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UNITEDUNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549


FORM 10-K


(Mark One)
[X]☑] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934


For the fiscal year ended December 31, 20172020
OR
[☐] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934


For the transition period from _______ to _______


Commission File Number 1-3671


GENERAL DYNAMICS CORPORATION
(Exact name of registrant as specified in its charter)
Delaware13-1673581
State or other jurisdiction of incorporation or organizationIRSI.R.S. Employer Identification No.
2941 Fairview Park Drive, Suite 100
Falls Church, Virginia
11011 Sunset Hills Road		Reston,22042-4513Virginia20190
Address of principal executive officesZip code

(703)876-3000
Registrant’s telephone number, including area code:code
(703) 876-3000


Securities registered pursuant to Section 12(b) of the Act:
Title of each classTrading Symbol(s)Name of each exchange on which registered
Common stock, par value $1 per shareStockGDNew York Stock Exchange


Securities registered pursuant to Section 12(g) of the Act:
None


Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes _ü_ No ___

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ___ No _ü_
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes _ü_ No ___
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes _ü_ No ___
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment of this Form 10-K. ___
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer _ü_ Accelerated filer _____ Non-accelerated filer _____ Smaller reporting company _____☐ Emerging growth company _____☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. _____
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. Yes _ü_ ☑ No ___
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ___ No_ü_☐☑
The aggregate market value of the voting common equity held by non-affiliates of the registrant was $52,357,779,347$36,917,915,083 as of July 2, 2017June 28, 2020 (based on the closing price of the shares on the New York Stock Exchange).
296,933,621286,264,679 shares of the registrant’s common stock, $1 par value per share, were outstanding on January 28, 2018.31, 2021.
DOCUMENTS INCORPORATED BY REFERENCE:
Part III incorporates by reference information from certain portions of the registrant’s definitive proxy statement for the 20182021 annual meeting of shareholders to be filed with the Securities and Exchange Commission within 120 days after the close of the fiscal year.


INDEX
PART I


INDEX
PAGE
PART IPAGE
Item 1.
Business
Item 1A.
Risk Factors
Item 1B.
Unresolved Staff Comments
Item 2.
Properties
Item 3.
Legal Proceedings
Item 4.
Mine Safety Disclosures
Executive Officers of the Company
PART II
Item 5.
Item 6.
Selected Financial Data
Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Item 7A.
Quantitative and Qualitative Disclosures about Market Risk
Item 8.
Financial Statements and Supplementary Data
Item 9.
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Item 9A.
Controls and Procedures
Item 9B.
PART III
Item 10.
Directors, Executive Officers and Corporate Governance
Item 11.
Executive Compensation
Item 12.
Item 13.
Certain Relationships and Related Transactions, and Director Independence
Item 14.
Principal Accountant Fees and Services
PART IV
Item 15.
Index to Exhibits
Item 16.
Form 10-K Summary
Signatures

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PARTI


ITEM 1. BUSINESS
(Dollars in millions, except per-share amounts or unless otherwise noted)


BUSINESS OVERVIEW
General Dynamics is a global aerospace and defense company that offersspecializes in high-end design, engineering and manufacturing to deliver state-of-the-art solutions to our customers. We offer a broad portfolio of products and services in business aviation; ship construction and repair; land combat vehicles, weapons systems and munitions; informationand technology (IT) services and C4ISR (command, control, communications, computers, intelligence, surveillance and reconnaissance) solutions; and shipbuilding and ship repair.
General Dynamics was incorporated in Delaware in 1952. The company grew organically and through acquisitions until the early 1990s when we sold nearly our entire portfolio except for our military-vehicle and submarine businesses. Starting in the mid-1990s, we began expanding again by acquiring Gulfstream Aerospace Corporation, combat-vehicle-related businesses, IT product and service companies and additional shipyards, forming the foundation of our company today.
We continue to expand our business through organic growth and acquisitions. We focus on delivering superior products and servicesservices. Our leadership positions in attractive business aviation and defense markets enable us to our customers,deliver superior and creating value for our shareholders through a relentless focus on operational excellence and continuous improvement.enduring shareholder returns.
Our company isconsists of 10 business units, which are organized into four business groups:operating segments: Aerospace, Marine Systems, Combat Systems Information Systems and Technology,Technologies. We refer to the latter three collectively as our defense segments. To optimize its market focus, customer intimacy, agility and Marine Systems. Each groupoperating expertise, each business unit is comprisedresponsible for the development and execution of two or more business units. Each unit has responsibility for its strategy and operational performance, providingoperating results. This structure allows for a lean corporate function, which sets the flexibility needed to stay close to customers, perform on programsoverall strategy and remain agile. Our corporate headquartersgovernance for the company and is responsible for setting the strategic directionallocating and governance of the company, the allocation of capital and promotingdeploying capital.
Our business units seek to deliver superior operating results by endeavoring to build industry-leading franchises. To achieve this goal, we invest in advanced technologies, pursue a culture of ethicscontinuous improvement, and integrity that defines how we operate. Our management team delivers on our commitmentsstrive to shareholders through disciplined executionbe the low-cost, high-quality provider in each of our robust backlog, efficient cash-flow conversionmarkets. The result is long-term value creation measured by strong earnings and prudent capital deployment. We focuscash flow and an attractive return on managing costs, implementing continuous improvement initiativescapital.
Over the past eight years, we have invested nearly $20 billion to create, renew or expand our portfolio of products and collaboratingservices across our businesses to drive long-term growth and shareholder value creation. This includes product development investments in Aerospace to bring to market an all-new lineup of business jet aircraft, capital investments in Marine Systems to support significant growth in U.S. Navy ship and submarine construction plans over the next two decades, development of next-generation platforms and technologies to meet customers’ emerging requirements in Combat Systems, and strategic acquisitions to achieve critical mass and build out a complete spectrum of solutions for our goals of maximizing earnings and cash and driving return on invested capital.Technologies customers.
Following is additional information on each of our business groups. Prior-period information has been restated for the adoptionoperating segments. For a supplemental discussion of Accounting Standards Codification (ASC) Topic 606, Revenue from Contracts with Customers, which we adopted on January 1, 2017, as discussed in Note T to the Consolidatedsegment performance and backlog, see Management’s Discussion and Analysis of Financial StatementsCondition and Results of Operations in Item 8. For selected financial information, see Note R to the Consolidated Financial Statements in Item 8.7.
AEROSPACE
Our Aerospace groupsegment is atrecognized as a leading producer of business jets and the forefrontstandard bearer in aircraft repair, support and completion services. The segment consists of the business-jet industry.our Gulfstream and Jet Aviation business units. We deliver a family of Gulfstream aircraft and provide a range of services for Gulfstream aircraft and aircraft produced by other original equipment manufacturers (OEMs). The Aerospace group is known for:have earned our reputation through:
•superior aircraft design, quality, performance, safety and reliability;
•technologically advanced cockpitflight deck and cabin systems; and
•industry-leading productcustomer support.
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We believe the key to long-term value creation in the business jet industry is steady investment in new aircraft models and technologies and in customer service capabilities. As a result, since we acquired Gulfstream over 20 years ago, we have made significant investments in research and support.


At Gulfstream, we design, develop, manufacture, servicedevelopment (R&D), state-of-the-art manufacturing facilities, and maintenance and support through a combination of product development efforts, capital expansion and the world’sacquisition of Jet Aviation’s global support network.
We are committed to continual investment in R&D to create new aircraft that consistently broaden customer offerings while raising the bar for safety and performance. The result is the unprecedented development of an all-new lineup of the most technologically advanced business-jet aircraft. Ourbusiness jet aircraft in the world. These aircraft offer industry-leading cabin, cockpit and safety technologies and the longest ranges at the fastest speeds in their respective classes.
The following represents Gulfstream’s current product line, includes aircraft across a spectrum of price and performance options inalong with the large- and mid-cabin business-jet market. The varying ranges, speedsmaximum range, maximum speed and cabin dimensions of these aircraft are well-suitedlength (excluding baggage) for each aircraft:
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The most recent additions to the needs of a diverse, global customer base.
We invest in Gulfstream to introduce new products and first-to-market enhancements that broaden customer choice, improve aircraft performance and set new standards for customer safety, comfort and in-flight productivity. We created a new market with the G650 family of business jets. The G650 is the fastest non-supersonic aircraft to circumnavigate the globe, having flown westbound around the world in a record-setting 41 hours and 7 minutes. The G650 and G650ER have claimed 70 world speed records. The G650 also earned the National Aeronautic Association’s Robert J. Collier Trophy, an annual award recognizing the greatest achievement in U.S. aeronautics or astronautics with respect to improving performance, efficiency and safety. In 2017, we celebrated the five-year anniversary of the G650’s type certification from the Federal Aviation Administration (FAA) and its entry into service. Today, there are more than 280 G650 and G650ER aircraft operating in 40 countries.
Our newest Gulfstream productsfleet are two clean-sheetnew large-cabin business jets,aircraft, the G500 and G600, which exemplify our commitment to performance, safety, efficiencyentered service in 2018 and innovation. The2019, respectively. These clean-sheet (i.e., all-new) aircraft are progressing through concurrent flight-test programs in preparation for FAA certification. Five G500 test aircraftreplace the G450 and G550 models, which have completeda combined installed base of more than 4,200 test hours since first1,650 aircraft around the world. Our investment included development of a new wing, new avionics, new fuselage and new ergonomically designed larger interiors, as well as systems and technologies to improve the manufacturing process and quality of the platform. As a result, the G500 and G600 are faster, more fuel efficient and have greater cabin volume, more range and improved flight controls compared with the aircraft they are replacing. At year-end 2020, cumulative deliveries for the two new aircraft totaled almost 100.
The next model to join the Gulfstream lineup is the ultra-long-range, ultra-large-cabin G700. It combines our most spacious cabin with our advanced Symmetry Flight Deck and the superior high-
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speed performance of all-new engines to create best-in-class capabilities. Gulfstream is in 2015,the process of flight testing and five G600 aircraft have accumulatedcertification of the G700, which we expect to enter service in the fourth quarter of 2022.
The ultra-long-range, ultra-large-cabin G650 and G650ER continue to generate significant customer interest, with more than 1,300 test hours since430 aircraft of this family currently operating in 50 countries. Since the first flightG650 entered service in 2016. Both aircraft2012, its capabilities and reliability have exceeded original expectations throughoutled to significant sales and expansion of our rigorous flight test program. In late 2017, we announced increased performanceinstalled base around the globe. Gulfstream’s current product line holds more than 300 city-pair speed records, more than any other business jet manufacturer, led by the G650ER, which holds the National Aeronautic Association’s polar and westbound around-the-world speed records.
Our disciplined and consistent approach to new product development allows us to repeatedly introduce first-to-market capabilities that set industry standards for both aircraft. At Mach 0.85, the G500 can fly 5,200 nautical miles,safety, performance, quality, speed and the G600 can fly 6,500 nautical miles. The performance of these aircraft demonstrate our culture of continuous improvement and the discipline and rigor inherent in our design, development and flight-test programs.
Our productcomfort. Product enhancement and development efforts include initiatives in advanced avionics, composites, renewable fuels, flight-control and vision systems, acoustics, and cabin technologies and vision systems. One example is the Symmetry Flight Deck introduced with the G500 and G600, which includes 10 touchscreens and active control sidesticks, a first for business aviation. The touchscreens improve how pilots interact with onboard systems, and the sidesticks are digitally linked to allow both pilots to see and feel each other’s control inputs, enhancing situational awareness and further improving safety of the aircraft.technologies.
Gulfstream designs, develops and manufactures aircraft in Savannah, Georgia, including manufacturing all large-cabin models. The mid-cabin modelG280 is assembled by a non-U.S. partner. All models are outfitted in the group’sGulfstream’s U.S. facilities. In support of Gulfstream’s growing aircraft portfolio and customer base, we continue to investhave invested in our facilities.facilities and operations. At our Savannah campus, we have constructedadded new purpose-built manufacturing facilities, including purpose-built G500, G600 and G650 manufacturing facilities; increased aircraft service capacity;capacity, and opened a new product-supportcustomer-support distribution center and a dedicated research and development centers.R&D campus.
The group offers extensiveWe offer comprehensive support for the more than 2,6002,900 Gulfstream aircraft in service around the world withand operate the largest factory-owned service network in the business-aviation industry, including professionals located around the globe. The service network for Gulfstream aircraft continuesindustry. We continue to evolveinvest in these maintenance, repair and overhaul (MRO) facilities and inventory to address the demands of our growing customer base. We operate 12 company-owned service centers worldwide and have more than 20 factory-authorized service centers and authorized warranty facilities.accommodate fleet growth. We also operate a 24-hour-per-day/365-day-per-year Customer Contact Center24/7 year-round customer support center and offer on-call Gulfstream aircraft technicians ready to deploy around the world for customer-servicecustomer service requirements providingunder our Field and Airborne Support Team (FAST) rapid-response unit.
In addition to expanding the reach of Gulfstream’s aircraft maintenance support on every continent.
network outside the United States, Jet Aviation has beenprovides a global leader in business aviationcomprehensive suite of innovative aircraft services for 50 years, providing comprehensive services and an extensive network of locations for aircraft owners and operators.operators around the world. With approximately 30


airport facilities50 locations throughout Asia, the Caribbean,North America, Europe, the Middle East and North America,the Asia-Pacific region, our service offerings include maintenance, fixed-base operations (FBO), aircraft management, charter, staffing and staffingfixed-base operator (FBO) services.
In responseJet Aviation manages nearly 300 business aircraft globally on behalf of individuals and corporate owners. We operate a leading global FBO network and support all aircraft types with the full-range of maintenance services, including 24/7 global aircraft-on-ground support. We also operate one of the world’s largest custom completion and refurbishment centers for both narrow- and wide-body aircraft and perform modifications, upgrades and lifecycle sustainment support for various government fleets. We continue to customer demandgrow our global footprint through acquisitions, expansions and significant renovations in key business-aviation markets.
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The following map demonstrates the broad reach of our combined Gulfstream and Jet Aviation services network, including authorized service centers:
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The Aerospace segment is committed to sustainability and the growing installed basereduction of aviation’s carbon footprint. In support of this strategy, Gulfstream and Jet Aviation offer sustainable aviation fuel through our combined services network and lead the industry in total gallons supplied to the business jet market. Furthermore, we offer carbon offset credits to our customers, enabling them to operate aircraft aroundon a carbon-neutral basis.
Revenue for the Aerospace segment was 21% of our consolidated revenue in 2020, 25% in 2019 and 23% in2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Aircraft manufacturing$6,115 $7,541 $6,262 
Aircraft services and completions1,960 2,260 2,193 
Total Aerospace$8,075 $9,801 $8,455 
MARINE SYSTEMS
Our Marine Systems segment is the leading designer and builder of nuclear-powered submarines and a leader in surface combatants and auxiliary ship design and construction for the U.S. Navy. We also provide maintenance, modernization and lifecycle support services for Navy ships and maintain the most sophisticated marine engineering expertise in the world to support future capabilities. Our ability to design, build and maintain our nation’s most technologically sophisticated warships is a critical element of the U.S. defense industrial base. In addition to Navy ships, we design and build ocean-going Jones
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Act ships for commercial customers. Marine Systems consists of three business units — Electric Boat, Bath Iron Works and NASSCO.
In support of our Navy customer’s significant increase in demand for submarines and surface ships, we are making substantial investments to expand our facilities, grow and train our workforce, and support our supply chain, particularly in our submarine business. The resulting increase in capacity and capabilities will support the unprecedented growth expected in our shipbuilding business, especially submarines, for the next two decades.
Electric Boat is the prime contractor and lead shipyard on all Navy nuclear-powered submarine programs. The business is responsible for all aspects of design and engineering and leads the construction of both the Virginia-class attack submarine and the Columbia-class ballistic-missile submarine.
The Navy procures Virginia-class submarines in multi-boat blocks, currently at a two-per-year construction rate. We are currently working on Blocks IV and V in the program, with 18 Virginia-class submarines in our backlog scheduled for delivery through 2029. Eight of the boats in Block V include the Virginia Payload Module (VPM), an 84-foot Electric Boat-designed-and-built hull section that adds four additional payload tubes, more than tripling the strike capacity of these submarines and providing unique capabilities to support special missions.
The Navy’s Columbia-class ballistic-missile submarine is a 12-boat program that the Navy considers its top priority. These submarines will provide strategic deterrent capabilities for decades, with the first boat delivering in 2027 to begin replacement of the current Ohio-class ballistic-missile submarine fleet as it reaches the end of its service life. Construction is scheduled to continue for two decades, and the value of the Navy’s program of record is in excess of $110 billion. To mitigate risk, the submarine’s design was more than 80% complete at the time we began construction of the first boat, nearly twice as mature as any other Navy submarine program at the start of construction.
We are investing $1.8 billion of capital in expanded and modernized facilities at Electric Boat to support the growth in submarine construction. Our expenditures peaked in 2020, and we will have expanded Jet Aviation’s service networkcompleted a majority of these investments by the end of 2021. Equal to the commitment of capital is our commitment to our workforce, which is on track to grow approximately 30% over the past several years andnext decade, particularly in support of Columbia-class production. To reach our objective, we continue to do so.invest in the training and tools necessary for our employees to be prepared to deliver these next-generation submarines to the Navy on time and on budget. We are expandingalso working with our maintenancenetwork of more than 3,000 suppliers — mostly small businesses — to provide for concurrent production of the two submarine programs.
Bath Iron Works builds the Arleigh Burke-class (DDG-51) guided-missile destroyers and FBO facilitymanages modernization and lifecycle support for the class. We have a total of 11 ships in Singapore,backlog scheduled for delivery through 2027. Bath Iron Works is also the hull, mechanical and electrical (HM&E) prime contractor and lifecycle support provider for the Zumwalt-class (DDG-1000) guided-missile destroyer program. We expect to complete our work on the third and final ship of this class in 2017 we opened2021.
NASSCO specializes in Navy auxiliary and support ships and is currently building the Expeditionary Sea Base (ESB), which serves as a new FBOforward-staging base, and hangarthe John Lewis-class (T-AO-205) fleet replenishment oiler. Work on the two ESBs in Bedford, Massachusetts,backlog will continue into 2024, while the initial ships in the T-AO-205 program have deliveries planned into 2025. NASSCO has also designed and an FBO facilitybuilt crude
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oil and product tankers and container and cargo ships for commercial customers, satisfying Jones Act requirements that ships carrying cargo between U.S. ports be built in Dubai, United Arab Emirates. We also took overU.S. shipyards.
On December 31, 2020, backlog for our major ship construction programs and the managementscheduled final delivery date of an FBO at Luis Muñoz Marin International Airportships currently in San Juan, Puerto Rico, and we acquired an FBO at Washington Dulles International Airport that has six hangars, 10 acres of ramp space and a newly renovated FBO terminal building.backlog were as follows:
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In addition to design and construction activities, our Marine Systems segment provides comprehensive post-delivery services to extend the service life of these capabilities, Jet Aviation offers custom complex completionsand other Navy ships. NASSCO conducts full-service maintenance and surface-ship repair operations in Navy fleet concentration areas in San Diego, California; Norfolk, Virginia; Mayport, Florida; and Bremerton, Washington. Electric Boat provides submarine maintenance and modernization services in a variety of U.S. locations, and Bath Iron Works provides lifecycle support services for narrow-Navy surface ships in both U.S. and wide-body aircraft. We are expanding our Basel, Switzerland, facility to accommodate increased demandoverseas ports. In support of allied navies, we offer program management, planning, engineering and design support for wide-body completionssubmarine and refurbishments.
As a market leader in the business-aviation industry, the Aerospace group is focused on developing innovative first-to-market technologies and products; providing exemplary and timely service to customers globally; and driving efficiencies in the aircraft production, outfitting and service processes.surface-ship construction programs.
Revenue for the Aerospace groupMarine Systems segment was 26% of our consolidated revenue in 20172020, 23% in 2019 and 2016 and 29%24% in 2015.2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Nuclear-powered submarines$6,938 $6,254 $5,712 
Surface ships2,055 1,912 1,872 
Repair and other services986 1,017 918 
Total Marine Systems$9,979 $9,183 $8,502 
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Year Ended December 312017 2016 2015
Aircraft manufacturing, outfitting and completions$6,320
 $6,074
 $7,497
Aircraft services1,743
 1,625
 1,569
Pre-owned aircraft66
 116
 111
Total Aerospace$8,129
 $7,815
 $9,177

COMBAT SYSTEMS
Our Combat Systems group offerssegment is a premier manufacturer and integrator of land combat solutions worldwide, including wheeled and tracked combat vehicles, weapons systems and munitions for the U.S. government and its allies around the world. We are a platform solutions provider offering market-leading design, development, production, modernization and sustainment services. With extensive, diverse and proven product lines, we have the agility to deliver tailored solutions to meet a wide array of customer mission needs. Comprisedmunitions. The segment consists of three business units — Land Systems, European Land Systems Land Systems,(ELS), and Ordnance and Tactical Systems (OTS).
Combat Systems creates long-term value through operational excellence — high-quality, on-schedule and on-budget performance — combined with investments in innovative technologies that modernize existing platforms and develop next-generation capabilities to meet our customers’ rapidly evolving requirements. We maintain our market-leading position by focusing on innovation, affordability and speed to market to deliver increased survivability, performance and lethality on the group’s product lines include:
battlefield. Our large installed base of wheeled combat and tactical vehicles;
main battle tanks and tracked combat vehicles;
weapons systems, armamentvehicles around the world and munitions;expertise gained from research, engineering and
maintenance, logistics production programs position us well for modernization programs, support and sustainment services.services, and future development programs.
Wheeled combat and tactical vehicles: The group provides a full spectrumLand Systems is the sole-source producer of vehiclestwo foundational products central to a global customer base. The eight-wheeled, medium-weight Stryker combat vehicle continues to prove itself as one of the most versatile vehicles in the U.S. Army’s fleet, combining mobilitywarfighting capabilities — the M1A2 Abrams main battle tank and survivability into a deployable and responsiveStryker wheeled combat support vehicle. ThereBoth of these platforms are 11 Stryker variants, with 85% commonality acrosscritical to the fleet. multi-domain, joint war fight envisioned on the battlefield of the future.
We are workingmaximizing the effectiveness and lethality of the Army’s tank fleet with next-generation Abrams upgrades, providing technological advancements in communications, power generation, fuel efficiency, optics and armor. Even as we are delivering this modernized platform, we are developing additional advanced capabilities for the ArmyAbrams tank, including incorporating next-generation electronic architecture technology that will allow this platform to convert all nine of its Stryker Brigade Combat Teams to our patented double-V-hull configuration, which significantly improves protection for soldiers.adapt and incorporate transformative capabilities into the future. We are modernizing thealso upgrading Abrams tanks for several non-U.S. partners.
The Stryker by upgrading the vehicles’ power train, suspensionis an eight-wheeled, medium-weight combat vehicle that combines lethality, mobility, survivability and network capabilities, with the first of these vehicles delivered in September 2017.


We continuestealth. Land Systems continues to innovatedevelop upgrades and demonstrate ways in which the Stryker can be modifiedenhancements to help the Army meet its urgent operational needs. In 2015, the Army identified a requirement to increase the lethality of Strykers,this highly versatile and through internal research and development (R&D) and an accelerated acquisition effort, we are adding a 30-millimeter, remotely-operated cannon to 83 Stryker Infantry Carrier Vehicles. We delivered the first prototype in 2016, 15 months after the initial contract award. The first production vehicle was sent to the Germany-based 2nd Cavalry Regiment in December 2017. Another example is our Stryker Maneuver SHORAD Launcher (MSL) vehicle, which we quickly developedcombat-proven platform to address the Army’s directed requirementevolving operational needs. We are fielding a new generation Stryker that includes the double-V-hull (DVH) for survivability, increased power, improved cross-country mobility and an advanced digital, in-vehicle network. The first of nine brigades began fielding the A-1 platform upgrade during 2020, and we are coordinating with the Army for next-generation upgrades to counter closer-in airthis platform. Leveraging our rapid prototyping expertise and missile defense threats by integratingcustomer intimacy, we continue to expand the mission capabilities of this platform, including a 30mm weapon system, an air defense system missile launcher intomission package (M-SHORAD), state-of-the-art electronic warfare suite, and high-energy laser and command post options.
Combat Systems provides similar capabilities for U.S. allies through export opportunities and through our operations in several countries around the world, including Canada, the United Kingdom, Spain, Switzerland, Austria and Germany. As a reconfigured Stryker vehicle.
The group hasresult, we have a market-leading position in light armored vehicles (LAVs) with more than 13,000approximately 14,000 of the high-mobility, versatile Pandur, Piranha and other LAVs in service worldwide.
Land Systems is producing the British Army’s AJAX armored fighting vehicle, a next-generation, medium-weight tracked combat vehicle. With six variants, the AJAX family of vehicles deliveredoffers advanced electronic architecture and proven technology for an unparalleled balance of survivability, lethality and mobility, along with high reliability for a vehicle in its weight class. In addition, Land Systems is
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producing 360 new LAVs in eight variants for the Canadian Army, as well as upgrading its existing fleet.
ELS is producing and upgrading Piranha vehicles, a premier 8x8 armored combat vehicle, around the world. We offer advanced technologies combined with combat-proven survivability. We are upgrading the Canadian Army’s fleet of LAVs to increase mobility, survivability and lethality, as well as enhancing the vehicles’ surveillance suite. We also have a $10 billion contract to provide wheeled armored vehicles along with associated logistics support for a Middle Eastern customer through 2024.
We deliver high-mobility, versatile Pandur andcurrently providing Piranha armored vehicles. The Pandur family of vehicles serves as a common platform for various armament and equipment configurations and the Piranha is a multi-role vehicle well-suited for a variety of combat operations. In 2017, we received a contract from the Austrian Army to supply Pandur 6x6 armored vehicles. We are delivering more than 300 Piranha vehicles in six variants to the Danish Ministry of Defence for its armored personnel carrier program, as well as sustaining the vehicles in the future. The Spanish Army selected the Piranha as its 8x8 armored fighting vehicle, and we are now performing extensive technological trials in anticipation of a production contract. In addition, we are producing Piranha armoredV vehicles for Ireland,several countries, including Denmark, Romania and Switzerland.
The group offers a range of light tactical vehiclesmost recently Spain. Additionally, we provide mobile bridge systems with payloads ranging from 100 kilograms to global customers. The Flyer is a lightweight, modular vehicle built for speed and mobility that allows access to previously unreachable terrain in demanding environments. We are delivering this family of vehicles for the U.S. Special Operations Command and the Army’s Ground Mobility Vehicle programs. Outside the United States, the Duro and Eagle vehicles offer a range of options in the 6- to 15-ton weight class. We are upgrading Duro tactical vehicles for the Swiss Army through 2022 and delivering Eagle armored patrol vehicles to the Danish Army, with initial deliveries scheduled for 2018.
Tanks and tracked combat vehicles: Combat Systems’ powerful tracked vehicles provide key combat capabilities100 tons to customers aroundworldwide. We offer the world. The Abrams main battle tank offers a proven, decisive edge in combat. We are maximizing the effectiveness and lethality of the U.S. Army’s M1A2 Abrams tank fleet with the System Enhancement Package Version 3 (SEPv3), providing technological advancements in communications, power generation, fuel efficiency and improved armor. Internationally, the group is upgrading Abrams tanks for several U.S. allies, including Kuwait, Morocco and Saudi Arabia. In 2017, we received an award to upgrade up to 786 Abrams tanks to the SEPv3 configuration. Additional modernization efforts include integrating multiple engineering changes into the SEPv3 to design and develop SEPv4 prototypes with upgraded sensors.
The ASCOD, is a highly versatile tracked combat vehicle with multiple versions, including the Spanish Pizarro and the Austrian Ulan. Currently the groupELS also offers Duro and Eagle tactical vehicles in a range of options and weight classes and is currently producing the British Army’s AJAX armoured fighting vehicle,these vehicles for Denmark, Switzerland and Germany, while providing a next-generation versionfull range of the ASCOD. In addition to production, the group will provide in-serviceproduct support for the AJAX vehicle fleet. With six variants, AJAX offers advanced electronic architecture and proven technology for an unparalleled balance of protection, survivability and reliability for a vehicle in its weight class. In 2017,German armed forces.
On December 31, 2020, the AJAX vehicles underwent extensive testing trials in preparation for delivery to the British Army, including successful manned live firing trials. The vehicle is scheduled to begin entering into service in 2020.


With our large installed base for our major vehicle programs, as well as the quantity and scheduled final delivery date of wheeledvehicles and tracked vehicles around the world and the expertise gained from our innovative research, engineering and production programs, we are well-positioned for vehicle modernization programs, support and sustainment services and future development programs.upgrades currently in backlog were as follows:
Weapons systems, armament and munitions:gd-20201231_g5.jpg
Complementing these military-vehicle offerings, the groupOTS designs, develops and produces a comprehensive array of sophisticated weapons systems. For ground forces, we manufacture M2/M2-A1 heavy machine guns and MK19/MK47 grenade launchers. The groupWe also produces legacy andproduce next-generation weapons systems for shipboard applications. Forand airborne platforms, we produce weapons for fighter aircraft,applications, including high-speed Gatling guns for all U.S. fixed-wing military aircraft.fighter aircraft, including the F-35 Joint Strike Fighter.
OurOTS’s munitions portfolio covers the full breadth of naval, air and ground forces applications across all calibers and weapons platforms for the U.S. government and its allies. In North America, the group maintainsnon-U.S. partners. Globally, we maintain a market-leading position in the supply of Hydra-70 rockets, general purpose bombs and bomb
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bodies, large-caliber tank ammunition, medium-caliber ammunition, military propellants, mortar, and artillery projectiles,projectiles. OTS is also the systems integrator for the next generation of artillery solutions in support of the Army’s Indirect Fire Modernization objectives. Additionally, OTS maintains a leading position providing missile subsystems in support of U.S. tactical missileand strategic missiles, provisioning both legacy and next-generation missiles with critical aerostructures, control actuators, high-performance warheads and high-performance warheads; military propellants; and conventional bombs and bombcutting-edge hypersonic rocket cases.
The Combat Systems group emphasizes operational execution and continuous process improvements to enhance our productivity. In an environment of uncertain threats and evolving customer needs, the group is focused on innovation, affordability and speed-to-market to deliver increased performance and survivable, mission-effective products.
Revenue for the Combat Systems groupsegment was 19% of our consolidated revenue in 2017 and2020, 18% in 20162019 and 2015.17% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Military vehicles$4,687 $4,620 $4,027 
Weapons systems, armament and munitions1,991 1,906 1,798 
Engineering and other services545 481 416 
Total Combat Systems$7,223 $7,007 $6,241 
Year Ended December 312017 2016 2015
Wheeled combat and tactical vehicles$2,506
 $2,444
 $2,597
Weapons systems, armament and munitions1,633
 1,517
 1,508
Tanks and tracked vehicles1,225
 934
 805
Engineering and other services585
 635
 733
Total Combat Systems$5,949
 $5,530
 $5,643
INFORMATION SYSTEMS AND TECHNOLOGYTECHNOLOGIES
Our Technologies segment provides a full spectrum of services, technologies and products to an expanding market that increasingly seeks solutions combining leading-edge electronic hardware with specialized software. The segment is organized into two business units — Information SystemsTechnology (GDIT) and Technology group provides technologies, products and services in support of thousands of programs forMission Systems. Together they serve a wide range of military, intelligence and federal civilian statecustomers with a diverse portfolio that includes:
•information technology (IT) solutions and local customers.mission-support services;
•mobile communication, computers and command-and-control (C4) mission systems; and
•intelligence, surveillance and reconnaissance (ISR) solutions.
This market has experienced a series of structural shifts in recent years, and our response to those trends has further solidified our position as a market leader. Over the past decade, the Department of Defense (DoD), the intelligence community and federal civilian agencies have increasingly prioritized technology solutions as a critical element of their missions. Cloud computing capabilities, cyber security threats, and advancements in artificial intelligence have transformed technology resources from short-cycle back-office support functions to a strategic priority for this customer community. The group’sresult is a significant increase in federal IT modernization and technology investments in recent years and a shift to large-scale, end-to-end, highly engineered solutions that require critical mass and a broad array of technology services and hardware offerings to meet these customer demands. The recent Coronavirus (COVID-19) pandemic has only accelerated these trends, which have included an expansion of remote connectivity and added urgency to required technology investments.
These market leadership results from decadesshifts have resulted in significant consolidation in the industry in recognition of domain expertise, incumbency on high-priority programsthe scale and continuous innovationbreadth of capabilities required to meet this growing demand. In response to these market dynamics, in 2015 we combined our C4 and ISR operations into a single Mission Systems business unit, and in 2018 we acquired CSRA, Inc. (CSRA), which doubled the size of our IT services business, brought critical capabilities and repositioned the segment as a leader in this market.
During the three years following the acquisition of CSRA, GDIT and Mission Systems have undergone considerable portfolio shaping and realignment. At the top level, the two businesses share the same defense, intelligence and federal civilian customer base and increasingly go to market together to meet the ever-changing information-systems and mission-support needs of ourthese customers. The group’s diverse portfolio includes:In addition,
IT solutions
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with the convergence of digital technologies, we are now seeing considerable commonality and mission-support services;significant complementary pull-through in their core offerings and solution sets, particularly in the areas of cloud computing; artificial intelligence and machine learning (AI/ML); big data analytics; development, security and operations (DevSecOps); software-defined networks; and everything as-a-Service (XaaS). Consequently, we have reorganized these two business units into a single operating segment to reflect the evolving strategic focus and the way we are running the business.
mobile communication, computers and command-and-control (C4) mission systems; and
intelligence, surveillance and reconnaissance (ISR) solutions.
IT solutions and mission-support services: AsWith a trusted systems integrator fornetwork of more than 50 years, we design, build90 global partners, the segment develops solutions that keep its customers at the leading edge of technology in support of their missions. The segment’s highly skilled workforce is one of its key differentiators and operate enterprise informationcomprises approximately 40,000 employees, including technologists, engineers, mission experts and cleared personnel dedicated to solving the toughest security and technology challenges facing the United States and its allies.
GDIT modernizes large-scale IT enterprises and deploys the latest technologies to optimize and protect customer networks, data and information. Operating hundreds of complex digital modernization programs across the federal government, GDIT’s expansive portfolio includes cloud strategy and services, cybersecurity, network modernization, managed services, AI, application development and high-performance computing.
Mission Systems offers solutions across all domains and produces a unique combination of products and capabilities that are purpose-built for essential C4ISR and cybersecurity applications. Our technology and products are often built into platforms and integrated systems includingon which our customers rely. The business’s portfolio includes prime contract programs to provide innovative defense-electronics solutions as well as subcontract efforts that enhance the capabilities of large-scale secure IT networksland, air, sea and systems. In addition, wespace platforms.
The Technologies segment leverages its scale, partnerships and deep knowledge of its customers’ missions and challenges to bring innovation to those customers across a portfolio of thousands of contracts. While no individual contract is material to the segment’s results, the following highlights provide a broad rangesampling of technical, professionalthe value of this combined business. GDIT has significantly expanded its cloud footprint and training services.
Our Information Technology business supportsnow holds leading positions on two of the fullthree pillars of the Pentagon’s enterprise IT lifecycle, designing, integrating, operating, maintainingcloud migration strategy: milCloud 2.0, which provides defense agencies and modernizing complex data, voicemilitary commands secure on-government-premise hybrid cloud services, and multimedia networks. Working closely with our customers, we ensure their network infrastructures are secure, efficient, scalableDefense Enterprise Office Systems (DEOS), which secures and cost-effective.


streamlines email and collaborative tools across the DoD enterprise.
We have extensiveapply AI to expand the human capacity to make better decisions and implement smarter actions as we automate, secure and enhance our customer’s operations. For the Department of Veterans Affairs (VA), GDIT leverages managed services and AI to accelerate veteran benefits claims processing, develops applications and software to improve the veteran user experience, consolidating, building and operating data centers. In 2017, we were awarded an enterpriseprovides on-demand 24/7/365 IT contract to support the Defense Logistics Agency’s J6 Enterprise Technology Services program and a contract to modernize NATO’s IT infrastructure that supports NATO member countries. The group was also awarded a large contract to manage an intelligence community agency’s global data center and hybrid cloud environment.
The group is at the forefront of agile development, big data analytics and cloud and virtualization technologies and services, offering solutions that meet multiple federal government and military compliance requirements. We developed and deployed the largest virtual desktop environment for the intelligence community, with over 80,000 users. We also support security operations and computer network defense centers across multiple intelligence agencies, with more than 100,000 accounts and 50,000 devices across classified and unclassified networks.
We provide leading-edge training strategies and technologies for military operations, range support, simulation and professional development. For example, we deliver education curricula and training throughout the Navy and live, virtual, constructive and gaming capabilities to more than half500,000 VA personnel nationwide. In the federal civilian sector, GDIT supports some of the Army’s fastest supercomputers in the world, responsible for biomedical research, weather forecasting and climate modeling.
To adapt to a constantly evolving threat landscape, GDIT embeds cyber solutions into every aspect of digital modernization. More than 3,000 cyber professionals support cyber projects across 30 agencies in the federal government.
Mission Training Complexes. In 2017, we were awarded three contracts to continue delivering educationSystems develops and training support services to the Naval Education and Training Command.
The group’s technical and professional support services include providing domain specialists and technical solutions to help customers meet technology, operational, critical planning and staffing needs. We provide these services tomanufactures combat-proven global positioning systems (GPS) for the U.S. DepartmentArmy. This includes capabilities to ensure reliable satellite connectivity in any location and a suite of Homeland Security, U.S. Special Operations Command,Assured Position, Navigation and intelligence and defense customers, as well as Timing capabilities, which provide military forces the ability
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to federal civilian agencies, including the U.S. Census Bureau and the Centers for Medicare & Medicaid Services.
C4 mission systems: We design, build, integrate, deploy and supportsynchronize communications command-and-control and computer mission systems; imagery, signals- and multi-intelligence systems; and cyber security systems for customers in the U.S. defense, intelligence and homeland security communities, as well as U.S. allies.
Our Mission Systems business is a leading manufacturer and integrator of tactical, secure communications systems. As the prime contractor on the Common Hardware Systems-4 (CHS-4) contract, we provide the Army with next-generation computing and communications equipment.utilizing trusted data, even when GPS signals are degraded or denied. We are also the prime contractor for the Army’s backbone mobile communications network named Warfighter Information Network-Tactical (WIN-T). WIN-T Increment 1 was rapidly deployed to Iraq and Afghanistan beginning in 2004 and by 2012 was fully fielded to the Army, National Guard and Reserves. Increment 2 has been fielded to nine division headquarters and 15 brigade combat teams, providing a more capable and resilient network, on-the-move capabilities and the ability to quickly insert new technologies into the system. We continue to work closelyworking with our Army customer to evolve its next-generation combat networkadapt elements of 5G technology to meet the threatsaddress battlefield realities such as jamming, spoofing, cyberattacks and lack of the future.
With a 50-year legacy in radio frequency communications and networks, the group offers a range of radio products and systems for military, government and commercial customers, as well as long-term evolution (LTE) broadband communications networks for first responders. Our AN/USC-61(C) Digital Modular Radio (DMR) is the first software-defined radio to become a communications system standard for the U.S. military.ground connectivity. We recently added the Mobile User Objective System (MUOS) waveform to the DMR, providing secure ultra-high frequency satellite communications. The group continues to deliver CM-300/350 V2 digital radios to the FAA, used by air traffic control centers, commercial airports, military air stations and range installations for reliable ground-to-air communications.


Wealso provide many of thesesimilar capabilities to non-U.S. agenciescustomers, including Canada and commercial customers. We have developed and deployed and continue to modernize and support the Canadian Army’s fully integrated, secure combat voice and data network. We leveraged this experience to deliverUnited Kingdom.
On the U.K. Ministry of Defence’s Bowman tactical communication system, for which we currently provide ongoing support and capability upgrades. We were awarded a contract in 2017 for the U.K.’s next-generation tactical communication and information system. The program, known as Morpheus, will modernize communications and command-and-control systems across three armed services by evolving the Bowman network into a more open, agile architecture. In Canada, our public safety-focused communication system, the SHIELD Ecosystem, allows first responders to gather and exchange information quickly using digital applications on secure systems and provides the availability and location of in-field personnel at all times.
In command-and-control systems,platform side, we have a 50-yearmore than 60-year legacy of providing advanced fire-control systems for Navythe Navy’s submarine programs, and weprograms. We are developing and integrating commercial off-the-shelf software and hardware upgrades to improve the tactical control capabilities for several submarine classes. The group’s combatclasses, including the Columbia and seaframe control systems serve as the technology backbone for the Navy’s Independence-variant Littoral Combat Ship (LCS) and the Expeditionary Fast Transport (EPF) ships. In addition, the group manufactures unmanned undersea vehicles for the U.S. military and commercial customers, offering a range of systems and configurations, including more than 70 different sensors on 80 vehicles that can operate in the open ocean and constrained waterways.
We also deliver high-assurance mission and display systems, signal and sensor processing and command-and-control solutions for airborne platforms. Our aircraft mission computers are on the Navy’s F/A-18 Super Hornet strike fighter and the Marine Corps’ AV-8B Harrier II aircraft, giving pilots advanced situational awareness and combat systems control. The P-3 Orion and other maritime patrol aircraft use our digital stores management system.
ISR solutions: The Information Systems and Technology group provides ISR capabilities to a variety of classified programs. Our expertise includes multi-intelligence ground systems and large-scale, high-performance data and signal processing. We deliver high-reliability, long-life sensors and payloads designed to perform in the most extreme environments, including undersea sensor and power systems and space payloads.
Cyber security solutions are embedded throughout the group’s IT and systems engineering programs. We deliver comprehensive cyber security-related products and services to help customers defend and protect their networks from the persistent and growing cyber threat. We continue to evolve our TACLANE family of network encryptors, the most widely-deployed NSA-certified Type 1 encryption device, and our NSA-certified ProtecD@R family of data-at-rest encryptors, which protect stored data on computers, tactical platforms, sensors and servers. We released TACLANE-FLEX in 2017, a scalable and flexible solution that supports additional networking and security capabilities. The group also delivers technologies that provide access to information at various security levels, accommodating the increased demand for cloud computing and mobility. We acquired a company in 2017 that expands our multi-level security capabilities with products intended for tactical use.
The Information Systems and Technology group’s market is diverse and dynamic. We are focused on maintaining a market-leading position by developing innovative solutions to meet customer requirements and optimizing the performance of the business to ensure cost competitiveness. The group is well-positioned to continue meeting the needs of our broad customer base.


U.K. Dreadnought ballistic-missile submarines.
Revenue for the Information Systems and Technology groupTechnologies segment was 29%34% of our consolidated revenue in 2017, 30%2020 and 2019 and 36% in 2016 and 28% in 2015.2018. Revenue by major products and services was as follows:

Year Ended December 31202020192018
IT services$7,892 $8,422 $8,269 
C4ISR solutions4,756 4,937 4,726 
Total Technologies$12,648 $13,359 $12,995 
Year Ended December 312017 2016 2015
IT services$4,410
 $4,428
 $4,510
C4ISR solutions4,481
 4,716
 4,419
Total Information Systems and Technology$8,891
 $9,144
 $8,929
MARINE SYSTEMS
With shipyards located on both U.S. coasts, our Marine Systems group is a market-leading designer and builder of nuclear-powered submarines, surface combatants, and auxiliary and combat-logistics ships for the U.S. Navy and Jones Act ships for commercial customers, as well as a provider of repair services for several U.S. Navy ship classes. The group’s portfolio of platforms and capabilities includes:
nuclear-powered submarines;
surface combatants;
auxiliary and combat-logistics ships;
commercial product carriers and containerships;
design and engineering support services; and
maintenance, modernization and lifecycle support services.
We have a long history as one of the primary shipbuilders for the Navy, constructing and delivering ships and designing and developing next-generation platforms. More than 90% of the group’s revenue is for Navy engineering, construction and lifecycle support awarded under large, multi-year contracts.
We are the prime contractor for the Navy’s Virginia-class submarine program. Designed for the full range of global mission requirements, these stealthy boats excel in littoral and open-ocean environments. The Navy is procuring Virginia-class submarines in multi-boat blocks. Electric Boat continues to operate at a two submarines-per-year construction rate. We have delivered 15 Virginia-class submarines in conjunction with an industry partner that shares in the construction, and the remaining 13 submarines under contract are scheduled for delivery through 2023. Since delivering the lead Virginia-class submarine, the cost and time to deliver follow-on ships has been reduced consistently and significantly, from 84 months to 66 months, while improving the mission capability and quality of the ships at delivery.
We are also developing the Virginia Payload Module (VPM) for the fifth block of Virginia-class submarines expected to start construction in 2019. This block of submarines will provide a significant upgrade in size and performance. The VPM is an 84-foot hull section that will add four additional payload tubes, more than tripling the strike capacity of these submarines and preserving the United States’ critical undersea capabilities.
The group is the prime contractor for design and construction of the Navy’s Columbia-class ballistic missile submarine, a 12-boat program that the Navy considers its top priority. These submarines will provide strategic deterrent capabilities for decades and will begin to come on line when the current Ohio-class fleet reaches the end of its service life starting in 2027. The lead ship is slated to start construction in 2021, with delivery to the Navy in 2027. We were awarded a contract in 2017 to finish the design and begin prototype development of the lead boat, an important step to keep the program on schedule. We are investing in our workforce and facilities, including a new automated frame and cylinder facility in Quonset Point, Rhode Island. Steel for the first Columbia-class hull was cut in 2016, and missile tubes are under construction to


support the Common Missile Compartment work under joint development for the U.S. Navy and the U.K. Royal Navy.
We are the lead designer and builder of the Arleigh Burke-class (DDG-51) guided-missile destroyers, managing the design, modernization and lifecycle support. These highly capable, multi-mission ships provide offensive and defensive capabilities and are capable of simultaneously fighting air, surface and subsurface battles. The Navy restarted this program in 2010 after a four-year break in construction and Bath Iron Works delivered the first ship in the restart program to the Navy in 2017. We have construction contracts for seven DDG-51s scheduled for delivery through 2024.
Bath Iron Works is one of the Navy’s contractors involved in the development and construction of the Zumwalt-class (DDG-1000) platform, the Navy’s next-generation guided-missile destroyer. These ships are equipped with numerous technological enhancements, including a low radar profile, an integrated power system and a software environment that ties together nearly every system on the ship. DDG-1000s will provide independent forward presence and deterrence, support special operations forces, and operate as an integral part of joint and combined expeditionary forces. We delivered the first ship in 2016. The second ship is expected to deliver in 2018 with the final ship scheduled for delivery in 2020.
NASSCO is building Expeditionary Sea Base (ESB) auxiliary support ships, a second variant of the Expeditionary Support Dock (ESD) ships, which serve as floating forward staging bases to improve the Navy and Marine Corps’ ability to deliver large-scale equipment and expeditionary forces to areas without adequate port access. ESBs, equipped with a 52,000-square-foot flight deck and accommodations for up to 250 personnel, are capable of supporting a variety of missions, including airborne mine countermeasure, maritime security operations and disaster relief missions. The group has delivered three ships in the program, and construction is underway on the fourth and fifth ships, scheduled for delivery in early 2018 and 2019, respectively.
NASSCO was awarded a design and construction contract in 2016 for the lead ship in the Navy’s new class of fleet oilers, the John Lewis class (TAO-205), along with options for five additional ships. Designed to transfer fuel to Navy surface ships operating at sea, the oilers will have the capacity to carry 156,000 barrels of fuel as well as offer a significant dry cargo capacity and aviation capability. Engineering and design work is underway for the first ship, with construction scheduled to begin in late 2018.
Our Marine Systems group provides comprehensive ship and submarine maintenance, modernization and lifecycle support services to extend the service life and maximize the value of these ships. NASSCO conducts full-service maintenance and surface-ship repair operations in four primary locations within the Navy’s largest U.S. ports and at customer locations around the globe. Electric Boat provides submarine maintenance and modernization services in a variety of U.S. locations, and Bath Iron Works provides lifecycle support services for Navy surface ships. In support of allied navies, the group offers program management, planning, engineering and design support for submarine and surface-ship construction programs.
In addition to our work for the Navy, the Marine Systems group has extensive experience in all phases of ship construction for commercial customers, designing and building oil and product tankers and container and cargo ships for commercial markets since the 1970s. These ships help our commercial customers satisfy the Jones Act requirement that ships carrying cargo between U.S. ports be built in U.S. shipyards. The group has advanced commercial shipbuilding technology with NASSCO’s design and delivery of the world’s first liquefied natural gas (LNG)-powered containerships, using green ship technology to dramatically decrease emissions while increasing fuel efficiency. From 2014 to 2017, NASSCO constructed and delivered eight LNG-conversion-ready product tankers for commercial customers. During this time, the company achieved several first-time milestones, including a record throughput of 60,000 tons of steel per year and the delivery


of six ships in 2016. We are currently designing and constructing two new LNG-capable containerships with roll-on, roll-off capability with deliveries scheduled for 2019 and 2020.
To further the group’s goals of operating efficiency, innovation and affordability for the customer, we make strategic investments in our business, often in cooperation with the Navy. In addition, the Marine Systems group leverages its design and engineering expertise across its shipyards to improve program execution and generate cost savings. This knowledge sharing enables the group to use resources more efficiently and drive process improvements. We are well-positioned to continue to fulfill the ship-construction and support requirements of our customers.
Revenue for the Marine Systems group was 26% of our consolidated revenue in 2017 and 2016 and 25% in 2015. Revenue by major products and services was as follows:
Year Ended December 312017 2016 2015
Nuclear-powered submarines$5,175
 $5,264
 $5,010
Surface combatants1,043
 994
 1,081
Auxiliary and commercial ships564
 654
 672
Repair and other services1,222
 1,160
 1,269
Total Marine Systems$8,004
 $8,072
 $8,032


CUSTOMERS
In 2017, 61%2020, 69% of our consolidated revenue was from the U.S. government, 15%13% was from U.S. commercial customers, 13%9% was from non-U.S. commercial customers and the remaining 11%9% was from non-U.S. government customers.
U.S. GOVERNMENT
Our primary customer is the U.S. Department of Defense (DoD).DoD. We also contract with other U.S. government customers, including the intelligence community and the Departments of Homeland Security and Health and Human Services, and first-responder agencies.Services. Our revenue from the U.S. government was as follows:
Year Ended December 31202020192018
DoD$20,840 $19,864 $17,674 
Non-DoD4,726 5,254 5,306 
Foreign Military Sales (FMS)*737 689 626 
Total U.S. government$26,303 $25,807 $23,606 
% of total revenue69 %66 %65 %
Year Ended December 312017 2016 2015
DoD$15,498
 $15,139
 $14,694
Non-DoD2,847
 2,824
 2,831
Foreign Military Sales (FMS)*676
 713
 453
Total U.S. government$19,021
 $18,676
 $17,978
% of total revenue61% 61% 57%
*In addition to our direct non-U.S. sales, we sell to non-U.S. governments through the FMS program. Under the FMS program, we contract with and are paid by the U.S. government, and the U.S. government assumes the risk of collection from the non-U.S. government customer.
Our U.S. government businesses operate underrevenue is derived from fixed-price, cost-reimbursement and time-and-materials contracts. Our production contracts are primarily fixed-price. Under these contracts, we agree to perform a specific scope of work for a fixed amount. Contracts for research, engineering, repair and maintenance, and other services are typically cost-reimbursement or time-and-materials. Under cost-reimbursement contracts, the customer reimburses contract costs incurred and pays a fixed, incentive or award-based fee. These fees are determined by our ability to achieve targets set in the contract, such as cost, quality, schedule and performance. Under time-and-materials contracts, the customer pays a fixed hourly rate for direct labor and generally reimburses us for the cost of materials.

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InOf our U.S. government business,revenue, fixed-price contracts accounted for 54%59% in 2017, 53%2020 and 2019 and 56% in 2016 and 55% in 2015;2018; cost-reimbursement contracts accounted for 42%35% in 2017, 43%2020 and 2019 and 38% in 2016 and 41% in 2015;2018; and time-and-materials contracts accounted for 4%6% in each of the past three years.2020, 2019 and 2018.
For information on the advantages and disadvantages of each of these contract types, see Note B to the Consolidated Financial Statements in Item 8.
U.S. COMMERCIAL
Our U.S. commercial revenue was $4.5$4.9 billion in 2017 and 2016 and $5.52020, $6 billion in 2015. This2019 and $4.8 billion in 2018, which represented 13%, 15% and 13% of our consolidated revenue in 2017 and 2016 and 17% in 2015.each of the respective years. The majority of this revenue iswas for business-jetbusiness jet aircraft and related services where our customer base consists of individuals and public and privately held companies across a wide range of industries.
NON-U.S.
Our revenue from non-U.S. government and commercial customers was $7.5$6.7 billion in 2017, $7.42020, $7.6 billion in 20162019 and $8.3$7.8 billion in 2015. This2018, which represented 24%18%, 19% and 22% of our consolidated revenue in 2017 and 2016 and 26% in 2015.each of the respective years.
We conduct business with customers around the world. Our non-U.S. defense subsidiaries maintain long-term relationships with their customers and have established themselves as principal regional suppliers and employers, providing a broad portfolio of products and services and maintaining long-term relationships with their customers.services.
Our non-U.S. commercial businessrevenue consists primarily of business-jetbusiness jet aircraft exports and worldwide aircraft services. The market for business-jet aircraft and related services outside North America has expanded significantly in recent years. While the installed base of aircraft is concentrated in North America, orders from non-U.S. customers outside North America represent a significant segmentportion of our aircraft business with approximately 55%60% of the Aerospace group’s totalsegment’s aircraft backlog on December 31, 2017.2020.


COMPETITION
Several factors determine our ability to compete successfully in the defense and business-aviation markets. While customers’ evaluation criteria vary, the principal competitive elements include:
•the technical excellence, reliability, safety and cost competitiveness of our products and services;
•our ability to innovate and develop new products and technologies that improve mission performance and adapt to dynamic threats;
•successful program execution and on-time delivery of complex, integrated systems;
•our global footprint and accessibility to customers;
•the reputation and customer confidence derived from past performance; and
•the successful management of customer relationships.
DEFENSE MARKET COMPETITION
The U.S. government contracts with numerous domestic and non-U.S. companies for products and services. We compete against other large platform and system-integration contractors as well as smaller companies that specialize in a particular technology or capability. Outside the United States, we compete with global defense contractors’ exports and the offerings of private and state-owned defense manufacturers. Our Marine Systems segment has one primary competitor with which it also partners on the Virginia-class and Columbia-class submarine programs. Our Combat Systems groupsegment competes with a large number of U.S. and non-U.S. businesses. Our Information Systems and Technology groupTechnologies segment competes with many companies, from large defense
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government contracting and commercial technology companies to small niche competitors with specialized technologies or expertise. Our Marine Systems group has one primary


competitor with which it also partners on the Virginia-class submarine program. The operating cycle of many of our major platform programs can result in sustained periods of program continuity when we perform successfully.
We are involved in teaming and subcontracting relationships with some of our competitors. Competitions for major defense and other government contracting programs often require companies to form teams to bring together a spectrum of capabilities to meet the customer’s requirements. Opportunities associated with these programs include roles as the program’s integrator, overseeing and coordinating the efforts of all participants on a team, or as a provider of a specific component or subsystem.
BUSINESS-JETBUSINESS JET AIRCRAFT MARKET COMPETITION
The Aerospace groupsegment has several competitors for each of its Gulfstream products. Key competitive factors include aircraft safety, reliability and performance; comfort and in-flight productivity; service quality, global footprint and responsiveness; technological and new-product innovation; and price. We believe that Gulfstream competes effectively in all of these areas.
The Aerospace groupsegment competes worldwide in the business-jetbusiness jet aircraft services market primarily on the basis of quality, price quality and timeliness. In our maintenance, repair and FBO businesses,While competition for each type of service varies somewhat, the group competes with several other large companies as well assegment faces a number of smaller companies, particularly in the maintenance business. In our completions business, the group competes with several service providers.

BACKLOG
Our total backlog represents the estimated remaining valuecompetitors of work to be performed under firm contracts and includes funded and unfunded portions. For additional discussion of backlog, see Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7.
Summary backlog informationvarying sizes for each of our business groups follows:its offerings.

     
2017 Total
Backlog Not
Expected to Be
Completed in 2018
December 312017 2016 
 Funded Unfunded Total Funded Unfunded Total 
Aerospace$12,319
 $147
 $12,466
 $13,119
 $96
 $13,215
 $6,360
Combat Systems17,158
 458
 17,616
 17,206
 597
 17,803
 12,303
Information
    Systems and
    Technology
6,682
 2,192
 8,874
 6,458
 2,007
 8,465
 3,307
Marine Systems15,872
 8,347
 24,219
 15,000
 7,723
 22,723
 16,764
Total backlog$52,031
 $11,144
 $63,175
 $51,783
 $10,423
 $62,206
 $38,734

RESEARCH AND DEVELOPMENT
To foster innovative product development and evolution, we conduct sustained R&D activities as part of our normal business operations. Most of our Aerospace group’s R&D activities support Gulfstream’s product enhancement and development programs. In our U.S. defense businesses, we conduct customer-sponsored R&D activities under government contracts and company-sponsored R&D activities, investing in technologies and capabilities that provide innovative solutions for our customers. In accordance with government regulations, we recover a portion of company-sponsored R&D expenditures through overhead


charges to U.S. government contracts. For more information on our company-sponsored R&D activities, including our expenditures for the past three years, see Note A to the Consolidated Financial Statements in Item 8.

INTELLECTUAL PROPERTY
We develop technology, manufacturing processes and systems-integration practices. In addition to owning a large portfolio of proprietary intellectual property, we license some intellectual property rights to and from others. The U.S. government holds licenses to many of our patents developed in the performance of U.S. government contracts, and it may use or authorize others to use the inventions covered by these patents. Although these intellectual property rights are important to the operation of our business, no existing patent, license or other intellectual property right is of such importance that its loss or termination would have a material impact on our business.


