our President and the Northrop Grumman
	CEO approved the annual incentive compensation targets for the
	other HII NEOs. The incentive compensation targets were
	determined for each position based on market prevalence,
	individual job level, scope and overall influence on the
	business results. The Northrop Grumman Compensation Committee
	and the Northrop Grumman CEO considered both the recommendations
	of consultants and those of Northrop Grumman Management and our
	senior management in determining appropriate annual incentive
	target levels. The target incentive award (Target
	Bonus) represented a percentage of each executives
	base salary and, after the year ended, provided a basis upon
	which a final award amount was determined by the Northrop
	Grumman Compensation Committee and the Northrop Grumman CEO
	based on an assessment of the financial performance against
	pre-determined performance criteria and individual performance.
	126
 
	The annual incentive targets below were established for the HII
	NEOs:
	 
	2010
	Annual Incentive Targets
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Target
 
 | 
	 
 | 
	 
 | 
	Payout Range
 
 | 
| 
	Name
 | 
	 
 | 
	Title
 | 
	 
 | 
	Payout %
 | 
	 
 | 
	 
 | 
	% of Salary
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	President and Chief Executive Officer
 | 
	 
 | 
	 
 | 
	75
 | 
	%
 | 
	 
 | 
	0%150%
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	Vice President and Chief Financial Officer
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	0%80%
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	Vice President and General ManagerGulf Coast Operations
 | 
	 
 | 
	 
 | 
	45
 | 
	%
 | 
	 
 | 
	0%90%
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	Vice President and General ManagerNewport News Operations
 | 
	 
 | 
	 
 | 
	45
 | 
	%
 | 
	 
 | 
	0%90%
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	Vice President and Chief Human Resources Officer
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	0%80%
 | 
	 
	For 2010, our Presidents bonus was evaluated based on the
	Northrop Grumman Company Performance Factor (CPF)
	and an Individual Performance Factor (IPF). For the
	remaining HII NEOs, bonuses were evaluated based on the Northrop
	Grumman Company Performance Factor, our Sector Performance
	Factor (SPF), and an IPF. Within the annual
	incentive formula described below, the CPF and SPF were weighted
	equally (50% each) and could range from 0% to 200%. The IPF
	could range 0-125%. Final bonus award payments were capped at
	200% of an individuals target bonus.
	 
	Annual
	incentive formula for 2010:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Base Salary
 
 | 
	 
 | 
	x
 | 
	 
 | 
	Target
 | 
	 
 | 
	%
 | 
	 
 | 
	=
 | 
	 
 | 
	Target Bonus
 | 
	 
 | 
	 
 | 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Target Bonus
 
 | 
	 
 | 
	x
 | 
	 
 | 
	CPF
 | 
	 
 | 
	x
 | 
	 
 | 
	IPF
 | 
	 
 | 
	=
 | 
	 
 | 
	Final Bonus Award*
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	* 
 | 
 | 
	For elected officers including our President, as a member of
	Northrop Grummans Corporate Policy Council, the CPF within
	the formula is weighted 100% on Northrop Grumman company
	performance. For the other NEOs, the CPF equals Final Company
	Financial Metric (50%) plus Final Sector Score (50%). The Final
	Sector Score is comprised of sector level performance of the
	same financial and non-financial metrics explained below.
 | 
	 
	At the conclusion of the calendar year, an annual performance
	evaluation for each HII NEO, other than our President, was
	conducted by the Northrop Grumman CEO who reviewed and approved
	the IPFs for those HII NEOs. The IPF was determined based upon
	consideration of the following factors:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Financial performance
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Performance on non-financial goals, including company-level
	goals and specific operating factors
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Strategic leadership and vision
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Program execution and performance
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Customer relationships
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Peer and employee relationships
 | 
	 
	The Northrop Grumman CEO and Northrop Grumman Compensation
	Committee reviewed all performance information, as well as the
	comparison to market data, and approved bonus amounts. As
	previously noted, the Northrop Grumman CEO approved bonus
	amounts for all HII NEOs (other than our President) and the
	Northrop Grumman Compensation Committee approved our
	Presidents final bonus amount. The Northrop Grumman
	Compensation Committee approved the final financial performance
	factors (CPF and SPF) that were used to determine the annual
	incentive payout. The Northrop Grumman Compensation Committee
	also has full discretion to make adjustments to the CPF
	and/or
	SPF
	if it determines such adjustment is warranted. For example, in
	instances where our performance has been impacted by material,
	unusual or non-recurring gains and losses, changes in law,
	regulations or in generally accepted accounting principles,
	accounting charges or other extraordinary events not
	127
 
	foreseen at the time the targets were set. The Northrop Grumman
	Compensation Committee has also adjusted payouts downward in the
	past despite performance targets having been met when it
	determined circumstances existed that had a negative impact on
	us and they were not reflected in the performance calculation.
	Actual adjustments for 2010 are described below.
	 
	2010
	Annual Incentive Goals and Results
	 
	For the 2010 performance year, the Northrop Grumman Compensation
	Committee determined that the evaluation of Northrop Grumman
	performance would be based on achievement of both financial and
	non-financial metric goals. The final Northrop Grumman CPF
	equaled the financial metric score multiplied by the assessment
	for the non-financial metrics which were scored in the range of
	80% to 120%. The Northrop Grumman Compensation Committee
	assessed non-financial performance with a recommendation from
	the Northrop Grumman CEO.
	 
	The three Northrop Grumman financial metrics focused on
	capturing new business awards, expanding the current
	pension-adjusted operating margin rate and on free cash flow
	conversion (calculated as free cash flow before discretionary
	pension funding divided by net income). The six Northrop Grumman
	non-financial metrics were customer satisfaction, diversity,
	engagement (attrition), environmental, quality and safety,
	measured as follows:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Customer Satisfaction
	measured in terms of feedback
	received from customers including customer generated performance
	scores, award fees, as well as verbal and written feedback. For
	example, Department of Defense contracts that meet certain
	thresholds are required to provide feedback through the
	Contractor Performance Assessment Reporting System.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Diversity
	measured in terms of improving
	representation of females and people of color in mid-level and
	senior-level management positions with respect to peer
	benchmarks.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Engagement (attrition)
	measured in terms of
	voluntary attrition, which is an indicator of engagement levels
	within an organization as companies with high employee
	engagement retain a more motivated and productive workforce.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Environmental
	measured in terms of the reduction, in
	metric tons, of greenhouse gases emissions.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Quality
	measured using program-specific objectives
	available within each of Northrop Grummans sectors. This
	metric integrates available measures of quality including defect
	rates, process quality, supplier quality, planning quality and
	other appropriate criteria for program type and phase.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Safety
	measured by Total Case Rate, and defined as
	the number of OSHA recordable injuries (any medical treatment
	requiring more than first aid) per 100 full-time employees.
 | 
	 
	The score for operating margin is adjusted based upon the amount
	of earnings charges recorded for the year. The adjustment can
	increase the score by a maximum of five percentage points if the
	actual operating margin rate is equal to or above target and
	minimal charges are recorded or decrease the score by up to five
	percentage points if significant charges are recorded and the
	target operating margin rate is not achieved. Each financial
	metric/goal is described below and shown with its relative
	weighting.
	 
	Northrop
	Grumman Financial Goals that were Applicable to our
	President
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2010 Actual
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Threshold
 
 | 
	 
 | 
	 
 | 
	Target
 
 | 
	 
 | 
	 
 | 
	Maximum
 
 | 
	 
 | 
	 
 | 
	Performance
 
 | 
	 
 | 
| 
	Metric/Goal
 | 
	 
 | 
	Weighting
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	(as adjusted)
 | 
	 
 | 
| 
	 
 | 
| 
 
	New Business Awards (Amounts in Billions)
 
 | 
	 
 | 
	 
 | 
	20
 | 
	%
 | 
	 
 | 
	$
 | 
	27.0
 | 
	 
 | 
	 
 | 
	$
 | 
	30.0
 | 
	 
 | 
	 
 | 
	$
 | 
	37.0
 | 
	 
 | 
	 
 | 
	$
 | 
	31.8
 | 
	 
 | 
| 
 
	Pension-Adjusted Operating Margin Rate*
 
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	 
 | 
	8.0
 | 
	%
 | 
	 
 | 
	 
 | 
	9.0
 | 
	%
 | 
	 
 | 
	 
 | 
	10.0
 | 
	%
 | 
	 
 | 
	$
 | 
	9.3
 | 
	%
 | 
| 
 
	Free Cash Flow Conversion
 
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	 
 | 
	80
 | 
	%
 | 
	 
 | 
	 
 | 
	100
 | 
	%
 | 
	 
 | 
	 
 | 
	135
 | 
	%
 | 
	 
 | 
	 
 | 
	119
 | 
	%
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	* 
 | 
 | 
	This goal is adjusted for net FAS/CAS pension expense.
 | 
	128
 
	 
	For 2010, the Northrop Grumman Compensation Committee used its
	discretion to adjust the financial metric scores for four
	unusual, non-recurring items: financial impacts resulting from
	the shipbuilding strategic actions; IRS tax settlement for years
	2004 through 2006; cash tender offer for Northrop Grumman debt
	securities; and the purchase of the new headquarters facility in
	Virginia. Three of the adjustments increased the score and one
	of the adjustments decreased the score.
	 
	After adjusting for the four unusual items described above, the
	Northrop Grumman adjusted financial performance score was 142%.
	For non-financial metrics, the calculated score was 107%. After
	incorporating performance on the three financial metrics and six
	non-financial metrics, the final CPF for Northrop Grumman was
	152%. Based on an overall assessment of performance at Northrop
	Grumman, the Northrop Grumman CEO recommended to the Northrop
	Grumman Compensation Committee a company performance score of
	150%. After reviewing Northrop Grummans overall
	performance, the Northrop Grumman Compensation Committee
	approved a final CPF of 150%.
	 
	Northrop Grumman non-financial goals applicable to our President
	were based on Company-level performance, including customer
	satisfaction, diversity, engagement (attrition), environmental,
	quality and safety, as described above. Based on an assessment
	of the adjusted company-level financial performance, the
	company-level non-financial performance metrics, and his
	individual performance factor, the Northrop Grumman Compensation
	Committee determined a score of 161% for our President for 2010.
	The calculation resulted in an annual incentive payout of
	$900,000 for the 2010 performance year.
	 
	Financial
	Goals that were Applicable to the Remaining HII NEOs
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2010 Actual
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Threshold
 
 | 
	 
 | 
	 
 | 
	Target
 
 | 
	 
 | 
	 
 | 
	Maximum
 
 | 
	 
 | 
	 
 | 
	Performance
 
 | 
	 
 | 
| 
	Metric/Goal
 | 
	 
 | 
	Weighting
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	Performance
 | 
	 
 | 
	 
 | 
	(as adjusted)
 | 
	 
 | 
| 
	 
 | 
| 
 
	New Business Awards (Amounts in Billions)
 
 | 
	 
 | 
	 
 | 
	20
 | 
	%
 | 
	 
 | 
	$
 | 
	3.4
 | 
	 
 | 
	 
 | 
	$
 | 
	3.8
 | 
	 
 | 
	 
 | 
	$
 | 
	4.6
 | 
	 
 | 
	 
 | 
	$
 | 
	5.4
 | 
	 
 | 
| 
 
	Operating Margin Rate
 
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	 
 | 
	5.9
 | 
	%
 | 
	 
 | 
	 
 | 
	6.9
 | 
	%
 | 
	 
 | 
	 
 | 
	7.9
 | 
	%
 | 
	 
 | 
	 
 | 
	6.7
 | 
	%
 | 
| 
 
	Free Cash Flow Conversion*
 
 | 
	 
 | 
	 
 | 
	40
 | 
	%
 | 
	 
 | 
	 
 | 
	50
 | 
	%
 | 
	 
 | 
	 
 | 
	65
 | 
	%
 | 
	 
 | 
	 
 | 
	85
 | 
	%
 | 
	 
 | 
	 
 | 
	92
 | 
	%
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	*
 | 
 | 
	Defined as free cash flow divided by operating margin where free
	cash flow is adjusted for net external interest expense and
	foreign tax and operating margin is adjusted for purchased
	intangible amortization and intersegment margin.
 | 
	 
	AIP scores for our NEOs other than our President are based on
	the HII Final AIP score times an individual performance factor,
	with the HII Final AIP score based on the following calculation:
	 
	HII Final AIP Score = 50% x (Northrop Grumman financial metric
	score) + 50% x (HII score)
	 
	HII Score = (HII financial metric score) x (HII non-financial
	metric score + HII operating factor (range of 80 
	120%))
	 
	Within the annual incentive formula for the HII score, the
	operating factor is based on our performance as measured against
	a set of pre-approved HII specific objectives that consist of
	the following priorities: HII improvement projects, human
	capital, achieving first time quality, supply chain management,
	facilities and technology, and financial predictability.
	Consistent with the calculation of the Northrop Grumman
	financial metric score, our operating margin score is adjusted
	based upon the amount of HII earnings charges taken during the
	year. The HII non-financial metrics are the same as those for
	the company described above.
	 
	After adjusting for the Shipbuilding strategic actions (wind
	down of Shipbuilding activities in Avondale, Louisiana), the
	adjusted HII financial metric score was 150%. The combined
	assessment for the non-financial metrics and HII specific
	objectives was 118% resulting in a HII score of 177%. A final
	HII AIP score of 160% was calculated by taking 50% of the
	company financial metric score (142%) and 50% of the HII score
	(177%). For 2010, the Compensation Committee accepted the
	CEOs recommendation that the HII Final AIP score be set at
	160%, including an adjustment to the HII financial metrics for
	non-recurring strategic actions in Shipbuilding, and recognizing
	the success of the HII team in addressing the non-financial
	goals in Shipbuilding.
	129
 
	Details on the range of bonuses that could have been payable
	based on 2010 performance are provided in the Grants of
	Plan-Based Awards table. Actual bonus payouts for 2010
	performance are provided in the Summary Compensation Table.
	 
	Long-Term
	Incentive Compensation
	 
	2010
	Stock Option and Restricted Performance Stock Right
	Award
	 
	During 2010, each of the HII NEOs was granted long-term
	incentive awards in the form of Northrop Grumman equity grants.
	With respect to the amount of long-term incentive awards granted
	to the HII NEOs in 2010, the Northrop Grumman Compensation
	Committee determined the target award value for our President,
	and the Northrop Grumman CEO determined the target award values
	for the other HII NEOs based on the market analysis discussed in
	this Compensation Discussion and Analysis, applying value-based
	guidelines which focus on the value delivered versus the number
	of shares delivered (share-based guidelines). The Northrop
	Grumman Compensation Committee and Northrop Grumman CEO believes
	that value-based guidelines more effectively allow for the
	delivery of target opportunities that are consistent with median
	awards given to individuals holding comparable positions at peer
	companies.
	 
	2010
	Long-Term Incentive Target Value
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Target Value
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Name
 | 
	 
 | 
	Title
 | 
	 
 | 
	(% of Base Salary)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	President and Chief Executive Officer
 | 
	 
 | 
	 
 | 
	248
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	Vice President and Chief Financial Officer
 | 
	 
 | 
	 
 | 
	114
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	Vice President and General ManagerGulf Coast Operations
 | 
	 
 | 
	 
 | 
	122
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	Vice President and General ManagerNewport News Operations
 | 
	 
 | 
	 
 | 
	122
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	Vice President and Chief Human Resources Officer
 | 
	 
 | 
	 
 | 
	83
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	In 2010, the Northrop Grumman Compensation Committee granted 50%
	of the target value in the form of stock options and 50% in the
	form of RPSRs to our President. The Northrop Grumman
	Compensation Committee believes it is important to utilize
	performance-based units such as RPSRs in combination with stock
	options, as this long-term incentive combination focuses on
	creating stockholder value. Stock options granted to our
	President in 2010 vest in three annual installments of 33% each,
	becoming fully vested after three years, and expiring after
	seven years. For the other NEOs, the Northrop Grumman CEO
	approved awards 100% in the form of RPSRs.
	 
	The Northrop Grumman Compensation Committee evaluates RPSR
	performance requirements each year to ensure they are aligned
	with Northrop Grummans objectives. For the 2010 grant, the
	Northrop Grumman Compensation Committee reviewed the performance
	metrics with management and determined that for elected officers
	of Northrop Grumman, including our President, performance would
	be measured in terms of relative Total Shareholder Return
	(TSR). TSR is measured by comparing Northrop Grumman
	share performance over a three-year period to the performance of
	top aerospace and defense companies in the United States and
	Europe, and to the S&P Industrials Index which comprises
	companies within the S&P 500 classified as Industrials.
	 
	For the other HII NEOs, financial performance would be measured
	based on the Return On Net Assets (RONA) adjusted
	for pension benefits and the pension-adjusted operating margin
	rate achieved at the end of the three-year period. Final
	performance determination is an equally weighted sum of RONA and
	pension-adjusted operating margin rate results. Target
	performance is based upon achieving a RONA of 14% and achieving
	a pension-adjusted operating margin rate of 10% at the end of
	2012.
	 
	Shares that ultimately are vested and paid out under an RPSR
	award to the executive can vary from 0% to 200% of the original
	number of shares granted. RPSR awards may be paid in shares,
	cash or a combination of shares and cash. Dividends are not paid
	or earned on RPSR awards. More details on the 2010 stock option
	and RPSR grants to the President and HII NEOs are provided in
	the Grants of Plan-Based Awards Table.
	130
 
	Recently
	Completed RPSR Performance Period (2008 
	2010)
	 
	During the first quarter of each year, the Northrop Grumman
	Compensation Committee reviews Northrop Grummans financial
	performance achievement against established goals to determine
	payout multiples for RPSRs with a performance period that ended
	in the prior year. The Northrop Grumman Compensation Committee
	has authority to make adjustments to the payout multiple if it
	determines such adjustment is warranted. For example, in
	instances where our performance has been impacted by material,
	unusual or non-recurring gains and losses, changes in law,
	regulations or in generally accepted accounting principles,
	accounting charges or other extraordinary events not foreseen at
	the time the targets were set, the Northrop Grumman Compensation
	Committee has used discretion in the past to modify the final
	awards. Individual performance is not relevant to the amount of
	the final payout of RPSRs.
	 
	At the February 15, 2011 meeting, the Northrop Grumman
	Compensation Committee reviewed performance for the
	January 1, 2008 to December 31, 2010 RPSR performance
	period. The final award for this grant of RPSRs was based on an
	equally weighted sum of RONA and cumulative, pension-adjusted,
	operating margin.
	 
	The amount of cumulative pension adjusted operating margin over
	the three year period was less than the threshold amount,
	resulting in a score of 0%, primarily because of the
	$3.1 billion goodwill impairment charge taken in 2008. RONA
	exceeded the maximum amount, resulting in a score of 200%. Based
	on equal weighting for each metric, the final performance for
	the 2008 grant was determined to be 100%.
	 
	Retention
	Grants for Key Employees
	 
	In January 2011, the Northrop Grumman Compensation Committee
	approved, for recommendation to the HII board of directors,
	special long-term incentive stock grants in the form of
	restricted stock rights (RSRs) for the HII NEOs,
	including our President. These grants are contingent upon the
	completion of the spin-off. The purpose of these grants is to
	ensure overall business continuity and a successful transition
	from Northrop Grumman to Huntington Ingalls Industries. The HII
	NEOs will be granted RSRs with the following approximate values
	on the date of grant: Mr. Petters, $2,500,000;
	Ms. Niland, $1,000,000; Mr. Edenzon, $1,000,000;
	Mr. Mulherin, $1,000,000; Mr. Ermatinger, $750,000.
	These grants will be made in HII shares upon the date of the
	distribution, with the number of shares based on the closing
	price on that date, and will vest 100% after three years.
	 
	Treatment
	of Long-Term Incentive Awards Following the
	Spin-Off
	 
	In connection with the spin-off, HII will establish an equity
	incentive plan to provide for awards with respect to shares of
	HIIs common stock. At the time of the distribution, the
	exercise price of and number of shares subject to any
	outstanding option to purchase Northrop Grumman stock, as well
	as the number of shares subject to any RPSRs, RSRs or other
	Northrop Grumman equity award, held by HIIs current and
	former employees on the distribution date will be adjusted to
	reflect the value of the distribution such that the intrinsic
	value of such awards at the time of separation is held constant.
	The performance of each award will be determined as of
	December 31, 2010 and fixed with a payout during the normal
	cycle in shares of HII stock at the end of the performance
	period. The awards will continue under HII for the remaining
	portion of each respective performance period. In addition,
	existing performance criteria applicable to such awards will be
	modified appropriately to reflect the spin-off such that the
	remaining portion of each grant will be based on HII performance
	metrics. The equity awards held by the HII NEOs will be adjusted
	in the same manner as the awards held by our other current and
	former employees.
	 
	Other
	Benefits
	 
	This section describes the other benefits HII NEOs received in
	2010. These benefits were non-performance related and were
	designed to provide a market competitive package for purposes of
	attracting and retaining the executive talent needed to achieve
	our business objectives. These included benefits under
	broad-based retirement plans, as well as supplemental executive
	benefits provided in addition to those provided to all other
	employees. These supplemental benefits included supplemental
	pension plans, enhanced health and welfare benefits and the
	Special Officers Retiree Medical Plan (SORMP) for
	our President offered at retirement.
	131
 
	Defined
	Benefit Retirement Plans
	 
	Northrop Grumman maintains tax-qualified defined benefit plans
	that covered the HII NEOs and the majority of our workforce.
	Compensation, age and service factor into the amount of the
	benefits provided under the plans. Thus, the plans were
	structured to reward and retain employees of long service and to
	recognize higher performance levels as evidenced by increases in
	annual pay.
	 
	Northrop Grumman maintains supplemental defined benefit plans
	that covered the HII NEOs. These plans (1) provided
	benefits that would have been provided under the tax-qualified
	plans but for limitations imposed by the Internal Revenue Code
	and (2) provided larger accruals for elected and appointed
	officers in recognition of the higher levels of responsibility
	for such executives. Such benefits are common in the aerospace
	and defense industry.
	 
	Although benefits were paid from different plans due to plan and
	legal requirements, Northrop Grumman imposed an overall cap on
	all the pension benefits which included the HII NEOs. Each
	officers total pension benefit under all pension plans
	combined was limited to no more than 60% of his or her final
	average pay. Additional information on these defined benefit
	retirement plans and the cap on officer pension benefits is
	provided in the Pension Benefits Table.
	 
	Defined
	Contribution Savings Plans
	 
	Northrop Grumman maintains tax-qualified retirement savings
	plans that covered the HII NEOs and the majority of our
	workforce. Participating employees contributed amounts from
	their pay to the plans, and Northrop Grumman generally provides
	a matching contribution.
	 
	Northrop Grumman maintains two supplemental savings plans that
	covered all eligible employees, including the HII NEOs. The
	Savings Excess Plan allowed the HII NEOs and all other eligible
	employees to defer compensation beyond the limits of the
	tax-qualified plans and receive a matching contribution. The HII
	NEOs and all other eligible employees could also defer
	compensation under the Deferred Compensation Plan. No match was
	provided under the Deferred Compensation Plan, which was closed
	to new contributions as of December 31, 2010.
	 
	Additional information about the Savings Excess and Deferred
	Compensation Plans is provided in the Nonqualified Deferred
	Compensation Table.
	 
	Special
	Officer Retiree Medical Plan
	(SORMP)
	 
	The SORMP was closed to new participants in 2007. Only our
	President was a participant in the SORMP and was entitled to
	retiree medical benefits pursuant to the terms of the SORMP. The
	coverage was essentially a continuation of the executive medical
	benefits plus retiree life insurance. Additional information
	about the SORMP is provided in the Retiree Medical Arrangement
	section in the attached tables.
	 
	Perquisites
	 
	HII NEOs were eligible for certain executive perquisites which
	included financial planning, income tax preparation, physical
	exams and personal liability insurance. While almost all other
	executive perquisites have been eliminated, the perquisites that
	remained were the most common within the marketplace and were
	viewed as an important component of our total compensation
	package. On an annual basis, Northrop Grumman Management and the
	Northrop Grumman Compensation Committee reviewed both
	perquisites and benefits for companies participating in the Aon
	Hewitt market-based database.
	 
	Use of
	Northrop Grumman Aircraft
	 
	Our President was able to utilize Northrop Grumman aircraft for
	business and personal travel. Throughout the year, if any HII
	NEO used Northrop Grumman aircraft for personal travel, the
	costs for such travel were imputed as income and subject to the
	appropriate tax reporting according to IRS regulations and this
	benefit was not grossed up.
	132
 
	Severance
	and
	Change-in-Control
	Benefits
	 
	Northrop Grumman has an established severance plan for elected
	and appointed officers. Prior to December 31, 2010,
	Northrop Grumman also maintained a
	change-in-control
	Special Agreement for certain elected officers, including our
	President. During its March 2010 meeting, the Northrop Grumman
	Compensation Committee approved the termination of all
	change-in-control
	agreements and plans at Northrop Grumman as of December 31,
	2010, including the Special Agreement previously in effect for
	our President.
	 
	The severance plan provided compensation and benefits for a
	reasonable period if participants are terminated.
	 
	Northrop Grummans Severance Plan for Elected and Appointed
	Officers was implemented in August 2003, and offers severance to
	officers who qualify and are approved to receive such treatment.
	Generally, executives are unemployed for a time period following
	a termination, and the purpose of the severance plan was to help
	bridge an executives income and health coverage during
	this period. Effective October 1, 2009, the Northrop
	Grumman Compensation Committee approved a modification to
	severance benefits for our President and reduced the severance
	benefits from two years of salary and bonus to eighteen months.
	All other HII NEOs were eligible for severance benefits equal to
	one year of base salary + target bonus. In general, these
	benefits were consistent with severance multiples and benefit
	continuation periods in the market. The severance benefits that
	are provided to the HII NEOs under the Northrop Grumman
	Severance Plan for Elected and Appointed Officers are the
	following:
	 
	For our
	President
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Lump sum cash payment =
	1
	1
	/
	2
	x (Base Salary + Target Bonus)
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Continue to pay portion of medical & dental benefits
	for 18 months concurrent with COBRA coverage. The employee
	is responsible for
	his/her
	portion
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Outplacement assistance up to 1 year after termination
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Continued reimbursement of eligible financial planning expenses
	for the year of termination and the following year, up to a
	maximum of $15,000 per year
 | 
	 
	For the
	HII NEOs
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Lump sum cash payment = 1 x (Base Salary + Target Bonus)
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Continue to pay portion of medical & dental benefits
	for 12 months concurrent with COBRA coverage. The employee
	is responsible for
	his/her
	portion
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Outplacement assistance up to 1 year after termination
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Continued reimbursement of eligible financial planning expenses
	for the year of termination and the following year, up to a
	maximum of $5,000 per year
 | 
	 
	Additional information on the benefits provided under the
	severance plan is provided in the
	Severance/Change-in-Control
	section of the tables. None of the HII NEOs will be entitled to
	any severance benefits under the Northrop Grumman Severance Plan
	for Elected and Appointed Officers as a result of the spin-off.
	 
	SECTION III
	 
	Policies
	and Procedures
	 
	Tax
	Deductibility of Pay
	 
	Section 162(m) of the Internal Revenue Code generally
	limits the annual tax deduction to $1 million per person
	for compensation paid to a public companys CEO and its
	next three highest-paid executive officers (other than the CFO).
	Qualifying performance-based compensation is not subject to the
	deduction limit. For 2010, none of the HII NEOs was within the
	group of Northrop Grumman executive officers that was subject to
	the Code Section 162(m) limitations. Following the
	spin-off, we intend to consider the application of the Code
	Section 162(m) limits. However, our compensation decisions
	will be made, among other things, to ensure market competitive
	rates are
	133
 
	maintained and retention of critical executives is achieved.
	Sometimes these decisions may result in compensation amounts
	being non-deductible under Code Section 162(m).
	 
	Grant
	Date for Equity Awards
	 
	Historically, the annual grant cycle for stock options and other
	equity awards occurred at the same time as salary increases and
	annual incentive grants. This typically occurred in February
	each calendar year. This timing allowed management and the
	Northrop Grumman Compensation Committee and the Northrop Grumman
	CEO to make decisions on three compensation components at the
	same time, utilizing a total compensation perspective. The
	Northrop Grumman Compensation Committee and the Northrop Grumman
	CEO reviewed and approved long-term incentive grants in February
	and established the grant price for stock options on the date of
	the Northrop Grumman Compensation Committee meeting. The grant
	price was equal to the closing price of Northrop Grummans
	stock on the date of grant.
	 
	At its February 2010 meeting, the Northrop Grumman Compensation
	Committee reviewed and approved the long-term incentives for our
	President, and long-term incentives for the remaining HII NEOs
	were approved by the Northrop Grumman CEO under his delegation
	from the Northrop Grumman Compensation Committee. The 2010 grant
	was approved after the filing of Northrop Grummans
	Form 10-K
	for 2009 on February 9, 2010, as the Northrop Grumman
	Compensation Committee and Northrop Grumman CEO believe it is
	important to have the grant occur following the release of
	detailed financial information about the company. This approach
	allows for the stock price to be fully reflective of the
	markets consideration of material information disclosed in
	Northrop Grummans
	Form 10-K.
	 
	Stock
	Ownership Guidelines
	 
	Northrop Grumman maintains stock ownership guidelines which
	apply to the HII NEOs. These guidelines are intended to further
	promote alignment of management and stockholder interests. These
	guidelines required that the HII NEOs and other officers own
	stock denominated as a multiple of their annual salaries which
	could be accumulated over a five-year period from the date of
	hire or promotion into an officer position.
	 
	The Stock Ownership guidelines were as follows:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	HII President: 3 x base salary
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Other HII NEOs:
	1
	1
	/
	2
	x base salary
 | 
	 
	Shares that satisfy the stock ownership guidelines included:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Stock owned outright by an officer
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Restricted Stock Rights, whether or not vested
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Value of equivalent shares held in the Northrop Grumman Savings
	Plan, the Northrop Grumman Financial Security and Savings
	Program and the Northrop Grumman Savings Excess Plan.
 | 
	 
	Stock options and unvested RPSRs were not included in
	calculating ownership until they were converted to actual shares
	owned.
	 
	During its September 2010 meeting, the Northrop Grumman
	Compensation Committee performed its annual review of the
	ownership of all elected officers including our President. The
	Northrop Grumman CEO performed a review of the stock ownership
	holdings of Northrop Grummans Appointed Officers; these
	included the remaining HII NEOs. Officers whose current stock
	ownership fell below certain thresholds were asked to provide a
	plan for achieving compliance. The Northrop Grumman Compensation
	Committee and the Northrop Grumman CEO were satisfied with the
	efforts of all officers to achieve compliance.
	 
	In September 2008, the Northrop Grumman Compensation Committee
	approved a stock trading program under SEC
	Rule 10b5-1
	for purposes of more effectively managing insider sales of
	stock. The plan covered all the HII NEOs and other officers. An
	insider could establish a plan during any quarterly window
	period for the next window period. The duration of the plan was
	one year.
	134
 
	Executive
	Compensation Recoupment
	 
	Ethical behavior and integrity remain an important priority for
	the company leadership. In support of this, the Northrop Grumman
	Compensation Committee approved an executive compensation
	recoupment policy (also known as a clawback policy)
	at its December 2008 meeting that became effective in the first
	quarter of 2009, and was subsequently amended in March 2010. The
	policy applied to our NEOs and all other employees at the level
	of Vice President or higher. When first adopted, Northrop
	Grumman could recover annual and long-term incentive
	compensation when incentive payments had been based on financial
	results that were later restated due to misconduct.
	 
	In the first quarter of 2010, the Northrop Grumman Compensation
	Committee approved strengthening the policy to allow for the
	recovery of incentive compensation payments based on restated
	financial results regardless of whether misconduct was
	determined to have been the cause of the restatement. The
	Northrop Grumman Compensation Committee believed this broader
	definition governing the basis for incentive compensation
	recoupment would better serve shareholder interests and those of
	Northrop Grumman.
	 
	The Northrop Grumman Compensation Committee was responsible for
	investigating potential payments based on inaccurate financial
	results that were later restated, and determining whether any
	incentive payments are to be recovered.
	 
	Stock
	Holding Requirement
	 
	Effective with February 2010 awards, Northrop Grumman
	implemented a new stock holding policy for elected and appointed
	officers further emphasizing the importance of sustainable
	performance and appropriate risk management behaviors. This new
	policy worked in conjunction with the stock ownership
	requirements and required all officers (Corporate Policy Council
	members and vice presidents) to hold, for a period of three
	years, 50% of the net shares (after taxes) received from RPSR
	payouts and stock option exercises. This change was effective
	with the 2010 grants and for grants made in subsequent years.
	Grants to employees prior to 2010 are not subject to these
	holding requirements. These holding requirements will generally
	continue upon termination and retirement for a one-year period
	after separation from the company, affecting any stock vesting
	or option exercises in that one-year period. Stock vesting or
	options exercised after the one-year anniversary of retirement
	or termination will not be subject to the holding requirement.
	135
 
	2010
	Summary Compensation Table
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Change in
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Pension
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Value and
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Non-
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Non-Equitye
 
 | 
	 
 | 
	Qualified
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Incentive
 
 | 
	 
 | 
	Deferred
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Stock
 
 | 
	 
 | 
	Option
 
 | 
	 
 | 
	Plan
 
 | 
	 
 | 
	Compensation
 
 | 
	 
 | 
	All Other
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Salary(1)
 
 | 
	 
 | 
	Bonus
 
 | 
	 
 | 
	Awards(2)
 
 | 
	 
 | 
	Awards(2)
 
 | 
	 
 | 
	Compensation(3)
 
 | 
	 
 | 
	Earnings(4)
 
 | 
	 
 | 
	Compensation
 
 | 
	 
 | 
	Total
 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
	Year
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	 
 | 
	716,346
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2,208,350
 | 
	 
 | 
	 
 | 
	 
 | 
	1,400,034
 | 
	 
 | 
	 
 | 
	 
 | 
	900,000
 | 
	 
 | 
	 
 | 
	 
 | 
	434,140
 | 
	 
 | 
	 
 | 
	 
 | 
	62,009
 | 
	 
 | 
	 
 | 
	 
 | 
	5,720,879
 | 
	 
 | 
| 
 
	President and Chief
 
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	 
 | 
	572,788
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,490,069
 | 
	 
 | 
	 
 | 
	 
 | 
	861,877
 | 
	 
 | 
	 
 | 
	 
 | 
	350,000
 | 
	 
 | 
	 
 | 
	 
 | 
	593,065
 | 
	 
 | 
	 
 | 
	 
 | 
	76,789
 | 
	 
 | 
	 
 | 
	 
 | 
	3,944,588
 | 
	 
 | 
| 
 
	Executive Officer
 
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	 
 | 
	566,827
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2,379,608
 | 
	 
 | 
	 
 | 
	 
 | 
	946,494
 | 
	 
 | 
	 
 | 
	 
 | 
	603,750
 | 
	 
 | 
	 
 | 
	 
 | 
	490,672
 | 
	 
 | 
	 
 | 
	 
 | 
	73,803
 | 
	 
 | 
	 
 | 
	 
 | 
	5,061,154
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	 
 | 
	332,875
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,043,265
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	267,800
 | 
	 
 | 
	 
 | 
	 
 | 
	450,950
 | 
	 
 | 
	 
 | 
	 
 | 
	50,779
 | 
	 
 | 
	 
 | 
	 
 | 
	2,145,669
 | 
	 
 | 
| 
 
	Vice President and Chief
 
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	 
 | 
	312,115
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	920,387
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	110,000
 | 
	 
 | 
	 
 | 
	 
 | 
	545,626
 | 
	 
 | 
	 
 | 
	 
 | 
	69,391
 | 
	 
 | 
	 
 | 
	 
 | 
	1,957,519
 | 
	 
 | 
| 
 
	Financial Officer
 
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	 
 | 
	297,019
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	652,775
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	174,300
 | 
	 
 | 
	 
 | 
	 
 | 
	376,775
 | 
	 
 | 
	 
 | 
	 
 | 
	76,442
 | 
	 
 | 
	 
 | 
	 
 | 
	1,577,311
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	 
 | 
	368,723
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,264,864
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	306,798
 | 
	 
 | 
	 
 | 
	 
 | 
	215,018
 | 
	 
 | 
	 
 | 
	 
 | 
	53,168
 | 
	 
 | 
	 
 | 
	 
 | 
	2,208,571
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	 
 | 
	347,115
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,051,902
 | 
	 
 | 
	 
 | 
	 
 | 
	51,959
 | 
	 
 | 
	 
 | 
	 
 | 
	140,000
 | 
	 
 | 
	 
 | 
	 
 | 
	340,778
 | 
	 
 | 
	 
 | 
	 
 | 
	60,144
 | 
	 
 | 
	 
 | 
	 
 | 
	1,991,898
 | 
	 
 | 
| 
 
	ManagerGulf Coast
 
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	 
 | 
	322,231
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	606,210
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	199,200
 | 
	 
 | 
	 
 | 
	 
 | 
	266,050
 | 
	 
 | 
	 
 | 
	 
 | 
	101,649
 | 
	 
 | 
	 
 | 
	 
 | 
	1,495,340
 | 
	 
 | 
| 
 
	Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	 
 | 
	368,723
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,264,864
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	306,798
 | 
	 
 | 
	 
 | 
	 
 | 
	243,700
 | 
	 
 | 
	 
 | 
	 
 | 
	62,712
 | 
	 
 | 
	 
 | 
	 
 | 
	2,246,797
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	 
 | 
	347,115
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,051,902
 | 
	 
 | 
	 
 | 
	 
 | 
	51,959
 | 
	 
 | 
	 
 | 
	 
 | 
	140,000
 | 
	 
 | 
	 
 | 
	 
 | 
	273,116
 | 
	 
 | 
	 
 | 
	 
 | 
	73,885
 | 
	 
 | 
	 
 | 
	 
 | 
	1,937,977
 | 
	 
 | 
| 
 
	ManagerNewport News
 
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	 
 | 
	328,040
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	652,775
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	199,200
 | 
	 
 | 
	 
 | 
	 
 | 
	216,647
 | 
	 
 | 
	 
 | 
	 
 | 
	75,601
 | 
	 
 | 
	 
 | 
	 
 | 
	1,472,263
 | 
	 
 | 
| 
 
	Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	 
 | 
	286,017
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	664,874
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	207,088
 | 
	 
 | 
	 
 | 
	 
 | 
	256,136
 | 
	 
 | 
	 
 | 
	 
 | 
	57,304
 | 
	 
 | 
	 
 | 
	 
 | 
	1,471,419
 | 
	 
 | 
| 
 
	Vice President and Chief
 
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	 
 | 
	267,471
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	670,603
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	90,000
 | 
	 
 | 
	 
 | 
	 
 | 
	309,709
 | 
	 
 | 
	 
 | 
	 
 | 
	75,247
 | 
	 
 | 
	 
 | 
	 
 | 
	1,413,030
 | 
	 
 | 
| 
 
	Human Resources Officer
 
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	 
 | 
	257,500
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	388,171
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	124,500
 | 
	 
 | 
	 
 | 
	 
 | 
	256,791
 | 
	 
 | 
	 
 | 
	 
 | 
	75,263
 | 
	 
 | 
	 
 | 
	 
 | 
	1,102,225
 | 
	 
 | 
	 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	The amounts in this column include amounts deferred under the
	savings and nonqualified deferred compensation plans.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	The dollar value shown in these columns is equal to the
	grant-date fair value of equity awards made during the year. For
	assumptions used in calculating these numbers, see Footnote 4 on
	the Grants of Plan-Based Awards table. Amounts for 2008 have
	been adjusted to reflect expected performance on date of grant.
	The maximum grant date value (200%) of 2010 stock awards for
	each NEO is listed below:
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	C. Michael Petters $3,454,480
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Barbara A. Niland $1,605,023
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Irwin F. Edenzon $1,945,944
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Matthew J. Mulherin $1,945,944
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	William R. Ermatinger $1,022,883
 | 
	 
| 
 | 
 | 
 | 
| 
	(3)
 | 
 | 
	For 2009 and 2008, these amounts were paid under Northrop
	Grummans annual bonus plan based on performance achieved
	during the prior year, as described in the Compensation
	Discussion and Analysis. 2010 bonus information was approved by
	the Northrop Grumman Compensation Committee on February 15,
	2011. The amounts in this column include amounts deferred under
	the savings and nonqualified deferred compensation plans.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	There were no above-market earnings in the nonqualified deferred
	compensation plans (see the description of these plans under the
	Nonqualified Deferred Compensation table). The amounts in this
	column relate solely to the increased present value of the
	executives pension plan benefits (see the description of
	these plans under the Pension Benefits table).
 | 
| 
	 
 | 
| 
	(5)
 | 
 | 
	The 2010 amount listed in this column for Mr. Petters
	includes medical, dental, life and disability premiums
	($47,192), company contributions to Northrop Grumman defined
	contribution plans ($9,800), personal liability insurance ($541)
	and personal and dependent travel including company aircraft
	($4,476).
 | 
	136
 
	 
	The 2010 amount listed in this column for Ms. Niland
	includes medical, dental, life and disability premiums
	($33,699), company contributions to Northrop Grumman defined
	contribution plans ($16,533), personal liability insurance
	($500) and personal and dependent travel including company
	aircraft ($47).
	 
	The 2010 amount listed in this column for Mr. Edenzon
	includes medical, dental, life and disability premiums
	($33,652), company contributions to Northrop Grumman defined
	contribution plans ($18,066), financial planning/income tax
	preparation ($950) and personal liability insurance ($500).
	 
	The 2010 amount listed in this column for Mr. Mulherin
	includes medical, dental, life and disability premiums
	($43,896), company contributions to Northrop Grumman defined
	contribution plans ($14,316), financial planning/income tax
	preparation ($4,000) and personal liability insurance ($500).
	 
	The 2010 amount listed in this column for Mr. Ermatinger
	includes medical, dental, life and disability premiums
	($42,592), company contributions to Northrop Grumman defined
	contribution plans ($13,752), financial planning/income tax
	preparation ($460) and personal liability insurance ($500).
	 
	Method
	for Calculating Perquisite Value
	 
	The following method was used to calculate the value of personal
	use of Northrop Grumman aircraft described in the paragraphs
	above. Northrop Grumman calculates the incremental cost of each
	element, which includes trip-related crew hotels and meals,
	in-flight food and beverages, landing and ground handling fees,
	hourly maintenance contract costs, hangar or aircraft parking
	costs, fuel costs based on the average annual cost of fuel per
	mile flown, and other smaller variable costs. Fixed costs that
	would be incurred in any event to operate Northrop Grumman
	aircraft (e.g., aircraft purchase costs, maintenance not related
	to personal trips, and flight crew salaries) are not included.
	The amount related to the loss of tax deduction to Northrop
	Grumman on account of personal use of corporate aircraft under
	the Internal Revenue Code is not included.
	137
 
	2010
	Grants of Plan-Based Awards
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	All Other
 
 | 
	 
 | 
	 
 | 
	All Other
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Stock
 
 | 
	 
 | 
	 
 | 
	Option
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Awards:
 
 | 
	 
 | 
	 
 | 
	Awards:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Grant Date
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Shares of
 
 | 
	 
 | 
	 
 | 
	Securities
 
 | 
	 
 | 
	 
 | 
	Exercise or
 
 | 
	 
 | 
	 
 | 
	Fair Value of
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Estimated Future Payouts Under Non-Equity Incentive Plan
	Awards(1)
 | 
	 
 | 
	 
 | 
	Estimated Future Payouts Under Equity Incentive Plan
	Awards(2)
 | 
	 
 | 
	 
 | 
	Stock or
 
 | 
	 
 | 
	 
 | 
	Underlying
 
 | 
	 
 | 
	 
 | 
	Base Price
 
 | 
	 
 | 
	 
 | 
	Stock and
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Grant
 
 | 
	 
 | 
	 
 | 
	Threshold
 
 | 
	 
 | 
	 
 | 
	Target
 
 | 
	 
 | 
	 
 | 
	Maximum
 
 | 
	 
 | 
	 
 | 
	Threshold
 
 | 
	 
 | 
	 
 | 
	Target
 
 | 
	 
 | 
	 
 | 
	Maximum
 
 | 
	 
 | 
	 
 | 
	Units
 
 | 
	 
 | 
	 
 | 
	Options(3)
 
 | 
	 
 | 
	 
 | 
	of Option
 
 | 
	 
 | 
	 
 | 
	Option
 
 | 
	 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
	Grant Type
 | 
	 
 | 
	Date
 | 
	 
 | 
	 
 | 
	($)
 | 
	 
 | 
	 
 | 
	($)
 | 
	 
 | 
	 
 | 
	($)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	Awards ($/Sh)
 | 
	 
 | 
	 
 | 
	Awards(4)
 | 
	 
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	Incentive Plan
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	562,500
 | 
	 
 | 
	 
 | 
	 
 | 
	1,125,000
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	President and Chief
 
 | 
	 
 | 
	RPSR
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	29,000
 | 
	 
 | 
	 
 | 
	 
 | 
	58,000
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2,208,350
 | 
	 
 | 
| 
 
	Executive Officer
 
 | 
	 
 | 
	Options
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	122,700
 | 
	 
 | 
	 
 | 
	 
 | 
	59.56
 | 
	 
 | 
	 
 | 
	 
 | 
	1,400,034
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	Incentive Plan
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	133,900
 | 
	 
 | 
	 
 | 
	 
 | 
	267,800
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vice President and Chief Financial Officer
 
 | 
	 
 | 
	RPSR
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	13,474
 | 
	 
 | 
	 
 | 
	 
 | 
	26,948
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,043,265
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	Incentive Plan
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	166,860
 | 
	 
 | 
	 
 | 
	 
 | 
	333,720
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	RPSR
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	16,336
 | 
	 
 | 
	 
 | 
	 
 | 
	32,672
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,264,864
 | 
	 
 | 
| 
 
	ManagerGulf Coast Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	Incentive Plan
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	166,860
 | 
	 
 | 
	 
 | 
	 
 | 
	333,720
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	RPSR
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	16,336
 | 
	 
 | 
	 
 | 
	 
 | 
	32,672
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,264,864
 | 
	 
 | 
| 
 
	ManagerNewport News Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	Incentive Plan
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	115,051
 | 
	 
 | 
	 
 | 
	 
 | 
	230,102
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vice President and Chief
 
 | 
	 
 | 
	RPSR
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8,587
 | 
	 
 | 
	 
 | 
	 
 | 
	17,174
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	664,874
 | 
	 
 | 
| 
 
	Human Resources Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Amounts in these columns show the range of payouts that was
	possible under Northrop Grummans annual bonus plan based
	on performance during 2010, as described in the Compensation
	Discussion and Analysis.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	These amounts relate to RPSRs granted in 2010 under the 2001
	Long-Term Incentive Stock Plan. Each RPSR represents the right
	to receive a share of Northrop Grummans common stock upon
	vesting of the RPSR. For the President, the RPSRs may be earned
	based on relative Total Shareholder Return over a three-year
	period commencing on January 1, 2010 and ending
	December 31, 2012. For other NEOs, the RPSRs may be earned
	based on Northrop Grummans Operating Margin
	(OM) and RONA performance over a three-year
	performance period commencing January 1, 2010 and ending
	December 31, 2012. The payout will occur in early 2013 and
	may range from 0% to 200% of the rights awarded. Earned RPSRs
	may be paid in shares, cash or a combination of shares and cash.
	An executive must remain employed through the performance period
	to earn an award, although pro-rata vesting results if
	employment terminates earlier due to retirement, death or
	disability. See the
	Severance/Change-in-Control
	section for treatment of RPSRs in these situations and upon a
	change in control.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	These amounts relate to non-qualified stock options granted in
	2010 under the 2001 Long-Term Incentive Stock Plan. The exercise
	price for the options equals the closing price of Northrop
	Grummans common stock on the date of grant. The options
	vest in one-third installments on the first three anniversaries
	of the grant date and become fully vested after three years. The
	options may also vest upon a change in control under certain
	circumstances, and a portion of the options may vest upon
	termination due to retirement, death or disability (see more on
	these issues in the
	Severance/Change-in-Control
	section). The options expire seven years from the date of the
	grant. No dividends or dividend equivalents are payable with
	respect to the options.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	For assumptions used in calculating these numbers in accordance
	with U.S. GAAP, see the discussion in Footnote 18 of Northrop
	Grumman Shipbuildings financial statements for the fiscal
	year ended December 31, 2010, included elsewhere herein,
	adjusted to exclude forfeitures.
 | 
	138
 
	 
	Outstanding
	Equity Awards at 2010 Year-End
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Option Awards
 | 
	 
 | 
	 
 | 
	Stock Awards
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Equity
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Incentive Plan
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Equity Incentive
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Awards:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Market
 
 | 
	 
 | 
	 
 | 
	Equity Incentive
 
 | 
	 
 | 
	 
 | 
	Plan
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Value of
 
 | 
	 
 | 
	 
 | 
	Plan Awards:
 
 | 
	 
 | 
	 
 | 
	Awards:
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Securities
 
 | 
	 
 | 
	 
 | 
	Securities
 
 | 
	 
 | 
	 
 | 
	Securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	Shares or
 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	Market or Payout
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Underlying
 
 | 
	 
 | 
	 
 | 
	Underlying
 
 | 
	 
 | 
	 
 | 
	Underlying
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Shares or
 
 | 
	 
 | 
	 
 | 
	Units of
 
 | 
	 
 | 
	 
 | 
	Unearned Shares,
 
 | 
	 
 | 
	 
 | 
	Value of Unearned
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Unexercised
 
 | 
	 
 | 
	 
 | 
	Unexercised
 
 | 
	 
 | 
	 
 | 
	Unexercised
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Option
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Units of Stock
 
 | 
	 
 | 
	 
 | 
	Stock that
 
 | 
	 
 | 
	 
 | 
	Units, or Other
 
 | 
	 
 | 
	 
 | 
	Shares, Units, or
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Options
 
 | 
	 
 | 
	 
 | 
	Options
 
 | 
	 
 | 
	 
 | 
	Unearned (#)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Exercise
 
 | 
	 
 | 
	 
 | 
	Option
 
 | 
	 
 | 
	 
 | 
	that Have Not
 
 | 
	 
 | 
	 
 | 
	Have Not
 
 | 
	 
 | 
	 
 | 
	Rights that Have
 
 | 
	 
 | 
	 
 | 
	Other Rights that
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	(#)
 
 | 
	 
 | 
	 
 | 
	(#)
 
 | 
	 
 | 
	 
 | 
	Options
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Price
 
 | 
	 
 | 
	 
 | 
	Expiration
 
 | 
	 
 | 
	 
 | 
	Vested(2)
 
 | 
	 
 | 
	 
 | 
	Vested
 
 | 
	 
 | 
	 
 | 
	Not Vested(3)
 
 | 
	 
 | 
	 
 | 
	Have Not
 
 | 
	 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
	Exercisable(1)
 | 
	 
 | 
	 
 | 
	Unexercisable(1)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	Grant Date
 | 
	 
 | 
	 
 | 
	($)
 | 
	 
 | 
	 
 | 
	Date
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	($)
 | 
	 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	 
 | 
	Vested(4)($)
 | 
	 
 | 
| 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	122,700
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	59.56
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/17
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	29,000
 | 
	 
 | 
	 
 | 
	 
 | 
	1,878,620
 | 
	 
 | 
| 
 
	President and Chief Executive Officer
 
 | 
	 
 | 
	 
 | 
	39,683
 | 
	 
 | 
	 
 | 
	 
 | 
	79,367
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/09
 | 
	 
 | 
	 
 | 
	 
 | 
	44.99
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/16
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	20,700
 | 
	 
 | 
	 
 | 
	 
 | 
	1,340,946
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	39,700
 | 
	 
 | 
	 
 | 
	 
 | 
	19,850
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/08
 | 
	 
 | 
	 
 | 
	 
 | 
	80.82
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/15
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	13,000
 | 
	 
 | 
	 
 | 
	 
 | 
	842,140
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1/15/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	12,500
 | 
	 
 | 
	 
 | 
	 
 | 
	809,750
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	27,000
 | 
	 
 | 
	 
 | 
	 
 | 
	9,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/28/07
 | 
	 
 | 
	 
 | 
	 
 | 
	71.85
 | 
	 
 | 
	 
 | 
	 
 | 
	2/28/17
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	40,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/15/06
 | 
	 
 | 
	 
 | 
	 
 | 
	65.10
 | 
	 
 | 
	 
 | 
	 
 | 
	2/15/16
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	20,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	11/1/04
 | 
	 
 | 
	 
 | 
	 
 | 
	52.43
 | 
	 
 | 
	 
 | 
	 
 | 
	11/1/14
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	10,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	6/14/04
 | 
	 
 | 
	 
 | 
	 
 | 
	52.49
 | 
	 
 | 
	 
 | 
	 
 | 
	6/14/14
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	8,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/03
 | 
	 
 | 
	 
 | 
	 
 | 
	47.11
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/13
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	8,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/02
 | 
	 
 | 
	 
 | 
	 
 | 
	57.40
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/12
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	4,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1/18/02
 | 
	 
 | 
	 
 | 
	 
 | 
	49.21
 | 
	 
 | 
	 
 | 
	 
 | 
	1/18/12
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	13,474
 | 
	 
 | 
	 
 | 
	 
 | 
	872,846
 | 
	 
 | 
| 
 
	Vice President and Chief Financial Officer
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/09
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	12,786
 | 
	 
 | 
	 
 | 
	 
 | 
	828,277
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	6,213
 | 
	 
 | 
	 
 | 
	 
 | 
	402,478
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	16,336
 | 
	 
 | 
	 
 | 
	 
 | 
	1,058,246
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	 
 | 
	2,489
 | 
	 
 | 
	 
 | 
	 
 | 
	4,980
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/09
 | 
	 
 | 
	 
 | 
	 
 | 
	44.99
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/16
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	14,613
 | 
	 
 | 
	 
 | 
	 
 | 
	946,630
 | 
	 
 | 
| 
 
	ManagerGulf Coast Operations
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	5,107
 | 
	 
 | 
	 
 | 
	 
 | 
	330,831
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	3/20/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	683
 | 
	 
 | 
	 
 | 
	 
 | 
	44,245
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	16,336
 | 
	 
 | 
	 
 | 
	 
 | 
	1,058,246
 | 
	 
 | 
| 
 
	Vice President and General
 
 | 
	 
 | 
	 
 | 
	2,489
 | 
	 
 | 
	 
 | 
	 
 | 
	4,980
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/09
 | 
	 
 | 
	 
 | 
	 
 | 
	44.99
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/16
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	14,613
 | 
	 
 | 
	 
 | 
	 
 | 
	946,630
 | 
	 
 | 
| 
 
	ManagerNewport News Operations
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	6,213
 | 
	 
 | 
	 
 | 
	 
 | 
	402,478
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/28/07
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	8,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	6/14/04
 | 
	 
 | 
	 
 | 
	 
 | 
	52.49
 | 
	 
 | 
	 
 | 
	 
 | 
	6/14/14
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	5,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/03
 | 
	 
 | 
	 
 | 
	 
 | 
	47.11
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/13
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	4,000
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/02
 | 
	 
 | 
	 
 | 
	 
 | 
	57.40
 | 
	 
 | 
	 
 | 
	 
 | 
	8/20/12
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/16/10
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	8,587
 | 
	 
 | 
	 
 | 
	 
 | 
	556,266
 | 
	 
 | 
| 
 
	Vice President and Chief Human
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/17/09
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	9,316
 | 
	 
 | 
	 
 | 
	 
 | 
	603,490
 | 
	 
 | 
| 
 
	Resources Officer
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	3/20/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	455
 | 
	 
 | 
	 
 | 
	 
 | 
	29,475
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2/27/08
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	3,253
 | 
	 
 | 
	 
 | 
	 
 | 
	210,729
 | 
	 
 | 
	 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Options awarded vest at a rate of
	33
	1
	/
	3
	%
	per year on the grants anniversary date over the first
	three years of the seven-year option term. Options granted prior
	to 2008 vest at a rate of 25% per year on the grants
	anniversary date over the first four years of the ten-year
	option term.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Outstanding Restricted Stock Rights (RSRs) for Mr. Petters
	of 12,500 fully vested on January 15, 2011.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	These are target numbers for RPSRs. The first RPSR award for
	each NEO will vest based on performance for the three-year
	period ending on December 31, 2012; the second, based on
	performance for the three-year period ending on
	December 31, 2011; and the third (and fourth for
	Mr. Edenzon and Mr. Ermatinger), based on performance
	for the three-year period ending on December 31, 2010.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	Based on closing price of Northrop Grummans stock on
	December 31, 2010 of $64.78 for target RPSRs.
 | 
	139
 
	 
	2010
	Option Exercises and Stock Vested
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Option Awards
 | 
	 
 | 
	Stock Awards
 | 
| 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	 
 | 
	Number of Shares
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Shares Acquired
 
 | 
	 
 | 
	Value Realized on
 
 | 
	 
 | 
	Acquired on
 
 | 
	 
 | 
	Value Realized
 
 | 
| 
	 
 | 
	 
 | 
	on Exercise
 
 | 
	 
 | 
	Exercise
 
 | 
	 
 | 
	Vesting(*)
 
 | 
	 
 | 
	on Vesting
 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
	(#)
 | 
	 
 | 
	($)
 | 
	 
 | 
	(#)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	15,660
 | 
	 
 | 
	 
 | 
	 
 | 
	932,710
 | 
	 
 | 
| 
	President and Chief Executive Officer
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	4,567
 | 
	 
 | 
	 
 | 
	 
 | 
	272,011
 | 
	 
 | 
| 
 
	Vice President and Chief Financial Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	4,350
 | 
	 
 | 
	 
 | 
	 
 | 
	259,086
 | 
	 
 | 
| 
 
	Vice President and General ManagerGulf Coast Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	6,090
 | 
	 
 | 
	 
 | 
	 
 | 
	362,720
 | 
	 
 | 
| 
 
	Vice President and General ManagerNewport News Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	3,480
 | 
	 
 | 
	 
 | 
	 
 | 
	207,269
 | 
	 
 | 
| 
 
	Vice President and Chief Human Resources Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
	Footnote:
	 
| 
 | 
 | 
 | 
| 
	(*)
 | 
 | 
	All shares in this column are RPSRs.
 | 
	 
	2010
	Pension Benefits
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Number of
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Years
 
 | 
	 
 | 
	Present Value of
 
 | 
	 
 | 
	Payments
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Credited
 
 | 
	 
 | 
	Accumulated
 
 | 
	 
 | 
	During Last
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Service
 
 | 
	 
 | 
	Benefit(*)
 
 | 
	 
 | 
	Fiscal Year
 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
 
	Plan Name
 
 | 
	 
 | 
	(#)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	CPC SERP
 | 
	 
 | 
	 
 | 
	6.17
 | 
	 
 | 
	 
 | 
	 
 | 
	1,236,757
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	President and Chief Executive Officer
 | 
	 
 | 
	NNS Restoration
 | 
	 
 | 
	 
 | 
	22.50
 | 
	 
 | 
	 
 | 
	 
 | 
	2,326,126
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	NNS Salaried Pension Plan
 | 
	 
 | 
	 
 | 
	22.50
 | 
	 
 | 
	 
 | 
	 
 | 
	496,901
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	OSERP
 | 
	 
 | 
	 
 | 
	32.00
 | 
	 
 | 
	 
 | 
	 
 | 
	1,765,890
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	Vice President and
 | 
	 
 | 
	ERISA 2
 | 
	 
 | 
	 
 | 
	7.50
 | 
	 
 | 
	 
 | 
	 
 | 
	281,647
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Chief Financial Officer
 
 | 
	 
 | 
	ES Executive Pension Plan
 | 
	 
 | 
	 
 | 
	32.00
 | 
	 
 | 
	 
 | 
	 
 | 
	946,364
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Northrop Grumman Pension Plan
 | 
	 
 | 
	 
 | 
	32.00
 | 
	 
 | 
	 
 | 
	 
 | 
	588,673
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	OSERP
 | 
	 
 | 
	 
 | 
	21.00
 | 
	 
 | 
	 
 | 
	 
 | 
	1,055,557
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	Vice President and General
 | 
	 
 | 
	NNS Restoration
 | 
	 
 | 
	 
 | 
	13.17
 | 
	 
 | 
	 
 | 
	 
 | 
	471,922
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Manager Gulf Coast
 
 | 
	 
 | 
	NNS Salaried Pension Plan
 | 
	 
 | 
	 
 | 
	13.17
 | 
	 
 | 
	 
 | 
	 
 | 
	437,970
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	OSERP
 | 
	 
 | 
	 
 | 
	30.00
 | 
	 
 | 
	 
 | 
	 
 | 
	684,500
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Vice President and General Manager
 
 | 
	 
 | 
	NNS Restoration
 | 
	 
 | 
	 
 | 
	28.50
 | 
	 
 | 
	 
 | 
	 
 | 
	941,115
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Newport News Operations
 
 | 
	 
 | 
	NNS Salaried Pension Plan
 | 
	 
 | 
	 
 | 
	28.50
 | 
	 
 | 
	 
 | 
	 
 | 
	556,063
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	OSERP
 | 
	 
 | 
	 
 | 
	23.58
 | 
	 
 | 
	 
 | 
	 
 | 
	868,995
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Vice President and Officer
 
 | 
	 
 | 
	ERISA 2
 | 
	 
 | 
	 
 | 
	7.50
 | 
	 
 | 
	 
 | 
	 
 | 
	106,145
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Chief Human Resources
 
 | 
	 
 | 
	ES Executive Pension Plan
 | 
	 
 | 
	 
 | 
	23.55
 | 
	 
 | 
	 
 | 
	 
 | 
	345,854
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Northrop Grumman Pension Plan
 | 
	 
 | 
	 
 | 
	23.55
 | 
	 
 | 
	 
 | 
	 
 | 
	339,573
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
	 
	Footnote:
	 
| 
 | 
 | 
 | 
| 
	(*)
 | 
 | 
	While benefits may be spread over different plans, it is
	Northrop Grummans policy that an executives total
	benefit under these plans is essentially limited to 60% of such
	executives final average pay. Service listed above in the
	CPC SERP represents employment while in a CPC position. The
	pension benefits for Mr. Petters under the CPC SERP are
	based on an alternate formula (as described in more detail in
	the CPC SERP section below) which includes total Northrop
	Grumman service.
 | 
	140
 
	 
	The pension values included in this table are the present value
	of the benefits expected to be paid in the future. They do not
	represent actual lump sum values that may be paid from a plan.
	The amount of future payments is based on the current accrued
	pension benefit as of December 31, 2010. Pursuant to the
	SEC disclosure rules: (i) the actuarial assumptions used to
	calculate amounts for this table are the same as those used for
	Northrop Grummans financial statements and (ii) all
	pension values are determined assuming the NEO works until the
	specified retirement age, which is the earliest unreduced
	retirement age (as defined in each plan).
	 
	The value of accumulated benefits for Ms. Niland and
	Mr. Ermatinger has been computed in accordance with SEC
	guidance. This guidance results in an overlap of benefits in the
	OSERP and the ES Executive Pension Plan (EPP) which
	has the effect of overvaluing their benefits. Based on SEC
	guidance, the assumed OSERP retirement age for Ms. Niland
	and Mr. Ermatinger is the date on which they attain 85
	points (age 55 in each case). At this age, their EPP
	benefit is zero, thereby increasing the OSERP benefit (see
	description of each of these plans below for further details).
	The assumed retirement age for the remaining plans is
	age 60. Under this assumption, the EPP and the OSERP are
	both payable. In reality, Ms. Niland and
	Mr. Ermatinger will retire under only one retirement age.
	If they were to retire on their earliest retirement age of 55,
	their annual annuity, based on current service and earnings,
	would be approximately $218,300 and $147,500 respectively. The
	present values are $2,570,985 and $1,298,413 which represent a
	more accurate value of their total benefit rather than the total
	amounts of $3,582,574 and $1,660,567 shown above.
	 
	General
	Explanation of the Table
	 
	Through acquisitions, Northrop Grumman has acquired numerous
	pension plans applying to different groups of employees. Through
	changes in employment, individual employees may be covered by
	several different pension plans. However, an executives
	total benefit under these plans is essentially limited to 60% of
	his final average pay. Legally, the accrued pension benefit
	cannot be reduced or taken away so all of these historical
	pension plans have been maintained.
	 
	Pension plans provide income during retirement as well as
	benefits in special circumstances including death and
	disability. In general, the plans are structured to reward and
	retain employees of long service and recognize higher
	achievement levels as evidenced by increases in annual pay. The
	term qualified plan generally means a plan that
	qualifies for favorable tax treatment under Internal Revenue
	Code Section 401. Savings plans (also known as 401(k)
	plans) and traditional pension plans are examples of qualified
	plans. Qualified plans apply to a broad base of employees. The
	term nonqualified plan generally means a plan that
	is limited to a specified group of management personnel. The
	nonqualified plans supplement the qualified plans and
	(1) provide benefits that would be provided under Northrop
	Grummans qualified plans but for limitations imposed by
	the Internal Revenue Code and (2) provide a minimum level
	of pension benefits to elected and appointed officers of
	Northrop Grumman in recognition of the higher levels of
	responsibility.
	 
	The amounts in the table are based on the specific provisions of
	each plan, which are described in more detail below. There are
	two basic types of pension benefits reflected in the Pension
	Benefits Table: non-cash balance type benefits and cash balance
	type benefits. For purposes of the amounts in the table:
	non-cash balance type benefits are determined based on the
	annual pension earned as of December 31, 2010, and include
	any supplemental payments. Cash balance type benefits are based
	on the account balance as of December 31, 2010, plus a
	future interest credit, converted to an annuity using the
	applicable conversion factors.
	 
	Ms. Niland and Mr. Ermatinger participate in the
	Northrop Grumman Pension Plan (NGPP), the Northrop
	Grumman Electronic Systems Executive Pension Plan (ES
	EPP), and the Northrop Grumman Supplemental Plan 2
	(ERISA 2). Mr. Petters, Mr. Edenzon and
	Mr. Mulherin participate in the Newport News Shipbuilding,
	Inc. Retirement Plan (NNS Plan) and the Newport News
	Shipbuilding, Inc. Retirement Benefit Restoration Plan
	(NNS Restoration Plan). Each NEO except
	Mr. Petters also participates in the Officers Supplemental
	Executive Retirement Program (OSERP).
	Mr. Petters participates in the CPC Supplemental Executive
	Retirement Program (CPC SERP).
	 
	The change in pension values shown in the Summary Compensation
	Table includes the effect of:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	an additional year of service from December 31, 2009 to
	December 31, 2010;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	changes in eligible pension pay;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	changes in applicable pay cap limits; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	changes in actuarial assumptions.
 | 
	141
 
	 
	Description
	of Qualified Plans
	 
	Northrop
	Grumman Pension Plan (NGPP) and Newport News Shipbuilding, Inc.
	Retirement Plan (NNS Plan)
	 
	These plans are part of the Northrop Grumman Pension Program
	(the Program). The general benefit structure of
	plans within the Program is similar except for the historical
	benefit formulas, the transition benefit formulas and the timing
	of the transition period, all of which are described below.
	 
	The Program is a group of defined benefit pension plans
	qualified under Internal Revenue Code Section 401. The
	Program provides up to three component pieces of benefits
	depending on when a participant is hired and terminates. The
	following chart illustrates the component pieces of the Program
	benefit (described in more detail after the chart):
	 
	Part B
	(5-Year
	Transition Benefit)
	Benefit based on a formula similar
	to the one under
	the historical plan formula
	during the transition period
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Part A
 | 
	 
 | 
	 
 | 
	 
 | 
	or
 | 
	 
 | 
	 
 | 
	 
 | 
	Part D
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Benefit under the historical plan
 
	formula before the
 
	transition period
 | 
	 
 | 
	+
 | 
	 
 | 
	(if greater)
 | 
	 
 | 
	+
 | 
	 
 | 
	Benefit under the cash
 
	balance formula after
 
	the transition period
 | 
	 
 | 
	=
 | 
	 
 | 
	Pension
 
	Benefit
 | 
	 
	Part C
	(5-Year
	Transition Benefit)
	Benefit under the cash balance
	formula during the transition period
	 
	The components are the historical benefit (the Part A
	benefit), the transition benefit (the greater of the Part B
	benefit or the Part C benefit) and the cash balance benefit
	(the Part D benefit). Eligible employees who joined the
	Program after the transition date associated with their pension
	plan accrue only the cash balance benefit
	(Part D) from their date of participation.
	 
	The qualified benefit for each NEO is the sum of these three
	benefits (Part A + Part B or C + Part D).The
	transition period for the NGPP is July 1, 2003 through
	June 30, 2008 while the transition period for the NNS Plan
	is January 1, 2004 through December 31, 2008. During
	the transition period, each eligible participant earned the
	greater of (i) the benefit calculated under a formula
	similar to his or her historical plan (Part B) or
	(ii) the cash balance formula benefit (Part C).
	 
	The Programs cash balance formula (Parts C and D benefits)
	uses a participants points (age plus years of service) to
	determine a pay-based credit amount (a percentage of eligible
	pay) on a monthly basis. Interest is credited monthly on the
	amount in the participants hypothetical individual
	account. At normal retirement age, a participants balance
	in the hypothetical account is converted into an annuity payable
	for life, using factors specified in the Program. There are
	various forms of annuities from which the participant can
	choose, including a single life annuity or a
	joint-and-survivor
	annuity.
	 
	Specific
	Elements of the Program
	 
	The following paragraphs describe specific elements of the
	Program in more detail.
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Formulas Under Historical Plans:
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Northrop Grumman Electronic Systems Pension Plan (NG
	ESPP).
	 The NG ESPP is a
	sub-plan
	of
	the NGPP and provides a benefit equal to 2% multiplied by the
	sum of all years of pensionable compensation (as limited by Code
	section 401(a)(17)) from January 1, 1995 plus a frozen
	benefit
 | 
	142
 
| 
 | 
 | 
 | 
| 
	 
 | 
 | 
	accrued under the prior Westinghouse Pension Plan, if any.
	Participants hired prior to January 1, 1995 who elect an
	annuity form of payment for their Westinghouse frozen benefit
	are eligible for an annual pre-age 62 supplemental benefit
	equal to $144 per year of service. This supplemental benefit is
	paid to those who retire prior to age 62 with payments
	ceasing at age 62. The NG ESPP was a contributory plan
	until April 1, 2000. Ms. Niland and
	Mr. Ermatinger have historical (Part A) benefits
	under this formula.
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Newport News Shipbuilding, Inc. Retirement Plan.
	 The
	NNS Plan provides a benefit equal to 55% of final average pay
	(as limited by Code section 401(a)(17)) multiplied by
	benefit service up to a maximum of 35 years divided by 35.
	Participants with pre-1997 service also have a frozen accrued
	benefit with the prior NNS parent company, Tenneco. Total
	benefit service is used for the NNS Plan benefit but the frozen
	accrued benefit with Tenneco is offset from the total benefit.
	Final average pay is the average of the final 60 months of
	base pay multiplied by 12 to determine an annual final average
	pay. Mr. Petters, Mr. Edenzon and Mr. Mulherin
	have historical (Part A) benefits under this formula.
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Cash Balance Formula.
	 Table 1 shows the
	percentage of pay credit specified at each point level for the
	Part C benefit for each NEO. Interest is credited monthly
	based on the
	30-year
	Treasury bond rate.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	For the Part D benefit, the cash balance formula for all
	NEOs is based on Table 2.
 | 
	 
	Table 1
	(Heritage)
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Credit Amount
 | 
	Points
 
 | 
	 
 | 
	 
 | 
	 
 | 
	Eligible Pay in Excess of
 
 | 
| 
	(attained age and total service)
 | 
	 
 | 
	All Eligible Pay
 | 
	 
 | 
	Social Security Wage Base
 | 
| 
	 
 | 
| 
 
	Under 25
 
 | 
	 
 | 
	6.0%
 | 
	 
 | 
	6.0%
 | 
| 
 
	25 to 34
 
 | 
	 
 | 
	6.5%
 | 
	 
 | 
	6.0%
 | 
| 
 
	35 to 44
 
 | 
	 
 | 
	7.0%
 | 
	 
 | 
	6.0%
 | 
| 
 
	45 to 54
 
 | 
	 
 | 
	7.5%
 | 
	 
 | 
	6.0%
 | 
| 
 
	55 to 64
 
 | 
	 
 | 
	8.0%
 | 
	 
 | 
	6.0%
 | 
| 
 
	65 to 74
 
 | 
	 
 | 
	8.5%
 | 
	 
 | 
	6.0%
 | 
| 
 
	75 to 84
 
 | 
	 
 | 
	9.0%
 | 
	 
 | 
	6.0%
 | 
| 
 
	Over 84
 
 | 
	 
 | 
	9.5%
 | 
	 
 | 
	6.0%
 | 
	 
	Table 2
	(Part D Formula)
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Credit Amount
 | 
	Points
 
 | 
	 
 | 
	 
 | 
	 
 | 
	Eligible Pay in Excess of
 
 | 
| 
	(attained age and total service)
 | 
	 
 | 
	All Eligible Pay
 | 
	 
 | 
	Social Security Wage Base
 | 
| 
	 
 | 
| 
 
	Under 25
 
 | 
	 
 | 
	3.5%
 | 
	 
 | 
	4.0%
 | 
| 
 
	25 to 34
 
 | 
	 
 | 
	4.0%
 | 
	 
 | 
	4.0%
 | 
| 
 
	35 to 44
 
 | 
	 
 | 
	4.5%
 | 
	 
 | 
	4.0%
 | 
| 
 
	45 to 54
 
 | 
	 
 | 
	5.0%
 | 
	 
 | 
	4.0%
 | 
| 
 
	55 to 64
 
 | 
	 
 | 
	5.5%
 | 
	 
 | 
	4.0%
 | 
| 
 
	65 to 74
 
 | 
	 
 | 
	6.5%
 | 
	 
 | 
	4.0%
 | 
| 
 
	75 to 84
 
 | 
	 
 | 
	7.5%
 | 
	 
 | 
	4.0%
 | 
| 
 
	Over 84
 
 | 
	 
 | 
	9.0%
 | 
	 
 | 
	4.0%
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Vesting.
	 Participants vest in their Program
	benefits upon completion of three years of service. As of
	December 31, 2010, each NEO has a nonforfeitable right to
	receive retirement benefits, which are payable upon early (if
	eligible) or normal retirement, as elected by the NEO.
 | 
	143
 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	Form of Benefit.
	 The standard form of benefit
	is an annuity payable for the life of the participant. At normal
	retirement the annuity for the cash balance formula is equal to
	the accumulated account balance divided by 9. Other annuity
	options may be elected; however, each of them is actuarially
	equivalent in value to the standard form. The NG ESPP also
	allows a lump-sum form of distribution to be elected on a
	portion of the historical (Part A) benefit.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Pay.
	 Pay for purposes of the cash balance,
	and the NG ESPP formulas is basically salary plus the annual
	cash bonus. Final average pay for the NNS Plan is determined
	using base salary only.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Normal Retirement.
	 Normal retirement means
	the benefit is not reduced for early commencement. It is
	generally specified in each formula: age 65 for the
	historical NG ESPP and NNS Plan formula and the later of
	age 65 and three years of vesting service for the cash
	balance formula.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Early Retirement.
	 Early retirement
	eligibility for the historical NNS Plan and for the cash balance
	formulas occurs when the participant attains both age 55
	and completes 10 years of service. Early retirement for the
	NG ESPP can occur when the participant attains either
	age 58 and completes 30 years of service or attains
	age 60 and completes 10 years of service.
	Alternatively, an NG ESPP participant may elect to commence an
	actuarially reduced vested benefit at any time following
	termination. Early retirement benefits under both the historical
	and cash balance formulas may be reduced for commencement prior
	to normal retirement. This is to reflect the longer period of
	time over which the benefit will be paid.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	All NEOs have completed 10 or more years of service; hence, they
	are eligible for early retirement under the NGPP or the NNS
	Plan, as applicable, upon attainment of the early retirement age
	requirement. Early retirement benefits for each NEO cannot
	commence prior to termination of employment.
 | 
	 
	Description
	of Nonqualified Plans
	 
	ERISA
	2
	 
	ERISA 2 is a nonqualified plan which provides benefits that
	would have been paid under the NGPP but for the Code
	section 401(a)(17) limit on the amount of compensation that
	may be taken into account under a qualified plan. ERISA 2 also
	provides benefits based on compensation deferred under a Company
	deferred compensation plan, because such deferrals are not
	included as compensation under the qualified plans. Benefits
	under ERISA 2 are subject to a general limitation of 60% of
	final average pay (reduced for early retirement, if applicable,
	according to the rules of the OSERP) for all Company pension
	benefits. Optional forms of payment are generally the same as
	those from the qualified plan, plus a
	13-month
	delayed lump sum option on a portion of the ERISA 2 benefit.
	Reductions for early retirement apply in the same manner as
	under the associated qualified plan.
	 
	Ms. Niland and Mr. Ermatinger began participation
	under the ERISA 2 plan on July 1, 2003; the date ERISA 2
	was amended to cover NG ESPP participants.
	 
	NNS
	Restoration Plan
	 
	NNS Restoration Plan is a nonqualified plan which provides
	benefits that would have been paid under the NNS Plan but for
	the Code section 401(a)(17) limit on the amount of
	compensation that may be taken into account under a qualified
	plan and the Code Section 415 limit on benefits that may be
	paid under a qualified plan. The NNS Restoration Plan also
	provides benefits based on total compensation (generally base
	pay plus bonus earned in a calendar year) including compensation
	deferred under a Northrop Grumman deferred compensation plan.
	Benefits under the NNS Restoration Plan are subject to a general
	limitation of 60% of final average pay (reduced for early
	retirement, if applicable, according to the rules of the OSERP)
	for all Northrop Grumman pension benefits. Optional forms of
	payment are the same as those under the NNS Plan. Reductions for
	early retirement apply in the same manner as under the NNS Plan.
	 
	Mr. Petters, Mr. Edenzon and Mr. Mulherin began
	participation under the NNS Restoration Plan when they reached
	applicable pay grades for inclusion in the Plan.
	144
 
	ES
	Executive Pension Plan
	 
	The ES EPP is a nonqualified plan, frozen to new entrants on
	July 1, 2003. It provides a gross supplemental pension
	equal to 1.47% of final average pay for each year or portion
	thereof that the participant was making maximum contributions to
	the NG ESPP or predecessor plan. Final average pay is the
	average of the highest five annualized base salaries at December
	of each year on or after 1995 plus the average of the highest
	five annual incentive payments since January 1, 1995. The
	final ES EPP benefit is reduced by benefits from the NG ESPP and
	ERISA 2. Participants vest in their ES EPP benefits upon
	attaining age 58 and completion of 30 years of
	service, attaining age 60 and completion of 10 years
	of service or attaining age 65 and completion of
	5 years of service. These milestones must be attained prior
	to termination from the Company. Currently, Ms. Niland and
	Mr. Ermatinger are not vested in their respective ES EPP
	benefits. Optional forms of payment are the same as those from
	the NG ESPP.
	 
	OSERP
	 
	The OSERP is a nonqualified plan frozen to new entrants on
	July 1, 2008; therefore, officers hired on or after this
	date and any promoted officers who do not participate in a
	qualified defined benefit pension plan are not allowed to
	participate in the OSERP. They instead participate in the
	Officers Retirement Account Contribution Plan, which is a
	defined contribution plan arrangement. Ms. Niland,
	Mr. Edenzon, Mr. Mulherin and Mr. Ermatinger
	participate in the OSERP which provides a total pension benefit
	equal to a percentage of final average pay (the average pay
	without the 401(a)(17) limit and including deferred compensation
	in the three highest-paid plan years during the greater of
	(i) the last ten consecutive years of participation, or
	(ii) all consecutive years of participation since
	January 1, 1997) where the percentage is determined by
	the following formula: 2% for each year of service up to
	10 years, 1.5% for each subsequent year up to
	20 years, and 1% for each additional year over 20 and less
	than 45, less any other Northrop Grumman pension benefits. In
	the OSERP provisions, all years of service with Northrop Grumman
	are used to determine the final percentage.
	 
	The OSERP benefit when combined with all Northrop Grumman
	pension benefits cannot exceed the general limit of 60% of final
	average pay (reduced for early retirement, if applicable,
	according to the rules of the OSERP). Optional forms of payment
	are generally the same as those from the qualified plan, plus a
	13-month
	delayed lump sum option on a portion of the OSERP benefit.
	 
	Normal Retirement: Age 65.
	 
	Early Retirement: Age 55 and completion of 10 years of
	service. Benefits are reduced by the smaller of 2.5% for each
	year between retirement age and age 65, or 2.5% for each
	point less than 85 at retirement. Points are equal to the sum of
	age and years of service.
	 
	Vesting: Participants vest in their OSERP benefits upon
	attaining age 55 and completion of 10 years of service
	or attaining age 65 and completion of 5 years of
	service. These milestones must be attained prior to termination
	from Northrop Grumman.
	 
	CPC
	SERP
	 
	The CPC SERP is a nonqualified plan, frozen to new entrants on
	July 1, 2009. Mr. Petters is eligible to participate
	in the CPC SERP which provides a pension equal to the greater of
	the amount accrued under the CPC SERP formula or the benefit
	calculated using the OSERP provisions. Effective July 1,
	2009, the CPC SERP formula is a percentage of final average pay
	(as defined under the OSERP) where the percentage is determined
	by the following formula: 3.3334% for each year or portion
	thereof that the participant has served on the Corporate Policy
	Council up to 10 years, 1.5% for each subsequent year up to
	20 years and 1% for each additional year over 20. The final
	CPC SERP benefit is determined by deducting any other Northrop
	Grumman pension benefits accrued for the same period of council
	service.
	 
	CPC SERP participants will also have their benefits calculated
	under the OSERP provisions and if it results in a greater
	amount, the benefit under the OSERP provisions will be provided.
	145
 
	The CPC SERP benefit when combined with all Northrop Grumman
	pension benefits cannot exceed the general limit of 60% of final
	average pay (reduced for early retirement, if applicable,
	according to the rules of the CPC SERP). Optional forms of
	payment are generally the same as those from the qualified plan,
	plus a
	13-month
	delayed lump sum option on a portion of the CPC SERP benefit.
	 
	Normal Retirement: Age 65.
	 
	Early Retirement: The later of the first day of the month
	following termination or the commencement of the
	participants qualified plan benefit. Benefits are reduced
	by the smaller of 2.5% for each year between retirement age and
	age 65, or 2.5% for each point less than 85 at retirement.
	Points are equal to the sum of age and years of service.
	 
	Vesting: Participants vest in their CPC SERP benefits when they
	have vested in their qualified plan benefits.
	 
	409A
	Restrictions on Timing and Optional Forms of Payment
	 
	Under IRC section 409A, employees who participate in
	company-sponsored nonqualified plans such as the ES EPP, ERISA
	2, NNS Restoration Plan, the OSERP and the CPC SERP are subject
	to special rules regarding the timing and forms of payment for
	benefits earned or vested after December 31, 2004
	(post-2004 benefits). Payment of post-2004 benefits
	must begin on the first day of the month coincident with or
	following the later of attainment of age 55 and termination
	from the Northrop Grumman. The optional forms of payment for
	post-2004 benefits are limited to single life annuity or a
	selection of joint and survivor options.
	 
	Specific
	Assumptions Used to Estimate Present Values
	 
	Assumed Retirement Age:
	For all plans, pension
	benefits are assumed to begin at the earliest retirement age
	that the participant can receive an unreduced benefit payable
	from the plan. OSERP and CPC SERP, benefits are first unreduced
	once the NEO reaches age 55 and accumulates 85 points or
	reaches age 65. For the NG ESPP (Part A and B
	benefits), the associated ERISA 2 (Part B benefits) and the
	ES EPP, vested benefits are first unreduced for the NEO at the
	earlier of age 60 and completion of 30 years of
	service or age 65. NNS Plan and associated NNS Restoration
	Plan benefits (Part A and B benefits), are first unreduced
	at the earlier of age 62 and completion of 10 years of
	service or age 65. Given each NEOs period of service,
	cash balance benefits (Part C and D benefits) will be
	converted to an annuity on an unreduced basis at age 55.
	 
	When portions of an NEOs benefit under the
	Part A + Part B or Part C +
	Part D structure have different unreduced retirement
	ages, the later unreduced age is used for the entire benefit.
	 
	Discount Rate:
	The applicable discount rates are
	6.00% as of December 31, 2009 (6.25% for the NNS Plan and
	5.75% for Plan B) and 5.75% as of December 31, 2010
	(6.00% for the NNS Plan).
	 