EMPLOYEESHUMAN CAPITAL MANAGEMENT
On December 31, 2017, our subsidiaries had 98,600 employees, approximately one-fifth of whom work under collective agreements with various labor unions and worker representatives. Agreements covering approximately 2% of totalOur more than 100,000 employees are duea community dedicated to expireour ethos of transparency, trust, honesty and alignment. Every day, these four values drive how we operate our business; govern how we interact with each other and our customers, partners, and suppliers; guide the way that we treat our workforce; and determine how we connect with our communities. Our commitment to ethical business practices is outlined in 2018. Historically,our Standards of Business Ethics and Conduct, commonly known as our Blue Book. Each employee is asked to acknowledge receipt, understanding of and compliance with our standards.
Due to the highly specialized nature of our business, we are required to hire and train skilled and qualified personnel to design and build the products and perform the services required by our customers. We recognize that our success as a company depends on our ability to attract, develop and retain our workforce. As such, we promote the health, welfare and safety of our employees. Part of our responsibility includes treating all employees with dignity and respect and providing them with fair, market-based, competitive and equitable compensation. We recognize and reward the performance of
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our employees in line with our pay-for-performance philosophy and provide a comprehensive suite of benefit options that enables our employees and their dependents to live healthy and productive lives.
Safety in our workplaces is paramount. Across our businesses, we take measures to prevent workplace hazards, encourage safe behaviors and enforce a culture of continuous improvement to ensure our processes help reduce incidents and illnesses and comply with governing health and safety laws. This was never more important than in 2020 given the challenges presented by the COVID-19 pandemic.
We are committed to promoting diversity of thought, experience, perspectives, backgrounds and capabilities to drive innovation and strengthen the solutions we deliver to our customers because we believe the results lead to a better outcome. We proudly support a culture of inclusion and encourage a work environment that respects diverse opinions, values individual skills and celebrates the unique experiences our employees bring. We are dedicated to equal employment opportunity that fosters and supports diversity in a principled, productive and inclusive work environment. We stand for basic universal human rights, including that employment must be voluntary. We track, measure and analyze our workforce trends to establish accountability for continuing to cultivate diverse and inclusive environments across our businesses and at every level of our company.
Our values motivate us to promote strong workplace practices with opportunities for development and training. Our training and development efforts focus on ensuring that the workforce is appropriately trained on critical job skills as well as leadership behaviors that are consistent with our ethos. We conduct rigorous succession planning exercises to ensure that key positions have renegotiated these labor agreements without any significant disruptionthe appropriate level of bench strength to operating activities.provide for future key positions and leadership transitions. We listen to our workforce to assess areas of concern and levels of engagement.

2020 WORKFORCE STATISTICS
•Approximately 85% of our employees are based in the United States, of which roughly 70% are white, 30% are people of color and 20% are veterans of the U.S. armed forces. The remaining 15% of our workforce is based internationally in over 65 countries with the primary concentrations in North America and Europe.
•Our global workforce is approximately 77% male and 23% female with our senior leadership teams across the business represented by 75% males and 25% females. During 2020, the diversity profile of our workforce continued to improve across our businesses as we hired approximately 15,000 individuals of which 72% were male and 28% were female. For our 2020 U.S.-based hires, approximately 62% were white and 38% were people of color.

RAW MATERIALS SUPPLIERS AND SEASONALITYSUPPLIERS
We depend on suppliers and subcontractors for raw materials, components and subsystems. Our U.S. government customer is a supplier on some of our programs. These supply networks can experience price fluctuations and capacity constraints, which can put pressure on our costs. Effective management and oversight of suppliers and subcontractors is an important element of our successful performance. We sometimes rely on only one or two sources of supply that, if disrupted, could impact our ability to meet our customer commitments. We attempt to mitigate risks with our suppliers by entering into long-term agreements and leveraging company-wide agreements to achieve economies of scale and by negotiating flexible pricing terms in our customer contracts. We have not experienced, and do not foresee,
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significant difficulties in obtaining the materials, components or supplies necessary for our business operations.
Our business is not seasonal in nature. The receipt of contract awards, the availability of funding from the customer, the incurrence of contract costs and unit deliveries are all factors that influence the timing of our revenue. In the United States, these factors are influenced by the federal government’s budget cycle based on its October-to-September fiscal year.


REGULATORY MATTERS
U.S. GOVERNMENT CONTRACTS
U.S. government contracts are subject to procurement laws and regulations. The Federal Acquisition Regulation (FAR) and the Cost Accounting Standards (CAS) govern the majority of our contracts. The FAR mandates uniform policies and procedures for U.S. government acquisitions and purchased services. Also, individual agencies can have acquisition regulations that provide implementing language for the FAR or that supplement the FAR. For example, the DoD implements the FAR through the Defense Federal


Acquisition Regulation Supplement (DFARS). For all federal government entities, the FAR regulates the phases of any product or service acquisition, including:
•acquisition planning,planning;
•competition requirements,requirements;
•contractor qualifications,qualifications;
•protection of source selection and vendor information,supplier information; and
•acquisition procedures.
In addition, the FAR addresses the allowability of our costs, while the CAS addresses the allocation of those costs to contracts. The FAR and CAS subject us to audits and other government reviews covering issues such as cost, performance, internal controls and accounting practices relating to our contracts.
NON-U.S. REGULATORY
Our non-U.S. revenue isoperations are subject to the applicable government regulations and procurement policies and practices, as well as U.S. policies and regulations. We are also subject to regulations governing investments, exchange controls, repatriation of earnings and import-export control.
BUSINESS-JETBUSINESS JET AIRCRAFT
The Aerospace groupsegment is subject to FAAFederal Aviation Administration (FAA) regulation in the United States and other similar aviation regulatory authorities internationally, including the Civil Aviation Administration of Israel (CAAI), the European Aviation Safety Agency (EASA) and the Civil Aviation Administration of China (CAAC). For an aircraft to be manufactured and sold, the model must receive a type certificate from the appropriate aviation authority, and each aircraft must receive a certificate of airworthiness. Aircraft outfitting and completions also require approval by the appropriate aviation authority, which is often is accomplished through a supplemental type certificate. Aviation authorities can require changes to a specific aircraft or model type before granting approval. Maintenance facilities and charter operations must be licensed by aviation authorities as well.
ENVIRONMENTAL
We are subject to a variety of federal, state, local and foreign environmental laws and regulations. These laws and regulations cover the discharge, treatment, storage, disposal, investigation and remediation of materials, substances and wastes identified in the laws and regulations. We are directly or indirectly involved in environmental investigations or remediation at some of our current and former facilities and at third-party sites that we do not own but where we have been designated a Potentially Responsible Party potentially responsible party
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(PRP) by the U.S. Environmental Protection Agency or a state environmental agency. As a PRP, we are potentially liable to the government or third parties for the cost of remediating contamination. In cases where we have been designated a PRP, we generally we seek to mitigate these environmental liabilities through available insurance coverage and by pursuing appropriate cost-recovery actions. In the unlikely event that we are required to fully fund the remediation of a site, the current statutory framework would allow us to pursue contributions from other PRPs. We regularly assess our compliance status and management of environmental matters.
Operating and maintenance costs associated with environmental compliance and management of contaminated sites are a normal, recurring part of our operations. Historically, these costs have not been material. Environmental costs are often are recoverable under our contracts with the U.S. government. Based on information currently available and current U.S. government policies relating to cost recovery, we do not expect continued compliance with environmental regulations to have a material impact on our results of operations, financial condition or cash flows. For additional information relating to the impact of environmental matters, see Note O to the Consolidated Financial Statements in Item 8.




AVAILABLE INFORMATION
We file reports and other information with the Securities and Exchange Commission (SEC) pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as amended. These reports and information include an annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and proxy statements. Free copies of these items are made available on our website (www.generaldynamics.com)(www.gd.com) as soon as practicable and through the General Dynamics investor relations office at (703) 876-3117.practicable. The SEC maintains a website (www.sec.gov) that contains reports, proxy and information statements, and other information. These items also
In addition to the information contained in this Form 10-K, information about the company can be readfound on our website and copied atour Investor Relations website (investorrelations.gd.com). Our Investor Relations website contains a significant amount of information about the company, including financial information, our corporate governance principles and practices, and other information for investors. We encourage investors to visit our website, as we frequently update and post new information about our company, and it is possible that this information could be deemed to be material information.
References to our website and the SEC’s Public Reference Room at 100 F Street, N.E., Washington, DC 20549. Information on the operationwebsite in this Form 10-K do not constitute, and should not be viewed as, incorporation by reference of the Public Reference Room isinformation contained on, or available through, the websites. The information should not be considered a part of this Form 10-K, unless otherwise expressly incorporated by calling the SEC at (800) SEC-0330.reference.


ITEM 1A. RISK FACTORS
An investment in our common stock or debt securities is subject to risks and uncertainties. Investors should consider the following factors, in addition to the other information contained in this Annual Report on Form 10-K, before deciding whether to purchase our securities.
Investment risks can be market-wide as well as unique to a specific industry or company. The market risks faced by an investor in our stock are similar to the uncertainties faced by investors in a broad range of industries. There are some risks that apply more specifically to our business.
Our revenue is concentrated with the U.S. government. This customer relationship involves some specific risks. In addition, our sales to non-U.S. customers expose us to different financial and legal
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risks. Despite the varying nature of our U.S.government and non-U.S. defense and business-aviationcommercial operations and the markets they serve, each groupsegment shares some common risks, such as the ongoing development of high-technology products and the price, availability and quality of commodities and subsystems.
Risks Relating to Our Business and Industry
The U.S. government provides a significant portion of our revenue. In 2017,2020, approximately 60%70% of our consolidated revenue was from the U.S. government. Levels of U.S. defense spending are driven by threats to national security. Competing demands for federal funds can pressure various areas of spending. Decreases in U.S. government defense and other spending or changes in spending allocation or priorities could result in one or more of our programs being reduced, delayed or terminated, which could impact our financial performance.
For additional information relating to the U.S. defense budget matters, see the Business Environment section of Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7.
U.S. government contracts are not always fully funded at inception, and any funding is subject to disruption or delay. Our U.S. government revenue is funded by agency budgets that operate on an October-to-September fiscal year. Early each calendar year, the President of the United States presents to the Congress the budget for the upcoming fiscal year. This budget proposes funding levels for every federal agency and is the result of months of policy and program reviews throughout the Executiveexecutive branch. For the remainder of the year, the appropriationsAppropriations and authorization committeesAuthorization Committees of the Congress review the President’s budget proposals and establish the funding levels for the upcoming fiscal year. Once these levels are enacted into law, the Executive Office of the President administers the funds to the agencies.
There are two primary risks associated with the U.S. government budget cycle. First, the annual process may be delayed or disrupted, which has occurred in recent years.disrupted. If the annual budget is not approved by the beginning of the government fiscal year, portions of the U.S. government can shut down or operate under a continuing resolution that maintains spending at prior-year levels, which can impact funding for


our programs and timing of new awards. Second, the Congress typically appropriates funds on a fiscal-year basis, even though contract performance may extend over many years. Future revenue under existing multi-year contracts is conditioned on the continuing availability of congressional appropriations. Changes in appropriations in subsequent years may impact the funding available for these programs. Delays or changes in funding can impact the timing of available funds or lead to changes in program content.
Our U.S. government contracts are subject to termination rights by the customer. U.S. government contracts generally permit the government to terminate a contract, in whole or in part, for convenience. If a contract is terminated for convenience, a contractor usually is entitled to receive payments for its allowable costs incurred and the proportionate share of fees or earnings for the work performed. The government may also terminate a contract for default in the event of a breach by the contractor. If a contract is terminated for default, the government in most cases pays only for the work it has accepted. The termination of multiple or large programs could have a material adverse effect on our future revenue and earnings.
Government contractors operate in a highly regulated environment and are subject to audit by the U.S. government. Numerous U.S. government agencies routinely audit and review government contractors. These agencies review a contractor’s performance under its contracts and compliance with applicable laws, regulations and standards. The U.S. government also reviews the adequacy of, and compliance with, internal control systems and policies, including the contractor’s purchasing, property,
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estimating, material, earned value management and accounting systems. In some cases, audits may result in delayed payments or contractor costs not being reimbursed or subject to repayment. If an audit or investigation were to result in allegations against a contractor of improper or illegal activities, civil or criminal penalties and administrative sanctions could result, including termination of contracts, forfeiture of profits, suspension of payments, fines and suspension or prohibition from doing business with the U.S. government. In addition, reputational harm could result if allegations of impropriety were made. In some cases, audits may result in disputes with the respective government agency that can result in negotiated settlements, arbitration or litigation. Moreover, new laws, regulations or standards, or changes to existing ones, can increase our performance and compliance costs and reduce our profitability.
Our Aerospace groupsegment is subject to changing customer demand for business aircraft. Thebusiness-jetbusiness jet market is driven by the demand for business-aviation products and services by corporate, individual and government customers in the United States and around the world. The Aerospace group’ssegment’s results also depend on other factors, including general economic conditions, the availability of credit, pricing pressures and trends in capital goods markets. In addition, if customers default on existing contracts and the contracts are not replaced, the group’ssegment’s anticipated revenue and profitability could be reduced materially.
Earnings and margin depend on our ability to perform on our contracts. When agreeing to contractual terms, our management team makes assumptions and projections about future conditions and events. The accounting for our contracts and programs requires assumptions and estimates about these conditions and events. These projections and estimates assess:
•the productivity and availability of labor,labor;
•the complexity of the work to be performed,performed;
•the cost and availability of materials and components,components; and
•schedule requirements.
If there is a significant change in one or more of these circumstances, estimates or assumptions, or if the risks under our contracts are not managed adequately, the profitability of contracts could be adversely affected. This could affect earnings and margin materially.


Earnings and margin depend in part on subcontractor and vendorsupplier performance. We rely on other companies to provide materials, components and subsystems for our products. Subcontractors also perform some of the services that we provide to our customers. We depend on these subcontractors and vendorssuppliers to meet our contractual obligations in full compliance with customer requirements and applicable law. Misconduct by subcontractors, such as a failure to comply with procurement regulations or engaging in unauthorized activities, may harm our future revenue and earnings. We manage our supplier base carefully to avoid or minimize customer issues. We sometimes rely on only one or two sources of supply that, if disrupted, could have an adverse effect on our ability to meet our customer commitments. Our ability to perform our obligations may be materially adversely affected if one or more of these suppliers is unable to provide the agreed-upon materials, perform the agreed-upon services in a timely and cost-effective manner, or engages in misconduct or other improper activities.
Our future success depends in part on our ability to develop new products and technologies and maintain a qualified workforce to meet the needs of our customers. Many of the products and services we provide involve sophisticated technologies and engineering, with related complex manufacturing and system-integration processes. Our customers’ requirements change and evolve regularly. Accordingly, our future performance depends in part on our ability to continue to develop,
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manufacture and provide innovative products and services and bring those offerings to market quickly at cost-effective prices. Some new products, particularly in our Aerospace segment, must meet extensive and time-consuming regulatory requirements that are often outside our control and may result in unanticipated delays. Additionally, due to the highly specialized nature of our business, we must hire and retain the skilled and qualified personnel necessary to perform the services required by our customers. To the extent that the demand for skilled personnel exceeds supply, we could experience higher labor, recruiting or training costs in order to attract and retain such employees. If we were unable to develop new products that meet customers’ changing needs and satisfy regulatory requirements in a timely manner or successfully attract and retain qualified personnel, our future revenue and earnings may be materially adversely affected.
Risks Relating to Our International Operations
Sales and operations outside the United States are subject to different risks that may be associated with doing business in foreign countries. In some countries there is increased chance for economic, legal or political changes, and procurement procedures may be less robust or mature, which may complicate the contracting process. Our non-U.S. businessoperations may be sensitive to and impacted by changes in a foreign government’s budgets,national policies and priorities, political leadership and national priorities,budgets, which may be influenced by changes in threat environments, geopolitical uncertainties, volatility in economic conditions and other economic and political factors. Changes and developments in any of these matters or factors may occur suddenly.suddenly and could impact funding for programs or delay purchasing decisions or customer payments. Non-U.S. transactions can involve increased financial and legal risks arising from foreign exchange-rateexchange rate variability and differing legal systems. Our non-U.S. business isoperations are subject to U.S. and foreign laws and regulations, including laws and regulations relating to import-export controls, technology transfers, the Foreign Corrupt Practices Act (FCPA) and other anti-corruption laws, and the International Traffic in Arms Regulations (ITAR). An unfavorable event or trend in any one or more of these factors or a failure to comply with U.S. or foreign laws could result in administrative, civil or criminal liabilities, including suspension or debarment from government contracts or suspension of our export privileges, and could materially adversely affect revenue and earnings associated with our non-U.S. business.operations.
In addition, some non-U.S. government customers require contractors to enter into letters of credit, performance or surety bonds, bank guarantees and other similar financial arrangements. We may also be required to agree to specific in-country purchases, manufacturing agreements or financial support arrangements, known as offsets, that require us to satisfy investment or other requirements or face penalties. Offset requirements may extend over several years and could require us to team with local companies to fulfill these requirements. If we do not satisfy these financial or offset requirements, our future revenue and earnings may be materially adversely affected.
Risks Relating to Our future success depends in part on our ability to develop new productsAcquisitions and technologies and maintain a qualified workforce to meet the needs of our customers. Many of the products and services we provide involve sophisticated technologies and engineering, with related complex manufacturing and system-integration processes. Our customers’ requirements change and evolve regularly. Accordingly, our future performance depends in part on our ability to continue to develop, manufacture and provide innovative products and services and bring those offerings to market quickly at cost-effective prices. Some new products, particularly in our Aerospace group, must meet extensive and time-consuming regulatory requirements that are often outside our control. Additionally, due to the highly specialized nature of our business, we must hire and retain the skilled and qualified personnel necessary to perform the services required by our customers. If we were unable to develop new products that meet customers’ changing needs and satisfy regulatory requirements in a timely manner or successfully attract and retain qualified personnel, our future revenue and earnings may be materially adversely affected.Similar Investment Activities
We have made and expect to continue to make investments, including acquisitions and joint ventures, that involve risks and uncertainties. When evaluating potential acquisitions and joint ventures,


we make judgments regarding the value of business opportunities, technologies, and other assets and the risks and costs of potential liabilities based on information available to us at the time of the transaction. Whether we realize the anticipated benefits from these transactions depends on multiple factors, including our integration of the businesses involved; the performance of the underlying products, capabilities or technologies; market conditions following the acquisition; and acquired liabilities, including some that may not have been identified prior to the acquisition. These factors could materially adversely affect our financial results.
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Changes in business conditions may cause goodwill and other intangible assets to become impaired. Goodwill represents the purchase price paid in excess of the fair value of net tangible and intangible assets acquired in a business combination. Goodwill is not amortized and remains on our balance sheet indefinitely unless there is an impairment or a sale of a portion of the business. Goodwill is subject to an impairment test on an annual basis andor when circumstances indicate that the likelihood of an impairment is more likelygreater than not.50%. Such circumstances include a significant adverse change in the business climate for one of our business groupsreporting units or a decision to dispose of a business groupreporting unit or a significant portion of a business group.reporting unit. We face some uncertainty in our business environment due to a variety of challenges, including changes in defensegovernment spending. We may experience unforeseen circumstances that adversely affect the value of our goodwill or intangible assets and trigger an evaluation of the amount of the recorded goodwill and intangible assets. Future write-offs of goodwill or other intangible assets as a result of an impairment in the business could materially adversely affect our results of operations and financial condition.
Other Business and Operational Risks
Our business could be negatively impacted by cyber securitycybersecurity events and other disruptions. We face various cyber securitycybersecurity threats, including threats to our information technology (IT)IT infrastructure and attempts to gain access to our proprietary or classified information, denial-of-service attacks, as well as threats to the physical security of our facilities and employees, and threats from terrorist acts. We also design and manage IT systems and products that contain IT systems for various customers. We generally face the same security threats for these systems as for our own internal systems. In addition, we face cyber threats from entities that may seek to target us through our customers, vendors,suppliers, subcontractors and other third parties with whom we do business. Accordingly, we maintain information security staff, policies and procedures for managing risk to our information systems, and conduct employee training on cyber securitycybersecurity to mitigate persistent and continuously evolving cyber securitycybersecurity threats. However, there can be no assurance that any such actions will be sufficient to prevent cybersecurity breaches, disruptions, unauthorized release of sensitive information or corruption of data.
We have experienced cyber securitycybersecurity threats such as viruses and attacks targeting our IT systems. Such prior events have not had a material impact on our financial condition, results of operations or liquidity. However, future threats could, among other things, cause harm to our business and our reputation; disrupt our operations; expose us to potential liability, regulatory actions and loss of business; challenge our eligibility for future work on sensitive or classified systems for government customers; and impact our results of operations materially. Due to the evolving nature of these security threats, the potential impact of any future incident cannot be predicted. Our insurance coverage may not be adequate to cover all the costs related to cyber securitycybersecurity attacks or disruptions resulting from such events.

Our business may continue to be negatively impacted by the Coronavirus (COVID-19) pandemic or other similar outbreaks. The COVID-19 pandemic has had, and could continue to have, a negative effect on our business, results of operations and financial condition. Effects include disruptions or restrictions on our employees’ ability to work effectively, as well as temporary closures of our facilities or the facilities of our customers or suppliers, which can affect our ability to perform on our contracts. Resulting cost increases may not be fully recoverable on our contracts or adequately covered by insurance, which could impact our profitability. In addition, the COVID-19 pandemic has resulted in a widespread health crisis that is adversely affecting the economies and financial markets of many countries, which could result in a prolonged economic downturn that may negatively affect demand for our products and services. The imposition of quarantine and travel restrictions has affected and may
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continue to negatively affect portions of our business, particularly our Aerospace and Technologies segments. The extent to which COVID-19 continues to impact our business, results of operations and financial condition is highly uncertain and will depend on future developments. Such developments may include the geographic spread and duration of the virus, the severity of the disease and the actions that may be taken by various governmental authorities and other third parties in response to the pandemic. Other outbreaks of contagious diseases or other adverse public health developments in countries where we operate or our customers are located could similarly affect our business in the future.

FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K contains forward-looking statements that are based on management’s expectations, estimates, projections and assumptions. Words such as “expects,” “anticipates,” “plans,” “believes,” “scheduled,” “outlook,” “estimates,” “should” and variations of these words and similar expressions are intended to identify forward-looking statements. Examples include projections of revenue, earnings, operating margin, segment performance, cash flows, contract awards, aircraft production, deliveries and backlog. In making these statements, we rely on assumptions and analyses based on our experience and perception of historical trends, current conditions and expected future developments as well as other factors we consider appropriate under the circumstances. We believe our estimates and judgments are reasonable based on information available to us at the time. Forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. These statements are not guarantees of future performance and involve risks and uncertainties that are difficult to predict. Therefore, actual future results and trends may differ materially from what is forecast in forward-looking statements due to a variety of factors, including, without limitation, the risk factors discussed in this Form 10-K.
All forward-looking statements speak only as of the date of this report or, in the case of any document incorporated by reference, the date of that document. All subsequent written and oral forward-looking statements attributable to General Dynamics or any person acting on our behalf are qualified by the cautionary statements in this section. We do not undertake any obligation to update or publicly release any revisions to forward-looking statements to reflect events, circumstances or changes in expectations after the date of this report. These factors may be revised or supplemented in subsequent reports on SEC Forms 10-Q and 8-K.


ITEM 1B. UNRESOLVED STAFF COMMENTS
None.


ITEM 2. PROPERTIES
We operate in a number of offices, manufacturing plants, laboratories, warehouses and other facilities in the United States and abroad. We believe our facilities are adequate for our present needs and, given planned improvements and construction, expect them to remain adequate for the foreseeable future.
On December 31, 2017,2020, our business groupssegments had primarymaterial operations at the following locations:
•Aerospace – Burbank, Lincoln, Long Beach and Van Nuys, California; West Palm Beach, Florida; Brunswick and Savannah, Georgia; Cahokia, Illinois; Bedford and Westfield, Massachusetts; Las Vegas, Nevada; Teterboro, New Jersey; San Juan, Puerto Rico;New York, New York; Tulsa,
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Oklahoma; Dallas, and Houston, Texas; Dulles, Virginia; Appleton, Wisconsin; Vienna, Austria; Sorocaba, Brazil;Sydney, Australia; Beijing and Hong Kong,Shanghai, China; Berlin, Dusseldorf and Munich, Germany; Valetta, Malta; Mexicali, Mexico; Moscow, Russia; Singapore; Basel, GenevaSwitzerland; Farnborough, United Kingdom.
•Marine Systems – San Diego, California; Groton and Zurich, Switzerland; Dubai, United Arab Emirates; LutonNew London, Connecticut; Jacksonville, Florida; Honolulu, Hawaii; Bath and Stansted, United Kingdom.
Brunswick, Maine; Middletown and North Kingstown, Rhode Island; Norfolk and Portsmouth, Virginia; Bremerton, Washington; Mexicali, Mexico.
•Combat Systems – Anniston, Alabama; East Camden, and Hampton, Arkansas; Healdsburg, California; Crawfordsville, St. Petersburg and Tallahassee, Florida; Marion, Illinois; Saco, Maine; Sterling Heights, Michigan; Joplin,


Missouri; Lincoln, Nebraska; Lima, Ohio; Eynon Red Lion and Scranton, Pennsylvania; Ladson, South Carolina; Garland, Texas; Williston, Vermont; Auburn and Sumner,Joint Base Lewis-McChord, Washington; Vienna, Austria; La Gardeur, London St. Augustin and Valleyfield, Canada; Kaiserslautern, Germany; Granada, Madrid, Sevilla and Trubia, Spain; Kreuzlingen and Tägerwilen, Switzerland; Merthyr Tydfil, and Oakdale, United Kingdom.
Information Systems and Technology•Technologies – Cullman,Daleville, Alabama; Phoenix and Scottsdale, Arizona; San Jose, California; Pawcatuck, Connecticut; Lynn Haven and Riverview,Orlando, Florida; Lawrence, Kansas;Bossier City, Louisiana; Annapolis Junction, and Towson, Maryland; Dedham, Pittsfield Taunton and Westwood,Taunton, Massachusetts; Bloomington, Minnesota; Hattiesburg, Mississippi; Catawba, Conover andRensselaer, New York; Greensboro, North Carolina; Kilgore, PlanoChesapeake and Wortham, Texas; Sandy, Utah; Chesapeake, Chester, Marion, and severalVirginia; multiple locations in Fairfax County,Northern Virginia; Calgary and Ottawa, Canada; Tallinn, Estonia; Merthyr Tydfil, Oakdale and St. Leonards, United Kingdom.
Marine Systems – San Diego, California; Groton and New London, Connecticut; Jacksonville, Florida; Bath and Brunswick, Maine; North Kingstown, Rhode Island; Norfolk and Portsmouth, Virginia; Bremerton, Washington; Mexicali, Mexico.
A summary of floor space by business groupsegment on December 31, 2017,2020, follows:
(Square feet in millions)Company-owned
Facilities		Leased
Facilities		Government-owned
Facilities		Total
Aerospace6.6 8.9 0.5 16.0 
Marine Systems8.3 4.3 — 12.6 
Combat Systems6.5 4.6 5.2 16.3 
Technologies3.1 7.8 0.9 11.8 
Total square feet24.5 25.6 6.6 56.7 

(Square feet in millions)
Company-owned
Facilities
 
Leased
Facilities
 
Government-owned
Facilities
 Total
Aerospace5.9
 7.4
 —
 13.3
Combat Systems7.2
 3.7
 5.5
 16.4
Information Systems and Technology2.8
 7.7
 0.9
 11.4
Marine Systems8.1
 2.8
 —
 10.9
Total square feet24.0
 21.6
 6.4
 52.0

ITEM 3. LEGAL PROCEEDINGS
For information relating to legal proceedings, see Note O to the Consolidated Financial Statements in Item 8.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
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INFORMATION ABOUT OUR EXECUTIVE OFFICERS OF THE COMPANY
All of our executive officers are appointed annually. None of our executive officers were selected pursuant to any arrangement or understanding between the officer and any other person. The name, age, offices and positions of our executives held for at least the past five years as of February 12, 2018,9, 2021, were as follows (references are to positions with General Dynamics Corporation, unless otherwise noted):


Name, Position and OfficeAge
Name, Position and OfficeAge
Jason W. Aiken - Senior Vice President and Chief Financial Officer since January 2014; Vice President of the company and Chief Financial Officer of Gulfstream Aerospace Corporation, September 2011 - December 2013; Vice President and Controller, April 2010 - August 2011; Staff Vice President, Accounting, July 2006 - March 2010

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Christopher J. Brady - Vice President of the company and President of General Dynamics Mission Systems since January 2019; Vice President, Engineering of General Dynamics Mission Systems, January 2015 - December 2018; Vice President, Engineering of General Dynamics C4 Systems, May 2013 - December 2014; Vice President, Assured Communications Systems of General Dynamics C4 Systems, August 2004 - May 201358
Mark L. Burns - Vice President of the company and President of Gulfstream Aerospace Corporation since July 2015; Vice President of the company since February 2014; President, Product Support of Gulfstream Aerospace Corporation, June 2008 - June 20155861
John P. CaseyDanny Deep - Executive Vice President, Marine Systems, since May 2012; Vice President of the company and President of Electric Boat Corporation, October 2003General Dynamics Land Systems since April 2020; Chief Operating Officer of General Dynamics Land Systems, September 2018 - May 2012;April 2020; Vice President of Electric Boat Corporation, October 1996General Dynamics Land Systems – Canada, January 2011 - October 2003September 20186351
Gregory S. Gallopoulos - Senior Vice President, General Counsel and Secretary since January 2010; Vice President and Deputy General Counsel, July 2008 - January 2010; Managing Partner of Jenner & Block LLP, January 2005 - June 20085861
Jeffrey S. Geiger - Vice President of the company and President of Electric Boat Corporation since November 2013; Vice President of the company and President of Bath Iron Works Corporation, April 2009 - November 2013; Senior Vice President, Operations and Engineering of Bath Iron Works Corporation, March 2008 - March 200956
M. Amy Gilliland - Senior Vice President of the company since April 2015; President of General Dynamics Information Technology since September 2017; Deputy for Operations of General Dynamics Information Technology, April 2017 - September 2017; Senior Vice President, Human Resources and Administration, April 2015 - March 2017; Vice President, Human Resources, February 2014 - March 2015; Staff Vice President, Strategic Planning, January 2013 - February 2014; Staff Vice President, Investor Relations, June 2008 - January 20134346
Robert W. HelmKevin M. Graney - Senior Vice President, Planning and Development since May 2010; Vice President, Government Relations, of Northrop Grumman Corporation, August 1989 - April 2010

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S. Daniel Johnson - Executive Vice President, Information Systems and Technology since January 2015; President of General Dynamics Information Technology, April 2008 - September 2017; Vice President of the company April 2008 - December 2014; Executiveand President of Electric Boat Corporation since October 2019; Vice President of the company and President of NASSCO, January 2017 - October 2019; Vice President and General Dynamics Information Technology, July 2006Manager of NASSCO, November 2013 - March 2008January 20177056
Kimberly A. Kuryea - Senior Vice President, Human Resources and Administration since April 2017; Vice President and Controller, September 2011 - March 2017; Chief Financial Officer of General Dynamics Advanced Information Systems, November 2007 - August 2011; Staff Vice President, Internal Audit, March 2004 - October 20075053
Christopher Marzilli - Executive Vice President, Technologies since December 2020; Executive Vice President, Information Technology and Mission Systems, January 2019 - December 2020; Vice President of the company and President of General Dynamics Mission Systems, since January 2015;2015 - December 2018; Vice President of the company and President of General Dynamics C4 Systems, January 2006 - December 2014; Senior Vice President and Deputy General Manager of General Dynamics C4 Systems, November 2003 - January 20065861
William A. Moss - Vice President and Controller since April 2017; Staff Vice President, Internal Audit, May 2015 - March 2017; Staff Vice President, Accounting, August 2010 - May 20155457
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Phebe N. Novakovic - Chairman and Chief Executive Officer since January 2013; President and Chief Operating Officer, May 2012 - December 2012; Executive Vice President, Marine Systems, May 2010 - May 2012; Senior Vice President, Planning and Development, July 2005 - May 2010; Vice President, Strategic Planning, October 2002 - July 20056063
Mark C. Roualet - Executive Vice President, Combat Systems, since March 2013; Vice President of the company and President of General Dynamics Land Systems, October 2008 - March 2013; Senior Vice President and Chief Operating Officer of General Dynamics Land Systems, July 2007 - October 200859


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Gary L. WhitedRobert E. Smith - Executive Vice President, Marine Systems, since July 2019; Vice President of the company and President of General Dynamics Land Systems since March 2013; Senior Vice President of General Dynamics Land Systems, September 2011Jet Aviation, January 2014 - March 2013;July 2019; Vice President and Chief Financial Officer of General Dynamics Land Systems, June 2006Jet Aviation, July 2012 - September 2011January 20145753


PART II
ITEM 5. MARKET FOR THE COMPANY’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
Our common stock is listed on the New York Stock Exchange.
The high and low sales prices of our common stock andExchange under the cash dividends declared on our common stock for each quarter of 2016 and 2017 are included in the Supplementary Data contained in Item 8.trading symbol “GD.”
On January 28, 2018,31, 2021, there were approximately 11,00010,000 holders of record of our common stock.
For information regarding securities authorized for issuance under our equity compensation plans, see Note PQ to the Consolidated Financial Statements contained in Item 8.
We did not make any unregistered sales of equity securities in 2017.2020.
The following table provides information about our fourth-quarter purchases of equity securities that are registered pursuant to Section 12 of the Securities Exchange Act of 1934, as amended:
Total Number of Shares Purchased as Part of Publicly Announced ProgramMaximum Number of Shares That May Yet Be Purchased Under the Program
PeriodTotal Number of SharesAverage Price per Share
Shares Purchased Pursuant to Share Buyback Program
9/28/20-10/25/20— $— — 13,022,968 
10/26/20-11/22/20450,000 141.31 450,000 12,572,968 
11/23/20-12/31/20250,000 148.27 250,000 12,322,968 
Shares Delivered or Withheld Pursuant to Restricted Stock Vesting*
9/28/20-10/25/20— — 
10/26/20-11/22/201,018 134.55 
11/23/20-12/31/2090 151.38 
701,108 $143.79 
*Represents shares withheld by, or delivered to, us pursuant to provisions in agreements with recipients of restricted stock granted under our equity compensation plans that allow us to withhold, or the recipient to deliver to us, the number of shares with a fair value equal to the statutory tax withholding due upon vesting of the restricted shares.
On March 4, 2020, the board of directors authorized management to repurchase up to 10 million additional shares of the company’s outstanding common stock on the open market. On December 31, 2020, 12.3 million shares remained authorized by our board of directors for repurchase.
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Period Total Number of Shares Purchased Average Price Paid per Share Total Number of Shares Purchased as Part of Publicly Announced Program Maximum Number of Shares That May Yet Be Purchased Under the Program
Pursuant to Share Buyback Program    
10/2/17-10/29/17 475,000
 $211.58
 475,000
 9,058,696
10/30/17-11/26/17 669,835
 200.78
 669,835
 8,388,861
11/27/17-12/31/17 803,451
 200.53
 803,451
 7,585,410
  1,948,286
 $203.31
    

For additional information relating to our purchases of common stock during the past three years, see Note M to the Consolidated Financial Condition, Liquidity and Capital Resources - Financing Activities - Share Repurchases containedStatements in Item 7.8.
The following performance graph compares the cumulative total return to shareholders on our common stock, assuming reinvestment of dividends, with similar returns for the Standard & Poor’s® 500 Index and the Standard & Poor’s® Aerospace & Defense Index, both of which include General Dynamics.


Cumulative Total Return
Based on Investments of $100 Beginning December 31, 20122015
(Assumes Reinvestment of Dividends)

gd-20201231_g6.jpg

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ITEM 6. SELECTED FINANCIAL DATA
The following table presents selected historical financial data derived from the Consolidated Financial Statements and other company information for each of the five years presented. This information should be read in conjunction with Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7 and the Consolidated Financial Statements and the Notes thereto.thereto in Item 8.
(Dollars and shares in millions, except per-share and employee amounts)      
    
2017 2016 2015 2014 2013(Dollars and shares in millions, except per-share and employee amounts)20202019201820172016
Summary of Operations          Summary of Operations
Revenue $30,973
 $30,561
 $31,781
 $30,852
 $30,930
Revenue$37,925 $39,350 $36,193 $30,973 $30,561 
Operating earnings 4,177
 3,734
 4,295
 3,889
 3,689
Operating earnings4,133 4,570 4,394 4,168 3,725 
Operating margin 13.5% 12.2% 13.5% 12.6% 11.9%Operating margin10.9 %11.6 %12.1 %13.5 %12.2 %
Interest, net (103) (91) (83) (86) (86)Interest, net(477)(460)(356)(103)(91)
Provision for income tax, net 1,165
 977
 1,183
 1,129
 1,125
Provision for income tax, net(571)(718)(727)(1,100)(977)
Earnings from continuing operations 2,912
 2,679
 3,036
 2,673
 2,486
Earnings from continuing operations3,167 3,484 3,358 2,977 2,679 
Return on sales (a) 9.4% 8.8% 9.6% 8.7% 8.0%Return on sales (a)8.4 %8.9 %9.3 %9.6 %8.8 %
Discontinued operations, net of tax —
 (107) —
 (140) (129)Discontinued operations, net of tax— — (13)— (107)
Net earnings 2,912
 2,572
 3,036
 2,533
 2,357
Net earnings3,167 3,484 3,345 2,977 2,572 
Diluted earnings per share:          Diluted earnings per share:
Continuing operations 9.56
 8.64
 9.29
 7.83
 7.03
Continuing operations11.00 11.98 11.22 9.77 8.64 
Net earnings 9.56
 8.29
 9.29
 7.42
 6.67
Net earnings11.00 11.98 11.18 9.77 8.29 
Cash Flows          Cash Flows
Net cash provided by operating activities $3,879
 $2,198
 $2,607
 $3,828
 $3,159
Net cash provided by operating activities$3,858 $2,981 $3,148 $3,876 $2,163 
Net cash (used) provided by investing activities (791) (426) 200
 (1,102) (363)
Net cash used by financing activities (2,399) (2,169) (4,367) (3,675) (773)
Net cash (used) provided by discontinued operations (40) (54) (43) 36
 (18)
Net cash used by investing activitiesNet cash used by investing activities(974)(994)(10,234)(788)(391)
Net cash (used) provided by financing activitiesNet cash (used) provided by financing activities(903)(1,997)5,086 (2,399)(2,169)
Net cash used by discontinued operationsNet cash used by discontinued operations(59)(51)(20)(40)(54)
Cash dividends declared per common share 3.36
 3.04
 2.76
 2.48
 2.24
Cash dividends declared per common share4.40 4.08 3.72 3.36 3.04 
Financial Position          Financial Position
Cash and equivalents $2,983
 $2,334
 $2,785
 $4,388
 $5,301
Cash and equivalents$2,824 $902 $963 $2,983 $2,334 
Total assets 35,046
 33,172
 32,538
 34,648
 35,158
Total assets51,308 49,349 45,887 35,469 33,380 
Short- and long-term debt 3,982
 3,888
 3,399
 3,893
 3,888
Short- and long-term debt12,998 11,930 12,417 3,982 3,888 
Shareholders’ equity 11,435
 10,301
 10,440
 11,829
 14,501
Shareholders’ equity15,661 13,978 12,110 11,801 10,509 
Debt-to-equity (b) 34.8% 37.7% 32.6% 32.9% 26.8%Debt-to-equity (b)83.0 %85.3 %102.5 %33.7 %37.0 %
Book value per share (c) 38.52
 34.06
 33.36
 35.61
 41.03
Debt-to-capital (c)Debt-to-capital (c)45.4 %46.0 %50.6 %25.2 %27.0 %
Book value per share (d)Book value per share (d)54.67 48.26 41.95 39.75 34.75 
Other Information          Other Information
Free cash flow from operations (d) $3,451
 $1,806
 $2,038
 $3,307
 $2,723
Free cash flow from operations (e)Free cash flow from operations (e)$2,891 $1,994 $2,458 $3,448 $1,771 
Return on equity (f)Return on equity (f)21.8 %26.4 %27.3 %26.5 %25.1 %
Return on invested capital (d)(e) 16.8% 16.3% 18.1% 15.1% 14.1%11.8 %14.0 %15.4 %16.8 %16.3 %
Funded backlog 52,031
 51,783
 53,449
 52,929
 38,284
Funded backlog58,783 57,530 55,826 52,031 51,783 
Total backlog 63,175
 62,206
 67,786
 72,410
 45,885
Total backlog89,489 86,945 67,871 63,175 62,206 
Shares outstanding 296.9
 302.4
 313.0
 332.2
 353.4
Shares outstanding286.5 289.6 288.7 296.9 302.4 
Weighted average shares outstanding:          Weighted average shares outstanding:
Basic 299.2
 304.7
 321.3
 335.2
 350.7
Basic286.9 288.3 295.3 299.2 304.7 
Diluted 304.6
 310.4
 326.7
 341.3
 353.5
Diluted287.9 290.8 299.2 304.6 310.4 
Employees 98,600
 98,800
 99,900
 99,500
 96,000
Employees100,700 102,900 105,600 98,600 98,800 
Note: All prior-periodPrior-period information has been restated for the adoptionretrospective application of Accounting Standards Update (ASU) 2015-17, Income Taxes (Topic 740): Balance Sheet Classification of Deferred Taxes. Prior-period information for 2016 and 2015 has been restated for the adoption of Accounting Standards Codification (ASC) Topic 606, Revenue from Contracts with Customers, while prior-period information for 2014 and 2013 has not been restated and is, therefore, not comparablea change in accounting principle related to the 2017, 2016amortization of actuarial gains and 2015 information.losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of these two standards,this change in accounting principle, see Note T to the Consolidated Financial Statements in Item 8.
(a)Return on sales is calculated as earnings from continuing operations divided by revenue.
(b)Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.
(c)Book value per share is calculated as total equity divided by total outstanding shares as of year end.
(d)See Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations, for a reconciliation of net cash provided by operating activities to free cash flow from operations and the calculation of return on invested capital (ROIC), both of which are non-GAAP management metrics.


(a)Return on sales is calculated as earnings from continuing operations divided by revenue.

(b)Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.
(c)Debt-to-capital ratio is calculated as total debt divided by the sum of total debt plus total equity as of year end.
(d)Book value per share is calculated as total equity divided by total outstanding shares as of year end.
(e)See Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations, for a reconciliation of net cash provided by operating activities to free cash flow from operations and the calculation of return on invested capital (ROIC), both of which are non-GAAP management metrics.
(f)Return on equity is calculated by dividing earnings from continuing operations by our average equity during the year.
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ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
(Dollars in millions, except per-share amounts or unless otherwise noted)
For an overview of our business groups,operating segments, including a discussion of our major products and services and the reorganization of our Information Technology and Mission Systems operating segments into a single Technologies segment, see the Business discussion contained in Item 1. The followingPrior-period segment information has been restated for the reorganization.
A discussion of our financial condition and results of operations for 2020 compared with 2019 is presented below and should be read in conjunction with our Consolidated Financial Statements included in Item 8.
On February 12,8, while a discussion of 2019 compared with 2018 we announced that we had entered into a definitive agreement to acquire all of the outstanding shares of CSRA for $40.75 per share in cash. The transaction is valued at $9.6 billion, including the assumption of $2.8 billion in CSRA debt. We anticipate financing the transaction through a combination of available cash and new debt financing. We will commence a cash tender offer to purchase all of the outstanding shares of CSRA common stock. The tender offer is subject to customary conditions, including antitrust clearance and the tender of a majority of the outstanding shares of CSRA common stock. We expect to complete the acquisition in the first half of 2018. The forward-looking statements containedcan be found in Item 7 do not include any estimated amountsof our Annual Report on Form 10-K for the CSRA acquisitionyear ended December 31, 2019. The Technologies segment’s results of operations for 2019 compared with 2018 can be obtained from the discussions of the former Information Technology and any associated impacts.Mission Systems operating segments.


BUSINESS ENVIRONMENTAEROSPACE
Our Aerospace segment is recognized as a leading producer of business jets and the standard bearer in aircraft repair, support and completion services. The segment consists of our Gulfstream and Jet Aviation business units. We have earned our reputation through:
•superior aircraft design, quality, performance, safety and reliability;
•technologically advanced flight deck and cabin systems; and
•industry-leading customer support.
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We believe the key to long-term value creation in the business jet industry is steady investment in new aircraft models and technologies and in customer service capabilities. As a result, since we acquired Gulfstream over 20 years ago, we have made significant investments in research and development (R&D), state-of-the-art manufacturing facilities, and maintenance and support through a combination of product development efforts, capital expansion and the acquisition of Jet Aviation’s global support network.
We are committed to continual investment in R&D to create new aircraft that consistently broaden customer offerings while raising the bar for safety and performance. The result is the unprecedented development of an all-new lineup of the most technologically advanced business jet aircraft in the world. These aircraft offer industry-leading cabin, cockpit and safety technologies and the longest ranges at the fastest speeds in their respective classes.
The following represents Gulfstream’s current product line, along with the maximum range, maximum speed and cabin length (excluding baggage) for each aircraft:
gd-20201231_g2.jpg
The most recent additions to the Gulfstream fleet are two new large-cabin aircraft, the G500 and G600, which entered service in 2018 and 2019, respectively. These clean-sheet (i.e., all-new) aircraft replace the G450 and G550 models, which have a combined installed base of more than 1,650 aircraft around the world. Our investment included development of a new wing, new avionics, new fuselage and new ergonomically designed larger interiors, as well as systems and technologies to improve the manufacturing process and quality of the platform. As a result, the G500 and G600 are faster, more fuel efficient and have greater cabin volume, more range and improved flight controls compared with the aircraft they are replacing. At year-end 2020, cumulative deliveries for the two new aircraft totaled almost 100.
The next model to join the Gulfstream lineup is the ultra-long-range, ultra-large-cabin G700. It combines our most spacious cabin with our advanced Symmetry Flight Deck and the superior high-
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speed performance of all-new engines to create best-in-class capabilities. Gulfstream is in the process of flight testing and certification of the G700, which we expect to enter service in the fourth quarter of 2022.
The ultra-long-range, ultra-large-cabin G650 and G650ER continue to generate significant customer interest, with more than 430 aircraft of this family currently operating in 50 countries. Since the first G650 entered service in 2012, its capabilities and reliability have led to significant sales and expansion of our installed base around the globe. Gulfstream’s current product line holds more than 300 city-pair speed records, more than any other business jet manufacturer, led by the G650ER, which holds the National Aeronautic Association’s polar and westbound around-the-world speed records.
Our disciplined and consistent approach to new product development allows us to repeatedly introduce first-to-market capabilities that set industry standards for safety, performance, quality, speed and comfort. Product enhancement and development efforts include initiatives in advanced avionics, composites, flight-control and vision systems, acoustics, and cabin technologies.
Gulfstream designs, develops and manufactures aircraft in Savannah, Georgia, including all large-cabin models. The mid-cabin G280 is assembled by a non-U.S. partner. All models are outfitted in Gulfstream’s U.S. facilities. In support of Gulfstream’s growing aircraft portfolio and customer base, we have invested in our facilities and operations. At our Savannah campus, we added new purpose-built manufacturing facilities, increased aircraft service capacity, and opened a customer-support distribution center and a dedicated R&D campus.
We offer comprehensive support for the more than 2,900 Gulfstream aircraft in service around the world and operate the largest factory-owned service network in the industry. We continue to invest in these maintenance, repair and overhaul (MRO) facilities and inventory to accommodate fleet growth. We also operate a 24/7 year-round customer support center and offer on-call Gulfstream aircraft technicians ready to deploy around the world for customer service requirements under our Field and Airborne Support Team (FAST) rapid-response unit.
In addition to expanding the reach of Gulfstream’s aircraft maintenance network outside the United States, Jet Aviation provides a comprehensive suite of innovative aircraft services for aircraft owners and operators around the world. With approximately 50 locations throughout North America, Europe, the Middle East and the Asia-Pacific region, our offerings include maintenance, aircraft management, charter, staffing and fixed-base operator (FBO) services.
Jet Aviation manages nearly 300 business aircraft globally on behalf of individuals and corporate owners. We operate a leading global FBO network and support all aircraft types with the full-range of maintenance services, including 24/7 global aircraft-on-ground support. We also operate one of the world’s largest custom completion and refurbishment centers for both narrow- and wide-body aircraft and perform modifications, upgrades and lifecycle sustainment support for various government fleets. We continue to grow our global footprint through acquisitions, expansions and significant renovations in key business-aviation markets.
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The following map demonstrates the broad reach of our combined Gulfstream and Jet Aviation services network, including authorized service centers:
gd-20201231_g3.jpg
The Aerospace segment is committed to sustainability and the reduction of aviation’s carbon footprint. In support of this strategy, Gulfstream and Jet Aviation offer sustainable aviation fuel through our combined services network and lead the industry in total gallons supplied to the business jet market. Furthermore, we offer carbon offset credits to our customers, enabling them to operate aircraft on a carbon-neutral basis.
Revenue for the Aerospace segment was 21% of our consolidated revenue in 2020, 25% in 2019 and 23% in2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Aircraft manufacturing$6,115 $7,541 $6,262 
Aircraft services and completions1,960 2,260 2,193 
Total Aerospace$8,075 $9,801 $8,455 
MARINE SYSTEMS
Our Marine Systems segment is the leading designer and builder of nuclear-powered submarines and a leader in surface combatants and auxiliary ship design and construction for the U.S. Navy. We also provide maintenance, modernization and lifecycle support services for Navy ships and maintain the most sophisticated marine engineering expertise in the world to support future capabilities. Our ability to design, build and maintain our nation’s most technologically sophisticated warships is a critical element of the U.S. defense industrial base. In addition to Navy ships, we design and build ocean-going Jones
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Act ships for commercial customers. Marine Systems consists of three business units — Electric Boat, Bath Iron Works and NASSCO.
In support of our Navy customer’s significant increase in demand for submarines and surface ships, we are making substantial investments to expand our facilities, grow and train our workforce, and support our supply chain, particularly in our submarine business. The resulting increase in capacity and capabilities will support the unprecedented growth expected in our shipbuilding business, especially submarines, for the next two decades.
Electric Boat is the prime contractor and lead shipyard on all Navy nuclear-powered submarine programs. The business is responsible for all aspects of design and engineering and leads the construction of both the Virginia-class attack submarine and the Columbia-class ballistic-missile submarine.
The Navy procures Virginia-class submarines in multi-boat blocks, currently at a two-per-year construction rate. We are currently working on Blocks IV and V in the program, with 18 Virginia-class submarines in our backlog scheduled for delivery through 2029. Eight of the boats in Block V include the Virginia Payload Module (VPM), an 84-foot Electric Boat-designed-and-built hull section that adds four additional payload tubes, more than tripling the strike capacity of these submarines and providing unique capabilities to support special missions.
The Navy’s Columbia-class ballistic-missile submarine is a 12-boat program that the Navy considers its top priority. These submarines will provide strategic deterrent capabilities for decades, with the first boat delivering in 2027 to begin replacement of the current Ohio-class ballistic-missile submarine fleet as it reaches the end of its service life. Construction is scheduled to continue for two decades, and the value of the Navy’s program of record is in excess of $110 billion. To mitigate risk, the submarine’s design was more than 80% complete at the time we began construction of the first boat, nearly twice as mature as any other Navy submarine program at the start of construction.
We are investing $1.8 billion of capital in expanded and modernized facilities at Electric Boat to support the growth in submarine construction. Our expenditures peaked in 2020, and we will have completed a majority of these investments by the end of 2021. Equal to the commitment of capital is our commitment to our workforce, which is on track to grow approximately 30% over the next decade, particularly in support of Columbia-class production. To reach our objective, we continue to invest in the training and tools necessary for our employees to be prepared to deliver these next-generation submarines to the Navy on time and on budget. We are also working with our network of more than 3,000 suppliers — mostly small businesses — to provide for concurrent production of the two submarine programs.
Bath Iron Works builds the Arleigh Burke-class (DDG-51) guided-missile destroyers and manages modernization and lifecycle support for the class. We have a total of 11 ships in backlog scheduled for delivery through 2027. Bath Iron Works is also the hull, mechanical and electrical (HM&E) prime contractor and lifecycle support provider for the Zumwalt-class (DDG-1000) guided-missile destroyer program. We expect to complete our work on the third and final ship of this class in 2021.
NASSCO specializes in Navy auxiliary and support ships and is currently building the Expeditionary Sea Base (ESB), which serves as a forward-staging base, and the John Lewis-class (T-AO-205) fleet replenishment oiler. Work on the two ESBs in backlog will continue into 2024, while the initial ships in the T-AO-205 program have deliveries planned into 2025. NASSCO has also designed and built crude
7

oil and product tankers and container and cargo ships for commercial customers, satisfying Jones Act requirements that ships carrying cargo between U.S. ports be built in U.S. shipyards.
On December 31, 2020, backlog for our major ship construction programs and the scheduled final delivery date of ships currently in backlog were as follows:
gd-20201231_g4.jpg
In addition to design and construction activities, our Marine Systems segment provides comprehensive post-delivery services to extend the service life of these and other Navy ships. NASSCO conducts full-service maintenance and surface-ship repair operations in Navy fleet concentration areas in San Diego, California; Norfolk, Virginia; Mayport, Florida; and Bremerton, Washington. Electric Boat provides submarine maintenance and modernization services in a variety of U.S. locations, and Bath Iron Works provides lifecycle support services for Navy surface ships in both U.S. and overseas ports. In support of allied navies, we offer program management, planning, engineering and design support for submarine and surface-ship construction programs.
Revenue for the Marine Systems segment was 26% of our consolidated revenue in 2020, 23% in 2019 and 24% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Nuclear-powered submarines$6,938 $6,254 $5,712 
Surface ships2,055 1,912 1,872 
Repair and other services986 1,017 918 
Total Marine Systems$9,979 $9,183 $8,502 
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COMBAT SYSTEMS
Our Combat Systems segment is a premier manufacturer and integrator of land combat solutions worldwide, including wheeled and tracked combat vehicles, weapons systems and munitions. The segment consists of three business units — Land Systems, European Land Systems (ELS), and Ordnance and Tactical Systems (OTS).
Combat Systems creates long-term value through operational excellence — high-quality, on-schedule and on-budget performance — combined with investments in innovative technologies that modernize existing platforms and develop next-generation capabilities to meet our customers’ rapidly evolving requirements. We maintain our market-leading position by focusing on innovation, affordability and speed to market to deliver increased survivability, performance and lethality on the battlefield. Our large installed base of wheeled and tracked vehicles around the world and expertise gained from research, engineering and production programs position us well for modernization programs, support and sustainment services, and future development programs.
Land Systems is the sole-source producer of two foundational products central to the U.S. Army’s warfighting capabilities — the M1A2 Abrams main battle tank and Stryker wheeled combat vehicle. Both of these platforms are critical to the multi-domain, joint war fight envisioned on the battlefield of the future.
We are maximizing the effectiveness and lethality of the Army’s tank fleet with next-generation Abrams upgrades, providing technological advancements in communications, power generation, fuel efficiency, optics and armor. Even as we are delivering this modernized platform, we are developing additional advanced capabilities for the Abrams tank, including incorporating next-generation electronic architecture technology that will allow this platform to adapt and incorporate transformative capabilities into the future. We are also upgrading Abrams tanks for several non-U.S. partners.
The Stryker is an eight-wheeled, medium-weight combat vehicle that combines lethality, mobility, survivability and stealth. Land Systems continues to develop upgrades and enhancements to this highly versatile and combat-proven platform to address the Army’s evolving operational needs. We are fielding a new generation Stryker that includes the double-V-hull (DVH) for survivability, increased power, improved cross-country mobility and an advanced digital, in-vehicle network. The first of nine brigades began fielding the A-1 platform upgrade during 2020, and we are coordinating with the Army for next-generation upgrades to this platform. Leveraging our rapid prototyping expertise and customer intimacy, we continue to expand the mission capabilities of this platform, including a 30mm weapon system, an air defense mission package (M-SHORAD), state-of-the-art electronic warfare suite, and high-energy laser and command post options.
Combat Systems provides similar capabilities for U.S. allies through export opportunities and through our operations in several countries around the world, including Canada, the United Kingdom, Spain, Switzerland, Austria and Germany. As a result, we have a market-leading position in light armored vehicles (LAVs) with approximately 14,000 of the high-mobility, versatile Pandur, Piranha and other LAVs in service worldwide.
Land Systems is producing the British Army’s AJAX armored fighting vehicle, a next-generation, medium-weight tracked combat vehicle. With six variants, the AJAX family of vehicles offers advanced electronic architecture and proven technology for an unparalleled balance of survivability, lethality and mobility, along with high reliability for a vehicle in its weight class. In addition, Land Systems is
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producing 360 new LAVs in eight variants for the Canadian Army, as well as upgrading its existing fleet.
ELS is producing and upgrading Piranha vehicles, a premier 8x8 armored combat vehicle, around the world. We are currently providing Piranha V vehicles for several countries, including Denmark, Romania and most recently Spain. Additionally, we provide mobile bridge systems with payloads ranging from 100 kilograms to 100 tons to customers worldwide. We offer the ASCOD, a highly versatile tracked combat vehicle with multiple versions, including the Spanish Pizarro and the Austrian Ulan. ELS also offers Duro and Eagle tactical vehicles in a range of options and weight classes and is currently producing these vehicles for Denmark, Switzerland and Germany, while providing a full range of product support for the German armed forces.
On December 31, 2020, the installed base for our major vehicle programs, as well as the quantity and scheduled final delivery date of vehicles and vehicle upgrades currently in backlog were as follows:
gd-20201231_g5.jpg
Complementing these military-vehicle offerings, OTS designs, develops and produces a comprehensive array of sophisticated weapons systems. For ground forces, we manufacture M2/M2-A1 heavy machine guns and MK19/MK47 grenade launchers. We also produce next-generation weapons systems for shipboard and airborne applications, including high-speed Gatling guns for all U.S. fighter aircraft, including the F-35 Joint Strike Fighter.
OTS’s munitions portfolio covers the full breadth of naval, air and ground forces applications across all calibers and weapons platforms for the U.S. government and its non-U.S. partners. Globally, we maintain a market-leading position in the supply of Hydra-70 rockets, general purpose bombs and bomb
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bodies, large-caliber tank ammunition, medium-caliber ammunition, military propellants, mortar, and artillery projectiles. OTS is also the systems integrator for the next generation of artillery solutions in support of the Army’s Indirect Fire Modernization objectives. Additionally, OTS maintains a leading position providing missile subsystems in support of U.S. tactical and strategic missiles, provisioning both legacy and next-generation missiles with critical aerostructures, control actuators, high-performance warheads and cutting-edge hypersonic rocket cases.
Revenue for the Combat Systems segment was 19% of our consolidated revenue in 2020, 18% in 2019 and 17% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Military vehicles$4,687 $4,620 $4,027 
Weapons systems, armament and munitions1,991 1,906 1,798 
Engineering and other services545 481 416 
Total Combat Systems$7,223 $7,007 $6,241 
TECHNOLOGIES
Our Technologies segment provides a full spectrum of services, technologies and products to an expanding market that increasingly seeks solutions combining leading-edge electronic hardware with specialized software. The segment is organized into two business units — Information Technology (GDIT) and Mission Systems. Together they serve a wide range of military, intelligence and federal civilian customers with a diverse portfolio that includes:
•information technology (IT) solutions and mission-support services;
•mobile communication, computers and command-and-control (C4) mission systems; and
•intelligence, surveillance and reconnaissance (ISR) solutions.
This market has experienced a series of structural shifts in recent years, and our response to those trends has further solidified our position as a market leader. Over the past decade, the Department of Defense (DoD), the intelligence community and federal civilian agencies have increasingly prioritized technology solutions as a critical element of their missions. Cloud computing capabilities, cyber security threats, and advancements in artificial intelligence have transformed technology resources from short-cycle back-office support functions to a strategic priority for this customer community. The result is a significant increase in federal IT modernization and technology investments in recent years and a shift to large-scale, end-to-end, highly engineered solutions that require critical mass and a broad array of technology services and hardware offerings to meet these customer demands. The recent Coronavirus (COVID-19) pandemic has only accelerated these trends, which have included an expansion of remote connectivity and added urgency to required technology investments.
These market shifts have resulted in significant consolidation in the industry in recognition of the scale and breadth of capabilities required to meet this growing demand. In response to these market dynamics, in 2015 we combined our C4 and ISR operations into a single Mission Systems business unit, and in 2018 we acquired CSRA, Inc. (CSRA), which doubled the size of our IT services business, brought critical capabilities and repositioned the segment as a leader in this market.
During the three years following the acquisition of CSRA, GDIT and Mission Systems have undergone considerable portfolio shaping and realignment. At the top level, the two businesses share the same defense, intelligence and federal civilian customer base and increasingly go to market together to meet the ever-changing information-systems and mission-support needs of these customers. In addition,
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with the convergence of digital technologies, we are now seeing considerable commonality and significant complementary pull-through in their core offerings and solution sets, particularly in the areas of cloud computing; artificial intelligence and machine learning (AI/ML); big data analytics; development, security and operations (DevSecOps); software-defined networks; and everything as-a-Service (XaaS). Consequently, we have reorganized these two business units into a single operating segment to reflect the evolving strategic focus and the way we are running the business.
With a network of more than 90 global partners, the segment develops solutions that keep its customers at the leading edge of technology in support of their missions. The segment’s highly skilled workforce is one of its key differentiators and comprises approximately 60%40,000 employees, including technologists, engineers, mission experts and cleared personnel dedicated to solving the toughest security and technology challenges facing the United States and its allies.
GDIT modernizes large-scale IT enterprises and deploys the latest technologies to optimize and protect customer networks, data and information. Operating hundreds of complex digital modernization programs across the federal government, GDIT’s expansive portfolio includes cloud strategy and services, cybersecurity, network modernization, managed services, AI, application development and high-performance computing.
Mission Systems offers solutions across all domains and produces a unique combination of products and capabilities that are purpose-built for essential C4ISR and cybersecurity applications. Our technology and products are often built into platforms and integrated systems on which our customers rely. The business’s portfolio includes prime contract programs to provide innovative defense-electronics solutions as well as subcontract efforts that enhance the capabilities of large-scale land, air, sea and space platforms.
The Technologies segment leverages its scale, partnerships and deep knowledge of its customers’ missions and challenges to bring innovation to those customers across a portfolio of thousands of contracts. While no individual contract is material to the segment’s results, the following highlights provide a sampling of the value of this combined business. GDIT has significantly expanded its cloud footprint and now holds leading positions on two of the three pillars of the Pentagon’s enterprise cloud migration strategy: milCloud 2.0, which provides defense agencies and military commands secure on-government-premise hybrid cloud services, and Defense Enterprise Office Systems (DEOS), which secures and streamlines email and collaborative tools across the DoD enterprise.
We apply AI to expand the human capacity to make better decisions and implement smarter actions as we automate, secure and enhance our customer’s operations. For the Department of Veterans Affairs (VA), GDIT leverages managed services and AI to accelerate veteran benefits claims processing, develops applications and software to improve the veteran user experience, and provides on-demand 24/7/365 IT support to more than 500,000 VA personnel nationwide. In the federal civilian sector, GDIT supports some of the fastest supercomputers in the world, responsible for biomedical research, weather forecasting and climate modeling.
To adapt to a constantly evolving threat landscape, GDIT embeds cyber solutions into every aspect of digital modernization. More than 3,000 cyber professionals support cyber projects across 30 agencies in the federal government.
Mission Systems develops and manufactures combat-proven global positioning systems (GPS) for the U.S. Army. This includes capabilities to ensure reliable satellite connectivity in any location and a suite of Assured Position, Navigation and Timing capabilities, which provide military forces the ability
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to synchronize communications utilizing trusted data, even when GPS signals are degraded or denied. We are working with our Army customer to adapt elements of 5G technology to address battlefield realities such as jamming, spoofing, cyberattacks and lack of ground connectivity. We also provide similar capabilities to non-U.S. customers, including Canada and the United Kingdom.
On the platform side, we have a more than 60-year legacy of providing advanced fire-control systems for the Navy’s submarine programs. We are developing and integrating commercial off-the-shelf software and hardware upgrades to improve the tactical control capabilities for several submarine classes, including the Columbia and U.K. Dreadnought ballistic-missile submarines.
Revenue for the Technologies segment was 34% of our consolidated revenue in 2020 and 2019 and 36% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
IT services$7,892 $8,422 $8,269 
C4ISR solutions4,756 4,937 4,726 
Total Technologies$12,648 $13,359 $12,995 

CUSTOMERS
In 2020, 69% of our consolidated revenue was from the U.S. government, 13% was from U.S. commercial customers, 9% was from non-U.S. commercial customers and the remaining 9% was from non-U.S. government customers.
U.S. GOVERNMENT
Our primary customer is the DoD. We also contract with other U.S. government customers, including the intelligence community and the Departments of Homeland Security and Health and Human Services. Our revenue from the U.S. government was as follows:
Year Ended December 31202020192018
DoD$20,840 $19,864 $17,674 
Non-DoD4,726 5,254 5,306 
Foreign Military Sales (FMS)*737 689 626 
Total U.S. government$26,303 $25,807 $23,606 
% of total revenue69 %66 %65 %
*In addition to our financial performance is impacteddirect non-U.S. sales, we sell to non-U.S. governments through the FMS program. Under the FMS program, we contract with and are paid by the U.S. government, spending levels, particularlyand the U.S. government assumes the risk of collection from the non-U.S. government customer.
Our U.S. government revenue is derived from fixed-price, cost-reimbursement and time-and-materials contracts. Our production contracts are primarily fixed-price. Under these contracts, we agree to perform a specific scope of work for a fixed amount. Contracts for research, engineering, repair and maintenance, and other services are typically cost-reimbursement or time-and-materials. Under cost-reimbursement contracts, the customer reimburses contract costs incurred and pays a fixed, incentive or award-based fee. These fees are determined by our ability to achieve targets set in the contract, such as cost, quality, schedule and performance. Under time-and-materials contracts, the customer pays a fixed hourly rate for direct labor and generally reimburses us for the cost of materials.
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Of our U.S. government revenue, fixed-price contracts accounted for 59% in 2020 and 2019 and 56% in 2018; cost-reimbursement contracts accounted for 35% in 2020 and 2019 and 38% in 2018; and time-and-materials contracts accounted for 6% in 2020, 2019 and 2018.
For information on the advantages and disadvantages of each of these contract types, see Note B to the Consolidated Financial Statements in Item 8.
U.S. COMMERCIAL
Our U.S. commercial revenue was $4.9 billion in 2020, $6 billion in 2019 and $4.8 billion in 2018, which represented 13%, 15% and 13% of our consolidated revenue in each of the respective years. The majority of this revenue was for business jet aircraft and related services where our customer base consists of individuals and public and privately held companies across a wide range of industries.
NON-U.S.
Our revenue from non-U.S. government and commercial customers was $6.7 billion in 2020, $7.6 billion in 2019 and $7.8 billion in 2018, which represented 18%, 19% and 22% of our consolidated revenue in each of the respective years.
We conduct business with customers around the world. Our non-U.S. defense spending. Oversubsidiaries maintain long-term relationships with their customers and have established themselves as principal regional suppliers and employers, providing a broad portfolio of products and services.
Our non-U.S. commercial revenue consists primarily of business jet aircraft exports and worldwide aircraft services. While the installed base of aircraft is concentrated in North America, orders from customers outside North America represent a significant portion of our aircraft business with approximately 60% of the Aerospace segment’s aircraft backlog on December 31, 2020.