	Mortality Table:
	As was used for financial
	reporting purposes, RP-2000 projected ten years without collar
	adjustment as of December 31, 2009 and RP-2000 projected
	eleven years without collar adjustment as of December 31,
	2010.
	 
	Present Values:
	Present values are calculated
	using the Assumed Retirement Age, Discount Rate, and Mortality
	Table described above; they assume the NEO remains employed
	until his earliest unreduced retirement age.
	 
	Future Investment Crediting Rate Assumption:
	Cash
	balance amounts are projected to the Assumed Retirement Age
	based on the future investment crediting rate assumptions of
	4.37% as of December 31, 2009 and 3.80% as of
	December 31, 2010. These rates are used in conjunction with
	the discount rate to estimate the present value amounts for cash
	balance benefits.
	 
	Information
	on Executives Eligible to Retire and Additional Notes
	 
	Mr. Edenzon is eligible to retire early and begin pension
	benefits immediately under all plans in which he participates.
	His total annual immediate benefit assuming he had terminated on
	December 31, 2010 was $165,943.
	146
 
	2010
	Nonqualified Deferred Compensation
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Executive
 
 | 
	 
 | 
	Registrant
 
 | 
	 
 | 
	Aggregate
 
 | 
	 
 | 
	Aggregate
 
 | 
	 
 | 
	Aggregate
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Contributions in
 
 | 
	 
 | 
	Contributions in
 
 | 
	 
 | 
	Earnings in Last
 
 | 
	 
 | 
	Withdrawals/
 
 | 
	 
 | 
	Balance
 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Last FY(1)
 
 | 
	 
 | 
	Last FY(2)
 
 | 
	 
 | 
	FY(3)
 
 | 
	 
 | 
	Distributions
 
 | 
	 
 | 
	at Last FYE(4)
 
 | 
| 
	Name & Principal Position
 | 
	 
 | 
	Plan Name
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	Deferred Compensation
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	255,026
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	2,544,647
 | 
	 
 | 
| 
 
	President and Chief Executive Officer
 
 | 
	 
 | 
	Savings Excess
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	Deferred Compensation
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Vice President and Chief Financial Officer
 
 | 
	 
 | 
	Savings Excess
 | 
	 
 | 
	 
 | 
	49,469
 | 
	 
 | 
	 
 | 
	 
 | 
	9,016
 | 
	 
 | 
	 
 | 
	 
 | 
	10,283
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	312,896
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	Deferred Compensation
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	26,742
 | 
	 
 | 
	 
 | 
	 
 | 
	52,221
 | 
	 
 | 
	 
 | 
	 
 | 
	138,690
 | 
	 
 | 
| 
 
	Vice President and General ManagerGulf Coast
 
 | 
	 
 | 
	Savings Excess
 | 
	 
 | 
	 
 | 
	26,372
 | 
	 
 | 
	 
 | 
	 
 | 
	10,549
 | 
	 
 | 
	 
 | 
	 
 | 
	14,974
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	152,868
 | 
	 
 | 
| 
 
	Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	Deferred Compensation
 | 
	 
 | 
	 
 | 
	84,418
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	215,114
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	1,619,631
 | 
	 
 | 
| 
 
	Vice President and General ManagerNewport News
 
 | 
	 
 | 
	Savings Excess
 | 
	 
 | 
	 
 | 
	5,420
 | 
	 
 | 
	 
 | 
	 
 | 
	4,516
 | 
	 
 | 
	 
 | 
	 
 | 
	1,601
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	15,561
 | 
	 
 | 
| 
 
	Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	Deferred Compensation
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
| 
 
	Vice President and Chief Human Resources Officer
 
 | 
	 
 | 
	Savings Excess
 | 
	 
 | 
	 
 | 
	20,963
 | 
	 
 | 
	 
 | 
	 
 | 
	5,241
 | 
	 
 | 
	 
 | 
	 
 | 
	13,717
 | 
	 
 | 
	 
 | 
	 
 | 
	0
 | 
	 
 | 
	 
 | 
	 
 | 
	136,028
 | 
	 
 | 
	 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Executive contributions in this column also are included in the
	salary and non-equity incentive plan columns of the 2010 Summary
	Compensation Table.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Northrop Grumman contributions in this column are included under
	the All Other Compensation column in the 2010 Summary
	Compensation Table.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	Aggregate earnings in the last fiscal year are not included in
	the 2010 Summary Compensation Table since they are not above
	market or preferential.
 | 
| 
	 
 | 
| 
	(4)
 | 
 | 
	The only amounts reflected in this column that previously were
	reported as compensation to the NEO in the Summary Compensation
	Table were executive and Northrop Grumman contributions for the
	respective fiscal year-end and only if the NEO was reported as
	an NEO for each respective year. Aggregate earnings in this
	column were not reported previously in the Summary Compensation
	Table.
 | 
	 
	All Deferred Compensation Plan balances consist of employee
	contributions and earnings only; there are no company
	contributions to this plan.
	 
	Ms. Nilands Savings Excess Plan (SEP)
	account balance consists of $255,411 in employee contributions,
	as adjusted for investment returns.
	 
	Mr. Edenzons SEP account balance consists of $123,526
	in employee contributions, as adjusted for investment returns.
	 
	Mr. Mulherins SEP account balance consists of $8,279
	in employee contributions, as adjusted for investment returns.
	 
	Mr. Ermatingers SEP account balance consists of
	$102,047 in employee contributions, as adjusted for investment
	returns.
	147
 
	Outlined below are the material terms of the two nonqualified
	deferred compensation plans in which the executives could
	participate. No above market earnings are provided under these
	plans.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	Feature
 | 
	 
 | 
	Savings Excess Plan
 | 
	 
 | 
	Deferred Compensation Plan
 | 
| 
	 
 | 
| 
	Compensation Eligible for Deferral
 | 
	 
 | 
	1% to 75% of salary and ICP bonus above IRS limits
 | 
	 
 | 
	Up to 90% of salary and/or ICP bonus
 | 
| 
 
	Company Allocation
 
 | 
	 
 | 
	Up to 4%, based on a contribution rate of 8%
 | 
	 
 | 
	None
 | 
| 
	 
 | 
	 
 | 
 
	    First 2% is matched at 100%
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
 
	    Next 2% is matched at 50%
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
 
	    Next 4% is matched at 25%
 
 | 
	 
 | 
	 
 | 
| 
 
	Method of Crediting Earnings
 
 | 
	 
 | 
	Participants may make elections on a daily basis as to how their
	account balances will be deemed invested for purposes of
	crediting earnings to the account. Deemed investments are chosen
	from a limited list of investment options selected by the
	Committee administering the Plan.
 | 
	 
 | 
	Participants may make elections on a daily basis as to how their
	account balances will be deemed invested for purposes of
	crediting earnings to the account. Deemed investments are chosen
	from a limited list of investment options selected by the
	Committee administering the Plan.
 | 
| 
 
	Vesting
 
 | 
	 
 | 
	100% at all times
 | 
	 
 | 
	100% at all times
 | 
| 
 
	Distributions
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	At Termination of Employment
 
 | 
	 
 | 
	Based on advance election, payment made in lump sum or
	installments over period of up to 15 years.
 | 
	 
 | 
	Based on advance election, payment made in lump sum or
	installments over a 5, 10, or 15-year period.
 | 
| 
 
	Scheduled In-Service Distribution
 
 | 
	 
 | 
	Not available
 | 
	 
 | 
	Available with advance election. Payment made in lump sum or
	installments over 2-5 years.
 | 
| 
 
	Non-Scheduled In-Service Distribution
 
 | 
	 
 | 
	Not available
 | 
	 
 | 
	Up to 90% of the pre-2005 account balance may be distributed. A
	10% forfeiture penalty will apply.
 | 
| 
 
	Hardship Withdrawals
 
 | 
	 
 | 
	Not available
 | 
	 
 | 
	Available
 | 
	 
	All deferred compensation that was not earned and vested before
	January 1, 2005 is subject to the requirements under
	Internal Revenue Code section 409A. Those requirements
	largely restrict an executives ability to control the form
	and timing of distributions from nonqualified plans such as
	those listed in this chart.
	 
	2010
	Change-in-Control
	and Severance
	 
	The tables below provide estimated payments and benefits that
	Northrop Grumman would have provided each NEO if his employment
	had terminated on December 31, 2010 for specified reasons.
	These payments and benefits are payable based on the following
	Northrop Grumman arrangements:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	The Severance Plan for Elected and Appointed Officers of
	Northrop Grumman Corporation
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	The 2001 Long-Term Incentive Stock Plan and terms and conditions
	of equity awards
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	The Special Officer Retiree Medical Plan
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	The Special Agreements
	(change-in-control
	agreements)
 | 
	 
	We summarized these arrangements before providing the estimated
	payment and benefit amounts in the tables. Due to the many
	factors that affect the nature and amount of any benefits
	provided upon the termination events discussed below, any actual
	amounts paid or distributed to NEOs may be different. Factors
	that may affect these amounts include timing during the year of
	the occurrence of the event, our stock price and the NEOs
	age. The amounts described below are in addition to a NEOs
	benefits described in the Pension Benefits and Nonqualified
	Deferred Compensation Tables, as well as benefits generally
	available to our employees such as distributions under our
	401(k) plan, disability or life insurance benefits and accrued
	vacation.
	148
 
	Severance
	Plan Benefits
	 
	Upon a qualifying termination (defined below)
	Northrop Grumman had discretion to provide severance benefits to
	the NEOs under the Severance Plan for Elected and Appointed
	Officers of Northrop Grumman Corporation (Severance
	Plan). Provided the NEO signed a release, such executive
	would have received: (i) a lump sum severance benefit equal
	to one times base salary, and target bonus, except our President
	who would have received one and one-half times base salary and
	target bonus, (ii) continued medical and dental coverage
	for the severance period, (iii) income tax
	preparation/financial planning fees for one year and
	(iv) outplacement expenses up to 15% of salary. The cost of
	providing continued medical and dental coverage was based upon
	current premium costs. The cost of providing income tax
	preparation and financial planning for one year was capped at
	$15,000 for the Corp VP & President and $5,000 for
	each of the other NEOs.
	 
	A qualifying termination means one of the following:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	involuntary termination, other than for cause or mandatory
	retirement,
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	election to terminate in lieu of accepting a downgrade to a
	non-officer position,
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	following a divestiture of the NEOs business unit,
	election to terminate in lieu of accepting a relocation, or
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	if the NEOs position is affected by a divestiture, the NEO
	is not offered salary or bonus at a certain level.
 | 
	 
	Terms of
	Equity Awards
	 
	The terms of equity awards to the NEOs under the 2001 Long-Term
	Incentive Plan provided for accelerated vesting if an NEO
	terminated for certain reasons. For stock options and RPSRs,
	accelerated vesting of a portion of each award results from a
	termination due to death, disability, or retirement (after
	age 55 with 10 years of service or mandatory
	retirement at age 65). An extended exercise period is also
	provided for options under these circumstances. For restricted
	stock rights (RSRs), accelerated vesting occurs for
	a termination due to death or disability.
	 
	For purposes of estimating the payments due under RPSRs below,
	Northrop Grumman performance is assumed to be at target levels
	through the close of each three-year performance period.
	 
	The terms of equity awards to the NEOs under the 2001 Long-Term
	Incentive Plan also provided for accelerated vesting of stock
	options and RSRs (and for prorated payment in the case of RPSRs)
	in the event that the NEO was terminated in a qualifying
	termination related to a change in control (see
	Change-in-Control
	Benefits below). Prorated payment for RPSRs made upon a
	qualifying termination will be based on the portion of the
	three-year performance period prior to the qualifying
	termination. For example, if the qualifying termination occurred
	on June 30 in the second year of a three-year performance
	period, the target number of RPSRs subject to an award would be
	multiplied by one-half and then multiplied by the earnout
	percentage that is based on Northrop Grummans performance
	for the performance period.
	 
	Payout of RPSRs for retirements and terminations is made during
	the normal process for payouts which occur during the first
	quarter following the end of the performance period.
	 
	Retiree
	Medical Arrangement
	 
	The Special Officer Retiree Medical Plan (SORMP) was
	closed to new participants in 2007. NEOs who are vested
	participants in the SORMP are entitled to retiree medical
	benefits pursuant to the terms of the SORMP. The coverage is
	essentially a continuation of the NEOs executive medical
	benefits plus retiree life insurance. A participant becomes
	vested if he or she has either five years of vesting service as
	an elected officer or 30 years of total service with
	Northrop Grumman and its affiliates. A vested participant can
	commence SORMP benefits at retirement before age 65 if he
	has attained age 55 and 10 years of service. The
	estimated cost of the SORMP benefit reflected in the tables
	below is the present value of the estimated cost to provide
	future benefits using actuarial calculations and assumptions.
	Mr. Petters is the only NEO eligible for SORMP benefits.
	149
 
	Change-in-Control
	Benefits
	 
	During its March 2010 meeting, the Northrop Grumman Compensation
	Committee approved the termination of all
	change-in-control
	programs and agreements effective January 1, 2011. Through
	December 31, 2010, Mr. Petters was entitled to
	severance benefits under his
	change-in-control
	agreement only upon a qualifying termination that occurred
	during a protected period (of up to six months) prior to a
	change in control or in the
	24-month
	period following a change in control. For this purpose, a
	qualifying termination generally occurred if the
	NEOs employment was terminated by Northrop Grumman for
	reasons other than Cause or the NEO terminated
	employment for specified Good Reason during the
	two-year period following the change in control.
	 
	As reflected in the following table, through December 31,
	2010 and upon a qualifying termination, the Company would have
	provided the NEO with the following:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	a lump sum payment equal to three times the Presidents
	highest annualized base salary earned
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	a lump sum payment equal to three times the Presidents
	target bonus for the year during which the change in control
	occurs
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	a lump sum payment equal to the pro rata portion of the
	Presidents target bonus for the year during which
	termination occurs
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	a lump sum payment equal to the increase in the present value of
	all the Presidents qualified and nonqualified pension
	benefits based on an addition in age and service of three years
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	three years of continued welfare benefits
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	reimbursement for the costs of outplacement services for
	12 months following the effective date of termination, up
	to an amount equal to 15% of the Presidents base salary
 | 
	150
 
	Termination Payments
	C. Michael Petters
	President and Chief Executive Officer
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Post-CIC
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	Termination
 
 | 
	 
 | 
	or Good Reason
 
 | 
	 
 | 
	Death or
 
 | 
| 
	Executive Benefits
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Not For Cause (2)
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Disability (3)
 | 
| 
	 
 | 
| 
 
	Salary
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	1,125,000
 | 
	 
 | 
	 
 | 
	$
 | 
	2,250,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Short-term Incentives
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	843,750
 | 
	 
 | 
	 
 | 
	$
 | 
	1,687,500
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Long-term Incentives (1)
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	4,541,088
 | 
	 
 | 
	 
 | 
	$
 | 
	3,328,745
 | 
	 
 | 
| 
 
	Benefits and Perquisites
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Incremental Pension
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	904,874
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Retiree Medical and Life Insurance
 
 | 
	 
 | 
	$
 | 
	369,669
 | 
	 
 | 
	 
 | 
	$
 | 
	369,669
 | 
	 
 | 
	 
 | 
	$
 | 
	369,669
 | 
	 
 | 
	 
 | 
	$
 | 
	369,669
 | 
	 
 | 
| 
 
	Medical/Dental Continuation
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	54,081
 | 
	 
 | 
	 
 | 
	$
 | 
	128,856
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Life Insurance Coverage
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Financial Planning/Income Tax
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	15,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Outplacement Services
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	112,500
 | 
	 
 | 
	 
 | 
	$
 | 
	112,500
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Long-term Incentives include grants of Restricted Stock Rights,
	Restricted Performance Stock Rights and Stock Options. Results
	in a benefit under Voluntary Termination only if eligible for
	retirement treatment under the terms and conditions of the
	grants (age 55 with 10 years of service).
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Similar treatment provided for certain good reason
	terminations as described above. However, there would be no
	termination payment in the event of an involuntary termination
	for cause.
 | 
| 
	 
 | 
| 
	(3)
 | 
 | 
	Retiree medical and life insurance value reflects cost
	associated with Disability. If termination results from death,
	the retiree medical and life insurance expense would be less
	than the disability amount indicated.
 | 
	151
 
	Termination Payments
	Barbara A. Niland
	Vice President and Chief Financial Officer
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Post-CIC
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	Termination
 
 | 
	 
 | 
	or Good Reason
 
 | 
	 
 | 
	Death or
 
 | 
| 
	Executive Benefits
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Not For Cause (2)
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Disability
 | 
| 
	 
 | 
| 
 
	Salary
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	334,750
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Short-term Incentives
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	133,900
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Long-term Incentives (1)
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	843,112
 | 
	 
 | 
	 
 | 
	$
 | 
	843,112
 | 
	 
 | 
| 
 
	Benefits and Perquisites
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Medical/Dental Continuation
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	26,236
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Financial Planning/Income Tax
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	5,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Outplacement Services
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	50,213
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Long-term Incentives include grants of Restricted Performance
	Stock Rights and Stock Options. Results in a benefit under
	Voluntary Termination only if eligible for retirement treatment
	under the terms and conditions of the grants (age 55 with
	10 years of service).
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Similar treatment provided for certain good reason
	terminations, as described above. However, there would be no
	termination payment in the event of an involuntary termination
	for cause.
 | 
	152
 
	Termination Payments
	Irwin F. Edenzon
	Vice President and General ManagerGulf Coast Operations
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Post-CIC
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	Involuntary or
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	Termination
 
 | 
	 
 | 
	Good Reason
 
 | 
	 
 | 
	Death or
 
 | 
| 
	Executive Benefits
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Not For Cause (2)
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Disability
 | 
| 
	 
 | 
| 
 
	Salary
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	370,800
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Short-term Incentives
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	166,860
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Long-term Incentives (1)
 
 | 
	 
 | 
	$
 | 
	1,033,091
 | 
	 
 | 
	 
 | 
	$
 | 
	1,033,091
 | 
	 
 | 
	 
 | 
	$
 | 
	1,082,368
 | 
	 
 | 
	 
 | 
	$
 | 
	1,033,091
 | 
	 
 | 
| 
 
	Benefits and Perquisites
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Medical/Dental Continuation
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	26,236
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Financial Planning/Income Tax
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	5,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Outplacement Services
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	55,620
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Long-term Incentives include grants of Restricted Performance
	Stock Rights and Stock Options. Results in a benefit under
	Voluntary Termination only if eligible for retirement treatment
	under the terms and conditions of the grants (age 55 with
	10 years of service).
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Similar treatment provided for certain good reason
	terminations, as described above. However, there would be no
	termination payment in the event of an involuntary termination
	for cause.
 | 
	153
 
	Termination Payments
	Matthew J. Mulherin
	Vice President and General ManagerNewport News Operations
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Post-CIC
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	Termination
 
 | 
	 
 | 
	or Good Reason
 
 | 
	 
 | 
	Death or
 
 | 
| 
	Executive Benefits
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Not For Cause (2)
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Disability
 | 
| 
	 
 | 
| 
 
	Salary
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	370,800
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Short-term Incentives
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	166,860
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Long-term Incentives (1)
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	1,082,368
 | 
	 
 | 
	 
 | 
	$
 | 
	1,033,091
 | 
	 
 | 
| 
 
	Benefits and Perquisites
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Medical/Dental Continuation
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	36,054
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Financial Planning/Income Tax
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	5,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Outplacement Services
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	55,620
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Long-term Incentives include grants of Restricted Performance
	Stock Rights and Stock Options. Results in a benefit under
	Voluntary Termination only if eligible for retirement treatment
	under the terms and conditions of the grants (age 55 with
	10 years of service).
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Similar treatment provided for certain good reason
	terminations, as described above. However, there would be no
	termination payment in the event of an involuntary termination
	for cause.
 | 
	154
 
	Termination Payments
	William R. Ermatinger
	Vice President and Chief Human Resources Officer
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Post-CIC
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	Involuntary
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Voluntary
 
 | 
	 
 | 
	Termination
 
 | 
	 
 | 
	or Good Reason
 
 | 
	 
 | 
	Death or
 
 | 
| 
	Executive Benefits
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Not For Cause (2)
 | 
	 
 | 
	Termination
 | 
	 
 | 
	Disability
 | 
| 
	 
 | 
| 
 
	Salary
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	287,628
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Short-term Incentives
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	115,051
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Long-term Incentives (1)
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	587,684
 | 
	 
 | 
	 
 | 
	$
 | 
	587,684
 | 
	 
 | 
| 
 
	Benefits and Perquisites
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Medical/Dental Continuation
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	36,054
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Financial Planning/Income Tax
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	5,000
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
| 
 
	Outplacement Services
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	43,144
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
	Footnotes:
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Long-term Incentives include grants of Restricted Performance
	Stock Rights and Stock Options. Results in a benefit under
	Voluntary Termination only if eligible for retirement treatment
	under the terms and conditions of the grants (age 55 with
	10 years of service).
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Similar treatment provided for certain good reason
	terminations, as described above. However, there would be no
	termination payment in the event of an involuntary termination
	for cause.
 | 
	155
 
	Accelerated
	Equity Vesting Due to Change in Control
	 
	The terms of equity awards to the NEOs under the 2001 Long-Term
	Incentive Plan provide for accelerated vesting of stock options
	and RSRs (and for prorated payments in the case of RPSRs) when
	Northrop Grumman is involved in certain types of change in
	control events that are more fully described in the Plan
	(e.g., certain business combinations after which Northrop
	Grumman is not the surviving entity and the surviving entity
	does not assume the awards). Vested stock options that are not
	exercised prior to one of these changes in control may be
	settled in cash and terminated. Prorated payments for RPSRs made
	upon one of these changes in control will be based on the
	portion of the three-year performance period prior to the change
	in control. For example, if a change in control occurred on June
	30 in the second year of a three-year performance period, the
	target number of RPSRs subject to an award would be multiplied
	by one-half and then multiplied by the earnout percentage that
	is based on Northrop Grummans performance for the first
	half of the performance period.
	 
	The table below provides the estimated value of accelerated
	equity vesting
	and/or
	payments if such a change in control had occurred on
	December 31, 2010. The value of the accelerated vesting was
	computed using the closing market price of Northrop
	Grummans common stock on December 31, 2010 ($64.78).
	The value for unvested RPSRs was computed by multiplying $64.78
	by the number of unvested shares that would vest. The value of
	unvested stock options equals the difference between the
	exercise price of each option and $64.78. No value was
	attributed to accelerated vesting of a stock option if its
	exercise price was greater than $64.78.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Stock Options
 | 
	 
 | 
	RSRs
 | 
	 
 | 
	RPSRs
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Acceleration
 
 | 
	 
 | 
	Acceleration of
 
 | 
	 
 | 
	Prorated
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	of Vesting
 
 | 
	 
 | 
	Vesting
 
 | 
	 
 | 
	Payment
 
 | 
	 
 | 
	Total
 
 | 
| 
	Name and Principal Position
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
	 
 | 
	($)
 | 
| 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	$
 | 
	2,211,167
 | 
	 
 | 
	 
 | 
	$
 | 
	809,750
 | 
	 
 | 
	 
 | 
	$
 | 
	1,520,171
 | 
	 
 | 
	 
 | 
	$
 | 
	4,541,088
 | 
	 
 | 
| 
 
	President and Chief Executive Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	843,112
 | 
	 
 | 
	 
 | 
	$
 | 
	843,112
 | 
	 
 | 
| 
 
	Vice President and Chief Financial Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	$
 | 
	98,554
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	983,814
 | 
	 
 | 
	 
 | 
	$
 | 
	1,082,368
 | 
	 
 | 
| 
 
	Vice President and General ManagerGulf Coast Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	$
 | 
	98,554
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	983,814
 | 
	 
 | 
	 
 | 
	$
 | 
	1,082,368
 | 
	 
 | 
| 
 
	Vice President and General ManagerNewport News Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	0
 | 
	 
 | 
	 
 | 
	$
 | 
	587,684
 | 
	 
 | 
	 
 | 
	$
 | 
	587,684
 | 
	 
 | 
| 
 
	Vice President and Chief Human Resources Officer
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 
	 
	CERTAIN
	RELATIONSHIPS AND RELATED PARTY TRANSACTIONS
	 
	Agreements
	with Northrop Grumman Related to the Spin-Off
	 
	This section of the information statement summarizes material
	agreements between us and Northrop Grumman that will govern the
	ongoing relationships between the two companies after the
	spin-off and are intended to provide for an orderly transition
	to our status as an independent, publicly owned company.
	Additional or modified agreements, arrangements and
	transactions, which will be negotiated at arms length, may
	be entered into between Northrop Grumman and us after the
	spin-off.
	 
	Following the spin-off, we and Northrop Grumman will operate
	independently, and neither will have any ownership interest in
	the other. In order to govern certain ongoing relationships
	between us and Northrop Grumman after the spin-off and to
	provide mechanisms for an orderly transition, we and Northrop
	Grumman intend to enter into agreements pursuant to which
	certain services and rights will be provided for following the
	spin-off, and we and Northrop Grumman will indemnify each other
	against certain liabilities arising from our respective
	businesses. The following is a summary of the terms of the
	material agreements we expect to enter into with Northrop
	Grumman.
	 
	Separation
	and Distribution Agreement
	 
	We and NGSB intend to enter into a Separation and Distribution
	Agreement with Northrop Grumman and NGSC before the distribution
	of our shares of common stock to Northrop Grumman stockholders.
	The Separation and Distribution Agreement will set forth our
	agreements with Northrop Grumman regarding the principal actions
	needed to be taken in connection with our separation from
	Northrop Grumman, including the internal reorganization. It will
	also set forth other agreements that govern certain aspects of
	our relationship with Northrop Grumman following the spin-off.
	 
	Transfer of Assets and Assumption of
	Liabilities.
	 The Separation and Distribution Agreement
	will identify certain transfers of assets and assumptions of
	liabilities that are necessary in advance of our separation from
	Northrop Grumman so that each of HII and Northrop Grumman
	retains both the assets of, and the liabilities associated with,
	our respective businesses. Matters identified above in the
	Legal Proceedings section that relate to our
	shipbuilding business will thus be allocated to us under the
	Separation and Distribution Agreement. The Separation and
	Distribution Agreement will also provide for the settlement or
	extinguishment of certain liabilities and other obligations
	between HII and Northrop Grumman. See Unaudited Pro Forma
	Condensed Consolidated Financial
	StatementsNote D.
	 
	Effective on the distribution date, all agreements,
	arrangements, commitments and understandings, including all
	intercompany accounts payable or accounts receivable, including
	intercompany indebtedness and intercompany work orders, between
	us and our subsidiaries and other affiliates, on the one hand,
	and Northrop Grumman and its other subsidiaries and other
	affiliates, on the other hand, will terminate as of the
	distribution date, except certain agreements and arrangements,
	which are intended to survive the distribution. After the
	distribution, we expect to issue letter subcontracts for the
	performance of follow-on work for terminated intercompany work
	orders. We expect then to negotiate definitive subcontracts with
	Northrop Grumman and its other subsidiaries and affiliates.
	 
	Shared Gains and Shared Liabilities.
	 Subject to
	certain exceptions, including those set forth in the Tax Matters
	Agreement, the Separation and Distribution Agreement will
	provide for the sharing of certain gains and liabilities. We and
	Northrop Grumman will each be entitled to or responsible for the
	appropriate proportion of the shared gains or liabilities. The
	appropriate proportion applicable to any shared gain or
	liability will generally be determined by the extent to which
	the shared gain or liability relates to our or Northrop
	Grummans respective businesses. The Separation and
	Distribution Agreement further provides that where the
	Separation and Distribution Agreement has not already specified
	the appropriate proportions applicable to any such shared gain
	or liability, the applicable appropriate proportions with
	respect to a shared gain or liability will generally be
	determined by an allocation committee comprising one
	representative designated by each of Northrop Grumman and us.
	 
	Representations and Warranties.
	 In general, neither
	we nor Northrop Grumman will make any representations or
	warranties regarding any assets or liabilities transferred or
	assumed, any consents or approvals that may be required in
	connection with such transfers or assumptions, the value or
	freedom from any lien or other security
	157
 
	interest of any assets transferred, the absence of any defenses
	relating to any claim of either party or the legal sufficiency
	of any conveyance documents. Except as expressly set forth in
	the Separation and Distribution Agreement or in any ancillary
	agreement, all assets will be transferred on an as
	is, where is basis.
	 
	The Distribution.
	 The Separation and Distribution
	Agreement will govern the rights and obligations of the parties
	regarding the proposed distribution. Prior to the distribution,
	the number of our shares held by Northrop Grumman will be
	increased to the number of shares of our common stock
	distributable in the distribution. Northrop Grumman will cause
	its agent to distribute all of the issued and outstanding shares
	of our common stock to Northrop Grumman stockholders who hold
	Northrop Grumman shares as of the record date.
	 
	Conditions.
	 The Separation and Distribution
	Agreement will provide that the distribution is subject to
	several conditions that must be satisfied or waived by Northrop
	Grumman in its sole discretion. For further information
	regarding these conditions, see The
	Spin-OffConditions to the Spin-Off. Northrop Grumman
	may, in its sole discretion, determine the distribution date and
	the terms of the distribution and may at any time prior to the
	completion of the distribution decide to abandon or modify the
	distribution. The board of New NGC may determine the record date.
	 
	Termination.
	 The Separation and Distribution
	Agreement will provide that it may be terminated by the board of
	directors of Northrop Grumman at any time prior to the
	distribution date.
	 
	Release of Claims.
	 We and Northrop Grumman will
	agree to broad releases pursuant to which we will each release
	the other and its affiliates, successors and assigns and their
	respective stockholders, directors, officers, agents and
	employees from any claims against any of them that arise out of
	or relate to events, circumstances or actions occurring or
	failing to occur or any conditions existing at or prior to the
	time of the distribution. These releases will be subject to
	certain exceptions set forth in the Separation and Distribution
	Agreement.
	 
	Indemnification.
	 We and NGSB on one hand, and
	Northrop Grumman and NGSC on the other, will agree to indemnify
	each other and each of our respective affiliates, former,
	current and future directors, officers and employees, and each
	of the heirs, executors, successors and assigns of any of the
	foregoing against certain liabilities in connection with the
	spin-off and our respective businesses.
	 
	The amount of any partys indemnification obligations will
	be subject to reduction by any insurance proceeds received by
	the party being indemnified. The Separation and Distribution
	Agreement will also specify procedures with respect to claims
	subject to indemnification and related matters.
	 
	In the event that, prior to the fifth anniversary of the
	distribution, if we experience a change of control and our
	corporate rating is downgraded to B or B2 or below, as
	applicable, during the period beginning upon the announcement of
	such change of control and ending 60 days after the
	announcement of the consummation of such change of control, we
	will be required to provide credit support for our indemnity
	obligations under the Separation and Distribution Agreement in
	the form of one or more standby letters of credit in an amount
	equal to $250 million.
	 
	Employee
	Matters Agreement
	 
	We intend to enter into an Employee Matters Agreement with
	Northrop Grumman that will set forth our agreements with
	Northrop Grumman as to certain employment, compensation and
	benefits matters.
	 
	The Employee Matters Agreement will provide for the allocation
	and treatment of assets and liabilities arising out of employee
	compensation and benefit programs in which our employees
	participated prior to the distribution. In connection with the
	distribution, we will provide benefit plans and arrangements in
	which our employees will participate going forward. Generally,
	we will assume or retain sponsorship of, and liabilities
	relating to, employee compensation and benefit programs relating
	to our current and former employees and all employees who will
	be transferred to us from Northrop Grumman in connection with
	the distribution.
	 
	We expect that all outstanding Northrop Grumman equity awards
	held by current and former employees of NGSB and its
	subsidiaries as of the distribution will be converted to HII
	equity awards, issued pursuant to a plan that we will establish.
	We expect the conversion will result in the converted award
	having substantially the same intrinsic value as the applicable
	Northrop Grumman equity award as of the conversion. The
	performance criteria applicable
	158
 
	to any converted restricted performance stock rights shall also
	be adjusted so that the applicable criteria are measured based
	on Northrop Grumman performance through December 31, 2010
	and our performance following such date through the end of the
	applicable performance period.
	 
	The Employee Matters Agreement will also provide for
	post-distribution transfers of employees between Northrop
	Grumman and us. Such transfers may be effected within
	45 days of the distribution by mutual agreement between
	Northrop Grumman and us. In such event, the recipient employer
	will generally be responsible for all employment-related
	liabilities relating to the transferred employees, and, under
	the Employee Matters Agreement, the transferred employees will
	be treated in the same manner as other employees of the
	recipient.
	 
	Insurance
	Matters Agreement
	 
	We intend to enter into an Insurance Matters Agreement with
	Northrop Grumman pursuant to which we will allocate rights
	regarding various policies of insurance.
	 
	Under the Insurance Matters Agreement, Northrop Grumman will
	assign to us its rights and obligations in certain insurance
	policies that are exclusive to our business. In the event that
	Northrop Grumman experiences a loss that relates to our business
	and may be recoverable under the insurance policies transferred
	to us pursuant to the Insurance Matters Agreement, Northrop
	Grumman may make the claim directly to the insurer. We will be
	responsible for paying all amounts necessary to exhaust or
	otherwise satisfy all applicable self-insured retentions,
	deductibles, and retrospective premium adjustments and similar
	amounts.
	 
	Northrop Grumman will retain the rights and obligations to all
	other insurance policies. Northrop Grumman will provide us the
	benefit of such retained insurance policies, until such policies
	are exhausted by us or Northrop Grumman, for occurrences prior
	to the distribution. We will have no rights under such policies
	for occurrences after the distribution.
	 
	Intellectual
	Property License Agreement
	 
	We, through NGSB, intend to enter into an Intellectual Property
	License Agreement with NGSC pursuant to which we will license
	certain of our intellectual property to NGSC and its affiliates
	and NGSC and its affiliates will license certain of its
	intellectual property to us.
	 
	The licenses granted by us and NGSC under the Intellectual
	Property License Agreement will permit the licensed party and
	its affiliates to use certain licensed intellectual property for
	uses such party has made of the licensed intellectual property
	in the ordinary course of such partys business generally
	in the twelve-month period prior to the distribution, including
	the general manner and scope of such use in the licensed
	partys line of business for which the licensed
	intellectual property has been used during such period.
	 
	We and NGSB each may assign the Intellectual Property License
	Agreement and the rights granted thereunder, whether in whole or
	in part, without the other partys consent if such
	assignment takes place in an acquisition context, including in
	connection with the sale of a business unit or a product line.
	An assignment by either of us to an unaffiliated third party
	outside of an acquisition context will require the other
	partys consent. Any assignee of an assigning partys
	license rights is subject to the limitations and restrictions
	imposed under the Intellectual Property License Agreement,
	including the restrictions regarding the general manner, scope
	and line of business for which and by whom the licensed
	intellectual property will be used.
	 
	Tax
	Matters Agreement
	 
	We intend to enter into a Tax Matters Agreement with Northrop
	Grumman that will govern rights and obligations after the
	spin-off with respect to matters regarding U.S. Federal,
	state, local and foreign income taxes and other taxes, including
	tax liabilities and benefits, attributes, returns and contests.
	 
	Under the Tax Matters Agreement, taxes for periods before the
	spin-off will be allocated as follows:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	We are severally liable with Northrop Grumman for its
	U.S. Federal income taxes for periods before the spin-off,
	and this several liability will continue after the spin-off.
	Current NGC will continue to act as tax agent for New NGC for
	U.S. Federal tax matters for periods before the spin-off
	and New NGC will pay all
 | 
	159
 
| 
 | 
 | 
 | 
| 
	 
 | 
 | 
	costs and expenses associated with Current NGC retaining a tax
	officer for this purpose. Under the Tax Matters Agreement,
	Northrop Grumman will indemnify us for any portion of such taxes
	that we pay, subject to our obligation relating to audit
	adjustments, described below.
 | 
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	We will be obligated to indemnify Northrop Grumman for audit
	adjustments that increase our U.S. Federal taxable income
	for periods before the spin-off and are of a nature that could
	result in correlative reductions to our taxable income for
	periods after the spin-off. This indemnity will apply only to
	the extent such adjustments increase our U.S. Federal
	income tax liability for periods before the spin-off by a total
	of more $2,000,000.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Northrop Grumman generally will be responsible for our state,
	local and foreign income taxes for periods before the spin-off.
	We will, however, be obligated to indemnify Northrop Grumman for
	audit adjustments that increase such taxes, in accordance with
	the provisions of the Separation and Distribution Agreement
	relating to government contract matters.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	Northrop Grumman generally will be responsible for our taxes
	other than income taxes for periods before the spin-off. We will
	not indemnify Northrop Grumman for audit adjustments relating to
	non-income taxes.
 | 
	 
	The Tax Matters Agreement will contain special provisions to
	allocate tax liabilities resulting from the spin-off or related
	transactions not being tax-free (notwithstanding the IRS ruling
	and tax opinion stating that such transactions are tax-free).
	Under the Tax Matters Agreement, if our actions could be
	reasonably likely to cause the spin-off, the internal
	reorganization or any such related transactions not to be
	tax-free, we will be obligated to indemnify Northrop Grumman for
	the resulting taxes, professional fees and other expenses. The
	amount of any such indemnification could be substantial.
	 
	The Tax Matters Agreement will contain covenants intended to
	protect the tax-free status of the spin-off, the internal
	reorganization and related transactions. These covenants may
	restrict our ability to pursue strategic or other transactions
	that otherwise could maximize the value of our business and may
	discourage or delay a change of control that you may consider
	favorable. In general, we will covenant that, during the
	two-year period immediately after the spin-off:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	We will not take any action inconsistent with continuation of
	the shipbuilding business. The winding down of our operations at
	Avondale will not be considered inconsistent with continuation
	of the shipbuilding business.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	We will not sell, transfer or otherwise dispose of more than 30%
	of our gross assets in one or more transactions. Specified
	transactions, however, including the winding down of our
	operations at Avondale, will not count against the 30%
	limitation. These will include sales in the ordinary course of
	business, payments of interest and principal on indebtedness and
	stock repurchases to the extent described below.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	We will not repurchase more than 20% of our stock.
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	We will not take any action (or permit actions by other persons
	if we can prevent them) that would result in one or more
	persons, in one or more transactions, selling more than 20% of
	our stock (including but not limited to stock repurchases).
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	We will not take any action (or permit actions by other persons
	if we can prevent them) that would result in one or more
	persons, in one or more transactions, acquiring 40% or more of
	our stock (by vote or value) or of the stock of a successor in a
	merger or consolidation (or, in either case, rights to acquire
	such stock). Such transactions include mergers and acquisitions,
	sales of stock between shareholders, issuances of new stock,
	repurchases of stock, recapitalizations and amendments to our
	certificate of incorporation affecting shareholder voting
	rights. Specified transactions, however, will not count against
	the 40% limitation. These include public trading by persons
	owning less than 5% of our stock and compensatory grants of
	stock or stock options to directors or employees or exercises of
	such stock options.
 | 
	 
	We will covenant not to take any of the above actions unless
	either (i) Northrop Grumman requests and obtains from IRS a
	supplemental ruling, satisfactory in form and substance to
	Northrop Grumman, that the contemplated
	160
 
	action will not adversely affect the tax-free status of the
	transactions, or (ii) we obtain, from a nationally
	recognized law firm, an unqualified opinion to such effect. Both
	the law firm and the form and substance of the opinion must be
	satisfactory to Northrop Grumman.
	 
	Although valid as between the parties, the Tax Matters Agreement
	will not be binding on the IRS.
	 
	Transition
	Services Agreement
	 
	We intend to enter into a Transition Services Agreement with
	Northrop Grumman, under which Northrop Grumman or certain of its
	subsidiaries will provide us with certain services for a limited
	time to help ensure an orderly transition following the
	distribution.
	 
	Services.
	 We anticipate that under the Transition
	Services Agreement, Northrop Grumman will provide certain
	enterprise shared services (including information technology,
	resource planning, financial, procurement and human resource
	services), benefits support services and other specified
	services to us. We expect that these services will be provided
	at cost, as determined by Northrop Grumman in a manner
	consistent with its cost accounting practices.
	 
	Indemnification.
	 Under the Transition Services
	Agreement, we will release and indemnify Northrop Grumman and
	its affiliates for losses arising from or relating to the
	provision or use of any service or product provided under the
	Transition Services Agreement.
	 
	Term.
	 We expect that the Transition Services
	Agreement will become effective on the distribution date, and
	will remain in effect until the expiration of the last time
	period for the performance of services thereunder, which we
	expect generally to be no longer than 12 months from the
	distribution date.
	 
	Termination.
	 Each party will be permitted to
	terminate the Transition Services Agreement if the other party
	breaches any of its significant obligations under the agreement
	and does not cure such breach within 30 days of receiving
	written notice from the other party.
	 
	Other
	Agreements
	 
	NGSC Guaranty Performance, Indemnity and Termination
	Agreement.
	 We intend to enter into the Guaranty
	Performance Agreement with NGSC, pursuant to which we will agree
	to comply on behalf of NGSC with all of its guarantee
	obligations in relation to the $83.7 million of Revenue
	Bonds, which were issued for our benefit, to indemnify NGSC for
	all costs arising out of or related to its guarantee obligations
	of the Revenue Bonds and to cause NGSCs guarantee
	obligations to terminate or to cause credit support to be
	provided in the event of a change of control of HII. For any
	period of time between a change of control and the termination
	of NGSCs guarantee obligations, we will be required to
	cause credit support to be provided for NGSCs guarantee
	obligations in the form of one or more letters of credit in an
	amount reasonably satisfactory to NGSC to support the payment of
	all principal, interest and any premiums under the Revenue
	Bonds. In addition, so long as NGSC has any liability under the
	guaranty, we will be required to pay a fee equal to 1% per annum
	of the aggregate principal amount of the Revenue Bonds
	outstanding unless we are providing credit support for
	NGSCs obligations under the guaranty. For a description of
	the Revenue Bonds, see Description of Material
	IndebtednessEconomic Development Revenue
	BondsGuaranty.
	 
	Related
	Party Transactions
	 
	Policy
	and Procedures Governing Related Person Transactions
	 
	Our board of directors will adopt a written policy and
	procedures for the review, approval and ratification of
	transactions to which we are a party and the aggregate amount
	involved in the transaction will or may be expected to exceed
	$100,000 in any year if any director, director nominee,
	executive officer, greater-than-5% beneficial owner or their
	respective immediate family members have or will have a direct
	or indirect interest.
	 
	The policy will provide that the Governance Committee reviews
	transactions subject to the policy and determines whether or not
	to approve or ratify those transactions. In doing so, the
	Governance Committee takes into account, among other factors it
	deems appropriate, whether the transaction is on terms that are
	no less favorable to
	161
 
	the company than terms generally available to an unaffiliated
	third party under the same or similar circumstances, the extent
	of the related persons interest in the transaction, the
	materiality of the proposed related person transaction, the
	actual or perceived conflict of interest between us and the
	related person, the relationship of the proposed transaction to
	applicable state corporation and fiduciary obligation laws and
	rules, disclosure standards, our Corporate Governance Guidelines
	and Standards of Business Conduct, and the best interests of us
	and our stockholders.
	 
	The Governance Committee will adopt standing pre-approvals under
	the policy for transactions with related persons. Pre-approved
	transactions include, but are not limited to:
	(a) employment of executive officers where (i) the
	officers compensation is required to be reported in the
	Proxy Statement or (ii) the executive officer is not an
	immediate family member of another executive officer or
	director, the related compensation would have been reported in
	the Proxy Statement if the officer was a named executive
	officer and the Compensation Committee approved such
	compensation; (b) director compensation where such
	compensation is required to be reported in the Proxy Statement
	and the arrangements have been approved by the board of
	directors; (c) certain transactions with other companies
	where the related persons only relationship with the other
	company is as a director, employee or beneficial owner of less
	than 10% of that companys shares and the aggregate amount
	involved does not exceed the greater of $1 million or 2% of
	that companys total annual revenues; (d) certain of
	our charitable contributions where the related persons
	only relationship is as an employee or director of the
	charitable entity and where the aggregate amount does not exceed
	the lesser of $1 million or 2% of the charitable
	entitys total annual receipts; (e) transactions where
	the related persons interest derives solely from his or
	her ownership of common stock of the company and all
	stockholders receive proportional benefits;
	(f) transactions involving competitive bids;
	(g) regulated transactions; and (h) certain
	banking-related services.
	 
	The policy requires each director and executive officer to
	complete an annual questionnaire to identify his or her related
	interests and persons, and to notify the Office of the General
	Counsel of changes in that information. Based on that
	information, the Office of the General Counsel will maintain a
	master list of related persons for purposes of tracking and
	reporting related person transactions.
	162
 
	 
	DESCRIPTION
	OF MATERIAL INDEBTEDNESS
	 
	From and after the spin-off, we and Northrop Grumman will, in
	general, each be responsible for the debts, liabilities and
	obligations related to the business or businesses that it owns
	and operates following consummation of the spin-off, except as
	set forth below. See Certain Relationships and Related
	Party TransactionsAgreements with Northrop Grumman Related
	to the Spin-Off.
	 
	In connection with the internal reorganization and prior to the
	spin-off, the outstanding intercompany notes, plus accrued and
	unpaid interest, will be contributed to our capital. These notes
	are payable on demand and include $537 million of principal
	with an annual interest rate of 5% and $178 million of
	principal with an annual interest rate of 4.55%.
	 
	In addition to new debt incurred prior to the spin-off, our
	obligations to the MBFC under two loan agreements in connection
	with certain economic development revenue bonds and industrial
	revenue bonds issued by the MBFC for our benefit will continue
	following the spin-off, as described below. We have summarized
	selected provisions of the loan agreements, indentures and
	guaranties below. The summary is not complete and does not
	describe every aspect of the loan agreements, indentures or
	guaranties. Copies of the loan agreements, indentures and
	guaranties, as defined below, have been filed as exhibits to the
	registration statement of which this information statement is a
	part. You should read the more detailed provisions of the loan
	agreements, indentures and the guaranties, including the defined
	terms, for provisions that may be important to you.
	 
	HII
	Debt
	 
	In connection with the anticipated spin-off, we issued
	$600 million aggregate principal amount of
	6.875% Senior Notes due March 15, 2018 (the 2018
	notes), and $600 million aggregate principal amount
	of 7.125% Senior Notes due March 15, 2021 (the
	2021 notes, and, collectively, the
	notes) under an indenture, dated March 11,
	2011, between us and The Bank of New York Mellon, as trustee.
	Proceeds from this offering will be placed in an escrow account
	pending completion of certain steps of the internal
	reorganization.
	 
	Optional Redemption.
	 We may redeem some or all of
	the 2018 notes at any time prior to March 15, 2015 and some
	or all of the 2021 notes at any time prior to March 15,
	2016 at a price equal to 100% of the principal amount of such
	notes plus accrued and unpaid interest plus a
	make-whole premium. We may redeem any of the 2018
	notes beginning on March 15, 2015 and any of the 2021 notes
	beginning on March 15,2016 at specified redemption prices.
	If, before March 15, 2014, 65% of the aggregate principal
	amount of the 2018 notes originally issued remains outstanding,
	we may redeem up to 35% of such series with the proceedings of
	certain offerings of our common stock at 106.875% of the
	principal amount plus accrued interest. If, before
	March 15, 2014, 65% of the aggregate principal amount of
	the 2021 notes originally issued remains outstanding, we may
	redeem up to 35% of such series with the proceedings of certain
	offerings of our common stock at 107.125% of the principal
	amount plus accrued interest.
	 
	Mandatory Redemption.
	 In the event that by
	June 30, 2011, any of the conditions for the release of the
	escrowed proceeds of the notes offering has not occurred, or in
	the event the board earlier determines that such conditions will
	not be satisfied by such date, we will be required to redeem the
	notes five business days thereafter at a price equal to the
	issue price of the notes, together with accrued yield and
	accrued interest on the notes from the issue date to but
	excluding the date of redemption.
	 
	In addition, in the event that the spin-off is not consummated
	within five business days after the date that the proceeds from
	the notes offering are released from escrow, we will be required
	to redeem the notes on the date that is five business days
	thereafter, at a cash redemption price equal to the issue price
	of the notes, plus the accrued yield and accrued interest to the
	date of redemption.
	 
	Covenants.
	 The terms of the notes restrict our
	ability and the ability of certain of our subsidiaries to: incur
	additional indebtedness, create liens, pay dividends or make
	distributions in respect of capital stock, purchase or redeem
	capital stock, make investments or certain other restricted
	payments, sell assets, enter into transactions with stockholders
	or affiliates and effect a consolidation or merger. However,
	these limitations will be subject to a number of important
	qualifications and exceptions.
	163
 
	Guarantees.
	 The performance of our obligations
	pursuant to the notes, including any repurchase obligations
	resulting from a change of control, are unconditionally
	guaranteed, jointly and severally, on an unsecured basis, by
	each of our existing and future domestic restricted subsidiaries
	that guarantees debt under the HII Credit Agreement. The
	guarantees will rank equally with all other unsecured and
	unsubordinated indebtedness of the guarantors.
	 
	Events of Default.
	 The indenture provides that an
	Event of Default occurs with respect to notes of a
	series if: (a) failure by us to pay when due the principal
	required to be paid; (b) failure by us to pay within
	30 days of the date due the interest required to be paid;
	(c) failure by us, after 45 days of written notice to
	us by the trustee or to us and the trustee by holders of 25% or
	more in aggregate principal amount of notes of such series, to
	make an Offer to Purchase, or to thereafter accept pay for notes
	tendered; (d) failure by us to perform or breach by us of
	any other of the covenants or agreements under the indenture for
	a period of 60 days after written notice to us by the
	trustee or to us and the trustee by holders of 25% or more in
	aggregate principal amount of notes of such series specifying
	such failure and requesting that it be remedied; (e) there
	occurs, with respect to our debt or that of any of our
	restricted subsidiaries with an aggregate of at least
	$50 million of debt, an event of default with respect to
	such debt, or failure to make a principal payment that is not
	made, waived or extended within the applicable grace period;
	(f) one or more final judgments rendered against us or any
	of our restricted subsidiaries are not paid or discharged, and
	there is a period of 60 consecutive days in which final
	judgments or orders outstanding and not paid or discharged
	exceed $50 million; (g) certain bankruptcy defaults
	with respect to us or any significant subsidiary; (h) any
	note guaranty of a significant subsidiary ceases to be in full
	force and effect; and (i) at any time prior to the
	Completion Date, we default under the escrow agreement.
	 
	HII
	Credit Facility
	 
	In connection with the spin-off, we entered into the HII Credit
	Facility with third-party lenders. The HII Credit Facility
	comprises (i) a five-year term loan facility of
	$575 million, to be funded substantially contemporaneously
	with the completion of the internal reorganization, and
	(ii) a revolving credit facility of $650 million,
	which, subject to the satisfaction of certain funding
	conditions, may be drawn upon during a period of five years from
	the date of the funding pursuant to clause (i) above, and
	which includes a commitment fee equal to 0.5% on the average
	daily unused portion of the facility. The revolving credit
	facility includes a letter of credit subfacility of
	$350 million, and a swingline loan subfacility of
	$100 million. The revolving credit facility will have a
	variable interest rate on drawn borrowings based on LIBOR plus a
	spread based upon leverage ratio, which spread at the current
	leverage ratio is 2.5% and which may vary between 2.0% and 3.0%,
	and a commitment fee rate on the unutilized balance based on
	leverage ratio, which fee rate at the current leverage ratio is
	0.5% and which may vary between 0.35% and 0.5%. At the time of
	the spin-off, approximately $137 million of letters of credit
	are expected to be issued but undrawn, and the remaining
	$513 million will be unutilized.
	 
	The term loan facility is subject to amortization in
	3-month
	intervals from the funding date, expected to be in an aggregate
	amount equal to (i) 5% during the first year and the second
	year, (ii) 10% during the third year, (iii) 15% during
	the fourth year and (iv) 65% payable during the fifth year
	(of which 5% shall be payable on each of the first 3 quarterly
	payment dates during such year, and the balance shall be payable
	on the term maturity date). Loans will bear interest at a rate
	equal to LIBOR plus a spread of 2.50% (or the base rate plus
	1.50%), which spread is expected to vary between 2.0% and 3.0%
	based upon changes to our leverage ratio.
	 
	Security.
	 The HII Credit Facility is secured by a
	perfected first priority security interest in substantially all
	of our assets, and substantially all assets of the guarantors,
	subject to certain exceptions.
	 
	Covenants.
	 The loan agreement contains customary
	affirmative covenants, including, but not limited to, those
	related to our maintaining our corporate existence, complying
	with applicable laws, payment of taxes, and ownership of
	property; and customary negative covenants, including but not
	limited to limitations on (a) sales of assets,
	(b) mergers, consolidations, liquidations and dissolutions,
	(c) indebtedness, (d) liens, (e) dividends,
	(f) acquisitions, (g) investments,
	(h) prepayments and modifications of subordinated debt and
	unsecured bonds, (i) transactions with affiliates,
	(j) sale-leasebacks, (k) negative pledges and
	(l) changes of lines of business.
	 
	Financial Covenants.
	 The loan agreement contains
	certain financial covenants, which include (a) a maximum
	total leverage ratio, defined as the ratio of total indebtedness
	to EBITDA of 4.50:1 as of the first quarterly period
	164
 
	following the spinoff, incrementally decreasing to 2.75:1 as of
	March 31, 2015 and thereafter, (b) a minimum interest
	coverage ratio, defined as the ratio of EBITDA to total interest
	expense, net of interest income of 3.50:1 as of the first
	quarterly period following the spinoff, incrementally increasing
	to 4.50:1 as of March 31, 2015 and thereafter and (c) a
	limitation on capital expenditures of $350 million for the year
	2011, incrementally decreasing to $200 million as of 2015 and
	thereafter.
	 
	Guarantees.
	 Each of our direct and indirect,
	existing and future, domestic wholly-owned subsidiaries, except
	for those which are specifically designated as unrestricted
	subsidiaries, will be guarantors under the HII Credit Facility.
	Current NGC is designated as unrestricted and is not a guarantor
	under the HII Credit Facility.
	 
	Mandatory Prepayment.
	 Mandatory prepayments of the
	term loan will be required from the net cash proceeds from any
	sale or other disposition of our assets or those of our
	subsidiaries (subject to certain exceptions and reinvestment
	rights), the net cash proceeds from issuances or incurrences of
	debt by us or our subsidiaries (other than permitted
	indebtedness), and a portion of any excess cash flow, as such
	term is defined in the loan agreement, of us or our subsidiaries
	(subject to certain agreed upon reductions).
	 
	Events of Default.
	 The loan agreement provides that
	the happening of one or more of the following events will
	constitute an Event of Default (subject to certain
	thresholds and exceptions): (a) nonpayment of principal
	when due; (b) nonpayment of interest, fees or other amounts
	when due; (c) material inaccuracy of representations and
	warranties at the time made or reaffirmed; (d) violation of
	a covenant; (e) cross-default on material indebtedness;
	(f) bankruptcy events; (g) certain ERISA events;
	(h) material judgments which, absent a stay due to appeal
	or otherwise, remain unpaid more than thirty days following
	execution of the judgment; (i) actual or asserted
	invalidity of any HII Credit Facility guarantee, security
	document or subordination provisions or non-perfection of any
	security interest; (j) a change of control; and
	(k) failure of the spin-off to occur within five business
	days of the funding date.
	 
	Gulf
	Opportunity Zone Industrial Revenue Bonds
	 
	Under a loan agreement, dated December 1, 2006, between
	NGSS and the MBFC, we borrowed the proceeds of the MBFCs
	issuance of $200 million of GO Zone IRBs at an interest
	rate of 4.55% due 2028.
	 
	Optional Redemption.
	 The GO Zone IRBs may be
	redeemed by the issuer on or after December 1, 2016, in
	whole at any time, or in part from time to time as requested by
	us, but, if in part, by lot or in such other random manner as
	the trustee shall determine, at a price equal to 100% of the
	principal amount thereof plus accrued interest to the date of
	redemption.
	 
	Optional Mandatory Tender for Purchase.
	 The GO Zone
	IRBs are subject to a mandatory tender for purchase on or after
	December 1, 2016, as requested by us, at 100% of the
	principal outstanding. If any GO Zone IRBs are purchased by us,
	such GO Zone IRBs will remain outstanding and may be offered for
	sale in a different interest rate mode.
	 
	In connection with the potential spin-off, on November 30,
	2010, NGSB purchased $178.4 million of the outstanding
	principal amount of GO Zone IRBs pursuant to a tender offer.
	NGSB used cash on hand provided by Northrop Grumman to purchase
	the GO Zone IRBs and submitted the purchased bonds to the
	trustee for cancellation. The remaining $21.6 million of GO
	Zone Bonds mature in 2028 and accrue interest at a fixed rate of
	4.55% (payable semi-annually).
	 
	Covenants.
	 The loan agreement contains customary
	affirmative and negative covenants, including those related to
	NGSS (a) maintaining its corporate existence,
	(b) maintaining and properly insuring certain buildings and
	immovable equipment at our shipbuilding complex located in
	Pascagoula and Gulfport, Mississippi (collectively, the GO
	Zone Project), (c) promptly paying, as the same
	become due, all taxes and assessments related to the GO Zone
	Project, and (d) operating the GO Zone Project for its
	designated purposes until the date on which no GO Zone IRBs are
	outstanding.
	 
	Guaranty.
	 The performance of our payment obligations
	in connection with the GO Zone IRBs, including payment of any
	and all amounts which may come due under the indenture, the GO
	Zone IRBs, or the loan agreement, is guaranteed by Current NGC.
	165
 
	After the spin-off, the payment obligations, under the guaranty,
	will remain with Current NGC, which will be a wholly owned
	subsidiary of HII. We intend to enter into a Performance and
	Indemnity Agreement with Current NGC, pursuant to which we will
	agree to comply with all of Current NGCs obligations under
	this guaranty and to indemnify Current NGC for any costs, losses
	or damages arising out of, or related to, this guaranty.
	 
	Events of Default.
	 The loan agreement provides that
	the happening of one or more of the following events will
	constitute an Event of Default: (a) failure by
	us to pay when due the amounts required to be paid;
	(b) failure by us to pay within 30 days of the date
	due any other amounts required to be paid pursuant to the loan
	agreement; (c) failure by us to observe and perform any
	other of the covenants, conditions or agreements under the loan
	agreement for a period of 90 days after written notice
	specifying such failure and requesting that it be remedied from
	the issuer or the trustee, unless extended; and (d) certain
	events of bankruptcy, insolvency, dissolution, liquidation,
	winding-up,
	reorganization or other similar events of Northrop Grumman Ship
	Systems, Inc.
	 
	Economic
	Development Revenue Bonds
	 
	Under a loan agreement, dated May 1, 1999, between Ingalls
	and the MBFC, we borrowed the proceeds of the MBFCs
	issuance of $83.7 million of Revenue Bonds at an interest
	rate of 7.81% due 2024.
	 
	Optional Redemption.
	 The Revenue Bonds are
	redeemable, in whole or in part, at the option of the issuer, at
	our direction, at any time at a redemption price equal to the
	greater of (a) 100% of the principal amount of the Revenue
	Bonds or (b) as determined by an independent banker, the
	sum of the present values of the remaining scheduled payments of
	principal and interest thereon discounted to the date of
	redemption on a semiannual basis, plus, in each case, accrued
	interest thereon to the date of redemption. The discount rate is
	based upon a comparable Treasury yield plus 0.25%.
	 
	Covenants.
	 The loan agreement contains customary
	affirmative and negative covenants, including those related to
	Ingalls (a) maintaining its corporate existence,
	(b) maintaining and properly insuring certain port
	facilities at our shipbuilding complex located in Jackson
	County, Mississippi (collectively, the Ingalls
	Project), (c) promptly paying, as the same become
	due, all taxes and assessments related to the Ingalls Project,
	and (d) operating the Ingalls Project for its designated
	purposes until the date on which no Revenue Bonds are
	outstanding.
	 
	Guaranty.
	 The performance of the payment obligations
	in connection with the Revenue Bonds, including our payment for
	the principal and interest under the Revenue Bonds, which were
	issued for our benefit, and all other amounts due under the loan
	agreement, is guaranteed by NGSC, a subsidiary of Northrop
	Grumman. We intend to enter into the Guaranty Performance
	Agreement with NGSC, pursuant to which we will agree, among
	other things, to comply with all of NGSCs obligations
	under this guaranty, to indemnify NGSC for any costs, losses or
	damages arising out of or related to this guaranty and to
	terminate NGSCs guaranty obligations or cause credit
	support to be provided in the event we experience a change of
	control. For a description of the Guaranty Performance
	Agreement, see Certain Relationships and Related Party
	TransactionsOther Agreements.
	 
	Events of Default.
	 The loan agreement provides that
	the happening of one or more of the following events will
	constitute an Event of Default under the loan
	agreement: (a) failure by us to pay any loan repayment
	installment required to be paid with respect to the principal of
	or premium, if any, on any bond on the date and at the time
	specified in the loan agreement; (b) failure by us to pay
	any amount required to be paid with respect to interest on any
	bond on the date and at the time specified in the loan
	agreement; (c) failure by us to observe and perform any
	other of its covenants, conditions or agreements under the loan
	agreement for a period of 30 days after written notice
	specifying such failure and requesting that it be remedied from
	the issuer or the trustee, unless extended; (d) certain
	events of bankruptcy, insolvency, dissolution, liquidation,
	winding-up,
	reorganization or other similar events of Ingalls; or
	(e) the occurrence of an Event of Default under
	the indenture. Additionally, failure by NGSC to comply with its
	covenants under the guaranty will be a default under the
	guaranty and under the indenture, which, if not cured within the
	applicable period, could potentially result in the trustee
	taking action against us. We will not be indemnified by NGSC for
	any actions it takes that lead to a breach of the guaranty and
	will not obtain any contractual undertaking by NGSC to comply
	with such covenants.
	166
 
	 
	SECURITY
	OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
	 
	As of the date of this information statement, all of the
	outstanding shares of our common stock are beneficially owned by
	Northrop Grumman. After the spin-off, Northrop Grumman will not
	own any shares of our common stock.
	 
	The following table provides information with respect to the
	anticipated beneficial ownership of our common stock by:
	 
| 
 | 
 | 
 | 
| 
	 
 | 
	    
 | 
	each of our stockholders who we believe (based on the
	assumptions described below) will beneficially own more than 5%
	of HIIs outstanding common stock;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	each of our current directors and its directors following the
	spin-off;
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	each officer named in the summary compensation table; and
 | 
| 
	 
 | 
| 
	 
 | 
	    
 | 
	all of our directors and executive officers following the
	spin-off as a group.
 | 
	 
	Except as otherwise noted below, we based the share amounts on
	each persons beneficial ownership of Northrop Grumman
	common stock on March 11, 2011, giving effect to a
	distribution ratio of one share of our common stock for every
	six shares of Northrop Grumman common stock held by such person.
	 
	To the extent our directors and executive officers own Northrop
	Grumman common stock at the record date of the spin-off, they
	will participate in the distribution on the same terms as other
	holders of Northrop Grumman common stock.
	 
	Except as otherwise noted in the footnotes below, each person or
	entity identified in the tables below has sole voting and
	investment power with respect to the securities owned by such
	person or entity.
	 
	Immediately following the spin-off, we estimate that
	approximately 48.8 million shares of our common stock will
	be issued and outstanding, based on the number of shares of
	Northrop Grumman common stock expected to be outstanding as of
	the record date. The actual number of shares of our common stock
	outstanding following the spin-off will be determined on
	March 30, 2011, the record date.
	 
	Stock
	Ownership of Certain Beneficial Owners
	 
	We anticipate, based on information to our knowledge as of
	December 31, 2010, that the following entities will
	beneficially own more than 5% of our common stock after the
	spin-off.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Amount and Nature
 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	of Beneficial
 
 | 
	 
 | 
	Percent
 
 | 
| 
 
	Name and Address of Beneficial Owner
 
 | 
	 
 | 
	Ownership
 | 
	 
 | 
	of Class
 | 
| 
	 
 | 
| 
 
	State Street Bank and Trust Company
 
 | 
	 
 | 
	 
 | 
	5,489,233 shares
 | 
	 
 | 
	 
 | 
	 
 | 
	11.30
 | 
	%(a)
 | 
| 
 
	One Lincoln Street, Boston, MA 02111
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Capital World Investors
 
 | 
	 
 | 
	 
 | 
	3,906,291 shares
 | 
	 
 | 
	 
 | 
	 
 | 
	8.00
 | 
	%(b)
 | 
| 
 
	333 South Hope Street, Los Angeles, CA 90071
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	BlackRock Inc.
 
 | 
	 
 | 
	 
 | 
	3,324,427 shares
 | 
	 
 | 
	 
 | 
	 
 | 
	7.94
 | 
	%(c)
 | 
| 
 
	40 East 52nd Street, New York, NY 10022
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	AllianceBernstein LP
 
 | 
	 
 | 
	 
 | 
	3,864,638 shares
 | 
	 
 | 
	 
 | 
	 
 | 
	6.80
 | 
	%(d)
 | 
| 
 
	1245 Avenue of the Americas, New York, NY 10105
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(a)
 | 
 | 
	This information is derived from information regarding Northrop
	Grumman stock in a Schedule 13G filed with the SEC by State
	Street Bank and Trust Company (State Street) on
	February 14, 2011. According to State Street, as of
	December 31, 2010, State Street had shared voting power
	over 32,935,400 shares of Northrop Grumman Stock and shared
	dispositive power over 32,837,370 shares of Northrop
	Grumman Stock. This total includes 21,711,393 shares of
	Northrop Grumman stock held in the Defined Contributions Master
	Trust for the Northrop Grumman Savings Plan for which State
	Street acts as a trustee.
 | 
	 
| 
 | 
 | 
 | 
| 
	(b)
 | 
 | 
	This information is derived from information regarding Northrop
	Grumman stock in a Schedule 13G/A filed with the SEC by Capital
	World Investors, a division of Capital Research and Management
	Company, on
 | 
	167
 
| 
 | 
 | 
 | 
| 
 | 
 | 
	February 14, 2011. According to Capital World Investors,
	as of December 31, 2010, Capital World Investors had sole
	voting power over 9,787,743 shares of Northrop Grumman
	stock and sole dispositive power over 23,437,743 shares of
	Northrop Grumman stock.
 | 
	 
| 
 | 
 | 
 | 
| 
	(c)
 | 
 | 
	This information is derived from information regarding Northrop
	Grumman stock in a Schedule 13G/A filed with the SEC by
	BlackRock, Inc. (which acquired Barclays Global Investors
	effective December 1, 2009) on February 7, 2011.
	According to BlackRock, Inc., as of December 31, 2010,
	BlackRock, Inc. had sole voting power over
	23,187,826 shares of Northrop Grumman stock and sole
	dispositive power over 23,187,826 shares of Northrop
	Grumman stock.
 | 
	 
| 
 | 
 | 
 | 
| 
	(d)
 | 
 | 
	This information is derived from information regarding Northrop
	Grumman stock in a Schedule 13G/A filed with the SEC by
	AllianceBernstein LP on February 9, 2011. According to
	AllianceBernstein LP, as of December 31, 2010,
	AllianceBernstein LP had sole voting power over
	15,989,780 shares of Northrop Grumman stock, sole
	dispositive power over 19,931,887 shares of Northrop
	Grumman stock and shared dispositive power over
	14,675 shares of Northrop Grumman stock.
 | 
	 
	Stock
	Ownership of Officers and Directors
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Shares of Common Stock
 
 | 
	 
 | 
	 
 | 
	Shares Subject to
 
 | 
	 
 | 
	 
 | 
	Share
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Beneficially Owned
 | 
	 
 | 
	 
 | 
	Option(1)
 | 
	 
 | 
	 
 | 
	Equivalents(2)
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Non-Employee Directors
 
 | 
	 
 | 
	 
 | 
	          
 | 
	 
 | 
	 
 | 
	 
 | 
	          
 | 
	 
 | 
	 
 | 
	 
 | 
	978
 | 
	 
 | 
	 
 | 
	 
 | 
	978
 | 
	 
 | 
| 
 
	Thomas B. Fargo
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Robert Bruner
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Artur Davis
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Anastasia Kelly
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Paul D. Miller
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Tom Schievelbein
 
 | 
	 
 | 
	 
 | 
	481
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	481
 | 
	 
 | 
| 
 
	Karl von der Heyden
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Named Executive Officers
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	C. Michael Petters
 
 | 
	 
 | 
	 
 | 
	12,069
 | 
	 
 | 
	 
 | 
	 
 | 
	71,217
 | 
	 
 | 
	 
 | 
	 
 | 
	121
 | 
	 
 | 
	 
 | 
	 
 | 
	83,407
 | 
	 
 | 
| 
 
	Barbara A. Niland
 
 | 
	 
 | 
	 
 | 
	2,221
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2,221
 | 
	 
 | 
| 
 
	Irwin F. Edenzon
 
 | 
	 
 | 
	 
 | 
	1,171
 | 
	 
 | 
	 
 | 
	 
 | 
	1,245
 | 
	 
 | 
	 
 | 
	 
 | 
	213
 | 
	 
 | 
	 
 | 
	 
 | 
	2,630
 | 
	 
 | 
| 
 
	Matthew J. Mulherin
 
 | 
	 
 | 
	 
 | 
	3,419
 | 
	 
 | 
	 
 | 
	 
 | 
	4,078
 | 
	 
 | 
	 
 | 
	 
 | 
	85
 | 
	 
 | 
	 
 | 
	 
 | 
	7,582
 | 
	 
 | 
| 
 
	William R. Ermatinger
 
 | 
	 
 | 
	 
 | 
	772
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	439
 | 
	 
 | 
	 
 | 
	 
 | 
	1,211
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Directors and Executive Officers as a Group (12 persons)
 
 | 
	 
 | 
	 
 | 
	20,134
 | 
	 
 | 
	 
 | 
	 
 | 
	76,540
 | 
	 
 | 
	 
 | 
	 
 | 
	1,836
 | 
	 
 | 
	 
 | 
	 
 | 
	98,510
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	These shares subject to option are either currently exercisable
	or exercisable within 60 days as of March 11, 2011.
 | 
	 
| 
 | 
 | 
 | 
| 
	(2)
 | 
 | 
	Share equivalents for directors represent non-voting deferred
	stock units acquired under the 1993 Directors Plan some of which
	are paid out in shares of common stock at the conclusion of a
	director-specified deferral period, and others are paid out upon
	termination of the directors service on the Board of
	Directors. The HII NEOs hold share equivalents with pass-through
	voting rights in the Northrop Grumman Savings Plan.
 | 
	168
 
	 
	DESCRIPTION
	OF CAPITAL STOCK
	 
	Authorized
	Capital Stock
	 
	Prior to the distribution date, our board of directors and
	Northrop Grumman, as our sole stockholder, will approve and
	adopt the Restated Certificate of Incorporation, and our board
	of directors will approve and adopt the Restated Bylaws. Under
	the Restated Certificate of Incorporation, authorized capital
	stock will consist of 150 million shares of our common
	stock, par value $.01 per share, and 10 million shares
	of our preferred stock, par value $.01 per share.
	 
	Common
	Stock
	 
	Immediately following the spin-off, we estimate that
	approximately 48.8 million shares of our common stock
	will be issued and outstanding, based on the number of shares of
	Northrop Grumman common stock expected to be outstanding as of
	the record date. The actual number of shares of our common stock
	outstanding following the spin-off will be determined on
	March 30, 2011, the record date.
	 
	Dividend Rights.
	 Dividends may be paid on our common
	stock and on any class or series of stock entitled to
	participate with our common stock as to dividends, but only when
	and as declared by our board of directors and only if full
	dividends on all then-outstanding series of our preferred stock
	for the then current and prior dividend periods have been paid
	or provided for.
	 
	Voting Rights.
	 Each holder of our common stock is
	generally entitled to one vote per share on all matters
	submitted to a vote of stockholders and does not have cumulative
	voting rights for the election of directors.
	 
	Liquidation.
	 If we liquidate, holders of our common
	stock are entitled to receive all remaining assets available for
	distribution to stockholders after satisfaction of our
	liabilities and the preferential rights of any our preferred
	stock that may be outstanding at that time.
	 
	Other Rights.
	 The outstanding shares of our common
	stock are fully paid and nonassessable. The holders of our
	common stock do not have any preemptive, conversion or
	redemption rights.
	 
	Preferred
	Stock
	 
	Under the Restated Certificate of Incorporation, our board of
	directors is authorized to issue our preferred stock from time
	to time, in one or more series, and to fix the number of shares
	constituting such series and the designation of such series, the
	voting powers (if any) of the shares of such series, and the
	preference and relative, participating, optional or other
	special rights, if any, and any qualifications, limitations or
	restrictions thereof, of the shares of such series. See
	Anti-Takeover Effects of Provisions of Our
	Certificate of Incorporation and Bylaws.
	 
	Our preferred stock will, when issued, be fully paid and
	nonassessable and have no preemptive rights. Our preferred stock
	will have the dividend, liquidation, and voting rights described
	below, unless we indicate otherwise in the applicable
	certificate of designation relating to a particular series of
	our preferred stock.
	 
	Dividend Rights.
	 Holders of our preferred stock will
	receive, when, as and if declared by our board of directors,
	dividends at rates and on the dates described in the applicable
	certificate of designations. Each dividend will be payable to
	the holders of record as they appear on our stock record books.
	Dividends on any series of our preferred stock may be cumulative
	or noncumulative.
	 
	Voting Rights.
	 Unless indicated otherwise in the
	applicable certificate of designation relating to a particular
	series of our preferred stock or expressly required by law, the
	holders of our preferred stock will not have any voting rights.
	 
	Liquidation.
	 If we liquidate, dissolve or wind up
	our affairs, either voluntarily or involuntarily, the holders of
	each series of our preferred stock will be entitled to receive
	liquidation distributions. These will be in the amounts set
	forth in the applicable certificate of designation, plus accrued
	and unpaid dividends and, if the series of our preferred stock
	is cumulative, accrued and unpaid dividends for all prior
	dividend periods. If we do not pay in full all amounts payable
	on any series of our preferred stock, the holders of our
	preferred stock will share proportionately
	169
 
	with any equally ranked securities in any distribution of our
	assets. After the holders of any series of our preferred stock
	are paid in full, they will not have any further claim to any of
	our remaining assets.
	 
	Redemption.
	 A series of our preferred stock may be
	redeemable, in whole or in part, at our option or at the option
	of the holder of the stock, and may be subject to mandatory
	redemption pursuant to a sinking fund, under the terms described
	in any applicable certificate of designation.
	 
	In the event of partial redemptions of our preferred stock, our
	board of directors or its committee will determine the method
	for selecting the shares to be redeemed, which may be by lot or
	pro rata or by any other method our board of directors or its
	committee determines to be equitable.
	 
	On and after a redemption date, unless we default in the payment
	of the redemption price, dividends will cease to accrue on
	shares of our preferred stock which were called for redemption.
	In addition, all rights of holders of the shares of our
	preferred stock will terminate except for the right to receive
	the redemption price.
	 
	Conversion and Exchange.
	 The applicable certificate
	of designation for any series of our preferred stock will state
	the terms and conditions, if any, on which shares of that series
	are convertible into or exchangeable for our common stock or
	other securities.
	 
	Anti-Takeover
	Effects of Provisions of Our Certificate of Incorporation and
	Bylaws
	 
	The Restated Certificate of Incorporation, the Restated Bylaws
	and Delaware statutory law contain certain provisions that could
	make the acquisition of our company by means of a tender offer,
	a proxy contest or otherwise more difficult. The description set
	forth below is intended as a summary only and is qualified in
	its entirety by reference to the Restated Certificate of
	Incorporation and the Restated Bylaws which are attached as
	exhibits to our Registration Statement on Form 10 under the
	Exchange Act relating to our common stock.
	 
	Classified Board of Directors.
	 The Restated
	Certificate of Incorporation provides for a classified board of
	directors consisting of three classes of directors. Directors of
	each class are chosen for three-year terms upon the expiration
	of their current terms and each year one class of our directors
	will be elected by our stockholders. The terms of the first,
	second and third classes will expire in 2012, 2013 and 2014,
	respectively.
	 
	Number of Directors; Filling Vacancies; Removal.
	 The
	Restated Certificate of Incorporation and the Restated Bylaws
	provide that that our business and affairs will be managed by
	and under our board of directors. The Restated Certificate of
	Incorporation and the Restated Bylaws provide that the board of
	directors shall consist of not less than five or more than
	fifteen members, the exact number of which will be fixed from
	time to time exclusively by a resolution duly adopted by the
	board of directors. In addition, the Restated Certificate of
	Incorporation and the Restated Bylaws provide that any vacancy
	on our board of directors that results from any increase in the
	number of directors, or any other vacancies, may be filled
	solely by the affirmative vote of a majority of the remaining
	directors then in office and entitled to vote thereon, even
	though less than a quorum of the board of directors. The
	Restated Certificate of Incorporation also provides that any
	director, or the entire board of directors, may be removed from
	office at any time, but only for cause and only by the
	affirmative vote of the holders of at least
	66
	2
	/
	3
	%
	of the total voting power of the outstanding shares of capital
	stock of the company entitled to vote thereon, voting as a
	single class.
	 
	Notwithstanding the foregoing, the Restated Certificate of
	Incorporation and the Restated Bylaws provide that whenever the
	holders of any class or series of our preferred stock have the
	right to elect additional directors under specified
	circumstances, the election, removal, term of office, filling of
	vacancies and other features of such directorships will be
	governed by the terms of the certificate of designation
	applicable thereto.
	 
	Special Meetings.
	 The Restated Certificate of
	Incorporation and the Restated Bylaws provide that, subject to
	the terms of any class or series of our preferred stock, special
	meetings of the stockholders may be called at any time only by
	the board of directors (or an authorized committee thereof) or
	by the chairperson of the board of directors.
	 
	Advance Notice Provisions for Stockholder Nominations and
	Stockholder Proposals
	. The Restated Bylaws establish an
	advance notice procedure for stockholders to make nominations of
	candidates for election to the board of directors, or to bring
	other business before an annual meeting of stockholders (the
	Stockholder Notice Procedure).
	170
 
	The Stockholder Notice Procedure provides that nominations of
	persons for election to the board of directors and the proposal
	of business to be transacted by the stockholders may be made at
	an annual meeting of stockholders (i) pursuant to the
	companys proxy materials with respect to such meeting,
	(ii) by or at the direction of our board of directors or
	(iii) by any stockholder of record of our company (a
	Record Stockholder) at the time of the giving of the
	notice required, who is entitled to vote at the meeting and who
	has complied with the proper notice procedures. Under the
	Stockholder Notice Procedure, for a stockholder notice in
	respect of the annual meeting of stockholders to be timely, such
	notice must be received by our Secretary at our principal
	executive offices not less than 90 or more than 120 days
	prior to the one-year anniversary of the date on which the
	company first mailed its proxy materials; provided, however,
	that if the annual meeting is convened more than 30 days
	prior to or delayed by more than 30 days after the one-year
	anniversary of the preceding years annual meeting, or if
	no annual meeting was held in the preceding year, notice by the
	Record Stockholder to be timely must be so received not later
	than the close of the business on the later of (x) the
	135th day prior to such annual meeting or (y) the
	10th day following the day on which the public announcement
	of the date of such meeting is first made by the company.
	Notwithstanding anything in the preceding sentence to the
	contrary, in the event that the number of directors to be
	elected to the board of directors is increased and we do not
	make a public announcement naming all of the nominees for
	director or specifying the size of the increased board of
	directors at least 10 days before the last day a Record
	Stockholder may deliver a notice of nomination in accordance
	with the preceding sentence, a Record Stockholders notice
	will also be considered timely, but only with respect to
	nominees for any new positions created by such increase, if it
	is received by our Secretary at our principal executive offices
	not later than the close of business on the 10th day
	following the day on which we first make such public
	announcement.
	 
	Under the Stockholder Notice Procedure, a Record
	Stockholders notice proposing to nominate a person for
	election as a director or bring other business before an annual
	meeting of stockholders must contain certain information, as set
	forth in the Restated Bylaws. Only persons who are nominated in
	accordance with the Stockholder Notice Procedures will be
	eligible to serve as directors and only such business which has
	been brought before the meeting in accordance with these
	Stockholder Notice Procedures will be conducted at an annual
	meeting of stockholders.
	 
	By requiring advance notice of nominations by stockholders, the
	Stockholder Notice Procedure will afford our board of directors
	an opportunity to consider the qualifications of the proposed
	nominees and, to the extent deemed necessary or desirable by our
	board of directors, to inform stockholders about such
	qualifications. By requiring advance notice of other proposed
	business, the Stockholder Notice Procedure will also provide a
	more orderly procedure for conducting annual meetings of
	stockholders and, to the extent deemed necessary or desirable by
	our board of directors, will provide our board of directors with
	an opportunity to inform stockholders, prior to such meetings,
	of any business proposed to be conducted at such meetings,
	together with any recommendations as to our board of
	directors position regarding action to be taken with
	respect to such business, so that stockholders can better decide
	whether to attend such a meeting or to grant a proxy regarding
	the disposition of any such business.
	 
	Contests for the election of directors or the consideration of
	stockholder proposals will be precluded if the proper procedures
	are not followed. Third parties may therefore be discouraged
	from conducting a solicitation of proxies to elect its own slate
	of directors or to approve its own proposal.
	 
	Stockholder Action by Written Consent with Board
	Authorization.
	 The Restated Certificate of
	Incorporation and the Restated Bylaws require authorization of
	our board of directors (or an authorized committee thereof) for
	action by written consent of the holders of the outstanding
	shares of stock having not less than the minimum voting power
	that would be necessary to authorize or take such action at a
	meeting of stockholders at which all shares entitled to vote
	thereon were present and voted, provided all other requirements
	of applicable law and the Restated Certificate of Incorporation
	have been satisfied.
	 
	Amendments to Certificate of Incorporation and
	Bylaws.
	 The Restated Certificate of Incorporation
	provides that, in addition to any requirements of law and
	notwithstanding any other provision of the Restated Certificate
	of Incorporation or the Restated Bylaws of our company, the
	affirmative vote of at least
	66
	2
	/
	3
	%
	in voting power of the issued and outstanding stock entitled to
	vote thereon, voting as a single class, will be required for our
	stockholders to amend or repeal, or adopt any provision
	inconsistent with, the provisions in the Restated Certificate of
	Incorporation or the Bylaws relating to the number, term and
	election of directors, vacancies on our board of directors,
	removal of
	171
 
	directors, stockholder action by written consent, calling of
	special meetings, advance notice of stockholder proposals,
	liability of directors, indemnification, amendments to the
	Restated Certificate of Incorporation and amendments to the
	Restated Bylaws.
	 
	Stockholder Meetings.
	 The Restated Bylaws provide
	that all meetings of stockholders will be conducted in
	accordance with such rules and procedures as our board of
	directors may determine subject to the requirements of
	applicable law and, as to matters not governed by such rules and
	procedures, as the chairperson of such meeting will determine.
	Such rules and procedures may include the establishment of an
	agenda, rules and procedures for maintaining order, limitations
	on attendance and participation relating to presence at the
	meeting of persons other than stockholders, restrictions on
	entry at the meeting after commencement thereof and the
	imposition of time limitations for questions by participants at
	the meeting.
	 
	Our Preferred Stock.
	 The Restated Certificate of
	Incorporation authorizes our board of directors to provide for
	series of our preferred stock and, with respect to each such
	series, to fix the number of shares constituting such series and
	the designation of such series, the voting powers (if any) of
	the shares of such series, and the preferences and relative,
	participating, optional or other special rights, if any, and any
	qualifications, limitations or restrictions thereof, of the
	shares of such series.
	 
	We believe that the ability of our board of directors to issue
	one or more series of our preferred stock will provide us with
	flexibility in structuring possible future financings and
	acquisitions, and in meeting other corporate needs which might
	arise. The authorized shares of our preferred stock, as well as
	shares of common stock, will be available for issuance without
	further action by our stockholders, unless such action is
	required by applicable law or the rules of any stock exchange or
	automated quotation system on which our securities may be listed
	or traded. The NYSE currently requires stockholder approval as a
	prerequisite to listing shares in several instances, including
	where the present or potential issuance of shares could result
	in a 20% increase in the number of shares of common stock
	outstanding or in the amount of voting securities outstanding.
	If the approval of our stockholders is not required for the
	issuance of shares of our preferred stock or our common stock,
	our board of directors may determine not to seek stockholder
	approval.
	 