COMPETITION
Several factors determine our ability to compete successfully in the defense and business-aviation markets. While customers’ evaluation criteria vary, the principal competitive elements include:
•the technical excellence, reliability, safety and cost competitiveness of our products and services;
•our ability to innovate and develop new products and technologies that improve mission performance and adapt to dynamic threats;
•successful program execution and on-time delivery of complex, integrated systems;
•our global footprint and accessibility to customers;
•the reputation and customer confidence derived from past performance; and
•the successful management of customer relationships.
DEFENSE MARKET COMPETITION
The U.S. government contracts with numerous domestic and non-U.S. companies for products and services. We compete against other contractors as well as smaller companies that specialize in a particular technology or capability. Outside the United States, we compete with global defense contractors’ exports and the offerings of private and state-owned defense manufacturers. Our Marine Systems segment has one primary competitor with which it also partners on the Virginia-class and Columbia-class submarine programs. Our Combat Systems segment competes with a large number of U.S. and non-U.S. businesses. Our Technologies segment competes with many companies, from large
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government contracting and commercial technology companies to small niche competitors with specialized technologies or expertise. The operating cycle of many of our major programs can result in sustained periods of program continuity when we perform successfully.
We are involved in teaming and subcontracting relationships with some of our competitors. Competitions for major defense and other government contracting programs often require companies to form teams to bring together a spectrum of capabilities to meet the customer’s requirements. Opportunities associated with these programs include roles as the program’s integrator, overseeing and coordinating the efforts of all participants on a team, or as a provider of a specific component or subsystem.
BUSINESS JET AIRCRAFT MARKET COMPETITION
The Aerospace segment has several years,competitors for each of its Gulfstream products. Key competitive factors include aircraft safety, reliability and performance; comfort and in-flight productivity; service quality, global footprint and responsiveness; technological and new-product innovation; and price. We believe that Gulfstream competes effectively in all of these areas.
The Aerospace segment competes worldwide in the business jet aircraft services market primarily on the basis of quality, price and timeliness. While competition for each type of service varies somewhat, the segment faces a number of competitors of varying sizes for each of its offerings.

INTELLECTUAL PROPERTY
We develop technology, manufacturing processes and systems-integration practices. In addition to owning a large portfolio of proprietary intellectual property, we license some intellectual property rights to and from others. The U.S. defense spending has been mandatedgovernment holds licenses to many of our patents developed in the performance of U.S. government contracts, and it may use or authorize others to use the inventions covered by these patents. Although these intellectual property rights are important to the operation of our business, no existing patent, license or other intellectual property right is of such importance that its loss or termination would have a material impact on our business.

HUMAN CAPITAL MANAGEMENT
Our more than 100,000 employees are a community dedicated to our ethos of transparency, trust, honesty and alignment. Every day, these four values drive how we operate our business; govern how we interact with each other and our customers, partners, and suppliers; guide the way that we treat our workforce; and determine how we connect with our communities. Our commitment to ethical business practices is outlined in our Standards of Business Ethics and Conduct, commonly known as our Blue Book. Each employee is asked to acknowledge receipt, understanding of and compliance with our standards.
Due to the highly specialized nature of our business, we are required to hire and train skilled and qualified personnel to design and build the products and perform the services required by our customers. We recognize that our success as a company depends on our ability to attract, develop and retain our workforce. As such, we promote the health, welfare and safety of our employees. Part of our responsibility includes treating all employees with dignity and respect and providing them with fair, market-based, competitive and equitable compensation. We recognize and reward the performance of
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our employees in line with our pay-for-performance philosophy and provide a comprehensive suite of benefit options that enables our employees and their dependents to live healthy and productive lives.
Safety in our workplaces is paramount. Across our businesses, we take measures to prevent workplace hazards, encourage safe behaviors and enforce a culture of continuous improvement to ensure our processes help reduce incidents and illnesses and comply with governing health and safety laws. This was never more important than in 2020 given the challenges presented by the Budget Control ActCOVID-19 pandemic.
We are committed to promoting diversity of 2011 (BCA)thought, experience, perspectives, backgrounds and capabilities to drive innovation and strengthen the solutions we deliver to our customers because we believe the results lead to a better outcome. We proudly support a culture of inclusion and encourage a work environment that respects diverse opinions, values individual skills and celebrates the unique experiences our employees bring. We are dedicated to equal employment opportunity that fosters and supports diversity in a principled, productive and inclusive work environment. We stand for basic universal human rights, including that employment must be voluntary. We track, measure and analyze our workforce trends to establish accountability for continuing to cultivate diverse and inclusive environments across our businesses and at every level of our company.
Our values motivate us to promote strong workplace practices with opportunities for development and training. Our training and development efforts focus on ensuring that the workforce is appropriately trained on critical job skills as well as leadership behaviors that are consistent with our ethos. We conduct rigorous succession planning exercises to ensure that key positions have the appropriate level of bench strength to provide for future key positions and leadership transitions. We listen to our workforce to assess areas of concern and levels of engagement.
2020 WORKFORCE STATISTICS
•Approximately 85% of our employees are based in the United States, of which roughly 70% are white, 30% are people of color and 20% are veterans of the U.S. armed forces. The remaining 15% of our workforce is based internationally in over 65 countries with the primary concentrations in North America and Europe.
•Our global workforce is approximately 77% male and 23% female with our senior leadership teams across the business represented by 75% males and 25% females. During 2020, the diversity profile of our workforce continued to improve across our businesses as we hired approximately 15,000 individuals of which 72% were male and 28% were female. For our 2020 U.S.-based hires, approximately 62% were white and 38% were people of color.

RAW MATERIALS AND SUPPLIERS
We depend on suppliers and subcontractors for raw materials, components and subsystems. Our U.S. government customer is a supplier on some of our programs. These supply networks can experience price fluctuations and capacity constraints, which can put pressure on our costs. Effective management and oversight of suppliers and subcontractors is an important element of our successful performance. We sometimes rely on only one or two sources of supply that, if disrupted, could impact our ability to meet our customer commitments. We attempt to mitigate risks with our suppliers by entering into long-term agreements and leveraging company-wide agreements to achieve economies of scale and by negotiating flexible pricing terms in our customer contracts. We have not experienced, and do not foresee,
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significant difficulties in obtaining the materials, components or supplies necessary for our business operations.

REGULATORY MATTERS
U.S. GOVERNMENT CONTRACTS
U.S. government contracts are subject to procurement laws and regulations. The Federal Acquisition Regulation (FAR) and the Cost Accounting Standards (CAS) govern the majority of our contracts. The FAR mandates uniform policies and procedures for U.S. government acquisitions and purchased services. Also, individual agencies can have acquisition regulations that provide implementing language for the FAR or that supplement the FAR. For example, the DoD implements the FAR through the Defense Federal Acquisition Regulation Supplement (DFARS). For all federal government entities, the FAR regulates the phases of any product or service acquisition, including:
•acquisition planning;
•competition requirements;
•contractor qualifications;
•protection of source selection and supplier information; and
•acquisition procedures.
In addition, the FAR addresses the allowability of our costs, while the CAS addresses the allocation of those costs to contracts. The BCA establishes spending caps over a 10-year period through 2021.FAR and CAS subject us to audits and other government reviews covering issues such as cost, performance, internal controls and accounting practices relating to our contracts.
On February 9, 2018, the Congress approved increasesNON-U.S. REGULATORY
Our non-U.S. operations are subject to the BCA spending capsapplicable government regulations and a budget for fiscal years (FY) 2018procurement policies and 2019. practices, as well as U.S. policies and regulations. We are also subject to regulations governing investments, exchange controls, repatriation of earnings and import-export control.
BUSINESS JET AIRCRAFT
The FY 2018 defense budget totals $700 billion, which includes $629 billionAerospace segment is subject to Federal Aviation Administration (FAA) regulation in the base budgetUnited States and other similar aviation regulatory authorities internationally, including the Civil Aviation Administration of Israel (CAAI), the European Aviation Safety Agency (EASA) and the Civil Aviation Administration of China (CAAC). For an aircraft to be manufactured and sold, the model must receive a type certificate from the appropriate aviation authority, and each aircraft must receive a certificate of airworthiness. Aircraft outfitting and completions also require approval by the appropriate aviation authority, which is often accomplished through a supplemental type certificate. Aviation authorities can require changes to a specific aircraft or model type before granting approval. Maintenance facilities and charter operations must be licensed by aviation authorities as well.
ENVIRONMENTAL
We are subject to a variety of federal, state, local and foreign environmental laws and regulations. These laws and regulations cover the discharge, treatment, storage, disposal, investigation and remediation of materials, substances and wastes identified in compliance with the modified BCA spending capslaws and $71 billion for overseas contingency operations, representing an increaseregulations. We are directly or indirectly involved in environmental investigations or remediation at some of more than 10% over FY 2017 spending levels. The FY 2019 defense budget totals $716 billion. However, federal agenciesour current and programsformer facilities and at third-party sites that we do not receive funding at the new levels until the corresponding appropriations bills are approved. The Congress has not yet passed the FY 2018 defense appropriation bill. As a result,own but where we have been operating underdesignated a seriespotentially responsible party
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(PRP) by the U.S. Environmental Protection Agency or a state environmental agency. As a PRP, we are potentially liable to the government or third parties for the cost of continuing resolutions (CRs), whichremediating contamination. In cases where we have funded government agencies at FY 2017 spending levels, sincebeen designated a PRP, we generally seek to mitigate these environmental liabilities through available insurance coverage and by pursuing appropriate cost-recovery actions. In the beginningunlikely event that we are required to fully fund the remediation of the government’s fiscal year. As of the filing of this Form 10-K on February 12, 2018,a site, the current CR, signed into lawstatutory framework would allow us to pursue contributions from other PRPs. We regularly assess our compliance status and management of environmental matters.
Operating and maintenance costs associated with environmental compliance and management of contaminated sites are a normal, recurring part of our operations. Historically, these costs have not been material. Environmental costs are often recoverable under our contracts with the U.S. government. Based on February 9, 2018, funds theinformation currently available and current U.S. government through March 23, 2018. Wepolicies relating to cost recovery, we do not anticipate that these CRs willexpect continued compliance with environmental regulations to have a material impact on our results of operations, financial condition or cash flows. For additional information relating to the impact of environmental matters, see Note O to the Consolidated Financial Statements in Item 8.

AVAILABLE INFORMATION
We file reports and other information with the Securities and Exchange Commission (SEC) pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as amended. These reports and information include an annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and proxy statements. Free copies of these items are made available on our website (www.gd.com) as soon as practicable. The long-term outlookSEC maintains a website (www.sec.gov) that contains reports, proxy and information statements, and other information.
In addition to the information contained in this Form 10-K, information about the company can be found on our website and our Investor Relations website (investorrelations.gd.com). Our Investor Relations website contains a significant amount of information about the company, including financial information, our corporate governance principles and practices, and other information for investors. We encourage investors to visit our website, as we frequently update and post new information about our company, and it is possible that this information could be deemed to be material information.
References to our website and the SEC’s website in this Form 10-K do not constitute, and should not be viewed as, incorporation by reference of the information contained on, or available through, the websites. The information should not be considered a part of this Form 10-K, unless otherwise expressly incorporated by reference.

ITEM 1A. RISK FACTORS
An investment in our common stock or debt securities is subject to risks and uncertainties. Investors should consider the following factors, in addition to the other information contained in this Annual Report on Form 10-K, before deciding whether to purchase our securities.
Investment risks can be market-wide as well as unique to a specific industry or company. The market risks faced by an investor in our stock are similar to the uncertainties faced by investors in a broad range of industries. There are some risks that apply more specifically to our business.
Our revenue is concentrated with the U.S. government. This customer relationship involves some specific risks. In addition, our sales to non-U.S. customers expose us to different financial and legal
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risks. Despite the varying nature of our government and commercial operations and the markets they serve, each segment shares some common risks, such as the ongoing development of high-technology products and the price, availability and quality of commodities and subsystems.
Risks Relating to Our Business and Industry
The U.S. government provides a significant portion of our revenue. In 2020, approximately 70% of our consolidated revenue was from the U.S. government. Levels of U.S. defense business is influencedspending are driven by the relevancethreats to national security. Competing demands for federal funds can pressure various areas of spending. Decreases in U.S. government defense and other spending or changes in spending allocation or priorities could result in one or more of our programs being reduced, delayed or terminated, which could impact our financial performance.
For additional information relating to U.S. budget matters, see the Business Environment section of Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7.
U.S. government contracts are not always fully funded at inception, and any funding is subject to disruption or delay. Our U.S. government revenue is funded by agency budgets that operate on an October-to-September fiscal year. Early each calendar year, the President of the United States presents to the Congress the budget for the upcoming fiscal year. This budget proposes funding levels for every federal agency and is the result of months of policy and program reviews throughout the executive branch. For the remainder of the year, the Appropriations and Authorization Committees of the Congress review the President’s budget proposals and establish the funding levels for the upcoming fiscal year. Once these levels are enacted into law, the Executive Office of the President administers the funds to the agencies.
There are two primary risks associated with the U.S. military’sgovernment budget cycle. First, the annual process may be delayed or disrupted. If the annual budget is not approved by the beginning of the government fiscal year, portions of the U.S. government can shut down or operate under a continuing resolution that maintains spending at prior-year levels, which can impact funding priorities, the diversity offor our programs and timing of new awards. Second, the Congress typically appropriates funds on a fiscal-year basis, even though contract performance may extend over many years. Future revenue under existing multi-year contracts is conditioned on the continuing availability of congressional appropriations. Changes in appropriations in subsequent years may impact the funding available for these programs. Delays or changes in funding can impact the timing of available funds or lead to changes in program content.
Our U.S. government contracts are subject to termination rights by the customer. U.S. government contracts generally permit the government to terminate a contract, in whole or in part, for convenience. If a contract is terminated for convenience, a contractor usually is entitled to receive payments for its allowable costs incurred and the proportionate share of fees or earnings for the work performed. The government may also terminate a contract for default in the event of a breach by the contractor. If a contract is terminated for default, the government in most cases pays only for the work it has accepted. The termination of multiple or large programs could have a material adverse effect on our future revenue and earnings.
Government contractors operate in a highly regulated environment and are subject to audit by the U.S. government. Numerous U.S. government agencies routinely audit and review government contractors. These agencies review a contractor’s performance under its contracts and compliance with applicable laws, regulations and standards. The U.S. government also reviews the adequacy of, and compliance with, internal control systems and policies, including the contractor’s purchasing, property,
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estimating, material, earned value management and accounting systems. In some cases, audits may result in delayed payments or contractor costs not being reimbursed or subject to repayment. If an audit or investigation were to result in allegations against a contractor of improper or illegal activities, civil or criminal penalties and administrative sanctions could result, including termination of contracts, forfeiture of profits, suspension of payments, fines and suspension or prohibition from doing business with the U.S. government. In addition, reputational harm could result if allegations of impropriety were made. In some cases, audits may result in disputes with the respective government agency that can result in negotiated settlements, arbitration or litigation. Moreover, new laws, regulations or standards, or changes to existing ones, can increase our performance and compliance costs and reduce our profitability.
Our Aerospace segment is subject to changing customer demand for business aircraft. Thebusiness jet market is driven by the demand for business-aviation products and services by corporate, individual and government customers our insight into customer requirements stemming from our incumbencyin the United States and around the world. The Aerospace segment’s results also depend on core programs,other factors, including general economic conditions, the availability of credit, pricing pressures and trends in capital goods markets. In addition, if customers default on existing contracts and the contracts are not replaced, the segment’s anticipated revenue and profitability could be reduced materially.
Earnings and margin depend on our ability to perform on our contracts. When agreeing to contractual terms, our management team makes assumptions and projections about future conditions and events. The accounting for our contracts and programs requires assumptions and estimates about these conditions and events. These projections and estimates assess:
•the productivity and availability of labor;
•the complexity of the work to be performed;
•the cost and availability of materials and components; and
•schedule requirements.
If there is a significant change in one or more of these circumstances, estimates or assumptions, or if the risks under our contracts are not managed adequately, the profitability of contracts could be adversely affected. This could affect earnings and margin materially.
Earnings and margin depend in part on subcontractor and supplier performance. We rely on other companies to provide materials, components and subsystems for our products. Subcontractors also perform some of the services that we provide to our customers. We depend on these subcontractors and suppliers to meet our contractual obligations in full compliance with customer requirements and applicable law. Misconduct by subcontractors, such as a failure to comply with procurement regulations or engaging in unauthorized activities, may harm our future revenue and earnings. We manage our supplier base carefully to avoid or minimize customer issues. We sometimes rely on only one or two sources of supply that, if disrupted, could have an adverse effect on our ability to meet our customer commitments. Our ability to perform our obligations may be materially adversely affected if one or more of these suppliers is unable to provide the agreed-upon materials, perform the agreed-upon services in a timely and cost-effective manner, or engages in misconduct or other improper activities.
Our future success depends in part on our ability to develop new products and technologies and maintain a qualified workforce to meet the needs of our customers. Many of the products and services we provide involve sophisticated technologies and engineering, with related complex manufacturing and system-integration processes. Our customers’ requirements change and evolve regularly. Accordingly, our future performance depends in part on our ability to continue to develop,
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manufacture and provide innovative products and services and bring those offerings to address a fast-changing threat environmentmarket quickly at cost-effective prices. Some new products, particularly in our Aerospace segment, must meet extensive and time-consuming regulatory requirements that are often outside our proven track recordcontrol and may result in unanticipated delays. Additionally, due to the highly specialized nature of successful contract execution.
Internationalour business, we must hire and retain the skilled and qualified personnel necessary to perform the services required by our customers. To the extent that the demand for military equipmentskilled personnel exceeds supply, we could experience higher labor, recruiting or training costs in order to attract and information technologies presents opportunities forretain such employees. If we were unable to develop new products that meet customers’ changing needs and satisfy regulatory requirements in a timely manner or successfully attract and retain qualified personnel, our non-U.S.future revenue and earnings may be materially adversely affected.
Risks Relating to Our International Operations
Sales and operations and exports from our North American businesses. Whileoutside the revenue potential canUnited States are subject to different risks that may be significant, there are risks toassociated with doing business in foreign countries. In some countries there is increased chance for economic, legal or political changes, and procurement procedures may be less robust or mature, which may complicate the contracting process. Our non-U.S. operations may be sensitive to and impacted by changes in a foreign government’s national policies and priorities, political leadership and budgets, which may be influenced by changes in threat environments, geopolitical uncertainties, volatility in economic conditions and other economic and political factors. Changes and developments in any of these matters or factors may occur suddenly and could impact funding for programs or delay purchasing decisions or customer payments. Non-U.S. transactions can involve increased financial and legal risks arising from foreign exchange rate variability and differing legal systems. Our non-U.S. operations are subject to U.S. and foreign laws and regulations, including changing budget prioritieslaws and overall spending pressures uniqueregulations relating to each country.import-export controls, technology transfers, the Foreign Corrupt Practices Act (FCPA) and other anti-corruption laws, and the International Traffic in Arms Regulations (ITAR). An unfavorable event or trend in any one or more of these factors or a failure to comply with U.S. or foreign laws could result in administrative, civil or criminal liabilities, including suspension or debarment from government contracts or suspension of our export privileges, and could materially adversely affect revenue and earnings associated with our non-U.S. operations.
In addition, some non-U.S. government customers require contractors to enter into letters of credit, performance or surety bonds, bank guarantees and other similar financial arrangements. We may also be required to agree to specific in-country purchases, manufacturing agreements or financial support arrangements, known as offsets, that require us to satisfy investment or other requirements or face penalties. Offset requirements may extend over several years and could require us to team with local companies to fulfill these requirements. If we do not satisfy these financial or offset requirements, our Aerospace group, wefuture revenue and earnings may be materially adversely affected.
Risks Relating to Our Acquisitions and Similar Investment Activities
We have made and expect to continue to experience strong demand acrossmake investments, including acquisitions and joint ventures, that involve risks and uncertainties. When evaluating potential acquisitions and joint ventures, we make judgments regarding the value of business opportunities, technologies, and other assets and the risks and costs of potential liabilities based on information available to us at the time of the transaction. Whether we realize the anticipated benefits from these transactions depends on multiple factors, including our product portfolio. We expectintegration of the businesses involved; the performance of the underlying products, capabilities or technologies; market conditions following the acquisition; and acquired liabilities, including some that may not have been identified prior to the acquisition. These factors could materially adversely affect our continued investmentfinancial results.
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Changes in business conditions may cause goodwill and other intangible assets to become impaired. Goodwill represents the purchase price paid in excess of the fair value of net tangible and intangible assets acquired in a business combination. Goodwill is not amortized and remains on our balance sheet indefinitely unless there is an impairment or a sale of a portion of the business. Goodwill is subject to an impairment test on an annual basis or when circumstances indicate that the likelihood of an impairment is greater than 50%. Such circumstances include a significant adverse change in the developmentbusiness climate for one of new aircraft products and technologiesour reporting units or a decision to support


the Aerospace group’s long-term growth. Similarly, we believe the aircraft services business will bedispose of a strong sourcereporting unit or a significant portion of revenue as the global business-jet fleet grows.
Across our portfolio, we focus on expanding operating earnings and the efficient conversion of earnings into cash.a reporting unit. We emphasize effective program execution and the flexibility and agility to respond to changing circumstancesface some uncertainty in our business environment and look for opportunitiesdue to drive cost reduction across our business.

RESULTS OF OPERATIONS
INTRODUCTION
An understandinga variety of challenges, including changes in government spending. We may experience unforeseen circumstances that adversely affect the value of our accounting practices is necessarygoodwill or intangible assets and trigger an evaluation of the amount of the recorded goodwill and intangible assets. Future write-offs of goodwill or other intangible assets as a result of an impairment in the evaluationbusiness could materially adversely affect our results of operations and financial condition.
Other Business and Operational Risks
Our business could be negatively impacted by cybersecurity events and other disruptions. We face various cybersecurity threats, including threats to our IT infrastructure and attempts to gain access to our proprietary or classified information, denial-of-service attacks, as well as threats to the physical security of our facilities and employees, and threats from terrorist acts. We also design and manage IT systems and products that contain IT systems for various customers. We generally face the same security threats for these systems as for our own internal systems. In addition, we face cyber threats from entities that may seek to target us through our customers, suppliers, subcontractors and other third parties with whom we do business. Accordingly, we maintain information security staff, policies and procedures for managing risk to our information systems, and conduct employee training on cybersecurity to mitigate persistent and continuously evolving cybersecurity threats. However, there can be no assurance that any such actions will be sufficient to prevent cybersecurity breaches, disruptions, unauthorized release of sensitive information or corruption of data.
We have experienced cybersecurity threats such as viruses and attacks targeting our IT systems. Such prior events have not had a material impact on our financial condition, results of operations or liquidity. However, future threats could, among other things, cause harm to our business and our reputation; disrupt our operations; expose us to potential liability, regulatory actions and loss of business; challenge our eligibility for future work on sensitive or classified systems for government customers; and impact our results of operations materially. Due to the evolving nature of these security threats, the potential impact of any future incident cannot be predicted. Our insurance coverage may not be adequate to cover all the costs related to cybersecurity attacks or disruptions resulting from such events.
Our business may continue to be negatively impacted by the Coronavirus (COVID-19) pandemic or other similar outbreaks. The COVID-19 pandemic has had, and could continue to have, a negative effect on our business, results of operations and financial condition. Effects include disruptions or restrictions on our employees’ ability to work effectively, as well as temporary closures of our facilities or the facilities of our customers or suppliers, which can affect our ability to perform on our contracts. Resulting cost increases may not be fully recoverable on our contracts or adequately covered by insurance, which could impact our profitability. In addition, the COVID-19 pandemic has resulted in a widespread health crisis that is adversely affecting the economies and financial markets of many countries, which could result in a prolonged economic downturn that may negatively affect demand for our products and services. The imposition of quarantine and travel restrictions has affected and may
22

continue to negatively affect portions of our business, particularly our Aerospace and Technologies segments. The extent to which COVID-19 continues to impact our business, results of operations and financial condition is highly uncertain and will depend on future developments. Such developments may include the geographic spread and duration of the virus, the severity of the disease and the actions that may be taken by various governmental authorities and other third parties in response to the pandemic. Other outbreaks of contagious diseases or other adverse public health developments in countries where we operate or our customers are located could similarly affect our business in the future.

FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K contains forward-looking statements that are based on management’s expectations, estimates, projections and assumptions. Words such as “expects,” “anticipates,” “plans,” “believes,” “scheduled,” “outlook,” “estimates,” “should” and variations of these words and similar expressions are intended to identify forward-looking statements. Examples include projections of revenue, earnings, operating results. margin, segment performance, cash flows, contract awards, aircraft production, deliveries and backlog. In making these statements, we rely on assumptions and analyses based on our experience and perception of historical trends, current conditions and expected future developments as well as other factors we consider appropriate under the circumstances. We believe our estimates and judgments are reasonable based on information available to us at the time. Forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. These statements are not guarantees of future performance and involve risks and uncertainties that are difficult to predict. Therefore, actual future results and trends may differ materially from what is forecast in forward-looking statements due to a variety of factors, including, without limitation, the risk factors discussed in this Form 10-K.
All forward-looking statements speak only as of the date of this report or, in the case of any document incorporated by reference, the date of that document. All subsequent written and oral forward-looking statements attributable to General Dynamics or any person acting on our behalf are qualified by the cautionary statements in this section. We do not undertake any obligation to update or publicly release any revisions to forward-looking statements to reflect events, circumstances or changes in expectations after the date of this report. These factors may be revised or supplemented in subsequent reports on SEC Forms 10-Q and 8-K.

ITEM 1B. UNRESOLVED STAFF COMMENTS
None.

ITEM 2. PROPERTIES
We operate in a number of offices, manufacturing plants, laboratories, warehouses and other facilities in the United States and abroad. We believe our facilities are adequate for our present needs and, given planned improvements and construction, expect them to remain adequate for the foreseeable future.
On December 31, 2020, our segments had material operations at the following locations:
•Aerospace – Van Nuys, California; West Palm Beach, Florida; Brunswick and Savannah, Georgia; Cahokia, Illinois; Westfield, Massachusetts; Teterboro, New Jersey; New York, New York; Tulsa,
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Oklahoma; Dallas, Texas; Dulles, Virginia; Appleton, Wisconsin; Sydney, Australia; Beijing and Shanghai, China; Mexicali, Mexico; Singapore; Basel, Switzerland; Farnborough, United Kingdom.
•Marine Systems – San Diego, California; Groton and New London, Connecticut; Jacksonville, Florida; Honolulu, Hawaii; Bath and Brunswick, Maine; Middletown and North Kingstown, Rhode Island; Norfolk and Portsmouth, Virginia; Bremerton, Washington; Mexicali, Mexico.
•Combat Systems – Anniston, Alabama; East Camden, Arkansas; Healdsburg, California; Crawfordsville, St. Petersburg and Tallahassee, Florida; Marion, Illinois; Saco, Maine; Sterling Heights, Michigan; Lima, Ohio; Eynon and Scranton, Pennsylvania; Garland, Texas; Joint Base Lewis-McChord, Washington; Vienna, Austria; La Gardeur, London and Valleyfield, Canada; Kaiserslautern, Germany; Madrid, Sevilla and Trubia, Spain; Kreuzlingen and Tägerwilen, Switzerland; Merthyr Tydfil, United Kingdom.
•Technologies – Daleville, Alabama; Scottsdale, Arizona; Orlando, Florida; Bossier City, Louisiana; Annapolis Junction, Maryland; Dedham, Pittsfield and Taunton, Massachusetts; Bloomington, Minnesota; Rensselaer, New York; Greensboro, North Carolina; Chesapeake and Marion, Virginia; multiple locations in Northern Virginia; Ottawa, Canada; Oakdale and St. Leonards, United Kingdom.
A summary of floor space by segment on December 31, 2020, follows:
(Square feet in millions)Company-owned
Facilities		Leased
Facilities		Government-owned
Facilities		Total
Aerospace6.6 8.9 0.5 16.0 
Marine Systems8.3 4.3 — 12.6 
Combat Systems6.5 4.6 5.2 16.3 
Technologies3.1 7.8 0.9 11.8 
Total square feet24.5 25.6 6.6 56.7 

ITEM 3. LEGAL PROCEEDINGS
For information relating to legal proceedings, see Note O to the Consolidated Financial Statements in Item 8.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
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INFORMATION ABOUT OUR EXECUTIVE OFFICERS
All of our executive officers are appointed annually. None of our executive officers were selected pursuant to any arrangement or understanding between the officer and any other person. The name, age, offices and positions of our executives held for at least the past five years as of February 9, 2021, were as follows (references are to positions with General Dynamics Corporation, unless otherwise noted):
Name, Position and OfficeAge
Jason W. Aiken - Senior Vice President and Chief Financial Officer since January 2014; Vice President of the company and Chief Financial Officer of Gulfstream Aerospace Corporation, September 2011 - December 2013; Vice President and Controller, April 2010 - August 2011; Staff Vice President, Accounting, July 2006 - March 201048
Christopher J. Brady - Vice President of the company and President of General Dynamics Mission Systems since January 2019; Vice President, Engineering of General Dynamics Mission Systems, January 2015 - December 2018; Vice President, Engineering of General Dynamics C4 Systems, May 2013 - December 2014; Vice President, Assured Communications Systems of General Dynamics C4 Systems, August 2004 - May 201358
Mark L. Burns - Vice President of the company and President of Gulfstream Aerospace Corporation since July 2015; Vice President of the company since February 2014; President, Product Support of Gulfstream Aerospace Corporation, June 2008 - June 201561
Danny Deep - Vice President of the company and President of General Dynamics Land Systems since April 2020; Chief Operating Officer of General Dynamics Land Systems, September 2018 - April 2020; Vice President of General Dynamics Land Systems – Canada, January 2011 - September 201851
Gregory S. Gallopoulos - Senior Vice President, General Counsel and Secretary since January 2010; Vice President and Deputy General Counsel, July 2008 - January 2010; Managing Partner of Jenner & Block LLP, January 2005 - June 200861
M. Amy Gilliland - Senior Vice President of the company since April 2015; President of General Dynamics Information Technology since September 2017; Deputy for Operations of General Dynamics Information Technology, April 2017 - September 2017; Senior Vice President, Human Resources and Administration, April 2015 - March 2017; Vice President, Human Resources, February 2014 - March 2015; Staff Vice President, Strategic Planning, January 2013 - February 2014; Staff Vice President, Investor Relations, June 2008 - January 201346
Kevin M. Graney - Vice President of the company and President of Electric Boat Corporation since October 2019; Vice President of the company and President of NASSCO, January 2017 - October 2019; Vice President and General Manager of NASSCO, November 2013 - January 201756
Kimberly A. Kuryea - Senior Vice President, Human Resources and Administration since April 2017; Vice President and Controller, September 2011 - March 2017; Chief Financial Officer of General Dynamics Advanced Information Systems, November 2007 - August 2011; Staff Vice President, Internal Audit, March 2004 - October 200753
Christopher Marzilli - Executive Vice President, Technologies since December 2020; Executive Vice President, Information Technology and Mission Systems, January 2019 - December 2020; Vice President of the company and President of General Dynamics Mission Systems, January 2015 - December 2018; Vice President of the company and President of General Dynamics C4 Systems, January 2006 - December 2014; Senior Vice President and Deputy General Manager of General Dynamics C4 Systems, November 2003 - January 200661
William A. Moss - Vice President and Controller since April 2017; Staff Vice President, Internal Audit, May 2015 - March 2017; Staff Vice President, Accounting, August 2010 - May 201557
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Phebe N. Novakovic - Chairman and Chief Executive Officer since January 2013; President and Chief Operating Officer, May 2012 - December 2012; Executive Vice President, Marine Systems, May 2010 - May 2012; Senior Vice President, Planning and Development, July 2005 - May 2010; Vice President, Strategic Planning, October 2002 - July 200563
Mark C. Roualet - Executive Vice President, Combat Systems, since March 2013; Vice President of the company and President of General Dynamics Land Systems, October 2008 - March 2013; Senior Vice President and Chief Operating Officer of General Dynamics Land Systems, July 2007 - October 200862
Robert E. Smith - Executive Vice President, Marine Systems, since July 2019; Vice President of the company and President of Jet Aviation, January 2014 - July 2019; Vice President and Chief Financial Officer of Jet Aviation, July 2012 - January 201453

PART II
ITEM 5. MARKET FOR THE COMPANY’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
Our common stock is listed on the New York Stock Exchange under the trading symbol “GD.”
On January 31, 2021, there were approximately 10,000 holders of record of our common stock.
For information regarding securities authorized for issuance under our equity compensation plans, see Note Q to the Consolidated Financial Statements contained in Item 8.
We did not make any unregistered sales of equity securities in 2020.
The following paragraphs explain how we recognize revenuetable provides information about our fourth-quarter purchases of equity securities that are registered pursuant to Section 12 of the Securities Exchange Act of 1934, as amended:
Total Number of Shares Purchased as Part of Publicly Announced ProgramMaximum Number of Shares That May Yet Be Purchased Under the Program
PeriodTotal Number of SharesAverage Price per Share
Shares Purchased Pursuant to Share Buyback Program
9/28/20-10/25/20— $— — 13,022,968 
10/26/20-11/22/20450,000 141.31 450,000 12,572,968 
11/23/20-12/31/20250,000 148.27 250,000 12,322,968 
Shares Delivered or Withheld Pursuant to Restricted Stock Vesting*
9/28/20-10/25/20— — 
10/26/20-11/22/201,018 134.55 
11/23/20-12/31/2090 151.38 
701,108 $143.79 
*Represents shares withheld by, or delivered to, us pursuant to provisions in agreements with recipients of restricted stock granted under our equity compensation plans that allow us to withhold, or the recipient to deliver to us, the number of shares with a fair value equal to the statutory tax withholding due upon vesting of the restricted shares.
On March 4, 2020, the board of directors authorized management to repurchase up to 10 million additional shares of the company’s outstanding common stock on the open market. On December 31, 2020, 12.3 million shares remained authorized by our board of directors for repurchase.
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For additional information relating to our purchases of common stock during the past three years, see Note M to the Consolidated Financial Statements in Item 8.
The following performance graph compares the cumulative total return to shareholders on our common stock, assuming reinvestment of dividends, with similar returns for the Standard & Poor’s® 500 Index and operating coststhe Standard & Poor’s® Aerospace & Defense Index, both of which include General Dynamics.
Cumulative Total Return
Based on Investments of $100 Beginning December 31, 2015
(Assumes Reinvestment of Dividends)
gd-20201231_g6.jpg
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ITEM 6. SELECTED FINANCIAL DATA
The following table presents selected historical financial data derived from the Consolidated Financial Statements and other company information for each of the five years presented. This information should be read in our business groups. We account for revenueconjunction with Management’s Discussion and Analysis of Financial Condition and Results of Operations in accordance with Accounting Standards Codification (ASC) Topic 606, Revenue from Contracts with Customers, which we adopted on January 1, 2017.Item 7 and the Consolidated Financial Statements and the Notes thereto in Item 8.
(Dollars and shares in millions, except per-share and employee amounts)20202019201820172016
Summary of Operations
Revenue$37,925 $39,350 $36,193 $30,973 $30,561 
Operating earnings4,133 4,570 4,394 4,168 3,725 
Operating margin10.9 %11.6 %12.1 %13.5 %12.2 %
Interest, net(477)(460)(356)(103)(91)
Provision for income tax, net(571)(718)(727)(1,100)(977)
Earnings from continuing operations3,167 3,484 3,358 2,977 2,679 
Return on sales (a)8.4 %8.9 %9.3 %9.6 %8.8 %
Discontinued operations, net of tax— — (13)— (107)
Net earnings3,167 3,484 3,345 2,977 2,572 
Diluted earnings per share:
Continuing operations11.00 11.98 11.22 9.77 8.64 
Net earnings11.00 11.98 11.18 9.77 8.29 
Cash Flows
Net cash provided by operating activities$3,858 $2,981 $3,148 $3,876 $2,163 
Net cash used by investing activities(974)(994)(10,234)(788)(391)
Net cash (used) provided by financing activities(903)(1,997)5,086 (2,399)(2,169)
Net cash used by discontinued operations(59)(51)(20)(40)(54)
Cash dividends declared per common share4.40 4.08 3.72 3.36 3.04 
Financial Position
Cash and equivalents$2,824 $902 $963 $2,983 $2,334 
Total assets51,308 49,349 45,887 35,469 33,380 
Short- and long-term debt12,998 11,930 12,417 3,982 3,888 
Shareholders’ equity15,661 13,978 12,110 11,801 10,509 
Debt-to-equity (b)83.0 %85.3 %102.5 %33.7 %37.0 %
Debt-to-capital (c)45.4 %46.0 %50.6 %25.2 %27.0 %
Book value per share (d)54.67 48.26 41.95 39.75 34.75 
Other Information
Free cash flow from operations (e)$2,891 $1,994 $2,458 $3,448 $1,771 
Return on equity (f)21.8 %26.4 %27.3 %26.5 %25.1 %
Return on invested capital (e)11.8 %14.0 %15.4 %16.8 %16.3 %
Funded backlog58,783 57,530 55,826 52,031 51,783 
Total backlog89,489 86,945 67,871 63,175 62,206 
Shares outstanding286.5 289.6 288.7 296.9 302.4 
Weighted average shares outstanding:
Basic286.9 288.3 295.3 299.2 304.7 
Diluted287.9 290.8 299.2 304.6 310.4 
Employees100,700 102,900 105,600 98,600 98,800 
Note: Prior-period information has been restated for the adoption asretrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discusseddiscussion of this change in accounting principle, see Note T to the Consolidated Financial Statements in Item 8.
In the Aerospace group, we record revenue(a)Return on contracts for new aircraft when the customer obtains controlsales is calculated as earnings from continuing operations divided by revenue.
(b)Debt-to-equity ratio is calculated as total debt divided by total equity as of the asset, whichyear end.
(c)Debt-to-capital ratio is generally upon delivery and acceptancecalculated as total debt divided by the customersum of the fully outfitted aircraft. Revenue associated with the group’s completionstotal debt plus total equity as of other original equipment manufacturers’ (OEMs) aircraftyear end.
(d)Book value per share is calculated as total equity divided by total outstanding shares as of year end.
(e)See Item 7, Management’s Discussion and the group’s services businesses is recognized as work progresses or upon deliveryAnalysis of services. Fluctuations in revenue from period to period result from the numberFinancial Condition and mixResults of new aircraft deliveries, progress on aircraft completions and the level of aircraft service activity during the period.
The majority of the Aerospace group’s operating costs relate to new aircraft production on firm orders and consist of labor, material, subcontractor and overhead costs. The costs are accumulated in production lots, recorded in inventory and recognized as operating costs at aircraft delivery based on the estimated average unit cost in a production lot. While changes in the estimated average unit costOperations, for a production lot impact the levelreconciliation of net cash provided by operating costs, the amount of operating costs reported in a given period is based largely on the number and type of aircraft delivered. Operating costs in the Aerospace group’s completions and services businesses are recognized generally as incurred.
For new aircraft, operating earnings and margin are a function of the prices of our aircraft, our operational efficiency in manufacturing and outfitting the aircraft, and the mix of large-cabin and mid-cabin aircraft deliveries. Additional factors affecting the group’s earnings and margin include the volume, mix and profitability of completions and services work performed, the volume of and market for pre-owned aircraft, and the level of general and administrative (G&A) and net research and development (R&D) costs incurred by the group.
In the three defense groups, revenue on long-term government contracts is recognized generally over time as the work progresses, either as the products are produced or as services are rendered. Typically, revenue is recognized over time using costs incurredactivities to date relative to total estimated costs at completion to measure progress toward satisfying our performance obligations. Incurred cost represents work performed, which corresponds with, and thereby best depicts, the transfer of control to the customer. Contract costs include labor, material, overhead and, when appropriate, G&A expenses. Variances in costs recognized from period to period reflect primarily increases and decreases in production or activity levels on individual


contracts. Because costs are used as a measure of progress, year-over-year variances in cost result in corresponding variances in revenue, which we generally refer to as volume.
Operating earnings and margin in the defense groups are driven by changes in volume, performance or contract mix. Performance refers to changes in profitability based on adjustments to estimates at completion on individual contracts. These adjustments result from increases or decreases to the estimated value of the contract, the estimated costs to complete the contract or both. Therefore, changes in costs incurred in the period compared with prior periods do not necessarily impact profitability. It is only when total estimated costs at completion on a given contract change without a corresponding change in the contract value that the profitability of that contract may be impacted. Contract mix refers to changes in the volume of higher- versus lower-margin work. Additionally, higher or lower margins can be inherent in the contract type (e.g., fixed-price/cost-reimbursable) or type of work (e.g., development/production).

CONSOLIDATED OVERVIEW
2017 IN REVIEW
Outstanding operating performance:
◦Revenue increased to $31 billion with growth in our Aerospace and Combat Systems groups.
◦Operating earnings of $4.2 billion and operating margin of 13.5% increased 11.9% and 130 basis points, respectively, from 2016.
◦Return on sales increased 60 basis points from 2016 to 9.4%.
◦Earnings from continuing operations per diluted share of $9.56 increased 10.6% from 2016.
Freefree cash flow from operations was 119%and the calculation of return on invested capital (ROIC), both of which are non-GAAP management metrics.
(f)Return on equity is calculated by dividing earnings from continuing operations.
◦$2.9 billion of cash deployed for share repurchases, dividends and business acquisitions, consistent with 2016.
Return on invested capital (ROIC) of 16.8%, 50 basis points higher than 2016.operations by our average equity during the year.
Robust backlog of $63.2 billion increased nearly $1 billion from 2016, supporting our long-term growth expectations.
◦Net orders for Gulfstream aircraft increased over 20% from 2016.
◦Several significant contract awards received in 2017 in our defense groups.
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REVIEW OF 2017 VS. 2016

Year Ended December 312017 2016 Variance
Revenue$30,973
 $30,561
 $412
 1.3 %
Operating costs and expenses26,796
 26,827
 (31) (0.1)%
Operating earnings4,177
 3,734
 443
 11.9 %
Operating margin13.5% 12.2%    
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
Our consolidated revenue increased(Dollars in 2017 driven by higher volume across our Combat Systems group and increased revenue from aircraft deliveries and aircraft services in our Aerospace group. These increasesmillions, except per-share amounts or unless otherwise noted)


were offset partially by lower C4ISR (command, control, communications, computers, intelligence, surveillance and reconnaissance) solutions revenue in our Information Systems and Technology group.
While revenue increased, operating costs and expenses decreased, resulting inFor an 11.9% increase in operating earnings and margin growth of 130 basis points. Operating earnings and margin expanded at eachoverview of our business groups in 2017.
REVIEW OF 2016 VS. 2015
Year Ended December 312016 2015 Variance
Revenue$30,561
 $31,781
 $(1,220) (3.8)%
Operating costs and expenses26,827
 27,486
 (659) (2.4)%
Operating earnings3,734
 4,295
 (561) (13.1)%
Operating margin12.2% 13.5%  
  
Revenue was down in 2016 due to fewer G550 and G450 large-cabin and G280 mid-cabin aircraft deliveries in our Aerospace group. This decrease was offset partially by higher C4ISR solutions volume in our Information Systems and Technology group. Operating costs and expenses decreased at a lower rate than revenue declined in 2016, resulting in a 130 basis-point decrease in consolidated operating margin compared with 2015. Operating margin decreased in the Aerospace, Combat Systems and Marine Systems groups.

REVIEW OF BUSINESS GROUPS
Year Ended December 312017 2016 2015
 Revenue 
Operating 
Earnings
 Revenue 
Operating
 Earnings
 Revenue 
Operating
 Earnings
Aerospace$8,129
 $1,593
 $7,815
 $1,407
 $9,177
 $1,807
Combat Systems5,949
 937
 5,530
 831
 5,643
 886
Information Systems and Technology8,891
 1,011
 9,144
 941
 8,929
 895
Marine Systems8,004
 685
 8,072
 595
 8,032
 748
Corporate*—
 (49) —
 (40) —
 (41)
Total$30,973
 $4,177
 $30,561
 $3,734
 $31,781
 $4,295
* Corporate operating results consist primarily of stock option expense.
Following issegments, including a discussion of operating results and outlook for each of our business groups. For the Aerospace group, results are analyzed by specific types ofmajor products and services consistent with howand the group is managed. Forreorganization of our Information Technology and Mission Systems operating segments into a single Technologies segment, see the defense groups,Business discussion contained in Item 1. Prior-period segment information has been restated for the discussion is based on the lines of products and services each group offers with a supplementalreorganization.
A discussion of specific contractsour financial condition and programs when significant to the group’s results. Additional information regardingresults of operations for 2020 compared with 2019 is presented below and should be read in conjunction with our business groupsConsolidated Financial Statements included in Item 8, while a discussion of 2019 compared with 2018 can be found in Note R toItem 7 of our Annual Report on Form 10-K for the Consolidated Financial Statements in Item 8.year ended December 31, 2019. The Technologies segment’s results of operations for 2019 compared with 2018 can be obtained from the discussions of the former Information Technology and Mission Systems operating segments.