	Although our board of directors has no intention at the present
	time of doing so, it could issue a series of our preferred stock
	that could, depending on the terms of such series, impede the
	completion of a merger, tender offer or other takeover attempt.
	Our board of directors will make any determination to issue such
	shares based on its judgment as to the best interests of the
	company and our stockholders. Our board of directors, in so
	acting, could issue our preferred stock having terms that could
	discourage an acquisition attempt through which an acquiror may
	be able to change the composition of our board of directors,
	including a tender offer or other transaction that some, or a
	majority, of our stockholders might believe to be in their best
	interests or in which stockholders might receive a premium for
	their stock over the then current market price of such stock.
	 
	Section 203
	of the Delaware General Corporation Law
	 
	Section 203 of the Delaware General Corporation Law (the
	DGCL) provides that, subject to certain exceptions
	specified therein, a corporation shall not engage in any
	business combination with any interested
	stockholder for a three-year period following the time
	that such stockholder becomes an interested stockholder unless
	(i) prior to such time, the board of directors of the
	corporation approved either the business combination or the
	transaction which resulted in the stockholder becoming an
	interested stockholder, (ii) upon consummation of the
	transaction which resulted in the stockholder becoming an
	interested stockholder, the interested stockholder owned at
	least 85% of the voting stock of the corporation outstanding at
	the time the transaction commenced (excluding certain shares) or
	(iii) on or subsequent to such time, the business
	combination is approved by the board of directors of the
	corporation and by the affirmative vote of at least
	66
	2
	/
	3
	%
	of the outstanding voting stock which is not owned by the
	interested stockholder. Section 203 of the DGCL generally
	defines an interested stockholder to include
	(x) any person that is the owner of 15% or more of the
	outstanding voting stock of the corporation, or is an affiliate
	or associate of the corporation and was the owner of 15% or more
	of the outstanding voting stock of the corporation at any time
	within three years immediately prior to the relevant date and
	(y) the affiliates and associates of any such person.
	Section 203 of the DGCL generally defines a business
	combination to include (1) mergers and sales or other
	dispositions of 10% or more of the assets of the corporation
	with or to an interested stockholder, (2) certain
	172
 
	transactions resulting in the issuance or transfer to the
	interested stockholder of any stock of the corporation or its
	subsidiaries, (3) certain transactions which would result
	in increasing the proportionate share of the stock of the
	corporation or its subsidiaries owned by the interested
	stockholder and (4) receipt by the interested stockholder
	of the benefit (except proportionately as a stockholder) of any
	loans, advances, guarantees, pledges, or other financial
	benefits.
	 
	Under certain circumstances, Section 203 of the DGCL makes
	it more difficult for a person who would be an interested
	stockholder to effect various business combinations with a
	corporation for a three-year period, although the certificate of
	incorporation or stockholder-adopted bylaws may exclude a
	corporation from the restrictions imposed thereunder. Neither
	the Restated Certificate of Incorporation nor the Restated
	Bylaws exclude HII from the restrictions imposed under
	Section 203 of the DGCL. It is anticipated that the
	provisions of Section 203 of the DGCL may encourage
	companies interested in acquiring us to negotiate in advance
	with our board of directors since the stockholder approval
	requirement would be avoided if our board of directors approves,
	prior to the time the stockholder becomes an interested
	stockholder, either the business combination or the transaction
	which results in the stockholder becoming an interested
	stockholder.
	 
	Transfer
	Agent and Registrar
	 
	The registrar and transfer agent for our common stock is
	Computershare Trust Company, N.A.
	 
	Listing
	 
	Following the spin-off, we expect to have our common stock
	listed on the NYSE under the ticker symbol HII.
	 
	Liability
	and Indemnification of Directors and Officers
	 
	Elimination of Liability of Directors.
	 The Restated
	Certificate of Incorporation provides that a director of our
	company will not be liable to the company or our stockholders
	for monetary damages for breach of fiduciary duty as a director,
	except for liability (i) for any breach of the
	directors duty of loyalty to the company or our
	stockholders, (ii) for acts or omissions not in good faith
	or which involve intentional misconduct or a knowing violation
	of law, (iii) under Section 174 of the DGCL (which
	concerns unlawful payments of dividends, stock purchases or
	redemptions), or (iv) for any transaction from which the
	director derives an improper personal benefit. If the DGCL is
	amended to authorize the further elimination or limitation of
	the liability of directors, then the liability of a director of
	the company shall be eliminated or limited to the fullest extent
	permitted by the DGCL, as so amended.
	 
	While the Restated Certificate of Incorporation provides
	directors with protection from awards for monetary damages for
	breaches of their duty of care, it does not eliminate such duty.
	Accordingly, the Restated Certificate of Incorporation will have
	no effect on the availability of equitable remedies such as an
	injunction or rescission based on a directors breach of
	his or her duty of care. The provisions of the Restated
	Certificate of Incorporation described above apply to an officer
	of HII only if he or she is a director of HII and is acting in
	his or her capacity as director, and do not apply to officers of
	HII who are not directors.
	 
	Indemnification of Directors, Officers, Employees and
	Agents.
	 The Restated Bylaws provide that we will
	indemnify and hold harmless, to the fullest extent authorized by
	the DGCL as it presently exists or may thereafter be amended,
	any person (an Indemnitee) who was or is made a
	party to any actual or threatened action, suit or proceeding,
	whether civil, criminal, administrative or investigative (a
	proceeding), by reason of the fact that he or she is
	or was a director, officer, employee or agent of our company or
	while he or she is or was serving at the request of the board of
	directors or an executive officer of our company as a director,
	officer, employee, agent or trustee of another corporation or of
	a partnership, joint venture, trust or other enterprise,
	including service with respect to an employee benefit plan,
	against all expense, liability and loss (including
	attorneys fees, judgments, fines, ERISA excise taxes or
	penalties and amounts paid in settlement) actually and
	reasonably incurred or suffered by such Indemnitee in connection
	therewith. The Restated Bylaws also provide that,
	notwithstanding the foregoing, but except as described in the
	second following paragraph, we will be required to indemnify an
	Indemnitee in connection with a proceeding, or part thereof,
	initiated by such Indemnitee only if such proceeding, or part
	thereof, was authorized by our board of directors.
	173
 
	The Restated Bylaws further provide that we will pay the
	expenses incurred by an Indemnitee in defending or preparing for
	any proceeding in advance of its final disposition, provided
	however, that if the DGCL requires, such payment of expenses in
	advance of the final disposition of the proceeding will be made
	only upon delivery to our company of an undertaking containing
	such terms and conditions, including the requirement of
	security, as our board of directors deems appropriate, by or on
	behalf of such Indemnitee, to repay all amounts so advanced if
	it is ultimately determined by final judicial decision from
	which there is no further right to appeal that the Indemnitee is
	not entitled to be indemnified under the relevant section of the
	Restated Bylaws or otherwise.
	 
	The Restated Bylaws also expressly state that we may grant
	additional rights to indemnification and to the advancement of
	expenses to any of our employees or agents to the fullest extent
	permitted by law.
	174
 
	 
	WHERE YOU
	CAN FIND MORE INFORMATION
	 
	We have filed with the SEC a Form 10 with respect to the
	shares of common stock that Northrop Grumman stockholders will
	receive in the distribution. This information statement does not
	contain all of the information contained in the Form 10 and
	the exhibits and schedules to the Form 10. Some items are
	omitted in accordance with the rules and regulations of the SEC.
	For additional information relating to us and the spin-off,
	reference is made to the Form 10 and the exhibits to the
	Form 10, which are on file at the offices of the SEC.
	Statements contained in this information statement as to the
	contents of any contract or other document referred to are not
	necessarily complete and in each instance, if the contract or
	document is filed as an exhibit, reference is made to the copy
	of the contract or other documents filed as an exhibit to the
	Form 10. Each statement is qualified in all respects by the
	relevant reference.
	 
	You may inspect and copy the Form 10 and the exhibits to
	the Form 10 that we have filed with the SEC at the
	SECs Public Reference Room at 100 F Street,
	N.E., Washington, D.C. 20549. Please call the SEC at
	(800) SEC-0330 for further information on the Public
	Reference Room. In addition, the SEC maintains an Internet site
	at www.sec.gov, from which you can electronically access the
	Form 10, including the exhibits and schedules to the
	Form 10.
	 
	We will maintain an Internet site at www.huntingtoningalls.com.
	Our Internet site and the information contained on that site, or
	connected to that site, are not incorporated into the
	information statement or the registration statement on
	Form 10.
	 
	As a result of the distribution, we will be required to comply
	with the full informational requirements of the Exchange Act. We
	will fulfill our obligations with respect to these requirements
	by filing periodic reports and other information with the SEC.
	 
	We plan to make available, free of charge, on our Internet site
	our Annual Reports on
	Form 10-K,
	Quarterly Reports on
	Form 10-Q,
	Current Reports on
	Form 8-K,
	reports filed pursuant to Section 16 of the Exchange Act
	and amendments to those reports as soon as reasonably
	practicable after we electronically file or furnish such
	materials to the SEC.
	 
	You should rely only on the information contained in this
	information statement or to which we have referred you. We have
	not authorized any person to provide you with different
	information or to make any representation not contained in this
	information statement.
	175
 
	 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	REPORT OF
	INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
	 
	To the Board of Directors of
	Northrop Grumman Corporation
	Los Angeles, California
	 
	We have audited the accompanying consolidated statements of
	financial position of Northrop Grumman Shipbuilding and
	subsidiaries (the Company), a wholly owned
	subsidiary of Northrop Grumman Corporation (the
	Corporation), as of December 31, 2010 and 2009,
	and the related consolidated statements of operations, changes
	in equity and cash flows for each of the three years in the
	period ended December 31, 2010. These consolidated
	financial statements are the responsibility of the
	Companys management. Our responsibility is to express an
	opinion on these consolidated financial statements based on our
	audits.
	 
	We conducted our audits in accordance with the standards of the
	Public Company Accounting Oversight Board (United States). Those
	standards require that we plan and perform the audit to obtain
	reasonable assurance about whether the financial statements are
	free of material misstatement. The Company is not required to
	have, nor were we engaged to perform, an audit of its internal
	control over financial reporting. Our audits included
	consideration of internal control over financial reporting as a
	basis for designing audit procedures that are appropriate in the
	circumstances, but not for the purpose of expressing an opinion
	on the effectiveness of the Companys internal control over
	financial reporting. Accordingly, we express no such opinion. An
	audit also includes examining, on a test basis, evidence
	supporting the amounts and disclosures in the financial
	statements, assessing the accounting principles used and
	significant estimates made by management, as well as evaluating
	the overall financial statement presentation. We believe that
	our audits provide a reasonable basis for our opinion.
	 
	In our opinion, such consolidated financial statements present
	fairly, in all material respects, the financial position of
	Northrop Grumman Shipbuilding and subsidiaries as of
	December 31, 2010 and 2009, and the results of their
	operations and their cash flows for each of the three years in
	the period ended December 31, 2010, in conformity with
	accounting principles generally accepted in the United States of
	America.
	 
	As described in Note 2, the accompanying consolidated
	financial statements have been derived from the consolidated
	financial statements and accounting records of the Corporation.
	The consolidated financial statements also include expense
	allocations for certain corporate functions historically
	provided by the Corporation. These allocations may not be
	reflective of the actual expense which would have been incurred
	had the Company operated as a separate entity apart from the
	Corporation.
	 
	DELOITTE & TOUCHE LLP
	 
	Virginia Beach, Virginia
	February 8, 2011
	(February 21, 2011 as to Note 13)
	F-2
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and Service Revenues
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Product sales
 
 | 
	 
 | 
	$
 | 
	5,798
 | 
	 
 | 
	 
 | 
	$
 | 
	5,046
 | 
	 
 | 
	 
 | 
	$
 | 
	5,207
 | 
	 
 | 
| 
 
	Service revenues
 
 | 
	 
 | 
	 
 | 
	925
 | 
	 
 | 
	 
 | 
	 
 | 
	1,246
 | 
	 
 | 
	 
 | 
	 
 | 
	982
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total sales and service revenues
 
 | 
	 
 | 
	 
 | 
	6,723
 | 
	 
 | 
	 
 | 
	 
 | 
	6,292
 | 
	 
 | 
	 
 | 
	 
 | 
	6,189
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cost of Sales and Service Revenues
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cost of product sales
 
 | 
	 
 | 
	 
 | 
	5,042
 | 
	 
 | 
	 
 | 
	 
 | 
	4,415
 | 
	 
 | 
	 
 | 
	 
 | 
	4,672
 | 
	 
 | 
| 
 
	Cost of service revenues
 
 | 
	 
 | 
	 
 | 
	770
 | 
	 
 | 
	 
 | 
	 
 | 
	1,027
 | 
	 
 | 
	 
 | 
	 
 | 
	817
 | 
	 
 | 
| 
 
	Corporate home office and other general and administrative costs
 
 | 
	 
 | 
	 
 | 
	663
 | 
	 
 | 
	 
 | 
	 
 | 
	639
 | 
	 
 | 
	 
 | 
	 
 | 
	564
 | 
	 
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
	 
 | 
	 
 | 
	211
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,354
 | 
	)
 | 
| 
 
	Other (expense) income
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Interest expense
 
 | 
	 
 | 
	 
 | 
	(40
 | 
	)
 | 
	 
 | 
	 
 | 
	(36
 | 
	)
 | 
	 
 | 
	 
 | 
	(40
 | 
	)
 | 
| 
 
	Other, net
 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Earnings (loss) before income taxes
 
 | 
	 
 | 
	 
 | 
	206
 | 
	 
 | 
	 
 | 
	 
 | 
	176
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,394
 | 
	)
 | 
| 
 
	Federal income taxes
 
 | 
	 
 | 
	 
 | 
	71
 | 
	 
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
	 
 | 
	 
 | 
	26
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	124
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,420
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net earnings (loss) from above
 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	124
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,420
 | 
	)
 | 
| 
 
	Other comprehensive income (loss)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Change in unamortized benefit plan costs
 
 | 
	 
 | 
	 
 | 
	11
 | 
	 
 | 
	 
 | 
	 
 | 
	142
 | 
	 
 | 
	 
 | 
	 
 | 
	(677
 | 
	)
 | 
| 
 
	Tax (expense) benefit on change in unamortized benefit plan costs
 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
	 
 | 
	 
 | 
	(56
 | 
	)
 | 
	 
 | 
	 
 | 
	264
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other comprehensive income (loss), net of tax
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
	 
 | 
	 
 | 
	(413
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Comprehensive income (loss)
 
 | 
	 
 | 
	$
 | 
	151
 | 
	 
 | 
	 
 | 
	$
 | 
	210
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,833
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The accompanying notes are an integral part of these
	consolidated financial statements.
	F-3
 
	 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Unaudited
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pro Forma
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 
 | 
	 
 | 
	 
 | 
	December 31
 
 | 
	 
 | 
	 
 | 
	December 31
 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Accounts receivable, net
 
 | 
	 
 | 
	$
 | 
	728
 | 
	 
 | 
	 
 | 
	$
 | 
	728
 | 
	 
 | 
	 
 | 
	$
 | 
	537
 | 
	 
 | 
| 
 
	Inventoried costs, net
 
 | 
	 
 | 
	 
 | 
	293
 | 
	 
 | 
	 
 | 
	 
 | 
	293
 | 
	 
 | 
	 
 | 
	 
 | 
	298
 | 
	 
 | 
| 
 
	Deferred income taxes
 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
	 
 | 
	 
 | 
	326
 | 
	 
 | 
| 
 
	Prepaid expenses and other current assets
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total current assets
 
 | 
	 
 | 
	 
 | 
	1,313
 | 
	 
 | 
	 
 | 
	 
 | 
	1,313
 | 
	 
 | 
	 
 | 
	 
 | 
	1,171
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Property, Plant, and Equipment
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Land and land improvements
 
 | 
	 
 | 
	 
 | 
	303
 | 
	 
 | 
	 
 | 
	 
 | 
	303
 | 
	 
 | 
	 
 | 
	 
 | 
	287
 | 
	 
 | 
| 
 
	Buildings and leasehold improvements
 
 | 
	 
 | 
	 
 | 
	1,357
 | 
	 
 | 
	 
 | 
	 
 | 
	1,357
 | 
	 
 | 
	 
 | 
	 
 | 
	1,296
 | 
	 
 | 
| 
 
	Machinery and other equipment
 
 | 
	 
 | 
	 
 | 
	1,162
 | 
	 
 | 
	 
 | 
	 
 | 
	1,162
 | 
	 
 | 
	 
 | 
	 
 | 
	1,104
 | 
	 
 | 
| 
 
	Capitalized software costs
 
 | 
	 
 | 
	 
 | 
	185
 | 
	 
 | 
	 
 | 
	 
 | 
	185
 | 
	 
 | 
	 
 | 
	 
 | 
	160
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	3,007
 | 
	 
 | 
	 
 | 
	 
 | 
	3,007
 | 
	 
 | 
	 
 | 
	 
 | 
	2,847
 | 
	 
 | 
| 
 
	Accumulated depreciation and amortization
 
 | 
	 
 | 
	 
 | 
	(1,010
 | 
	)
 | 
	 
 | 
	 
 | 
	(1,010
 | 
	)
 | 
	 
 | 
	 
 | 
	(870
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Property, plant, and equipment, net
 
 | 
	 
 | 
	 
 | 
	1,997
 | 
	 
 | 
	 
 | 
	 
 | 
	1,997
 | 
	 
 | 
	 
 | 
	 
 | 
	1,977
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Goodwill
 
 | 
	 
 | 
	 
 | 
	1,134
 | 
	 
 | 
	 
 | 
	 
 | 
	1,134
 | 
	 
 | 
	 
 | 
	 
 | 
	1,134
 | 
	 
 | 
| 
 
	Other purchased intangibles, net of accumulated amortization of
	$352 in 2010 and $329 in 2009
 
 | 
	 
 | 
	 
 | 
	587
 | 
	 
 | 
	 
 | 
	 
 | 
	587
 | 
	 
 | 
	 
 | 
	 
 | 
	610
 | 
	 
 | 
| 
 
	Pension plan asset
 
 | 
	 
 | 
	 
 | 
	131
 | 
	 
 | 
	 
 | 
	 
 | 
	131
 | 
	 
 | 
	 
 | 
	 
 | 
	116
 | 
	 
 | 
| 
 
	Miscellaneous other assets
 
 | 
	 
 | 
	 
 | 
	41
 | 
	 
 | 
	 
 | 
	 
 | 
	41
 | 
	 
 | 
	 
 | 
	 
 | 
	28
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total other assets
 
 | 
	 
 | 
	 
 | 
	1,893
 | 
	 
 | 
	 
 | 
	 
 | 
	1,893
 | 
	 
 | 
	 
 | 
	 
 | 
	1,888
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	5,036
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Liabilities and Equity
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current Liabilities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Notes payable to parent
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	715
 | 
	 
 | 
	 
 | 
	$
 | 
	537
 | 
	 
 | 
| 
 
	Trade accounts payable
 
 | 
	 
 | 
	$
 | 
	274
 | 
	 
 | 
	 
 | 
	 
 | 
	274
 | 
	 
 | 
	 
 | 
	 
 | 
	314
 | 
	 
 | 
| 
 
	Current portion of workers compensation liabilities
 
 | 
	 
 | 
	 
 | 
	197
 | 
	 
 | 
	 
 | 
	 
 | 
	197
 | 
	 
 | 
	 
 | 
	 
 | 
	255
 | 
	 
 | 
| 
 
	Accrued interest on notes payable to parent
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	212
 | 
	 
 | 
| 
 
	Current portion of post-retirement plan liabilities
 
 | 
	 
 | 
	 
 | 
	146
 | 
	 
 | 
	 
 | 
	 
 | 
	146
 | 
	 
 | 
	 
 | 
	 
 | 
	175
 | 
	 
 | 
| 
 
	Accrued employees compensation
 
 | 
	 
 | 
	 
 | 
	203
 | 
	 
 | 
	 
 | 
	 
 | 
	203
 | 
	 
 | 
	 
 | 
	 
 | 
	173
 | 
	 
 | 
| 
 
	Advance payments and billings in excess of costs incurred
 
 | 
	 
 | 
	 
 | 
	107
 | 
	 
 | 
	 
 | 
	 
 | 
	107
 | 
	 
 | 
	 
 | 
	 
 | 
	81
 | 
	 
 | 
| 
 
	Provision for contract losses
 
 | 
	 
 | 
	 
 | 
	80
 | 
	 
 | 
	 
 | 
	 
 | 
	80
 | 
	 
 | 
	 
 | 
	 
 | 
	53
 | 
	 
 | 
| 
 
	Other current liabilities
 
 | 
	 
 | 
	 
 | 
	265
 | 
	 
 | 
	 
 | 
	 
 | 
	265
 | 
	 
 | 
	 
 | 
	 
 | 
	154
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total current liabilities
 
 | 
	 
 | 
	 
 | 
	1,272
 | 
	 
 | 
	 
 | 
	 
 | 
	2,226
 | 
	 
 | 
	 
 | 
	 
 | 
	1,954
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	283
 | 
	 
 | 
| 
 
	Contribution payable to parent
 
 | 
	 
 | 
	 
 | 
	1,429
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other post-retirement plan liabilities
 
 | 
	 
 | 
	 
 | 
	567
 | 
	 
 | 
	 
 | 
	 
 | 
	567
 | 
	 
 | 
	 
 | 
	 
 | 
	502
 | 
	 
 | 
| 
 
	Pension plan liabilities
 
 | 
	 
 | 
	 
 | 
	381
 | 
	 
 | 
	 
 | 
	 
 | 
	381
 | 
	 
 | 
	 
 | 
	 
 | 
	379
 | 
	 
 | 
| 
 
	Workers compensation liabilities
 
 | 
	 
 | 
	 
 | 
	351
 | 
	 
 | 
	 
 | 
	 
 | 
	351
 | 
	 
 | 
	 
 | 
	 
 | 
	265
 | 
	 
 | 
| 
 
	Deferred tax liabilities
 
 | 
	 
 | 
	 
 | 
	99
 | 
	 
 | 
	 
 | 
	 
 | 
	99
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 | 
	 
 | 
| 
 
	Other long-term liabilities
 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
	 
 | 
	 
 | 
	60
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total liabilities
 
 | 
	 
 | 
	 
 | 
	4,260
 | 
	 
 | 
	 
 | 
	 
 | 
	3,785
 | 
	 
 | 
	 
 | 
	 
 | 
	3,599
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Commitments and Contingencies (Note 14)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Equity
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Common Stock, $.01 par value
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Additional paid-in capital
 
 | 
	 
 | 
	 
 | 
	1,458
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Parents equity in unit
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1,933
 | 
	 
 | 
	 
 | 
	 
 | 
	1,968
 | 
	 
 | 
| 
 
	Accumulated other comprehensive loss
 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
	 
 | 
	 
 | 
	(531
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total equity
 
 | 
	 
 | 
	 
 | 
	943
 | 
	 
 | 
	 
 | 
	 
 | 
	1,418
 | 
	 
 | 
	 
 | 
	 
 | 
	1,437
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total liabilities and equity
 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	5,036
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The accompanying notes are an integral part of these
	consolidated financial statements.
	F-4
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Operating Activities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net Earnings (Loss)
 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	124
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,420
 | 
	)
 | 
| 
 
	Adjustments to reconcile to net cash provided by (used in)
	operating activities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Depreciation
 
 | 
	 
 | 
	 
 | 
	160
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 | 
	 
 | 
	 
 | 
	 
 | 
	137
 | 
	 
 | 
| 
 
	Amortization of purchased intangibles
 
 | 
	 
 | 
	 
 | 
	23
 | 
	 
 | 
	 
 | 
	 
 | 
	30
 | 
	 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
| 
 
	Impairment of goodwill
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2,490
 | 
	 
 | 
| 
 
	Deferred income taxes
 
 | 
	 
 | 
	 
 | 
	(19
 | 
	)
 | 
	 
 | 
	 
 | 
	(98
 | 
	)
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
| 
 
	Decrease (increase) in Accounts receivable
 
 | 
	 
 | 
	 
 | 
	(190
 | 
	)
 | 
	 
 | 
	 
 | 
	(56
 | 
	)
 | 
	 
 | 
	 
 | 
	(103
 | 
	)
 | 
| 
 
	Inventoried costs
 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
	 
 | 
	 
 | 
	(101
 | 
	)
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
| 
 
	Prepaid expenses and other current assets
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
| 
 
	Increase (decrease) in Accounts payable and accruals
 
 | 
	 
 | 
	 
 | 
	205
 | 
	 
 | 
	 
 | 
	 
 | 
	(111
 | 
	)
 | 
	 
 | 
	 
 | 
	145
 | 
	 
 | 
| 
 
	Retiree benefits
 
 | 
	 
 | 
	 
 | 
	33
 | 
	 
 | 
	 
 | 
	 
 | 
	(28
 | 
	)
 | 
	 
 | 
	 
 | 
	(28
 | 
	)
 | 
| 
 
	Other non-cash transactions, net
 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net cash provided by (used in) operations
 
 | 
	 
 | 
	 
 | 
	359
 | 
	 
 | 
	 
 | 
	 
 | 
	(88
 | 
	)
 | 
	 
 | 
	 
 | 
	339
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Investing Activities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Additions to property, plant, and equipment
 
 | 
	 
 | 
	 
 | 
	(191
 | 
	)
 | 
	 
 | 
	 
 | 
	(181
 | 
	)
 | 
	 
 | 
	 
 | 
	(218
 | 
	)
 | 
| 
 
	Decrease in restricted cash
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	61
 | 
	 
 | 
| 
 
	Other investing activities, net
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net cash used in investing activities
 
 | 
	 
 | 
	 
 | 
	(189
 | 
	)
 | 
	 
 | 
	 
 | 
	(178
 | 
	)
 | 
	 
 | 
	 
 | 
	(152
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Financing Activities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Repayment of long-term debt
 
 | 
	 
 | 
	 
 | 
	(178
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Proceeds from issuance of note payable to parent
 
 | 
	 
 | 
	 
 | 
	178
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net transfers from (to) parent
 
 | 
	 
 | 
	 
 | 
	(170
 | 
	)
 | 
	 
 | 
	 
 | 
	266
 | 
	 
 | 
	 
 | 
	 
 | 
	(187
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net cash (used in) provided by financing activities
 
 | 
	 
 | 
	 
 | 
	(170
 | 
	)
 | 
	 
 | 
	 
 | 
	266
 | 
	 
 | 
	 
 | 
	 
 | 
	(187
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Increase (decrease) in cash and cash equivalents
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
 
	Cash and cash equivalents, beginning of year
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash and cash equivalents, end of year
 
 | 
	 
 | 
	$
 | 
	
 | 
	 
 | 
	 
 | 
	$
 | 
	
 | 
	 
 | 
	 
 | 
	$
 | 
	
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Supplemental Cash Flow Disclosure
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash paid for interest
 
 | 
	 
 | 
	$
 | 
	16
 | 
	 
 | 
	 
 | 
	$
 | 
	16
 | 
	 
 | 
	 
 | 
	$
 | 
	16
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Non-Cash Investing and Financing Activities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Capital expenditures accrued in accounts payable
 
 | 
	 
 | 
	$
 | 
	44
 | 
	 
 | 
	 
 | 
	$
 | 
	47
 | 
	 
 | 
	 
 | 
	$
 | 
	42
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The accompanying notes are an integral part of these
	consolidated financial statements.
	F-5
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Parents Equity in Unit
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	At beginning of year
 
 | 
	 
 | 
	$
 | 
	1,968
 | 
	 
 | 
	 
 | 
	$
 | 
	1,578
 | 
	 
 | 
	 
 | 
	$
 | 
	4,185
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	135
 | 
	 
 | 
	 
 | 
	 
 | 
	124
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,420
 | 
	)
 | 
| 
 
	Net transfers from (to) parent
 
 | 
	 
 | 
	 
 | 
	(170
 | 
	)
 | 
	 
 | 
	 
 | 
	266
 | 
	 
 | 
	 
 | 
	 
 | 
	(187
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	At end of year
 
 | 
	 
 | 
	 
 | 
	1,933
 | 
	 
 | 
	 
 | 
	 
 | 
	1,968
 | 
	 
 | 
	 
 | 
	 
 | 
	1,578
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Accumulated Other Comprehensive Loss
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	At beginning of year
 
 | 
	 
 | 
	 
 | 
	(531
 | 
	)
 | 
	 
 | 
	 
 | 
	(617
 | 
	)
 | 
	 
 | 
	 
 | 
	(204
 | 
	)
 | 
| 
 
	Other comprehensive income (loss), net of tax
 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
	 
 | 
	 
 | 
	(413
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	At end of year
 
 | 
	 
 | 
	 
 | 
	(515
 | 
	)
 | 
	 
 | 
	 
 | 
	(531
 | 
	)
 | 
	 
 | 
	 
 | 
	(617
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total equity
 
 | 
	 
 | 
	$
 | 
	1,418
 | 
	 
 | 
	 
 | 
	$
 | 
	1,437
 | 
	 
 | 
	 
 | 
	$
 | 
	961
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The accompanying notes are an integral part of these
	consolidated financial statements.
	F-6
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	 
| 
 | 
 | 
| 
	1.  
 | 
	DESCRIPTION
	OF BUSINESS
 | 
	 
	Northrop Grumman Shipbuilding and its subsidiaries (NGSB or the
	company) is a wholly owned subsidiary of Northrop Grumman
	Corporation (Northrop Grumman). The company currently operates
	three major shipyards located in Newport News, Virginia,
	Pascagoula, Mississippi and Avondale, Louisiana but plans to
	wind down its shipbuilding operations at the Avondale, Louisiana
	facility in 2013 (see Note 4).
	 
	The companys business is organized into two operating
	segments, Gulf Coast and Newport News. Through its Gulf Coast
	shipyards, the company currently is the sole supplier and
	builder of amphibious assault and expeditionary ships to the
	U.S. Navy, currently the sole builder of National Security
	Cutters for the U.S. Coast Guard, one of only two companies
	that currently builds the U.S. Navys current fleet of
	DDG-51 Arleigh Burke-class destroyers, and one of the
	nations leading service providers of life cycle support of
	major surface ship programs for the U.S. Navy and
	U.S. Coast Guard. Through its Newport News shipyard, the
	company is the nations sole industrial designer, builder,
	and refueler of nuclear-powered aircraft carriers, and one of
	only two companies currently capable of designing and building
	nuclear-powered submarines for the U.S. Navy. As prime
	contractor, principal subcontractor, or partner, NGSB
	participates in many high-priority defense technology programs
	in the U.S. The company conducts most of its business with
	the U.S. Government, principally the Department of Defense
	(DoD).
	 
	Strategic Actions
	Northrop Grumman announced in July
	2010 that it will evaluate whether a separation of NGSB would be
	in the best interests of Northrop Grumman shareholders,
	customers, and employees. Strategic alternatives for NGSB
	include, but are not limited to, a spin-off to Northrop Grumman
	shareholders. Northrop Grumman believes that separating NGSB
	from Northrop Grumman will benefit both Northrop Grumman and the
	shipbuilding business by better aligning managements
	attention and investment resources to pursue opportunities in
	their respective markets and more actively manage their cost
	structures.
	 
| 
 | 
 | 
| 
	2.  
 | 
	SUMMARY
	OF SIGNIFICANT ACCOUNTING POLICIES
 | 
	 
	Basis of Presentation
	The consolidated financial
	statements of NGSB have been derived from the consolidated
	financial statements and accounting records of Northrop Grumman
	and were prepared in conformity with accounting principles
	generally accepted in the United States (GAAP).
	 
	The consolidated statements of operations include expense
	allocations for certain corporate functions historically
	provided to NGSB by Northrop Grumman, including, but not limited
	to, human resources, employee benefits administration, treasury,
	risk management, audit, finance, tax, legal, information
	technology support, procurement, and other shared services.
	These allocations are reflected in the consolidated statements
	of operations within the expense categories to which they
	relate. The allocations were made on a direct usage basis when
	identifiable, with the remainder allocated on various bases that
	are further discussed in Note 19. Management of NGSB and
	Northrop Grumman consider these allocations to be a reasonable
	reflection of the utilization of services by, or benefits
	provided to, NGSB. Management believes that the allocations are
	substantially consistent with NGSBs estimates of the costs
	it would incur as a stand-alone company. However, these
	estimates are based on managements judgment regarding its
	future stand-alone company costs and not the actual costs
	incurred.
	 
	Transactions between NGSB and Northrop Grumman are reflected as
	effectively settled for cash at the time of the transaction and
	are included in financing activities in the consolidated
	statements of cash flows. The net effect of these transactions
	is reflected in the parents equity in unit in the
	consolidated statements of financial position.
	 
	The consolidated financial statements also include certain
	Northrop Grumman assets and liabilities that are specifically
	identifiable or otherwise allocable to the company. The NGSB
	consolidated financial statements may not be indicative of
	NGSBs future performance and do not necessarily reflect
	what the results of operations, financial position and cash
	flows would have been had NGSB operated as a stand-alone company
	during the periods presented.
	F-7
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Unaudited Pro Forma Statement of Financial
	Position
	The unaudited pro forma statement of financial
	position presents NGSBs pro forma capitalization at
	December 31, 2010. The statement reflects the impacts of
	the transactions to be completed in conjunction with the
	spin-off of Huntington Ingalls Industries, Inc.
	(HII), which will become the parent of NGSB,
	including: (i) the distribution of HII common stock by
	Northrop Grumman to its shareholders; and (ii) the accrual
	of the contribution of $1,429 million by HII to Northrop
	Grumman Systems Corporation, a subsidiary of Northrop Grumman
	(the Contribution). The Contribution is presented as
	a long-term obligation because it will be paid using the
	proceeds from the incurrence of $1,775 million of debt
	prior to the completion of the spin-off by HII (the HII
	Debt). HII will record the net proceeds of the HII Debt
	after funding the Contribution as cash and cash equivalents on
	its Consolidated Statement of Financial Position.
	 
	The distribution of HII common stock to Northrop Grummans
	stockholders includes adjustments for the recapitalization
	transactions. In connection with this recapitalization, the
	amount of Northrop Grummans net investment in HII,
	including intercompany debt and accrued interest thereon which
	was recorded as notes payable to parent in the consolidated
	statement of financial position, net of the contribution, will
	be contributed to additional paid-in capital. Northrop Grumman
	stockholders will receive one share of HII common stock for
	every six shares of Northrop Grumman stock owned. The unaudited
	pro forma statement of financial position reflects a
	distribution of 48,492,792 shares of HII common stock based on
	the 290,956,752 shares of Northrop Grumman stock outstanding as
	of December 31, 2010.
	 
	The unaudited pro forma statement of financial position was
	prepared as if the transactions and events described above had
	occurred on December 31, 2010.
	 
	Parents Equity in Unit
	Parents Equity in
	Unit in the consolidated statements of financial position
	represents Northrop Grummans historical investment in
	NGSB, the net effect of cost allocations from and transactions
	with Northrop Grumman, net cash activity, and NGSBs
	accumulated earnings. See Basis of Presentation in Note 2
	and Note 19.
	 
	Financial Statement Reclassification
	Certain amounts
	in the prior year financial statements and related notes have
	been reclassified to conform to the current presentation as
	described in Note 10. In addition, the company reclassified
	$22 million of accrued liabilities from non-current to
	current liabilities in the 2009 consolidated statements of
	financial position to conform to the current presentation.
	 
	Principles of Consolidation
	The consolidated
	financial statements presented herein represent the stand-alone
	results of operations, financial position and cash flows of NGSB
	and its subsidiaries. All intercompany transactions and accounts
	of NGSB have been eliminated.
	 
	Accounting Estimates
	The preparation of the
	financial statements requires management to make estimates and
	judgments that affect the reported amounts of assets and
	liabilities and the disclosure of contingencies at the date of
	the financial statements as well as the reported amounts of
	revenues and expenses during the reporting period. Estimates
	have been prepared on the basis of the most current and best
	available information; actual results could differ materially
	from those estimates.
	 
	Revenue Recognition
	As a defense contractor engaging
	in long-term contracts (both as prime contractor and
	subcontractor), the majority of the companys business is
	derived from long-term contracts for the construction of naval
	vessels, production of goods, and services provided to the
	federal government, principally the U.S. Navy. In
	accounting for these contracts, the company extensively utilizes
	the
	cost-to-cost
	measures of the
	percentage-of-completion
	method of accounting, principally based upon direct labor
	dollars or total costs incurred. Under this method, sales,
	including estimated earned fees or profits, are recorded as
	costs are incurred. Contract sales are calculated either based
	on the percentage that direct labor costs incurred bear to total
	estimated direct labor costs or based on the percentage that
	total costs incurred bear to total estimated costs at
	completion. Certain contracts contain provisions for price
	redetermination or for cost
	and/or
	performance incentives. Such redetermined amounts or incentives
	are included in sales when the amounts can reasonably be
	determined and estimated. Amounts representing contract change
	orders, claims, requests for equitable adjustment, or
	limitations in funding are included in sales only when they can
	be reliably estimated and realization is probable. The company
	estimates profit as the difference between total
	F-8
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	estimated revenue and total estimated cost of a contract and
	recognizes that profit over the life of the contract based on
	progress towards completion. The company classifies contract
	revenues as product sales or service revenues depending upon the
	predominant attributes of the relevant underlying contracts. In
	the period in which it is determined that a loss will result
	from the performance of a contract, the entire amount of the
	estimated ultimate loss is charged against income. Loss
	provisions are first offset against costs that are included in
	unbilled accounts receivable or inventoried costs, with any
	remaining amount reflected in other current liabilities. Changes
	in estimates of contract sales, costs, and profits are
	recognized using the cumulative
	catch-up
	method of accounting. This method recognizes in the current
	period the cumulative effect of the changes on current and prior
	periods. Hence, the effect of the changes on future periods of
	contract performance is recognized as if the revised estimate
	had been the original estimate. A significant change in an
	estimate on one or more contracts could have a material effect
	on the companys consolidated financial position or results
	of operations, and where such changes occur, separate disclosure
	is made of the nature, underlying conditions, and the amount of
	the financial impact from the change in estimate (see
	Notes 4 and 6).
	 
	Corporate Home Office and Other General and Administrative
	Costs
	In accordance with industry practice and the
	regulations that govern the cost accounting requirements for
	government contracts, most general and administrative expenses
	are considered allowable and allocable costs on government
	contracts. These costs are allocated to contracts in progress on
	a systematic basis and contract performance factors include this
	cost component as an element of cost.
	 
	General and administrative expenses also include certain
	Northrop Grumman corporate and other costs, primarily consisting
	of the net pension and post-retirement benefits adjustment, the
	provision for deferred state income taxes and certain other
	expenses that are generally not currently allowable under the
	Federal Acquisition Regulations (FAR). The net pension and
	post-retirement benefits adjustment reflects the difference
	between pension and post-retirement benefits expenses determined
	in accordance with GAAP and pension and post-retirement benefit
	expenses allocated to individual contracts determined in
	accordance with Cost Accounting Standards (CAS). For purposes of
	these stand-alone financial statements, these Northrop Grumman
	amounts together with allowable general and administrative
	expenses have been allocated to NGSB. Allowable general and
	administrative expense is comprised of NGSB home office costs,
	independent research and development costs, bid and proposal
	costs, the allowable portion of corporate home office costs, and
	the current state income tax provision.
	 
	Research and Development
	Company-sponsored research
	and development activities primarily include independent
	research and development (IR&D) efforts related to
	government programs. IR&D expenses are included in general
	and administrative expenses and are generally allocated to
	government contracts. Company-sponsored IR&D expenses
	totaled $23 million, $21 million and $21 million
	for the years ended December 31, 2010, 2009 and 2008,
	respectively. Expenses for research and development sponsored by
	the customer are charged directly to the related contracts.
	 
	Product Warranty Costs
	The company provides certain
	product warranties that require repair or replacement of
	non-conforming items for a specified period of time often
	subject to a specified monetary coverage limit. The
	companys product warranties are provided under government
	contracts, the costs of which are immaterial and are accounted
	for using the
	percentage-of-completion
	method of accounting.
	 
	Environmental Costs
	Environmental liabilities are
	accrued when the company determines it is responsible for
	remediation costs and such amounts are reasonably estimable.
	When only a range of amounts is established and no amount within
	the range is more probable than another, the minimum amount in
	the range is recorded. Environmental liabilities are recorded on
	an undiscounted basis. Environmental expenditures are expensed
	or capitalized as appropriate. Capitalized expenditures, if any,
	relate to long-lived improvements in currently operating
	facilities. The company does not record insurance recoveries
	before collection is probable. At December 31, 2010, and
	2009, the company did not have any accrued receivables related
	to insurance reimbursements or recoveries for environmental
	matters.
	 
	Fair Value of Financial Instruments
	The valuation
	techniques utilized to determine the fair value of financial
	instruments are based upon observable and unobservable inputs.
	Observable inputs reflect market data obtained
	F-9
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	from independent sources, while unobservable inputs reflect
	internal market assumptions. These two types of inputs create
	the following fair value hierarchy:
	 
	Level 1 Quoted prices for identical instruments in
	active markets.
	 
	Level 2 Quoted prices for similar instruments in
	active markets; quoted prices for identical or similar
	instruments in markets that are not active; and model-derived
	valuations whose inputs are observable or whose significant
	value drivers are observable.
	 
	Level 3 Significant inputs to the valuation model are
	unobservable.
	 
	Except for long-term debt, the carrying amounts of the
	companys other financial instruments are measured at fair
	value or approximate fair value due to the short-term nature of
	these other items.
	 
	Asset Retirement Obligations
	The company records all
	known asset retirement obligations for which the
	liabilitys fair value can be reasonably estimated,
	including certain asbestos removal, asset decommissioning and
	contractual lease restoration obligations. Recorded amounts as
	of December 31, 2010 are $20 million and consist
	primarily of obligations associated with the wind down of the
	companys shipbuilding operations at the Avondale facility
	(see Note 4). Amounts as of December 31, 2009 were not
	material.
	 
	The company also has known conditional asset retirement
	obligations related to assets currently in use, such as certain
	asbestos remediation and asset decommissioning activities to be
	performed in the future, that are not reasonably estimable as of
	December 31, 2010 and 2009 due to insufficient information
	about the timing and method of settlement of the obligation.
	Accordingly, the fair value of these obligations has not been
	recorded in the consolidated financial statements. Environmental
	remediation
	and/or
	asset
	decommissioning of these facilities may be required when the
	company ceases to utilize these facilities but no such plans are
	currently contemplated as of December 31, 2010. In
	addition, there may be conditional environmental asset
	retirement obligations that the company has not yet discovered
	(e.g. asbestos may exist in certain buildings which the company
	has not become aware of through its normal business operations),
	and therefore, these obligations also have not been included in
	the consolidated financial statements.
	 
	Income Taxes
	The results of the companys
	operations are included in the federal income and state income
	and franchise tax returns of Northrop Grumman. Income tax
	expense and other income tax-related information contained in
	these financial statements are presented as if the company filed
	its own tax returns on a stand-alone basis and are based on the
	prevailing statutory rates for U.S. federal income taxes
	and the composite state income tax rate for the company for each
	period presented. State and local income and franchise tax
	provisions are allocable to contracts in process and,
	accordingly, are included in cost of product sales, cost of
	service revenues and corporate home office and other general and
	administrative expenses.
	 
	The company makes a comprehensive review of its portfolio of
	uncertain tax positions regularly. In this regard, an uncertain
	tax position represents the companys expected treatment of
	a tax position taken in Northrop Grummans consolidated tax
	return, or planned to be taken in a future tax return or claim
	that has not been reflected in measuring income tax expense for
	financial reporting purposes. Until these positions are
	sustained or otherwise resolved by the taxing authorities, the
	company does not recognize the tax benefits resulting from such
	positions, if any, and reports the tax effects as a liability
	for uncertain tax positions in its consolidated statements of
	financial position.
	 
	Determinations of the expected realizability of deferred tax
	assets and the need for any valuation allowances against these
	deferred tax assets were evaluated based upon the stand-alone
	tax attributes of the company, and no valuation allowances were
	deemed necessary as of December 31, 2010, and 2009.
	 
	Current federal income tax liabilities are assumed to be
	immediately settled by Northrop Grumman and are relieved through
	the parents equity in unit account. Federal income taxes
	have been recorded within income tax
	F-10
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	expense. The company recognizes interest accrued related to
	unrecognized tax benefits in income tax expense. Penalties, if
	probable and reasonably estimable, are also recognized as a
	component of income tax expense.
	 
	Cash and Cash Equivalents
	Northrop Grumman utilizes
	a centralized cash management system. Cash and cash equivalents
	balances are held at the Northrop Grumman level and have not
	been allocated to NGSB. Historically, cash received by the
	company has been transferred to Northrop Grumman, and Northrop
	Grumman has funded the companys disbursement accounts on
	an as-needed basis. The net effect of transfers of cash to and
	from the Northrop Grumman cash management accounts is reflected
	in the parents equity in unit account in the consolidated
	statements of financial position.
	 
	Accounts Receivable
	Accounts receivable include
	amounts billed and currently due from customers, amounts
	currently due but unbilled, certain estimated contract change
	amounts, claims or requests for equitable adjustment in
	negotiation that are probable of recovery, and amounts retained
	by the customer pending contract completion.
	 
	Inventoried Costs
	Inventoried costs primarily relate
	to work in process under contracts that recognize revenue using
	labor dollars as the basis of the
	percentage-of-completion
	calculation. These costs represent accumulated contract costs
	less cost of sales, as calculated using the
	percentage-of-completion
	method. Accumulated contract costs include direct production
	costs, factory and engineering overhead, production tooling
	costs, and, for government contracts, allowable general and
	administrative expenses. According to the provisions of
	U.S. Government contracts, the customer asserts title to,
	or a security interest in, inventories related to such contracts
	as a result of contract advances, performance-based payments,
	and progress payments. In accordance with industry practice,
	inventoried costs are classified as a current asset and include
	amounts related to contracts having production cycles longer
	than one year. Inventoried costs also include company owned raw
	materials, which are stated at the lower of cost or market,
	generally using the average cost method.
	 
	Depreciable Properties
	Property, plant, and
	equipment owned by the company are recorded at cost and
	depreciated over the estimated useful lives of individual
	assets. Costs incurred for computer software developed or
	obtained for internal use are capitalized and amortized over the
	expected useful life of the software, not to exceed nine years.
	Leasehold improvements are amortized over the shorter of their
	useful lives or the term of the lease.
	 
	The remaining assets are depreciated using the straight-line
	method, with the following lives:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Years
 | 
	 
 | 
| 
	 
 | 
| 
 
	Land improvements
 
 | 
	 
 | 
	 
 | 
	12  45
 | 
	 
 | 
| 
 
	Buildings and improvements
 
 | 
	 
 | 
	 
 | 
	15  50
 | 
	 
 | 
| 
 
	Capitalized software costs
 
 | 
	 
 | 
	 
 | 
	3  9
 | 
	 
 | 
| 
 
	Machinery and other equipment
 
 | 
	 
 | 
	 
 | 
	3  45
 | 
	 
 | 
	 
	The company evaluates the recoverability of its property, plant
	and equipment when there are changes in economic circumstances
	or business objectives that indicate the carrying value may not
	be recoverable. The companys evaluations include estimated
	future cash flows, profitability and other factors in
	determining fair value. As these assumptions and estimates may
	change over time, it may or may not be necessary to record
	impairment charges.
	 
	Leases
	The company has historically used Northrop
	Grummans incremental borrowing rate in the assessment of
	lease classification as capital or operating and defines the
	initial lease term to include renewal options determined to be
	reasonably assured. The company conducts operations primarily
	under operating leases.
	 
	Many of the companys real property lease agreements
	contain incentives for tenant improvements, rent holidays, or
	rent escalation clauses. For incentives for tenant improvements,
	the company records a deferred rent liability and amortizes the
	deferred rent over the term of the lease as a reduction to rent
	expense. For rent holidays and rent escalation clauses during
	the lease term, the company records minimum rental expenses on a
	straight-line
	F-11
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	basis over the term of the lease. For purposes of recognizing
	lease incentives, the company uses the date of initial
	possession as the commencement date, which is generally, when
	the company is given the right of access to the space and begins
	to make improvements in preparation for intended use.
	 
	Goodwill and Other Purchased Intangible Assets
	The
	company performs impairment tests for goodwill as of
	November 30th of each year, or when evidence of
	potential impairment exists. When it is determined that
	impairment has occurred, a charge to operations is recorded.
	Purchased intangible assets are amortized on a straight-line
	basis over their estimated useful lives and the carrying value
	of these assets is reviewed for impairment when events indicate
	that a potential impairment may have occurred (see Notes 4
	and 9).
	 
	Self-Insured Group Medical Insurance
	The company
	participates in a Northrop Grumman-sponsored self-insured group
	medical insurance plan and these financial statements include an
	allocation of the expenses and accruals attributable to NGSB
	employees participating in the plan. The plan is designed to
	provide a specified level of coverage for employees and their
	dependents. Northrop Grumman estimates expenses and the required
	liability of such claims utilizing actuarial methods based on
	various assumptions, which include, but are not limited to,
	Northrop Grummans historical loss experience and projected
	loss development factors. Related self-insurance accruals
	include amounts related to the liability for reported claims and
	an estimated accrual for claims incurred but not reported.
	 
	Self-Insured Workers Compensation Plan
	The
	operations of the company are subject to the federal and state
	workers compensation laws. The company maintains
	self-insured workers compensation plans, in addition to
	participating in state administered second injury workers
	compensation funds. The company estimates the required liability
	of such claims and state funding requirements on a discounted
	basis utilizing actuarial methods based on various assumptions,
	which include, but are not limited to, the companys
	historical loss experience and projected loss development
	factors as compiled in an annual actuarial study. Related
	self-insurance accruals include amounts related to the liability
	for reported claims and an estimated accrual for claims incurred
	but not reported. The companys workers compensation
	liability is discounted at 3.31% and 3.47% at December 31,
	2010, and 2009, respectively, which discount rates were
	determined using a risk-free rate based on future payment
	streams. Workers compensation benefit obligations on an
	undiscounted basis were $726 million and $686 million
	as of December 31, 2010 and 2009, respectively.
	 
	Litigation, Commitments, and Contingencies
	Amounts
	associated with litigation, commitments, and contingencies are
	recorded as charges to earnings when management, after taking
	into consideration the facts and circumstances of each matter,
	including any settlement offers, has determined that it is
	probable that a liability has been incurred and the amount of
	the loss can be reasonably estimated.
	 
	Retirement Benefits
	A substantial portion of the
	companys employees are covered by Northrop
	Grumman-sponsored defined benefit pension plans under which they
	are eligible for benefits generally at age 65 or on a
	reduced basis for qualifying early retirement. Certain employees
	are also covered by Northrop Grumman-sponsored post-retirement
	health care plans. For the Northrop Grumman sponsored pension
	and post-retirement plans that only cover company employees, the
	consolidated financial statements reflect the respective
	plans total funded status and related changes in funded
	status. For the Northrop Grumman sponsored pension and
	post-retirement plans where company employees participate along
	with other Northrop Grumman employees, the consolidated
	financial statements reflect an allocated portion of the
	respective plans funded status and related changes in
	funded status based upon the company employee participation
	level. The assets recognized as of December 31, 2010 and
	2009 for such plans where allocations were required were
	calculated based on the present values of the accrued benefit
	determined under Employee Retirement Income Security Act (ERISA)
	and Internal Revenue Service (IRS) regulations. The CAS costs
	have been separately calculated for NGSB in accordance with the
	relevant standards. For funded plans, Northrop Grummans
	funding policy is to contribute, at a minimum, the statutorily
	required amount to an irrevocable trust. For unfunded plans,
	Northrop Grumman makes contributions equal to the amount of
	benefit payments made to plan participants. Northrop Grumman
	also sponsors 401(k) defined contribution plans in which most of
	the companys employees are eligible to participate.
	Northrop Grumman contributions for most plans
	F-12
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	are based on a cash matching of company employee contributions
	up to 4 percent of compensation. In addition to the
	Northrop Grumman-sponsored 401(k) defined contribution plan,
	company employees hired after June 30, 2008 are eligible to
	participate in a Northrop Grumman-sponsored defined contribution
	pension plan in lieu of a defined benefit pension plan.
	 
	Stock Compensation
	Certain key employees of the
	company participate in stock-based compensation plans of
	Northrop Grumman. All of Northrop Grummans stock-based
	compensation plans are considered equity plans and compensation
	expense recognized is net of estimated forfeitures over the
	vesting period. Northrop Grumman issues stock options and stock
	awards, in the form of restricted performance stock rights and
	restricted stock rights, under its existing plans. The fair
	value of stock option grants is estimated on the date of grant
	using a Black-Scholes option-pricing model and expensed on a
	straight-line basis over the vesting period of the options,
	which is generally three to four years. The fair value of stock
	awards is determined based on the closing market price of
	Northrop Grummans common stock on the grant date and at
	each reporting date, the amount of shares is adjusted to equal
	the amount ultimately expected to vest. Compensation expense for
	stock awards is allocated to NGSB by Northrop Grumman and
	expensed over the vesting period, usually three to five years.
	 
	Accumulated Other Comprehensive Loss
	The accumulated
	other comprehensive loss as of December 31, 2010 and 2009,
	was comprised of unamortized benefit plan costs of
	$515 million (net of tax benefit of $343 million) and
	$531 million (net of tax benefit of $338 million),
	respectively.
	 
| 
 | 
 | 
| 
	3.  
 | 
	ACCOUNTING
	STANDARDS UPDATES
 | 
	 
	Accounting Standards Updates not effective until after
	December 31, 2010 are not expected to have a significant
	effect on the companys consolidated financial position,
	results of operations or cash flows.
	 
| 
 | 
 | 
| 
	4.  
 | 
	CONSOLIDATION
	OF GULF COAST OPERATIONS
 | 
	 
	In July 2010, Northrop Grumman announced plans to consolidate
	NGSBs Gulf Coast operations by winding down its
	shipbuilding operations at the Avondale, Louisiana facility in
	2013 after completing LPD-class ships currently under
	construction there. Future LPD-class ships will be built in a
	single production line at the companys Pascagoula,
	Mississippi facility. The consolidation is intended to reduce
	costs, increase efficiency, and address shipbuilding
	overcapacity. Due to the consolidation, NGSB expects higher
	costs to complete ships currently under construction in Avondale
	due to anticipated reductions in productivity and increased the
	estimates to complete LPDs 23 and 25 by approximately
	$210 million. The company recognized a $113 million
	charge to operating income for the cumulative effect of these
	incremental costs on the LPD 23 and 25 contracts in the second
	quarter of 2010.
	 
	In connection with and as a result of the decision to wind down
	its shipbuilding operations at the Avondale, Louisiana facility,
	the company determined it would not meet certain requirements
	under its co-operative agreement with the State of Louisiana.
	Accordingly, the company recorded liabilities of
	$51 million in June 2010 to recognize this obligation as
	well as certain asset retirement obligations, which were
	necessitated as a result of the Avondale facility decision. In
	addition to the cost of the assets to be acquired from the State
	of Louisiana upon payment of the obligation to the state, the
	company anticipates that it will incur substantial other
	restructuring and facilities shut-down related costs, including
	but not limited to, severance, relocation expense, and asset
	write-downs related to the Avondale facilities. These costs are
	expected to be allowable expenses under government accounting
	standards and thus will be recoverable in future years
	overhead costs. These future costs could approximate
	$310 million and such costs should be allocable to existing
	flexibly priced contracts or future negotiated contracts at the
	Gulf Coast operations in accordance with FAR provisions relating
	to the treatment of restructuring and shutdown related costs.
	 
	In its initial audit report on the companys cost proposal
	for the restructuring and shutdown related costs, the Defense
	Contract Audit Agency (DCAA) stated that, in general, the
	proposal was not adequately supported in order
	F-13
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	for it to reach a conclusion. The DCAA also questioned about
	$25 million (approximately 8%) of the costs submitted. The
	DCAA stated that it could not reach a final conclusion on the
	cost submission due to the potential spin transaction relating
	to the Shipbuilding business. Accordingly, the DCAA did not
	accept the cost proposal as submitted, and the company intends
	to resubmit its proposal to address the concerns expressed by
	the DCAA. Ultimately, the company anticipates that this process
	will result in an agreement with the U.S. Navy that is
	substantially in accord with managements cost allowability
	expectations. Accordingly, the company has treated these costs
	as allowable costs in determining the cost and earnings
	performance on its contracts in process. If there is a formal
	challenge to the companys treatment of its restructuring
	costs, there are prescribed dispute resolution alternatives to
	resolve such a challenge and the company would likely pursue a
	dispute resolution process.
	 
	As a result of the announcement to wind down its shipbuilding
	operations at the Avondale, Louisiana facility and the Gulf
	Coast segments 2010 operating losses, the company
	performed an impairment test for the Gulf Coast segments
	other long-lived assets and each reportable segments
	goodwill as of June 30, 2010. The companys testing
	approach for goodwill impairment utilizes a discounted cash flow
	analysis corroborated by comparative market multiples to
	determine the fair value of its businesses for comparison to
	their corresponding book values. NGSB determined that no
	impairment existed as of June 30, 2010. See Note 9 for
	the results of the annual impairment test.
	 
	Northrop Grummans decision to wind down its shipbuilding
	operations at the Avondale, Louisiana facility also led to a
	curtailment adjustment reducing the pension benefit obligation
	on the benefit plans in which NGSB employees participate by
	$14 million. The effect of this curtailment on the
	companys consolidated results of operations or cash flows
	was not material.
	 
	NGSB is currently exploring alternative uses of the Avondale
	facility by potential new owners, including alternative
	opportunities for the workforce.
	 
	 
	At December 31, 2010, the company was aligned into two
	reportable segments: Gulf Coast and Newport News.
	 
	U.S. Government Sales
	Revenue from the
	U.S. Government includes revenue from contracts for which
	NGSB is the prime contractor as well as those for which the
	company is a subcontractor and the ultimate customer is the
	U.S. Government. The company derives substantially all of
	its revenue from the U.S. Government.
	 
	Assets
	Substantially all of the companys
	assets are located or maintained in the U.S.
	F-14
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Results
	of Operations By Segment
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Sales and Service Revenues
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	3,027
 | 
	 
 | 
	 
 | 
	$
 | 
	2,865
 | 
	 
 | 
	 
 | 
	$
 | 
	2,848
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	3,775
 | 
	 
 | 
	 
 | 
	 
 | 
	3,534
 | 
	 
 | 
	 
 | 
	 
 | 
	3,427
 | 
	 
 | 
| 
 
	Intersegment eliminations
 
 | 
	 
 | 
	 
 | 
	(79
 | 
	)
 | 
	 
 | 
	 
 | 
	(107
 | 
	)
 | 
	 
 | 
	 
 | 
	(86
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total sales and service revenues
 
 | 
	 
 | 
	 
 | 
	6,723
 | 
	 
 | 
	 
 | 
	 
 | 
	6,292
 | 
	 
 | 
	 
 | 
	 
 | 
	6,189
 | 
	 
 | 
| 
 
	Operating Income (Loss)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	 
 | 
	(61
 | 
	)
 | 
	 
 | 
	 
 | 
	(29
 | 
	)
 | 
	 
 | 
	 
 | 
	(1,433
 | 
	)
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	355
 | 
	 
 | 
	 
 | 
	 
 | 
	313
 | 
	 
 | 
	 
 | 
	 
 | 
	(895
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total Segment Operating Income (Loss)
 
 | 
	 
 | 
	 
 | 
	294
 | 
	 
 | 
	 
 | 
	 
 | 
	284
 | 
	 
 | 
	 
 | 
	 
 | 
	(2,328
 | 
	)
 | 
| 
 
	Non-segment factors affecting operating income (loss)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net pension and post-retirement benefits adjustment
 
 | 
	 
 | 
	 
 | 
	(49
 | 
	)
 | 
	 
 | 
	 
 | 
	(88
 | 
	)
 | 
	 
 | 
	 
 | 
	(25
 | 
	)
 | 
| 
 
	Deferred State Income Taxes
 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total operating income (loss)
 
 | 
	 
 | 
	$
 | 
	248
 | 
	 
 | 
	 
 | 
	$
 | 
	211
 | 
	 
 | 
	 
 | 
	$
 | 
	(2,354
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Sales transactions between segments are generally recorded at
	cost.
	 
	Goodwill Impairment Charge
	The operating losses for
	the year ended December 31, 2008, reflect goodwill
	impairment charges for Gulf Coast and Newport News of
	$1.3 billion and $1.2 billion, respectively.
	 
	Net Pension and Post-Retirement Benefits
	Adjustment
	The net pension and post-retirement benefits
	adjustment reflects the difference between expenses for pension
	and other post-retirement benefits determined in accordance with
	GAAP and the expenses for these items included in segment
	operating income in accordance with CAS.
	 
	Other
	Financial Information
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	2,044
 | 
	 
 | 
	 
 | 
	$
 | 
	1,922
 | 
	 
 | 
	 
 | 
	$
 | 
	1,817
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	2,744
 | 
	 
 | 
	 
 | 
	 
 | 
	2,672
 | 
	 
 | 
	 
 | 
	 
 | 
	2,616
 | 
	 
 | 
| 
 
	Corporate
 
 | 
	 
 | 
	 
 | 
	415
 | 
	 
 | 
	 
 | 
	 
 | 
	442
 | 
	 
 | 
	 
 | 
	 
 | 
	327
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	$
 | 
	5,203
 | 
	 
 | 
	 
 | 
	$
 | 
	5,036
 | 
	 
 | 
	 
 | 
	$
 | 
	4,760
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The Corporate assets included in the table above consist only of
	pension and other-post retirement plan assets and deferred tax
	assets.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Capital Expenditures
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	52
 | 
	 
 | 
	 
 | 
	$
 | 
	102
 | 
	 
 | 
	 
 | 
	$
 | 
	153
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	139
 | 
	 
 | 
	 
 | 
	 
 | 
	79
 | 
	 
 | 
	 
 | 
	 
 | 
	65
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total capital expenditures
 
 | 
	 
 | 
	$
 | 
	191
 | 
	 
 | 
	 
 | 
	$
 | 
	181
 | 
	 
 | 
	 
 | 
	$
 | 
	218
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	F-15
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Depreciation and Amortization
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gulf Coast
 
 | 
	 
 | 
	$
 | 
	96
 | 
	 
 | 
	 
 | 
	$
 | 
	101
 | 
	 
 | 
	 
 | 
	$
 | 
	110
 | 
	 
 | 
| 
 
	Newport News
 
 | 
	 
 | 
	 
 | 
	87
 | 
	 
 | 
	 
 | 
	 
 | 
	85
 | 
	 
 | 
	 
 | 
	 
 | 
	83
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total depreciation and amortization
 
 | 
	 
 | 
	$
 | 
	183
 | 
	 
 | 
	 
 | 
	$
 | 
	186
 | 
	 
 | 
	 
 | 
	$
 | 
	193
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
	Earnings Charge Relating to LHD 8 Contract
	Performance
	LHD 8 is an amphibious assault ship that
	was delivered in the second quarter of 2009. LHD 8 features
	significant enhancements compared with earlier ships of the
	class, including a gas turbine engine propulsion system, a new
	electrical generation and distribution system, and a centralized
	machinery control system administered over a fiber optic
	network. LHD 8 was constructed under a fixed-price incentive
	contract. Lack of progress in LHD 8 on-board testing preparatory
	to sea trials prompted the company to undertake a comprehensive
	review of the program, including a detailed physical audit of
	the ship, resulting in a pre-tax charge of $272 million in
	the first quarter of 2008 for anticipated cost growth related to
	the identified need for substantial re-work on the ship. In
	addition to the LHD 8 charge, an additional $54 million of
	charges were recognized in the first quarter of 2008, primarily
	for schedule impacts on other ships and impairment of purchased
	intangibles at the Gulf Coast shipyards. Subsequent to
	recognizing the LHD 8 charge, the company delivered the ship at
	costs that were lower than the amounts previously anticipated
	primarily due to efficiencies from improved operating practices,
	mitigation of performance risk and increased recovery of cost
	escalation adjustments. As a result, $63 million of the
	loss provision was reversed in 2008, and an additional
	$54 million was reversed in 2009 upon delivery of the ship.
	In 2010, NGSB determined that costs to complete post-delivery
	work on LHD 8 exceeded original estimates resulting in a charge
	of $30 million.
	 
	Earnings Charge Relating to LPD
	22-25
	Contract Performance
	The LPD
	22-25
	contract is a four-ship fixed-price incentive contract for the
	construction of amphibious landing platform ships that are a
	follow-on of the LPD 17 Class program with five ships previously
	built and delivered. The programs construction has been
	adversely impacted by operating performance factors, resulting
	in unfavorable cost growth that led to pre-tax charges totaling
	$171 million in 2009. In 2010, the company recorded net
	performance adjustments of $132 million primarily for
	additional cost growth on the LPD
	22-25
	contract, including the effect of a $113 million charge for
	the cumulative effect of the $210 million of incremental
	costs expected due to the companys decision to wind down
	its shipbuilding operations at the Avondale facility in 2013.
	Note 4 provides additional information related to the
	consolidation of Gulf Coast operations.
	 
| 
 | 
 | 
| 
	7.  
 | 
	ACCOUNTS
	RECEIVABLE, NET
 | 
	 
	Unbilled amounts represent sales for which billings have not
	been presented to customers at year-end. These amounts are
	usually billed and collected within one year. Accounts
	receivable at December 31, 2010, are expected to be
	collected in 2011, except for approximately $72 million due
	in 2012 and $6 million due in 2013 and later.
	 
	Because the companys accounts receivable are primarily
	with the U.S. Government, the company does not have
	material exposure to credit risk.
	F-16
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Accounts receivable were composed of the following:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Due From U.S. Government
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Amounts billed
 
 | 
	 
 | 
	$
 | 
	194
 | 
	 
 | 
	 
 | 
	$
 | 
	240
 | 
	 
 | 
| 
 
	Recoverable costs and accrued profit on progress
	completedunbilled
 
 | 
	 
 | 
	 
 | 
	524
 | 
	 
 | 
	 
 | 
	 
 | 
	288
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	718
 | 
	 
 | 
	 
 | 
	 
 | 
	528
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Due From Other Customers
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Amounts billed
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	11
 | 
	 
 | 
| 
 
	Recoverable costs and accrued profit on progress
	completedunbilled
 
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total accounts receivable
 
 | 
	 
 | 
	 
 | 
	731
 | 
	 
 | 
	 
 | 
	 
 | 
	540
 | 
	 
 | 
| 
 
	Allowances for doubtful accounts
 
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total accounts receivable, net
 
 | 
	 
 | 
	$
 | 
	728
 | 
	 
 | 
	 
 | 
	$
 | 
	537
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	8.  INVENTORIED
	COSTS, NET
	 
	Inventoried costs were composed of the following:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Production costs of contracts in process
 
 | 
	 
 | 
	$
 | 
	681
 | 
	 
 | 
	 
 | 
	$
 | 
	1,009
 | 
	 
 | 
| 
 
	General and administrative expenses
 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	688
 | 
	 
 | 
	 
 | 
	 
 | 
	1,023
 | 
	 
 | 
| 
 
	Progress payments received
 
 | 
	 
 | 
	 
 | 
	(481
 | 
	)
 | 
	 
 | 
	 
 | 
	(811
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	207
 | 
	 
 | 
	 
 | 
	 
 | 
	212
 | 
	 
 | 
| 
 
	Raw material inventory
 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total inventoried costs, net
 
 | 
	 
 | 
	$
 | 
	293
 | 
	 
 | 
	 
 | 
	$
 | 
	298
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
| 
 | 
 | 
| 
	9.  
 | 
	GOODWILL
	AND OTHER PURCHASED INTANGIBLE ASSETS
 | 
	 
	Goodwill
	 
	NGSB performs its annual impairment test for goodwill as of
	November 30th each year, or more often as
	circumstances require. The companys testing approach
	utilizes a discounted cash flow analysis corroborated by
	comparative market multiples to determine the fair value of its
	businesses for comparison to their corresponding book values. If
	the book value exceeds the estimated fair value of the business,
	a potential impairment is indicated and GAAP prescribes the
	approach for determining the impairment amount, if any. The
	company performed its annual impairment test as of
	November 30, 2010, with no indication of impairment.
	 
	In the fourth quarter of 2008, the company recorded a non-cash
	charge totaling $2,490 million for the impairment of
	goodwill. The impairment was primarily driven by adverse equity
	market conditions that caused a decrease in current market
	multiples and Northrop Grummans stock price as of
	November 30, 2008. The charge reduced goodwill recorded in
	connection with Northrop Grummans 2001 acquisition of
	Newport News Shipbuilding and the shipbuilding operations of
	Litton Industries. The companys accumulated goodwill
	impairment losses at December 31, 2010, and 2009, amounted
	to $2,490 million. The accumulated goodwill impairment
	losses
	F-17
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	at December 31, 2010 and 2009 for Gulf Coast and Newport
	News were $1,278 million and $1,212 million,
	respectively. The goodwill has no tax basis, and accordingly,
	there was no tax benefit to be derived from recording the
	impairment charge.
	 
	The carrying amount of goodwill as of December 31, 2010,
	was $1,134 million there were no changes to goodwill during
	2009 and 2010. The carrying amounts of goodwill as of
	December 31, 2010 and 2009 for Gulf Coast and Newport News
	were $488 million and $646 million, respectively.
	 
	Prior to recording the goodwill impairment charge, NGSB tested
	its purchased intangible assets and other long-lived assets for
	impairment, and the carrying values of these assets were
	determined not to be impaired.
	 
	Purchased
	Intangible Assets
	 
	The table below summarizes the companys aggregate
	purchased intangible assets, all of which are contract or
	program related intangible assets:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Gross carrying amount
 
 | 
	 
 | 
	$
 | 
	939
 | 
	 
 | 
	 
 | 
	$
 | 
	939
 | 
	 
 | 
| 
 
	Accumulated amortization
 
 | 
	 
 | 
	 
 | 
	(352
 | 
	)
 | 
	 
 | 
	 
 | 
	(329
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net carrying amount
 
 | 
	 
 | 
	$
 | 
	587
 | 
	 
 | 
	 
 | 
	$
 | 
	610
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The companys purchased intangible assets are subject to
	amortization and are being amortized on a straight-line basis
	over an aggregate weighted-average period of 40 years.
	Remaining unamortized intangible assets consist principally of
	amounts pertaining to nuclear-powered aircraft carrier and
	submarine intangibles whose useful lives have been estimated
	based on the long life cycle of the related programs. Aggregate
	amortization expense for 2010, 2009, and 2008, was
	$23 million, $30 million, and $56 million,
	respectively. The 2008 amount includes $19 million of
	additional amortization recorded in the first quarter of 2008
	associated with the events impacting LHD 8 and other Gulf Coast
	shipbuilding programs as described in Note 6.
	 
	Expected amortization for purchased intangibles as of
	December 31, 2010, is $20 million for each of the next
	five years.
	 
	 
	The companys earnings are entirely domestic and its
	effective tax rate for the year ended December 31, 2010,
	was 34.5 percent as compared with 29.5 percent and
	27.1 percent (excluding the non-cash, non-deductible
	goodwill impairment charge of $2.5 billion) in 2009 and
	2008, respectively. In 2010, the companys effective tax
	rate reflects the unfavorable impact of the elimination of
	certain Medicare Part D tax benefits with the passage of
	the Patient Protection and Affordable Care Act and the Health
	Care and Education Reconciliation Act of 2010, a decrease in the
	manufacturers deduction and the expiration of wage credit
	benefits, partially offset by the favorable impact of the
	settlement of the IRS examination of Northrop
	Grummans tax returns for the years
	2004-2006.
	The companys effective tax rates also reflect tax credits
	and manufacturing deductions for all periods presented. As
	described in Note 2, current federal income tax liabilities
	are assumed to be immediately settled by Northrop Grumman and
	are relieved through the parents equity in unit account.
	For current state income tax purposes, the standalone tax
	amounts have been computed as if they were allowable costs under
	the terms of the companys existing contracts in the
	applicable period, and, accordingly, are included in cost of
	product sales, cost of service revenues and corporate home
	office and other general and administrative expenses.
	F-18
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Federal income tax expense for the years ended December 31,
	2010, 2009, and 2008, consisted of the following:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Income Taxes on Operations
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Federal income taxes currently payable
 
 | 
	 
 | 
	$
 | 
	89
 | 
	 
 | 
	 
 | 
	$
 | 
	135
 | 
	 
 | 
	 
 | 
	$
 | 
	22
 | 
	 
 | 
| 
 
	Change in deferred federal income taxes
 
 | 
	 
 | 
	 
 | 
	(18
 | 
	)
 | 
	 
 | 
	 
 | 
	(83
 | 
	)
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total federal income taxes
 
 | 
	 
 | 
	$
 | 
	71
 | 
	 
 | 
	 
 | 
	$
 | 
	52
 | 
	 
 | 
	 
 | 
	$
 | 
	26
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Income tax expense differs from the amount computed by
	multiplying the statutory federal income tax rate times the
	earnings (loss) before income taxes due to the following:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Year Ended December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Income tax expense (benefit) on operations at statutory rate
 
 | 
	 
 | 
	$
 | 
	72
 | 
	 
 | 
	 
 | 
	$
 | 
	61
 | 
	 
 | 
	 
 | 
	$
 | 
	(838
 | 
	)
 | 
| 
 
	Goodwill impairment
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	872
 | 
	 
 | 
| 
 
	Manufacturing deduction
 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	(6
 | 
	)
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
| 
 
	Research tax credit
 
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
| 
 
	Medicare Part D law change
 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Wage credit
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
| 
 
	IRS settlement
 
 | 
	 
 | 
	 
 | 
	(8
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other, net
 
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total federal income taxes
 
 | 
	 
 | 
	$
 | 
	71
 | 
	 
 | 
	 
 | 
	$
 | 
	52
 | 
	 
 | 
	 
 | 
	$
 | 
	26
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Uncertain Tax Positions
	During 2010, Northrop
	Grumman reached final approval from the IRS and the
	U.S. Congressional Joint Committee on Taxation of the
	IRS examination of Northrop Grummans tax returns for
	the years
	2004-2006.
	As a result of this settlement, the company recognized tax
	benefits of $8 million as a reduction to the provision for
	income taxes. In connection with the settlement, the company
	also recorded a reduction of $10 million to its liability
	for uncertain tax positions, including previously accrued
	interest, of $2 million.
	 
	As of December 31, 2010, the estimated value of the
	companys uncertain tax positions, which are
	more-likely-than-not to be sustained on examination, was a
	liability of $17 million, including accrued interest of
	$3 million. This liability is included in other long-term
	liabilities in the consolidated statements of financial
	position. Assuming sustainment of these positions, the reversal
	of the amounts accrued would reduce the companys effective
	tax rate.
	 
	Unrecognized Tax Benefits
	 Unrecognized tax
	benefits represent the gross value of the companys tax
	positions that have not been reflected in the consolidated
	statements of operations, and include the value of the
	companys recorded uncertain tax positions. If the income
	tax benefits from federal tax positions are ultimately realized,
	such realization would affect the companys effective tax
	rate whereas the realization of state tax benefits would be
	recorded in cost of product sales, cost of service revenues and
	corporate home office and other general and
	F-19
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	administrative expenses. The changes in unrecognized tax
	benefits (exclusive of interest) during 2010, 2009 and 2008 are
	summarized in the table below:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Unrecognized tax benefits at beginning of the year
 
 | 
	 
 | 
	$
 | 
	21
 | 
	 
 | 
	 
 | 
	$
 | 
	19
 | 
	 
 | 
	 
 | 
	$
 | 
	26
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Additions based on tax positions related to the current year
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
| 
 
	Additions for tax positions of prior years
 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Statute expiration
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(8
 | 
	)
 | 
| 
 
	Settlement
 
 | 
	 
 | 
	 
 | 
	(8
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net change in unrecognized tax benefits
 
 | 
	 
 | 
	 
 | 
	(7
 | 
	)
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	(7
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Unrecognized tax benefits at end of the year
 
 | 
	 
 | 
	$
 | 
	14
 | 
	 
 | 
	 
 | 
	$
 | 
	21
 | 
	 
 | 
	 
 | 
	$
 | 
	19
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Although the company believes it has adequately provided for all
	tax positions, amounts asserted by taxing authorities could be
	greater than the companys accrued position. Accordingly,
	additional provisions on federal and state tax related matters
	could be recorded in the future as revised estimates are made or
	the underlying matters are effectively settled or otherwise
	resolved.
	 
	Deferred Income Taxes
	Deferred income taxes reflect
	the net tax effects of temporary differences between the
	carrying amounts of assets and liabilities for financial
	reporting purposes and income tax purposes. Such amounts are
	classified in the consolidated statements of financial position
	as current or noncurrent assets or liabilities based upon the
	classification of the related assets and liabilities.
	 
	The tax effects of significant temporary differences and
	carryforwards that gave rise to year-end deferred federal and
	state tax balances, as presented in the consolidated statements
	of financial position, are as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Deferred Tax Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Retirement benefits
 
 | 
	 
 | 
	$
 | 
	404
 | 
	 
 | 
	 
 | 
	$
 | 
	390
 | 
	 
 | 
| 
 
	Workers compensation
 
 | 
	 
 | 
	 
 | 
	226
 | 
	 
 | 
	 
 | 
	 
 | 
	214
 | 
	 
 | 
| 
 
	Contract accounting differences
 
 | 
	 
 | 
	 
 | 
	72
 | 
	 
 | 
	 
 | 
	 
 | 
	79
 | 
	 
 | 
| 
 
	Provisions for accrued liabilities
 
 | 
	 
 | 
	 
 | 
	66
 | 
	 
 | 
	 
 | 
	 
 | 
	67
 | 
	 
 | 
| 
 
	Stock-based compensation
 
 | 
	 
 | 
	 
 | 
	24
 | 
	 
 | 
	 
 | 
	 
 | 
	22
 | 
	 
 | 
| 
 
	Other
 
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gross deferred tax assets
 
 | 
	 
 | 
	 
 | 
	796
 | 
	 
 | 
	 
 | 
	 
 | 
	778
 | 
	 
 | 
| 
 
	Less valuation allowance
 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net deferred tax assets
 
 | 
	 
 | 
	 
 | 
	796
 | 
	 
 | 
	 
 | 
	 
 | 
	778
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Deferred Tax Liabilities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Depreciation and amortization
 
 | 
	 
 | 
	 
 | 
	372
 | 
	 
 | 
	 
 | 
	 
 | 
	360
 | 
	 
 | 
| 
 
	Purchased intangibles
 
 | 
	 
 | 
	 
 | 
	239
 | 
	 
 | 
	 
 | 
	 
 | 
	248
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gross deferred tax liabilities
 
 | 
	 
 | 
	 
 | 
	611
 | 
	 
 | 
	 
 | 
	 
 | 
	608
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total net deferred tax assets
 
 | 
	 
 | 
	$
 | 
	185
 | 
	 
 | 
	 
 | 
	$
 | 
	170
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	During 2010, the company performed a comprehensive review of the
	classification treatment of its deferred tax assets and
	liabilities and identified certain reclassifications that
	changed the 2009 presentation of deferred tax
	F-20
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	assets, primarily for retirement benefits and workers
	compensation liabilities. Such reclassifications also increased
	the net current deferred tax assets and net noncurrent deferred
	tax liabilities previously presented as of December 31,
	2009 by $35 million.
	 
	Net deferred tax assets (liabilities) as presented in the
	consolidated statements of financial position are as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Net current deferred tax assets
 
 | 
	 
 | 
	$
 | 
	284
 | 
	 
 | 
	 
 | 
	$
 | 
	326
 | 
	 
 | 
| 
 
	Net non-current deferred tax liabilities
 
 | 
	 
 | 
	 
 | 
	(99
 | 
	)
 | 
	 
 | 
	 
 | 
	(156
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total net deferred tax assets
 
 | 
	 
 | 
	$
 | 
	185
 | 
	 
 | 
	 
 | 
	$
 | 
	170
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
	Mississippi Economic Development Revenue Bonds
	As of
	December 31, 2010, and 2009, the company had
	$83.7 million outstanding from the issuance of Industrial
	Revenue Bonds issued by the Mississippi Business Finance
	Corporation. These bonds accrue interest at a fixed rate of
	7.81 percent per annum (payable semi-annually), and mature
	in 2024. Repayment of principal and interest is guaranteed by
	Northrop Grumman Systems Corporation (a wholly owned subsidiary
	of Northrop Grumman). In accordance with the terms of the bonds,
	the proceeds have been used to finance the construction,
	reconstruction, and renovation of the companys interest in
	certain ship manufacturing and repair facilities, or portions
	thereof, located in the state of Mississippi.
	 
	Gulf Opportunity Zone Industrial Development Revenue
	Bonds
	As of December 31, 2010, the company had
	$22 million outstanding from the issuance of Gulf
	Opportunity Zone Industrial Development Revenue Bonds (GO Zone
	IRBs) issued by the Mississippi Business Finance Corporation.
	The initial issuance of the GO Zone IRBs was for
	$200 million of principal value, and in November 2010, in
	connection with the anticipated spin-off, NGSB, purchased
	$178 million of the bonds using the proceeds from a
	$178 million intercompany loan with Northrop Grumman (see
	Note 19). The remaining bonds accrue interest at a fixed
	rate of 4.55 percent per annum (payable semi-annually), and
	mature in 2028. Repayment of principal and interest is
	guaranteed by Northrop Grumman. In accordance with the terms of
	the bonds, the proceeds have been used to finance the
	construction, reconstruction, and renovation of the
	companys interest in certain ship manufacturing and repair
	facilities, or portions thereof, located in the state of
	Mississippi. Repayment of principal for the bonds listed in the
	table below is contractually obligated when the bonds mature in
	2024 and 2028.
	 
	The carrying amounts and the related estimated fair values of
	the companys long-term debt at December 31, 2010, and
	2009, are shown below. The fair value of the long-term debt was
	calculated based on recent trades, if available, or interest
	rates prevailing on debt with terms and maturities similar to
	the companys existing debt arrangements.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
| 
	 
 | 
	 
 | 
	Carrying
 
 | 
	 
 | 
	Fair
 
 | 
	 
 | 
	Carrying
 
 | 
	 
 | 
	Fair
 
 | 
| 
	$ in millions
 | 
	 
 | 
	Amount
 | 
	 
 | 
	Value
 | 
	 
 | 
	Amount
 | 
	 
 | 
	Value
 | 
| 
	 
 | 
| 
 
	Long-term debt
 
 | 
	 
 | 
	$
 | 
	105
 | 
	 
 | 
	 
 | 
	$
 | 
	128
 | 
	 
 | 
	 
 | 
	$
 | 
	283
 | 
	 
 | 
	 
 | 
	$
 | 
	285
 | 
	 
 | 
	 
| 
 | 
 | 
| 
	12.  
 | 
	BUSINESS
	ARRANGEMENTS
 | 
	 
	NGSB periodically enters into business arrangements with
	non-affiliated entities. These arrangements generally consist of
	joint ventures designed to deliver collective capabilities that
	would not have been available to the ventures participants
	individually, and also provide a single point of contact during
	contract performance to the entitys principal customer. In
	some arrangements, each equity participant receives a
	subcontract from the joint venture for a pre-determined scope of
	work. In other cases, the arrangements rely primarily on the
	assignment of
	F-21
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	key personnel to the venture from each equity participant rather
	than subcontracts for a specific work scope. Based on the terms
	of these arrangements and the relevant GAAP related to
	consolidation accounting for such entities, the company does not
	consolidate the financial position, results of operations and
	cash flows of these entities into its consolidated financial
	statements, but accounts for them under the equity method. NGSB
	has recorded operating income related to earnings from equity
	method investments of $19 million, $10 million and
	$1 million in its results of operations within the cost of
	service revenues for the years ended December 31, 2010,
	2009, and 2008, respectively. To the extent subcontracts are
	used in these arrangements, NGSBs subcontract activities
	are recorded in the same manner as sales to non-affiliated
	entities. The assets, liabilities, results of operations and
	cash flows of these collaborative entities were not material to
	the companys consolidated financial position, results of
	operations and cash flows for any period presented.
	 
	 
	U.S. Government Investigations and
	Claims
	Departments and agencies of the
	U.S. Government have the authority to investigate various
	transactions and operations of the company, and the results of
	such investigations may lead to administrative, civil or
	criminal proceedings, the ultimate outcome of which could be
	fines, penalties, repayments or compensatory or treble damages.
	U.S. Government regulations provide that certain findings
	against a contractor may lead to suspension or debarment from
	future U.S. Government contracts or the loss of export
	privileges for a company or an operating division or
	subdivision. Suspension or debarment could have a material
	adverse effect on the company because of its reliance on
	government contracts.
	 