AEROSPACE
Our Aerospace segment is recognized as a leading producer of business jets and the standard bearer in aircraft repair, support and completion services. The segment consists of our Gulfstream and Jet Aviation business units. We have earned our reputation through:
•superior aircraft design, quality, performance, safety and reliability;
•technologically advanced flight deck and cabin systems; and
•industry-leading customer support.
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We believe the key to long-term value creation in the business jet industry is steady investment in new aircraft models and technologies and in customer service capabilities. As a result, since we acquired Gulfstream over 20 years ago, we have made significant investments in research and development (R&D), state-of-the-art manufacturing facilities, and maintenance and support through a combination of product development efforts, capital expansion and the acquisition of Jet Aviation’s global support network.
We are committed to continual investment in R&D to create new aircraft that consistently broaden customer offerings while raising the bar for safety and performance. The result is the unprecedented development of an all-new lineup of the most technologically advanced business jet aircraft in the world. These aircraft offer industry-leading cabin, cockpit and safety technologies and the longest ranges at the fastest speeds in their respective classes.
The following represents Gulfstream’s current product line, along with the maximum range, maximum speed and cabin length (excluding baggage) for each aircraft:
gd-20201231_g2.jpg
The most recent additions to the Gulfstream fleet are two new large-cabin aircraft, the G500 and G600, which entered service in 2018 and 2019, respectively. These clean-sheet (i.e., all-new) aircraft replace the G450 and G550 models, which have a combined installed base of more than 1,650 aircraft around the world. Our investment included development of a new wing, new avionics, new fuselage and new ergonomically designed larger interiors, as well as systems and technologies to improve the manufacturing process and quality of the platform. As a result, the G500 and G600 are faster, more fuel efficient and have greater cabin volume, more range and improved flight controls compared with the aircraft they are replacing. At year-end 2020, cumulative deliveries for the two new aircraft totaled almost 100.
The next model to join the Gulfstream lineup is the ultra-long-range, ultra-large-cabin G700. It combines our most spacious cabin with our advanced Symmetry Flight Deck and the superior high-
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speed performance of all-new engines to create best-in-class capabilities. Gulfstream is in the process of flight testing and certification of the G700, which we expect to enter service in the fourth quarter of 2022.
The ultra-long-range, ultra-large-cabin G650 and G650ER continue to generate significant customer interest, with more than 430 aircraft of this family currently operating in 50 countries. Since the first G650 entered service in 2012, its capabilities and reliability have led to significant sales and expansion of our installed base around the globe. Gulfstream’s current product line holds more than 300 city-pair speed records, more than any other business jet manufacturer, led by the G650ER, which holds the National Aeronautic Association’s polar and westbound around-the-world speed records.
Our disciplined and consistent approach to new product development allows us to repeatedly introduce first-to-market capabilities that set industry standards for safety, performance, quality, speed and comfort. Product enhancement and development efforts include initiatives in advanced avionics, composites, flight-control and vision systems, acoustics, and cabin technologies.
Gulfstream designs, develops and manufactures aircraft in Savannah, Georgia, including all large-cabin models. The mid-cabin G280 is assembled by a non-U.S. partner. All models are outfitted in Gulfstream’s U.S. facilities. In support of Gulfstream’s growing aircraft portfolio and customer base, we have invested in our facilities and operations. At our Savannah campus, we added new purpose-built manufacturing facilities, increased aircraft service capacity, and opened a customer-support distribution center and a dedicated R&D campus.
We offer comprehensive support for the more than 2,900 Gulfstream aircraft in service around the world and operate the largest factory-owned service network in the industry. We continue to invest in these maintenance, repair and overhaul (MRO) facilities and inventory to accommodate fleet growth. We also operate a 24/7 year-round customer support center and offer on-call Gulfstream aircraft technicians ready to deploy around the world for customer service requirements under our Field and Airborne Support Team (FAST) rapid-response unit.
In addition to expanding the reach of Gulfstream’s aircraft maintenance network outside the United States, Jet Aviation provides a comprehensive suite of innovative aircraft services for aircraft owners and operators around the world. With approximately 50 locations throughout North America, Europe, the Middle East and the Asia-Pacific region, our offerings include maintenance, aircraft management, charter, staffing and fixed-base operator (FBO) services.
Jet Aviation manages nearly 300 business aircraft globally on behalf of individuals and corporate owners. We operate a leading global FBO network and support all aircraft types with the full-range of maintenance services, including 24/7 global aircraft-on-ground support. We also operate one of the world’s largest custom completion and refurbishment centers for both narrow- and wide-body aircraft and perform modifications, upgrades and lifecycle sustainment support for various government fleets. We continue to grow our global footprint through acquisitions, expansions and significant renovations in key business-aviation markets.
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The following map demonstrates the broad reach of our combined Gulfstream and Jet Aviation services network, including authorized service centers:
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The Aerospace segment is committed to sustainability and the reduction of aviation’s carbon footprint. In support of this strategy, Gulfstream and Jet Aviation offer sustainable aviation fuel through our combined services network and lead the industry in total gallons supplied to the business jet market. Furthermore, we offer carbon offset credits to our customers, enabling them to operate aircraft on a carbon-neutral basis.
Revenue for the Aerospace segment was 21% of our consolidated revenue in 2020, 25% in 2019 and 23% in2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Aircraft manufacturing$6,115 $7,541 $6,262 
Aircraft services and completions1,960 2,260 2,193 
Total Aerospace$8,075 $9,801 $8,455 
MARINE SYSTEMS
Our Marine Systems segment is the leading designer and builder of nuclear-powered submarines and a leader in surface combatants and auxiliary ship design and construction for the U.S. Navy. We also provide maintenance, modernization and lifecycle support services for Navy ships and maintain the most sophisticated marine engineering expertise in the world to support future capabilities. Our ability to design, build and maintain our nation’s most technologically sophisticated warships is a critical element of the U.S. defense industrial base. In addition to Navy ships, we design and build ocean-going Jones
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Act ships for commercial customers. Marine Systems consists of three business units — Electric Boat, Bath Iron Works and NASSCO.
In support of our Navy customer’s significant increase in demand for submarines and surface ships, we are making substantial investments to expand our facilities, grow and train our workforce, and support our supply chain, particularly in our submarine business. The resulting increase in capacity and capabilities will support the unprecedented growth expected in our shipbuilding business, especially submarines, for the next two decades.
Electric Boat is the prime contractor and lead shipyard on all Navy nuclear-powered submarine programs. The business is responsible for all aspects of design and engineering and leads the construction of both the Virginia-class attack submarine and the Columbia-class ballistic-missile submarine.
The Navy procures Virginia-class submarines in multi-boat blocks, currently at a two-per-year construction rate. We are currently working on Blocks IV and V in the program, with 18 Virginia-class submarines in our backlog scheduled for delivery through 2029. Eight of the boats in Block V include the Virginia Payload Module (VPM), an 84-foot Electric Boat-designed-and-built hull section that adds four additional payload tubes, more than tripling the strike capacity of these submarines and providing unique capabilities to support special missions.
The Navy’s Columbia-class ballistic-missile submarine is a 12-boat program that the Navy considers its top priority. These submarines will provide strategic deterrent capabilities for decades, with the first boat delivering in 2027 to begin replacement of the current Ohio-class ballistic-missile submarine fleet as it reaches the end of its service life. Construction is scheduled to continue for two decades, and the value of the Navy’s program of record is in excess of $110 billion. To mitigate risk, the submarine’s design was more than 80% complete at the time we began construction of the first boat, nearly twice as mature as any other Navy submarine program at the start of construction.
We are investing $1.8 billion of capital in expanded and modernized facilities at Electric Boat to support the growth in submarine construction. Our expenditures peaked in 2020, and we will have completed a majority of these investments by the end of 2021. Equal to the commitment of capital is our commitment to our workforce, which is on track to grow approximately 30% over the next decade, particularly in support of Columbia-class production. To reach our objective, we continue to invest in the training and tools necessary for our employees to be prepared to deliver these next-generation submarines to the Navy on time and on budget. We are also working with our network of more than 3,000 suppliers — mostly small businesses — to provide for concurrent production of the two submarine programs.
Bath Iron Works builds the Arleigh Burke-class (DDG-51) guided-missile destroyers and manages modernization and lifecycle support for the class. We have a total of 11 ships in backlog scheduled for delivery through 2027. Bath Iron Works is also the hull, mechanical and electrical (HM&E) prime contractor and lifecycle support provider for the Zumwalt-class (DDG-1000) guided-missile destroyer program. We expect to complete our work on the third and final ship of this class in 2021.
NASSCO specializes in Navy auxiliary and support ships and is currently building the Expeditionary Sea Base (ESB), which serves as a forward-staging base, and the John Lewis-class (T-AO-205) fleet replenishment oiler. Work on the two ESBs in backlog will continue into 2024, while the initial ships in the T-AO-205 program have deliveries planned into 2025. NASSCO has also designed and built crude
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oil and product tankers and container and cargo ships for commercial customers, satisfying Jones Act requirements that ships carrying cargo between U.S. ports be built in U.S. shipyards.
On December 31, 2020, backlog for our major ship construction programs and the scheduled final delivery date of ships currently in backlog were as follows:
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In addition to design and construction activities, our Marine Systems segment provides comprehensive post-delivery services to extend the service life of these and other Navy ships. NASSCO conducts full-service maintenance and surface-ship repair operations in Navy fleet concentration areas in San Diego, California; Norfolk, Virginia; Mayport, Florida; and Bremerton, Washington. Electric Boat provides submarine maintenance and modernization services in a variety of U.S. locations, and Bath Iron Works provides lifecycle support services for Navy surface ships in both U.S. and overseas ports. In support of allied navies, we offer program management, planning, engineering and design support for submarine and surface-ship construction programs.
Revenue for the Marine Systems segment was 26% of our consolidated revenue in 2020, 23% in 2019 and 24% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Nuclear-powered submarines$6,938 $6,254 $5,712 
Surface ships2,055 1,912 1,872 
Repair and other services986 1,017 918 
Total Marine Systems$9,979 $9,183 $8,502 
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COMBAT SYSTEMS
Our Combat Systems segment is a premier manufacturer and integrator of land combat solutions worldwide, including wheeled and tracked combat vehicles, weapons systems and munitions. The segment consists of three business units — Land Systems, European Land Systems (ELS), and Ordnance and Tactical Systems (OTS).
Combat Systems creates long-term value through operational excellence — high-quality, on-schedule and on-budget performance — combined with investments in innovative technologies that modernize existing platforms and develop next-generation capabilities to meet our customers’ rapidly evolving requirements. We maintain our market-leading position by focusing on innovation, affordability and speed to market to deliver increased survivability, performance and lethality on the battlefield. Our large installed base of wheeled and tracked vehicles around the world and expertise gained from research, engineering and production programs position us well for modernization programs, support and sustainment services, and future development programs.
Land Systems is the sole-source producer of two foundational products central to the U.S. Army’s warfighting capabilities — the M1A2 Abrams main battle tank and Stryker wheeled combat vehicle. Both of these platforms are critical to the multi-domain, joint war fight envisioned on the battlefield of the future.
We are maximizing the effectiveness and lethality of the Army’s tank fleet with next-generation Abrams upgrades, providing technological advancements in communications, power generation, fuel efficiency, optics and armor. Even as we are delivering this modernized platform, we are developing additional advanced capabilities for the Abrams tank, including incorporating next-generation electronic architecture technology that will allow this platform to adapt and incorporate transformative capabilities into the future. We are also upgrading Abrams tanks for several non-U.S. partners.
The Stryker is an eight-wheeled, medium-weight combat vehicle that combines lethality, mobility, survivability and stealth. Land Systems continues to develop upgrades and enhancements to this highly versatile and combat-proven platform to address the Army’s evolving operational needs. We are fielding a new generation Stryker that includes the double-V-hull (DVH) for survivability, increased power, improved cross-country mobility and an advanced digital, in-vehicle network. The first of nine brigades began fielding the A-1 platform upgrade during 2020, and we are coordinating with the Army for next-generation upgrades to this platform. Leveraging our rapid prototyping expertise and customer intimacy, we continue to expand the mission capabilities of this platform, including a 30mm weapon system, an air defense mission package (M-SHORAD), state-of-the-art electronic warfare suite, and high-energy laser and command post options.
Combat Systems provides similar capabilities for U.S. allies through export opportunities and through our operations in several countries around the world, including Canada, the United Kingdom, Spain, Switzerland, Austria and Germany. As a result, we have a market-leading position in light armored vehicles (LAVs) with approximately 14,000 of the high-mobility, versatile Pandur, Piranha and other LAVs in service worldwide.
Land Systems is producing the British Army’s AJAX armored fighting vehicle, a next-generation, medium-weight tracked combat vehicle. With six variants, the AJAX family of vehicles offers advanced electronic architecture and proven technology for an unparalleled balance of survivability, lethality and mobility, along with high reliability for a vehicle in its weight class. In addition, Land Systems is
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producing 360 new LAVs in eight variants for the Canadian Army, as well as upgrading its existing fleet.
ELS is producing and upgrading Piranha vehicles, a premier 8x8 armored combat vehicle, around the world. We are currently providing Piranha V vehicles for several countries, including Denmark, Romania and most recently Spain. Additionally, we provide mobile bridge systems with payloads ranging from 100 kilograms to 100 tons to customers worldwide. We offer the ASCOD, a highly versatile tracked combat vehicle with multiple versions, including the Spanish Pizarro and the Austrian Ulan. ELS also offers Duro and Eagle tactical vehicles in a range of options and weight classes and is currently producing these vehicles for Denmark, Switzerland and Germany, while providing a full range of product support for the German armed forces.
On December 31, 2020, the installed base for our major vehicle programs, as well as the quantity and scheduled final delivery date of vehicles and vehicle upgrades currently in backlog were as follows:
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Complementing these military-vehicle offerings, OTS designs, develops and produces a comprehensive array of sophisticated weapons systems. For ground forces, we manufacture M2/M2-A1 heavy machine guns and MK19/MK47 grenade launchers. We also produce next-generation weapons systems for shipboard and airborne applications, including high-speed Gatling guns for all U.S. fighter aircraft, including the F-35 Joint Strike Fighter.
OTS’s munitions portfolio covers the full breadth of naval, air and ground forces applications across all calibers and weapons platforms for the U.S. government and its non-U.S. partners. Globally, we maintain a market-leading position in the supply of Hydra-70 rockets, general purpose bombs and bomb
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bodies, large-caliber tank ammunition, medium-caliber ammunition, military propellants, mortar, and artillery projectiles. OTS is also the systems integrator for the next generation of artillery solutions in support of the Army’s Indirect Fire Modernization objectives. Additionally, OTS maintains a leading position providing missile subsystems in support of U.S. tactical and strategic missiles, provisioning both legacy and next-generation missiles with critical aerostructures, control actuators, high-performance warheads and cutting-edge hypersonic rocket cases.
Revenue for the Combat Systems segment was 19% of our consolidated revenue in 2020, 18% in 2019 and 17% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
Military vehicles$4,687 $4,620 $4,027 
Weapons systems, armament and munitions1,991 1,906 1,798 
Engineering and other services545 481 416 
Total Combat Systems$7,223 $7,007 $6,241 
TECHNOLOGIES
Our Technologies segment provides a full spectrum of services, technologies and products to an expanding market that increasingly seeks solutions combining leading-edge electronic hardware with specialized software. The segment is organized into two business units — Information Technology (GDIT) and Mission Systems. Together they serve a wide range of military, intelligence and federal civilian customers with a diverse portfolio that includes:
•information technology (IT) solutions and mission-support services;
•mobile communication, computers and command-and-control (C4) mission systems; and
•intelligence, surveillance and reconnaissance (ISR) solutions.
This market has experienced a series of structural shifts in recent years, and our response to those trends has further solidified our position as a market leader. Over the past decade, the Department of Defense (DoD), the intelligence community and federal civilian agencies have increasingly prioritized technology solutions as a critical element of their missions. Cloud computing capabilities, cyber security threats, and advancements in artificial intelligence have transformed technology resources from short-cycle back-office support functions to a strategic priority for this customer community. The result is a significant increase in federal IT modernization and technology investments in recent years and a shift to large-scale, end-to-end, highly engineered solutions that require critical mass and a broad array of technology services and hardware offerings to meet these customer demands. The recent Coronavirus (COVID-19) pandemic has only accelerated these trends, which have included an expansion of remote connectivity and added urgency to required technology investments.
These market shifts have resulted in significant consolidation in the industry in recognition of the scale and breadth of capabilities required to meet this growing demand. In response to these market dynamics, in 2015 we combined our C4 and ISR operations into a single Mission Systems business unit, and in 2018 we acquired CSRA, Inc. (CSRA), which doubled the size of our IT services business, brought critical capabilities and repositioned the segment as a leader in this market.
During the three years following the acquisition of CSRA, GDIT and Mission Systems have undergone considerable portfolio shaping and realignment. At the top level, the two businesses share the same defense, intelligence and federal civilian customer base and increasingly go to market together to meet the ever-changing information-systems and mission-support needs of these customers. In addition,
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with the convergence of digital technologies, we are now seeing considerable commonality and significant complementary pull-through in their core offerings and solution sets, particularly in the areas of cloud computing; artificial intelligence and machine learning (AI/ML); big data analytics; development, security and operations (DevSecOps); software-defined networks; and everything as-a-Service (XaaS). Consequently, we have reorganized these two business units into a single operating segment to reflect the evolving strategic focus and the way we are running the business.
With a network of more than 90 global partners, the segment develops solutions that keep its customers at the leading edge of technology in support of their missions. The segment’s highly skilled workforce is one of its key differentiators and comprises approximately 40,000 employees, including technologists, engineers, mission experts and cleared personnel dedicated to solving the toughest security and technology challenges facing the United States and its allies.
GDIT modernizes large-scale IT enterprises and deploys the latest technologies to optimize and protect customer networks, data and information. Operating hundreds of complex digital modernization programs across the federal government, GDIT’s expansive portfolio includes cloud strategy and services, cybersecurity, network modernization, managed services, AI, application development and high-performance computing.
Mission Systems offers solutions across all domains and produces a unique combination of products and capabilities that are purpose-built for essential C4ISR and cybersecurity applications. Our technology and products are often built into platforms and integrated systems on which our customers rely. The business’s portfolio includes prime contract programs to provide innovative defense-electronics solutions as well as subcontract efforts that enhance the capabilities of large-scale land, air, sea and space platforms.
The Technologies segment leverages its scale, partnerships and deep knowledge of its customers’ missions and challenges to bring innovation to those customers across a portfolio of thousands of contracts. While no individual contract is material to the segment’s results, the following highlights provide a sampling of the value of this combined business. GDIT has significantly expanded its cloud footprint and now holds leading positions on two of the three pillars of the Pentagon’s enterprise cloud migration strategy: milCloud 2.0, which provides defense agencies and military commands secure on-government-premise hybrid cloud services, and Defense Enterprise Office Systems (DEOS), which secures and streamlines email and collaborative tools across the DoD enterprise.
We apply AI to expand the human capacity to make better decisions and implement smarter actions as we automate, secure and enhance our customer’s operations. For the Department of Veterans Affairs (VA), GDIT leverages managed services and AI to accelerate veteran benefits claims processing, develops applications and software to improve the veteran user experience, and provides on-demand 24/7/365 IT support to more than 500,000 VA personnel nationwide. In the federal civilian sector, GDIT supports some of the fastest supercomputers in the world, responsible for biomedical research, weather forecasting and climate modeling.
To adapt to a constantly evolving threat landscape, GDIT embeds cyber solutions into every aspect of digital modernization. More than 3,000 cyber professionals support cyber projects across 30 agencies in the federal government.
Mission Systems develops and manufactures combat-proven global positioning systems (GPS) for the U.S. Army. This includes capabilities to ensure reliable satellite connectivity in any location and a suite of Assured Position, Navigation and Timing capabilities, which provide military forces the ability
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to synchronize communications utilizing trusted data, even when GPS signals are degraded or denied. We are working with our Army customer to adapt elements of 5G technology to address battlefield realities such as jamming, spoofing, cyberattacks and lack of ground connectivity. We also provide similar capabilities to non-U.S. customers, including Canada and the United Kingdom.
On the platform side, we have a more than 60-year legacy of providing advanced fire-control systems for the Navy’s submarine programs. We are developing and integrating commercial off-the-shelf software and hardware upgrades to improve the tactical control capabilities for several submarine classes, including the Columbia and U.K. Dreadnought ballistic-missile submarines.
Revenue for the Technologies segment was 34% of our consolidated revenue in 2020 and 2019 and 36% in 2018. Revenue by major products and services was as follows:
Year Ended December 31202020192018
IT services$7,892 $8,422 $8,269 
C4ISR solutions4,756 4,937 4,726 
Total Technologies$12,648 $13,359 $12,995 

CUSTOMERS
In 2020, 69% of our consolidated revenue was from the U.S. government, 13% was from U.S. commercial customers, 9% was from non-U.S. commercial customers and the remaining 9% was from non-U.S. government customers.
U.S. GOVERNMENT
Our primary customer is the DoD. We also contract with other U.S. government customers, including the intelligence community and the Departments of Homeland Security and Health and Human Services. Our revenue from the U.S. government was as follows:
Year Ended December 31202020192018
DoD$20,840 $19,864 $17,674 
Non-DoD4,726 5,254 5,306 
Foreign Military Sales (FMS)*737 689 626 
Total U.S. government$26,303 $25,807 $23,606 
% of total revenue69 %66 %65 %
*In addition to our direct non-U.S. sales, we sell to non-U.S. governments through the FMS program. Under the FMS program, we contract with and are paid by the U.S. government, and the U.S. government assumes the risk of collection from the non-U.S. government customer.
Our U.S. government revenue is derived from fixed-price, cost-reimbursement and time-and-materials contracts. Our production contracts are primarily fixed-price. Under these contracts, we agree to perform a specific scope of work for a fixed amount. Contracts for research, engineering, repair and maintenance, and other services are typically cost-reimbursement or time-and-materials. Under cost-reimbursement contracts, the customer reimburses contract costs incurred and pays a fixed, incentive or award-based fee. These fees are determined by our ability to achieve targets set in the contract, such as cost, quality, schedule and performance. Under time-and-materials contracts, the customer pays a fixed hourly rate for direct labor and generally reimburses us for the cost of materials.
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Of our U.S. government revenue, fixed-price contracts accounted for 59% in 2020 and 2019 and 56% in 2018; cost-reimbursement contracts accounted for 35% in 2020 and 2019 and 38% in 2018; and time-and-materials contracts accounted for 6% in 2020, 2019 and 2018.
For information on the advantages and disadvantages of each of these contract types, see Note B to the Consolidated Financial Statements in Item 8.
U.S. COMMERCIAL
Our U.S. commercial revenue was $4.9 billion in 2020, $6 billion in 2019 and $4.8 billion in 2018, which represented 13%, 15% and 13% of our consolidated revenue in each of the respective years. The majority of this revenue was for business jet aircraft and related services where our customer base consists of individuals and public and privately held companies across a wide range of industries.
NON-U.S.
Our revenue from non-U.S. government and commercial customers was $6.7 billion in 2020, $7.6 billion in 2019 and $7.8 billion in 2018, which represented 18%, 19% and 22% of our consolidated revenue in each of the respective years.
We conduct business with customers around the world. Our non-U.S. defense subsidiaries maintain long-term relationships with their customers and have established themselves as principal regional suppliers and employers, providing a broad portfolio of products and services.
Our non-U.S. commercial revenue consists primarily of business jet aircraft exports and worldwide aircraft services. While the installed base of aircraft is concentrated in North America, orders from customers outside North America represent a significant portion of our aircraft business with approximately 60% of the Aerospace segment’s aircraft backlog on December 31, 2020.

COMPETITION
Several factors determine our ability to compete successfully in the defense and business-aviation markets. While customers’ evaluation criteria vary, the principal competitive elements include:
•the technical excellence, reliability, safety and cost competitiveness of our products and services;
•our ability to innovate and develop new products and technologies that improve mission performance and adapt to dynamic threats;
•successful program execution and on-time delivery of complex, integrated systems;
•our global footprint and accessibility to customers;
•the reputation and customer confidence derived from past performance; and
•the successful management of customer relationships.
DEFENSE MARKET COMPETITION
The U.S. government contracts with numerous domestic and non-U.S. companies for products and services. We compete against other contractors as well as smaller companies that specialize in a particular technology or capability. Outside the United States, we compete with global defense contractors’ exports and the offerings of private and state-owned defense manufacturers. Our Marine Systems segment has one primary competitor with which it also partners on the Virginia-class and Columbia-class submarine programs. Our Combat Systems segment competes with a large number of U.S. and non-U.S. businesses. Our Technologies segment competes with many companies, from large
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government contracting and commercial technology companies to small niche competitors with specialized technologies or expertise. The operating cycle of many of our major programs can result in sustained periods of program continuity when we perform successfully.
We are involved in teaming and subcontracting relationships with some of our competitors. Competitions for major defense and other government contracting programs often require companies to form teams to bring together a spectrum of capabilities to meet the customer’s requirements. Opportunities associated with these programs include roles as the program’s integrator, overseeing and coordinating the efforts of all participants on a team, or as a provider of a specific component or subsystem.
BUSINESS JET AIRCRAFT MARKET COMPETITION
The Aerospace segment has several competitors for each of its Gulfstream products. Key competitive factors include aircraft safety, reliability and performance; comfort and in-flight productivity; service quality, global footprint and responsiveness; technological and new-product innovation; and price. We believe that Gulfstream competes effectively in all of these areas.
The Aerospace segment competes worldwide in the business jet aircraft services market primarily on the basis of quality, price and timeliness. While competition for each type of service varies somewhat, the segment faces a number of competitors of varying sizes for each of its offerings.

INTELLECTUAL PROPERTY
We develop technology, manufacturing processes and systems-integration practices. In addition to owning a large portfolio of proprietary intellectual property, we license some intellectual property rights to and from others. The U.S. government holds licenses to many of our patents developed in the performance of U.S. government contracts, and it may use or authorize others to use the inventions covered by these patents. Although these intellectual property rights are important to the operation of our business, no existing patent, license or other intellectual property right is of such importance that its loss or termination would have a material impact on our business.

HUMAN CAPITAL MANAGEMENT
Our more than 100,000 employees are a community dedicated to our ethos of transparency, trust, honesty and alignment. Every day, these four values drive how we operate our business; govern how we interact with each other and our customers, partners, and suppliers; guide the way that we treat our workforce; and determine how we connect with our communities. Our commitment to ethical business practices is outlined in our Standards of Business Ethics and Conduct, commonly known as our Blue Book. Each employee is asked to acknowledge receipt, understanding of and compliance with our standards.
Due to the highly specialized nature of our business, we are required to hire and train skilled and qualified personnel to design and build the products and perform the services required by our customers. We recognize that our success as a company depends on our ability to attract, develop and retain our workforce. As such, we promote the health, welfare and safety of our employees. Part of our responsibility includes treating all employees with dignity and respect and providing them with fair, market-based, competitive and equitable compensation. We recognize and reward the performance of
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our employees in line with our pay-for-performance philosophy and provide a comprehensive suite of benefit options that enables our employees and their dependents to live healthy and productive lives.
Safety in our workplaces is paramount. Across our businesses, we take measures to prevent workplace hazards, encourage safe behaviors and enforce a culture of continuous improvement to ensure our processes help reduce incidents and illnesses and comply with governing health and safety laws. This was never more important than in 2020 given the challenges presented by the COVID-19 pandemic.
We are committed to promoting diversity of thought, experience, perspectives, backgrounds and capabilities to drive innovation and strengthen the solutions we deliver to our customers because we believe the results lead to a better outcome. We proudly support a culture of inclusion and encourage a work environment that respects diverse opinions, values individual skills and celebrates the unique experiences our employees bring. We are dedicated to equal employment opportunity that fosters and supports diversity in a principled, productive and inclusive work environment. We stand for basic universal human rights, including that employment must be voluntary. We track, measure and analyze our workforce trends to establish accountability for continuing to cultivate diverse and inclusive environments across our businesses and at every level of our company.
Our values motivate us to promote strong workplace practices with opportunities for development and training. Our training and development efforts focus on ensuring that the workforce is appropriately trained on critical job skills as well as leadership behaviors that are consistent with our ethos. We conduct rigorous succession planning exercises to ensure that key positions have the appropriate level of bench strength to provide for future key positions and leadership transitions. We listen to our workforce to assess areas of concern and levels of engagement.
2020 WORKFORCE STATISTICS
•Approximately 85% of our employees are based in the United States, of which roughly 70% are white, 30% are people of color and 20% are veterans of the U.S. armed forces. The remaining 15% of our workforce is based internationally in over 65 countries with the primary concentrations in North America and Europe.
•Our global workforce is approximately 77% male and 23% female with our senior leadership teams across the business represented by 75% males and 25% females. During 2020, the diversity profile of our workforce continued to improve across our businesses as we hired approximately 15,000 individuals of which 72% were male and 28% were female. For our 2020 U.S.-based hires, approximately 62% were white and 38% were people of color.

RAW MATERIALS AND SUPPLIERS
We depend on suppliers and subcontractors for raw materials, components and subsystems. Our U.S. government customer is a supplier on some of our programs. These supply networks can experience price fluctuations and capacity constraints, which can put pressure on our costs. Effective management and oversight of suppliers and subcontractors is an important element of our successful performance. We sometimes rely on only one or two sources of supply that, if disrupted, could impact our ability to meet our customer commitments. We attempt to mitigate risks with our suppliers by entering into long-term agreements and leveraging company-wide agreements to achieve economies of scale and by negotiating flexible pricing terms in our customer contracts. We have not experienced, and do not foresee,
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significant difficulties in obtaining the materials, components or supplies necessary for our business operations.

REGULATORY MATTERS
U.S. GOVERNMENT CONTRACTS
U.S. government contracts are subject to procurement laws and regulations. The Federal Acquisition Regulation (FAR) and the Cost Accounting Standards (CAS) govern the majority of our contracts. The FAR mandates uniform policies and procedures for U.S. government acquisitions and purchased services. Also, individual agencies can have acquisition regulations that provide implementing language for the FAR or that supplement the FAR. For example, the DoD implements the FAR through the Defense Federal Acquisition Regulation Supplement (DFARS). For all federal government entities, the FAR regulates the phases of any product or service acquisition, including:
•acquisition planning;
•competition requirements;
•contractor qualifications;
•protection of source selection and supplier information; and
•acquisition procedures.
In addition, the FAR addresses the allowability of our costs, while the CAS addresses the allocation of those costs to contracts. The FAR and CAS subject us to audits and other government reviews covering issues such as cost, performance, internal controls and accounting practices relating to our contracts.
NON-U.S. REGULATORY
Our non-U.S. operations are subject to the applicable government regulations and procurement policies and practices, as well as U.S. policies and regulations. We are also subject to regulations governing investments, exchange controls, repatriation of earnings and import-export control.
BUSINESS JET AIRCRAFT
The Aerospace segment is subject to Federal Aviation Administration (FAA) regulation in the United States and other similar aviation regulatory authorities internationally, including the Civil Aviation Administration of Israel (CAAI), the European Aviation Safety Agency (EASA) and the Civil Aviation Administration of China (CAAC). For an aircraft to be manufactured and sold, the model must receive a type certificate from the appropriate aviation authority, and each aircraft must receive a certificate of airworthiness. Aircraft outfitting and completions also require approval by the appropriate aviation authority, which is often accomplished through a supplemental type certificate. Aviation authorities can require changes to a specific aircraft or model type before granting approval. Maintenance facilities and charter operations must be licensed by aviation authorities as well.
ENVIRONMENTAL
We are subject to a variety of federal, state, local and foreign environmental laws and regulations. These laws and regulations cover the discharge, treatment, storage, disposal, investigation and remediation of materials, substances and wastes identified in the laws and regulations. We are directly or indirectly involved in environmental investigations or remediation at some of our current and former facilities and at third-party sites that we do not own but where we have been designated a potentially responsible party
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(PRP) by the U.S. Environmental Protection Agency or a state environmental agency. As a PRP, we are potentially liable to the government or third parties for the cost of remediating contamination. In cases where we have been designated a PRP, we generally seek to mitigate these environmental liabilities through available insurance coverage and by pursuing appropriate cost-recovery actions. In the unlikely event that we are required to fully fund the remediation of a site, the current statutory framework would allow us to pursue contributions from other PRPs. We regularly assess our compliance status and management of environmental matters.
Operating and maintenance costs associated with environmental compliance and management of contaminated sites are a normal, recurring part of our operations. Historically, these costs have not been material. Environmental costs are often recoverable under our contracts with the U.S. government. Based on information currently available and current U.S. government policies relating to cost recovery, we do not expect continued compliance with environmental regulations to have a material impact on our results of operations, financial condition or cash flows. For additional information relating to the impact of environmental matters, see Note O to the Consolidated Financial Statements in Item 8.

AVAILABLE INFORMATION
We file reports and other information with the Securities and Exchange Commission (SEC) pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as amended. These reports and information include an annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and proxy statements. Free copies of these items are made available on our website (www.gd.com) as soon as practicable. The SEC maintains a website (www.sec.gov) that contains reports, proxy and information statements, and other information.
In addition to the information contained in this Form 10-K, information about the company can be found on our website and our Investor Relations website (investorrelations.gd.com). Our Investor Relations website contains a significant amount of information about the company, including financial information, our corporate governance principles and practices, and other information for investors. We encourage investors to visit our website, as we frequently update and post new information about our company, and it is possible that this information could be deemed to be material information.
References to our website and the SEC’s website in this Form 10-K do not constitute, and should not be viewed as, incorporation by reference of the information contained on, or available through, the websites. The information should not be considered a part of this Form 10-K, unless otherwise expressly incorporated by reference.

ITEM 1A. RISK FACTORS
An investment in our common stock or debt securities is subject to risks and uncertainties. Investors should consider the following factors, in addition to the other information contained in this Annual Report on Form 10-K, before deciding whether to purchase our securities.
Investment risks can be market-wide as well as unique to a specific industry or company. The market risks faced by an investor in our stock are similar to the uncertainties faced by investors in a broad range of industries. There are some risks that apply more specifically to our business.
Our revenue is concentrated with the U.S. government. This customer relationship involves some specific risks. In addition, our sales to non-U.S. customers expose us to different financial and legal
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risks. Despite the varying nature of our government and commercial operations and the markets they serve, each segment shares some common risks, such as the ongoing development of high-technology products and the price, availability and quality of commodities and subsystems.
Risks Relating to Our Business and Industry
The U.S. government provides a significant portion of our revenue. In 2020, approximately 70% of our consolidated revenue was from the U.S. government. Levels of U.S. defense spending are driven by threats to national security. Competing demands for federal funds can pressure various areas of spending. Decreases in U.S. government defense and other spending or changes in spending allocation or priorities could result in one or more of our programs being reduced, delayed or terminated, which could impact our financial performance.
For additional information relating to U.S. budget matters, see the Business Environment section of Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7.
U.S. government contracts are not always fully funded at inception, and any funding is subject to disruption or delay. Our U.S. government revenue is funded by agency budgets that operate on an October-to-September fiscal year. Early each calendar year, the President of the United States presents to the Congress the budget for the upcoming fiscal year. This budget proposes funding levels for every federal agency and is the result of months of policy and program reviews throughout the executive branch. For the remainder of the year, the Appropriations and Authorization Committees of the Congress review the President’s budget proposals and establish the funding levels for the upcoming fiscal year. Once these levels are enacted into law, the Executive Office of the President administers the funds to the agencies.
There are two primary risks associated with the U.S. government budget cycle. First, the annual process may be delayed or disrupted. If the annual budget is not approved by the beginning of the government fiscal year, portions of the U.S. government can shut down or operate under a continuing resolution that maintains spending at prior-year levels, which can impact funding for our programs and timing of new awards. Second, the Congress typically appropriates funds on a fiscal-year basis, even though contract performance may extend over many years. Future revenue under existing multi-year contracts is conditioned on the continuing availability of congressional appropriations. Changes in appropriations in subsequent years may impact the funding available for these programs. Delays or changes in funding can impact the timing of available funds or lead to changes in program content.
Our U.S. government contracts are subject to termination rights by the customer. U.S. government contracts generally permit the government to terminate a contract, in whole or in part, for convenience. If a contract is terminated for convenience, a contractor usually is entitled to receive payments for its allowable costs incurred and the proportionate share of fees or earnings for the work performed. The government may also terminate a contract for default in the event of a breach by the contractor. If a contract is terminated for default, the government in most cases pays only for the work it has accepted. The termination of multiple or large programs could have a material adverse effect on our future revenue and earnings.
Government contractors operate in a highly regulated environment and are subject to audit by the U.S. government. Numerous U.S. government agencies routinely audit and review government contractors. These agencies review a contractor’s performance under its contracts and compliance with applicable laws, regulations and standards. The U.S. government also reviews the adequacy of, and compliance with, internal control systems and policies, including the contractor’s purchasing, property,
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estimating, material, earned value management and accounting systems. In some cases, audits may result in delayed payments or contractor costs not being reimbursed or subject to repayment. If an audit or investigation were to result in allegations against a contractor of improper or illegal activities, civil or criminal penalties and administrative sanctions could result, including termination of contracts, forfeiture of profits, suspension of payments, fines and suspension or prohibition from doing business with the U.S. government. In addition, reputational harm could result if allegations of impropriety were made. In some cases, audits may result in disputes with the respective government agency that can result in negotiated settlements, arbitration or litigation. Moreover, new laws, regulations or standards, or changes to existing ones, can increase our performance and compliance costs and reduce our profitability.
Our Aerospace segment is subject to changing customer demand for business aircraft. Thebusiness jet market is driven by the demand for business-aviation products and services by corporate, individual and government customers in the United States and around the world. The Aerospace segment’s results also depend on other factors, including general economic conditions, the availability of credit, pricing pressures and trends in capital goods markets. In addition, if customers default on existing contracts and the contracts are not replaced, the segment’s anticipated revenue and profitability could be reduced materially.
Earnings and margin depend on our ability to perform on our contracts. When agreeing to contractual terms, our management team makes assumptions and projections about future conditions and events. The accounting for our contracts and programs requires assumptions and estimates about these conditions and events. These projections and estimates assess:
•the productivity and availability of labor;
•the complexity of the work to be performed;
•the cost and availability of materials and components; and
•schedule requirements.
If there is a significant change in one or more of these circumstances, estimates or assumptions, or if the risks under our contracts are not managed adequately, the profitability of contracts could be adversely affected. This could affect earnings and margin materially.
Earnings and margin depend in part on subcontractor and supplier performance. We rely on other companies to provide materials, components and subsystems for our products. Subcontractors also perform some of the services that we provide to our customers. We depend on these subcontractors and suppliers to meet our contractual obligations in full compliance with customer requirements and applicable law. Misconduct by subcontractors, such as a failure to comply with procurement regulations or engaging in unauthorized activities, may harm our future revenue and earnings. We manage our supplier base carefully to avoid or minimize customer issues. We sometimes rely on only one or two sources of supply that, if disrupted, could have an adverse effect on our ability to meet our customer commitments. Our ability to perform our obligations may be materially adversely affected if one or more of these suppliers is unable to provide the agreed-upon materials, perform the agreed-upon services in a timely and cost-effective manner, or engages in misconduct or other improper activities.
Our future success depends in part on our ability to develop new products and technologies and maintain a qualified workforce to meet the needs of our customers. Many of the products and services we provide involve sophisticated technologies and engineering, with related complex manufacturing and system-integration processes. Our customers’ requirements change and evolve regularly. Accordingly, our future performance depends in part on our ability to continue to develop,
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manufacture and provide innovative products and services and bring those offerings to market quickly at cost-effective prices. Some new products, particularly in our Aerospace segment, must meet extensive and time-consuming regulatory requirements that are often outside our control and may result in unanticipated delays. Additionally, due to the highly specialized nature of our business, we must hire and retain the skilled and qualified personnel necessary to perform the services required by our customers. To the extent that the demand for skilled personnel exceeds supply, we could experience higher labor, recruiting or training costs in order to attract and retain such employees. If we were unable to develop new products that meet customers’ changing needs and satisfy regulatory requirements in a timely manner or successfully attract and retain qualified personnel, our future revenue and earnings may be materially adversely affected.
Risks Relating to Our International Operations
Sales and operations outside the United States are subject to different risks that may be associated with doing business in foreign countries. In some countries there is increased chance for economic, legal or political changes, and procurement procedures may be less robust or mature, which may complicate the contracting process. Our non-U.S. operations may be sensitive to and impacted by changes in a foreign government’s national policies and priorities, political leadership and budgets, which may be influenced by changes in threat environments, geopolitical uncertainties, volatility in economic conditions and other economic and political factors. Changes and developments in any of these matters or factors may occur suddenly and could impact funding for programs or delay purchasing decisions or customer payments. Non-U.S. transactions can involve increased financial and legal risks arising from foreign exchange rate variability and differing legal systems. Our non-U.S. operations are subject to U.S. and foreign laws and regulations, including laws and regulations relating to import-export controls, technology transfers, the Foreign Corrupt Practices Act (FCPA) and other anti-corruption laws, and the International Traffic in Arms Regulations (ITAR). An unfavorable event or trend in any one or more of these factors or a failure to comply with U.S. or foreign laws could result in administrative, civil or criminal liabilities, including suspension or debarment from government contracts or suspension of our export privileges, and could materially adversely affect revenue and earnings associated with our non-U.S. operations.
In addition, some non-U.S. government customers require contractors to enter into letters of credit, performance or surety bonds, bank guarantees and other similar financial arrangements. We may also be required to agree to specific in-country purchases, manufacturing agreements or financial support arrangements, known as offsets, that require us to satisfy investment or other requirements or face penalties. Offset requirements may extend over several years and could require us to team with local companies to fulfill these requirements. If we do not satisfy these financial or offset requirements, our future revenue and earnings may be materially adversely affected.
Risks Relating to Our Acquisitions and Similar Investment Activities
We have made and expect to continue to make investments, including acquisitions and joint ventures, that involve risks and uncertainties. When evaluating potential acquisitions and joint ventures, we make judgments regarding the value of business opportunities, technologies, and other assets and the risks and costs of potential liabilities based on information available to us at the time of the transaction. Whether we realize the anticipated benefits from these transactions depends on multiple factors, including our integration of the businesses involved; the performance of the underlying products, capabilities or technologies; market conditions following the acquisition; and acquired liabilities, including some that may not have been identified prior to the acquisition. These factors could materially adversely affect our financial results.
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Changes in business conditions may cause goodwill and other intangible assets to become impaired. Goodwill represents the purchase price paid in excess of the fair value of net tangible and intangible assets acquired in a business combination. Goodwill is not amortized and remains on our balance sheet indefinitely unless there is an impairment or a sale of a portion of the business. Goodwill is subject to an impairment test on an annual basis or when circumstances indicate that the likelihood of an impairment is greater than 50%. Such circumstances include a significant adverse change in the business climate for one of our reporting units or a decision to dispose of a reporting unit or a significant portion of a reporting unit. We face some uncertainty in our business environment due to a variety of challenges, including changes in government spending. We may experience unforeseen circumstances that adversely affect the value of our goodwill or intangible assets and trigger an evaluation of the amount of the recorded goodwill and intangible assets. Future write-offs of goodwill or other intangible assets as a result of an impairment in the business could materially adversely affect our results of operations and financial condition.
Other Business and Operational Risks
Our business could be negatively impacted by cybersecurity events and other disruptions. We face various cybersecurity threats, including threats to our IT infrastructure and attempts to gain access to our proprietary or classified information, denial-of-service attacks, as well as threats to the physical security of our facilities and employees, and threats from terrorist acts. We also design and manage IT systems and products that contain IT systems for various customers. We generally face the same security threats for these systems as for our own internal systems. In addition, we face cyber threats from entities that may seek to target us through our customers, suppliers, subcontractors and other third parties with whom we do business. Accordingly, we maintain information security staff, policies and procedures for managing risk to our information systems, and conduct employee training on cybersecurity to mitigate persistent and continuously evolving cybersecurity threats. However, there can be no assurance that any such actions will be sufficient to prevent cybersecurity breaches, disruptions, unauthorized release of sensitive information or corruption of data.
We have experienced cybersecurity threats such as viruses and attacks targeting our IT systems. Such prior events have not had a material impact on our financial condition, results of operations or liquidity. However, future threats could, among other things, cause harm to our business and our reputation; disrupt our operations; expose us to potential liability, regulatory actions and loss of business; challenge our eligibility for future work on sensitive or classified systems for government customers; and impact our results of operations materially. Due to the evolving nature of these security threats, the potential impact of any future incident cannot be predicted. Our insurance coverage may not be adequate to cover all the costs related to cybersecurity attacks or disruptions resulting from such events.
Our business may continue to be negatively impacted by the Coronavirus (COVID-19) pandemic or other similar outbreaks. The COVID-19 pandemic has had, and could continue to have, a negative effect on our business, results of operations and financial condition. Effects include disruptions or restrictions on our employees’ ability to work effectively, as well as temporary closures of our facilities or the facilities of our customers or suppliers, which can affect our ability to perform on our contracts. Resulting cost increases may not be fully recoverable on our contracts or adequately covered by insurance, which could impact our profitability. In addition, the COVID-19 pandemic has resulted in a widespread health crisis that is adversely affecting the economies and financial markets of many countries, which could result in a prolonged economic downturn that may negatively affect demand for our products and services. The imposition of quarantine and travel restrictions has affected and may
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continue to negatively affect portions of our business, particularly our Aerospace and Technologies segments. The extent to which COVID-19 continues to impact our business, results of operations and financial condition is highly uncertain and will depend on future developments. Such developments may include the geographic spread and duration of the virus, the severity of the disease and the actions that may be taken by various governmental authorities and other third parties in response to the pandemic. Other outbreaks of contagious diseases or other adverse public health developments in countries where we operate or our customers are located could similarly affect our business in the future.

FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K contains forward-looking statements that are based on management’s expectations, estimates, projections and assumptions. Words such as “expects,” “anticipates,” “plans,” “believes,” “scheduled,” “outlook,” “estimates,” “should” and variations of these words and similar expressions are intended to identify forward-looking statements. Examples include projections of revenue, earnings, operating margin, segment performance, cash flows, contract awards, aircraft production, deliveries and backlog. In making these statements, we rely on assumptions and analyses based on our experience and perception of historical trends, current conditions and expected future developments as well as other factors we consider appropriate under the circumstances. We believe our estimates and judgments are reasonable based on information available to us at the time. Forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. These statements are not guarantees of future performance and involve risks and uncertainties that are difficult to predict. Therefore, actual future results and trends may differ materially from what is forecast in forward-looking statements due to a variety of factors, including, without limitation, the risk factors discussed in this Form 10-K.
All forward-looking statements speak only as of the date of this report or, in the case of any document incorporated by reference, the date of that document. All subsequent written and oral forward-looking statements attributable to General Dynamics or any person acting on our behalf are qualified by the cautionary statements in this section. We do not undertake any obligation to update or publicly release any revisions to forward-looking statements to reflect events, circumstances or changes in expectations after the date of this report. These factors may be revised or supplemented in subsequent reports on SEC Forms 10-Q and 8-K.

ITEM 1B. UNRESOLVED STAFF COMMENTS
None.

ITEM 2. PROPERTIES
We operate in a number of offices, manufacturing plants, laboratories, warehouses and other facilities in the United States and abroad. We believe our facilities are adequate for our present needs and, given planned improvements and construction, expect them to remain adequate for the foreseeable future.
On December 31, 2020, our segments had material operations at the following locations:
•Aerospace – Van Nuys, California; West Palm Beach, Florida; Brunswick and Savannah, Georgia; Cahokia, Illinois; Westfield, Massachusetts; Teterboro, New Jersey; New York, New York; Tulsa,
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Oklahoma; Dallas, Texas; Dulles, Virginia; Appleton, Wisconsin; Sydney, Australia; Beijing and Shanghai, China; Mexicali, Mexico; Singapore; Basel, Switzerland; Farnborough, United Kingdom.
•Marine Systems – San Diego, California; Groton and New London, Connecticut; Jacksonville, Florida; Honolulu, Hawaii; Bath and Brunswick, Maine; Middletown and North Kingstown, Rhode Island; Norfolk and Portsmouth, Virginia; Bremerton, Washington; Mexicali, Mexico.
•Combat Systems – Anniston, Alabama; East Camden, Arkansas; Healdsburg, California; Crawfordsville, St. Petersburg and Tallahassee, Florida; Marion, Illinois; Saco, Maine; Sterling Heights, Michigan; Lima, Ohio; Eynon and Scranton, Pennsylvania; Garland, Texas; Joint Base Lewis-McChord, Washington; Vienna, Austria; La Gardeur, London and Valleyfield, Canada; Kaiserslautern, Germany; Madrid, Sevilla and Trubia, Spain; Kreuzlingen and Tägerwilen, Switzerland; Merthyr Tydfil, United Kingdom.
•Technologies – Daleville, Alabama; Scottsdale, Arizona; Orlando, Florida; Bossier City, Louisiana; Annapolis Junction, Maryland; Dedham, Pittsfield and Taunton, Massachusetts; Bloomington, Minnesota; Rensselaer, New York; Greensboro, North Carolina; Chesapeake and Marion, Virginia; multiple locations in Northern Virginia; Ottawa, Canada; Oakdale and St. Leonards, United Kingdom.
A summary of floor space by segment on December 31, 2020, follows:
(Square feet in millions)Company-owned
Facilities		Leased
Facilities		Government-owned
Facilities		Total
Aerospace6.6 8.9 0.5 16.0 
Marine Systems8.3 4.3 — 12.6 
Combat Systems6.5 4.6 5.2 16.3 
Technologies3.1 7.8 0.9 11.8 
Total square feet24.5 25.6 6.6 56.7 

ITEM 3. LEGAL PROCEEDINGS
For information relating to legal proceedings, see Note O to the Consolidated Financial Statements in Item 8.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
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INFORMATION ABOUT OUR EXECUTIVE OFFICERS
All of our executive officers are appointed annually. None of our executive officers were selected pursuant to any arrangement or understanding between the officer and any other person. The name, age, offices and positions of our executives held for at least the past five years as of February 9, 2021, were as follows (references are to positions with General Dynamics Corporation, unless otherwise noted):
Name, Position and OfficeAge
Jason W. Aiken - Senior Vice President and Chief Financial Officer since January 2014; Vice President of the company and Chief Financial Officer of Gulfstream Aerospace Corporation, September 2011 - December 2013; Vice President and Controller, April 2010 - August 2011; Staff Vice President, Accounting, July 2006 - March 201048
Christopher J. Brady - Vice President of the company and President of General Dynamics Mission Systems since January 2019; Vice President, Engineering of General Dynamics Mission Systems, January 2015 - December 2018; Vice President, Engineering of General Dynamics C4 Systems, May 2013 - December 2014; Vice President, Assured Communications Systems of General Dynamics C4 Systems, August 2004 - May 201358
Mark L. Burns - Vice President of the company and President of Gulfstream Aerospace Corporation since July 2015; Vice President of the company since February 2014; President, Product Support of Gulfstream Aerospace Corporation, June 2008 - June 201561
Danny Deep - Vice President of the company and President of General Dynamics Land Systems since April 2020; Chief Operating Officer of General Dynamics Land Systems, September 2018 - April 2020; Vice President of General Dynamics Land Systems – Canada, January 2011 - September 201851
Gregory S. Gallopoulos - Senior Vice President, General Counsel and Secretary since January 2010; Vice President and Deputy General Counsel, July 2008 - January 2010; Managing Partner of Jenner & Block LLP, January 2005 - June 200861
M. Amy Gilliland - Senior Vice President of the company since April 2015; President of General Dynamics Information Technology since September 2017; Deputy for Operations of General Dynamics Information Technology, April 2017 - September 2017; Senior Vice President, Human Resources and Administration, April 2015 - March 2017; Vice President, Human Resources, February 2014 - March 2015; Staff Vice President, Strategic Planning, January 2013 - February 2014; Staff Vice President, Investor Relations, June 2008 - January 201346
Kevin M. Graney - Vice President of the company and President of Electric Boat Corporation since October 2019; Vice President of the company and President of NASSCO, January 2017 - October 2019; Vice President and General Manager of NASSCO, November 2013 - January 201756
Kimberly A. Kuryea - Senior Vice President, Human Resources and Administration since April 2017; Vice President and Controller, September 2011 - March 2017; Chief Financial Officer of General Dynamics Advanced Information Systems, November 2007 - August 2011; Staff Vice President, Internal Audit, March 2004 - October 200753
Christopher Marzilli - Executive Vice President, Technologies since December 2020; Executive Vice President, Information Technology and Mission Systems, January 2019 - December 2020; Vice President of the company and President of General Dynamics Mission Systems, January 2015 - December 2018; Vice President of the company and President of General Dynamics C4 Systems, January 2006 - December 2014; Senior Vice President and Deputy General Manager of General Dynamics C4 Systems, November 2003 - January 200661
William A. Moss - Vice President and Controller since April 2017; Staff Vice President, Internal Audit, May 2015 - March 2017; Staff Vice President, Accounting, August 2010 - May 201557
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Phebe N. Novakovic - Chairman and Chief Executive Officer since January 2013; President and Chief Operating Officer, May 2012 - December 2012; Executive Vice President, Marine Systems, May 2010 - May 2012; Senior Vice President, Planning and Development, July 2005 - May 2010; Vice President, Strategic Planning, October 2002 - July 200563
Mark C. Roualet - Executive Vice President, Combat Systems, since March 2013; Vice President of the company and President of General Dynamics Land Systems, October 2008 - March 2013; Senior Vice President and Chief Operating Officer of General Dynamics Land Systems, July 2007 - October 200862
Robert E. Smith - Executive Vice President, Marine Systems, since July 2019; Vice President of the company and President of Jet Aviation, January 2014 - July 2019; Vice President and Chief Financial Officer of Jet Aviation, July 2012 - January 201453

PART II
ITEM 5. MARKET FOR THE COMPANY’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
Our common stock is listed on the New York Stock Exchange under the trading symbol “GD.”
On January 31, 2021, there were approximately 10,000 holders of record of our common stock.
For information regarding securities authorized for issuance under our equity compensation plans, see Note Q to the Consolidated Financial Statements contained in Item 8.
We did not make any unregistered sales of equity securities in 2020.
The following table provides information about our fourth-quarter purchases of equity securities that are registered pursuant to Section 12 of the Securities Exchange Act of 1934, as amended:
Total Number of Shares Purchased as Part of Publicly Announced ProgramMaximum Number of Shares That May Yet Be Purchased Under the Program
PeriodTotal Number of SharesAverage Price per Share
Shares Purchased Pursuant to Share Buyback Program
9/28/20-10/25/20— $— — 13,022,968 
10/26/20-11/22/20450,000 141.31 450,000 12,572,968 
11/23/20-12/31/20250,000 148.27 250,000 12,322,968 
Shares Delivered or Withheld Pursuant to Restricted Stock Vesting*
9/28/20-10/25/20— — 
10/26/20-11/22/201,018 134.55 
11/23/20-12/31/2090 151.38 
701,108 $143.79 
*Represents shares withheld by, or delivered to, us pursuant to provisions in agreements with recipients of restricted stock granted under our equity compensation plans that allow us to withhold, or the recipient to deliver to us, the number of shares with a fair value equal to the statutory tax withholding due upon vesting of the restricted shares.
On March 4, 2020, the board of directors authorized management to repurchase up to 10 million additional shares of the company’s outstanding common stock on the open market. On December 31, 2020, 12.3 million shares remained authorized by our board of directors for repurchase.
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For additional information relating to our purchases of common stock during the past three years, see Note M to the Consolidated Financial Statements in Item 8.
The following performance graph compares the cumulative total return to shareholders on our common stock, assuming reinvestment of dividends, with similar returns for the Standard & Poor’s® 500 Index and the Standard & Poor’s® Aerospace & Defense Index, both of which include General Dynamics.
Cumulative Total Return
Based on Investments of $100 Beginning December 31, 2015
(Assumes Reinvestment of Dividends)
gd-20201231_g6.jpg
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ITEM 6. SELECTED FINANCIAL DATA
The following table presents selected historical financial data derived from the Consolidated Financial Statements and other company information for each of the five years presented. This information should be read in conjunction with Management’s Discussion and Analysis of Financial Condition and Results of Operations in Item 7 and the Consolidated Financial Statements and the Notes thereto in Item 8.
(Dollars and shares in millions, except per-share and employee amounts)20202019201820172016
Summary of Operations
Revenue$37,925 $39,350 $36,193 $30,973 $30,561 
Operating earnings4,133 4,570 4,394 4,168 3,725 
Operating margin10.9 %11.6 %12.1 %13.5 %12.2 %
Interest, net(477)(460)(356)(103)(91)
Provision for income tax, net(571)(718)(727)(1,100)(977)
Earnings from continuing operations3,167 3,484 3,358 2,977 2,679 
Return on sales (a)8.4 %8.9 %9.3 %9.6 %8.8 %
Discontinued operations, net of tax— — (13)— (107)
Net earnings3,167 3,484 3,345 2,977 2,572 
Diluted earnings per share:
Continuing operations11.00 11.98 11.22 9.77 8.64 
Net earnings11.00 11.98 11.18 9.77 8.29 
Cash Flows
Net cash provided by operating activities$3,858 $2,981 $3,148 $3,876 $2,163 
Net cash used by investing activities(974)(994)(10,234)(788)(391)
Net cash (used) provided by financing activities(903)(1,997)5,086 (2,399)(2,169)
Net cash used by discontinued operations(59)(51)(20)(40)(54)
Cash dividends declared per common share4.40 4.08 3.72 3.36 3.04 
Financial Position
Cash and equivalents$2,824 $902 $963 $2,983 $2,334 
Total assets51,308 49,349 45,887 35,469 33,380 
Short- and long-term debt12,998 11,930 12,417 3,982 3,888 
Shareholders’ equity15,661 13,978 12,110 11,801 10,509 
Debt-to-equity (b)83.0 %85.3 %102.5 %33.7 %37.0 %
Debt-to-capital (c)45.4 %46.0 %50.6 %25.2 %27.0 %
Book value per share (d)54.67 48.26 41.95 39.75 34.75 
Other Information
Free cash flow from operations (e)$2,891 $1,994 $2,458 $3,448 $1,771 
Return on equity (f)21.8 %26.4 %27.3 %26.5 %25.1 %
Return on invested capital (e)11.8 %14.0 %15.4 %16.8 %16.3 %
Funded backlog58,783 57,530 55,826 52,031 51,783 
Total backlog89,489 86,945 67,871 63,175 62,206 
Shares outstanding286.5 289.6 288.7 296.9 302.4 
Weighted average shares outstanding:
Basic286.9 288.3 295.3 299.2 304.7 
Diluted287.9 290.8 299.2 304.6 310.4 
Employees100,700 102,900 105,600 98,600 98,800 
Note: Prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of this change in accounting principle, see Note T to the Consolidated Financial Statements in Item 8.
(a)Return on sales is calculated as earnings from continuing operations divided by revenue.
(b)Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.
(c)Debt-to-capital ratio is calculated as total debt divided by the sum of total debt plus total equity as of year end.
(d)Book value per share is calculated as total equity divided by total outstanding shares as of year end.
(e)See Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations, for a reconciliation of net cash provided by operating activities to free cash flow from operations and the calculation of return on invested capital (ROIC), both of which are non-GAAP management metrics.
(f)Return on equity is calculated by dividing earnings from continuing operations by our average equity during the year.
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ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
(Dollars in millions, except per-share amounts or unless otherwise noted)
For an overview of our operating segments, including a discussion of our major products and services and the reorganization of our Information Technology and Mission Systems operating segments into a single Technologies segment, see the Business discussion contained in Item 1. Prior-period segment information has been restated for the reorganization.
A discussion of our financial condition and results of operations for 2020 compared with 2019 is presented below and should be read in conjunction with our Consolidated Financial Statements included in Item 8, while a discussion of 2019 compared with 2018 can be found in Item 7 of our Annual Report on Form 10-K for the year ended December 31, 2019. The Technologies segment’s results of operations for 2019 compared with 2018 can be obtained from the discussions of the former Information Technology and Mission Systems operating segments.

BUSINESS ENVIRONMENT
GLOBAL PANDEMIC
The Coronavirus (COVID-19) pandemic has caused significant disruptions to national and global economies and government activities. Our businesses have been designated as critical infrastructure by the U.S. government and many non-U.S. governments and, as such, are required to stay open. During this time, we have continued to conduct our operations to the fullest extent possible, while responding to the pandemic with actions that include:
•implementing measures to protect the health and safety of our employees.
•modifying employee work locations and schedules where possible and permitted under our contracts.
•coordinating closely with our suppliers and customers.
•managing our cost structure in the context of current business activity.
•instituting various aspects of our business continuity programs.
•planning for and working aggressively to mitigate disruptions that may occur.
•supporting our communities and the U.S. government in addressing the challenges of the pandemic, such as the production of medical supplies and donation of personal protective equipment.
While we expect this situation to be temporary, any longer-term impact to our business is currently unknown due to the uncertainty around the pandemic’s duration and its broader impact. See the Risk Factors in Item 1A, regarding the COVID-19 pandemic, as well as additional risks facing our business, which may be affected by the COVID-19 pandemic.
The United States and some other governments have taken steps to respond to the pandemic and to support economic activity and liquidity in the capital markets. In the United States, the adoption of the Coronavirus Aid, Relief, and Economic Security Act (the CARES Act) provides various forms of relief. The CARES Act includes provisions that allow agencies to reimburse contractors for payments to covered workers who are prevented from working due to COVID-19 facility closures or other restrictions; however, such reimbursement is subject to the availability of funds. These provisions of the CARES Act have been extended through March 31, 2021. The CARES Act also allows for loans to companies. To date, we have not sought or accepted CARES Act loans. In addition, the U.S. Department of Defense (DoD) increased progress payment rates and reduced retention rates on certain contracts to
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provide liquidity to federal contractors and their suppliers. We in turn advanced payments across our supplier base to help maintain the health and liquidity of our supply chain. Outside of the United States, other governments have established various government workforce programs, which can support business continuity for our foreign operations. We continue to assess the benefits and limitations of the actions taken by the United States and other governments. See Note A to the Consolidated Financial Statements in Item 8 for additional information about our use of estimates and other uncertainties.
Our U.S. government business experienced some disruption from the COVID-19 pandemic, including reduced activities due to select customer site closures and limited access to some customer sites, travel restrictions, slowdowns in the provision of materials from suppliers, and lower man-hours at some manufacturing sites. Internationally, while government actions shut down some of our facilities in the second quarter, our defense business has largely returned to normal operations. Within our Aerospace segment, pandemic-related travel limitations resulted in lower demand for aircraft services due to reduced flight activity, and disrupted the aircraft sales process by limiting our ability to arrange demonstration flights and coordinate in-person access to customers. To de-risk elements of the supply chain and better align production with demand, we have reduced our aircraft production rate until such time that the marketplace supports future increases. Accordingly, we have adjusted staffing levels and taken other cost control measures. The Review of 2017 vs. 2016Operating Segments includes additional information on the full-year results for each of our segments.
We expect COVID-19 to continue to negatively impact our businesses, particularly Aerospace, until the large economies of the world recover from the effects of the pandemic. As air travel resumes, we expect aircraft services volume to increase, but we could see some future aircraft deliveries delayed to the extent customers have difficulty traveling to take possession of their aircraft. In addition, should the global economy experience a significant extended downturn from the pandemic, demand for our aerospace products and services would likely be impacted. We believe the support by the DoD, and the U.S. government generally, of the defense industrial base has helped and will continue to help mitigate the effects of disruptions on our U.S. defense business. Our non-U.S. defense business will be impacted to varying degrees based on the response of the countries in which they operate. We will continue to assess further potential consequences to our employees, business, supply chain and customers, and take actions to mitigate adverse outcomes.
We took actions in 2020 to strengthen our liquidity and financial condition. In March 2020, we issued $4 billion of fixed-rate notes to repay $2.5 billion of fixed- and floating-rate notes that matured in May 2020 and for general corporate purposes, including the repayment of a portion of our borrowings under our commercial paper program. In addition to this long-term borrowing, we renewed our access to $5 billion of credit facilities. While part of our pre-COVID-19 planning, this liquidity preserves our financial flexibility during the pandemic. We believe that our cash flows from operations and borrowing capacity are sufficient to support our short- and long-term liquidity needs.

OUR MARKETS
With approximately 70% of our revenue from the U.S. government, government spending levels — particularly defense spending — influence our financial performance. On December 27, 2020, the fiscal year (FY) 2021 defense appropriations bill was signed into law. It totaled $696 billion, a modest increase over FY 2020, and included $627 billion in the base budget in compliance with the previously established spending caps and $69 billion for overseas contingency operations.
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Year Ended December 312017 2016 Variance
Revenue$8,129
 $7,815
 $314
 4.0 %
Operating earnings1,593
 1,407
 186
 13.2 %
Operating margin19.6% 18.0%    
Gulfstream aircraft deliveries (in units)120
 121
 (1)
 (0.8)%

The increaselong-term outlook for our U.S. defense business is influenced by the U.S. military’s funding priorities, the diversity of our programs and customers, our insight into customer requirements stemming from our incumbency on core programs, our ability to evolve our products to address a fast-changing threat environment and our proven track record of successful contract execution.
International demand for military equipment and technologies presents opportunities for our non-U.S. operations and exports from our North American businesses. While the revenue potential can be significant, there are risks to doing business in foreign countries, including changing budget priorities and overall spending pressures unique to each country.
In our Aerospace segment, we expect our investment in the development of new aircraft products and technologies to support the segment’s long-term growth. Similarly, we believe the aircraft services business will be a source of steady revenue growth as the global business jet fleet continues to grow and the impact of the pandemic subsides.