	In the second quarter of 2007, the U.S. Coast Guard issued
	a revocation of acceptance under the Deepwater Modernization
	Program for eight converted 123-foot patrol boats (the vessels)
	based on alleged hull buckling and shaft alignment
	problems and alleged nonconforming topside
	equipment on the vessels. The company submitted a written
	response that argued that the revocation of acceptance was
	improper. The Coast Guard advised Integrated Coast Guard
	Systems, LLC (ICGS), which was formed by Northrop Grumman and
	Lockheed Martin to perform the Deepwater Modernization Program,
	that it was seeking approximately $96 million from ICGS as
	a result of the revocation of acceptance. The majority of the
	costs associated with the 123-foot conversion effort are
	associated with the alleged structural deficiencies of the
	vessels, which were converted under contracts with the company
	and a subcontractor to the company. In 2008, the Coast Guard
	advised ICGS that the Coast Guard would support an investigation
	by the U.S. Department of Justice of ICGS and its
	subcontractors instead of pursuing its $96 million claim
	independently. The Department of Justice conducted an
	investigation of ICGS under a sealed False Claims Act complaint
	filed in the U.S. District Court for the Northern District
	of Texas and decided in early 2009 not to intervene at that
	time. On February 12, 2009, the District Court unsealed the
	complaint filed by Michael J. DeKort, a former Lockheed Martin
	employee, against ICGS, Lockheed Martin Corporation and the
	company relating to the 123-foot conversion effort. Damages
	under the False Claims Act are subject to trebling. On
	October 15, 2009, the three defendants moved to dismiss the
	Fifth Amended complaint. On April 5, 2010, the District
	Court ruled on the defendants motions to dismiss, granting
	them in part and denying them in part. As to the company, the
	District Court dismissed conspiracy claims and those pertaining
	to the C4ISR systems. On October 27, 2010, the District
	Court entered summary judgment for the company on DeKorts
	hull, mechanical and electrical (HM&E) claims
	brought against the company. On November 10, 2010, the
	DeKort acknowledged that with the dismissal of the HM&E
	claims, no issues remained against the company for trial and the
	District Court subsequently vacated the December 1, 2010
	trial. On November 12, 2010, DeKort filed a motion for
	reconsideration regarding the District Courts denial of
	his motion to amend the Fifth Amended Complaint. On
	November 19, 2010, DeKort filed a second motion for
	reconsideration regarding the District Courts order
	granting summary judgment on the HM&E claims. Based upon
	the information available to the company to date, the company
	believes that it has substantive defenses to any potential
	claims but can give no assurance that the company will prevail
	in this litigation.
	 
	Based upon the available information regarding matters that are
	subject to U.S. Government investigations, the company
	believes that the outcome of any such matters would not have a
	material adverse effect on its consolidated financial position,
	results of operations or cash flows.
	F-22
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Asbestos-Related Claims
	 NGSB and its
	predecessors in interest are defendants in a long-standing
	series of cases filed in numerous jurisdictions around the
	country wherein former and current employees and various third
	party persons allege exposure to asbestos-containing materials
	on NGSB premises or while working on vessels constructed or
	repaired by NGSB. Some cases allege exposure to
	asbestos-containing materials through contact with company
	employees and third persons who were on the premises. The cases
	allege various injuries including those associated with pleural
	plaque disease, asbestosis, cancer, mesothelioma and other
	alleged asbestos related conditions. In some cases, in addition
	to the company, several of its former executive officers are
	also named defendants. In some instances, partial or full
	insurance coverage is available to the company for its liability
	and that of its former executive officers. Because of the
	varying nature of these actions, and based upon the information
	available to the company to date, the company believes it has
	substantive defenses in many of these cases but can give no
	assurance that it will prevail on all claims in each of these
	cases. The company believes that the ultimate resolution of
	these cases will not have a material adverse effect on its
	consolidated financial position, results of operations or cash
	flows.
	 
	Litigation
	Various claims and legal proceedings
	arise in the ordinary course of business and are pending against
	the company and its properties. Based upon the information
	available, the company believes that the resolution of any of
	these various claims and legal proceedings would not have a
	material adverse effect on its consolidated financial position,
	results of operations, or cash flows.
	 
	Subsequent Event
	On January 31, 2011, the
	U.S. Department of Justice first informed Northrop Grumman
	and the company of a False Claims Act complaint that the company
	believes was filed under seal by a relator (the plaintiff) in
	mid-2010 in the United States District Court for the District of
	Columbia. The redacted copy of the complaint that the company
	received (Complaint) alleges that through largely
	unspecified fraudulent means Northrop Grumman and the company
	obtained federal funds that were restricted by law for the
	consequences of Hurricane Katrina (Katrina), and
	used those funds to cover costs under certain shipbuilding
	contracts that were unrelated to Katrina and for which Northrop
	Grumman and the company were not entitled to recovery under the
	contracts. The Complaint seeks monetary damages of at least
	$835 million, plus penalties, attorneys fees and
	other costs of suit. Damages under the False Claims Act may be
	trebled upon a finding of liability.
	 
	For several years, Northrop Grumman has pursued recovery under
	its insurance policies for Katrina related property damage and
	business interruption losses. One of the insurers involved in
	those actions has made allegations that overlap significantly
	with certain of the issues raised in the Complaint, including
	allegations that Northrop and the company used certain Katrina
	related funds for losses under the contracts unrelated to the
	hurricane. Northrop Grumman and the company believe that the
	insurers defenses, including those related to the use of
	Katrina funding, are without merit.
	 
	The company has agreed to cooperate with the government
	investigation relating to the False Claims Act Complaint. The
	company has been advised that the Department of Justice has not
	made a decision whether to intervene. Based upon a review to
	date of the information available to the company, the company
	believes that it has substantive defenses to the allegations in
	the Complaint. The company believes that the claims as set forth
	in the Complaint evidence a fundamental lack of understanding of
	the terms and conditions in the companys shipbuilding
	contracts, including the post-Katrina modifications to those
	contracts, and the manner in which the parties performed in
	connection with the contracts. Based upon a review to date of
	the information available to the company, the company believes
	that the claims as set forth in the Complaint lack merit and are
	not likely to result in a material adverse effect on its
	consolidated financial position. The company intends vigorously
	to defend the matter, but the company cannot predict what new or
	revised claims might be asserted or what information might come
	to light so can give no assurances regarding the ultimate
	outcome.
	 
| 
 | 
 | 
| 
	14.  
 | 
	COMMITMENTS
	AND CONTINGENCIES
 | 
	 
	Contract Performance Contingencies
	Contract profit
	margins may include estimates of revenues not contractually
	agreed to between the customer and the company for matters such
	as settlements in the process
	F-23
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	of negotiation, contract changes, claims and requests for
	equitable adjustment for previously unanticipated contract
	costs. These estimates are based upon managements best
	assessment of the underlying causal events and circumstances,
	and are included in determining contract profit margins to the
	extent of expected recovery based on contractual entitlements
	and the probability of successful negotiation with the customer.
	As of December 31, 2010, the recognized amounts related to
	claims and requests for equitable adjustment are not material
	individually or in the aggregate.
	 
	Guarantees of Performance Obligations
	From time to
	time in the ordinary course of business, Northrop Grumman
	guaranteed performance obligations of NGSB under certain
	contracts. NGSB may enter into joint ventures, teaming and other
	business arrangements (Business Arrangements) to support the
	companys products and services. NGSB generally strives to
	limit its exposure under these arrangements to its investment in
	the Business Arrangement, or to the extent of obligations under
	the applicable contract. In some cases, however, Northrop
	Grumman may be required to guarantee performance of the Business
	Arrangement and, in such cases, generally obtains
	cross-indemnification from the other members of the Business
	Arrangement. At December 31, 2010, the company is not aware
	of any existing event of default that would require Northrop
	Grumman to satisfy any of these guarantees.
	 
	NGSB Quality Issues
	In conjunction with a second
	quarter 2009 review of design, engineering and production
	processes at the Gulf Coast undertaken as a result of leaks
	discovered in the USS
	San Antonios
	(LPD
	17) lube oil system, the company became aware of quality
	issues relating to certain pipe welds on ships under production
	as well as those that had previously been delivered. Since that
	discovery, the company has been working with the U.S. Navy
	to determine the nature and extent of the pipe weld issue and
	its possible impact on related shipboard systems. This effort
	has resulted in the preparation of a technical analysis of the
	problem, additional inspections on the ships, a rework plan for
	ships previously delivered and in various stages of production,
	and modifications to the work plans for ships being placed into
	production, all of which has been done with the knowledge and
	support of the U.S. Navy. NGSB responsible incremental
	costs associated with the anticipated resolution of these
	matters have been reflected in the financial performance
	analysis and contract booking rates beginning with the second
	quarter of 2009.
	 
	In the fourth quarter of 2009, certain bearing wear and debris
	were found in the lubrication system of the main propulsion
	diesel engines (MPDE) installed on LPD 21. NGSB is participating
	with the U.S. Navy and other industry participants involved
	with the MPDEs in a review panel established by the
	U.S. Navy to examine the MPDE lubrication systems
	design, construction, operation and maintenance for the LPD 17
	class of ships. The team is focusing on identification and
	understanding of the root causes of the MPDE diesel bearing wear
	and the debris in the lubrication system and potential future
	impacts on maintenance costs. To date the review has identified
	several potential system improvements for increasing the system
	reliability. Certain changes are being implemented on ships
	under construction at this time and the U.S. Navy is
	implementing some changes on in-service ships in the class at
	the earliest opportunity. The U.S. Navy has requested a
	special MPDE flush procedure be used on LPDs 22 through 25 under
	construction at the Gulf Coast shipyards. The company has
	informed the U.S. Navy of its position that should the
	U.S. Navy direct use of this new flush procedure, the
	company believes such direction would be a change to the
	contracts for all LPDs under construction, and that such a
	change would entitle the company to an equitable adjustment to
	cover the cost and schedule impacts. However, the company can
	give no assurance that the U.S. Navy will agree that any
	such direction would constitute a contract change.
	 
	In July 2010, the Navy released its report documenting the
	results of a Judge Advocate Generals manual (JAGMAN)
	investigation of the failure of MPDE bearings on LPD 17
	subsequent to the Navys Planned Maintenance Availability
	(PMA), which was completed in October 2009. During sea trials
	following the completion of the Navy conducted PMA, one of the
	ships MPDEs suffered a casualty as the result of a bearing
	failure. The JAGMAN investigation determined that the bearing
	failure could be attributed to a number of possible factors,
	including deficiencies in the acquisition process, maintenance,
	training, and execution of shipboard programs, as well as debris
	from the construction process. NGSBs technical personnel
	reviewed the JAGMAN report and
	F-24
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	provided feedback to the Navy on the report recommending that
	the company and the Navy perform a comprehensive review of the
	LPD 17 Class propulsion system design and its associated
	operation and maintenance procedure in order to enhance
	reliability. Discussions between the company and the Navy on
	this recommendation are ongoing.
	 
	The company and the U.S. Navy continue to work in
	partnership to investigate and identify any additional
	corrective actions to address quality issues associated with
	ships manufactured in the companys Gulf Coast shipyards
	and the company will implement appropriate corrective actions.
	The company does not believe that the ultimate resolution of the
	matters described above will have a material adverse effect upon
	its consolidated financial position, results of operations or
	cash flows.
	 
	The company has also encountered various quality issues on its
	Aircraft Carrier construction and overhaul programs and its
	Virginia Class Submarine construction program at its
	Newport News location. These primarily involve matters related
	to filler metal used in pipe welds identified in 2007, and in
	2009, issues associated with non-nuclear weld inspection and the
	installation of weapons handling equipment on certain
	submarines, and certain purchased material quality issues. The
	company does not believe that resolution of these issues will
	have a material adverse effect upon its consolidated financial
	position, results of operations or cash flows.
	 
	Environmental Matters
	The estimated cost to
	complete remediation has been accrued where it is probable that
	the company will incur such costs in the future to address
	environmental impacts at currently or formerly owned or leased
	operating facilities, or at sites where it has been named a
	Potentially Responsible Party (PRP) by the Environmental
	Protection Agency, or similarly designated by other
	environmental agencies. These accruals do not include any
	litigation costs related to environmental matters, nor do they
	include amounts recorded as asset retirement obligations. To
	assess the potential impact on the companys consolidated
	financial statements, management estimates the reasonably
	possible remediation costs that could be incurred by the
	company, taking into account currently available facts on each
	site as well as the current state of technology and prior
	experience in remediating contaminated sites. These estimates
	are reviewed periodically and adjusted to reflect changes in
	facts and technical and legal circumstances. Management
	estimates that as of December 31, 2010, the probable future
	costs for environmental remediation sites is $3 million,
	which is accrued in other current liabilities. Factors that
	could result in changes to the companys estimates include:
	modification of planned remedial actions, increases or decreases
	in the estimated time required to remediate, changes to the
	determination of legally responsible parties, discovery of more
	extensive contamination than anticipated, changes in laws and
	regulations affecting remediation requirements, and improvements
	in remediation technology. Should other PRPs not pay their
	allocable share of remediation costs, the company may have to
	incur costs in addition to those already estimated and accrued.
	In addition, there are some potential remediation sites where
	the costs of remediation cannot be reasonably estimated.
	Although management cannot predict whether new information
	gained as projects progress will materially affect the estimated
	liability accrued, management does not anticipate that future
	remediation expenditures will have a material adverse effect on
	the companys consolidated financial position, results of
	operations, or cash flows.
	 
	Collective Bargaining Agreements
	The company
	believes that it maintains good relations with its
	39,000 employees, of which approximately 50 percent
	are covered by 10 collective bargaining agreements. The company
	successfully negotiated a two-year extension to the collective
	bargaining agreements at its Gulf Coast locations that were to
	expire in 2010. It is not expected that the results of these
	negotiations will, either individually or in the aggregate, have
	a material adverse effect on the companys consolidated
	results of operations.
	 
	Financial Arrangements
	In the ordinary course of
	business, Northrop Grumman uses standby letters of credit issued
	by commercial banks and surety bonds issued by insurance
	companies principally to guarantee the performance on certain
	contracts and to support the companys self-insured
	workers compensation plans. At December 31, 2010,
	there were $125 million of unused stand-by letters of
	credit and $296 million of surety bonds outstanding related
	to NGSB.
	F-25
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	U.S. Government Claims
	From time to time,
	customers advise the company of claims and penalties concerning
	certain potential disallowed costs. When such findings are
	presented, Northrop Grumman, the company and the
	U.S. Government representatives engage in discussions to
	enable Northrop Grumman and NGSB to evaluate the merits of these
	claims as well as to assess the amounts being claimed. Where
	appropriate, provisions are made to reflect the expected
	exposure to the matters raised by the U.S. Government
	representatives and such provisions are reviewed on a quarterly
	basis for sufficiency based on the most recent information
	available. Northrop Grumman and the company do not believe that
	the outcome of any such matters would have a material adverse
	effect on its consolidated financial position, results of
	operations, or cash flows.
	 
	Operating Leases
	Rental expense for operating leases
	was $44 million in 2010, $48 million in 2009, and
	$41 million in 2008. These amounts are net of immaterial
	amounts of sublease rental income. Minimum rental commitments
	under long-term noncancellable operating leases as of
	December 31, 2010, total approximately $137 million,
	which are payable as follows: 2011$21 million;
	2012$20 million; 2013$16 million;
	2014$14 million; 2015$11 million; and
	thereafter$55 million.
	 
| 
 | 
 | 
| 
	15.  
 | 
	IMPACTS
	FROM HURRICANES
 | 
	 
	In 2008, a subcontractors operations in Texas were
	severely impacted by Hurricane Ike. The subcontractor produces
	compartments for two of the LPD amphibious transport dock ships
	under construction at the Gulf Coast shipyards. As a result of
	the delays and cost growth caused by the subcontractors
	production delays, NGSBs operating income was reduced by
	approximately $16 million during 2008. In the first quarter
	of 2010, the company received $17 million in final
	settlement of its claim, which was recorded as a reduction to
	cost of product sales.
	 
	In August 2005, the companys Gulf Coast operations were
	significantly impacted by Katrina and the companys
	shipyards in Louisiana and Mississippi sustained significant
	windstorm damage from the hurricane. As a result of the storm,
	the company incurred costs to replace or repair destroyed or
	damaged assets, suffered losses under its contracts, and
	incurred substantial costs to clean up and recover its
	operations. As of the date of the storm, the company had a
	comprehensive insurance program that provided coverage for,
	among other things, property damage, business interruption
	impact on net profitability, and costs associated with
	clean-up
	and
	recovery. The company expects that its remaining claim will be
	resolved separately with the two remaining insurers, Factory
	Mutual Insurance Company (FM Global) and
	Munich-American
	Risk Partners (Munich Re) (see Note 16).
	 
	The company has full entitlement to any insurance recoveries
	related to business interruption impacts on net profitability
	resulting from these hurricanes. However, because of
	uncertainties concerning the ultimate determination of
	recoveries related to business interruption claims, no such
	amounts are recognized until they are resolved with the
	insurers. Furthermore, due to the uncertainties with respect to
	the companys disagreement with FM Global in relation to
	the Katrina claim, no receivables have been recognized by the
	company in the accompanying consolidated financial statements
	for insurance recoveries from FM Global.
	 
	In accordance with U.S. Government cost accounting
	regulations affecting the majority of the companys
	contracts, the cost of insurance premiums for property damage
	and business interruption coverage, other than coverage of
	profit, is an allowable expense that may be charged to
	contracts. Because a substantial portion of long-term contracts
	at the shipyards is flexibly-priced, the U.S. Navy would
	benefit from a portion of insurance recoveries in excess of the
	net book value of damaged assets. When such insurance recoveries
	occur, the company is obligated to provide the benefit of a
	portion of these amounts to the government. In recent
	discussions, the U.S. Navy has expressed its intention to
	challenge the allowability of certain post-Katrina depreciation
	costs charged or expected to be charged on contracts under
	construction in the Gulf Coast shipyards. It is premature to
	estimate the amount, if any, that the U.S. Navy will
	ultimately challenge. The company believes all of the
	replacement costs should be recoverable under its insurance
	coverage and the amounts that may be challenged are included in
	the insurance claim. However, if NGSB is unsuccessful in its
	insurance recovery, the company believes there are specific
	rules in the CAS and FAR that should still render the
	depreciation on those assets allowable and recoverable through
	its contracts with the U.S. Navy as these replacement costs
	provide benefit to the government.
	F-26
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	The company believes that its depreciation practices are in
	conformity with the FAR, and that, if the U.S. Navy were to
	challenge the allowability of such costs, the company should be
	able to successfully resolve this matter with no material
	adverse effect to the companys consolidated financial
	position, results of operations or cash flows.
	 
| 
 | 
 | 
| 
	16.  
 | 
	HURRICANE
	KATRINA INSURANCE RECOVERIES
 | 
	 
	The company is pursuing legal action against an insurance
	provider, FM Global, arising out of a disagreement concerning
	the coverage of certain losses related to Katrina (see
	Note 15). Legal action commenced against FM Global on
	November 4, 2005, which is now pending in the
	U.S. District Court for the Central District of California,
	Western Division. In August 2007, the District Court issued an
	order finding that the excess insurance policy provided coverage
	for the companys Katrina-related loss. FM Global appealed
	the District Courts order and on August 14, 2008, the
	U.S. Court of Appeals for the Ninth Circuit reversed the
	earlier summary judgment order in favor of the Northrop
	Grummans interest, holding that the FM Global excess
	policy unambiguously excludes damage from the storm surge caused
	by Katrina under its Flood exclusion. The Ninth
	Circuit remanded the case to the District Court to determine
	whether the California efficient proximate cause doctrine
	affords Northrop Grumman coverage under the policy even if the
	Flood exclusion of the policy is unambiguous. On April 2,
	2009, the Ninth Circuit denied Northrop Grummans Petition
	for Rehearing and remanded the case to the District Court. On
	June 10, 2009, Northrop Grumman filed a motion seeking
	leave of court to file a complaint adding Aon Risk Services,
	Inc. of Southern California (Aon) as a defendant. On
	July 1, 2009, FM Global filed a motion for partial summary
	judgment seeking a determination that the California efficient
	proximate cause doctrine is not applicable or that it affords no
	coverage under the policy. On August 26, 2010, the District
	Court denied Northrop Grummans motion to add Aon as a
	defendant to the case pending in the District Court, finding
	that Northrop Grumman has a viable option to bring suit against
	Aon in state court. Also on August 26, the District Court
	granted FM Globals motion for summary judgment based upon
	Californias doctrine of efficient proximate cause, and
	denied FM Globals motion for summary judgment based upon
	breach of contract, finding that triable issues of fact remained
	as to whether and to what extent the company sustained wind
	damage apart from the storm surge. Northrop Grumman believes
	that it is entitled to full reimbursement of its covered losses
	under the excess policy. The District Court has scheduled trial
	on the merits for April 3, 2012. On January 27, 2011,
	Northrop Grumman filed an action against Aon Insurance Services
	West, Inc., formerly known as Aon Risk Services, Inc. of
	Southern California, in Superior Court in California alleging
	breach of contract, professional negligence, and negligent
	misrepresentation. Based on the current status of the
	litigation, no assurances can be made as to the ultimate outcome
	of these matters. However, if either of the claims are
	successful, the potential effect to the companys
	consolidated financial position, results of operations, or cash
	flows would be favorable.
	 
	During 2008, notification from Munich Re, the only remaining
	insurer within the primary layer of insurance coverage with
	which a resolution has not been reached, was received noting
	that it will pursue arbitration proceedings against Northrop
	Grumman related to approximately $19 million owed by Munich
	Re to Northrop Grumman Risk Management Inc. (NGRMI), a wholly
	owned subsidiary of Northrop Grumman, for certain losses related
	to Katrina. An arbitration was later invoked by Munich Re in the
	United Kingdom under the reinsurance contract. Northrop Grumman
	was subsequently notified that Munich Re is seeking
	reimbursement of approximately $44 million of funds
	previously advanced to NGRMI for payment of claim losses of
	which Munich Re provided reinsurance protection to NGRMI
	pursuant to an executed reinsurance contract, and
	$6 million of adjustment expenses. The arbitral panel has
	set a hearing for November 14, 2011. Northrop Grumman and
	the company believe that NGRMI is entitled to full reimbursement
	of its covered losses under the reinsurance contract and has
	substantive defenses to the claim of Munich Re for return of the
	funds paid to date. If the matters are resolved in NGRMIs
	favor, then it would be entitled to the remaining
	$19 million owed for covered losses and it would have no
	further obligations to Munich Re. Payments to be made to NGRMI
	in connection with this matter would be for the benefit of the
	company and reimbursements to be made to Munich Re would be made
	by the company, if any.
	F-27
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	 
	Plan
	Descriptions
	 
	Defined Benefit Pension Plans
	The company
	participates in several defined benefit pension plans of
	Northrop Grumman covering the majority of its employees. Pension
	benefits for most employees are based on the employees
	years of service and compensation. It is the policy of Northrop
	Grumman to fund at least the minimum amount required for all the
	sponsored plans, using actuarial cost methods and assumptions
	acceptable under U.S. Government regulations, by making
	payments into benefit trusts separate from Northrop Grumman. The
	pension benefit for most employees is based upon criteria
	whereby employees earn age and service points over their
	employment period.
	 
	Defined Contribution Plans
	The company also
	participates in Northrop Grumman-sponsored 401(k) defined
	contribution plans in which most employees are eligible to
	participate, as well as certain union employees. Northrop
	Grumman contributions for most plans are based on a cash
	matching of company employee contributions up to 4 percent
	of compensation. Certain hourly employees are covered under a
	target benefit plan. In addition to the 401(k) defined
	contribution benefit, non-union represented company employees
	hired after June 30, 2008, are eligible to participate in a
	Northrop Grumman-sponsored defined contribution program in lieu
	of a defined benefit pension plan. Northrop Grummans
	contributions to these defined contribution plans for company
	employees for the years ended December 31, 2010, 2009, and
	2008, were $51 million, $50 million, and
	$49 million, respectively.
	 
	Medical and Life Benefits
	The company participates
	in several health care plans of Northrop Grumman by which the
	company provides a portion of the costs for certain health and
	welfare benefits for a significant number of its active and
	retired employees. Covered employees achieve eligibility to
	participate in these contributory plans upon retirement from
	active service if they meet specified age and years of service
	requirements. Qualifying dependents are also eligible for
	medical coverage. Northrop Grumman reserves the right to amend
	or terminate the plans at any time. In November 2006, the
	company adopted plan amendments and communicated to plan
	participants that it would cap the amount of its contributions
	to substantially all of its remaining post retirement medical
	and life benefit plans that were previously not subject to
	limits on the companys contributions.
	 
	In addition to a medical inflation cost-sharing feature, the
	plans also have provisions for deductibles, co-payments,
	coinsurance percentages,
	out-of-pocket
	limits, conformance to a schedule of reasonable fees, the use of
	managed care providers, and maintenance of benefits with other
	plans. The plans also provide for a Medicare carve-out, and a
	maximum lifetime benefit of $2 million per covered
	individual. Effective January 1, 2011, the company elected
	to remove the maximum lifetime benefit cap for all company
	sponsored medical plans due to passage of the new health care
	legislation described below. Subsequent to July 1, 2003,
	and January 1, 2004, for Gulf Coast and Virginia
	operations, respectively, newly hired employees are not eligible
	for post employment medical and life benefits.
	 
	The effect of the Medicare prescription drug subsidy from the
	Medicare Prescription Drug, Improvement and Modernization Act of
	2003 to reduce the companys net periodic postretirement
	benefit cost was not material for the periods presented and
	accumulated postretirement benefit obligation was
	$26 million and $28 million as of December 31,
	2010 and 2009, respectively.
	 
	New Health Care Legislation
	The Patient Protection
	and Affordable Care Act and the Health Care and Education
	Reconciliation Act became law during the first quarter of 2010.
	These new laws will impact the companys costs of providing
	health care benefits to its employees beginning in 2011. The
	initial passage of the laws will eliminate the companys
	tax benefits under the Medicare prescription drug subsidies
	associated with the Medicare Prescription Drug, Improvement and
	Modernization Act of 2003 beginning in 2013. The impact from the
	elimination of these tax benefits was recorded in the
	consolidated financial statements (see Note 10). The
	company has also begun participation in the Early Retiree
	Reinsurance Program (ERRP) that became effective on June 1,
	2010. The company continues to assess the extent to which the
	provisions of the new laws will affect its future health care
	and related employee benefit plan costs.
	F-28
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Summary
	Plan Results
	 
	The cost to the company of its retirement benefit plans in each
	of the three years ended December 31 is shown in the following
	table:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Medical and
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension Benefits
 | 
	 
 | 
	 
 | 
	Life Benefits
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2008
 | 
	 
 | 
| 
	 
 | 
| 
 
	Components of Net Periodic Benefit Cost
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Service cost
 
 | 
	 
 | 
	$
 | 
	127
 | 
	 
 | 
	 
 | 
	$
 | 
	114
 | 
	 
 | 
	 
 | 
	$
 | 
	130
 | 
	 
 | 
	 
 | 
	$
 | 
	15
 | 
	 
 | 
	 
 | 
	$
 | 
	15
 | 
	 
 | 
	 
 | 
	$
 | 
	14
 | 
	 
 | 
| 
 
	Interest cost
 
 | 
	 
 | 
	 
 | 
	182
 | 
	 
 | 
	 
 | 
	 
 | 
	169
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 | 
	 
 | 
	 
 | 
	 
 | 
	38
 | 
	 
 | 
	 
 | 
	 
 | 
	40
 | 
	 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
| 
 
	Expected return on plan assets
 
 | 
	 
 | 
	 
 | 
	(232
 | 
	)
 | 
	 
 | 
	 
 | 
	(193
 | 
	)
 | 
	 
 | 
	 
 | 
	(231
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Amortization of Prior service cost (credit)
 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
	 
 | 
	 
 | 
	13
 | 
	 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
	 
 | 
	 
 | 
	(9
 | 
	)
 | 
	 
 | 
	 
 | 
	(9
 | 
	)
 | 
	 
 | 
	 
 | 
	(14
 | 
	)
 | 
| 
 
	Net loss from previous years
 
 | 
	 
 | 
	 
 | 
	38
 | 
	 
 | 
	 
 | 
	 
 | 
	48
 | 
	 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net periodic benefit cost
 
 | 
	 
 | 
	$
 | 
	128
 | 
	 
 | 
	 
 | 
	$
 | 
	151
 | 
	 
 | 
	 
 | 
	$
 | 
	64
 | 
	 
 | 
	 
 | 
	$
 | 
	52
 | 
	 
 | 
	 
 | 
	$
 | 
	55
 | 
	 
 | 
	 
 | 
	$
 | 
	54
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The table below summarizes the changes in the components of
	unrecognized benefit plan costs for the years ended
	December 31, 2010, 2009, and 2008.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension
 
 | 
	 
 | 
	 
 | 
	Medical and
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Benefits
 | 
	 
 | 
	 
 | 
	Life Benefits
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Changes in Unamortized Benefit Plan Costs
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Change in net actuarial loss
 
 | 
	 
 | 
	$
 | 
	640
 | 
	 
 | 
	 
 | 
	$
 | 
	(41
 | 
	)
 | 
	 
 | 
	$
 | 
	599
 | 
	 
 | 
| 
 
	Change in prior service cost
 
 | 
	 
 | 
	 
 | 
	57
 | 
	 
 | 
	 
 | 
	 
 | 
	31
 | 
	 
 | 
	 
 | 
	 
 | 
	88
 | 
	 
 | 
| 
 
	Amortization of Prior service (cost) credit
 
 | 
	 
 | 
	 
 | 
	(7
 | 
	)
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
| 
 
	Net loss from previous years
 
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
	 
 | 
	 
 | 
	(15
 | 
	)
 | 
	 
 | 
	 
 | 
	(17
 | 
	)
 | 
| 
 
	Tax (expense) benefits related to above items
 
 | 
	 
 | 
	 
 | 
	(268
 | 
	)
 | 
	 
 | 
	 
 | 
	4
 | 
	 
 | 
	 
 | 
	 
 | 
	(264
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Changes in unamortized benefit plan costs2008
 
 | 
	 
 | 
	 
 | 
	420
 | 
	 
 | 
	 
 | 
	 
 | 
	(7
 | 
	)
 | 
	 
 | 
	 
 | 
	413
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Change in net actuarial loss
 
 | 
	 
 | 
	 
 | 
	(76
 | 
	)
 | 
	 
 | 
	 
 | 
	(5
 | 
	)
 | 
	 
 | 
	 
 | 
	(81
 | 
	)
 | 
| 
 
	Change in prior service cost (credit)
 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
 
	Amortization of Prior service (cost) credit
 
 | 
	 
 | 
	 
 | 
	(13
 | 
	)
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	(4
 | 
	)
 | 
| 
 
	Net loss from previous years
 
 | 
	 
 | 
	 
 | 
	(48
 | 
	)
 | 
	 
 | 
	 
 | 
	(9
 | 
	)
 | 
	 
 | 
	 
 | 
	(57
 | 
	)
 | 
| 
 
	Tax benefits related to above items
 
 | 
	 
 | 
	 
 | 
	54
 | 
	 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	56
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Changes in unamortized benefit plan costs2009
 
 | 
	 
 | 
	 
 | 
	(82
 | 
	)
 | 
	 
 | 
	 
 | 
	(4
 | 
	)
 | 
	 
 | 
	 
 | 
	(86
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Change in net actuarial loss
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
| 
 
	Transfers
 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
| 
 
	Amortization of Prior service (cost) credit
 
 | 
	 
 | 
	 
 | 
	(13
 | 
	)
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	(4
 | 
	)
 | 
| 
 
	Net loss from previous years
 
 | 
	 
 | 
	 
 | 
	(38
 | 
	)
 | 
	 
 | 
	 
 | 
	(8
 | 
	)
 | 
	 
 | 
	 
 | 
	(46
 | 
	)
 | 
| 
 
	Tax benefits (expense) related to above items
 
 | 
	 
 | 
	 
 | 
	11
 | 
	 
 | 
	 
 | 
	 
 | 
	(15
 | 
	)
 | 
	 
 | 
	 
 | 
	(4
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Changes in unamortized benefit plan costs2010
 
 | 
	 
 | 
	$
 | 
	(17
 | 
	)
 | 
	 
 | 
	$
 | 
	1
 | 
	 
 | 
	 
 | 
	$
 | 
	(16
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The changes in the unamortized benefit plan costs, net of tax,
	are included in other comprehensive income in the consolidated
	statements of operations. Unamortized benefit plan costs consist
	primarily of net after-tax actuarial loss amounts totaling
	$487 million, $489 million, and $573 million as
	of December 31, 2010, 2009, and 2008, respectively. Net
	actuarial gains or losses are determined annually and
	principally arise from gains or losses on plan assets due to
	variations in the fair market value of the underlying assets,
	and changes in the benefit obligation due to
	F-29
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	changes in actuarial assumptions. Net actuarial gains or losses
	are amortized to expense in future periods when they exceed ten
	percent of the greater of the plan assets or projected benefit
	obligations by plan. The excess of gains or losses over the ten
	percent threshold is subject to amortization over the average
	future service period of employees of approximately ten years.
	 
	The following tables set forth the funded status and amounts
	recognized in the consolidated statements of financial position
	for the Northrop Grumman-sponsored defined benefit pension and
	retiree health care and life insurance benefit plans. Pension
	benefits data include the qualified plans as well as several
	unfunded non-qualified plans for benefits provided to directors,
	officers, and certain employees. The company uses a December 31
	measurement date for all of its plans.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Medical and
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension Benefits
 | 
	 
 | 
	 
 | 
	Life Benefits
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Change in Benefit Obligation
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Benefit obligation at beginning of year
 
 | 
	 
 | 
	$
 | 
	3,062
 | 
	 
 | 
	 
 | 
	$
 | 
	2,756
 | 
	 
 | 
	 
 | 
	$
 | 
	677
 | 
	 
 | 
	 
 | 
	$
 | 
	660
 | 
	 
 | 
| 
 
	Service cost
 
 | 
	 
 | 
	 
 | 
	127
 | 
	 
 | 
	 
 | 
	 
 | 
	114
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Interest cost
 
 | 
	 
 | 
	 
 | 
	182
 | 
	 
 | 
	 
 | 
	 
 | 
	169
 | 
	 
 | 
	 
 | 
	 
 | 
	38
 | 
	 
 | 
	 
 | 
	 
 | 
	40
 | 
	 
 | 
| 
 
	Plan participants contributions
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Plan amendments
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Actuarial loss (gain)
 
 | 
	 
 | 
	 
 | 
	145
 | 
	 
 | 
	 
 | 
	 
 | 
	114
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
	 
 | 
	 
 | 
	(5
 | 
	)
 | 
| 
 
	Benefits paid
 
 | 
	 
 | 
	 
 | 
	(106
 | 
	)
 | 
	 
 | 
	 
 | 
	(98
 | 
	)
 | 
	 
 | 
	 
 | 
	(52
 | 
	)
 | 
	 
 | 
	 
 | 
	(51
 | 
	)
 | 
| 
 
	Transfers
 
 | 
	 
 | 
	 
 | 
	37
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Curtailment
 
 | 
	 
 | 
	 
 | 
	(14
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Benefit obligation at end of year
 
 | 
	 
 | 
	 
 | 
	3,442
 | 
	 
 | 
	 
 | 
	 
 | 
	3,062
 | 
	 
 | 
	 
 | 
	 
 | 
	714
 | 
	 
 | 
	 
 | 
	 
 | 
	677
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Change in Plan Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Fair value of plan assets at beginning of year
 
 | 
	 
 | 
	 
 | 
	2,789
 | 
	 
 | 
	 
 | 
	 
 | 
	2,297
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Gain on plan assets
 
 | 
	 
 | 
	 
 | 
	347
 | 
	 
 | 
	 
 | 
	 
 | 
	384
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Employer contributions
 
 | 
	 
 | 
	 
 | 
	105
 | 
	 
 | 
	 
 | 
	 
 | 
	201
 | 
	 
 | 
	 
 | 
	 
 | 
	33
 | 
	 
 | 
	 
 | 
	 
 | 
	33
 | 
	 
 | 
| 
 
	Plan participants contributions
 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	5
 | 
	 
 | 
	 
 | 
	 
 | 
	16
 | 
	 
 | 
	 
 | 
	 
 | 
	15
 | 
	 
 | 
| 
 
	Benefits paid
 
 | 
	 
 | 
	 
 | 
	(106
 | 
	)
 | 
	 
 | 
	 
 | 
	(98
 | 
	)
 | 
	 
 | 
	 
 | 
	(52
 | 
	)
 | 
	 
 | 
	 
 | 
	(51
 | 
	)
 | 
| 
 
	Transfers
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Other
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
	 
 | 
	 
 | 
	3
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Fair value of plan assets at end of year
 
 | 
	 
 | 
	 
 | 
	3,183
 | 
	 
 | 
	 
 | 
	 
 | 
	2,789
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Funded status
 
 | 
	 
 | 
	$
 | 
	(259
 | 
	)
 | 
	 
 | 
	$
 | 
	(273
 | 
	)
 | 
	 
 | 
	$
 | 
	(713
 | 
	)
 | 
	 
 | 
	$
 | 
	(677
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Amounts Recognized in the Consolidated Statements of
	Financial Position
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Non-current assets
 
 | 
	 
 | 
	$
 | 
	131
 | 
	 
 | 
	 
 | 
	$
 | 
	116
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Current liability
 
 | 
	 
 | 
	 
 | 
	(9
 | 
	)
 | 
	 
 | 
	 
 | 
	(10
 | 
	)
 | 
	 
 | 
	$
 | 
	(146
 | 
	)
 | 
	 
 | 
	$
 | 
	(175
 | 
	)
 | 
| 
 
	Non-current liability
 
 | 
	 
 | 
	 
 | 
	(381
 | 
	)
 | 
	 
 | 
	 
 | 
	(379
 | 
	)
 | 
	 
 | 
	 
 | 
	(567
 | 
	)
 | 
	 
 | 
	 
 | 
	(502
 | 
	)
 | 
	F-30
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	The following table shows those amounts expected to be
	recognized in net periodic benefit cost in 2011:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension
 
 | 
	 
 | 
	Medical and
 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Benefits
 | 
	 
 | 
	Life Benefits
 | 
| 
	 
 | 
| 
 
	Amounts Expected to be Recognized in 2011 Net Periodic
	Benefit Cost
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net loss
 
 | 
	 
 | 
	$
 | 
	34
 | 
	 
 | 
	 
 | 
	$
 | 
	9
 | 
	 
 | 
| 
 
	Prior service cost (credit)
 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
	 
 | 
	 
 | 
	(9
 | 
	)
 | 
	 
	The accumulated benefit obligation allocated from all of the
	Northrop Grumman-sponsored defined benefit pension plans in
	which company employees participate was $3.2 billion and
	$2.8 billion at December 31, 2010, and 2009,
	respectively.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension Benefits
 | 
	 
 | 
	 
 | 
	Medical and Life Benefits
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	 
 | 
	2009
 | 
	 
 | 
| 
	 
 | 
| 
 
	Amounts Recorded in Accumulated Other Comprehensive Loss
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Net actuarial loss
 
 | 
	 
 | 
	$
 | 
	640
 | 
	 
 | 
	 
 | 
	$
 | 
	654
 | 
	 
 | 
	 
 | 
	$
 | 
	157
 | 
	 
 | 
	 
 | 
	$
 | 
	150
 | 
	 
 | 
| 
 
	Prior service cost
 
 | 
	 
 | 
	 
 | 
	99
 | 
	 
 | 
	 
 | 
	 
 | 
	111
 | 
	 
 | 
	 
 | 
	 
 | 
	(38
 | 
	)
 | 
	 
 | 
	 
 | 
	(46
 | 
	)
 | 
| 
 
	Income tax benefits related to above items
 
 | 
	 
 | 
	 
 | 
	(287
 | 
	)
 | 
	 
 | 
	 
 | 
	(298
 | 
	)
 | 
	 
 | 
	 
 | 
	(56
 | 
	)
 | 
	 
 | 
	 
 | 
	(40
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Unamortized benefit plan costs
 
 | 
	 
 | 
	$
 | 
	452
 | 
	 
 | 
	 
 | 
	$
 | 
	467
 | 
	 
 | 
	 
 | 
	$
 | 
	63
 | 
	 
 | 
	 
 | 
	$
 | 
	64
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	Amounts for pension plans with accumulated benefit obligations
	in excess of fair value of plan assets associated with company
	employees are as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31
 | 
| 
	$ in millions
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
| 
	 
 | 
| 
 
	Projected benefit obligation
 
 | 
	 
 | 
	$
 | 
	2,771
 | 
	 
 | 
	 
 | 
	$
 | 
	2,050
 | 
	 
 | 
| 
 
	Accumulated benefit obligation
 
 | 
	 
 | 
	 
 | 
	2,531
 | 
	 
 | 
	 
 | 
	 
 | 
	1,823
 | 
	 
 | 
| 
 
	Fair value of plan assets
 
 | 
	 
 | 
	 
 | 
	2,381
 | 
	 
 | 
	 
 | 
	 
 | 
	1,696
 | 
	 
 | 
	F-31
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Plan
	Assumptions
	 
	On a weighted-average basis, the following assumptions were used
	to determine the benefit obligations and the net periodic
	benefit cost.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	Medical and
 
 | 
| 
	 
 | 
	 
 | 
	Pension Benefits
 | 
	 
 | 
	Life Benefits
 | 
| 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
| 
	 
 | 
| 
 
	Assumptions Used to Determine Benefit Obligation at December
	31
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Discount rate
 
 | 
	 
 | 
	 
 | 
	5.84
 | 
	%
 | 
	 
 | 
	 
 | 
	6.04
 | 
	%
 | 
	 
 | 
	 
 | 
	5.58
 | 
	%
 | 
	 
 | 
	 
 | 
	5.84
 | 
	%
 | 
| 
 
	Rate of compensation increase
 
 | 
	 
 | 
	 
 | 
	3.43
 | 
	%
 | 
	 
 | 
	 
 | 
	3.51
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Initial health care cost trend rate assumed for the next year
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	8.00
 | 
	%
 | 
	 
 | 
	 
 | 
	7.00
 | 
	%
 | 
| 
 
	Rate to which the cost trend rate is assumed to decline (the
	ultimate trend rate)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	5.00
 | 
	%
 | 
	 
 | 
	 
 | 
	5.00
 | 
	%
 | 
| 
 
	Year that the rate reaches the ultimate trend rate
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2017
 | 
	 
 | 
	 
 | 
	 
 | 
	2014
 | 
	 
 | 
| 
 
	Assumptions Used to Determine Benefit Cost for the Year Ended
	December 31
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Discount rate
 
 | 
	 
 | 
	 
 | 
	6.04
 | 
	%
 | 
	 
 | 
	 
 | 
	6.25
 | 
	%
 | 
	 
 | 
	 
 | 
	5.84
 | 
	%
 | 
	 
 | 
	 
 | 
	6.25
 | 
	%
 | 
| 
 
	Expected long-term return on plan assets
 
 | 
	 
 | 
	 
 | 
	8.50
 | 
	%
 | 
	 
 | 
	 
 | 
	8.50
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Rate of compensation increase
 
 | 
	 
 | 
	 
 | 
	3.51
 | 
	%
 | 
	 
 | 
	 
 | 
	3.77
 | 
	%
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Initial health care cost trend rate assumed for the next year
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	7.00
 | 
	%
 | 
	 
 | 
	 
 | 
	7.50
 | 
	%
 | 
| 
 
	Rate to which the cost trend rate is assumed to decline (the
	ultimate trend rate)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	5.00
 | 
	%
 | 
	 
 | 
	 
 | 
	5.00
 | 
	%
 | 
| 
 
	Year that the rate reaches the ultimate trend rate
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	2014
 | 
	 
 | 
	 
 | 
	 
 | 
	2014
 | 
	 
 | 
	 
	The discount rate is generally based on the yield on
	high-quality corporate fixed-income investments. At the end of
	each year, the discount rate is primarily determined using the
	results of bond yield curve models based on a portfolio of high
	quality bonds matching the notional cash inflows with the
	expected benefit payments for each significant benefit plan.
	 