RESULTS OF OPERATIONS
INTRODUCTION
An understanding of our accounting practices is necessary in the evaluation of our financial statements and operating results. The following paragraphs explain how we recognize revenue and operating costs in our operating segments and the terminology we use to describe our operating results.
In the Aerospace segment, we record revenue on contracts for new aircraft when the customer obtains control of the asset, which is generally upon delivery and acceptance by the customer of the fully outfitted aircraft. Revenue associated with the segment’s custom completions of narrow-body and wide-body aircraft and the segment’s services businesses is recognized as work progresses or upon delivery of services. Fluctuations in revenue from period to period result from the number and mix of new aircraft deliveries, progress on aircraft completions, and the level and type of aircraft services performed during the period.
The majority of the Aerospace segment’s operating costs relates to new aircraft production on firm orders and consists of labor, material, subcontractor and overhead costs. The costs are accumulated in production lots, recorded in inventory and recognized as operating costs at aircraft delivery based on the estimated average unit cost in a production lot. While changes in the estimated average unit cost for a production lot impact the level of operating costs, the amount of operating costs reported in a given period is based largely on the number and type of aircraft delivered. Operating costs in the Aerospace group’ssegment’s completions and services businesses are recognized generally as incurred.
For new aircraft, operating earnings and margin are a function of the prices of our aircraft, our operational efficiency in manufacturing and outfitting the aircraft, and the mix of ultra-large-cabin, large-cabin and mid-cabin aircraft deliveries. Aircraft mix can also refer to the stage of program maturity for our aircraft models. A new aircraft model typically has lower margins in its initial production lots, and then margins generally increase as we realize efficiencies in the production process. Additional factors affecting the segment’s earnings and margin include the volume, mix and profitability of completions and services work performed, the volume of and market for pre-owned aircraft, and the level of general and administrative (G&A) and net research and development (R&D) costs incurred by the segment.
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In the defense segments, revenue on long-term government contracts is recognized generally over time as the work progresses, either as products are produced or as services are rendered. Typically, revenue is recognized over time using costs incurred to date relative to total estimated costs at completion to measure progress toward satisfying our performance obligations. Incurred cost represents work performed, which corresponds with, and thereby best depicts, the transfer of control to the customer. Contract costs include labor, material, overhead and, when appropriate, G&A expenses. Variances in costs recognized from period to period reflect primarily increases and decreases in production or activity levels on individual contracts. Because costs are used as a measure of progress, year-over-year variances in cost result in corresponding variances in revenue, which we generally refer to as volume.
Operating earnings and margin in the defense segments are driven by changes in volume, performance or contract mix. Performance refers to changes in profitability based on adjustments to estimates at completion on individual contracts. These adjustments result from increases or decreases to the estimated value of the contract, the estimated costs to complete the contract or both. Therefore, changes in costs incurred in the period compared with prior periods do not necessarily impact profitability. It is only when total estimated costs at completion on a given contract change without a corresponding change in the contract value (or vice versa) that the profitability of that contract may be impacted. Contract mix refers to changes in the volume of higher- versus lower-margin work. Higher or lower margins can result from a number of factors, including contract type (e.g., fixed-price/cost-reimbursable) and type of work (e.g., development/production). Contract mix can also refer to the stage of program maturity for our long-term production contracts. New long-term production contracts typically have lower margins initially, and then margins generally increase as we achieve learning curve improvements or realize other cost reductions.
In the discussion that follows, prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020 as discussed in Note T to the Consolidated Financial Statements in Item 8.

CONSOLIDATED OVERVIEW
2020 IN REVIEW
•Outstanding operating performance in the face of a challenging business environment:
◦Revenue of $37.9 billion with sequential growth throughout the year.
◦Cash from operating activities of $3.9 billion, or 122% percent of net earnings.
•Record-high backlog of $89.5 billion increased $2.5 billion, or 2.9%, from 2019, supporting our long-term growth expectations:
◦Several significant contract awards received in 2020 in our defense segments, including $9.5 billion from the U.S. Navy for the construction of the first two Columbia-class submarines.
Year Ended December 3120202019Variance
Revenue$37,925 $39,350 $(1,425)(3.6)%
Operating costs and expenses(33,792)(34,780)988 (2.8)%
Operating earnings4,133 4,570 (437)(9.6)%
Operating margin10.9 %11.6 %
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Our consolidated revenue decreased in 2020 due to fewer aircraft deliveries and lower aircraft service activity in our Aerospace segment. Also in 2020, revenue was impacted by lower information technology (IT) services volume in our Technologies segment. These decreases were driven by the impact of the COVID-19 pandemic. Higher volume on the Virginia-class and Columbia-class submarine programs in our Marine Systems segment helped offset some of these decreases. The combined revenue in 2017our defense businesses was up approximately $300 compared with 2019.
Operating margin decreased in 2020 due primarily to reduced aircraft deliveries and related restructuring charges in our Aerospace segment. Operating margin was also negatively impacted by COVID-related disruptions in our Technologies segment, including a loss on a contract with a non-U.S. customer and non-fee bearing cost reimbursements by the U.S. government authorized under Section 3610 of the CARES Act.

REVIEW OF OPERATING SEGMENTS
Following is a discussion of operating results and outlook for each of our operating segments. For the Aerospace segment, results are analyzed by specific types of products and services, consistent with how the segment is managed. For the defense segments, the discussion is based on markets and the lines of products and services offered with a supplemental discussion of specific contracts and programs when significant to the results. Additional information regarding our segments can be found in Note S to the Consolidated Financial Statements in Item 8.
AEROSPACE
Year Ended December 3120202019Variance
Revenue$8,075 $9,801 $(1,726)(17.6)%
Operating earnings1,083 1,532 (449)(29.3)%
Operating margin13.4 %15.6 %
Gulfstream aircraft deliveries (in units)127 147 (20)(13.6)%
Operating Results
The change in the Aerospace segment’s revenue in 2020 consisted of the following:
Aircraft manufacturing$(1,426)
Aircraft services and completions(300)
Total decrease$(1,726)
Aircraft manufacturing, outfitting and completions$246
Aircraft services118
Pre-owned aircraft(50)
Total increase$314
AircraftIn 2020, quarantine and travel restrictions resulting from the COVID-19 pandemic had a significant impact on the segment’s results. In an effort to de-risk elements of the supply chain and better align production with demand, in April we reduced our aircraft production and delivery rates for the year. As a result, aircraft manufacturing outfitting and completions revenue increaseddecreased in 2020 due primarily to additionalfewer deliveries of the ultra-large-cabin G650 aircraft, offset partially by additional deliveries of the large-cabin G600 and mid-cabin G280G500 aircraft. This growth was offset in part by a decrease in the number of G450 and G550 large-cabin aircraft deliveries as we transition from the production of these modelsIn addition, decreased flight activity due to the new G500 and G600, which are scheduled to enter into servicepandemic resulted in 2018. We also had three fewer pre-owned aircraft sales in 2017 compared with 2016 (five versus eight). Aircraft services revenue increased, driven by higherlower demand for maintenance work and the small acquisition of areduced volume at our fixed-base operationoperator (FBO) facilities in 2017.2020.
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The increasechange in the group’ssegment’s operating earnings in 20172020 consisted of the following:
Aircraft manufacturing, outfitting and completions$238
Aircraft services8
Pre-owned aircraft11
G&A/other expenses(71)
Total increase$186
Aircraft manufacturing$(590)
Aircraft services and completions(39)
Restructuring charges(59)
G&A/other expenses239 
Total decrease$(449)
Aircraft manufacturing outfittingoperating earnings were down in 2020 due to reduced aircraft production and delivery rates and a somewhat less favorable mix in aircraft deliveries. In 2020, operating earnings were also down in aircraft services and completions earnings were up due to favorable cost performance and mix of ultra-large- and large-cabin aircraft deliveries.lower volume. Full-year results were negatively impacted by restructuring actions taken to adjust the workforce size to the revised 2020 production levels. These decreases were offset partially by lower net G&A/other expenses, were higher in 2017 due primarily to increasedincluding reduced R&D expenses. Overall, R&D expenses associated with ongoing product-development efforts as the group progresseshave been trending downward with the certificationcompletion of the G500 and G600. Overall,G600 test programs. In total, the Aerospace group’ssegment’s operating margin decreased 220 basis points to 13.4%.
The Aerospace segment’s operating results progressively improved during 2020 following the initial disruption from the pandemic in the second quarter. Fourth quarter revenue grew 23% over third quarter and operating earnings grew 42% on increased deliveries of all large-cabin models, as well as increased aircraft services activity. As a result, the segment’s operating margin increased 160220 basis points to 19.6%.in the fourth quarter compared with the third quarter and exceeded the fourth quarter of 2019.
Review of 2016 vs. 2015
Year Ended December 312016 2015 Variance
Revenue$7,815
 $9,177
 $(1,362) (14.8)%
Operating earnings1,407
 1,807
 (400) (22.1)%
Operating margin18.0% 19.7%    
Gulfstream aircraft deliveries (in units)121
 152
 (31)
 (20.4)%


The Aerospace group’s revenue and operating earnings decreased in 2016 due primarily to fewer G550 and G450 large-cabin and G280 mid-cabin aircraft deliveries. Operating earnings also decreased in 2016 due to a supplier settlement received in 2015 associated with aircraft component design and delivery delays. Partially offsetting these decreases, the group’s aircraft services revenue and operating earnings increased driven by higher demand for maintenance work and the acquisition of an aircraft management and charter services provider in 2016. Aircraft services operating earnings were particularly strong in 2016 due to a favorable mix of work and labor efficiencies. Additionally, the group’s 2016 operating earnings were impacted favorably by lower G&A/other expenses as a result of cost savings initiatives. Overall, the Aerospace group’s operating margin decreased 170 basis points to 18%.
20182021 Outlook
We expect the Aerospace group’s 2018segment’s 2021 revenue to increase between 2 and 3% from 2017.be around $8 billion. Operating margin is expected to be 18%approximately 12.5%, down slightly from 20172020 as a result of mix shiftfewer anticipated aircraft deliveries as the group transitionssegment completed production of the G550 aircraft, offset by higher anticipated aircraft services volume that carries lower margins.
MARINE SYSTEMS
Year Ended December 3120202019Variance
Revenue$9,979 $9,183 $796 8.7 %
Operating earnings854 785 69 8.8 %
Operating margin8.6 %8.5 %  
Operating Results
The increase in the Marine Systems segment’s revenue in 2020 consisted of the following:
U.S. Navy ship construction$668 
U.S. Navy ship engineering, repair and other services176 
Commercial ship construction(48)
Total increase$796 
Revenue from U.S. Navy ship construction and engineering work was up in 2020 due to increased volume on the Columbia-class submarine program. Revenue from U.S. Navy ship construction also increased due to higher volume on the Virginia-class submarine and Expeditionary Sea Base (ESB) auxiliary support ship programs. This revenue growth was achieved as management worked to protect
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employees and support the supply chain to keep these critical programs on track during the pandemic. The Marine Systems segment’s operating margin increased 10 basis points in 2020 despite the impact of the pandemic and a workforce strike at our Bath Iron Works shipyard.
2021 Outlook
We expect the Marine Systems segment’s 2021 revenue to be approximately $10.3 billion. Operating margin is expected to be approximately 8.3%, down from 2020 due to increased work on the first two Columbia-class submarines, which carry a lower margin consistent with lead boats in a new G500 and G600 aircraft as well as higher pre-owned aircraft sales.class.
COMBAT SYSTEMS
Review of 2017 vs. 2016
Year Ended December 3120202019Variance
Revenue$7,223 $7,007 $216 3.1 %
Operating earnings1,041 996 45 4.5 %
Operating margin14.4 %14.2 %
Year Ended December 312017 2016 Variance
Revenue$5,949
 $5,530
 $419
 7.6%
Operating earnings937
 831
 106
 12.8%
Operating margin15.8% 15.0%  
  
Operating Results
The increase in the Combat Systems group’ssegment’s revenue in 20172020 consisted of the following:
U.S. military vehicles$250
Weapons systems and munitions144
International military vehicles25
Total increase$419
Weapons systems and munitions$125 
International military vehicles54 
U.S. military vehicles37 
Total increase$216 
Revenue was up across the Combat Systems groupsegment in 2017.2020 as the business overcame disruptions caused by the pandemic in the first half of the year. Weapons systems and munitions revenue was up driven by increased production of artillery and missile subcomponents. Revenue from U.S.international military vehicles increased due to higher volume on the Army’s Abrams and Stryker programs, including worka contract to produce Abrams M1A2 System Enhancement Package Version 3 (SEPv3) tanks and upgrade Strykerarmored combat support vehicles with an integrated 30-millimeter cannon and additional upgrades. Weapons systems and munitions revenue was up due primarily to increased production of several products, including bombs and Hydra-70 rockets(ACSVs) for the U.S. government.Canadian government and the British Army’s AJAX armored fighting vehicle program, offset partially by lower volume on Piranha wheeled armored vehicle programs. Revenue from internationalU.S. military vehicles increased due primarily to the ramp up in productionhigher volume on the British AJAX armoured fighting vehicle program and several international light armored vehicle (LAV) programs, offset largely by lower revenue on a large combat-vehicle contract in the Middle East as the group transitions from engineering to production.
U.S. Army’s Abrams main battle tank program. The Combat Systems group’ssegment’s operating margin increased 8020 basis points compared with 2019 driven by improvedfavorable contract mix and strong operating performance acrossperformance.
2021 Outlook
We expect the group’s portfolio. Combat Systems segment’s 2021 revenue to be about $7.3 billion with operating margin of approximately 14.5%.
TECHNOLOGIES
Year Ended December 3120202019Variance
Revenue$12,648 $13,359 $(711)(5.3)%
Operating earnings1,211 1,311 (100)(7.6)%
Operating margin9.6 %9.8 %
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Operating earningsResults
The change in 2016 included the impactTechnologies segment’s revenue in 2020 consisted of the following:
IT services$(530)
C4ISR* solutions(181)
Total decrease$(711)
*Command, control, communications, computers, intelligence, surveillance and reconnaissance
IT services revenue decreased due to the partial closure of some customer sites to all but mission critical personnel and a lower level of customer and program activity as a result of the COVID-19 pandemic. IT services revenue was also lower due to the exit of non-core lines of business in 2019. C4ISR revenue decreased due to the sale of a loss on the design and development phase of the AJAX program.


Review of 2016vs. 2015
Year Ended December 312016 2015 Variance
Revenue$5,530
 $5,643
 $(113) (2.0)%
Operating earnings831
 886
 (55) (6.2)%
Operating margin15.0% 15.7%    
The Combat Systems group’s revenue decreased in 2016 due primarily to lower international military vehicles revenue driven by decreased volume on the large combat-vehicle contractsatellite communications business in the Middle Eastsecond quarter and thevolume timing of work on the group’s contract to upgrade and modernize LAV III combat vehicles for the Canadian Army.several programs, including a mobile communications network program. These decreases were offset partially by higherincreased volume on the group’s contract to deliver Piranha vehicles to the Danish Ministry of Defense.programs supporting Navy platforms.
The Combat Systems group’sTechnologies segment’s operating margin decreased 7020 basis points compared with 2019 due to COVID-related disruptions in our IT services business, including customer reimbursement of idle workforce cost at zero fee and a loss recognized on a contract with a non-U.S. customer from schedule delays caused by COVID travel restrictions. The Technologies segment’s operating performance steadily improved in the second half of 2020 with a reduced impact from the pandemic. Operating margin increased 120 basis points in 2016 due primarilythe fourth quarter compared with the third quarter, returning to the loss on the design and development phasesame level of the AJAX program. The impactperformance as fourth quarter of this loss was offset partially by favorable contract mix and improved operating performance.2019.
20182021 Outlook
We expect the Combat Systems group’s 2018Technologies segment’s 2021 revenue to increase between 3 and 4% from 2017. Operating margin is expected to be in the mid- to high-15% range.
INFORMATION SYSTEMS AND TECHNOLOGY
Review of 2017 vs. 2016
Year Ended December 312017 2016 Variance
Revenue$8,891
 $9,144
 $(253) (2.8)%
Operating earnings1,011
 941
 70
 7.4 %
Operating margin11.4% 10.3%    
The change in the Information Systems and Technology group’s revenue in 2017 consisted of the following:
C4ISR solutions$(235)
Information technology (IT) services(18)
Total decrease$(253)
C4ISR solutions revenue decreased as a result of funding delays across a number of programs, including the Warfighter Information Network-Tactical (WIN-T) mobile communications network and Common Hardware Systems-4 (CHS-4) computing and communications equipment programs, caused by the seven-month FY 2017 CR. Revenue decreased slightly in our IT services business due to delays in procurement activities across a number of programs, particularly in our federal civilian business, offset largely by the acquisition in late 2017 of a provider of mission-critical support services.
Despite the lower revenue, operating earnings increased, and operating margin expanded 110 basis points. The margin growth was driven primarily by strong program performance and favorable contract mix across the portfolio.


Review of 2016 vs. 2015
Year Ended December 312016 2015 Variance
Revenue$9,144
 $8,929
 $215
 2.4%
Operating earnings941
 895
 46
 5.1%
Operating margin10.3% 10.0%    
Revenue in the Information Systems and Technology group was up in 2016 driven by higher volume across the C4ISR solutions business, including the WIN-T program and several programs in Canada and the United Kingdom. Revenue decreased in our IT services business driven by lower volume on our health solutions programs, including less contact-center services work for the Centers for Medicare & Medicaid Services.
The group’s operating margin increased 30 basis points in 2016 driven primarily by improved operating performance. Operating earnings in 2015 included a gain of $23 on the sale of a commercial cyber security product business. Excluding the impact of this gain on the prior-year period, the group’s operating margin increased 50 basis points in 2016.
2018 Outlook
We expect the Information Systems and Technology group’s 2018 revenue to increase between 5 and 6% from 2017,approximately $13.2 billion with operating margin of around 11%9.5%.
MARINE SYSTEMS
Review of 2017vs.2016
Year Ended December 312017 2016 Variance
Revenue$8,004
 $8,072
 $(68) (0.8)%
Operating earnings685
 595
 90
 15.1 %
Operating margin8.6% 7.4%    
The change in the Marine Systems group’s revenue in 2017 consisted of the following:
Commercial ship construction$(253)
U.S. Navy ship construction(66)
U.S. Navy ship engineering, repair and other services251
Total decrease$(68)
Revenue was down from Jones Act commercial ship construction following the delivery of six ships in 2016 and two ships in 2017. Revenue from U.S. Navy ship construction decreased due to timing on the Virginia-class submarine program offset partially by higher volume on the Navy’s Expeditionary Sea Base (ESB) program. Revenue from U.S. Navy ship engineering, repair and other services increased in 2017 due primarily to additional work related to the Columbia-class submarine development program and Virginia-class submarine design enhancements, and a higher volume of submarine repair work.
The Marine Systems group’s operating margin increased 120 basis points due primarily to the 2016 impact of cost growth associated with the restart of the Navy’s DDG-51 program. The group’s operating margin was also affected favorably in 2017 by a decrease in lower-margin commercial ship work.


Review of 2016 vs. 2015
Year Ended December 312016 2015 Variance
Revenue$8,072
 $8,032
 $40
 0.5 %
Operating earnings595
 748
 (153) (20.5)%
Operating margin7.4% 9.3%  
  
Revenue increased in the Marine Systems group in 2016 due primarily to additional development work on the Columbia-class submarine program, offset partially by lower Jones Act commercial ship construction volume.
Operating margin decreased 190 basis points in 2016 due to the DDG-51 program cost growth discussed above. Additionally, operating earnings in 2015 benefited from favorable cost performance on Block III of the Virginia-class submarine program.
2018 Outlook
We expect the Marine Systems group’s 2018 revenue to increase between 5 and 6% from 2017. Operating margin is expected to be in the mid- to high-8% range.
CORPORATE
Corporate costs totaled $49 in 2017, $40 in 2016 and $41 in 2015 andoperating results consisted primarily of stock option expense.equity-based compensation expense and totaled $56 in 2020 and $54 in 2019. Corporate operating costs in 2018 will be impacted by the adoption of Accounting Standards Update (ASU) 2017-07 on January 1, 2018. ASU 2017-07 requires the non-service cost components of pension and other post-retirement benefit cost (e.g., interest cost)are expected to be reportedapproximately $85 in other income (expense) in the income statement. In our three defense groups, pension and other post-retirement benefit costs are allocable contract costs. For these groups, we will report the adjustment for the non-service cost components in Corporate operating results. This amount will offset our stock option expense, resulting in expected Corporate operating costs in 2018 of essentially zero. For further discussion of the adoption of ASU 2017-07, see Note A to the Consolidated Financial Statements in Item 8.2021.


OTHER INFORMATION
PRODUCT AND SERVICE REVENUE AND OPERATING COSTS
Review of 2017 vs. 2016
Year Ended December 3120202019Variance
Revenue:
Products$22,188 $23,130 $(942)(4.1)%
Services15,737 16,220 (483)(3.0)%
Operating Costs:
Products$(18,192)$(18,611)$419 (2.3)%
Services(13,408)(13,752)344 (2.5)%
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Year Ended December 312017 2016 Variance
Revenue:       
Products$19,016
 $19,010
 $6
 — %
Services11,957
 11,551
 406
 3.5 %
Operating Costs:       
Products$14,799
 $15,159
 $(360) (2.4)%
Services9,987
 9,746
 241
 2.5 %



The increasechange in product revenue in 20172020 consisted of the following:
Aircraft manufacturing$(1,426)
Ship construction620 
Other, net(136)
Total decrease$(942)
Military vehicle production$261
Aircraft manufacturing, outfitting and completions246
Ship construction(310)
C4ISR products(173)
Other, net(18)
Total increase$6
Military vehicle productionIn 2020, aircraft manufacturing revenue increaseddecreased due to higherthe reduced production and delivery rates caused by the COVID-19 pandemic. This decrease was offset partially by increased volume on the U.S. Army’s AbramsVirginia-class and Stryker programs and the ramp up in production on the AJAX and several international LAVColumbia-class submarine programs. Aircraft manufacturing, outfitting and completions revenue increased due to additional deliveries of the ultra-large-cabin G650 and mid-cabin G280 aircraft. These increases were offset largely by decreased ship construction revenue driven by timing on the Virginia-class submarine program and reduced Jones Act commercial ship construction volume, and decreased revenue from C4ISR products driven by funding delays caused by the extended FY 2017 CR.
While product revenue was steady in 2017,In 2020, product operating costs decreased due to strong operating performance in our Aerospace and Information Systems and Technology groups and the impact of DDG-51 program cost growth in 2016 in our Marine Systems group.
The increase in service revenue in 2017 consisted of the following:
Ship engineering, repair and other services$243
Aircraft services118
Other, net45
Total increase$406
Revenue from ship engineering, repair and other services increased due primarily to additional work related to the Columbia-class submarine development program and Virginia-class submarine design enhancements, and a higher volume of submarine repair work. Aircraft services revenue increased driven by higher demand for maintenance work and the acquisition of an FBO in 2017.
Service operating costs increased in 2017 at a lower rate than revenue due primarily to strong operating performance in our Information Systems and Technology group.
Reviewthe mix of 2016 vs. 2015
Year Ended December 312016 2015 Variance
Revenue:       
Products$19,010
 $20,477
 $(1,467) (7.2)%
Services11,551
 11,304
 247
 2.2 %
Operating Costs:       
Products$15,159
 $15,986
 $(827) (5.2)%
Services9,746
 9,563
 183
 1.9 %


Gulfstream aircraft deliveries.
The change in productservice revenue in 20162020 consisted of the following:
IT services$(530)
Other, net47 
Total decrease$(483)
Aircraft manufacturing, outfitting and completions$(1,423)
Ship construction(225)
C4ISR products206
Other, net(25)
Total decrease$(1,467)
ProductIn 2020, IT services revenue decreased due primarily to fewer G550the partial closure of some customer sites to all but mission critical personnel and G450 large-cabina lower level of customer and G280 mid-cabin aircraft deliveries, and decreased Jones Act commercial ship construction volume. Revenue from C4ISR products increased due primarily to higher volume onprogram activity as a result of the WIN-T program. ProductCOVID-19 pandemic. In 2020, the primary driver of the decrease in service operating costs decreased at a lower rate than revenue declinedwas the change in 2016 due to DDG-51 program cost growth in our Marine Systems group. Additionally, 2015 benefited from favorable cost performance on Block IIIvolume of the Virginia-class submarine program in our Marine Systems group and a supplier settlement received in our Aerospace group.
The increase in service revenue in 2016 consisted of the following:
Ship engineering, repair and other services$264
Other, net(17)
Total increase$247
Service revenue increased due primarily to additional development work on the Columbia-class submarine program. Service operating costs increased in 2016 consistent with the higher volumeIT services described above.
G&A EXPENSES
As a percentage of revenue, G&A expenses were 6.5%5.8% in 2017, 6.3% in 20162020 and 6.1% in 2015.2019. We expect G&A expenses as a percentage of revenue in 20182021 to be generally consistent with 2017.2020.
INTEREST, NET
Net interest expense was $103$477 in 2017, $912020 and $460 in 2016 and $83 in 2015. The increase in 2017 was due primarily to a $500 net increase in long-term debt beginning in the third quarter of 2016. We expect 2018 net interest expense to be approximately $115. The increase from 2017 is due primarily to slightly higher interest rates on the $1 billion of fixed-rate notes issued in 2017 compared with the $900 of fixed-rate notes that matured in 2017.2019. See Note K to the Consolidated Financial Statements in Item 8 for additional information regarding our debt obligations, including interest rates. We expect 2021 net interest expense to be approximately $420, reflecting repayment of our scheduled debt maturities of $3 billion in 2021.
OTHER, NET
Net other income was $3$82 in 2017, $132020 and $92 in 2016 and $7 in 2015. In 2018, we expect net other expense to be approximately $60 due2019. Other represents primarily to the adoption of ASU 2017-07, which requires the non-service cost components of pension and other post-retirement benefit costbenefits, which were income in both periods. In 2021, we expect net other income to be reported in other income (expense) in the income statement. For further discussion of the adoption of ASU 2017-07, see Note A to the Consolidated Financial Statements in Item 8.


approximately $90.
PROVISION FOR INCOME TAX, NET
Our effective tax rate was 28.6%15.3% in 2017, 26.7%2020 and 17.1% in 2016 and 28% in 2015. The effective tax rate in 2017 includes a $119 unfavorable impact, or 290 basis points, resulting from the enactment of the Tax Cuts and Jobs Act on December 22, 2017 (tax reform). The primary impact of the change in tax law was the remeasurement of our U.S. federal deferred tax assets and liabilities at the tax rate expected to apply when the temporary differences are realized/settled (remeasured at a rate of 21% versus 35% for the majority of our deferred tax assets and liabilities).2019. The decrease in the effective tax rate in 2016 wasis due to increased international activity, as well as excessa variety of factors, including higher research tax benefits from equity-based compensation recognized as an income tax benefit in accordance with ASU 2016-09. We adopted ASU 2016-09 on a prospective basis beginning in 2016.credits. For further discussion, including a reconciliation of our effective tax rate from the statutory federal rate, see Note F to the Consolidated Financial Statements in Item 8.
For 2018,2021, we anticipate a full-year effective tax rate of approximately 19%16%. The expected decrease from 2017 is due primarily to the reduction of the U.S. corporate statutory tax rate from 35% to 21% beginning on January 1, 2018, and the net impact of other tax reform provisions, notably a lower tax rate on income earned from foreign sales of U.S.-produced goods and services. However, the 2017 tax reform eliminated certain tax benefits under the prior tax law, including the domestic production deduction. Further, our non-U.S. businesses, which previously provided a benefit to our effective tax rate, operate in jurisdictions with statutory tax rates that are now similar to the U.S., and in some cases higher. For these reasons, while we continue to expect an effective tax rate slightly below the statutory rate, the difference between the rates is expected to narrow under the new tax law.
DISCONTINUED OPERATIONS, NET OF TAX
In 2013, we settled litigation with the U.S. Navy related to the terminated A-12 aircraft contract in the company’s former tactical military aircraft business. In connection with the settlement, we released some rights to reimbursement of costs on ships under contract at our Bath, Maine, shipyard. As we progressed through the shipbuilding process, we determined that the cost associated with this settlement was greater than anticipated. Therefore, in 2016, we recognized an $84 loss, net of tax, to adjust the previously-recognized settlement value. In addition, we recognized a $10 loss, net of tax, in 2016 related to an environmental matter associated with a former operation of the company.
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In 2015, we completed the sale of our axle business in the Combat Systems group. In 2016, we recognized a final adjustment of $13 to the loss on the sale of this business.




BACKLOG AND ESTIMATED POTENTIAL CONTRACT VALUE
Our total backlog, including funded and unfunded portions, was $63.2$89.5 billion on December 31, 2020, up 2.9% from $86.9 billion at the end of 2017, up 1.6% from $62.2 billion at the end of 2016.2019. Our total backlog is equal to our remaining performance obligations under contracts that meet the criteria in ASC Topic 606with customers as discussed in Note B to the Consolidated Financial Statements in Item 8. Our total estimated contract value, which combines total backlog with estimated potential contract value, was $88$134.7 billion on December 31, 2017.2020, up 6.7% from $126.2 billion at the end of 2019.

The following table details the backlog and estimated potential contract value of each segment at the end of 2020 and 2019:
FundedUnfundedTotal BacklogEstimated Potential Contract ValueTotal
Estimated Contract Value
December 31, 2020
Aerospace$11,308 $318 $11,626 $2,800 $14,426 
Marine Systems23,646 26,336 49,982 4,876 54,858 
Combat Systems14,341 226 14,567 9,774 24,341 
Technologies9,488 3,826 13,314 27,727 41,041 
Total$58,783 $30,706 $89,489 $45,177 $134,666 
December 31, 2019
Aerospace$13,168 $181 $13,349 $2,989 $16,338 
Marine Systems20,012 24,175 44,187 5,453 49,640 
Combat Systems14,474 439 14,913 4,322 19,235 
Technologies9,876 4,620 14,496 26,485 40,981 
Total$57,530 $29,415 $86,945 $39,249 $126,194 
For additional information about our major products and services in backlog see the Business discussion contained in Item 1.

AEROSPACE
Aerospace funded backlog represents new aircraft and custom completion orders for which we have definitive purchase contracts and deposits from customers. Unfunded backlog consists of agreements to provide future aircraft maintenance and support services. The group ended 2017 with backlog of $12.5 billion compared with $13.2 billion at year-end 2016.


Orders in 2017 reflected solid demand across our product and services portfolio with especially strong orders in the fourth quarter of 2017. The book-to-bill ratio (orders divided by revenue) was one-to-one for Gulfstream aircraft in 2017. We received orders for all models of in-production Gulfstream aircraft, as well as additional orders for the G500 and G600 aircraft.
Beyond total backlog, estimated potential contract value in the Aerospace group was $2 billion on December 31, 2017, down slightly from $2.1 billion at year-end 2016. Estimated potential contract value represents primarily options and other agreements with existing customers to purchase new aircraft and long-term aircraft services agreements.
Following reduced order activity in the first half of 2020 due to the COVID-19 pandemic, orders in the second half of 2020 reflected improved demand for Gulfstream aircraft. We received orders for all models of Gulfstream aircraft, including strong order activity for the new G700 aircraft, which is scheduled to enter service in the fourth quarter of 2022. Despite the impact of the COVID-19 pandemic, the segment achieved a book-to-bill ratio (orders divided by revenue) of 0.9-to-1 in 2020.
Demand for Gulfstream aircraft remains strong across customer types and geographic regions, generating orders from public and privately held companies, individuals, and governments around the world. Geographically, U.S. customers represented more than 55% of the group’ssegment’s orders in 20172020 and approximately 45%
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41% of the group’ssegment’s backlog on December 31, 2017,2020, demonstrating continued strong domestic demand.

The following represents Gulfstream aircraft (in units) in backlog by region on December 31, 2020:
gd-20201231_g7.jpg

DEFENSE GROUPSSEGMENTS
The total backlog in our three defense groupssegments represents the estimated remaining sales value of work to be performed under firm contracts. The funded portion of thistotal backlog includes items that have been authorized and appropriated by the U.S. Congress and funded by customers, as well as commitments by international customers that are approved and funded similarly by their governments. We have included inThe unfunded portion of total backlog firm contracts atincludes the amounts that we believe are likely to receive funding,be funded, but there is no guarantee that future budgets and appropriations will provide the same funding level currently anticipated for a given program.
Estimated potential contract value in our defense groupssegments includes unexercised options associated with existing firm contracts and unfunded work awarded on unfunded indefinite delivery, indefinite quantity (IDIQ) contracts. Contract options in our defense business represent agreements to perform additional work under existing contracts at the election of the customer. We recognize options in backlog when the customer exercises the option and establishes a firm order. For IDIQ contracts, we evaluate the amount of funding we expect to receive and include this amount in our estimated potential contract value. This amount is often less than the total IDIQ contract value, particularly when the contract has multiple awardees. The actual amount of funding received in the future may be higher or lower than our estimate of potential contract value.
Total backlog in our defense groupssegments was $50.7$77.9 billion on December 31, 2017,2020, up 3.5%5.8% from $49$73.6 billion at the end of 2016,2019 driven by the award of a $5.1 billion contract awarded byfrom the U.S. Navy to completefor the design and prototype developmentconstruction of the first two Columbia-class submarine.submarines. Estimated potential contract value in our defense segments was $22.8$42.4 billion on December 31, 2017, compared with $22.92020, up 16.9% from $36.3 billion at year-end 2016.


COMBAT SYSTEMS
The2019 due to strong demand from customers in our Combat Systems group’s total backlog was $17.6 billion at the end of 2017, down slightly from $17.8 billion at year-end 2016. The group’s backlog includes the amount of work remaining on two significant multi-year contracts awarded in 2014:and Technologies segments.
$5.9 billion to provide wheeled armored vehicles and logistics support to a Middle Eastern customer through 2024.
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$4.1 billion from the U.K. Ministry of Defence to produce AJAX armoured fighting vehicles scheduled for delivery to the British Army through 2024 and related in-service support.
The group also has additional international military vehicle production contracts in backlog, notably:
$540 for LAVs for several non-U.S. customers, including $350 for the upgrade and modernization of LAV III combat vehicles for the Canadian Army.
$430 to produce over 300 armored personnel carriers for the Danish Defence Acquisition and Logistics Organization.
$355 to upgrade Duro tactical vehicles for the Swiss government through 2022.
$190 to produce Piranha 3+ vehicles in five variants and provide associated program support for an international customer.
The group received $1.9 billion of orders for Abrams main battle tank modernization and upgrade programs for the Army and U.S. allies in 2017, ending the year with backlog of $2.1 billion. For the Army, backlog included $620 to produce M1A2 SEPv3 tanks, deliver M1A2 SEP components, and provide associated program support, and $365 to design and develop SEPv4 prototypes with upgraded sensors. For U.S. allies, backlog included $825 to modernize Abrams main battle tanks for Kuwait and Saudi Arabia. An additional $870 for Abrams tank programs is included in our estimated potential contract value at year-end.
The U.S. Army’s Stryker wheeled combat-vehicle program represented $510 of the group’s backlog on December 31, 2017, with vehicles scheduled for delivery through 2019. The group received $500 of Stryker orders in 2017, including awards to produce double-V-hull vehicles, upgrade vehicles with an integrated 30-millimeter cannon and provide support and engineering services.


The Combat Systems group’s backlog on December 31, 2017, also included $2.6 billion for multiple weapons systems and munitions programs, including $360 to produce Hydra-70 rockets for the Army.
The group’s estimated potential contract value was $3.2 billion on December 31, 2017, compared with $4.7 billion at year-end 2016. Estimated potential contract value decreased in 2017 due to a customer-directed restructuring of a combat-vehicle contract in the Middle East.
INFORMATION SYSTEMS AND TECHNOLOGY
Unlike our other defense businesses, the Information Systems and Technology group’s backlog consists of thousands of contracts and is reconstituted each year with new programs and task order awards. The group’s total backlog was $8.9 billion at the end of 2017, up 4.8% from $8.5 billion at year-end 2016. This amount does not include $14.9 billion of estimated potential contract value associated with its anticipated share of IDIQ contracts and unexercised options on December 31, 2017. Funding of IDIQ contracts and options added $4.6 billion to the group’s backlog in 2017, over 50% of the group’s orders.
In 2017, the group achieved a book-to-bill ratio of one-to-one or higher for the fourth consecutive year driven by several significant contract awards during the year, including the following:
$590 from the Centers for Medicare & Medicaid Services for contact center services and cloud hosting support, with $275 remaining in backlog at year-end 2017.
$415 from the U.K. Ministry of Defence to design and develop the next-generation tactical communication and information system in the initial phase of the U.K.’s Morpheus program.
$310 from the U.S. Army for computing and communications equipment under the CHS-4 program. $340 of estimated potential contract value remains under this IDIQ contract.
The group’s backlog at year-end 2017 also included the following key programs:
$815 for the Canadian Maritime Helicopter Project (MHP) to provide integrated mission systems, training and support for Canadian marine helicopters.


$445 of support and modernization work for the intelligence community, the DoD and the Department of Homeland Security, including the New Campus East, U.S. Naval Air Warfare Center, Enterprise Transport and St. Elizabeths campus infrastructure programs.
$415 for combat and seaframe control systems for U.S. Navy Independence-variant Littoral Combat Ships (LCS).
$320 for the WIN-T mobile communications network program. The group received $305 of orders in 2017 for additional Increment 2 equipment.
$300 to provide supply chain management services to the U.S. Department of State.
$260 to provide fire control system modifications for ballistic-missile (SSBN) submarines.
$200 for long-term support and capability upgrades for the U.K.’s Bowman tactical communication system.
MARINE SYSTEMS
The Marine Systems group’ssegment’s backlog consists of very long-term submarine and surface ship construction programs, as well as numerous engineering and repair contracts. The group’ssegment’s book-to-bill ratio exceeded one-to-onewas 1.6-to-1 in 2017,2020, resulting in backlog growth of 6.6%13.1% from $22.7year-end 2019. The increase in backlog is due primarily to the award of a $9.5 billion at year-end 2016contract for the construction of the first two Columbia-class ballistic-missile submarines, as well as associated design and engineering support. Other significant contract awards received in the Marine Systems segment during 2020 include:
•$990 from the U.S. Navy for the John Lewis-class (T-AO-205) fleet replenishment oiler program, including the construction of two additional ships.
•$575 from the Navy to $24.2 billion atprovide maintenance and repair services for the end of 2017.Arleigh Burke-class (DDG-51) guided-missile destroyer, Independence-class Littoral Combat Ship (LCS), San Antonio-class amphibious transport dock, Ticonderoga-class guided-missile cruiser, Wasp-class amphibious assault ship and Whidbey Island-class dock landing ship programs.
•$310 from the Navy for Virginia-class submarine construction. The Virginia-class submarine program was the company’s largest defense program in 20172020 and the largest contractprogram in the company’s backlog. The group’s backlog at year-end 2017 included $11.2 billion for 13 Virginia-class submarines scheduled for delivery through 2023.
Navy destroyer programs represented $4 billion of the group’s backlog at year-end 2017. We have construction contracts for seven DDG-51 destroyers scheduled for delivery through 2024. Backlog at year-end 2017 also included two ships under the DDG-1000 program scheduled for delivery in 2018 and 2020, respectively.
The following represents the Marine Systems group’s backlogsegment’s total estimated contract value by major program on December 31, 2017, included $245 for construction2020:
gd-20201231_g8.jpg
COMBAT SYSTEMS
The Combat Systems segment’s backlog consists of ESB auxiliary support ships.a mix of U.S. and international combat vehicles, weapons systems and munitions programs. The group has delivered three shipsvehicle programs are generally long-term, franchise programs, while the weapons systems and munitions programs tend to be shorter-term in nature. The segment’s total estimated contract value at the end of 2020 was up 26.5% from year-end 2019, driven by awards from the U.S. Army related to Abrams main battle tanks and Stryker wheeled combat vehicles described below.
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We received the following significant contract awards in the program, and construction is underway onCombat Systems segment during 2020:
•$405 from the fourth and fifth ships, scheduled for delivery in early 2018 and 2019, respectively.U.S. Army to upgrade Abrams tanks to the M1A2 System Enhancement Package Version 3 (SEPv3) configuration. The contract has a maximum potential value of $4.3 billion.

•$320 from the Army to upgrade Stryker vehicles to the double-V-hull A1 configuration. The contract has a maximum potential value of $2.5 billion.

•$230 from the Army to produce Stryker Initial Maneuver Short-Range Air Defense (IM-SHORAD) vehicles. The contract has a maximum potential value of $1.2 billion.
In 2016, we were awarded a design and construction contract•$215 from the Army for the lead ship inproduction of Hydra-70 rockets. The contract has a maximum potential value of $3.4 billion.
•$870 to deliver 8x8 wheeled combat vehicles, maintenance and lifecycle support to the Navy’s new classSpanish Ministry of fleet oilers,Defense.
The following represents the John Lewis class (TAO-205), along with options for five additional ships. At year-end 2017, backlog included $670 for the program, andCombat Systems segment’s total estimated potential contract value included $2.2 billion for the options.
The year-end backlog also included two liquefied natural gas (LNG)-capable Jones Act ships for a commercial customer scheduled for delivery through 2020.
Complementing these ship construction programs, engineering services represented approximately $6.5 billion of the Marine Systems group’s backlogby market on December 31, 2017. Design2020:
gd-20201231_g9.jpg
TECHNOLOGIES
The Technologies segment’s backlog consists of thousands of contracts and development efforts on the Columbia-class submarine program represented $5.3 billiontask orders across a mix of this amount, driven by $5.1 billion awarded in 2017 to complete the designU.S. and prototype development of the Columbia-class submarine. An additional $1.2 billion is included innon-U.S. government and commercial customers. These contracts can be shorter-cycle or span multiple years, but commonly include a small, initially funded order. Therefore, our estimated potential contract value at year end, representing materialsof $27.7 billion is an important indicator of future orders and revenue. In 2020, approximately 60% of the segment’s orders were from additional work on IDIQ contracts or the exercise of options. Our total estimated contract value remained stable in 2020 despite the impact of reduced new business opportunities caused by COVID-19.
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We received the following significant contract awards in the Technologies segment during 2020:
•The Defense Enterprise Office Solutions (DEOS) contract from the General Services Administration in partnership with the DoD and Defense Information Systems Agency (DISA) to be provisioned onstand up cloud environments and support the contract.migration of over 3.2 million existing DoD Office 365 users to the cloud. The contract has a maximum potential value of $4.4 billion.
Year-end backlog for ship and submarine maintenance, repair•An IDIQ award from the U.S. Department of State to provide overseas consular services to support visa processing and other functions for U.S. embassies and consultants under the Global Support Strategy (GSS) program. The program has a maximum potential contract value of $3.3 billion among three awardees.
•An IDIQ contract to modernize the Army’s training programs. The contract has a maximum potential value of $885.
•A contract to provide enterprise IT and cybersecurity services totaled $1.1 billion, including $780and solutions for surface-ship repair operations.the DoD. The contract has a maximum potential value of $760.

•A contract to provide enterprise IT, communications and mission command support services to U.S. Army Europe. The contract has a maximum potential value of $695.
•A contract from the U.S. Air Force for the Battlefield Information Collection and Exploitation System (BICES) program to provide intelligence information sharing capabilities for the DoD. The contract has a maximum potential value of $620.
The following represents the Technologies segment’s total estimated contract value by customer on December 31, 2020:
gd-20201231_g10.jpg

FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES
We place a strong emphasis on cash flow generation. This focus gives us the flexibility for capital deployment while preserving a strong balance sheet to position us for future opportunities. Cash
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generated by operating activities over the past three yearsin 2020 and 2019 was deployed to pay dividends, fund capital expenditures and business acquisitions, and repurchase our common stock.
Year Ended December 3120202019
Net cash provided by operating activities$3,858 $2,981 
Net cash used by investing activities(974)(994)
Net cash used by financing activities(903)(1,997)
Net cash used by discontinued operations(59)(51)
Net increase (decrease) in cash and equivalents1,922 (61)
Cash and equivalents at beginning of year902 963 
Cash and equivalents at end of year2,824 902 
Short- and long-term debt(12,998)(11,930)
Net debt$(10,174)$(11,028)
Debt-to-equity (a)83.0 %85.3 %
Debt-to-capital (b)45.4 %46.0 %
Year Ended December 312017 2016 2015
Net cash provided by operating activities$3,879
 $2,198
 $2,607
Net cash (used) provided by investing activities(791) (426) 200
Net cash used by financing activities(2,399) (2,169) (4,367)
Net cash used by discontinued operations(40) (54) (43)
Net increase (decrease) in cash and equivalents649
 (451) (1,603)
Cash and equivalents at beginning of year2,334
 2,785
 4,388
Cash and equivalents at end of year2,983
 2,334
 2,785
Short- and long-term debt(3,982) (3,888) (3,399)
Net debt$(999) $(1,554) $(614)
Debt-to-equity (a)34.8% 37.7% 32.6%
Debt-to-capital (b)25.8% 27.4% 24.6%
(a)Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.
(a)Debt-to-equity ratio is calculated as total debt divided by total equity as of year end.
(b)Debt-to-capital ratio is calculated as total debt divided by the sum of total debt plus total equity as of year end.
(b)Debt-to-capital ratio is calculated as total debt divided by the sum of total debt plus total equity as of year end.
We expect to continue to generate funds in excess of our short- and long-term liquidity needs. We believe we have adequate funds on hand and sufficient borrowing capacity to execute our financial and operating strategy. The following is a discussion of our major operating, investing and financing activities for each of the past three years,in 2020 and 2019, as classified on the Consolidated Statement of Cash Flows in Item 8.




OPERATING ACTIVITIES
We generated cash fromCash provided by operating activities ofwas $3.9 billion in 2017, 2020compared with$2.23 billion in 2016and$2.6 billion in 2015. 2019. The primary driver of cash flowsinflows in both periods was net earnings. CashHowever, cash flows in 2016 and 2015both years were affected negatively by growth in operating working capital (OWC) in our Aerospace segment due to our position in the development and production cycles of our Gulfstream aircraft models. We had anticipated this OWC growth to begin reversing in 2020, but the impact of COVID-19 on our production and delivery rates has delayed this recovery. Cash flows in 2019 were also affected negatively by growth in OWC in our Combat Systems groupsegment due to the utilization of deposits and the timing of billingspayments on a large international wheeled armored vehicle contract. These payment timing issues have been resolved as a result of finalizing a contract for a Middle Easternamendment with the customer, and in our Aerospace group from the build-up of inventory relatedwhich contributed to the new G500increase in cash flows in 2020. For additional information about the unbilled receivables balance and G600 aircraft programs and the liquidation of customer depositsactivity associated with aircraft deliveries. In 2017,this contract, see Note H to the growthConsolidated Financial Statements in operating working capital due to these factors slowed and was offset by lower income tax payments.Item 8.


INVESTING ACTIVITIES
Cash used forby investing activities was $791$974 in 2017 compared with cash used for investing activities of $4262020 and $994 in 2016 and cash provided by investing activities of $200 in 2015.2019. Our investing activities include cash paid for capital expenditures and business acquisitions; purchases, sales and maturities of marketable securities; and proceeds from asset sales.
Capital Expenditures. The primary use of cash for investing activities in all threeboth years was capital expenditures. Capital expenditures were $428$967 in 2017, 2020 and$392987 in 2016 and $5692019. Capital expenditures have been at an elevated level the past two years as we continue to invest in 2015.our shipyards, particularly for the planned growth in submarine construction. We expect capital expenditures of around 2%to be approximately 2.5% of revenue in 2018.2021.
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Business Acquisitions.In 2017,2020, we acquired fourfive businesses for an aggregate of $399.approximately $205. In 2016,2019, we acquired twothree businesses for an aggregate of $58. We did not acquire any businesses in 2015.approximately $20.
Marketable Securities. In 2015, we received $500 of proceeds from maturing held-to-maturity securities purchased in 2014. Other net purchases, sales and maturities of marketable securities in all three years were not material.
Other, Net. Investing activities also include proceeds from asset sales. In 2015, we completed the sale of our axle business in the Combat Systems group and a commercial cyber security business in our Information Systems and Technology group.


FINANCING ACTIVITIES
Cash used forby financing activities was $2.4$903 in 2020 and $2 billion in 2017, $2.2 billion in 20162019. Net cash from financing activities includes proceeds received from debt and $4.4 billion in 2015.commercial paper issuances and employee stock options exercises. Our financing activities also include repurchases of common stock, payment of dividends and debt repayments. Net cash from financing activities also includes proceeds received from debt issuances and employee stock option exercises.
Share Repurchases. Our board of directors authorizes management’s repurchase of outstanding shares of our common stock on the open market from time to time. We repurchased 7.8 million of our outstanding shares for $1.5 billion in 2017, 14.2 million shares for $2 billion in 2016 and 22.8 million shares for $3.2 billion in 2015. As a result, we have reduced our shares outstanding by approximately 11% since the end of 2014. On December 31, 2017, 7.6 million shares remained authorized by our board of directors for repurchase, approximately 3% of our total shares outstanding.
Dividends. On March 1, 2017,4, 2020, our board of directors declared an increased quarterly dividend of $0.84$1.10 per share, the 20th23rd consecutive annual increase. Previously, the board had increased the quarterly dividend to $0.76$1.02 per share in March 2016 and $0.69 per share in March 2015.2019. Cash dividends paid were $986$1.2 billion in 2017, $9112020 and 2019.
Share Repurchases. Our board of directors from time to time authorizes management to repurchase outstanding shares of our common stock on the open market. We paid $587 and $231 in 20162020 and $873 in 2015.2019, respectively, to repurchase our outstanding shares. On December 31, 2020, 12.3 million shares remained authorized by our board of directors for repurchase, representing 4.3% of our total shares outstanding.


Debt and Commercial Paper Issuances and Repayments. We In March 2020, we issued $1$4 billion of fixed-rate notes in the third quarter of 2017, and wenotes. The proceeds were used the proceeds to repay $900$2.5 billion of fixed-ratefixed- and floating-rate notes that matured in the fourth quarter of 2017May 2020 and for general corporate purposes. In 2016, we repaidpurposes, including the repayment of a portion of the borrowings under our commercial paper program.
Fixed- and floating-rate notes totaling $2.5 billion mature in May 2021, and an additional $500 of fixed-rate notes on their maturity date withmature in July 2021. We currently plan to repay these notes using a combination of cash on hand and issued $1 billionthe issuance of fixed-rate notes for general corporate purposes. In 2015, we repaid $500 of fixed-rate notes on their scheduled maturity date with the proceeds from maturing marketable securities.
We have no additional material repayments of long-term debt scheduled until 2021. See Note K to the Consolidated Financial Statements in Item 8 forcommercial paper. For additional information regarding our debt obligations, including scheduled debt maturities and interest rates.rates, see Note K to the Consolidated Financial Statements in Item 8.
On December 31, 2017,2020, we had no commercial paper outstanding, but we maintain the ability to access the commercial paper market in the future. WeSeparately, we have $2$5 billion in committed bank credit facilities for general corporate purposes and working capital needs. These credit facilities include a $1 billion multi-year facility expiring in July 2018needs and a $1 billion multi-year facility expiring in November 2020. We may renew or replace these credit facilities in whole or in part at or prior to their expiration dates.support our commercial paper issuances. We also have an effective shelf registration on file with the Securities and Exchange Commission that allows us to access the debt markets.


NON-GAAP FINANCIAL MEASURES
We emphasize the efficient conversion of net earnings into cash and the deployment of that cash to maximize shareholder returns. As described below, we use free cash flow from operations and ROICreturn on invested capital (ROIC) to measure our performance in these areas. While we believe these metrics provide useful information, they are not defined operating measures under U.S. generally accepted accounting principles (GAAP), and there are limitations associated with their use. Our calculation of these metrics may not be completely comparable to similarly titled measures of other companies due to potential differences in the method of calculation. As a result, the use of these metrics should not be considered in isolation from, or as a substitute for, other GAAP measures.
Free Cash Flow. We define free cash flow from operations as net cash provided by operating activities less capital expenditures. We believe free cash flow from operations is a useful measure for investors because it portrays our ability to generate cash from our businesses for purposes such as
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repaying maturing debt, funding business acquisitions, repurchasing our common stock and paying dividends. We use free cash flow from operations to assess the quality of our earnings and as a key performance measure in evaluating management. The following table reconciles the free cash flow from operations with net cash provided by operating activities, as classified on the Consolidated Statement of Cash Flows:Flows in Item 8:
Year Ended December 3120202019201820172016
Net cash provided by operating activities$3,858 $2,981 $3,148 $3,876 $2,163 
Capital expenditures(967)(987)(690)(428)(392)
Free cash flow from operations$2,891 $1,994 $2,458 $3,448 $1,771 
Cash flows as a percentage of earnings
from continuing operations:
   Net cash provided by operating activities122 %86 %94 %133 %81 %
   Free cash flow from operations91 %57 %73 %118 %66 %
Year Ended December 312017 2016 2015 2014* 2013*
Net cash provided by operating activities$3,879
 $2,198
 $2,607
 $3,828
 $3,159
Capital expenditures(428) (392) (569) (521) (436)
Free cash flow from operations$3,451
 $1,806
 $2,038
 $3,307
 $2,723
Cash flows as a percentage of earnings
   from continuing operations:
         
   Net cash provided by operating activities133% 82% 86% 143% 127%
   Free cash flow from operations119% 67% 67% 124% 110%
* Prior-period information for 2014 and 2013 has not been restated for ASC Topic 606 and is, therefore, not comparable to the 2017, 2016 and 2015 information.


Return on Invested Capital. We believe ROIC is a useful measure for investors because it reflects our ability to generate returns from the capital we have deployed in our operations. We use ROIC to evaluate investment decisions and as a performance measure in evaluating management. We define ROIC as net operating profit after taxes divided by average invested capital. Net operating profit after taxes is defined as earnings from continuing operations plus after-tax interest and amortization expense.expense, calculated using the statutory federal income tax rate. Average invested capital is defined as the sum of the average debt and shareholders’ equity excluding accumulated other comprehensive loss. ROIC excludes goodwill impairments and non-economic accounting changes as they are not reflective of company performance.
ROIC is calculated as follows:
Year Ended December 3120202019201820172016
Earnings from continuing operations$3,167 $3,484 $3,358 $2,912 $2,679 
After-tax interest expense386 373 295 76 64 
After-tax amortization expense280 287 258 51 57 
Net operating profit after taxes$3,833 $4,144 $3,911 $3,039 $2,800 
Average invested capital$32,431 $29,620 $25,367 $18,099 $17,168 
Return on invested capital11.8 %14.0 %15.4 %16.8 %16.3 %
Year Ended December 312017 2016 2015 2014* 2013*
Earnings from continuing operations$2,912
 $2,679
 $3,036
 $2,673
 $2,486
After-tax interest expense76
 64
 64
 67
 67
After-tax amortization expense51
 57
 75
 79
 93
Net operating profit after taxes$3,039
 $2,800
 $3,175
 $2,819
 $2,646
Average invested capital$18,099
 $17,168
 $17,579
 $18,673
 $18,741
Return on invested capital16.8% 16.3% 18.1% 15.1% 14.1%
* Prior-period information for 20142017 earnings from continuing operations and 2013 has2017 and 2018 average invested capital have not been restated for ASC Topic 606 and is, therefore, not comparablethe retrospective application of a change in accounting principle related to the 2017, 2016amortization of actuarial gains and 2015 information.losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020 as discussed in Note T to the Consolidated Financial Statements in Item 8.


ADDITIONAL FINANCIAL INFORMATION
OFF-BALANCE SHEET ARRANGEMENTS
On December 31, 2017, other than operating leases,2020, we had no material off-balance sheet arrangements.


45

CONTRACTUAL OBLIGATIONS AND COMMERCIAL COMMITMENTS
The following tables present information about our contractual obligations and commercial commitments on December 31, 2017:2020:
  Payments Due by Period
Contractual ObligationsTotal Amount CommittedLess Than 1 Year1-3 Years4-5 YearsMore Than 5 Years
Debt (a)$16,501 $3,389 $2,884 $2,508 $7,720 
Operating leases1,710 298 444 263 705 
Finance leases396 87 124 40 145 
Purchase obligations (b)38,090 17,019 15,111 4,655 1,305 
Other long-term liabilities (c)26,892 4,188 3,479 2,596 16,629 
 $83,589 $24,981 $22,042 $10,062 $26,504 
   Payments Due by Period
Contractual ObligationsTotal Amount Committed Less Than 1 Year 1-3 Years 4-5 Years More Than 5 Years
Long-term debt (a)$5,029
 $112
 $215
 $1,696
 $3,006
Capital lease obligations27
 2
 4
 4
 17
Operating leases1,359
 258
 363
 212
 526
Purchase obligations (b)25,168
 13,806
 8,594
 1,983
 785
Other long-term liabilities (c)21,428
 4,632
 2,677
 1,864
 12,255
 $53,011
 $18,810
 $11,853
 $5,759
 $16,589
(a)Includes scheduled interest payments. See Note K to the Consolidated Financial Statements in Item 8 for a discussion of long-term debt.
(b)Includes amounts committed under legally enforceable agreements for goods and services with defined terms as to quantity, price and timing of delivery. This amount includes $17.1$36.2 billion of purchase obligations for products and services to be delivered under firm government contracts under which we would expect full recourse under normal contract termination clauses.
(c)Represents other long-term liabilities on our Consolidated Balance Sheet, including the current portion of these liabilities. The projected timing of cash flows associated with these obligations is based on management’s estimates, which are based largely on historical experience. This amount also includes all liabilities under our defined-benefitdefined benefit retirement plans. See Note QR to the Consolidated Financial Statements in Item 8 for information regarding these liabilities and the plan assets available to satisfy them.

 Amount of Commitment Expiration by Period
Commercial CommitmentsTotal Amount CommittedLess Than 1 Year1-3 Years4-5 YearsMore Than 5 Years
Letters of credit and guarantees*$1,402 $771 $336 $199 $96 
Aircraft trade-in options*339 16 236 87 — 
$1,741 $787 $572 $286 $96 

   Amount of Commitment Expiration by Period
Commercial CommitmentsTotal Amount Committed Less Than 1 Year 1-3 Years 4-5 Years More Than 5 Years
Letters of credit and guarantees*$1,200
 $585
 $309
 $171
 $135
Aircraft trade-in options*161
 128
 33
 —
 —
 $1,361
 $713
 $342
 $171
 $135
*See Note O to the Consolidated Financial Statements in Item 8 for a discussion of letters of credit and aircraft trade-in options.