	The assumptions used for pension benefits are consistent with
	those used for retiree medical and life insurance benefits.
	 
	Through consultation with investment advisors, expected
	long-term returns for each of the plans strategic asset
	classes were developed by Northrop Grumman. Several factors were
	considered, including survey of investment managers
	expectations, current market data such as yields/price-earnings
	ratios, and historical market returns over long periods. Using
	policy target allocation percentages and the asset class
	expected returns, a weighted-average expected return was
	calculated.
	 
	A one-percentage-point change in the initial through the
	ultimate health care cost trend rates would have the following
	effects:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	1-Percentage-
 
 | 
	 
 | 
	1-Percentage-
 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Point Increase
 | 
	 
 | 
	Point Decrease
 | 
| 
	 
 | 
| 
 
	Increase (Decrease) From Change In Health Care Cost Trend
	Rates To
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Postretirement benefit expense
 
 | 
	 
 | 
	$
 | 
	2
 | 
	 
 | 
	 
 | 
	$
 | 
	(2
 | 
	)
 | 
| 
 
	Postretirement benefit liability
 
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
	 
 | 
	 
 | 
	(18
 | 
	)
 | 
	 
	Plan
	Assets and Investment Policy
	 
	The retirement benefit plans assets in the NGSB Master
	Trust are invested in various asset classes that are expected to
	produce a sufficient level of diversification and investment
	return over the long term. The investment
	F-32
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	goals are to exceed the assumed actuarial rate of return over
	the long term within reasonable and prudent levels of risk.
	Liability studies are conducted on a regular basis to provide
	guidance in setting investment goals with an objective to
	balance risk. Risk targets are established and monitored against
	acceptable ranges.
	 
	All investment policies and procedures are designed to ensure
	that the plans investments are in compliance with ERISA.
	Guidelines are established defining permitted investments within
	each asset class. Derivatives are used for transitioning assets,
	asset class rebalancing, managing currency risk, and for
	management of fixed income and alternative investments. The
	investment policies for most of the retirement benefit plans
	were changed effective January 1, 2010 and require that the
	asset allocation be maintained within the following ranges as of
	December 31, 2010:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Asset Allocation
 
 | 
| 
	 
 | 
	 
 | 
	Ranges
 | 
| 
	 
 | 
| 
 
	U.S. equity
 
 | 
	 
 | 
	 
 | 
	15  35
 | 
	%
 | 
| 
 
	International equity
 
 | 
	 
 | 
	 
 | 
	10  30
 | 
	%
 | 
| 
 
	Long bonds
 
 | 
	 
 | 
	 
 | 
	25  45
 | 
	%
 | 
| 
 
	2010: Real estate and other
 
 | 
	 
 | 
	 
 | 
	10  30
 | 
	%
 | 
	 
	As of December 31, 2010, the assets of NGSBs
	retirement benefit plans were transferred into a separate NGSB
	Master Trust. The domestic equities, international equities and
	fixed income securities were transferred in-kind. For the real
	estate and other category, the NGSB Master Trust holds an
	interest in private equity, real estate, and hedge funds
	partnerships held in the Northrop Grumman Master Trust (NGSB
	Master Trust Partnership Interests). After the asset
	transfers, the NGSB Master Trust continues to be invested in
	accordance with the same investment policies and procedures
	described above. If the anticipated spin-off transaction
	discussed in Note 1 is completed, the NGSB Master Trust
	will be transferred to HII. In that event, the NGSB Master
	Trust Partnership Interests may be transferred in the form
	of cash. Subsequent to the anticipated spin-off transaction, the
	fiduciary of the NGSB retirement benefit plans may elect to
	change the investment policies of the NGSB Master Trust.
	 
	The table below represents the fair values of the NGSB Master
	Trust and the proportionate share of the fair values of
	NGSBs retirement benefit plans assets held in the Northrop
	Grumman Master Trust at December 31, 2010, by asset
	category. The table that follows represents the proportionate
	share of the fair values of NGSBs retirement benefit plan
	assets held in the Northrop Grumman Master Trust at
	December 31, 2009, by asset category. The tables also
	identify the level of inputs used to determine the fair value of
	assets in each category (see Note 1 for definition of
	levels). The significant amount of Level 2 investments in
	the tables results from including in this category investments
	in pooled funds that contain investments with values based on
	quoted market prices, but for
	F-33
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	which the funds are not valued on a quoted market basis, and
	fixed income securities that are valued using model based
	pricing services.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Level 1
 | 
	 
 | 
	 
 | 
	Level 2
 | 
	 
 | 
	 
 | 
	Level 3
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Asset Category
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	NGS B Master Trust:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Domestic equities
 
 | 
	 
 | 
	$
 | 
	789
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	789
 | 
	 
 | 
| 
 
	International equities
 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
	 
 | 
	$
 | 
	590
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	596
 | 
	 
 | 
| 
 
	Fixed income securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash & cash equivalents (1)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	34
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	34
 | 
	 
 | 
| 
 
	U.S. Treasuries
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	268
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	268
 | 
	 
 | 
| 
 
	Other U.S. Governement Agency Securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	142
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	142
 | 
	 
 | 
| 
 
	Non-U.S.
	Government Securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
| 
 
	Corp orate debt
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	564
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	564
 | 
	 
 | 
| 
 
	Asset backed
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	86
 | 
	 
 | 
| 
 
	High yield debt
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	11
 | 
	 
 | 
	 
 | 
	 
 | 
	9
 | 
	 
 | 
	 
 | 
	 
 | 
	20
 | 
	 
 | 
| 
 
	Bank loans
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	1
 | 
	 
 | 
| 
 
	Interest in Northrop Grumman Master Trust:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Real estate and other Hedge funds
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	181
 | 
	 
 | 
	 
 | 
	 
 | 
	181
 | 
	 
 | 
| 
 
	Private equities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	232
 | 
	 
 | 
	 
 | 
	 
 | 
	232
 | 
	 
 | 
| 
 
	Real estate
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	165
 | 
	 
 | 
	 
 | 
	 
 | 
	165
 | 
	 
 | 
| 
 
	Other (2)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	74
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	74
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Fair value of plan assets as of December 31, 2010
 
 | 
	 
 | 
	$
 | 
	795
 | 
	 
 | 
	 
 | 
	$
 | 
	1,802
 | 
	 
 | 
	 
 | 
	$
 | 
	587
 | 
	 
 | 
	 
 | 
	$
 | 
	3,184
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Cash & cash equivalents are predominantly held in
	money market funds and include a net payable for unsettled
	trades at year end.
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Other includes futures, swaps, options, swaptions, insurance
	contracts.
 | 
	 
	F-34
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Level 1
 | 
	 
 | 
	 
 | 
	Level 2
 | 
	 
 | 
	 
 | 
	Level 3
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Asset Category
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Interest in Northrop Grumman Master Trust:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Domestic equities
 
 | 
	 
 | 
	$
 | 
	507
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	$
 | 
	507
 | 
	 
 | 
| 
 
	International equities
 
 | 
	 
 | 
	 
 | 
	212
 | 
	 
 | 
	 
 | 
	$
 | 
	218
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	430
 | 
	 
 | 
| 
 
	Fixed income securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash & cash equivalents (1)
 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
	 
 | 
	 
 | 
	272
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	289
 | 
	 
 | 
| 
 
	U.S. Treasuries
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	156
 | 
	 
 | 
| 
 
	Other U.S. Governement Agency Securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	88
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	88
 | 
	 
 | 
| 
 
	Non-U.S.
	Government Securities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	26
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	26
 | 
	 
 | 
| 
 
	Corp orate debt
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	546
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	546
 | 
	 
 | 
| 
 
	Asset backed
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	96
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	96
 | 
	 
 | 
| 
 
	High yield debt
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	67
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	75
 | 
	 
 | 
| 
 
	Bank loans
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
| 
 
	Real estate and other Hedge funds
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	188
 | 
	 
 | 
	 
 | 
	 
 | 
	188
 | 
	 
 | 
| 
 
	Private equities
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	242
 | 
	 
 | 
	 
 | 
	 
 | 
	242
 | 
	 
 | 
| 
 
	Real estate
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	127
 | 
	 
 | 
	 
 | 
	 
 | 
	127
 | 
	 
 | 
| 
 
	Other (2)
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	7
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Fair value of plan assets as of December 31, 2009
 
 | 
	 
 | 
	$
 | 
	736
 | 
	 
 | 
	 
 | 
	$
 | 
	1,488
 | 
	 
 | 
	 
 | 
	$
 | 
	565
 | 
	 
 | 
	 
 | 
	$
 | 
	2,789
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	 
| 
 | 
 | 
 | 
| 
	(1)
 | 
 | 
	Cash & cash equivalents are predominantly held in
	money market funds
 | 
| 
	 
 | 
| 
	(2)
 | 
 | 
	Other includes futures, swaps, options, swaptions, insurance
	contracts and net payable for unsettled trades at year end. .
 | 
	 
	At December 31, 2010 and 2009, the fair value of the plan
	assets of $3,184 million and $2,789 million,
	respectively in the tables above consisted entirely of assets
	for pension benefits.
	 
	The table below summarizes the changes in the fair value of the
	companys retirement benefit plans assets measured
	using significant unobservable inputs for the years ended
	December 31, 2010 and 2009.
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	High Yield
 
 | 
	 
 | 
	 
 | 
	Hedge
 
 | 
	 
 | 
	 
 | 
	Private
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Debt
 | 
	 
 | 
	 
 | 
	Funds
 | 
	 
 | 
	 
 | 
	Equities
 | 
	 
 | 
	 
 | 
	Real Estate
 | 
	 
 | 
	 
 | 
	Total
 | 
	 
 | 
| 
	 
 | 
| 
 
	Balance as of December 31, 2008
 
 | 
	 
 | 
	$
 | 
	6
 | 
	 
 | 
	 
 | 
	$
 | 
	169
 | 
	 
 | 
	 
 | 
	$
 | 
	240
 | 
	 
 | 
	 
 | 
	$
 | 
	168
 | 
	 
 | 
	 
 | 
	$
 | 
	583
 | 
	 
 | 
| 
 
	Actual return on plan assets:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Assets still held at reporting date
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	23
 | 
	 
 | 
	 
 | 
	 
 | 
	(16
 | 
	)
 | 
	 
 | 
	 
 | 
	(57
 | 
	)
 | 
	 
 | 
	 
 | 
	(48
 | 
	)
 | 
| 
 
	Assets sold during the period
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	(2
 | 
	)
 | 
| 
 
	Purchases, sales, and settlements
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(3
 | 
	)
 | 
	 
 | 
	 
 | 
	18
 | 
	 
 | 
	 
 | 
	 
 | 
	17
 | 
	 
 | 
	 
 | 
	 
 | 
	32
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Balance as of December 31, 2009
 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	188
 | 
	 
 | 
	 
 | 
	 
 | 
	242
 | 
	 
 | 
	 
 | 
	 
 | 
	127
 | 
	 
 | 
	 
 | 
	 
 | 
	565
 | 
	 
 | 
| 
 
	Actual return on plan assets:
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Assets still held at reporting date
 
 | 
	 
 | 
	 
 | 
	2
 | 
	 
 | 
	 
 | 
	 
 | 
	14
 | 
	 
 | 
	 
 | 
	 
 | 
	24
 | 
	 
 | 
	 
 | 
	 
 | 
	12
 | 
	 
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
| 
 
	Assets sold during the period
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
| 
 
	Purchases, sales, and settlements
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	10
 | 
	 
 | 
	 
 | 
	 
 | 
	8
 | 
	 
 | 
	 
 | 
	 
 | 
	48
 | 
	 
 | 
	 
 | 
	 
 | 
	66
 | 
	 
 | 
| 
 
	Change in asset allocation mix
 
 | 
	 
 | 
	 
 | 
	(1
 | 
	)
 | 
	 
 | 
	 
 | 
	(31
 | 
	)
 | 
	 
 | 
	 
 | 
	(42
 | 
	)
 | 
	 
 | 
	 
 | 
	(21
 | 
	)
 | 
	 
 | 
	 
 | 
	(95
 | 
	)
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Balance as of December 31, 2010
 
 | 
	 
 | 
	$
 | 
	9
 | 
	 
 | 
	 
 | 
	$
 | 
	181
 | 
	 
 | 
	 
 | 
	$
 | 
	232
 | 
	 
 | 
	 
 | 
	$
 | 
	165
 | 
	 
 | 
	 
 | 
	$
 | 
	587
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	F-35
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	Generally, investments are valued based on information in
	financial publications of general circulation, statistical and
	valuation services, records of security exchanges, appraisal by
	qualified persons, transactions and bona fide offers. Domestic
	and international equities consist primarily of common stocks
	and institutional common trust funds. Investments in common and
	preferred shares are valued at the last reported sales price of
	the stock on the last business day of the reporting period.
	Units in common trust funds and hedge funds are valued based on
	the redemption price of units owned by the trusts at year-end.
	Fair value for real estate and private equity partnerships is
	primarily based on valuation methodologies that include third
	party appraisals, comparable transactions, discounted cash flow
	valuation models, and public market data.
	 
	Non-government fixed income securities are invested across
	various industry sectors and credit quality ratings. Generally,
	investment guidelines are written to limit securities, for
	example, to no more than five percent of each trust account, and
	to exclude the purchase of securities issued by Northrop
	Grumman. The number of real estate and private equity
	partnerships held by the Northrop Grumman Master Trust from
	which NGSBs plan assets are allocated is 167 and the
	unfunded commitments for the trust are $1.2 billion and
	$1.1 billion as of December 31, 2010, and 2009,
	respectively. NGSB retirement benefit plans proportionate share
	of these unfunded commitments is approximately 11% and 13% for
	December 31, 2010, and 2009, respectively. For alternative
	investments that cannot be redeemed, such as limited
	partnerships, the typical investment term is ten years. For
	alternative investments that permit redemptions, such
	redemptions are generally made quarterly and require a
	90-day
	notice. The company is generally unable to determine the final
	redemption amount until the request is processed by the
	investment fund and therefore categorizes such alternative
	investments as Level 3 assets.
	 
	At December 31, 2010, and 2009, the defined benefit pension
	trust did not hold any Northrop Grumman common stock.
	 
	In 2011, the required minimum funding level is expected to be
	approximately $2 million to the companys retirement
	benefit plans and approximately $37 million to the
	companys other post-retirement benefit plans.
	 
	It is not expected that any assets will be returned to the
	company from the benefit plans during 2011.
	 
	Benefit
	Payments
	 
	The following table reflects estimated future benefit payments,
	based upon the same assumptions used to measure the benefit
	obligation, and includes expected future employee service, as of
	December 31, 2010:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Pension
 
 | 
	 
 | 
	Medical and
 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	Plans
 | 
	 
 | 
	Life Plans
 | 
| 
	 
 | 
| 
 
	Year Ending December 31
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	2011
 
 | 
	 
 | 
	$
 | 
	116
 | 
	 
 | 
	 
 | 
	$
 | 
	37
 | 
	 
 | 
| 
 
	2012
 
 | 
	 
 | 
	 
 | 
	129
 | 
	 
 | 
	 
 | 
	 
 | 
	38
 | 
	 
 | 
| 
 
	2013
 
 | 
	 
 | 
	 
 | 
	146
 | 
	 
 | 
	 
 | 
	 
 | 
	42
 | 
	 
 | 
| 
 
	2014
 
 | 
	 
 | 
	 
 | 
	162
 | 
	 
 | 
	 
 | 
	 
 | 
	46
 | 
	 
 | 
| 
 
	2015
 
 | 
	 
 | 
	 
 | 
	177
 | 
	 
 | 
	 
 | 
	 
 | 
	50
 | 
	 
 | 
| 
 
	2016 through 2020
 
 | 
	 
 | 
	 
 | 
	1,138
 | 
	 
 | 
	 
 | 
	 
 | 
	294
 | 
	 
 | 
	 
| 
 | 
 | 
| 
	18.  
 | 
	STOCK
	COMPENSATION PLANS
 | 
	 
	Plan
	Descriptions
	 
	The company participates in certain of Northrop Grummans
	stock-based award plans. At December 31, 2010, company
	employees had stock-based compensation awards outstanding under
	the Northrop Grumman-sponsored 2001 Long-Term Incentive Stock
	Plan (2001 LTISP). This plan was approved by Northrop
	Grummans shareholders. Northrop Grumman has historically
	issued new shares to satisfy award grants.
	F-36
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	The 2001 LTISP plan permit grants to key employees of three
	general types of stock incentive awards of Northrop
	Grummans common stock: stock options, stock appreciation
	rights (SARs), and stock awards. Each stock option grant is made
	with an exercise price at the closing price of Northrop
	Grummans stock on the date of grant (market options).
	Outstanding stock options granted prior to 2008 generally vest
	in 25 percent increments over four years from the grant
	date under the 2001 LTISP, and grants outstanding expire ten
	years after the grant date. Stock options granted in 2008 and
	later vest in 33 percent increments over three years from
	the grant date, and grants outstanding expire seven years after
	the grant date. No SARs have been granted under the 2001 LTISP.
	Stock awards, in the form of restricted performance stock rights
	and restricted stock rights, are granted to key employees
	without payment to the company.
	 
	Under the 2001 LTISP, recipients of restricted performance stock
	rights earn shares of Northrop Grummans stock, based on
	financial metrics determined by Northrop Grummans Board of
	Directors in accordance with the plan. For grants prior to 2007,
	if the objectives have not been met at the end of the applicable
	performance period, a substantial portion of the original grant
	will be forfeited. If the financial metrics are met or exceeded
	during the performance period, all recipients can earn up to
	150 percent of the original grant. Beginning in 2007, all
	recipients could earn up to 200 percent of the original
	2007 grant if financial metrics are exceeded. Restricted stock
	rights issued under either plan generally vest after three
	years. Termination of employment can result in forfeiture of
	some or all of the benefits extended.
	 
	Compensation
	Expense
	 
	Total stock-based compensation allocated to NGSB by Northrop
	Grumman for the value of such awards granted to company
	employees for the years ended December 31, 2010, 2009, and
	2008, was $16 million, $11 million, and
	$13 million, respectively, of which $1 million,
	$1 million, and $1 million related to stock options
	and $15 million, $10 million, and $11 million,
	related to stock awards, respectively. Tax benefits recognized
	in the consolidated statements of operations for stock-based
	compensation during the years ended December 31, 2010,
	2009, and 2008, were $6 million, $5 million, and
	$5 million, respectively. The amount of Northrop Grumman
	shares issued to satisfy stock-based compensation awards are
	recorded by Northrop Grumman and, accordingly, are not reflected
	in NGSBs consolidated financial statements.
	 
	Unrecognized
	Compensation Expense
	 
	At December 31, 2010, there was $26 million of
	unrecognized compensation expense related to unvested awards
	granted under Northrop Grummans stock-based compensation
	plans for company employees, of which $2 million related to
	stock options and $24 million related to stock awards.
	These amounts are expected to be charged to expense over a
	weighted-average period of 1.3 years.
	 
	Stock
	Options
	 
	The fair value of each of Northrop Grummans stock option
	awards is estimated on the date of grant using a Black-Scholes
	option-pricing model that uses the assumptions noted in the
	table below. The fair value of Northrop Grummans stock
	option awards is expensed on a straight-line basis over the
	vesting period of the options, which is generally three to four
	years. Expected volatility is based on an average of
	(1) historical volatility of Northrop Grummans stock
	and (2) implied volatility from traded options on Northrop
	Grummans stock. The risk-free rate for periods within the
	contractual life of the stock option award is based on the yield
	curve of a zero-coupon U.S. Treasury bond on the date the
	award is granted with a maturity equal to the expected term of
	the award. Northrop Grumman uses historical data to estimate
	future forfeitures. The expected term of awards granted is
	derived from historical experience under Northrop Grummans
	stock-based compensation plans and represents the period of time
	that awards granted are expected to be outstanding.
	F-37
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	The significant weighted-average assumptions used by Northrop
	Grumman relating to the valuation of Northrop Grummans
	stock options for the years ended December 31, 2010, 2009,
	and 2008, was as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	2010
 | 
	 
 | 
	2009
 | 
	 
 | 
	2008
 | 
| 
	 
 | 
| 
 
	Dividend yield
 
 | 
	 
 | 
	 
 | 
	2.9
 | 
	%
 | 
	 
 | 
	 
 | 
	3.6
 | 
	%
 | 
	 
 | 
	 
 | 
	1.8
 | 
	%
 | 
| 
 
	Volatility rate
 
 | 
	 
 | 
	 
 | 
	25
 | 
	%
 | 
	 
 | 
	 
 | 
	25
 | 
	%
 | 
	 
 | 
	 
 | 
	20
 | 
	%
 | 
| 
 
	Risk-free interest rate
 
 | 
	 
 | 
	 
 | 
	2.3
 | 
	%
 | 
	 
 | 
	 
 | 
	1.7
 | 
	%
 | 
	 
 | 
	 
 | 
	2.8
 | 
	%
 | 
| 
 
	Expected option life (years)
 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
	 
 | 
	 
 | 
	5 & 6
 | 
	 
 | 
	 
 | 
	 
 | 
	6
 | 
	 
 | 
	 
	Northrop Grumman generally grants stock options exclusively to
	executives, and the expected term of six years is based on these
	employees historical exercise behavior. In 2009, Northrop
	Grumman granted options to non-executives and assigned an
	expected term of five years for valuing these options. Northrop
	Grumman and the company believe that this stratification of
	expected terms best represents future expected exercise behavior
	between the two employee groups
	 
	The weighted-average grant date fair value of Northrop
	Grummans stock options granted during the years ended
	December 31, 2010, 2009, and 2008, was $11, $7, and $15,
	per share, respectively.
	 
	Stock option activity for the year ended December 31, 2010,
	was as follows:
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Shares
 
 | 
	 
 | 
	 
 | 
	Weighted-
 
 | 
	 
 | 
	 
 | 
	Weighted-Average
 
 | 
	 
 | 
	 
 | 
	Aggregate
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Under Option
 
 | 
	 
 | 
	 
 | 
	Average
 
 | 
	 
 | 
	 
 | 
	Remaining
 
 | 
	 
 | 
	 
 | 
	Intrinsic Value
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	(in thousands)
 | 
	 
 | 
	 
 | 
	Exercise Price
 | 
	 
 | 
	 
 | 
	Contractual Term
 | 
	 
 | 
	 
 | 
	($ in millions)
 | 
	 
 | 
| 
	 
 | 
| 
 
	Outstanding at January 1, 2010
 
 | 
	 
 | 
	 
 | 
	1,139
 | 
	 
 | 
	 
 | 
	$
 | 
	53
 | 
	 
 | 
	 
 | 
	 
 | 
	4 years
 | 
	 
 | 
	 
 | 
	$
 | 
	6
 | 
	 
 | 
| 
 
	Granted
 
 | 
	 
 | 
	 
 | 
	123
 | 
	 
 | 
	 
 | 
	 
 | 
	60
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Exercised
 
 | 
	 
 | 
	 
 | 
	(91
 | 
	)
 | 
	 
 | 
	 
 | 
	46
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cancelled and forfeited
 
 | 
	 
 | 
	 
 | 
	(10
 | 
	)
 | 
	 
 | 
	 
 | 
	42
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Outstanding at December 31, 2010
 
 | 
	 
 | 
	 
 | 
	1,161
 | 
	 
 | 
	 
 | 
	$
 | 
	54
 | 
	 
 | 
	 
 | 
	 
 | 
	3.5 years
 | 
	 
 | 
	 
 | 
	$
 | 
	14
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vested and expected to vest in the future at December 31,
	2010
 
 | 
	 
 | 
	 
 | 
	1,148
 | 
	 
 | 
	 
 | 
	$
 | 
	54
 | 
	 
 | 
	 
 | 
	 
 | 
	3.5 years
 | 
	 
 | 
	 
 | 
	$
 | 
	13
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Exercisable at December 31, 2010
 
 | 
	 
 | 
	 
 | 
	891
 | 
	 
 | 
	 
 | 
	$
 | 
	54
 | 
	 
 | 
	 
 | 
	 
 | 
	2.9 years
 | 
	 
 | 
	 
 | 
	$
 | 
	11
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	The intrinsic value of options exercised during the years ended
	December 31, 2010, 2009, and 2008, was $2 million,
	zero, and $2 million, respectively. Intrinsic value is
	measured using the fair market value at the date of exercise
	(for options exercised) or at December 31 for the applicable
	year (for outstanding options), less the applicable exercise
	price.
	 
	Stock
	Awards
	 
	The fair value of stock awards is determined based on the
	closing market price of Northrop Grummans common stock on
	the grant date. Compensation expense for stock awards is
	measured at the grant date based on fair value and recognized
	over the vesting period. For purposes of measuring compensation
	expense, the amount of shares ultimately expected to vest is
	estimated at each reporting date based on managements
	expectations regarding the relevant performance criteria.
	 
	Stock award activity for the year ended December 31, 2010,
	is presented in the table below. Vested awards include stock
	awards fully vested during the year and net adjustments to
	reflect the final performance measure for issued shares.
	 
	F-38
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Stock
 
 | 
	 
 | 
	 
 | 
	Weighted-Average
 
 | 
	 
 | 
	 
 | 
	Weighted-Average
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	Awards
 
 | 
	 
 | 
	 
 | 
	Grant Date
 
 | 
	 
 | 
	 
 | 
	Remaining
 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	(in thousands)
 | 
	 
 | 
	 
 | 
	Fair Value
 | 
	 
 | 
	 
 | 
	Contractual Term
 | 
	 
 | 
| 
	 
 | 
| 
 
	Outstanding at December 31, 2009
 
 | 
	 
 | 
	 
 | 
	436
 | 
	 
 | 
	 
 | 
	$
 | 
	58
 | 
	 
 | 
	 
 | 
	 
 | 
	1.6 years
 | 
	 
 | 
| 
 
	Granted
 
 | 
	 
 | 
	 
 | 
	272
 | 
	 
 | 
	 
 | 
	 
 | 
	60
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Vested
 
 | 
	 
 | 
	 
 | 
	(142
 | 
	)
 | 
	 
 | 
	 
 | 
	82
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Forfeited
 
 | 
	 
 | 
	 
 | 
	(11
 | 
	)
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Outstanding at December 31, 2010
 
 | 
	 
 | 
	 
 | 
	555
 | 
	 
 | 
	 
 | 
	$
 | 
	53
 | 
	 
 | 
	 
 | 
	 
 | 
	1.5 years
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
	During the year ended December 31, 2010,
	136,000 shares of Northrop Grummans common stock were
	issued to company employees in settlement of prior year stock
	awards that were fully vested, with a total value upon issuance
	of $8 million and a grant date fair value of
	$10 million. During the year ended December 31, 2009,
	284,000 shares of Northrop Grummans common stock were
	issued to company employees in settlement of prior year stock
	awards that were fully vested, with a total value upon issuance
	of $13 million and a grant date fair value of
	$19 million. During the year ended December 31, 2008
	348,000 shares were issued to company employees in
	settlement of prior year stock awards that were fully vested,
	with a total value upon issuance of $19 million and a grant
	date fair value of $28 million. The differences between the
	fair values at issuance and the grant date fair values reflect
	the effects of the performance adjustments and changes in the
	fair market value of the companys common stock.
	 
	In 2011, Northrop Grumman expects, upon approval of the
	Compensation Committee of the Board of Directors, to issue to
	company employees an additional 142,000 shares of common
	stock that vested as of December 31 2010, with a grant date fair
	value of $11 million.
	 
| 
 | 
 | 
| 
	19.  
 | 
	RELATED
	PARTY TRANSACTIONS AND PARENT COMPANY EQUITY
 | 
	 
	Allocation
	of General Corporate Expenses
	 
	The consolidated financial statements reflect an allocation of
	general corporate expenses from Northrop Grumman, including
	allowable and unallowable costs as defined by the FAR. The
	allowable portion of these costs have historically been
	allocated to NGSBs contracts, unless prohibited by the
	FAR. These costs generally fall into one of the following
	categories:
	 
	Northrop Grumman management and support services
	This category includes costs for functions such as
	human resources, treasury, insurance risk management, internal
	audit, finance, tax, legal, executive office and other
	administrative support. Human resources, employee benefits
	administration, treasury and insurance risk management are
	generally allocated to the company based on relative gross
	payroll dollars; internal audit is generally allocated based on
	audit hours incurred related to the company; and the remaining
	costs are generally allocated using a three-factor-formula that
	considers the companys relative amounts of revenues,
	payroll and average asset balances as compared to the total
	value of these factors for all Northrop Grumman entities
	utilizing these support services (the Three Factor Formula). The
	consolidated financial statements include Northrop Grumman
	management and support services allocations totaling
	$115 million, $82 million, and $95 million for
	the years ended December 31, 2010, 2009, and 2008,
	respectively.
	 
	Shared services and infrastructure costs
	This
	category includes costs for functions such as information
	technology support, systems maintenance, telecommunications,
	procurement and other shared services. These costs are generally
	allocated to the company using the Three Factor Formula or based
	on usage. The consolidated statement of operations reflects
	shared services and infrastructure costs allocations totaling
	$325 million, $325 million and $323 million for
	the years ended December 31, 2010, 2009 and 2008,
	respectively.
	 
	Northrop Grumman-provided benefits
	This category
	includes costs for group medical, dental and vision insurance,
	401(k) savings plan, pension and postretirement benefits,
	incentive compensation and other benefits.
	F-39
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	These costs are generally allocated to the company based on
	specific identification of the benefits provided to company
	employees participating in these benefit plans. The consolidated
	financial statements include Northrop Grumman-provided benefits
	allocations totaling $725 million, $680 million and
	$637 million for the years ended December 31, 2010,
	2009, and 2008, respectively.
	 
	Management believes that the methods of allocating these costs
	are reasonable, consistent with past practices, and in
	conformity with cost allocation requirements of CAS or the FAR.
	 
	Related
	Party Sales and Cost of Sales
	 
	NGSB purchases and sells products and services from other
	Northrop Grumman businesses. Purchases of products and services
	from these affiliated entities, which were recorded at cost,
	were $97 million, $100 million, and $73 million
	in 2010, 2009, and 2008, respectively. Sales of products and
	services to these entities were $8 million,
	$9 million, and $8 million in 2010, 2009, and 2008,
	respectively. No intercompany trade receivables or payables were
	outstanding as of the years ended December 31, 2010, and
	2009.
	 
	Notes
	Payable to Parent
	 
	The company had $715 million and $537 million of
	promissory notes outstanding with Northrop Grumman as of
	December 31, 2010 and 2009, respectively. These notes were
	issued in conjunction with Northrop Grummans purchase of
	Newport News Shipbuilding in 2001 and the tender and purchase of
	$178 million of the GO Zone IRBs in November 2010 discussed
	in Note 11. These notes are payable on demand and include
	$537 million of principal with an annual interest rate of
	5% and $178 million of principal with an annual interest
	rate of 4.55%. None of the notes require periodic payments.
	Accrued and unpaid interest totaled $239 million and
	$212 million for the years ended December 31, 2010,
	and 2009, respectively. Intercompany interest expense of
	$27 million for each of the years ended December 31,
	2010, 2009, and 2008 is included in interest expense in the
	consolidated statements of operations.
	 
	Parents
	Equity in Unit
	 
	Intercompany transactions between NGSB and Northrop Grumman have
	been included in these consolidated financial statements and are
	considered to be effectively settled for cash at the time the
	transaction is recorded. The net effect of the settlement of
	these transactions is reflected as parents equity in unit
	in the consolidated statements of financial position.
	 
| 
 | 
 | 
| 
	20.  
 | 
	UNAUDITED
	SELECTED QUARTERLY DATA
 | 
	 
	Unaudited quarterly financial results are set forth in the
	following tables.
	 
	2010
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	1st Qtr
 | 
	 
 | 
	2nd Qtr
 | 
	 
 | 
	3rd Qtr
 | 
	 
 | 
	4th Qtr
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	1,712
 | 
	 
 | 
	 
 | 
	$
 | 
	1,610
 | 
	 
 | 
	 
 | 
	$
 | 
	1,665
 | 
	 
 | 
	 
 | 
	$
 | 
	1,736
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	87
 | 
	 
 | 
	 
 | 
	 
 | 
	(20
 | 
	)
 | 
	 
 | 
	 
 | 
	77
 | 
	 
 | 
	 
 | 
	 
 | 
	104
 | 
	 
 | 
| 
 
	Earnings (loss) before income taxes
 
 | 
	 
 | 
	 
 | 
	77
 | 
	 
 | 
	 
 | 
	 
 | 
	(30
 | 
	)
 | 
	 
 | 
	 
 | 
	67
 | 
	 
 | 
	 
 | 
	 
 | 
	92
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	41
 | 
	 
 | 
	 
 | 
	 
 | 
	(11
 | 
	)
 | 
	 
 | 
	 
 | 
	42
 | 
	 
 | 
	 
 | 
	 
 | 
	63
 | 
	 
 | 
	 
	In the second quarter of 2010, Northrop Grumman announced plans
	to consolidate NGSBs Gulf Coast operations by winding down
	its operations at the Avondale, Louisiana facility in 2013 after
	completing LPD-class ships currently under construction. As a
	result of this decision, the company recognized a
	$113 million pre-tax charge to operating income for the
	contracts under construction at Avondale.
	F-40
 
	NORTHROP
	GRUMMAN SHIPBUILDING
	 
	NOTES TO
	CONSOLIDATED FINANCIAL STATEMENTS(Continued)
	 
	In the third quarter of 2010, NGSB determined that costs to
	complete post-delivery work on LHD 8 exceeded original estimates
	resulting in a charge of $30 million. Also in the third
	quarter, the company realized $24 million in unfavorable
	performance adjustments on LPD-24
	Arlington
	, which was
	more than offset by $31 million in milestone incentives on
	the total LPD-22 through LPD-25 contract.
	 
	2009
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	$ in millions
 
 | 
	 
 | 
	1st Qtr
 | 
	 
 | 
	2nd Qtr
 | 
	 
 | 
	3rd Qtr
 | 
	 
 | 
	4th Qtr
 | 
| 
	 
 | 
| 
 
	Sales and service revenues
 
 | 
	 
 | 
	$
 | 
	1,410
 | 
	 
 | 
	 
 | 
	$
 | 
	1,544
 | 
	 
 | 
	 
 | 
	$
 | 
	1,656
 | 
	 
 | 
	 
 | 
	$
 | 
	1,682
 | 
	 
 | 
| 
 
	Operating income (loss)
 
 | 
	 
 | 
	 
 | 
	68
 | 
	 
 | 
	 
 | 
	 
 | 
	(4
 | 
	)
 | 
	 
 | 
	 
 | 
	82
 | 
	 
 | 
	 
 | 
	 
 | 
	65
 | 
	 
 | 
| 
 
	Earnings (loss) before income taxes
 
 | 
	 
 | 
	 
 | 
	57
 | 
	 
 | 
	 
 | 
	 
 | 
	(15
 | 
	)
 | 
	 
 | 
	 
 | 
	71
 | 
	 
 | 
	 
 | 
	 
 | 
	63
 | 
	 
 | 
| 
 
	Net earnings (loss)
 
 | 
	 
 | 
	 
 | 
	39
 | 
	 
 | 
	 
 | 
	 
 | 
	(10
 | 
	)
 | 
	 
 | 
	 
 | 
	52
 | 
	 
 | 
	 
 | 
	 
 | 
	43
 | 
	 
 | 
	 
	In the first quarter of 2009, the company recognized a
	$48 million favorable adjustment on the LHD 8 contract due
	to risk retirement for earlier than expected completion of
	U.S. Navy acceptance sea trials and increased escalation
	recovery. This increase was more than offset by lower
	performance of $38 million each on the DDG 51 program and
	LPD 22 due to cost growth.
	 
	In the second quarter of 2009, the company recognized a
	$105 million pre-tax charge for cost growth on LPD-class
	ships and LHA 6. These adjustments reflected additional expense
	to improve design, engineering, production, and quality
	processes as well as increased production cost estimates for
	these ships.
	F-41
 
	 
	HUNTINGTON
	INGALLS INDUSTRIES, INC.
	 
	REPORT OF
	INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
	 
	To the Board of Directors of
	Northrop Grumman Corporation
	Los Angeles, California
	 
	We have audited the accompanying statement of financial position
	of Huntington Ingalls Industries, Inc. (the
	Company), a wholly owned subsidiary of Northrop
	Grumman Corporation, as of December 31, 2010. This
	financial statement is the responsibility of the Companys
	management. Our responsibility is to express an opinion on this
	financial statement based on our audit.
	 
	We conducted our audit in accordance with the standards of the
	Public Company Accounting Oversight Board (United States). Those
	standards require that we plan and perform the audit to obtain
	reasonable assurance about whether the statement of financial
	position is free of material misstatement. The Company is not
	required to have, nor were we engaged to perform, an audit of
	its internal control over financial reporting. Our audit
	included consideration of internal control over financial
	reporting as a basis for designing audit procedures that are
	appropriate in the circumstances, but not for the purpose of
	expressing an opinion on the effectiveness of the Companys
	internal control over financial reporting. Accordingly, we
	express no such opinion. An audit also includes examining, on a
	test basis, evidence supporting the amounts and disclosures in
	the statement of financial position, assessing the accounting
	principles used and significant estimates made by management, as
	well as evaluating the overall statement of financial position
	presentation. We believe that our audit of the statement of
	financial position provides a reasonable basis for our opinion.
	 
	In our opinion, such statement of financial position presents
	fairly, in all material respects, the financial position of
	Huntington Ingalls Industries, Inc. as of December 31,
	2010, in conformity with accounting principles generally
	accepted in the United States of America.
	 
	DELOITTE & TOUCHE LLP
	 
	Virginia Beach, Virginia
	February 21, 2011
	F-42
 
	HUNTINGTON
	INGALLS INDUSTRIES, INC.
	 
	 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	December 31,
 
 | 
	 
 | 
| 
 
	in whole dollars
 
 | 
	 
 | 
	2010
 | 
	 
 | 
| 
	 
 | 
| 
 
	Assets
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Cash and cash equivalents
 
 | 
	 
 | 
	$
 | 
	100
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total assets
 
 | 
	 
 | 
	$
 | 
	100
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Shareholders Equity
 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Common stock, $1 par value; 100 shares authorized,
	issued and outstanding at December 31, 2010
 
 | 
	 
 | 
	$
 | 
	100
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
| 
 
	Total shareholders equity
 
 | 
	 
 | 
	$
 | 
	100
 | 
	 
 | 
| 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	 
 | 
	F-43
 
	 
	HUNTINGTON
	INGALLS INDUSTRIES, INC.
	 
	NOTE TO
	STATEMENT OF FINANCIAL POSITION
	 
	On July 13, 2010, Northrop Grumman Corporation (Northrop
	Grumman) announced its decision to explore strategic
	alternatives for its shipbuilding business, including but not
	limited to, a spin-off to its shareholders to create a separate
	public company. On August 4, 2010, Northrop Grumman formed
	a new, wholly-owned subsidiary, New S HoldCo, Inc., to serve as
	the holding company for its shipbuilding business. The company
	was initially capitalized for $100 and issued 100 shares of
	its common stock, at $1 par value per share, to New P, Inc,
	a subsidiary of Northrop Grumman and sole shareholder of the
	company. Effective September 29, 2010, New S HoldCo, Inc.
	changed its name to New Ships, Inc. Effective November 23,
	2010 New Ships, Inc. changed its name to Huntington Ingalls
	Industries, Inc. (the company).
	 
	In anticipation of a spin-off, Northrop Grumman and the company
	are planning to enter into a separation and distribution
	agreement under which Northrop Grumman will transfer various
	assets, liabilities and obligations (including employee
	benefits, intellectual property, information technology,
	insurance and tax-rated assets and liabilities) associated with
	the shipbuilding business. The assets and liabilities
	transferred to the company will be recorded at historical cost
	as a reorganization of entities under common control. Northrop
	Grumman is not planning to have any ownership interest in the
	company subsequent to the spin-off.
	 
	Management expects that the shares of the company will be
	distributed to Northrop Grumman shareholders in the form of a
	tax-free distribution to Northrop Grumman shareholders for
	U.S. Federal income tax purposes. The distribution will
	result in the company operating as a separate entity with
	publicly traded common stock.
	 
	Statements of operations and cash flows have not been presented
	as there has been no activity since formation.
	F-44