APPLICATION OF CRITICAL ACCOUNTING POLICIES
Management’s Discussion and Analysis of Financial Condition and Results of Operations is based on ourthe Consolidated Financial Statements, which have been prepared in accordance with GAAP. The preparation of financial statements in accordance with GAAP requires that we make estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements, as well as the reported amounts of revenue and expenses during the reporting period. On an ongoing basis, we evaluate our estimates including most pervasively those related to various assumptions and projections for our long-term contracts and programs. Other significant estimates include those related to goodwill and intangible assets, income taxes, pension and other post-retirement benefits, workers’ compensation, warranty obligations and litigation and other contingencies. We employ judgment in making our estimates, but they are based on historical experience, currently available information and various other assumptions that we believe areto be reasonable under the circumstances. These estimates form the basis for making judgments about the carrying values of assets and liabilities that are not readily available from other sources. Actual results couldmay differ from these estimates. We believe our judgment is applied consistently and produces financial information that fairly depicts the results of operations for all periods presented.
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In our opinion, the following policies are critical and require the use of significant judgment in their application:
Revenue. The majority of our revenueA performance obligation is derived from long-term contractsa promise in a contract to transfer a distinct good or service to the customer, and programs that can span several years. We account for revenue in accordance with ASC Topic 606. Theis the unit of account in ASC Topic 606 is a performance obligation.for revenue. A contract’s transaction price is allocated to each distinct performance obligation within that contract and recognized as revenue when, or as, the performance obligation is satisfied. Our performance obligations are satisfied over time as work progresses or at a point in time.
Substantially all of our revenue in the defense groupssegments is recognized over time, because control is transferred continuously to our customers. Typically, revenue is recognized over time using costs incurred to date relative to total estimated costs at completion to measure progress toward satisfying our performance obligations. Incurred cost represents work performed, which corresponds with, and thereby best depicts, the transfer of control to the customer. Contract costs include labor, material, overhead and, when appropriate, G&A expenses.
The majorityMost of our revenue recognized at a point in time is for the manufacture of business-jetbusiness jet aircraft in our Aerospace group.segment. Revenue on these contracts is recognized when the customer obtains control of the asset, which is generally upon delivery and acceptance by the customer of the fully outfitted aircraft.
The majority of our revenue is derived from long-term contracts and programs that can span several years. Accounting for long-term contracts and programs involves the use of various techniques to estimate total contract revenue and costs. For long-term contracts, we estimate the profit on a contract as the difference


between the total estimated revenue and expected costs to complete a contract and recognize that profit over the life of the contract.
Contract estimates are based on various assumptions to project the outcome of future events that often span several years. These assumptions include labor productivity and availability; the complexity of the work to be performed; the cost and availability of materials; the performance of subcontractors; and the availability and timing of funding from the customer.
The nature of our contracts gives rise to several types of variable consideration, including claims and award and incentive fees. We include in our contract estimates additional revenue for submitted contract modifications or claims against the customer when we believe we have an enforceable right to the modification or claim, the amount can be estimated reliably and its realization is probable. In evaluating these criteria, we consider the contractual/legal basis for the claim, the cause of any additional costs incurred, the reasonableness of those costs and the objective evidence available to support the claim. We include award or incentive fees in the estimated transaction price when there is a basis to reasonably estimate the amount of the fee. These estimates are based on historical award experience, anticipated performance and our best judgment at the time. Because of our certainty in estimating these amounts, they are included in the transaction price of our contracts and the associated remaining performance obligations.
As a significant change in one or more of these estimates could affect the profitability of our contracts, we review and update our contract-related estimates regularly. Our estimates at the end of the year included impacts from the disruptions caused by COVID-19. Given the uncertainties around the pandemic, including its duration and potential future disruptions to our supply chain or workforce, it is reasonably possible that the actual impact of the pandemic on contract costs could be materially different than our current estimates. The United States and some other governments have taken steps to provide relief. Where our customer has agreed to reimburse certain costs, such as provided for by the
47

Coronavirus Aid, Relief, and Economic Security Act (the CARES Act), we have included those recoveries in our estimates of revenue. To the extent the U.S. government provides for reimbursement of additional costs through legislation and the DoD has available funds, we will seek reimbursement as appropriate.
We recognize adjustments in estimated profit on contracts under the cumulative catch-up method. Under this method, the impact of the adjustment on profit recorded to date on a contract is recognized in the period the adjustment is identified. Revenue and profit in future periods of contract performance are recognized using the adjusted estimate.The aggregate impact of adjustments in contract estimates increased our operating earnings (and diluted earnings per share) by $323$283 ($0.69)0.78) in 2017, $16 ($0.03) in 20162020 and $271 ($0.54)0.74) in 2015. While no2019. No adjustment on any one contract was material to ourthe Consolidated Financial Statements in 2017, 20162020 or 2015, the amount in 2016 was negatively impacted by a loss on the design and development phase of the AJAX program in our Combat Systems group and cost growth associated with the restart of the Navy’s DDG-51 program in our Marine Systems group.2019.
Consistent with industry practice, we classify assets and liabilities related to long-term contracts as current, even though some of these amounts may not be realized within one year. The timing of revenue recognition, billings and cash collections results in billed accounts receivable, unbilled receivables (contract assets), and customer advances and deposits (contract liabilities) on the Consolidated Balance Sheet. These assets and liabilities are reported on the Consolidated Balance Sheet on a contract-by-contract basis at the end of each reporting period.
Reorganization of Operating Segments and Composition of Reporting Units. Effective December 31, 2020, for segment reporting purposes, we reorganized our Information Technology and Mission Systems operating segments into a single segment: Technologies. This reorganization reflects our evolving strategic focus on the combined capabilities of the businesses to meet the customer demand for large-scale, end-to-end highly engineered solutions. Our company now has four operating segments: Aerospace, Marine Systems, Combat Systems and Technologies. We refer to the latter three collectively as our defense segments.
This reorganization similarly changed the composition of our reporting units. Accordingly, goodwill of the Information Technology and Mission Systems reporting units was combined and assigned to the Technologies reporting unit. We performed goodwill impairment assessments immediately prior to and following the change. The results indicated that no impairment existed at the former Information Technology and Mission Systems reporting units prior to the change and the Technologies reporting unit following the change.
Long-lived Assets and Goodwill. We review long-lived assets, including intangible assets subject to amortization, for impairment whenever events or changes in circumstances indicate that the carrying value of the assetassets may not be recoverable. We assess the recoverability of the carrying value of assets held for use based on a review of undiscounted projected cash flows. Impairment losses, where identified, are measured as the excess of the carrying value of the long-lived assetassets over itsthe estimated fair value as determined by discounted projected cash flows.
The COVID-19 pandemic has caused significant disruptions to national and global economies and government activities, which has impacted our businesses. As of the end of the year, we have not identified a triggering event requiring an impairment test for our goodwill, intangibles or other long-lived assets. In our Aerospace segment, which has experienced a more significant impact from the pandemic, we do not believe the impact represents a longer-term change that would indicate that the carrying value of the segment’s intangibles and long-lived assets may not be recoverable or that the Aerospace reporting unit’s estimated fair value has been significantly affected.
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Goodwill represents the purchase price paid in excess of the fair value of net tangible and intangible assets acquired.acquired in a business combination. We review goodwill for impairment annually at each of our reporting units or when circumstances indicate that the likelihood of an impairment is more likelygreater than not.50%. Such circumstances include a significant adverse change in the business climate for one of our reporting units or a decision to dispose of a reporting unit or a significant portion of a reporting unit. The testOur reporting units are consistent with our operating segments in Note S to the Consolidated Financial Statements in Item 8. We use both qualitative and quantitative approaches when testing goodwill for goodwill impairmentimpairment. When determining the approach to be used, we consider the current facts and circumstances of each reporting unit as well as the excess of each reporting unit’s estimated fair value over its carrying value based on our most recent quantitative assessments. Our qualitative approach evaluates the business environment and various events impacting the reporting unit including, but not limited to, macroeconomic conditions, changes in the business environment and reporting unit-specific events. If, based on the qualitative assessment, we determine that it is a two-step processmore likely than not that requires a significant level of


estimation and use of judgment by management, particularly the estimate of the fair value of oura reporting units. We estimateunit is greater than its carrying value, then a quantitative assessment is not necessary. However, if a quantitative assessment is determined to be necessary, we compare the fair value of oura reporting unitsunit to its carrying value and, if necessary, recognize an impairment loss for the amount by which the carrying value exceeds the reporting unit’s fair value.
Our estimate of fair value is based primarily on the discounted projected cash flows of the underlying operations. Thisoperations and requires the use of judgment by management. The process requires numerous assumptions, including the timing of work embedded in our backlog, our performance and profitability under our contracts, our success in securing future business, the appropriate risk-adjusted interest rate used to discount the projected cash flows, and terminal value growth and earnings rates applied to the final year of projected cash flows. Due to the variables inherent in our estimates of fair value, differences in assumptions may have a material effect on the result of our impairment analysis. To assess the reasonableness of our discounted projected cash flows, we compare the sum of our reporting units’ fair value to our market capitalization and calculate an implied control premium (the excess of the market capitalization over the sum of the reporting units’ fair values).capitalization. Additionally, we evaluate the reasonableness of each reporting unit’s fair value by comparing the fair value to comparable peer companies and recent comparable market transactions.
WeAs of December 31, 2020, we completed qualitative assessments for our Aerospace, Marine Systems and Combat Systems reporting units as the required annual goodwill impairment testestimated fair values of each of these reporting units significantly exceeded the respective carrying values based on our most recent quantitative assessments, which were performed as of December 31, 2017. The first step2018. Our qualitative assessments, including consideration of the goodwillimpact of the COVID-19 pandemic, did not present indicators of impairment test comparesfor these reporting units. As of December 31, 2020, we completed a quantitative assessment for our Technologies reporting unit, and the fair value of each of our reporting units to its carrying value. Our reporting units are consistent with our business groups. The estimated fair value of each of our reporting units was well in excess of its respective carrying value as of December 31, 2017.value.
Commitments and Contingencies. We are subject to litigation and other legal proceedings arising either from the normal course of business or under provisions relating to the protection of the environment. Estimating liabilities and costs associated with these matters requires the use of judgment. We record a charge against earnings when a liability associated with claims or pending or threatened litigation is probable and when our exposure is reasonably estimable. The ultimate resolution of our exposure related to these matters may change as further facts and circumstances become known.
Other Contract Costs. Other contract costs represent amounts that are not currently allocable to government contracts, such as a portion of our estimated workers’ compensation obligations, other insurance-related assessments, pension and other post-retirement benefits, and environmental expenses. These costs will become allocable to contracts generally after they are paid. We have elected to defer these costs in other current assets on the Consolidated Balance Sheet until they can be allocated to contracts. We expect to recover these costs through ongoing business, including existing backlog and probable follow-on contracts. We regularly assess the probability of recovery of these costs. This assessment requires that we make assumptions about future contract costs, the extent of cost recovery under our contracts and the amount of future contract activity. These estimates are based on our best judgment. If the backlog in the future does not support the continued deferral of these costs, the profitability of our remaining contracts could be adversely affected.
Retirement Plans. Our defined-benefit pension and other post-retirement benefit costs and obligations depend on several assumptions and estimates. The key assumptions includeassumption is the interest rates used to discount estimated future liabilities and projected long-term rates of return on plan assets.liabilities. We base the discount rates on a current yield curve developed from a portfolio of high-quality, fixed-income investments with maturities consistent with the projected benefit payout period. Beginning in 2016, we refined
49

Retirement plan assumptions, including the method used to determine the service and interest cost components of our net annual benefit cost. Previously, the cost was determined using a single weighted-average discount rate derived from the yield curve described above. Under the refined method, known as the spot rate approach, we use individual spot rates, along the yield curve that correspond with the timing of each service cost and discounted benefit obligation payment. We believe this change provides a more precise measurement of service and interest costs by improving the correlation between projected service cost and discounted benefit obligation cash outflows and


corresponding spot rates on the yield curve. We accounted for this change prospectively as a change in accounting estimate.
We determine the long-term rate of return on assets based on consideration of historical and forward-looking returns and the current and expected asset allocation strategy. In 2017, we decreased the expected long-term rate of return on assets in our primary U.S. government and commercial pension plans by 75 basis points following an assessment of the historical and expected long-term returns of our various asset classes.
These retirement plan assumptions are based on our best judgment, including consideration of current and future market conditions. In the event any of the assumptions change, pension and other post-retirement benefit cost could increase or decrease. For further discussion including the impact of hypothetical changes in the discount rate and expected long-term rate of return onabout our retirement plan assets,assumptions, see Note QR to the Consolidated Financial Statements in Item 8.
As discusseddescribed under Other Contract Costs in Note A to the Consolidated Financial Statements in Item 8, our contractual arrangements with the U.S. government provide for the recovery of benefit costs for our government retirement plans. We have elected to defer recognition of the benefit costs until such costs can be allocated to contracts. Therefore, the impact of annual changes in financial reporting assumptions on the retirement benefit cost for these plans does not immediately affect our operating results.
Accounting Standards Updates. See Note A to the Consolidated Financial Statements in Item 8 for information regarding the accounting standardsstandard we adopted in 20172020 and other new accounting standards that have been issued by the Financial Accounting Standards Board (FASB) but are not effective until after December 31, 2017.2020.




GUARANTOR FINANCIAL INFORMATION
The fixed- and floating-rate notes described in Note K to the Consolidated Financial Statements in Item 8, issued by General Dynamics Corporation (the parent), are fully and unconditionally guaranteed on an unsecured, joint and several basis by several of the parent’s 100%-owned subsidiaries (the guarantors). The guarantee of each guarantor ranks equally in right of payment with all other existing and future senior unsecured indebtedness of such guarantor. A listing of the guarantors is included in an exhibit to this Form 10-K.
Because the parent is a holding company, its cash flow and ability to service its debt, including the fixed- and floating-rate notes, depends on the performance of its subsidiaries and the ability of those subsidiaries to distribute cash to the parent, whether by dividends, loans or otherwise. Holders of the fixed- and floating-rate notes have a direct claim only against the parent and the guarantors.
Under the relevant indenture, the guarantee of each guarantor is limited to the maximum amount that can be guaranteed without rendering the guarantee voidable under applicable laws relating to fraudulent conveyance or fraudulent transfer or similar laws affecting the rights of creditors generally. Each indenture also provides that, in the event (1) of a merger, consolidation or sale or disposition of all or substantially all of the assets of a guarantor (other than a transaction with the parent or any of its subsidiaries) or (2) there occurs a transfer, sale or other disposition of the voting stock of a guarantor so that the guarantor is no longer a subsidiary of the parent, then the guarantor or the entity acquiring the assets (in the event of the sale or other disposition of all or substantially all of the assets of a guarantor) will be released and relieved of any obligations under the guarantee.
The following summarized financial information presents the parent and guarantors (collectively, the combined obligor group) on a combined basis. The summarized financial information of the combined obligor group excludes net investment in and earnings of subsidiaries related to interests held by the combined obligor group in subsidiaries that are not guarantors of the notes.
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STATEMENT OF EARNINGS INFORMATION
Year Ended December 312020
Revenue$13,065 
Operating costs and expenses, excluding G&A(11,190)
Net Earnings738 
BALANCE SHEET INFORMATION
December 31, 2020December 31, 2019
Cash and equivalents$1,952 $606 
Other current assets2,894 2,875 
Noncurrent assets3,082 2,549 
Total assets$7,928 $6,030 
Short-term debt and current portion of long-term debt$2,998 $2,497 
Other current liabilities2,944 2,642 
Long-term debt9,922 8,965 
Other noncurrent liabilities5,645 5,772 
Total liabilities$21,509 $19,876 
The summarized balance sheet information presented above includes the funded status of the company’s primary qualified U.S. government pension plans as the parent has the ultimate obligation for the plans.

ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
We are exposed to market risk, primarily from foreign currency exchange rates, interest rates, commodity prices and investments. See Note N to the Consolidated Financial Statements in Item 8 for a discussion of these risks. The following quantifies the market risk exposure arising from hypothetical changes in foreign currency exchange rates and interest rates.
We had notional forward exchange and interest rate swap contracts outstanding of $4.3$9.4 billion and $5 billion on December 31, 2017,2020 and $6.3 billion on December 31, 2016.
In 2017, we changed our method for calculating the hypothetical, incremental pretax gains (losses) to measure the net gains (losses) for each currency pair across our portfolio of forward exchange contracts (e.g., Canadian dollar/U.S. dollar), rather than measure the gains (losses) on a contract-by-contract basis. The underlying portfolio and the associated exchange-rate risk have not changed. We restated the 2016 amount under the new method to provide comparability between 2017 and 2016.
2019, respectively. A 10% unfavorable exchange rate movement in our portfolio of forward exchange and interest rate swap contracts would have resulted in the following hypothetical, incremental pretax gains (losses):
(Dollars in millions)20202019
Recognized$44 $60 
Unrecognized(344)(161)
(Dollars in millions)2017 2016
Recognized$(29) $(19)
Unrecognized33
 18
Foreign Currency. Currency Risk. Our exchange-rate sensitivity relates primarily to changes in the Canadian dollar, euro and British poundSwiss franc exchange rates. TheseWhile the hypothetical, incremental pretax losses in the table above have increased significantly from 2019, we do not believe this represents a meaningful increase in our risk profile as these losses and gains would be offset by corresponding gains and losses in the remeasurement of the underlying transactions being hedged. We believe these foreign currency forward exchange contracts and the offsetting underlying commitments, when taken together, do not create material market risk.
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Interest Rate Risk. Our financial instruments subject to interest rate risk include fixed-rate,fixed- and floating-rate long-term debt obligations and variable-rate commercial paper.obligations. On December 31, 2017,2020, we had $4$12.5 billion par value of fixed-rate debt and no commercial paper outstanding.$500 of floating-rate notes. Our fixed-rate debt obligations are not putable, and we do not trade these securities in the market. A 10% unfavorable interest rate movement would not have a material impact on the fair value of our debt obligations.fixed-rate debt. As described in Note K to the Consolidated Financial Statements in Item 8, we entered into derivative financial instruments, specifically interest rate swap contracts, to eliminate our floating-rate interest risk.
Investment Risk. Our investment policy allows for purchases of fixed-income securities with an investment-grade rating and a maximum maturity of up to five years. On December 31, 2017,2020 and 2019, we held $3$2.8 billion and $902 in cash and equivalents, respectively, but held no marketable securities other than those held in trust to meet some of our obligations under workers’ compensation and non-qualified supplemental executive retirementpension plans. On December 31, 2017, these2020 and 2019, we held marketable securities totaled $191in trust of $211 and were$207, respectively. These marketable securities are reflected at fair value on ourthe Consolidated Balance Sheet in other current and noncurrent assets.
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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA


Prior-period information has been restated for the adoption of Accounting Standards Codification (ASC) Topic 606, Revenue from Contracts with Customers, and Accounting Standards Update (ASU) 2015-07, Income Taxes (Topic 740): Balance Sheet Classification of Deferred Taxes, which we adopted on January 1, 2017, as discussed in Note T.

CONSOLIDATED STATEMENTSSTATEMENT OF EARNINGS

Year Ended December 31Year Ended December 31
(Dollars in millions, except per-share amounts)2017 2016 2015(Dollars in millions, except per-share amounts)20202019*2018*
Revenue:     Revenue:
Products$19,016
 $19,010
 $20,477
Products$22,188 $23,130 $20,149 
Services11,957
 11,551
 11,304
Services15,737 16,220 16,044 
30,973
 30,561
 31,781
37,925 39,350 36,193 
Operating costs and expenses:     Operating costs and expenses:
Products14,799
 15,159
 15,986
Products(18,192)(18,611)(15,926)
Services9,987
 9,746
 9,563
Services(13,408)(13,752)(13,610)
General and administrative (G&A)2,010
 1,922
 1,937
General and administrative (G&A)(2,192)(2,417)(2,263)
26,796
 26,827
 27,486
(33,792)(34,780)(31,799)
Operating earnings4,177
 3,734
 4,295
Operating earnings4,133 4,570 4,394 
Other, netOther, net82 92 47 
Interest, net(103) (91) (83)Interest, net(477)(460)(356)
Other, net3
 13
 7
Earnings from continuing operations before income tax4,077
 3,656
 4,219
Earnings from continuing operations before income tax3,738 4,202 4,085 
Provision for income tax, net1,165
 977
 1,183
Provision for income tax, net(571)(718)(727)
Earnings from continuing operations2,912
 2,679
 3,036
Earnings from continuing operations3,167 3,484 3,358 
Discontinued operations, net of tax benefit of $51 in 2016 and $7 in 2015—
 (107) —
Discontinued operations, net of tax provision of $13 in 2018Discontinued operations, net of tax provision of $13 in 20180 0 (13)
Net earnings$2,912
 $2,572
 $3,036
Net earnings$3,167 $3,484 $3,345 
     
Earnings per share     Earnings per share
Basic:     Basic:
Continuing operations$9.73
 $8.79
 $9.45
Continuing operations$11.04 $12.09 $11.37 
Discontinued operations—
 (0.35) —
Discontinued operations0 0 (0.04)
Net earnings$9.73
 $8.44
 $9.45
Net earnings$11.04 $12.09 $11.33 
Diluted:     Diluted:
Continuing operations$9.56
 $8.64
 $9.29
Continuing operations$11.00 $11.98 $11.22 
Discontinued operations—
 (0.35) —
Discontinued operations0 0 (0.04)
Net earnings$9.56
 $8.29
 $9.29
Net earnings$11.00 $11.98 $11.18 
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.

*Prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of this change in accounting principle, see Note T to the Consolidated Financial Statements.





53

CONSOLIDATED STATEMENTSSTATEMENT OF COMPREHENSIVE INCOME

Year Ended December 31Year Ended December 31
(Dollars in millions) 2017 2016 2015(Dollars in millions)20202019*2018*
Net earnings $2,912
 $2,572
 $3,036
Net earnings$3,167 $3,484 $3,345 
Gains (losses) on cash flow hedges 341
 191
 (394)
Unrealized gains (losses) on securities 9
 (9) (2)
Gains on cash flow hedgesGains on cash flow hedges366 97 36 
Foreign currency translation adjustments 348
 (112) (371)Foreign currency translation adjustments353 186 (300)
Change in retirement plans’ funded status 20
 (192) 500
Change in retirement plans’ funded status(453)(857)(45)
Other comprehensive income (loss), pretax 718
 (122) (267)Other comprehensive income (loss), pretax266 (574)(309)
Provision (benefit) for income tax, net 151
 (18) 84
Benefit for income tax, netBenefit for income tax, net2 156 1 
Other comprehensive income (loss), net of tax 567
 (104) (351)Other comprehensive income (loss), net of tax268 (418)(308)
Comprehensive income $3,479
 $2,468
 $2,685
Comprehensive income$3,435 $3,066 $3,037 
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.

*Prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of this change in accounting principle, see Note T to the Consolidated Financial Statements.

54



CONSOLIDATED BALANCE SHEETSSHEET

 December 31
(Dollars in millions)2017 2016
    
ASSETS   
Current assets:   
Cash and equivalents$2,983
 $2,334
Accounts receivable3,617
 3,399
Unbilled receivables5,240
 4,212
Inventories5,303
 5,118
Other current assets1,185
 1,471
Total current assets18,328
 16,534
Noncurrent assets:   
Property, plant and equipment, net3,517
 3,477
Intangible assets, net702
 678
Goodwill11,914
 11,445
Other assets585
 1,038
Total noncurrent assets16,718
 16,638
Total assets$35,046
 $33,172
    
LIABILITIES AND SHAREHOLDERS’ EQUITY   
Current liabilities:   
Short-term debt and current portion of long-term debt$2
 $900
Accounts payable3,207
 2,538
Customer advances and deposits6,992
 6,827
Other current liabilities2,898
 3,185
Total current liabilities13,099
 13,450
Noncurrent liabilities:   
Long-term debt3,980
 2,988
Other liabilities6,532
 6,433
Commitments and contingencies (see Note O)

 

Total noncurrent liabilities10,512
 9,421
Shareholders’ equity:   
Common stock482
 482
Surplus2,872
 2,819
Retained earnings26,444
 24,543
Treasury stock(15,543) (14,156)
Accumulated other comprehensive loss(2,820) (3,387)
Total shareholders’ equity11,435
 10,301
Total liabilities and shareholders’ equity$35,046
 $33,172
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.



CONSOLIDATED STATEMENTS OF CASH FLOWS

 Year Ended December 31
(Dollars in millions)2017 2016 2015
Cash flows from operating activities - continuing operations:     
Net earnings$2,912
 $2,572
 $3,036
Adjustments to reconcile net earnings to net cash provided by operating activities:     
Depreciation of property, plant and equipment362
 365
 365
Amortization of intangible assets79
 88
 116
Equity-based compensation expense123
 95
 98
Deferred income tax provision401
 184
 213
Discontinued operations, net of tax—
 107
 —
(Increase) decrease in assets, net of effects of business acquisitions:     
Accounts receivable(195) (122) 632
Unbilled receivables(987) (1,048) 61
Inventories(182) (377) 141
Other current assets207
 315
 80
Increase (decrease) in liabilities, net of effects of business acquisitions:     
Accounts payable657
 567
 (89)
Customer advances and deposits264
 (305) (2,153)
Other, net238
 (243) 107
Net cash provided by operating activities3,879
 2,198
 2,607
Cash flows from investing activities:     
Capital expenditures(428) (392) (569)
Business acquisitions, net of cash acquired

(399) (58) (5)
Maturities of held-to-maturity securities—
 —
 500
Proceeds from sales of assets50
 9
 291
Other, net(14) 15
 (17)
Net cash (used) provided by investing activities(791) (426) 200
Cash flows from financing activities:     
Purchases of common stock(1,558) (1,996) (3,233)
Dividends paid(986) (911) (873)
Proceeds from fixed-rate notes985
 992
 —
Repayment of fixed-rate notes(900) (500) (500)
Proceeds from stock option exercises163
 292
 268
Other, net(103) (46) (29)
Net cash used by financing activities(2,399) (2,169) (4,367)
Net cash used by discontinued operations(40) (54) (43)
Net increase (decrease) in cash and equivalents649
 (451) (1,603)
Cash and equivalents at beginning of year2,334
 2,785
 4,388
Cash and equivalents at end of year$2,983
 $2,334
 $2,785
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.


CONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY

 Common Stock Retained Treasury 
Accumulated
Other 
Comprehensive
 
Total
Shareholders’    
(Dollars in millions)Par Surplus Earnings Stock Loss Equity
December 31, 2014$482
 $2,548
 $21,127
 $(9,396) $(2,932) $11,829
Cumulative-effect adjustment
    (See Note T)
—
 —
 (372) —
 —
 (372)
Net earnings—
 —
 3,036
 —
 —
 3,036
Cash dividends declared—
 —
 (888) —
 —
 (888)
Equity-based awards—
 182
 —
 237
 —
 419
Shares purchased—
 —
 —
 (3,233) —
 (3,233)
Other comprehensive loss—
 —
 —
 —
 (351) (351)
December 31, 2015482

2,730

22,903

(12,392)
(3,283)
10,440
Net earnings—
 —
 2,572
 —
 —
 2,572
Cash dividends declared—
 —
 (932) —
 —
 (932)
Equity-based awards—
 89
 —
 267
 —
 356
Shares purchased—
 —
 —
 (2,031) —
 (2,031)
Other comprehensive loss—
 —
 —
 —
 (104) (104)
December 31, 2016482
 2,819
 24,543
 (14,156) (3,387) 10,301
Cumulative-effect adjustment
    (See Note A)
—
 —
 (3) —
 —
 (3)
Net earnings—
 —
 2,912
 —
 —
 2,912
Cash dividends declared—
 —
 (1,008) —
 —
 (1,008)
Equity-based awards—
 53
 —
 146
 —
 199
Shares purchased—
 —
 —
 (1,533) —
 (1,533)
Other comprehensive income—
 —
 —
 —
 567
 567
December 31, 2017$482
 $2,872
 $26,444
 $(15,543) $(2,820) $11,435
December 31
(Dollars in millions)20202019*
ASSETS
Current assets:
Cash and equivalents$2,824 $902 
Accounts receivable3,161 3,544 
Unbilled receivables8,024 7,857 
Inventories5,745 6,306 
Other current assets1,789 1,679 
Total current assets21,543 20,288 
Noncurrent assets:
Property, plant and equipment, net5,100 4,475 
Intangible assets, net2,117 2,315 
Goodwill20,053 19,677 
Other assets2,495 2,594 
Total noncurrent assets29,765 29,061 
Total assets$51,308 $49,349 
LIABILITIES AND SHAREHOLDERS’ EQUITY
Current liabilities:
Short-term debt and current portion of long-term debt$3,003 $2,920 
Accounts payable2,952 3,162 
Customer advances and deposits6,276 7,148 
Other current liabilities3,733 3,571 
Total current liabilities15,964 16,801 
Noncurrent liabilities:
Long-term debt9,995 9,010 
Other liabilities9,688 9,560 
Commitments and contingencies (see Note O)00
Total noncurrent liabilities19,683 18,570 
Shareholders’ equity:
Common stock482 482 
Surplus3,124 3,039 
Retained earnings33,498 31,633 
Treasury stock(17,893)(17,358)
Accumulated other comprehensive loss(3,550)(3,818)
Total shareholders’ equity15,661 13,978 
Total liabilities and shareholders’ equity$51,308 $49,349 
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.


*Prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of this change in accounting principle, see Note T to the Consolidated Financial Statements.


55

CONSOLIDATED STATEMENT OF CASH FLOWS
Year Ended December 31
(Dollars in millions)202020192018
Cash flows from operating activities - continuing operations:
Net earnings$3,167 $3,484 $3,345 
Adjustments to reconcile net earnings to net cash from operating activities:
Depreciation of property, plant and equipment523 466 436 
Amortization of intangible and finance lease right-of-use assets355 363 327 
Equity-based compensation expense128 133 140 
Deferred income tax (benefit) provision(127)92 (3)
Discontinued operations, net of tax0 0 13 
(Increase) decrease in assets, net of effects of business acquisitions:
Accounts receivable371 176 417 
Unbilled receivables(116)(1,303)(800)
Inventories502 (376)(591)
Other current assets208 8 310 
Increase (decrease) in liabilities, net of effects of business acquisitions:
Accounts payable(215)6 (197)
Customer advances and deposits(707)(105)36 
Other, net(231)37 (285)
Net cash provided by operating activities3,858 2,981 3,148 
Cash flows from investing activities:
Capital expenditures(967)(987)(690)
Business acquisitions, net of cash acquired
(203)(19)(10,099)
Proceeds from sales of assets171 14 562 
Other, net25 (2)(7)
Net cash used by investing activities(974)(994)(10,234)
Cash flows from financing activities:
Proceeds from fixed-rate notes3,960 0 6,461 
Repayment of fixed-rate notes(2,000)0 0 
Dividends paid(1,240)(1,152)(1,075)
Purchases of common stock(587)(231)(1,769)
Repayment of floating-rate notes(500)0 0 
(Repayment of) proceeds from credit facility, net(441)291 122 
Proceeds from commercial paper, gross (maturities greater than 3 months)420 0 0 
Repayment of commercial paper, gross (maturities greater than 3 months)(420)0 0 
(Repayment of) proceeds from commercial paper, net0 (850)850 
Proceeds from floating-rate notes0 0 1,000 
Repayment of CSRA accounts receivable purchase agreement0 0 (450)
Other, net(95)(55)(53)
Net cash (used) provided by financing activities(903)(1,997)5,086 
Net cash used by discontinued operations(59)(51)(20)
Net increase (decrease) in cash and equivalents1,922 (61)(2,020)
Cash and equivalents at beginning of year902 963 2,983 
Cash and equivalents at end of year$2,824 $902 $963 
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.
56

CONSOLIDATED STATEMENT OF SHAREHOLDERS’ EQUITY
 Common StockRetainedTreasuryAccumulated
Other 
Comprehensive
Total
Shareholders’
(Dollars in millions)ParSurplusEarningsStockLossEquity
December 31, 2017 (a)$482 $2,872 $26,509 $(15,543)$(2,519)$11,801 
Cumulative-effect adjustments (a) (b)— — 573 — (573)0 
Net earnings— — 3,345 — — 3,345 
Cash dividends declared— — (1,101)— — (1,101)
Equity-based awards— 74 — 105 — 179 
Shares purchased— — — (1,806)— (1,806)
Other comprehensive loss (a)— — — — (308)(308)
December 31, 2018 (a)482 2,946 29,326 (17,244)(3,400)12,110 
Net earnings— — 3,484 — — 3,484 
Cash dividends declared— — (1,177)— — (1,177)
Equity-based awards— 93 — 70 — 163 
Shares purchased— — — (184)— (184)
Other comprehensive loss (a)— — — — (418)(418)
December 31, 2019 (a)482 3,039 31,633 (17,358)(3,818)13,978 
Cumulative-effect adjustment (c)— — (37)— — (37)
Net earnings— — 3,167 — — 3,167 
Cash dividends declared— — (1,265)— — (1,265)
Equity-based awards— 85 — 67 — 152 
Shares purchased— — — (602)— (602)
Other comprehensive income— — — — 268 268 
December 31, 2020$482 $3,124 $33,498 $(17,893)$(3,550)$15,661 
The accompanying Notes to Consolidated Financial Statements are an integral part of these financial statements.
(a)Prior-period information has been restated for the retrospective application of a change in accounting principle related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the fourth quarter of 2020. For further discussion of this change in accounting principle, see Note T to the Consolidated Financial Statements.
(b)Reflects the cumulative effects of Accounting Standards Update (ASU) 2016-01, Financial Instruments - Overall (Subtopic 825-10): Recognition and Measurement of Financial Assets and Financial Liabilities, and ASU 2018-02, Income Statement - Reporting Comprehensive Income (Topic 220): Reclassification of Certain Tax Effects from Accumulated Other Comprehensive Income, which we adopted on January 1, 2018.
(c)Reflects the cumulative effect of ASU 2016-13, Financial Instruments - Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments, which we adopted on January 1, 2020. See Note A for additional details.


57

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
(Dollars in millions, except per-share amounts or unless otherwise noted)


A. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Organization. General Dynamics is organized into foura global aerospace and defense company that offers a broad portfolio of products and services in business groups: Aerospace, which delivers Gulfstream aircraftaviation; ship construction and provides services for Gulfstream aircraft and aircraft produced by other original equipment manufacturers (OEMs); Combat Systems, which designs and manufacturesrepair; land combat vehicles, weapons systems and munitions; and technology products and services.
Effective December 31, 2020, for segment reporting purposes, we reorganized our Information Technology and Mission Systems operating segments into a single segment: Technologies. This reorganization reflects our evolving strategic focus on the combined capabilities of the businesses to meet the customer demand for large-scale, end-to-end highly engineered solutions. Our company now has 4 operating segments: Aerospace, Marine Systems, Combat Systems and Technology, which provides C4ISR (command, control, communication, computers, intelligence, surveillance and reconnaissance) solutions andTechnologies. We refer to the latter 3 collectively as our defense segments. Prior-period segment information technology (IT) services; and Marine Systems, which designs, constructs and repairs surface ships and submarines. Our primary customer is the U.S. government. We also do significant business with non-U.S. governments and a diverse base of corporate and individual buyers of business aircraft.has been restated for this change.
Basis of Consolidation and Classification. The Consolidated Financial Statements include the accounts of General Dynamics Corporation and our wholly owned and majority-owned subsidiaries. We eliminate all inter-company balances and transactions in the Consolidated Financial Statements. Some prior-year amounts have been reclassified among financial statement accounts or disclosures to conform to the current-year presentation.
Consistent with industry practice, we classify assets and liabilities related to long-term contracts as current, even though some of these amounts may not be realized within one year.
Further discussion of our significant accounting policies is contained in the other notes to these financial statements.
Use of Estimates.Estimates and Other Uncertainties. The Coronavirus (COVID-19) pandemic has caused significant disruptions to national and global economies and government activities. Our businesses have been designated as critical infrastructure by the U.S. government and many non-U.S. governments and, as such, are required to stay open. Within our Aerospace segment, quarantine and travel restrictions in connection with the pandemic have impacted the timing of aircraft deliveries, and the economic consequences of COVID-19 have impacted demand. Our defense business has also experienced disruptions, such as customer site closures, travel restrictions and social distancing requirements, which have impacted contract execution. We have instituted various initiatives throughout the company as part of our business continuity programs, and we continue to work to mitigate risk when disruptions occur. While we expect this situation to be temporary, any longer-term impact to our business is currently unknown due to the uncertainty around the pandemic’s duration and its broader impact.
The nature of our business requires that we make estimates and assumptions in accordance with U.S. generally accepted accounting principles (GAAP). These estimates and assumptions affect the reported amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements, as well as the reported amounts of revenue and expenses during the reporting period. We base our estimates on historical experience, currently available information and various other assumptions that we believe are reasonable under the circumstances. Actual resultsThe COVID-19 pandemic has impacted these estimates and assumptions and will continue to do so. The accounting for long-term contracts requires the use of estimates (see Note B). Our estimates at the end of the year included impacts from the disruptions caused by COVID-19. Given the uncertainties around the pandemic,
58

including its duration and potential future disruptions to our supply chain or workforce, it is reasonably possible that the actual impact of the pandemic on contract costs could differ from thesebe materially different than our current estimates. The United States and some other governments have taken steps to provide relief. Where our customer has agreed to reimburse certain costs, such as provided for by the Coronavirus Aid, Relief, and Economic Security Act (the CARES Act), we have included those recoveries in our estimates of revenue. To the extent the U.S. government provides for reimbursement of additional costs through legislation and the U.S. Department of Defense (DoD) has available funds, we will seek reimbursement as appropriate.
Change in Accounting Principle. In the fourth quarter of 2020, we retrospectively changed our accounting method related to the amortization of actuarial gains and losses for our qualified U.S. government pension plans that impacted our prior-period financial statements. See Note T for further discussion of this change in accounting principle.
Discontinued Operations, Net of Tax. In 2013, On April 3, 2018, we settled litigation with the U.S. Navy related to the terminated A-12 aircraft contract in the company’s former tactical military aircraft business. In connection with the settlement, we released some rights to reimbursementcompleted our acquisition of costs on ships under contract at our Bath, Maine, shipyard. As we progressed through the shipbuilding process, we determined that the cost associated with this settlement was greater than anticipated. Therefore, in 2016, we recognized an $84 loss, net of tax, to adjust the previously-recognized settlement value. In addition, we recognized a $10 loss, net of tax, in 2016 related to an environmental matter associated with a former operationCSRA, Inc. (CSRA). See Note C for further discussion of the company.
acquisition. In 2015,the third quarter of 2018, we completeddisposed of CSRA operations to address an organizational conflict of interest with respect to services provided to a government customer. In accordance with GAAP, the sale of our axle businessdid not result in the Combat Systems group. In 2016, we recognized a final adjustment of $13 to the loss ongain for financial reporting purposes. However, the sale generated a taxable gain, resulting in tax expense of this business.$13.
Research and Development Expenses. Company-sponsored research and development (R&D) expenses, including product developmentAerospace product-development costs, were $521$374 in 2017, $4182020, $466 in 20162019 and $395$502 in 2015. The increase in 2017 is due primarily to higher2018. R&D expenses inhave trended downward over the Aerospace group associated with ongoing product-development efforts as the group progressesthree-year period with the certificationcompletion of its two newest aircraft models, the G500 and G600.G600 aircraft test programs, offset partially by increased activities associated with the development of the new G700 aircraft model. R&D expenses are included in operating costs and expenses in the Consolidated


Statement of Earnings in the period in which they are incurred. Customer-sponsored R&D expenses are charged directly to the related contracts.
The Aerospace groupsegment has cost-sharing arrangements with some of its suppliers that enhance the group’ssegment’s internal development capabilities and offset a portion of the financial cost associated with the group’ssegment’s product development efforts. These arrangements explicitly state that supplier contributions are for reimbursementsreimbursement of costs we incur in the development of new aircraft models and technologies, and we retain substantial rights in the products developed under these arrangements. We record amounts received from these cost-sharing arrangements as a reduction of R&D expenses. We have no obligation to refund any amounts received under the agreements regardless of the outcome of the development efforts. Under the typical terms of an agreement, payments received from suppliers for their share of the costs are based on milestones and are recognized as received. Our policy is to defer payments in excess of the costs we have incurred.
Interest, Net. Net interest expense consisted of the following:
Year Ended December 31202020192018
Interest expense$489 $472 $374 
Interest income(12)(12)(18)
Interest expense, net$477 $460 $356 
The increase in 2019 is due primarily to the impact of financing the CSRA acquisition, including the issuance of $7.5 billion of fixed- and floating-rate notes in the second quarter of 2018. See Note K for additional information regarding our debt obligations, including interest rates.
59

Year Ended December 312017 2016 2015
Interest expense$117
 $99
 $98
Interest income(14) (8) (15)
Interest expense, net$103
 $91
 $83
Cash and Equivalents and Investments in Debt and Equity Securities. We consider securities with a maturity of three months or less to be cash equivalents. Our cash balances are invested primarily in time deposits rated A-/A3 or higher. Our investments in other securities are included in other current and noncurrent assets on the Consolidated Balance Sheet (see Note E).Sheet. We report our held-to-maturityequity securities at amortized cost.fair value with subsequent changes in fair value recognized in net earnings. We report our available-for-sale debt securities at fair value. Changes in the fair value of available-for-sale securities arewith unrealized gains and losses recognized as a component of other comprehensive income (loss) in the Consolidated Statement of Comprehensive Income. We had no0 trading or held-to-maturity debt securities on December 31, 20172020 or 2016.2019. See Note E for additional information regarding our investments in debt and equity securities.
Cash flows in 2016 and 2015 were affected negatively by growth in operating working capital in our Combat Systems group due to the utilization of deposits and the timing of billings on a large contract for a Middle Eastern customer, and in our Aerospace group from the build-up of inventory related to the new G500 and G600 aircraft programs and the liquidation of customer deposits associated with aircraft deliveries. In 2017, the growth in operating working capital due to these factors slowed and was offset by lower income tax payments.
Other Contract Costs. Other contract costs represent amounts that are not currently allocable to government contracts, such as a portion of our estimated workers’ compensation obligations, other insurance-related assessments, pension and other post-retirement benefits, and environmental expenses. These costs will become allocable to contracts generally after they are paid. We have elected to defer these costs in other current assets on the Consolidated Balance Sheet until they can be allocated to contracts. We expect to recover these costs through ongoing business, including existing backlog and probable follow-on contracts. We regularly assess the probability of recovery of these costs. If the backlog in the future does not support the continued deferral of these costs, the profitability of our remaining contracts could be adversely affected. Other contract costs on December 31, 20172020 and 2016,2019, were $448$499 and $699, respectively, and are included in other current assets on the Consolidated Balance Sheet.$652, respectively.
Long-lived Assets and Goodwill. We review long-lived assets, including intangible assets subject to amortization, for impairment whenever events or changes in circumstances indicate that the carrying value of the assetassets may not be recoverable. We assess the recoverability of the carrying value of assets held for use based on a review of undiscounted projected cash flows. Impairment losses, where identified, are measured as the excess of the carrying value of the long-lived assetassets over itsthe estimated fair value as determined by discounted projected cash flows.


We reviewThe COVID-19 pandemic has caused significant disruptions to national and global economies and government activities, which has impacted our businesses. As of the end of the year, we have not identified a triggering event requiring an impairment test for our goodwill, for impairment annuallyintangibles or when circumstancesother long-lived assets. In our Aerospace segment, which has experienced a more significant impact from the pandemic, we do not believe the impact represents a longer-term change that would indicate that an impairment is more likely than not. the carrying value of the segment’s intangibles and long-lived assets may not be recoverable or that the Aerospace reporting unit’s estimated fair value has been significantly affected.
Goodwill represents the purchase price paid in excess of the fair value of net tangible and intangible assets acquired. The testacquired in a business combination. We review goodwill for goodwillimpairment annually at each of our reporting units or when circumstances indicate that the likelihood of an impairment is a two-step process to first identify potential goodwill impairment for each reporting unit and then, if necessary, measure the amount of the impairment loss.greater than 50%. Our reporting units are consistent with our business groupsoperating segments in Note R.S. We completeduse both qualitative and quantitative approaches when testing goodwill for impairment. When determining the required annual goodwill impairment testapproach to be used, we consider the current facts and circumstances of each reporting unit as well as the excess of December 31, 2017. The first step ofeach reporting unit’s estimated fair value over its carrying value based on our most recent quantitative assessments. Our qualitative approach evaluates the goodwill impairment test comparesbusiness environment and various events impacting the reporting unit including, but not limited to, macroeconomic conditions, changes in the business environment and reporting unit-specific events. If, based on the qualitative assessment, we determine that it is more likely than not that the fair value of each of oura reporting units tounit is greater than its carrying value. We estimatevalue, then a quantitative assessment is not necessary. However, if a quantitative assessment is determined to be necessary, we compare the fair value of oura reporting unitsunit to its carrying value and, if necessary, recognize
60

an impairment loss for the amount by which the carrying value exceeds the reporting unit’s fair value. Our estimate of fair value is based primarily on the discounted projected cash flows of the underlying operations. The
As of December 31, 2020, we completed qualitative assessments for our Aerospace, Marine Systems and Combat Systems reporting units as the estimated fair valuevalues of each of these reporting units significantly exceeded the respective carrying values based on our most recent quantitative assessments, which were performed as of December 31, 2018. Our qualitative assessments, including consideration of the impact of the COVID-19 pandemic, did not present indicators of impairment for these reporting units.
Effective December 31, 2020, we reorganized our Information Technology and Mission Systems operating segments into a single segment: Technologies. This reorganization similarly changed the composition of our reporting units. Accordingly, goodwill of the Information Technology and Mission Systems reporting units was combined and assigned to the Technologies reporting unit. We performed goodwill impairment assessments immediately prior to the change, and the results indicated that 0 impairment existed at the former Information Technology and Mission Systems reporting units. As of December 31, 2020, we completed a quantitative assessment for our Technologies reporting unit, and the fair value was well in excess of its respective carrying value as of December 31, 2017.value. For a summary of our goodwill by reporting unit, see Note C.
Accounting Standards Updates. On Effective January 1, 2017,2020, we retrospectivelyadopted ASU 2016-13, Financial Instruments - Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments. ASU 2016-13 significantly changes how entities account for credit losses for financial assets and certain other instruments, including trade receivables and contract assets, that are not measured at fair value through net income. The ASU requires a number of changes to the assessment of credit losses, including the utilization of an expected credit loss model, which requires consideration of a broader range of information to estimate expected credit losses over the entire lifetime of the asset, including losses where probability is considered remote. Additionally, the standard requires the estimation of lifetime expected losses for trade receivables and contract assets that are classified as current. We adopted the following accounting standards issued by the Financial Accounting Standards Board (FASB) that impacted our prior-period financial statements:
•
ASC Topic 606, Revenue from Contracts with Customers
•
ASU 2015-17, Income Taxes (Topic 740): Balance Sheet Classification of Deferred Taxes
See Note T for further discussion of each of these accounting standards.
We also adopted ASU 2016-16, Income Taxes (Topic 740): Intra-Entity Transfers of Assets Other Than Inventory,standard on January 1, 2017. Wea modified retrospective basis and recognized the cumulative effect of this standard as a $3$37 decrease to retained earnings on the date of adoption. ASU 2016-16 requires recognition of the current and deferred income tax effects of an intra-entity asset transfer, other than inventory, when the transfer occurs, as opposed to former GAAP, which required companies to defer the income tax effects of intra-entity asset transfers until the asset was sold to an outside party. The income tax effects of intra-entity inventory transfers will continue to be deferred until the inventory is sold.
There are several new accounting standards that have been issued by the FASB but are not effective until after December 31, 2017, including the following:
ASU 2016-01, Financial Instruments - Overall (Subtopic 825-10): Recognition and Measurement of Financial Assets and Financial Liabilities. ASU 2016-01 addresses certain aspects of recognition, measurement, presentation and disclosure of financial instruments. Specific to our business, ASU 2016-01 requires equity investments to be measured at fair value with changes in fair value recognized in net income. The ASU eliminates the available-for-sale classification for equity investments that recognized changes in fair value as a component of other comprehensive income. We adopted the standard on a modified retrospective basis with a cumulative-effect adjustment to the Consolidated Balance Sheet onEffective January 1, 2018. The adoption of the ASU did not have a material effect on our results of operations, financial condition or cash flows.
ASU 2016-15, Statement of Cash Flows (Topic 230): Classification of Certain Cash Receipts and Cash Payments. ASU 2016-15 is intended to reduce diversity in practice in how certain cash receipts and cash payments are presented and classified in the Consolidated Statement of Cash Flows by providing guidance on eight specific cash flow issues. We2019, we adopted the standard retrospectively on January 1, 2018. The adoption of the ASU did not have a material effect on our cash flows.
ASU 2017-07, Compensation - Retirement Benefits (Topic 715): Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost. ASU 2017-07 requires the service cost component of net benefit cost to be reported separately from the other components of net benefit cost in the income statement. The ASU also allows only the service cost component of net benefit cost to be eligible for capitalization. We adopted the standard retrospectively on January 1, 2018. Our reported


2017 operating earnings, when restated, will increase $59 due to the reclassification of the non-service cost components of net benefit cost, and our reported other income will decrease by the same amount, with no impact to net earnings. The area of the ASU related to capitalization did not have a material effect on our results of operations, financial condition or cash flows.
ASU 2016-02, Leases (Topic 842). ASU 2016-02Accounting Standards Codification (ASC) Topic 842, Leases. ASC Topic 842 requires the recognition of lease rights and obligations as assets and liabilities on the balance sheet. Previously, lessees were not required to recognize on the balance sheet assets and liabilities arising from operating leases. The ASU also requires disclosure of keyAs we elected the cumulative-effect adoption method, prior-period information about leasing arrangements. ASU 2016-02 ishas not been restated.
There are other accounting standards that have been issued by the Financial Accounting Standards Board (FASB) but are not effective on January 1, 2019, usinguntil after December 31, 2020. These standards are not expected to have a modified retrospective method of adoption as of January 1, 2017. In January 2018, the FASB issued an exposure draft of the proposed ASU, Leases (Topic 842): Targeted Improvements. The proposed ASU provides an alternative transition method of adoption, permitting the recognition of a cumulative-effect adjustment to retained earnings on the date of adoption.
We intend to adopt the standard on the effective date, but have not yet selected a transition method. We are currently evaluating our population of leased assets in order to assess thematerial impact of the ASU on our lease portfolio, and designing and implementing new processes and controls. Until this effort is completed, we cannot determine the effect of the ASU on our results of operations, financial condition or cash flows.
ASU 2017-12, Derivatives and Hedging (Topic 815): Targeted Improvements to Accounting for Hedging Activities. ASU 2017-12 is intended to simplify hedge accounting by better aligning an entity’s financial reporting for hedging relationships with its risk management activities. The ASU also simplifies the application of the hedge accounting guidance. ASU 2017-12 is effective on January 1, 2019, with early adoption permitted. For cash flow hedges existing at the adoption date, the standard requires adoption on a modified retrospective basis with a cumulative-effect adjustment to the Consolidated Balance Sheet as of the beginning of the year of adoption. The amendments to presentation guidance and disclosure requirements are required to be adopted prospectively. We have not yet determined the effect of the ASU on our results of operations, financial condition or cash flows, nor have we selected a transition date.
Subsequent Event. On February 12, 2018, we announced that we had entered into a definitive agreement to acquire all of the outstanding shares of CSRA for $40.75 per share in cash. The transaction is valued at $9.6 billion, including the assumption of $2.8 billion in CSRA debt. We anticipate financing the transaction through a combination of available cash and new debt financing. We will commence a cash tender offer to purchase all of the outstanding shares of CSRA common stock. The tender offer is subject to customary conditions, including antitrust clearance and the tender of a majority of the outstanding shares of CSRA common stock. We expect to complete the acquisition in the first half of 2018.

B. REVENUE
The majority of our revenue is derived from long-term contracts and programs that can span several years. We account for revenue in accordance with ASC Topic 606.
Performance Obligations. A performance obligation is a promise in a contract to transfer a distinct good or service to the customer, and is the unit of account in ASC Topic 606.for revenue. A contract’s transaction price is allocated to each distinct performance obligation within that contract and recognized as revenue when, or as, the performance obligation is satisfied. The majority of our contracts have a single performance obligation as the promise to transfer the individual goods or services is not separately identifiable from
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other promises in the contracts and is, therefore, not distinct. Some of our contracts have multiple performance obligations, most commonly due to the contract covering multiple phases of the product lifecyclelife cycle (development, production, maintenance


and support). For contracts with multiple performance obligations, we allocate the contract’s transaction price to each performance obligation using our best estimate of the standalone selling price of each distinct good or service in the contract. The primary method used to estimate standalone selling price is the expected cost plus a margin approach, under which we forecast our expected costs of satisfying a performance obligation and then add an appropriate margin for that distinct good or service.
Contract modifications are routine in the performance of our contracts. Contracts are often modified to account for changes in contract specifications or requirements. In most instances, contract modifications are for goods or services that are not distinct and, therefore, are accounted for as part of the existing contract.
Our performance obligations are satisfied over time as work progresses or at a point in time. Revenue from products and services transferred to customers over time accounted for 71%77% of our revenue in 2017, 72%2020, 73% in 20162019 and 68%74% in 2015.2018. Substantially all of our revenue in the defense groupssegments is recognized over time, because control is transferred continuously to our customers. Typically, revenue is recognized over time using costs incurred to date relative to total estimated costs at completion to measure progress toward satisfying our performance obligations. Incurred cost represents work performed, which corresponds with, and thereby best depicts, the transfer of control to the customer. Contract costs include labor, material, overhead and, when appropriate, G&A expenses.
Revenue from goods and services transferred to customers at a point in time accounted for 29%23% of our revenue in 2017, 28%2020, 27% in 20162019 and 32%26% in 2015. The majority2018. Most of our revenue recognized at a point in time is for the manufacture of business-jetbusiness jet aircraft in our Aerospace group.segment. Revenue on these contracts is recognized when the customer obtains control of the asset, which is generally upon delivery and acceptance by the customer of the fully outfitted aircraft.
On December 31, 2017,2020, we had $63.2$89.5 billion of remaining performance obligations, which we also refer to as total backlog. We expect to recognize approximately 40%35% of our remaining performance obligations as revenue in 2018,2021, an additional 40%30% by 20202023 and the balance thereafter.
Contract Estimates. The majority of our revenue is derived from long-term contracts and programs that can span several years. Accounting for long-term contracts and programs involves the use of various techniques to estimate total contract revenue and costs. For long-term contracts, we estimate the profit on a contract as the difference between the total estimated revenue and expected costs to complete a contract and recognize that profit over the life of the contract.
Contract estimates are based on various assumptions to project the outcome of future events that often span several years. These assumptions include labor productivity and availability; the complexity of the work to be performed; the cost and availability of materials; the performance of subcontractors; and the availability and timing of funding from the customer.
The nature of our contracts gives rise to several types of variable consideration, including claims and award and incentive fees. We include in our contract estimates additional revenue for submitted contract modifications or claims against the customer when we believe we have an enforceable right to the modification or claim, the amount can be estimated reliably and its realization is probable. In evaluating these criteria, we consider the contractual/legal basis for the claim, the cause of any additional costs incurred, the reasonableness of those costs and the objective evidence available to support the claim. We
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include award or incentive fees in the estimated transaction price when there is a basis to reasonably estimate the amount of the fee. These estimates are based on historical award experience, anticipated performance and our best judgment at the time. Because of our certainty in estimating these amounts, they are included in the transaction price of our contracts and the associated remaining performance obligations.


As a significant change in one or more of these estimates could affect the profitability of our contracts, we review and update our contract-related estimates regularly. We recognize adjustments in estimated profit on contracts under the cumulative catch-up method. Under this method, the impact of the adjustment on profit recorded to date on a contract is recognized in the period the adjustment is identified. Revenue and profit in future periods of contract performance are recognized using the adjusted estimate. If at any time the estimate of contract profitability indicates an anticipated loss on the contract, we recognize the total loss in the period it is identified.
The impact of adjustments in contract estimates on our operating earnings can be reflected in either operating costs and expenses or revenue. The aggregate impact of adjustments in contract estimates increased our revenue, operating earnings and diluted earnings per share as follows:
Year Ended December 31202020192018
Revenue$389 $342 $377 
Operating earnings283 271 345 
Diluted earnings per share$0.78 $0.74 $0.91 
Year Ended December 312017 2016 2015
Revenue$292
 $95
 $356
Operating earnings323
 16
 271
Diluted earnings per share$0.69
 $0.03
 $0.54
While noNo adjustment on any one contract was material to ourthe Consolidated Financial Statements in 2017, 20162020, 2019 or 2015, the amount in 2016 was negatively impacted by a loss on the design and development phase of the AJAX program in our Combat Systems group and cost growth associated with the restart of the Navy’s DDG-51 program in our Marine Systems group.2018.
Revenue by Category. Our portfolio of products and services consists of almostapproximately 10,000 active contracts. The following series of tables presents our revenue disaggregated by several categories.
Revenue by major products and services was as follows:
Year Ended December 31202020192018
Aircraft manufacturing$6,115 $7,541 $6,262 
Aircraft services and completions1,960 2,260 2,193 
Total Aerospace8,075 9,801 8,455 
Nuclear-powered submarines6,938 6,254 5,712 
Surface ships2,055 1,912 1,872 
Repair and other services986 1,017 918 
Total Marine Systems9,979 9,183 8,502 
Military vehicles4,687 4,620 4,027 
Weapons systems, armament and munitions1,991 1,906 1,798 
Engineering and other services545 481 416 
Total Combat Systems7,223 7,007 6,241 
Information technology (IT) services7,892 8,422 8,269 
C4ISR* solutions4,756 4,937 4,726 
Total Technologies12,648 13,359 12,995 
Total revenue$37,925 $39,350 $36,193 
*Command, control, communications, computers, intelligence, surveillance and reconnaissance
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Year Ended December 312017 2016 2015
Aircraft manufacturing, outfitting and completions$6,320
 $6,074
 $7,497
Aircraft services1,743
 1,625
 1,569
Pre-owned aircraft66
 116
 111
Total Aerospace8,129
 7,815
 9,177
Wheeled combat and tactical vehicles2,506
 2,444
 2,597
Weapons systems, armament and munitions1,633
 1,517
 1,508
Tanks and tracked vehicles1,225
 934
 805
Engineering and other services585
 635
 733
Total Combat Systems5,949
 5,530
 5,643
C4ISR solutions

4,481
 4,716
 4,419
IT services4,410
 4,428
 4,510
Total Information Systems and Technology8,891
 9,144
 8,929
Nuclear-powered submarines5,175
 5,264
 5,010
Surface combatants1,043
 994
 1,081
Auxiliary and commercial ships564
 654
 672
Repair and other services1,222
 1,160
 1,269
Total Marine Systems8,004
 8,072
 8,032
Total revenue$30,973
 $30,561
 $31,781



Revenue by contract type was as follows:
Year Ended December 31, 2020AerospaceMarine SystemsCombat SystemsTechnologiesTotal
Revenue
Fixed-price$7,402 $6,924 $6,159 $5,794 $26,279 
Cost-reimbursement0 3,045 997 5,300 9,342 
Time-and-materials673 10 67 1,554 2,304 
Total revenue$8,075 $9,979 $7,223 $12,648 $37,925 
Year Ended December 31, 2019
Fixed-price$8,949 $6,331 $6,049 $6,344 $27,673 
Cost-reimbursement0 2,839 894 5,263 8,996 
Time-and-materials852 13 64 1,752 2,681 
Total revenue$9,801 $9,183 $7,007 $13,359 $39,350 
Year Ended December 31, 2018
Fixed-price$7,600 $5,493 $5,406 $6,107 $24,606 
Cost-reimbursement0 3,004 800 5,283 9,087 
Time-and-materials855 5 35 1,605 2,500 
Total revenue$8,455 $8,502 $6,241 $12,995 $36,193 
Year Ended December 31, 2017Aerospace Combat Systems Information Systems and Technology Marine Systems Total
Revenue
Fixed-price$7,479
 $5,090
 $3,943
 $4,808
 $21,320
Cost-reimbursement—
 823
 4,143
 3,186
 8,152
Time-and-materials650
 36
 805
 10
 1,501
Total revenue$8,129
 $5,949
 $8,891
 $8,004
 $30,973
Year Ended December 31, 2016         
Fixed-price$7,208
 $4,629
 $4,251
 $4,857
 $20,945
Cost-reimbursement—
 865
 4,084
 3,204
 8,153
Time-and-materials607
 36
 809
 11
 1,463
Total revenue$7,815
 $5,530
 $9,144
 $8,072
 $30,561
Year Ended December 31, 2015         
Fixed-price$8,583
 $4,776
 $4,066
 $5,334
 $22,759
Cost-reimbursement—
 838
 4,029
 2,685
 7,552
Time-and-materials594
 29
 834
 13
 1,470
Total revenue$9,177
 $5,643
 $8,929
 $8,032
 $31,781
Our segments operate under fixed-price, cost-reimbursement and time-and-materials contracts. Our production contracts are primarily fixed-price. Under these contracts, we agree to perform a specific scope of work for a fixed amount. Contracts for research, engineering, repair and maintenance, and other services are typically cost-reimbursement or time-and-materials. Under cost-reimbursement contracts, the customer reimburses contract costs incurred and pays a fixed, incentive or award-based fee. These fees are determined by our ability to achieve targets set in the contract, such as cost, quality, schedule and performance. Under time-and-materials contracts, the customer pays a fixed hourly rate for direct labor and generally reimburses us for the cost of materials.
Each of these contract types presents advantages and disadvantages. Typically, we assume more risk with fixed-price contracts. However, these types of contracts offer additional profits when we complete the work for less than originally estimated. Cost-reimbursement contracts generally subject us to lower risk. Accordingly, the associated base fees are usually lower than fees earned on fixed-price contracts. Under time-and-materials contracts, our profit may vary if actual labor-hour rates vary significantly from the negotiated rates. Also, because these contracts can provide little or no fee for managing material costs, the content mix can impact profitability.

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Revenue by customer was as follows:
Year Ended December 31, 2020AerospaceMarine SystemsCombat SystemsTechnologiesTotal
Revenue
U.S. government:
Department of Defense (DoD)$394 $9,656 $3,813 $6,977 $20,840 
Non-DoD0 9 12 4,705 4,726 
Foreign Military Sales (FMS)119 206 366 46 737 
Total U.S. government513 9,871 4,191 11,728 26,303 
U.S. commercial4,268 97 254 272 4,891 
Non-U.S. government221 9 2,704 551 3,485 
Non-U.S. commercial3,073 2 74 97 3,246 
Total revenue$8,075 $9,979 $7,223 $12,648 $37,925 
Year Ended December 31, 2019
U.S. government:
DoD$305 $8,837 $3,695 $7,027 $19,864 
Non-DoD88 2 13 5,151 5,254 
FMS105 188 340 56 689 
Total U.S. government498 9,027 4,048 12,234 25,807 
U.S. commercial5,270 142 229 327 5,968 
Non-U.S. government399 9 2,663 673 3,744 
Non-U.S. commercial3,634 5 67 125 3,831 
Total revenue$9,801 $9,183 $7,007 $13,359 $39,350 
Year Ended December 31, 2018
U.S. government:
DoD$236 $8,098 $2,903 $6,437 $17,674 
Non-DoD0 2 8 5,296 5,306 
FMS98 145 317 66 626 
Total U.S. government334 8,245 3,228 11,799 23,606 
U.S. commercial3,983 245 251 301 4,780 
Non-U.S. government546 10 2,698 743 3,997 
Non-U.S. commercial3,592 2 64 152 3,810 
Total revenue$8,455 $8,502 $6,241 $12,995 $36,193 
Year Ended December 31, 2017Aerospace Combat Systems Information Systems and Technology Marine Systems Total
Revenue
U.S. government:         
Department of Defense (DoD)$189
 $2,618
 $4,970
 $7,721
 $15,498
Non-DoD—
 92
 2,755
 —
 2,847
Foreign Military Sales (FMS)42
 374
 68
 192
 676
Total U.S. government231
 3,084
 7,793
 7,913
 19,021
U.S. commercial3,885
 220
 322
 71
 4,498
Non-U.S. government210
 2,580
 610
 13
 3,413
Non-U.S. commercial3,803
 65
 166
 7
 4,041
Total revenue$8,129
 $5,949
 $8,891
 $8,004
 $30,973
Year Ended December 31, 2016        
U.S. government:        

DoD$231
 $2,200
 $5,201
 $7,507
 $15,139
Non-DoD—
 81
 2,735
 8
 2,824
FMS130
 333
 48
 202
 713
Total U.S. government361
 2,614
 7,984
 7,717
 18,676
U.S. commercial3,501
 287
 367
 329
 4,484
Non-U.S. government496
 2,520
 621
 26
 3,663
Non-U.S. commercial3,457
 109
 172
 —
 3,738
Total revenue$7,815
 $5,530
 $9,144
 $8,072
 $30,561
Year Ended December 31, 2015        
U.S. government:        

DoD$98
 $2,225
 $5,047
 $7,324
 $14,694
Non-DoD—
 83
 2,736
 12
 2,831
FMS6
 282
 38
 127
 453
Total U.S. government104
 2,590
 7,821
 7,463
 17,978
U.S. commercial4,334
 242
 385
 541
 5,502
Non-U.S. government560
 2,714
 558
 28
 3,860
Non-U.S. commercial4,179
 97
 165
 —
 4,441
Total revenue$9,177
 $5,643
 $8,929
 $8,032
 $31,781
Contract Balances. The timing of revenue recognition, billings and cash collections results in billed accounts receivable, unbilled receivables (contract assets), and customer advances and deposits (contract liabilities) on the Consolidated Balance Sheet. In our defense groups,segments, amounts are billed as work progresses in accordance with agreed-upon contractual terms, either at periodic intervals (e.g., biweekly or monthly) or upon achievement of contractual milestones. Generally, billing occurs subsequent to revenue recognition, resulting in contract assets. However, we sometimes receive advances or deposits from our customers, particularly on our international contracts, before revenue is recognized, resulting in contract liabilities. These assets and liabilities are reported on the Consolidated Balance Sheet on a contract-by-contract basis at the end of each reporting period. In our Aerospace group,segment, we generally receive deposits from customers upon contract execution and upon achievement of contractual milestones. These deposits are liquidated


when revenue is recognized. Changes in the contract asset and
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liability balances during the year ended December 31, 2017,2020, were not materially impacted by any other factors.
Revenue recognized in 2017, 20162020, 2019 and 20152018 that was included in the contract liability balance at the beginning of each year was $4.3$3.8 billion, $4.2$4.5 billion and $6$4.3 billion, respectively. This revenue represented primarily the sale of business-jetbusiness jet aircraft.


C. ACQUISITIONS AND DIVESTITURES, GOODWILL, AND INTANGIBLE ASSETS
Acquisitions. Acquisitions and Divestitures
In 2017,2020, we acquired four3 businesses in our Aerospace segment and 2 businesses in our Combat Systems segment for an aggregate of $399: a fixed-base operation (FBO)approximately $205.
In 2019, we acquired 2 businesses in our Aerospace group;segment and a manufacturer of electronics and communications products, a provider of mission-critical support services and technology solutions, and a manufacturer of signal distribution productsbusiness in our Information Systems and Technology group. In 2016, we acquired an aircraft management and charter services provider in our Aerospace group and a manufacturer of unmanned underwater vehicles in our Information Systems and Technology groupTechnologies segment for an aggregate of $58. We did not acquire anyapproximately $20.
In 2018, in addition to the acquisition of CSRA (described below), we acquired 3 businesses in 2015.our Aerospace segment, a business in our Combat Systems segment and a business in our Technologies segment for an aggregate of approximately $400.
The operating results of these acquisitions have been included with our reported results since the respective closing dates. The purchase prices of the acquisitions have been allocated to the estimated fair value of net tangible and intangible assets acquired, with any excess purchase price recorded as goodwill.
Goodwill. In 2020, we completed the sale of a business in our Aerospace segment and 2 businesses in our Technologies segment, one of which was classified as held for sale on the Consolidated Balance Sheet on December 31, 2019. In 2019, we completed the sale of a business in our Technologies segment that was classified as held for sale on the Consolidated Balance Sheet on December 31, 2018. In 2018, we completed the sale of 3 businesses in our Technologies segment: a commercial health products business, CSRA operations that we were required by a government customer to dispose of to address an organizational conflict of interest with respect to services provided to the customer and a public-facing contact-center business.
CSRA Acquisition
On April 3, 2018, we acquired 100% of the outstanding shares of CSRA for $41.25 per share in cash plus the assumption of outstanding net debt. CSRA is a provider of IT solutions to the defense, intelligence and federal civilian markets and is included in our Technologies segment.
Fair Value of Net Assets Acquired. The following table summarizes the allocation of the $9.7 billion cash purchase price to the estimated fair values of the assets acquired and liabilities assumed on the acquisition date, with the excess recorded as goodwill:
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Cash and equivalents$45 
Accounts receivable155 
Unbilled receivables415 
Other current assets303 
Property, plant and equipment, net326 
Intangible assets, net2,066 
Goodwill7,935 
Other noncurrent assets369 
Total assets$11,614 
Accounts payable$(135)
Customer advances and deposits(151)
Current lease obligation(51)
Other current liabilities(434)
Noncurrent lease obligation(207)
Noncurrent deferred tax liability(355)
Other noncurrent liabilities(532)
Total liabilities$(1,865)
Net assets acquired$9,749 
Pro Forma Information (Unaudited). The following pro forma information presents our consolidated revenue and earnings from continuing operations as if the acquisition of CSRA and the related financing transactions had occurred on January 1, 2017:
Year Ended December 312018
Revenue$37,534 
Earnings from continuing operations3,390 
Diluted earnings per share from continuing operations$11.33 
The pro forma information was prepared by combining our reported historical results with the historical results of CSRA for the pre-acquisition periods. In addition, the reported historical amounts were adjusted for the following items, net of associated tax effects:
•    The impact of acquisition financing.
•    The removal of CSRA operations that we were required by a government customer to dispose of to address an organizational conflict of interest with respect to services provided to the customer.
•    The removal of CSRA’s historical pre-acquisition intangible asset amortization expense and debt-related interest expense.
•    The impact of intangible asset amortization expense assuming our estimate of fair value was applied on January 1, 2017.
•    The payment of acquisition-related costs assuming they were incurred on January 1, 2017.
The pro forma information does not reflect the realization of expected cost savings or synergies from the acquisition, and does not reflect what our combined results of operations would have been had the acquisition occurred on January 1, 2017.
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Goodwill
The changes in the carrying amount of goodwill by reporting unit were as follows:
AerospaceMarine SystemsCombat SystemsInformation TechnologyMission SystemsTechnologiesTotal Goodwill
December 31, 2018 (a)$2,813 $297 $2,633 $9,622 $4,229 $0 $19,594 
Acquisitions/divestitures (b)3 0 15 77 6 0 101 
Other (c)15 0 33 1 (67)0 (18)
December 31, 2019 (a)2,831 297 2,681 9,700 4,168 0 19,677 
Acquisitions (b)72 0 65 0 0 0 137 
Other (c)162 0 40 46 (9)0 239 
Change in reporting unit composition (d)0 0 0 (9,746)(4,159)13,905 0 
December 31, 2020 (e)$3,065 $297 $2,786 $0 $0 $13,905 $20,053 
 Aerospace Combat Systems Information Systems and Technology Marine Systems Total Goodwill
December 31, 2015 (a)$2,542
 $2,591
 $6,021
 $289
 $11,443
Acquisitions (b)29
 —
 2
 —
 31
Other (c)(34) 7
 (10) 8
 (29)
December 31, 2016 (a)2,537
 2,598
 6,013
 297
 11,445
Acquisitions (b)28
 —
 269
 —
 297
Other (c)73
 79
 20
 —
 172
December 31, 2017 (a)$2,638
 $2,677
 $6,302
 $297
 $11,914
(a)Goodwill in the Information Technology and Mission Systems and Technology reporting unitunits is net of $2$536 and $1.3 billion of accumulated impairment losses.losses, respectively.
(b)Includes adjustments during the purchase price allocation period.
(c)Consists primarily of adjustments for foreign currency translation.translation and for the allocation of goodwill to operations classified as held for sale.
(d)Effective December 31, 2020, we reorganized our Information Technology and Mission Systems operating segments into a single Technologies segment. See Note A for additional information regarding the segment reorganization. This reorganization similarly changed the composition of our reporting units. Accordingly, goodwill of the Information Technology and Mission Systems reporting units was combined and assigned to the Technologies reporting unit.
(e)Goodwill in the Technologies reporting unit is net of $1.8 billion of accumulated impairment losses.
Intangible Assets. Assets
Intangible assets consisted of the following:
Gross Carrying Amount (a)Accumulated AmortizationNet Carrying AmountGross Carrying Amount (a)Accumulated AmortizationNet Carrying Amount
December 3120202019
Contract and program intangible assets (b)$3,399 $(1,600)$1,799 $3,776 $(1,779)$1,997 
Trade names and trademarks516 (229)287 474 (195)279 
Technology and software134 (106)28 164 (126)38 
Other intangible assets161 (158)3 159 (158)1 
Total intangible assets$4,210 $(2,093)$2,117 $4,573 $(2,258)$2,315 
 Gross Carrying Amount (a)Accumulated AmortizationNet Carrying Amount Gross Carrying Amount (a)Accumulated AmortizationNet Carrying Amount
December 312017 2016
Contract and program intangible assets (b)$1,684
$(1,320)$364
 $1,633
$(1,281)$352
Trade names and trademarks465
(160)305
 446
(139)307
Technology and software137
(105)32
 121
(102)19
Other intangible assets155
(154)1
 154
(154)—
Total intangible assets$2,441
$(1,739)$702
 $2,354
$(1,676)$678
(a)ChangeChanges in gross carrying amounts consistsconsist primarily of adjustments for write-offs of fully amortized intangible assets, acquired intangible assets and foreign currency translation.
(b)Consists of acquired backlog and probable follow-on work and associated customer relationships.


We did not recognize any impairments of our intangible assets in 2017, 20162020, 2019 or 2015.2018. The amortization lives (in years) of our intangible assets on December 31, 2017,2020, were as follows:
Intangible AssetRange of Amortization Life
Contract and program intangible assets7-30
Trade names and trademarks30
Technology and software5-15
Other intangible assets7
Range of Amortization Life
Contract and program intangible assets7-30
Trade names and trademarks30
Technology and software5-15
Other intangible assets7
68

Amortization expense is included in operating costs and expenses in the Consolidated Statement of Earnings. Amortization expense for intangible assets was $79$261 in 2017, $882020, $277 in 20162019 and $116$270 in 2015.2018. We expect to record annual amortization expense over the next five years as follows:
Year Ended December 31Amortization Expense
2021$221 
2022197 
2023180 
2024170 
2025162 
2018$80
201967
202062
202157
202250


D. EARNINGS PER SHARE
We compute basic earnings per share (EPS) using net earnings for the period and the weighted average number of common shares outstanding during the period. Basic weighted average shares outstanding have decreased in 20172020 and 20162019 due to share repurchases. See Note M for further discussion of our share repurchases. Diluted EPS incorporates the additional shares issuable upon the assumed exercise of stock options and the release of restricted stock and restricted stock units (RSUs).
Basic and diluted weighted average shares outstanding were as follows (in thousands):
Year Ended December 31202020192018
Basic weighted average shares outstanding286,922 288,286 295,262 
Dilutive effect of stock options and restricted stock/RSUs*991 2,550 3,898 
Diluted weighted average shares outstanding287,913 290,836 299,160 
Year Ended December 31201720162015
Basic weighted average shares outstanding299,172
304,707
321,313
Dilutive effect of stock options and restricted stock/RSUs*5,465
5,680
5,339
Diluted weighted average shares outstanding304,637
310,387
326,652
*Excludes outstanding options to purchase shares of common stock that had exercise prices in excess of the average market price of our common stock during the year and, therefore, the effect of including these options would be antidilutive. These options totaled 1,547totaled 7,159 in 2017, 4,2012020, 4,985 in 20162019 and 1,7063,143 in 2015.2018.


E. FAIR VALUE
Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in the principal or most advantageous market in an orderly transaction between marketplace participants. Various valuation approaches can be used to determine fair value, each requiring different valuation inputs. The following hierarchy classifies the inputs used to determine fair value into three levels:
•Level 1 - quoted prices in active markets for identical assets or liabilities;liabilities.
•Level 2 - inputs, other than quoted prices, observable by a marketplace participant either directly or indirectly; andindirectly.
•Level 3 - unobservable inputs significant to the fair value measurement.


We did not have any significant non-financial assets or liabilities measured at fair value on December 31, 20172020 or 2016.2019.
Our financial instruments include cash and equivalents, and other investments, accounts receivable and payable, marketable securities held in trust and other investments, short- and long-term debt, and derivative financial instruments. The carrying values of cash and equivalents and accounts receivable and payable and short-term debt on the Consolidated Balance Sheet approximate their fair value. The following tables present the fair values of
69

our other financial assets and liabilities on December 31, 20172020 and 2016,2019, and the basis for determining their fair values:
Carrying
Value		Fair
Value		Quoted Prices in Active Markets for Identical Assets
(Level 1)		Significant Other Observable Inputs
(Level 2)		Significant Unobservable Inputs
(Level 3)
Financial Assets (Liabilities)December 31, 2020
Measured at fair value:
    Marketable securities held in trust:
        Cash and equivalents$19 $19 $17 $2 $0 
        Available-for-sale debt securities134 134 0 134 0 
        Equity securities58 58 58 0 0 
    Other investments9 9 0 0 9 
    Cash flow hedges419 419 0 419 0 
Measured at amortized cost:
    Short- and long-term debt principal(13,117)(14,606)0 (14,606)0 
December 31, 2019
Measured at fair value:
    Marketable securities held in trust:
        Cash and equivalents$24 $24 $11 $13 $0 
        Available-for-sale debt securities129 129 0 129 0 
        Equity securities54 54 54 0 0 
    Other investments4 4 0 0 4 
    Cash flow hedges26 26 0 26 0 
Measured at amortized cost:
    Short- and long-term debt principal(12,005)(12,339)0 (12,339)0 
 
Carrying
Value
 
Fair
Value
 
Quoted Prices in Active Markets for Identical Assets
(Level 1)
 
Significant Other Observable Inputs
(Level 2) (b)
Financial Assets (Liabilities) (a)December 31, 2017
Marketable securities held in trust$191
 $191
 $69
 $122
Cash flow hedges(105) (105) —
 (105)
Short- and long-term debt principal(4,032) (3,974) —
 (3,974)
        
 December 31, 2016
Marketable securities held in trust$177
 $177
 $59
 $118
Cash flow hedges(477) (477) —
 (477)
Short- and long-term debt principal(3,924) (3,849) —
 (3,849)
(a)We had noOur Level 3 financial instruments on December 31, 2017 or 2016.
(b)Determined1 assets include investments in publicly traded equity securities valued using quoted prices from the market exchanges. The fair value of our Level 2 assets and liabilities, which consist primarily of fixed-income securities, cash flow hedge assets and our fixed-rate notes, is determined under a market approach using valuation models that incorporate observable inputs such as interest rates, bond yields and quoted prices for similar assets. Our Level 3 assets and liabilities.include direct private equity investments that are measured using inputs unobservable to a marketplace participant.


F. INCOME TAXES
Income Tax Provision. We calculate our provision for federal, state and internationalforeign income taxes based on current tax law. The Tax Cuts and Jobs Act (tax reform) was enacted on December 22, 2017, and has several key provisions impacting accounting for and reporting of income taxes. The most significant provision reduces the U.S. corporate statutory tax rate from 35% to 21% beginning on January 1, 2018. Although most provisions of tax reform are not effective until 2018, we are required to record the effect of a change in tax law in the period of enactment (2017).
The provision for income taxes and effective tax rate in 2017 included a $119 unfavorable impact from the change in tax law. The impact is due primarily to the remeasurement of our U.S. federal deferred tax assets and liabilities at the tax rate expected to apply when the temporary differences are realized/settled (remeasured at a rate of 21% versus 35% for the majority of our deferred tax assets and liabilities). The other key provision that requires recognition in the period of enactment is the one-time toll charge resulting from the mandatory deemed repatriation of undistributed foreign taxable income. As it relates to our operations, there was no impact in 2017 from the mandatory deemed repatriation as we had no net undistributed foreign taxable income subject to the toll charge.
We have obtained and analyzed all necessary information to record the effect of the change in tax law, and do not anticipate reporting additional tax effects in the future. However, should the Internal Revenue Service (IRS) issue further guidance or interpretation of relevant aspects of the new tax law, we may adjust these amounts.


The following is a summary of our net provision for income taxes for continuing operations:
70

Year Ended December 312017 2016 2015Year Ended December 31202020192018
Current:     Current:
U.S. federal$656
 $698
 $841
U.S. federal$558 $471 $587 
State31
 24
 31
State8 36 48 
International77
 71
 98
ForeignForeign132 119 95 
Total current764
 793
 970
Total current698 626 730 
Deferred:     Deferred:
U.S. federal215
 140
 163
U.S. federal(130)49 (37)
State7
 7
 7
State(2)1 8 
International60
 37
 43
Adjustment for enacted change in U.S. tax law119
 —
 —
ForeignForeign5 42 26 
Total deferred401
 184
 213
Total deferred(127)92 (3)
Provision for income taxes, net$1,165
 $977
 $1,183
Provision for income taxes, net$571 $718 $727 
Net income tax payments$617
 $959
 $871
Net income tax payments$764 $572 $532 
The reported tax provision differs from the amounts paid because some income and expense items are recognized in different time periods for financial reporting than for income tax purposes. State and local income taxes allocable to U.S. government contracts are included in operating costs and expenses in the Consolidated Statement of Earnings and, therefore, are not included in the provision above.
The reconciliation from the statutory federal income tax rate to our effective income tax rate follows:
Year Ended December 31202020192018
Statutory federal income tax rate21.0 %21.0 %21.0 %
Domestic tax credits(4.6)(2.0)(1.1)
Equity-based compensation(0.2)(1.1)(1.1)
Contract close-outs0 0 (0.5)
Foreign derived intangible income(2.1)(1.4)(1.2)
State tax on commercial operations, net of federal benefits0.1 0.7 1.1 
Global impact of international operations1.9 0.2 0.6 
Other, net(0.8)(0.3)(1.0)
Effective income tax rate15.3 %17.1 %17.8 %
71

Year Ended December 312017 2016 2015
Statutory federal income tax rate35.0 % 35.0 % 35.0 %
State tax on commercial operations, net of federal benefits0.6
 0.6
 0.5
Impact of international operations(4.5) (4.0) (1.3)
Domestic production deduction(1.5) (1.5) (1.6)
Equity-based compensation(2.6) (2.3) —
Domestic tax credits(0.8) (0.9) (1.1)
Contract close-outs—
 —
 (2.8)
Impact of enacted change in U.S. tax law2.9
 —
 —
Other, net(0.5) (0.2) (0.7)
Effective income tax rate28.6 % 26.7 % 28.0 %


Net Deferred Tax Asset (Liability).Liability. The tax effects of temporary differences between reported earnings and taxable income consisted of the following:
December 312017 2016December 3120202019
Retirement benefits$935
 $1,461
Retirement benefits$1,042 $990 
Lease liabilitiesLease liabilities373 418 
Tax loss and credit carryforwards437
 480
Tax loss and credit carryforwards311 323 
Salaries and wages137
 257
Salaries and wages259 167 
Workers’ compensation139
 235
Workers’ compensation167 148 
Other335
 396
Other373 367 
Deferred assets1,983
 2,829
Deferred assets2,525 2,413 
Valuation allowances(402) (406)Valuation allowances(273)(291)
Net deferred assets$1,581
 $2,423
Net deferred assets$2,252 $2,122 
   
Intangible assets$(688) $(1,049)Intangible assets$(1,067)$(1,070)
Lease right-of-use assetsLease right-of-use assets(379)(418)
Contract accounting methods(500) (188)Contract accounting methods(311)(375)
Property, plant and equipment(182) (320)Property, plant and equipment(270)(291)
Capital Construction Fund qualified ships(159) (240)Capital Construction Fund qualified ships(59)(164)
Other(221) (245)Other(590)(359)
Deferred liabilities$(1,750) $(2,042)Deferred liabilities$(2,676)$(2,677)
Net deferred tax (liability) asset$(169) $381
Net deferred tax liabilityNet deferred tax liability$(424)$(555)
Our deferred tax assets and liabilities are included in other noncurrent assets and liabilities on the Consolidated Balance Sheet. Our net deferred tax asset (liability)liability consisted of the following:
December 312017 2016December 3120202019
Deferred tax asset$75
 $564
Deferred tax asset$37 $33 
Deferred tax liability(244) (183)Deferred tax liability(461)(588)
Net deferred tax (liability) asset$(169) $381
Net deferred tax liabilityNet deferred tax liability$(424)$(555)
We believe it is more likely than not that we will generate sufficient taxable income in future periods to realize our deferred tax assets, subject to the valuation allowances recognized.
Our retirement benefits deferred tax balance associated with our retirement benefits includes a deferred tax asset of $1$1.2 billion on December 31, 2017,2020 and $1.7$1.1 billion on December 31, 2016,2019, related to the amounts recorded in accumulated other comprehensive loss (AOCL) to recognize the funded status of our retirement plans. See Notes M and QR for additional details.
One of our deferred tax liabilities results from our participation in the Capital Construction Fund (CCF), a program established by the U.S. government and administered by the Maritime Administration that supports the acquisition, construction, reconstruction or operation of U.S. flag merchant marine vessels. The program allows us to defer federal and state income taxes on earnings derived from eligible programs as long as the proceeds are deposited in the fund and withdrawals are used for qualified activities. We had U.S. government accounts receivable pledged (and thereby deposited) to the CCF of $692$295 and $388$340 on December 31, 20172020 and 2016,2019, respectively.
On December 31, 2017,2020, we had net operating loss carryforwards of $1$1.1 billion, substantially all of which are associated with jurisdictions that begin to expire in 2019, a capital losshave an indefinite carryforward of $234 that expires in 2020 and tax credit carryforwards of $123 that begin to expire in 2018.period.

72


Tax Uncertainties. We participate in the Internal Revenue Service (IRS) Compliance Assurance Process (CAP), a real-time audit of our consolidated federal corporate income tax return. The IRS has examined our consolidated federal income tax returns through 2019.
For all periods open to examination by tax authorities, we periodically assess our liabilities and contingencies based on the latest available information. Where we believe there is more than a 50% chance that our tax position will not be sustained, we record our best estimate of the resulting tax liability, including interest, in the Consolidated Financial Statements. We include any interest or penalties incurred in connection with income taxes as part of income tax expense. The total amount of these tax liabilities on December 31, 2017, was not material to our results of operations, financial condition or cash flows.
We participate in the IRS Compliance Assurance Process (CAP), a real-time audit of our consolidated federal corporate income tax return. The IRS has examined our consolidated federal income tax returns through 2016. We do not expect the resolution of tax matters for open years to have a material impact on our results of operations, financial condition, cash flows or effective tax rate.
Based on all known facts and circumstances and current tax law, we believe the total amount of any unrecognized tax benefits on December 31, 2017,2020, was not material to our results of operations, financial condition or cash flows, and if recognized, would not have a material impact on our effective tax rate.flows. In addition, there are no0 tax positions for which it is reasonably possible that the unrecognized tax benefits will vary significantly over the next 12 months, producing, individually or in the aggregate, a material effect on our results of operations, financial condition or cash flows.


G. ACCOUNTS RECEIVABLE
Accounts receivable represent amounts billed and currently due from customers. Payment is typically received from our customers either at periodic intervals (e.g., biweekly or monthly) or upon achievement of contractual milestones. Accounts receivable consisted of the following:
December 312017 2016December 3120202019
Non-U.S. government$2,228
 $2,147
Non-U.S. government$1,701 $1,847 
U.S. government971
 793
U.S. government1,040 1,076 
Commercial418
 459
Commercial420 621 
Total accounts receivable$3,617
 $3,399
Total accounts receivable$3,161 $3,544 
Receivables from non-U.S. government customers included amounts related to long-term production programs for the Spanish Ministry of Defence of $2.1$1.6 billion and $1.7 billion on December 31, 2017.2020 and 2019, respectively. A different ministry, the Spanish Ministry of Industry, has funded work on these programs in advance of costs incurred by the company. The cash advances are reported on the Consolidated Balance Sheet in current customer advances and deposits and will be repaid to the Ministry of Industry as we collect on the outstanding receivables from the Ministry of Defence. The net amountamounts for these programs on December 31, 2017, was an2020 and 2019, were advance paymentpayments of $284.$245 and $295, respectively. With respect to our other receivables, we expect to collect substantially all of the year-end 20172020 balance during 2018.2021.


H. UNBILLED RECEIVABLES
Unbilled receivables represent revenue recognized on long-term contracts (contract costs and estimated profits) less associated advances and progress billings. These amounts will be billed in accordance with the agreed-upon contractual terms or upon achievement of contractual milestones.terms. Unbilled receivables consisted of the following:


December 3120202019
Unbilled revenue$36,657 $33,481 
Advances and progress billings(28,633)(25,624)
Net unbilled receivables$8,024 $7,857 
73

December 312017 2016
Unbilled revenue$21,845
 $25,543
Advances and progress billings(16,605) (21,331)
Net unbilled receivables$5,240
 $4,212
The increase inOn December 31, 2020 and 2019, net unbilled receivables was due primarily to the timing of billings onincluded $2.8 billion and $2.9 billion, respectively, associated with a large international wheeled armored vehicle contractscontract in our Combat Systems group.segment. We had experienced delays in payment under the contract in 2018 and 2019, which resulted in the large unbilled receivables balances. In March 2020, we finalized a contract amendment with the customer that included a revised payment schedule. Under the amended contract, we received 2 $500 progress payments, 1 in each of the first and second quarters of 2020. Further progress payments will be due annually that will liquidate the net unbilled receivables balance over the next few years. Other than the balance related to the large international vehicle contract, we expect to bill substantially all of the remaining year-end 2020 net unbilled receivables balance during 2021. The amount not expected to be billed in 2021 results primarily from the agreed-upon contractual billing terms.
G&A costs in unbilled revenue on December 31, 20172020 and 2016,2019, were $282$427 and $234,$441, respectively. Contract costs also may include estimated contract recoveries for matters such as contract changes and claims for unanticipated contract costs. We record revenue associated with these matters only when the amount of recovery can be estimated reliably and realization is probable.
We expect to bill all but approximately 20% of our year-end 2017 net unbilled receivables balance during 2018. The amount not expected to be billed in 2018 results primarily from the agreed-upon contractual billing terms.

I.INVENTORIES
The majority of our inventories are for business-jetbusiness jet aircraft. Our inventories are stated at the lower of cost or net realizable value. Work in process represents largely labor, material and overhead costs associated with aircraft in the manufacturing process and is based primarily on the estimated average unit cost in a production lot. Raw materials are valued primarily on the first-in, first-out method. We record pre-owned aircraft acquired in connection with the sale of new aircraft at the lower of the trade-in value or the estimated net realizable value.
Inventories consisted of the following:
December 3120202019
Work in process$3,990 $4,419 
Raw materials1,712 1,733 
Finished goods30 30 
Pre-owned aircraft13 124 
Total inventories$5,745 $6,306 
December 312017 2016
Work in process$3,872
 $3,643
Raw materials1,357
 1,429
Finished goods51
 24
Pre-owned aircraft23
 22
Total inventories$5,303
 $5,118


J. PROPERTY, PLANT AND EQUIPMENT, NET
Property, plant and equipment (PP&E) is carried at historical cost, net of accumulated depreciation. ThePP&E by major classesasset class consisted of PP&E were as follows:the following:


December 3120202019
Machinery and equipment$5,941 $5,441 
Buildings and improvements3,558 3,232 
Construction in process802 688 
Land and improvements413 400 
Total PP&E10,714 9,761 
Accumulated depreciation(5,614)(5,286)
PP&E, net$5,100 $4,475 
74
December 312017 2016
Machinery and equipment$4,736
 $4,582
Buildings and improvements2,837
 2,745
Land and improvements357
 333
Construction in process307
 269
Total PP&E8,237
 7,929
Accumulated depreciation(4,720) (4,452)
PP&E, net$3,517
 $3,477

We depreciate most of our assets using the straight-line method and the remainder using accelerated methods. Buildings and improvements are depreciated over periods of up to 50 years. Machinery and equipment are depreciated over periods of up to 30 years. Our government customers provide certain facilities and equipment for our use that are not included above.


K. DEBT
Debt consisted of the following:
December 31 2017 2016December 3120202019
Fixed-rate notes due:Interest rate:   Fixed-rate notes due:Interest rate:
November 20171.000%$—
 $900
May 2020May 20202.875%$0 $2,000 
May 2021May 20213.000%2,000 2,000 
July 20213.875%500
 500
July 20213.875%500 500 
November 20222.250%1,000
 1,000
November 20222.250%1,000 1,000 
May 2023May 20233.375%750 750 
August 20231.875%500
 500
August 20231.875%500 500 
November 20242.375%500
 —
November 20242.375%500 500 
April 2025April 20253.250%750 0 
May 2025May 20253.500%750 750 
August 20262.125%500
 500
August 20262.125%500 500 
April 2027April 20273.500%750 0 
November 20272.625%500
 —
November 20272.625%500 500 
May 2028May 20283.750%1,000 1,000 
April 2030April 20303.625%1,000 0 
April 2040April 20404.250%750 0 
November 20423.600%500
 500
November 20423.600%500 500 
April 2050April 20504.250%750 0 
Floating-rate notes due:Floating-rate notes due:
May 2020May 20203-month LIBOR +0.29%0 500 
May 2021May 20213-month LIBOR +0.38%500 500 
OtherVarious32
 24
OtherVarious117 505 
Total debt principal 4,032
 3,924
Total debt principal13,117 12,005 
Less unamortized debt issuance costs and discounts 50
 36
Less unamortized debt issuance costs
and discounts		119 75 
Total debt 3,982
 3,888
Total debt12,998 11,930 
Less current portion 2
 900
Less current portion3,003 2,920 
Long-term debt $3,980
 $2,988
Long-term debt$9,995 $9,010 
In the third quarter of 2017,March 2020, we issued $1$4 billion of fixed-rate notes. WeThe proceeds were used the proceeds to repay $900$2.5 billion of fixed-ratefixed- and floating-rate notes that matured in the fourth quarter of 2017May 2020 and for general corporate purposes. purposes, including the repayment of a portion of our borrowings under our commercial paper program. We also amended two of our credit facilities to, among other things, extend their expiration dates.
Interest payments associated with our debt were $93$459 in 2017, $832020, $434 in 20162019 and $90$312 in 2015.2018.
Our fixed-rate notes are fully and unconditionally guaranteed by several of our 100%-owned subsidiaries. See Note S for condensed consolidating financial statements. We have the option to redeem the notes prior to their maturity in whole or in part for the principal plus any accrued but unpaid interest and applicable make-whole amounts.
75



The aggregate amounts of scheduled principal maturities of our debt for the next five years are as follows:
Year Ended December 31 Year Ended December 31Debt
Principal
2018$2
20193
20203
2021503
2021$3,006 
20221,003
20221,010 
202320231,255 
20242024505 
202520251,503 
Thereafter2,518
Thereafter5,838 
Total debt principal$4,032
Total debt principal$13,117 
On December 31, 2017,2020, we had no0 commercial paper outstanding, but we maintain the ability to access the commercial paper market in the future. WeSeparately, we have $2$5 billion in committed bank credit facilities for general corporate purposes and working capital needs.needs and to support our commercial paper issuances. These credit facilities include a $1$2 billion 364-day facility expiring in March 2021, a $2 billion multi-year facility expiring in July 2018March 2023 and a $1 billion multi-year facility expiring in November 2020.March 2025. We may renew or replace these credit facilities in whole or in part at or prior to their expiration dates. Our bank credit facilities are guaranteed by several of our 100%-owned subsidiaries. We also have an effective shelf registration on file with the SECSecurities and Exchange Commission that allows us to access the debt markets.
Our financing arrangements contain a number of customary covenants and restrictions. We were in compliance with all covenants and restrictions on December 31, 2017.2020.


L. OTHER LIABILITIES
A summary of significant other liabilities by balance sheet caption follows:
December 3120202019
Salaries and wages$1,007 $941 
Workers’ compensation338 306 
Retirement benefits306 296 
Operating lease liabilities262 252 
Fair value of cash flow hedges79 32 
Other (a)1,741 1,744 
Total other current liabilities$3,733 $3,571 
Retirement benefits$5,182 $5,172 
Operating lease liabilities1,149 1,251 
Customer deposits on commercial contracts
872 709 
Deferred income taxes461 588 
Other (b)2,024 1,840 
Total other liabilities$9,688 $9,560 
December 312017 2016
Salaries and wages$786
 $693
Fair value of cash flow hedges180
 521
Workers’ compensation320
 337
Retirement benefits295
 303
Other (a)1,317
 1,331
Total other current liabilities$2,898
 $3,185
    
Retirement benefits$4,408
 $4,393
Customer deposits on commercial contracts 
814
 719
Deferred income taxes244
 183
Other (b)1,066
 1,138
Total other liabilities$6,532
 $6,433
(a)Consists primarily of dividends payable, taxes payable, environmental remediation reserves, warranty reserves, deferred revenue and supplier contributions in the Aerospace group,segment, liabilities of discontinued operations, finance lease liabilities and insurance-related costs.
(b)Consists primarily of warranty reserves, workers’ compensation liabilities, finance lease liabilities and liabilities of discontinued operations.



76

M. SHAREHOLDERS’ EQUITY
Authorized Stock. Our authorized capital stock consists of 500 million shares of $1 per share par value common stock and 50 million shares of $1 per share par value preferred stock. The preferred stock is


issuable in series, with the rights, preferences and limitations of each series to be determined by our board of directors.
Shares Issued and Outstanding. On December 31, 2017,2020, we had 481,880,634 shares of common stock issued and 296,895,608286,477,836 shares of common stock outstanding, including unvested restricted stock of 817,484488,435 shares. On December 31, 2016,2019, we had 481,880,634 shares of common stock issued and 302,418,528289,610,336 shares of common stock outstanding. NoNaN shares of our preferred stock were outstanding on either date. The only changes in our shares outstanding during 20172020 and 20162019 resulted from shares repurchased in the open market and share activity under our equity compensation plans. See Note PQ for additional details.
Share Repurchases. Our board of directors from time to time authorizes management’smanagement to repurchase of outstanding shares of our common stock on the open market from time to time.market. On March 1, 2017,4, 2020, the board of directors authorized management to repurchase up to 10 million additional shares of the company’s outstanding stock. In 2017,2020, we repurchased 7.84.1 million of our outstanding shares for $1.5 billion.$602. On December 31, 2017, 7.62020, 12.3 million shares remained authorized by our board of directors for repurchase, approximately 3%representing 4.3% of our total shares outstanding. We repurchased 14.21.1 million shares for $2 billion$184 in 20162019 and 22.810.1 million shares for $3.2$1.8 billion in 2015.2018.
Dividends per Share. Dividends Our board of directors declared dividends per share were $3.36of $4.40 in 20172020, $3.044.08 in 20162019and$2.763.72 in 2015. Cash2018. We paid cash dividends paid were $986of $1.2 billion in 2017, 2020and 2019and$9111.1 billion in 2016and$873 in 2015.2018.
Accumulated Other Comprehensive Loss. The changes, pretax and net of tax, in each component of accumulated other comprehensive loss (AOCL)AOCL consisted of the following:
(Losses)/Gains on Cash Flow HedgesUnrealized Gains on Marketable SecuritiesForeign Currency Translation AdjustmentsChanges in Retirement Plans’ Funded StatusAOCL
December 31, 2017$(94)$19 $402 $(2,846)$(2,519)
Cumulative-effect adjustments*(4)(19)0 (550)(573)
Other comprehensive loss, pretax36 0 (300)(45)(309)
Benefit from income tax, net(9)0 0 10 1 
Other comprehensive loss, net of tax27 0 (300)(35)(308)
December 31, 2018(71)0 102 (3,431)(3,400)
Other comprehensive loss, pretax97 0 186 (857)(574)
Benefit from income tax, net(24)0 0 180 156 
Other comprehensive loss, net of tax73 0 186 (677)(418)
December 31, 20192 0 288 (4,108)(3,818)
Other comprehensive income, pretax366 0 353 (453)266 
Benefit from income tax, net(96)0 0 98 2 
Other comprehensive income, net of tax270 0 353 (355)268 
December 31, 2020$272 $0 $641 $(4,463)$(3,550)
*Reflects the cumulative effects of ASU 2016-01, Financial Instruments - Overall (Subtopic 825-10): Recognition and Measurement of Financial Assets and Financial Liabilities, and ASU 2018-02, Income Statement - Reporting Comprehensive Income (Topic 220): Reclassification of Certain Tax Effects from Accumulated Other Comprehensive Income, which we adopted on January 1, 2018.
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 Losses on Cash Flow HedgesUnrealized Gains on SecuritiesForeign Currency Translation AdjustmentsChanges in Retirement Plans’ Funded StatusAOCL
December 31, 2014$(173)$22
$541
$(3,322)$(2,932)
Other comprehensive loss, pretax(394)(2)(371)500
(267)
Provision for income tax, net(80)—
(11)175
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Other comprehensive loss, net of tax(314)(2)(360)325
(351)
December 31, 2015(487)20
181
(2,997)(3,283)
Other comprehensive loss, pretax191
(9)(112)(192)(122)
Benefit for income tax, net49
(3)—
(64)(18)
Other comprehensive loss, net of tax142
(6)(112)(128)(104)
December 31, 2016(345)14
69
(3,125)(3,387)
Other comprehensive income, pretax341
9
348
20
718
Provision for income tax, net90
4
15
42
151
Other comprehensive income, net of tax251
5
333
(22)567
December 31, 2017$(94)$19
$402
$(3,147)$(2,820)

Amounts reclassified out of AOCL related primarily to changes in our retirement plans’ funded status and consisted ofincluded pretax recognized net actuarial losses of $358 in 2017, $340 in 2016 and $423 in 2015. This was offset partially by pretax amortization of prior service credit of $69 in 2017, $74 in 2016 and $72 in 2015. These AOCL componentscredit. See Note R for these amounts, which are included in our net periodic pension and other post-retirement benefit cost. See Note Q for additional details.




N. DERIVATIVE FINANCIAL INSTRUMENTS AND HEDGING ACTIVITIES
We are exposed to market risk, primarily from foreign currency exchange rates, interest rates, commodity prices and investments. We may use derivative financial instruments to hedge some of these risks as described below. We had $4.3 billion in notional forward exchange contracts outstanding on December 31, 2017, and$6.3 billion on December 31, 2016. We do not use derivative financial instruments for trading or speculative purposes. We recognize derivative financial instruments on the Consolidated Balance Sheet at fair value. See Note E for additional details.
Foreign Currency Risk and Hedging Activities. Risk. Our foreign currency exchange rate risk relates to receipts from customers, payments to suppliers and inter-company transactions denominated in foreign currencies. To the extent possible, we include terms in our contracts that are designed to protect us from this risk. Otherwise, we enter into derivative financial instruments, principally foreign currency forward purchase and sale contracts, designed to offset and minimize our risk. The dollar-weighted three-yeartwo-year average maturity of these instruments generally matches the duration of the activities that are at risk.
We record changes in the fair value of derivative financial instruments in operating costs and expenses in the Consolidated Statement of Earnings or in other comprehensive loss (OCL) within the Consolidated Statement of Comprehensive Income depending on whether the derivative is designated and qualifies for hedge accounting. Gains and losses related to derivative financial instruments that qualify as cash flow hedges are deferred in OCL until the underlying transaction is reflected in earnings. We adjust derivative financial instruments not designated as cash flow hedges to market value each period and record the gain or loss in the Consolidated Statement of Earnings. The gains and losses on these instruments generally offset losses and gains on the assets, liabilities and other transactions being hedged. Gains and losses resulting from hedge ineffectiveness are recognized in the Consolidated Statement of Earnings for all derivative financial instruments, regardless of designation.
Net gains and losses on derivative financial instruments recognized in earnings, including gains and losses related to hedge ineffectiveness, were not material to our results of operations in any of the past three years. Net gains and losses reclassified to earnings from OCL were not material to our results of operations in any of the past three years, and we do not expect the amount of these gains and losses that will be reclassified to earnings in 2018 to be material.
We had no material derivative financial instruments designated as fair value or net investment hedges on December 31, 2017 or 2016.
Interest Rate Risk. Our financial instruments subject to interest rate risk include fixed-ratefixed- and floating-rate long-term debt obligations and variable-rate commercial paper. However, theobligations. We entered into derivative financial instruments, specifically interest rate swap contracts, to eliminate our floating-rate interest risk. The interest rate risk associated with theseour financial instruments is not material.
Commodity Price Risk. We are subject to rising labor and commodity price risk, primarily on long-term, fixed-price contracts. To the extent possible, we include terms in our contracts that are designed to protect us from these risks. Some of the protective terms included in our contracts are considered derivative financial instruments but are not accounted for separately, because they are clearly and closely related to the host contract. We have not entered into any material commodity hedging contracts but may do so as circumstances warrant. We do not believe that changes in labor or commodity prices will have a material impact on our results of operations or cash flows.
Investment Risk. Our investment policy allows for purchases of fixed-income securities with an investment-grade rating and a maximum maturity of up to five years. On December 31, 2017,2020 and 2019, we held $3$2.8 billion and $902 in cash and equivalents, respectively, but held no marketable securities other than those held in trust to meet some


of our obligations under workers’ compensation and non-qualified supplemental executive retirementpension plans. On December 31, 2017, these2020 and 2019, we held marketable securities totaled $191in trust of $211 and were$207, respectively. These marketable securities are reflected at fair value on ourthe Consolidated Balance Sheet in other current and noncurrent assets. See Note E for additional details.
Hedging Activities. We had notional forward exchange and interest rate swap contracts outstanding of $9.4 billion and$5 billion on December 31, 2020 and 2019, respectively. These derivative financial instruments are cash flow hedges, and are reflected at fair value on the Consolidated Balance Sheet in other current assets and liabilities. See Note E for additional details.
Changes in fair value (gains and losses) related to derivative financial instruments that qualify as cash flow hedges are deferred in AOCL until the underlying transaction is reflected in earnings. Alternatively, gains and losses on derivative financial instruments that do not qualify for hedge accounting are recorded each period in earnings. All gains and losses from derivative financial
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instruments recognized in the Consolidated Statement of Earnings are presented in the same line item as the underlying transaction, either operating costs and expenses or interest expense.
Net gains and losses recognized in earnings on derivative financial instruments that do not qualify for hedge accounting were not material to our results of operations in any of the past three years. Net gains and losses reclassified to earnings from AOCL related to qualified hedges were also not material to our results of operations in any of the past three years, and we do not expect the amount of these gains and losses that will be reclassified to earnings during the next 12 months to be material.
We had no material derivative financial instruments designated as fair value or net investment hedges on December 31, 2020 or 2019.
Foreign Currency Financial Statement Translation. We translate foreign currency balance sheets from our international businesses’ functional currency (generally the respective local currency) to U.S. dollars at the end-of-period exchange rates, and statements of earnings at the average exchange rates for each period. The resulting foreign currency translation adjustments are a component of OCL.AOCL.
We do not hedge the fluctuation in reported revenue and earnings resulting from the translation of these international operations’ results into U.S. dollars. The impact of translating our non-U.S. operations’ revenue and earnings into U.S. dollars was not material to our results of operations in any of the past three years. In addition, the effect of changes in foreign exchange rates on non-U.S. cash balances was not material in eachany of the past three years.


O. COMMITMENTS AND CONTINGENCIES
Litigation
In 2015, Electric Boat Corporation, a subsidiary of General Dynamics Corporation, received a Civil Investigative Demand from the U.S. Department of Justice regarding an investigation of potential False Claims Act violations relating to alleged failures of Electric Boat’s quality system with respect to allegedly non-conforming parts purchased from a supplier. In 2016, Electric Boat was made aware that it is a defendant in a lawsuit related to this matter which had been filed under seal in U.S. district court. Also in 2016, the Suspending and Debarring Official for the U.S. Department of the Navy issued a Show Cause Letter to Electric Boat requesting that Electric Boat respond to the official’s concerns regarding Electric Boat’s oversight and management with respect to its quality assurance systems for subcontractors and suppliers. Electric Boat responded to the Show Cause Letter and has been engaged in discussions with the U.S. government.
In the third quarter of 2019, the Department of Justice declined to intervene in the qui tam action, noting that its investigation continues, and the court unsealed the relator’s complaint. In the fourth quarter of 2020, the relator filed a second amended complaint. Given the current status of these matters, we are unable to express a view regarding the ultimate outcome or, if the outcome is adverse, to estimate an amount or range of reasonably possible loss. Depending on the outcome of these matters, there could be a material impact on our results of operations, financial condition and cash flows.
Additionally, various other claims and legal proceedings incidental to the normal course of business are pending or threatened against us. These other matters relate to such issues as government investigations and claims, the protection of the environment, asbestos-related claims and employee-related matters. The nature of litigation is such that we cannot predict the outcome of these other matters. However, based on information currently available, we believe any potential liabilities in these
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other proceedings, individually or in the aggregate, will not have a material impact on our results of operations, financial condition or cash flows.
Environmental
We are subject to and affected by a variety of federal, state, local and foreign environmental laws and regulations. We are directly or indirectly involved in environmental investigations or remediation at some of our current and former facilities and third-party sites that we do not own but where we have been designated a Potentially Responsible Party (PRP) by the U.S. Environmental Protection Agency or a state environmental agency. Based on historical experience, we expect that a significant percentage of the total remediation and compliance costs associated with these facilities will continue to be allowable contract costs and, therefore, recoverable under U.S. government contracts.


As required, we provide financial assurance for certain sites undergoing or subject to investigation or remediation. We accrue environmental costs when it is probable that a liability has been incurred and the amount can be reasonably estimated. Where applicable, we seek insurance recovery for costs related to environmental liabilities. We do not record insurance recoveries before collection is considered probable. Based on all known facts and analyses, we do not believe that our liability at any individual site, or in the aggregate, arising from such environmental conditions will be material to our results of operations, financial condition or cash flows. We also do not believe that the range of reasonably possible additional loss beyond what has been recorded would be material to our results of operations, financial condition or cash flows.
Minimum Lease Payments
Total expense under operating leases was $309 in 2017, $307 in 2016 and $283 in 2015. Operating leases are primarily for facilities and equipment. Future minimum lease payments are as follows:
Year Ended December 31
2018$258
2019215
2020148
2021118
202294
Thereafter526
Total minimum lease payments$1,359
Other
Government Contracts. As a government contractor, we are subject to U.S. government audits and investigations relating to our operations, including claims for fines, penalties, and compensatory and treble damages. We believe the outcome of such ongoing government audits and investigations will not have a material impact on our results of operations, financial condition or cash flows.
In the performance of our contracts, we routinely request contract modifications that require additional funding from the customer. Most often, these requests are due to customer-directed changes in the scope of work. While we are entitled to recovery of these costs under our contracts, the administrative process with our customer may be protracted. Based on the circumstances, we periodically file requests for equitable adjustment (REAs) that are sometimes converted into claims. In some cases, these requests are disputed by our customer. We believe our outstanding modifications, REAs and other claims will be resolved without material impact to our results of operations, financial condition or cash flows.
Letters of Credit and Guarantees. In the ordinary course of business, we have entered into letters of credit, bank guarantees, surety bonds and other similar arrangements with financial institutions and insurance carriers totaling approximately $1.2$1.4 billion on December 31, 2017.2020. In addition, from time to time and in the ordinary course of business, we contractually guarantee the payment or performance of our subsidiaries arising under certain contracts.
Aircraft Trade-ins. In connection with orders for new aircraft in funded contract backlog, our Aerospace groupsegment has outstanding options with some customers to trade in aircraft as partial consideration in their new-aircraft transaction. These trade-in commitments are generally structured to establish the fair market value of the trade-in aircraft at a date generally 45 or fewer days preceding delivery of the new aircraft to the customer. At that time, the customer is required to either exercise the option or allow its expiration. AnyOther trade-in commitments are structured to guarantee a pre-determined trade-in value. These commitments present more risk in the event of an adverse change in market conditions. In either
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case, any excess of the pre-established trade-in price above the fair market value at the time the new aircraft is delivered is treated as a reduction of revenue in the new-aircraft sales transaction. As of December 31, 2020, the estimated change in fair market values from the date of the commitments was not material.


Labor Agreements. Approximately On December 31, 2020, approximately one-fifth of the employees of our subsidiaries workwere working under collectively-bargainedcollectively bargained terms and conditions, including 4761 collective agreements that we have negotiated directly with unions and works councils. A number of these agreements expire within any given year. Historically, we have been successful at renegotiating these labor agreements without any material disruption of operating activities. In 2018,2021, we expect to negotiate the terms of 1519 agreements covering approximately 2,0002,200 employees. We do not expect the renegotiations will, either individually or in the aggregate, have a material impact on our results of operations, financial condition or cash flows.
Product Warranties. We provide warranties to our customers associated with certain product sales. We record estimated warranty costs in the period in which the related products are delivered. The warranty liability recorded at each balance sheet date is based generally based on the number of months of warranty coverage remaining for the products delivered and the average historical monthly warranty payments. Warranty obligations incurred in connection with long-term production contracts are accounted for within the contract estimates at completion. Our other warranty obligations, primarily for business-jetbusiness jet aircraft, are included in other current and noncurrent liabilities on the Consolidated Balance Sheet.
The changes in the carrying amount of warranty liabilities for each of the past three years were as follows:
Year Ended December 31202020192018
Beginning balance$619 $480 $467 
Warranty expense113 258 129 
Payments(108)(105)(102)
Adjustments36 (14)(14)
Ending balance$660 $619 $480 

P. LEASES
Year Ended December 312017 2016 2015
Beginning balance$474
 $434
 $428
Warranty expense146
 155
 162
Payments(123) (100) (120)
Adjustments*(30) (15) (36)
Ending balance$467
 $474
 $434
* IncludesWe determine at its inception whether an arrangement that provides us control over the use of an asset is a cumulative-effect adjustmentlease. We recognize at lease commencement a right-of-use (ROU) asset and lease liability based on Januarythe present value of the future lease payments over the lease term. We have elected not to recognize an ROU asset and lease liability for leases with terms of 12 months or less. Some of our leases include options to extend the term of the lease for up to 30 years or to terminate the lease within 1 2015, which representsyear. When it is reasonably certain that we will exercise the option, we include the impact of adopting ASC Topic 606.the option in the lease term for purposes of determining total future lease payments. As most of our lease agreements do not explicitly state the discount rate implicit in the lease, we use our incremental borrowing rate on the commencement date to calculate the present value of future payments.

Our leases commonly include payments that are based on the Consumer Price Index (CPI) or other similar indices. These variable lease payments are included in the calculation of the ROU asset and lease liability. Other variable lease payments, such as usage-based amounts, are excluded from the ROU asset and lease liability, and are expensed as incurred. In addition to the present value of the future lease
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P.payments, the calculation of the ROU asset also includes any deferred rent, lease pre-payments and initial direct costs of obtaining the lease, such as commissions.
In addition to the base rent, real estate leases typically contain provisions for common-area maintenance and other similar services, which are considered non-lease components for accounting purposes. For our real estate leases, we apply a practical expedient to include these non-lease components in calculating the ROU asset and lease liability. For all other types of leases, non-lease components are excluded from our ROU assets and lease liabilities and expensed as incurred.
Our leases are for office space, manufacturing facilities, and machinery and equipment. Real estate represents over 75% of our lease obligations.
The components of lease costs were as follows:
Year Ended December 3120202019
Finance lease cost:
    Amortization of right-of-use assets$94 $86 
    Interest on lease liabilities25 24 
Operating lease cost326 332 
Short-term lease cost62 75 
Variable lease cost12 14 
Sublease income(16)(13)
Total lease costs, net$503 $518 
Additional information related to leases was as follows:
Year Ended December 3120202019
Cash paid for amounts included in the measurement of lease liabilities:
Operating cash flows from operating leases$323 $325 
Operating cash flows from finance leases25 24 
Financing cash flows from finance leases64 57 
Right-of-use assets obtained in exchange for lease liabilities:
Operating leases205 365 
Finance leases45 50 
Additional quantitative lease information was as follows:
December 3120202019
Weighted-average remaining lease term:
Operating leases10.5 years10.7 years
Finance leases10.1 years6.1 years
Weighted-average discount rate:
Operating leases3 %3 %
Finance leases7 %8 %
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The following is a reconciliation of future undiscounted cash flows to the operating and finance lease liabilities, and the related ROU assets, presented on the Consolidated Balance Sheet on December 31, 2020:
Year Ended December 31Operating LeasesFinance Leases
2021$298 $87 
2022252 86 
2023192 38 
2024156 21 
2025107 19 
Thereafter705 145 
Total future lease payments1,710 396 
Less imputed interest299 73 
Present value of future lease payments1,411 323 
Less current portion of lease liabilities262 68 
Long-term lease liabilities$1,149 $255 
ROU assets$1,328 $333 
On December 31, 2019, operating and finance lease liabilities and the related ROU assets were as follows:
Operating LeasesFinance Leases
Current portion of lease liabilities$252 $67 
Long-term lease liabilities1,251 287 
ROU assets1,432 391 
Lease liabilities are included on the Consolidated Balance Sheet in current and noncurrent other liabilities, while ROU assets are included in noncurrent other assets.
On December 31, 2020, we had additional future payments on leases that had not yet commenced of $79. These leases will commence in 2021 and 2022, and have lease terms of 1 to 20 years.
Q. EQUITY COMPENSATION PLANS
Equity Compensation Overview. We have equity compensation plans for employees, as well as for non-employee members of our board of directors. The equity compensation plans seek to provide an effective means of attracting and retaining directors, officers and key employees, and to provide them with incentives to enhance our growth and profitability. Under the equity compensation plans, awards may be granted to officers, employees or non-employee directors in common stock, options to purchase common stock, restricted shares of common stock, participation units or any combination of these.
Annually, we grant awards of stock options, restricted stock and RSUs to participants in our equity compensation plans in early March. Additionally, we may make limited ad hoc grants on a quarterly basis for new hires or promotions. We issue common stock under our equity compensation plans from treasury stock. On December 31, 2017,2020, in addition to the shares reserved for issuance upon the exercise of outstanding stock options, approximately 623 million shares have been authorized for awards that may be granted in the future.
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Equity-based Compensation Expense. Equity-based compensation expense is included in G&A expenses. The following table details the components of equity-based compensation expense recognized in net earnings in each of the past three years:

Year Ended December 31202020192018
Stock options$43 $43 $45 
Restricted stock/RSUs58 62 65 
Total equity-based compensation expense, net of tax$101 $105 $110 

Year Ended December 312017 2016 2015
Stock options$34
 $25
 $32
Restricted stock/RSUs46
 36
 32
Total equity-based compensation expense, net of tax$80
 $61
 $64
Stock Options. Stock options granted under our equity compensation plans are issued with an exercise price at the fair value of our common stock determined by the average of the high and low stock prices as listed on the New York Stock Exchange (NYSE) on the date of grant. The majority of our outstanding stock options vest over three years, with 50% of the options vesting after two years and the remaining 50% vesting the following year, and expire 10 years after the grant date.
We recognize compensation expense related to stock options on a straight-line basis over the vesting period of the awards, net of estimated forfeitures. Estimated forfeitures are based on our historical forfeiture experience. We estimate the fair value of stock options on the date of grant using the Black-Scholes option pricing model with the following assumptions for each of the past three years:
Year Ended December 312017 2016 2015Year Ended December 31202020192018
Expected volatility17.3-19.4%
 19.1-20.0%
 20.1-24.1%
Expected volatility21.1-26.9%19.7-20.0%17.6-18.2%
Weighted average expected volatility19.4% 20.0% 24.0%Weighted average expected volatility21.2 %19.7 %17.6 %
Expected term (in months)68
 70
 74
Expected term (in months)606468
Risk-free interest rate2.0-2.2%
 1.5-1.6%
 1.7-1.9%
Risk-free interest rate0.4-1.5%1.7-2.6%2.6-2.9%
Expected dividend yield1.8% 2.0% 2.0%Expected dividend yield2.4 %2.0 %1.8 %
We determine the above assumptions based on the following:
•Expected volatility is based on the historical volatility of our common stock over a period equal to the expected term of the option.
•Expected term is based on assumptions used by a set of comparable peer companies.
•Risk-free interest rate is the yield on a U.S. Treasury zero-coupon issue with a remaining term equal to the expected term of the option at the grant date.
•Expected dividend yield is based on our historical dividend yield.
The resulting weighted average fair value per stock option granted (in dollars) was $33.09$24.86 in 2017, $22.112020, $29.06 in 20162019 and $27.54$37.42 in 2015.2018. Stock option expense reduced pretax operating earnings (and on a diluted per-share basis) by $53$55 ($0.11)0.15) in 2017, $392020 and 2019and$57 ($0.08)0.15) in 2016and$49 ($0.10) in 2015.2018. Compensation expense for stock options is reported as a Corporate expense for segment reporting purposes (see Note R)S). On December 31, 2017,2020, we had $71$72 of unrecognized compensation cost related to stock options, which is expected to be recognized over a weighted average period of 1.81.9 years.

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A summary of stock option activity during 20172020 follows:
In Shares and DollarsShares Under Option Weighted Average
Exercise Price Per Share
Outstanding on December 31, 20199,767,749 $161.54 
Granted2,538,120 165.20 
Exercised(910,572)101.16 
Forfeited/canceled(266,576)174.52 
Outstanding on December 31, 202011,128,721 $167.00 
Vested and expected to vest on December 31, 202010,746,380 $167.02 
Exercisable on December 31, 20206,133,048 $161.18 
In Shares and DollarsShares Under Option  
Weighted Average
Exercise Price Per Share
Outstanding on December 31, 201610,934,621
 $108.23
Granted1,870,260
 191.84
Exercised(2,020,882) 88.75
Forfeited/canceled(163,610) 145.72
Outstanding on December 31, 201710,620,389
 $126.08
Vested and expected to vest on December 31, 201710,470,666
 $125.45
Exercisable on December 31, 20175,286,882
 $96.52
Summary information with respect to our stock options’ intrinsic value and remaining contractual term on December 31, 2017,2020, follows:
Weighted Average  Remaining Contractual Term (in years) 
Aggregate Intrinsic
Value
Weighted Average  Remaining Contractual Term (in years)Aggregate Intrinsic
Value
Outstanding5.7 $822
Outstanding6.7$56 
Vested and expected to vest5.6 817
Vested and expected to vest6.656 
Exercisable3.1 565
Exercisable5.156 
In the table above, intrinsic value is calculated as the excess, if any, of the market price of our stock on the last trading day of the year over the exercise price of the options. For stock options exercised, intrinsic value is calculated as the difference between the market price on the date of exercise and the exercise price. The total intrinsic value of stock options exercised was $215$57 in 2017, $2632020, $244 in 20162019 and $238$147 in 2015.2018.
Restricted Stock/RSUs. The fair value of restricted stock and RSUs equals the average of the high and low market prices of our common stock as listed on the New York Stock ExchangeNYSE on the date of grant. Grants of restricted stock are awards of shares of common stock. Participation units represent obligations that have a value derived from or related to the value of our common stock. These include stock appreciation rights, phantom stock units and RSUs, and are payable in cash or common stock.
Restricted stock and RSUs generally vest over a three-year restriction period after the grant date, during which recipients may not sell, transfer, pledge, assign or otherwise convey their restricted shares to another party. During this period, restricted stock recipients receive cash dividends on their restricted shares and are entitled to vote those shares, while RSU recipients receive dividend-equivalent units instead of cash dividends and are not entitled to vote their RSUs or dividend-equivalent units.
We grant RSUs with aone or more performance measure derived from a non-GAAP-based management metric, return on invested capital (ROIC).measures determined by the compensation committee of the board of directors as described in our proxy statement. Depending on the company’s performance, with respect to this metric, the number of RSUs earned may be less than, equal to or greater than the original number of RSUs awarded subject to a payout range.
We generally recognize compensation expense related to restricted stock and RSUs on a straight-line basis over the vesting period of the awards. Compensation expense related to restricted stock and RSUs reduced pretax operating earnings (and on a diluted per-share basis) by $70$73 ($0.15)0.20) in 2017, $562020, $79 ($0.12)0.21) in 20162019 and $49$83 ($0.10)0.22) in 2015.2018. Compensation expense for restricted stock and RSUs is reported as an operating expense of our business groups for segment reporting purposes (see Note R)S). On December 31,


2017, 2020, we had $47$56 of
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unrecognized compensation cost related to restricted stock and RSUs, which is expected to be recognized over a weighted average period of 1.6 years.
A summary of restricted stock and RSU activity during 20172020 follows:
In Shares and Dollars
Shares/
Share-Equivalent 
Units
 
Weighted Average
Grant-Date Fair Value Per Share
In Shares and DollarsShares/
Share-Equivalent 
Units		Weighted Average
Grant-Date Fair Value Per Share
Nonvested at December 31, 20162,806,128
 $101.54
Nonvested at December 31, 2019Nonvested at December 31, 20191,224,364 $181.11 
Granted341,558
 191.83
Granted559,168 170.57 
Vested(1,139,028) 67.80
Vested(609,870)172.23 
Forfeited(25,485) 142.37
Forfeited(23,511)173.91 
Nonvested at December 31, 20171,983,173
 $135.38
Nonvested at December 31, 2020Nonvested at December 31, 20201,150,151 $180.98 
The total fair value of vesting shares was $200$103 in 2017, $682020, $88 in 20162019 and $76$242 in 2015.2018.


Q.R. RETIREMENT PLANS
We provide defined-contributionretirement benefits to eligible employees as well as some remaining defined-benefit pensionthrough a variety of plans:
•Defined contribution
•Defined benefit
◦Pension (qualified and othernon-qualified)
◦Other post-retirement benefits. benefit
Substantially all of our plans use a December 31 measurement date consistent with our fiscal year.
Retirement Plan Summary InformationDefined Contribution Plans
Defined-contribution Benefits.We provide eligible employees the opportunity to participate in defined-contribution savingsdefined contribution plans (commonly known as 401(k) plans), which permit contributions on a before-tax and after-tax basis. Employees may contribute to various investment alternatives. In most of these plans, we match a portion of the employees’ contributions. Our contributions to these plans totaled $274$379 in 2017, $2612020, $333 in 20162019and$240302 in 2015.2018. The defined-contribution plans held approximately 2119 million and 22 million shares of our common stock, representing approximately 7% of our outstanding shares on December 31, 20172020 and 2016, respectively.2019.
Pension Benefits.Defined Benefit Plans
Plan Descriptions. We have seven noncontributory and five contributory trusteed, qualified defined-benefit pension plans covering eligible employees aligned with the markets in our business: U.S. government, businessnon-U.S. government and commercial. Some of these plans require employees and two noncontributory and four contributoryto make contributions to the plan. We also sponsor several non-qualified pension plans, coveringwhich provide eligible commercial business employees,executives with additional benefits, including some employees of our international operations.excess benefits over limits imposed on qualified plans by federal tax law. The primaryprincipal factors affecting the benefits earned by participants in our pension plans are employees’ years of service and compensation levels. Our primary governmentU.S. pension plans, which comprise the majority of our unfunded obligation, were closed to new salaried participants on January 1, 2007.2007, and were closed to new hourly participants in subsequent collective bargaining agreements over the next several years. Additionally, we have made several changes to these plans for certain participants effective in 2014 that limit or cease the benefits that accrue for future service. We made similar changes
In addition to our primary commercial pension plan in 2015.
We also sponsor one funded and several unfunded non-qualified supplemental executive retirement plans, which provide participants with additional benefits, including excess benefits over limits imposed on qualified plans by federal tax law.
Other Post-retirement Benefits. Wewe maintain plans that provide post-retirement healthcare and life insurance coverage for certain employees and retirees. These benefits vary by employment status, age,
86

service and salary level at retirement. The coverage provided and the extent to which the retirees share in the cost of the program vary throughout the company. The plans provide health and life insurance benefits


only to those employees who retire directly from our service and not to those who terminate service prior to eligibility for retirement.
Contributions and Benefit Payments
Contributions. It is our policy to fund our defined-benefit retirementqualified pension plans in a manner that optimizes the tax deductibility and contract recovery of contributions considered within our capital deployment framework. Therefore, we may make discretionary contributions in addition to the required contributions determined in accordance with IRS regulations. We contributed $199$480 to our qualified pension plans in 2017.2020. In 2018,2021, our required contributions are approximately $315.$360.
We maintain several tax-advantaged accounts, primarily Voluntary Employees’ Beneficiary Association (VEBA) trusts, to fund the obligations for some of our other post-retirement benefit plans. For non-funded plans, claims are paid as received. Contributions to our other post-retirement benefit plans were not material in 20172020 and are not expected to be material in 2018.2021.
Benefit Payments. We expect the following benefits to be paid from our retirementdefined benefit plans over the next 10 years:
Pension
Benefits		Other  Post-retirement
Benefits
2021$887 $64 
2022912 63 
2023935 62 
2024961 60 
2025981 59 
2026-20305,094 273 
Benefit Cost. Our annual benefit cost consists of five primary elements:
•the cost of benefits earned by employees for services rendered during the year.
•an interest charge on our plan liabilities.
•an expected return on our plan assets for the year.
•actuarial gains and losses, which result from changes in assumptions and differences between actual and expected return on assets and participant experience.
•the cost or credit attributed to prior service resulting from changes we make to plan benefit terms.
For qualified pension plans and other post-retirement benefit plans, actuarial gains and losses and prior service costs or credits are initially deferred in AOCL and then amortized on a straight-line basis over future years. For our qualified U.S. government pension plans, we amortize actuarial gains and losses over a custom amortization period based on the amount of pension costs allocable to our U.S. government contracts. For the remaining qualified pension plans and other post-retirement benefit plans, we amortize only the amount of actuarial gains and losses that exceeds 10% of the greater of plan assets or benefit obligations. This amount is amortized over the average remaining service period of plan participants who are active employees unless all or almost all of a plan’s participants are inactive or are not accruing additional benefits, then the amortization period is based on the average remaining life expectancy of the plan participants. To further reduce the volatility of our annual benefit cost, gains and losses resulting from the return on plan assets are included over five years in the determination of the amortizable amount of actuarial gains and losses. For non-qualified pension plans, we recognize actuarial gains and losses immediately.
87

 
Pension
Benefits
 Other  Post-retirement
Benefits
2018$626
 $64
2019648
 64
2020676
 63
2021704
 63
2022730
 62
2023-20274,013
 292
Net annual benefit cost (credit) consisted of the following:
Government Contract Considerations
Pension Benefits
Year Ended December 31202020192018
Service cost$115 $111 $180 
Interest cost491 600 532 
Expected return on plan assets(926)(911)(856)
Net actuarial loss387 355 375 
Prior service credit(18)(19)(46)
Net annual benefit cost$49 $136 $185 
Other Post-retirement Benefits
Year Ended December 31202020192018
Service cost$10 $8 $10 
Interest cost27 35 33 
Expected return on plan assets(36)(36)(40)
Net actuarial gain(3)(8)(4)
Prior service credit(1)(3)(4)
Net annual benefit credit$(3)$(4)$(5)
Our contractual arrangements with the U.S. government provide for the recovery of contributions to our pension and other post-retirement benefit plans coveringcosts related to employees working in our defense business groups.on government contracts. For non-fundedthese plans, our government contracts allow us to recover claims paid. Following payment, these recoverable amounts arethe amount allocated to contracts and billed to the customeris determined in accordance with the Cost Accounting Standards (CAS) and specific contractual terms. For some of these plans, theFederal Acquisition Regulation. At this time, cumulative pension and other post-retirement benefit cost exceedscosts exceed the amount currently allocableallocated to contracts. To the extent we consider recovery of the cost is consideredbenefit costs to be probable based on our backlog and probable follow-on contracts, we defer the excess in other contract costs in other current assets on the Consolidated Balance Sheet until the cost is allocable to contracts. See Note A for a discussion of our other contract costs. For other plans,To the amount allocated to contracts and included in revenue has exceeded the plans’ cumulative benefit cost. We have deferred recognitionextent there is a non-service component of these excess earnings on the Consolidated Balance Sheet.
Defined-benefit Retirement Plan Summary Financial Information
Estimating retirement plan assets, liabilities and costs requires the extensive use of actuarial assumptions. These include the long-term rate of return on plan assets, the interest rates used to discount projected benefit payments, healthcare cost trend rates and future salary increases. Given the long-term nature of the assumptions being made, actual outcomes can and often do differ from these estimates.
Ournet annual benefit cost consists(credit) for our defined benefit plans, it is reported in other income (expense) in the Consolidated Statement of three primary elements: the cost of benefits earned by employees for services rendered during the year, an interest charge on our plan liabilities and an assumed return on our plan assets for the year. The annual cost also includes gains and losses resulting from changes in actuarialEarnings.


assumptions, differences between the actual and assumed long-term rate of return on assets, and gains and losses resulting from changes we make to plan benefit terms.
Funded Status. We recognize an asset or liability on the Consolidated Balance Sheet equal to the funded status of each of our defined-benefit retirementdefined benefit plans. The funded status is the difference between the fair value of the plan’s assets and its benefit obligation. Changes in plan assets and liabilities due to differences between actuarial assumptions and the actual results of the plan are deferred in OCL rather than charged to earnings. These differences are then amortized over future years as a component of our annual benefit cost. We amortize actuarial differences under qualified plans on a straight-line basis over the average remaining service period of eligible employees. If all of a plan’s participants are inactive, we amortize these differences over the average remaining life expectancy of the plan participants. We recognize the difference between the actual and expected return on plan assets for qualified plans over five years. The deferral of these differences reduces the volatility of our annual benefit cost that can result either from year-to-year changes in the assumptions or from actual results that are not necessarily representative of the long-term financial position of these plans. We recognize differences under nonqualified plans immediately.
Net annual defined-benefit pension and other post-retirement benefit cost (credit) consisted of the following:
 Pension Benefits
Year Ended December 312017 2016 2015
Service cost$168
 $173
 $210
Interest cost453
 456
 529
Expected return on plan assets(679) (713) (693)
Recognized net actuarial loss362
 343
 417
Amortization of prior service credit(66) (68) (67)
Net annual benefit cost$238
 $191
 $396
 Other Post-retirement Benefits
Year Ended December 312017 2016 2015
Service cost$9
 $10
 $11
Interest cost30
 34
 44
Expected return on plan assets(34) (33) (32)
Recognized net actuarial (gain) loss(4) (3) 6
Amortization of prior service credit(3) (6) (5)
Net annual benefit (credit) cost$(2) $2
 $24


The following is a reconciliation of the benefit obligations and plan/trust assets, and the resulting funded status, of our defined-benefit retirementdefined benefit plans:
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Pension Benefits Other Post-retirement Benefits Pension BenefitsOther Post-retirement Benefits
Year Ended December 312017 2016 2017 2016Year Ended December 312020201920202019
Change in Benefit Obligation       Change in Benefit Obligation
Benefit obligation at beginning of year$(13,022) $(12,554) $(1,005) $(991)Benefit obligation at beginning of year$(18,107)$(15,720)$(1,027)$(935)
Service cost(168) (173) (9) (10)Service cost(115)(111)(10)(8)
Interest cost(453) (456) (30) (34)Interest cost(491)(600)(27)(35)
Amendments1
 —
 —
 (13)Amendments37 (3)2 (8)
Actuarial loss(1,098) (383) (42) (18)Actuarial loss(1,780)(2,446)(60)(101)
Settlement/curtailment/other(58) (4) 27
 (3)Settlement/curtailment/other(65)(33)(4)(4)
Benefits paid586
 548
 63
 64
Benefits paid829 806 64 64 
Benefit obligation at end of year$(14,212) $(13,022) $(996) $(1,005)Benefit obligation at end of year$(19,692)$(18,107)$(1,062)$(1,027)
Change in Plan/Trust Assets       Change in Plan/Trust Assets
Fair value of assets at beginning of year$8,980
 $8,608
 $499
 $527
Fair value of assets at beginning of year$13,177 $11,532 $644 $570 
Actual return on plan assets1,469
 694
 82
 9
Actual return on plan assets1,843 2,206 102 117 
Employer contributions199
 208
 3
 5
Employer contributions480 185 0 2 
Settlement/curtailment/other56
 5
 —
 —
Settlement/curtailment/other58 39 0 0 
Benefits paid(574) (535) (43) (42)Benefits paid(807)(785)(41)(45)
Fair value of assets at end of year$10,130
 $8,980
 $541
 $499
Fair value of assets at end of year$14,751 $13,177 $705 $644 
Funded status at end of year$(4,082) $(4,042) $(455) $(506)Funded status at end of year$(4,941)$(4,930)$(357)$(383)
The overall increase in our pension benefit obligation for the year ended December 31, 2020, was due primarily to actuarial losses created by the change in the weighted-average discount rate, which decreased from 3.19% at December 31, 2019, to 2.54% at December 31, 2020.
The overall increase in our pension benefit obligation for the year ended December 31, 2019, was due primarily to actuarial losses created by the change in the weighted-average discount rate, which decreased from 4.28% at December 31, 2018, to 3.19% at December 31, 2019.
Amounts recognized on the Consolidated Balance Sheet consisted of the following:
Pension Benefits Other Post-retirement Benefits Pension BenefitsOther Post-retirement Benefits
December 312017 2016 2017 2016December 312020201920202019
Noncurrent assets$133
 $138
 $33
 $10
Noncurrent assets$69 $61 $121 $94 
Current liabilities(145) (132) (150) (171)Current liabilities(181)(166)(125)(130)
Noncurrent liabilities(4,070) (4,048) (338) (345)Noncurrent liabilities(4,829)(4,825)(353)(347)
Net liability recognized$(4,082) $(4,042) $(455) $(506)Net liability recognized$(4,941)$(4,930)$(357)$(383)
Amounts deferred in AOCL for our defined benefit plans consisted of the following:
 Pension BenefitsOther Post-retirement Benefits
December 312020201920202019
Net actuarial loss (gain)$5,752 $5,276 $(12)$(9)
Prior service (credit) cost(93)(73)12 12 
Total amount recognized in AOCL, pretax$5,659 $5,203 $0 $3 
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 Pension Benefits Other Post-retirement Benefits
December 312017 2016 2017 2016
Net actuarial loss (gain)$4,899
 $4,947
 $(5) $36
Prior service credit(124) (190) (3) (6)
Total amount recognized in AOCL, pretax$4,775
 $4,757
 $(8) $30



The following is a reconciliation of the change in AOCL for our defined-benefit retirementdefined benefit plans:
 Pension Benefits Other Post-retirement Benefits
Year Ended December 312017 2016 2017 2016
Net actuarial loss (gain)$308
 $402
 $(6) $42
Prior service cost(1) —
 —
 13
Amortization of:       
Net actuarial (loss) gain from prior years(362) (343) 4
 3
Prior service credit66
 68
 3
 6
Other*7
 1
 (39) —
Change in AOCL, pretax$18
 $128
 $(38) $64
* Includes foreign exchange translation, curtailment and other adjustments.
The following table represents amounts deferred in AOCL on the Consolidated Balance Sheet on December 31, 2017, that we expect to recognize in our retirement benefit cost in 2018:
Pension BenefitsOther Post-retirement Benefits
Year Ended December 31Year Ended December 312020201920202019
Net actuarial loss (gain)Net actuarial loss (gain)$863 $1,151 $(6)$20 
Prior service credit (cost)Prior service credit (cost)(38)3 (1)8 
Amortization of:Amortization of:
Net actuarial (loss) gain from prior
years		Net actuarial (loss) gain from prior
years		(387)(355)3 8 
Prior service creditPrior service credit18 19 1 3 
Pension
Benefits		 Other  Post-retirement
Benefits
Net actuarial loss (gain)$387
 $(4)
Prior service credit(44) (3)
Change in AOCL, pretaxChange in AOCL, pretax$456 $818 $(3)$39 
A pension plan’s funded status is the difference between the plan’s assets and its projected benefit obligation (PBO). The PBO is the present value of future benefits attributed to employee services rendered to date, including assumptions about future compensation levels. On December 31, 2020 and 2019, most of our pension plans had a PBO that exceeded the plans’ assets. Summary information for those plans follows:
December 3120202019
PBO$(19,189)$(17,651)
Fair value of plan assets14,191 12,673 
A pension plan’s accumulated benefit obligation (ABO) is the present value of future benefits attributed to employee services rendered to date, excluding assumptions about future compensation levels. The ABO for all defined-benefit pension plans was $13.9$19.4 billion and $12.7$17.8 billion on December 31, 20172020 and 2016,2019, respectively. The ABO for all other post-retirement plans was $1.1 billion and $1 billion on December 31, 2020 and 2019, respectively. On December 31, 20172020 and 2016, some2019, most of our pensiondefined benefit plans had an ABO that exceeded the plans’ assets. Summary information for those plans follows:
Pension BenefitsOther Post-retirement Benefits
December 312020201920202019
ABO$(18,596)$(17,080)$(784)$(783)
Fair value of plan assets13,829 12,354 300 301 
December 312017 2016
PBO$(13,660) $(12,817)
ABO(13,398) (12,557)
Fair value of plan assets9,526
 8,722
Retirement Plan Assumptions
Assumptions. We calculate the plan assets and liabilities for a given year and the net annual benefit cost for the subsequent year using assumptions determined as of December 31 of the year in question.


The following table summarizes the weighted average assumptions used to determine our benefit obligations:
Assumptions on December 3120202019
Pension Benefits
Benefit obligation discount rate2.54 %3.19 %
Rate of increase in compensation levels2.66 %2.68 %
Other Post-retirement Benefits
Benefit obligation discount rate2.52 %3.18 %
Healthcare cost trend rate:
Trend rate for next year6.00 %6.00 %
Ultimate trend rate5.00 %5.00 %
Year rate reaches ultimate trend rate20242024
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Assumptions on December 312017 2016
Pension Benefits   
Benefit obligation discount rate3.62% 4.19%
Rate of increase in compensation levels2.82% 2.92%
Other Post-retirement Benefits   
Benefit obligation discount rate3.64% 4.11%
Healthcare cost trend rate:   
Trend rate for next year6.50% 6.50%
Ultimate trend rate5.00% 5.00%
Year rate reaches ultimate trend rate2024
 2024

The following table summarizes the weighted average assumptions used to determine our net annual benefit cost:
Assumptions for Year Ended December 312017 2016 2015
Pension Benefits     
Discount rates:     
Benefit obligation4.19% 4.46% 4.10%
Service cost4.13% 4.42% *
Interest cost3.56% 3.71% *
Expected long-term rate of return on assets7.43% 8.14% 8.15%
Rate of increase in compensation levels2.90% 3.39% 3.43%
Other Post-retirement Benefits     
Discount rates:     
Benefit obligation4.11% 4.35% 4.03%
Service cost4.34% 4.52% *
Interest cost3.43% 3.53% *
Expected long-term rate of return on assets7.76% 7.81% 8.03%
* Not applicable as we changed to the spot rate approach beginning in 2016 as further described below.
Assumptions for Year Ended December 31202020192018
Pension Benefits
Discount rates:
Benefit obligation3.19 %4.28 %3.69 %
Service cost2.74 %3.81 %3.51 %
Interest cost2.78 %3.92 %3.34 %
Expected long-term rate of return on assets7.41 %7.46 %7.45 %
Rate of increase in compensation levels2.73 %2.77 %2.79 %
Other Post-retirement Benefits
Discount rates:
Benefit obligation3.18 %4.24 %3.64 %
Service cost3.35 %4.23 %3.79 %
Interest cost2.78 %3.88 %3.27 %
Expected long-term rate of return on assets6.86 %6.84 %7.75 %
We base the discount rates on a current yield curve developed from a portfolio of high-quality, fixed-income investments with maturities consistent with the projected benefit payout period. Beginning in 2016, we refined the method used to determine the service and interest cost components of our net annual benefit cost. Previously, the cost was determined using a single weighted-average discount rate derived from the yield curve described above. Under the refined method, known as the spot rate approach, we use individual spot rates along the yield curve that correspond with the timing of each service cost and discounted benefit obligation payment. We believe this change provides a more precise measurement of service and interest costs by improving the correlation between projected service cost and discounted benefit obligation cash outflows and corresponding spot rates on the yield curve. We accounted for this change prospectively as a change in accounting estimate.
We determine the long-term raterates of return on assets based on consideration of historical and forward-looking returns and the current and expected asset allocation strategy. In 2017, weWe decreased the expected long-term raterates of return on assets in our primary U.S. government and commercialother post-retirement benefit plans by 100 basis points beginning in 2019. For 2021, we decreased the expected long-term rates of return on assets in our primary U.S. pension plans by 75


25 basis points followingand in our primary U.S. other post-retirement benefit plans by 25 basis points or 125 basis points depending on the investment mix of each plan’s assets. These changes to our expected long-term rates of return in both years resulted from an assessment of the historical and expected long-term returns of our various asset classes.
Retirement plan assumptions are based on our best judgment, including consideration of current and future market conditions. Given the long-term nature of the assumptions being made, actual outcomes can and often do differ from these estimates. Changes in these estimates impact future pension and other post-retirement benefit cost. As discussed above, we defer recognition of the cumulative benefit cost for our government plans in excess of costs allocated to contracts and included in revenue. Therefore, the impact of annual changes in financial reporting assumptions on the cost for these plans does not immediately affect our operating results. For our U.S. pension plans that represent the majority of our total obligation, the following hypothetical changes in the discount rates and expected long-term rates of return on plan assets would have had the following impact in 2017:
 
Increase
25 Basis Points
 
Decrease
25 Basis Points
Increase (decrease) to net pension cost from:   
Change in discount rates$(28) $30
Change in long-term rates of return on plan assets(21) 21
A 25-basis-point change in these assumed rates would not have had a measurable impact on the benefit cost for our other post-retirement plans in 2017. For our healthcare plans, the effect of a 1% increase or decrease in the assumed healthcare cost trend rate on the 2017 net annual benefit cost is $4 and ($3), respectively, and the effect on the December 31, 2017, accumulated other post-retirement benefit obligation is $75 and ($60), respectively.

Plan Assets
Assets. A committee of our board of directors is responsible for the strategic oversight of our defined-benefit retirementdefined benefit plan assets held in trust. Management develops investment policies and provides oversight of a third-party investment manager who reports to the committee on a regular basis. The outsourced third-party investment manager develops investment strategies and makes all day-to-day investment decisions related to defined-benefit retirementdefined benefit plan assets in accordance with our investment policy and target allocation percentages.
Our investment policy endeavors to strike the appropriate balance among capital preservation, asset growth and current income. The objective of our investment policy is to generate future returns consistent with our assumed long-term raterates of return used to determine our benefit obligations and net annual benefit cost. Target
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allocation percentages vary over time depending on the perceived risk and return potential of various asset classes and market conditions. At the end of 2017,2020, our asset allocation policy ranges were:
Equities48-68%
Fixed income20-48%
Cash0-5%
Other asset classes0-16%
More than 90% of our pension plan assets are held in a single trust for our primary qualified U.S. government and commercial pension plans. On December 31, 2017,2020, the trust was invested largely in publicly traded equities, fixed-income securities and commingled funds comprised of equity securities. The trust also invests in other asset classes consistent with our investment policy. Our investments in equity assets include U.S. and international securities and equity funds. Our investments in fixed-income assets include U.S. Treasury and U.S. agency securities, corporate bonds, mortgage-backed securities and other asset-backed


securities. Our investment policy allows the use of derivative instruments when appropriate to reduce anticipated asset volatility, to gain exposure to an asset class or to adjust the duration of fixed-income assets.
Assets for our non-U.S. pension plans are held in trusts in the countries in which the related operations reside. Our non-U.S. operations maintain investment policies for their individual plans based on country-specific regulations. The non-U.S. plan assets are invested primarily in commingled funds comprised of equity and fixed-income securities.
We hold assets in VEBA trusts for some of our other post-retirement benefit plans. These assets are managed by a third-party investment manager with oversight by management and are generally invested in publicly traded equities, fixed-income securities and commingled funds comprised of equity and fixed-income securities. Our asset allocation strategy for the VEBA trusts considers potential fluctuations in our other post-retirement benefit obligation, the taxable nature of certain VEBA trusts, tax deduction limits on contributions and the regulatory environment.
Our retirementdefined benefit plan assets are reported at fair value. See Note E for a discussion of the hierarchy for determining fair value. Our Level 1 assets include investments in publicly traded equity securities. These securities are actively traded and valued using quoted prices for identical securities from the market exchanges. Our Level 2 assets consist ofinclude fixed-income securities and commingled funds whose underlying investments are valued using observable marketplace inputs. The fair value of plan assets invested in fixed-income securities is generally determined under a market approach using valuation models that useincorporate observable inputs such as interest rates, bond yields low-volume market quotes and quoted prices for similar assets. Our plan assets that are invested in commingled funds are valued using a unit price or net asset value (NAV) that is based on the underlying investments of the fund. Our Level 3 assets includeconsist of real estate funds, insurance deposit contracts, retirement annuity contracts and direct private equity investments.
Certain investments valued using NAV as a practical expedient are excluded from the fair value hierarchy. These investments are redeemable at NAV on a monthly or quarterly basis and have redemption notice periods of up to 90 days. We had noThe unfunded commitments related to these investments were not material on December 31, 20172020 or 2016.2019.

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The fair value of our pension plan assets by investment category and the corresponding level within the fair value hierarchy were as follows:



Fair
Value
 
Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)
 
Significant
Other
Observable
Inputs
(Level 2)
 

Significant
Unobservable
Inputs
(Level 3)



Fair
Value		Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)		Significant
Other
Observable
Inputs
(Level 2)
Significant
Unobservable
Inputs
(Level 3)
Asset CategoryDecember 31, 2017Asset CategoryDecember 31, 2020
Cash and equivalents$48
 $—
 $48
 $—
Cash and equivalents$112 $0 $112 $0 
Equity securities (a):       Equity securities (a):
U.S. companies770
 770
 —
 —
U.S. companies1,137 1,137 0 0 
Non-U.S. companies97
 97
 —
 —
Non-U.S. companies90 90 0 0 
Private equity investments18
 —
 —
 18
Private equity investments33 0 0 33 
Fixed-income securities:       Fixed-income securities:
Corporate bonds (b)Corporate bonds (b)3,532 0 3,532 0 
Treasury securities1,361
 —
 1,361
 —
Treasury securities1,129 0 1,129 0 
Corporate bonds (b)1,604
 —
 1,604
 —
Commingled funds:       Commingled funds:
Equity funds5,018
 —
 5,018
 —
Equity funds7,306 0 7,306 0 
Fixed-income funds325
 —
 325
 —
Fixed-income funds416 0 416 0 
Real estate funds51
 —
 —
 51
Real estate funds90 0 0 90 
Other investments:       Other investments:
Insurance deposit contracts120
 —
 —
 120
Insurance deposit contracts157 0 0 157 
Retirement annuity contractsRetirement annuity contracts38 0 0 38 
Total plan assets in fair value hierarchy$9,412
 $867
 $8,356
 $189
Total plan assets in fair value hierarchy$14,040 $1,227 $12,495 $318 
Plan assets measured using NAV as a practical expedient (c):       Plan assets measured using NAV as a practical expedient (c):
Real estate fundsReal estate funds446 
Hedge funds328
      Hedge funds254 
Real estate funds390
      
Equity fundsEquity funds11 
Total pension plan assets$10,130
 
 
 
Total pension plan assets$14,751 
(a)No single equity holding amounted to more than 1% of the total fair value.
(b)Our corporate bond investments had an average rating of A+.A-.
(c)Investments measured at fair value using NAV as a practical expedient are not classified in the fair value hierarchy. The fair value amounts presented in this table for these investments are included to permit reconciliation of the fair value hierarchy to the total plan assets.


93




Fair
Value
 
Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)
 
Significant
Other
Observable
Inputs
(Level 2)
 

Significant
Unobservable
Inputs
(Level 3)



Fair
Value		Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)		Significant
Other
Observable
Inputs
(Level 2)
Significant
Unobservable
Inputs
(Level 3)
Asset CategoryDecember 31, 2016Asset CategoryDecember 31, 2019
Cash and equivalents$71
 $10
 $61
 $—
Cash and equivalents$56 $0 $56 $0 
Equity securities (a):       Equity securities (a):
U.S. companies786
 786
 —
 —
U.S. companies958 958 0 0 
Non-U.S. companies74
 74
 —
 —
Non-U.S. companies128 128 0 0 
Private equity investments13
 —
 —
 13
Private equity investments26 0 0 26 
Fixed-income securities:       Fixed-income securities:
Corporate bonds (b)Corporate bonds (b)2,163 0 2,163 0 
Treasury securities239
 —
 239
 —
Treasury securities1,855 0 1,855 0 
Corporate bonds (b)2,115
 —
 2,115
 —
Commingled funds:       Commingled funds:
Equity funds4,285
 —
 4,285
 —
Equity funds6,494 0 6,494 0 
Fixed-income funds567
 —
 567
 —
Fixed-income funds365 0 365 0 
Real estate funds42
 —
 —
 42
Real estate funds84 0 0 84 
Other investments:       Other investments:
Insurance deposit contracts109
 —
 —
 109
Insurance deposit contracts137 0 0 137 
Retirement annuity contractsRetirement annuity contracts35 0 0 35 
Total plan assets in fair value hierarchy$8,301
 $870
 $7,267
 $164
Total plan assets in fair value hierarchy$12,301 $1,086 $10,933 $282 
Plan assets measured using NAV as a practical expedient (c):       Plan assets measured using NAV as a practical expedient (c):
Real estate fundsReal estate funds443 
Hedge funds314
      Hedge funds419 
Real estate funds365
      
Equity fundsEquity funds14 
Total pension plan assets$8,980
 

 

 

Total pension plan assets$13,177 
(a)No single equity holding amounted to more than 1% of the total fair value.
(b)Our corporate bond investments had an average rating of BBB+.A.
(c)Investments measured at fair value using NAV as a practical expedient are not classified in the fair value hierarchy. The fair value amounts presented in this table for these investments are included to permit reconciliation of the fair value hierarchy to the total plan assets.












94

The fair value of our other post-retirement benefit plan assets by category and the corresponding level within the fair value hierarchy were as follows:



Fair
Value		Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)		Significant
Other
Observable
Inputs
(Level 2)
Asset Category (a)December 31, 2020
Cash and equivalents$16 $0 $16 
Equity securities97 97 0 
Fixed-income securities134 0 134 
Commingled funds:
Equity funds320 0 320 
Fixed-income funds128 0 128 
Real estate funds2 2 0 
Total plan assets in fair value hierarchy$697 $99 $598 
Plan assets measured using NAV as a practical expedient (b):
Real estate funds5 
Hedge funds3 
Total other post-retirement benefit plan assets$705 
 



Fair
Value
 
Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)
 
Significant
Other
Observable
Inputs
(Level 2)
Asset Category (a)December 31, 2017
Cash equivalents$18
 $—
 $18
Equity securities70
 70
 —
Fixed-income securities89
 —
 89
Commingled funds:     
Equity funds260
 —
 260
Fixed-income funds99
 —
 99
Real estate funds2
 2
 —
Total plan assets in fair value hierarchy$538
 $72
 $466
Plan assets measured using NAV as a practical expedient (b):     
Hedge funds1
    
Real estate funds2
    
Total other post-retirement plan assets$541
 
 
(a)We had no Level 3 investments on December 31, 2017.2020.
(b)Investments measured at fair value using NAV as a practical expedient are not classified in the fair value hierarchy. The fair value amounts presented in this table for these investments are included to permit reconciliation of the fair value hierarchy to the total plan assets.




Fair
Value
 
Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)
 
Significant
Other
Observable
Inputs
(Level 2)



Fair
Value		Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)		Significant
Other
Observable
Inputs
(Level 2)
Asset Category (a)December 31, 2016Asset Category (a)December 31, 2019
Cash equivalents$10
 $—
 $10
Cash and equivalentsCash and equivalents$18 $0 $18 
Equity securities69
 69
 —
Equity securities92 92 0 
Fixed-income securities88
 —
 88
Fixed-income securities122 0 122 
Commingled funds:     Commingled funds:
Equity funds236
 —
 236
Equity funds288 0 288 
Fixed-income funds92
 —
 92
Fixed-income funds113 0 113 
Real estate funds2
 2
 —
Real estate funds2 2 0 
Total plan assets in fair value hierarchy$497
 $71
 $426
Total plan assets in fair value hierarchy$635 $94 $541 
Plan assets measured using NAV as a practical expedient (b):     Plan assets measured using NAV as a practical expedient (b):
Real estate fundsReal estate funds5 
Hedge funds1
    Hedge funds4 
Real estate funds1
    
Total other post-retirement plan assets$499
 

 

Total other post-retirement benefit plan assetsTotal other post-retirement benefit plan assets$644 
(a)We had no Level 3 investments on December 31, 2016.2019.
(b)Investments measured at fair value using NAV as a practical expedient are not classified in the fair value hierarchy. The fair value amounts presented in this table for these investments are included to permit reconciliation of the fair value hierarchy to the total plan assets.

95


Changes in our Level 3 retirementdefined benefit plan assets during 20172020 and 20162019 were as follows:
Private Equity InvestmentsReal Estate FundsInsurance Deposits ContractsRetirement Annuity ContractsTotal
Level 3 Assets
December 31, 2018$20 $68 $128 $0 $216 
Actual return on plan assets:
Unrealized gains, net5 6 6 0 17 
Purchases, sales and settlements, net1 10 3 35 49 
December 31, 201926 84 137 35 282 
Actual return on plan assets:
Unrealized gains, net5 7 18 3 33 
Realized losses, net0 (1)0 0 (1)
Purchases, sales and settlements, net2 0 2 0 4 
December 31, 2020$33 $90 $157 $38 $318 

 Private Equity Investments Real Estate Funds Insurance Deposits Contracts Total Level 3 Assets
December 31, 2015$12
 $42
 $103
 $157
Actual return on plan assets:      
Unrealized losses, net1
 —
 (2) (1)
Realized gains, net—
 —
 3
 3
Purchases, sales and settlements, net—
 —
 5
 5
December 31, 201613
 42
 109
 164
Actual return on plan assets:
 
 
 
Unrealized gains, net1
 4
 4
 9
Realized gains, net—
 —
 2
 2
Purchases, sales and settlements, net4
 5
 5
 14
December 31, 2017$18
 $51
 $120
 $189

R. BUSINESS GROUPS. SEGMENT INFORMATION
We operate in four business groups:have 4 operating segments: Aerospace, Marine Systems, Combat Systems Information Systems and Technology, and Marine Systems.Technologies. We organize our business groupssegments in accordance with the nature of products and services offered. We measure each group’ssegment’s profitability based on operating earnings. As a result, we do not allocate net interest, other income and expense items, and income taxes to our business groups.segments.
Summary financial information for each of our business groupssegments follows:
Revenue*Operating EarningsRevenue from
U.S. Government
Year Ended December 31202020192018202020192018202020192018
Aerospace$8,075 $9,801 $8,455 $1,083 $1,532 $1,490 $513 $498 $334 
Marine Systems9,979 9,183 8,502 854 785 761 9,871 9,027 8,245 
Combat Systems7,223 7,007 6,241 1,041 996 962 4,191 4,048 3,228 
Technologies12,648 13,359 12,995 1,211 1,311 1,267 11,728 12,234 11,799 
Corporate0 0 0 (56)(54)(86)0 0 0 
Total$37,925 $39,350 $36,193 $4,133 $4,570 $4,394 $26,303 $25,807 $23,606 
 Revenue Operating Earnings Revenue from U.S. Government
Year Ended December 31201720162015 201720162015 201720162015
Aerospace$8,129
$7,815
$9,177
 $1,593
$1,407
$1,807
 $231
$361
$104
Combat Systems5,949
5,530
5,643
 937
831
886
 3,084
2,614
2,590
Information Systems and Technology8,891
9,144
8,929
 1,011
941
895
 7,793
7,984
7,821
Marine Systems8,004
8,072
8,032
 685
595
748
 7,913
7,717
7,463
Corporate*—
—
—
 (49)(40)(41) —
—
—
Total$30,973
$30,561
$31,781
 $4,177
$3,734
$4,295
 $19,021
$18,676
$17,978
* Corporate operating results consist primarily of stock option expense.
 Identifiable Assets Capital Expenditures Depreciation and Amortization
Year Ended December 31201720162015 201720162015 201720162015
Aerospace$10,126
$9,792
$9,411
 $132
$125
$210
 $147
$153
$146
Combat Systems9,846
8,885
7,810
 84
71
79
 86
86
91
Information Systems and Technology8,877
8,445
8,575
 63
97
73
 92
103
131
Marine Systems2,906
3,063
3,030
 123
92
166
 109
105
106
Corporate*3,291
2,987
3,712
 26
7
41
 7
6
7
Total$35,046
$33,172
$32,538
 $428
$392
$569
 $441
$453
$481
* Corporate identifiable assets are primarily cash and equivalents.



See Note B for additional revenue information by business group.segment.
Corporate operating results consist primarily of equity-based compensation expense. Corporate operating results in 2018 also included one-time charges of approximately $45 associated with the costs to complete the CSRA acquisition.
96

The following is additional summary financial information for each of our segments:
Identifiable AssetsCapital ExpendituresDepreciation and Amortization
Year Ended December 31202020192018202020192018202020192018
Aerospace$12,050 $12,324 $11,220 $95 $138 $194 $201 $178 $154 
Marine Systems4,488 3,918 3,304 604 449 243 145 122 116 
Combat Systems12,034 11,220 9,872 92 109 91 95 85 87 
Technologies19,663 20,453 20,143 172 222 111 428 437 398 
Corporate*3,073 1,434 1,348 4 69 51 9 7 8 
Total$51,308 $49,349 $45,887 $967 $987 $690 $878 $829 $763 
*Corporate identifiable assets are primarily cash and equivalents.
The following table presents our revenue by geographic area based on the location of our customers:
Year Ended December 31202020192018
North America:
United States$31,194 $31,775 $28,386 
Other1,078 898 813 
Total North America32,272 32,673 29,199 
Europe2,846 2,836 2,807 
Asia/Pacific1,292 1,739 2,287 
Africa/Middle East1,249 1,785 1,611 
South America266 317 289 
Total revenue$37,925 $39,350 $36,193 
Year Ended December 312017 2016 2015
North America:     
United States$23,519
 $23,160
 $23,480
Other915
 709
 1,121
Total North America24,434
 23,869
 24,601
Europe2,558
 2,152
 2,760
Asia/Pacific2,011
 1,650
 1,589
Africa/Middle East1,655
 2,617
 2,426
South America315
 273
 405
Total revenue$30,973
 $30,561
 $31,781
Our revenue from non-U.S. operations was $3.7$4.3 billion in 2017,20162020, $4.4 billion in 2019 and 2015,$4.2 billion in 2018, and earnings from continuing operations before income taxes from non-U.S. operations were $550$585 in 2017, $5302020, $600 in 20162019 and $546$578 in 2015.2018. The long-lived assets associated with these operations were 5%4% of our total long-lived assets on December 31, 2017, 20162020 and 2015.2019, and 3% on December 31, 2018.


S. CONDENSED CONSOLIDATING FINANCIAL STATEMENTS
The fixed-rate notes described in Note K are fully and unconditionally guaranteed on an unsecured, joint and several basis by several of our 100%-owned subsidiaries (the guarantors). The following condensed consolidating financial statements illustrate the composition of the parent, the guarantors on a combined basis (each guarantor together with its majority-owned subsidiaries) and all other subsidiaries on a combined basis.


CONDENSED CONSOLIDATING STATEMENTS OF EARNINGS

Year Ended December 31, 2017Parent
Guarantors on a
Combined Basis
Other Subsidiaries
on a Combined Basis
Consolidating
Adjustments
Total
Consolidated
Revenue$—
$26,933
$4,040
$—
$30,973
Cost of sales(6)21,684
3,108
—
24,786
G&A53
1,642
315
—
2,010
Operating earnings(47)3,607
617
—
4,177
Interest, net(97)1
(7)—
(103)
Other, net3
—
—
—
3
Earnings before income tax(141)3,608
610
—
4,077
Provision for income tax, net(154)1,262
57
—
1,165
Equity in net earnings of subsidiaries2,899
—
—
(2,899)—
Net earnings$2,912
$2,346
$553
$(2,899)$2,912
Comprehensive income$3,479
$2,336
$1,158
$(3,494)$3,479
      
Year Ended December 31, 2016     
Revenue$—
$26,573
$3,988
$—
$30,561
Cost of sales—
21,785
3,102
—
24,887
G&A39
1,585
316
—
1,940
Operating earnings(39)3,203
570
—
3,734
Interest, net(91)(2)2
—
(91)
Other, net12
(4)5
—
13
Earnings before income tax(118)3,197
577
—
3,656
Provision for income tax, net(121)1,055
43
—
977
Discontinued operations, net of tax(107)—
—
—
(107)
Equity in net earnings of subsidiaries2,676
—
—
(2,676)—
Net earnings$2,572
$2,142
$534
$(2,676)$2,572
Comprehensive income$2,468
$2,112
$543
$(2,655)$2,468
      
Year Ended December 31, 2015     
Revenue$—
$27,730
$4,051
$—
$31,781
Cost of sales(6)22,385
3,154
—
25,533
G&A46
1,610
297
—
1,953
Operating earnings(40)3,735
600
—
4,295
Interest, net(89)(1)7
—
(83)
Other, net4
2
1
—
7
Earnings before income tax(125)3,736
608
—
4,219
Provision for income tax, net(151)1,202
132
—
1,183
Equity in net earnings of subsidiaries3,010
—
—
(3,010)—
Net earnings$3,036
$2,534
$476
$(3,010)$3,036
Comprehensive income$2,685
$2,745
$(193)$(2,552)$2,685


CONDENSED CONSOLIDATING BALANCE SHEET

December 31, 2017Parent
Guarantors
on a
Combined
Basis
Other
Subsidiaries
on a
Combined
Basis
Consolidating
Adjustments
Total
Consolidated
      
ASSETS     
Current assets:     
Cash and equivalents$1,930
$—
$1,053
$—
$2,983
Accounts receivable—
1,259
2,358
—
3,617
Unbilled receivables—
2,547
2,693
—
5,240
Inventories—
5,216
87
—
5,303
Other current assets351
461
373
—
1,185
Total current assets2,281
9,483
6,564
—
18,328
Noncurrent assets:     
PP&E221
6,779
1,237
—
8,237
Accumulated depreciation of PP&E(75)(3,869)(776)—
(4,720)
Intangible assets, net—
287
415
—
702
Goodwill—
8,320
3,594
—
11,914
Other assets199
232
154
—
585
Investment in subsidiaries44,887
—
—
(44,887)—
Total noncurrent assets45,232
11,749
4,624
(44,887)16,718
Total assets$47,513
$21,232
$11,188
$(44,887)$35,046
      
LIABILITIES AND SHAREHOLDERS’ EQUITY     
Current liabilities:     
Short-term debt and current portion of long-term debt$—
$1
$1
$—
$2
Customer advances and deposits—
4,180
2,812
—
6,992
Other current liabilities561
3,758
1,786
—
6,105
Total current liabilities561
7,939
4,599
—
13,099
Noncurrent liabilities:     
Long-term debt3,950
21
9
—
3,980
Other liabilities2,451
3,473
608
—
6,532
Total noncurrent liabilities6,401
3,494
617
—
10,512
Intercompany29,116
(28,494)(622)—
—
Shareholders’ equity:     
Common stock482
6
2,126
(2,132)482
Other shareholders’ equity10,953
38,287
4,468
(42,755)10,953
Total shareholders’ equity11,435
38,293
6,594
(44,887)11,435
Total liabilities and shareholders’ equity$47,513
$21,232
$11,188
$(44,887)$35,046



CONDENSED CONSOLIDATING BALANCE SHEET
December 31, 2016Parent
Guarantors
on a
Combined
Basis
Other
Subsidiaries
on a
Combined
Basis
Consolidating
Adjustments
Total
Consolidated
      
ASSETS     
Current assets:     
Cash and equivalents$1,254
$—
$1,080
$—
$2,334
Accounts receivable—
1,155
2,244
—
3,399
Unbilled receivables—
2,235
1,977
—
4,212
Inventories—
5,022
96
—
5,118
Other current assets634
599
238
—
1,471
Total current assets1,888
9,011
5,635
—
16,534
Noncurrent assets:     
PP&E197
6,586
1,146
—
7,929
Accumulated depreciation of PP&E(67)(3,653)(732)—
(4,452)
Intangible assets, net—
265
413
—
678
Goodwill—
8,050
3,395
—
11,445
Other assets640
232
166
—
1,038
Investment in subsidiaries41,956
—
—
(41,956)—
Total noncurrent assets42,726
11,480
4,388
(41,956)16,638
Total assets$44,614
$20,491
$10,023
$(41,956)$33,172
      
LIABILITIES AND SHAREHOLDERS’ EQUITY     
Current liabilities:     
Short-term debt and current portion of long-term debt$898
$2
$—
$—
$900
Customer advances and deposits—
4,339
2,488
—
6,827
Other current liabilities564
3,465
1,694
—
5,723
Total current liabilities1,462
7,806
4,182
—
13,450
Noncurrent liabilities:     
Long-term debt2,966
22
—
—
2,988
Other liabilities3,520
2,330
583
—
6,433
Total noncurrent liabilities6,486
2,352
583
—
9,421
Intercompany26,365
(25,827)(538)—
—
Shareholders’ equity:     
Common stock482
6
2,354
(2,360)482
Other shareholders’ equity9,819
36,154
3,442
(39,596)9,819
Total shareholders’ equity10,301
36,160
5,796
(41,956)10,301
Total liabilities and shareholders’ equity$44,614
$20,491
$10,023
$(41,956)$33,172



CONDENSED CONSOLIDATING STATEMENTS OF CASH FLOWS
Year Ended December 31, 2017Parent
Guarantors
on a
Combined
Basis
Other
Subsidiaries
on a
Combined
Basis
Consolidating
Adjustments
Total
Consolidated
Net cash provided by operating activities*$316
$2,370
$1,193
$—
$3,879
Cash flows from investing activities:     
Capital expenditures(26)(330)(72)—
(428)
Business acquisitions, net of cash acquired—
(350)(49)—
(399)
Other, net6
32
(2)—
36
Net cash used by investing activities(20)(648)(123)—
(791)
Cash flows from financing activities:     
Purchases of common stock(1,558)—
—
—
(1,558)
Dividends paid(986)—
—
—
(986)
Proceeds from fixed-rate notes985
—
—
—
985
Repayment of fixed-rate notes(900)—
—
—
(900)
Other, net63
(3)—
—
60
Net cash used by financing activities(2,396)(3)—
—
(2,399)
Net cash used by discontinued operations(40)—
—
—
(40)
Cash sweep/funding by parent2,816
(1,719)(1,097)—
—
Net increase in cash and equivalents676
—
(27)—
649
Cash and equivalents at beginning of year1,254
—
1,080
—
2,334
Cash and equivalents at end of year$1,930
$—
$1,053
$—
$2,983
      
Year Ended December 31, 2016     
Net cash provided by operating activities*$219
$1,914
$65
$—
$2,198
Cash flows from investing activities:     
Capital expenditures(8)(336)(48)—
(392)
Other, net5
(1)(38)—
(34)
Net cash used by investing activities(3)(337)(86)—
(426)
Cash flows from financing activities:     
Purchases of common stock(1,996)—
—
—
(1,996)
Proceeds from fixed-rate notes992
—
—
—
992
Dividends paid(911)—
—
—
(911)
Repayment of fixed-rate notes(500)—
—
—
(500)
Proceeds from stock option exercises292
—
—
—
292
Other, net(45)(1)—
—
(46)
Net cash used by financing activities(2,168)(1)—
—
(2,169)
Net cash used by discontinued operations(54)—
—
—
(54)
Cash sweep/funding by parent1,528
(1,576)48
—
—
Net decrease in cash and equivalents(478)—
27
—
(451)
Cash and equivalents at beginning of year1,732
—
1,053
—
2,785
Cash and equivalents at end of year$1,254
$—
$1,080
$—
$2,334
* Continuing operations only.


CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
Year Ended December 31, 2015Parent
Guarantors
on a
Combined
Basis
Other
Subsidiaries
on a
Combined
Basis
Consolidating
Adjustments
Total
Consolidated
Net cash provided by operating activities*$50
$2,202
$355
$—
$2,607
Cash flows from investing activities:     
Capital expenditures(42)(475)(52)—
(569)
Maturities of held-to-maturity securities500
—
—
—
500
Other, net166
103
—
—
269
Net cash provided by investing activities624
(372)(52)—
200
Cash flows from financing activities:     
Purchases of common stock(3,233)—
—
—
(3,233)
Dividends paid(873)—
—
—
(873)
Repayment of fixed-rate notes(500)—
—
—
(500)
Other, net237
2
—
—
239
Net cash used by financing activities(4,369)2
—
—
(4,367)
Net cash used by discontinued operations(43)—
—
—
(43)
Cash sweep/funding by parent2,934
(1,832)(1,102)—
—
Net decrease in cash and equivalents(804)—
(799)—
(1,603)
Cash and equivalents at beginning of year2,536
—
1,852
—
4,388
Cash and equivalents at end of year$1,732
$—
$1,053
$—
$2,785
* Continuing operations only.


T. PRIOR-PERIOD FINANCIAL STATEMENTSCHANGE IN ACCOUNTING PRINCIPLE
Our prior-period financial statements were restated forIn the adoptionfourth quarter of two ASUs that are discussed below.
ASC Topic 606. We adopted ASC Topic 606 on January 1, 2017, using the retrospective method. The adoption of ASC Topic 606 had two primary impacts on2020, we retrospectively changed our Consolidated Financial Statements. The impact of adjustments on profit recorded to date is now recognized in the period identified (cumulative catch-up method), rather than prospectively over the remaining contract term. For our contracts for the manufacture of business-jet aircraft, we now recognize revenue at a single point in time when control is transferredaccounting method related to the customer, generally upon deliveryamortization of actuarial gains and acceptance oflosses for our qualified U.S. government pension plans in which the fully outfitted aircraft.participants worked on U.S. government contracts (the Change in Accounting Principle). Prior to the adoptionChange in Accounting Principle, actuarial gains and losses were initially recognized as a component of ASC Topic 606,AOCL and then subsequently amortized out of AOCL over time only when they exceeded the accounting corridor, a defined range within which amortization of net gains and losses is not required.
Under the new method, we recognized revenue for these contracts at two contractual milestones: when green aircraft were completedwill no longer use an accounting corridor, and accepted bywe will amortize the customeractuarial gains and whenlosses over a custom period. While the customer accepted final deliveryhistorical accounting method was acceptable, we believe the Change in Accounting Principle is preferable as it accelerates the amortization of the fully outfitted aircraft.actuarial gains and losses, and aligns better with the method used for the allocation of qualified pension costs to our U.S. government contracts in accordance with the CAS. The Change in Accounting Principle has been applied retrospectively to all prior years presented. As of January 1, 2018, the cumulative effect of the adoption was recognized asthis change resulted in a $366 decrease to retained earnings of $372 on January 1, 2015.
We applied the standard’s practical expedient that permits the omission of prior-period information about our remaining performance obligations. No other practical expedients were applied.
ASU 2015-17, Income Taxes (Topic 740): Balance Sheet Classification of Deferred Taxes. We adopted ASU 2015-17 on January 1, 2017, using the retrospective method. ASU 2015-17 requires thatin AOCL, $40 decrease in deferred tax asset in other noncurrent assets, $57 increase in deferred tax liability in other noncurrent liabilities and liabilities be classified as noncurrent$463 increase in other contract costs in other current assets on the Consolidated Balance Sheet. The adoption of ASU 2015-17 resulted in reclassifications among accounts on the Consolidated Balance Sheet, but had no other impacts on our results of operations, financial condition or cash flows.
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The following tables summarize the effects of adopting these accounting standardsthe Change in Accounting Principle on selected line items of our Consolidated Financial Statements.



Statements:
CONSOLIDATED STATEMENT OF EARNINGS

Year Ended December 31, 2020As Calculated Under Previous MethodEffect of the Change in Accounting PrincipleAs Reported
Operating costs and expenses$(33,739)$(53)$(33,792)
Other, net29 53 82 
Year Ended December 31, 2019As Previously ReportedEffect of the Change in Accounting PrincipleAs Adjusted
Operating costs and expenses$(34,702)$(78)$(34,780)
Other, net14 78 92 
Year Ended December 31, 2018As Previously ReportedEffect of the Change in Accounting PrincipleAs Adjusted
Operating costs and expenses$(31,736)$(63)$(31,799)
Other, net(16)63 47 

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
Year Ended December 31, 2020As Calculated Under Previous MethodEffect of the Change in Accounting PrincipleAs Reported
Change in retirement plans’ funded status$(491)$38 $(453)
Benefit from income tax, net10 (8)2 
Other comprehensive income, net of tax238 30 268 
Comprehensive income3,405 30 3,435 
Year Ended December 31, 2019As Previously ReportedEffect of the Change in Accounting PrincipleAs Adjusted
Change in retirement plans’ funded status$(886)$29 $(857)
Benefit from income tax, net162 (6)156 
Other comprehensive loss, net of tax(441)23 (418)
Comprehensive income3,043 23 3,066 
Year Ended December 31, 2018As Previously ReportedEffect of the Change in Accounting PrincipleAs Adjusted
Change in retirement plans’ funded status$(61)$16 $(45)
Benefit from income tax, net5 (4)1 
Other comprehensive loss, net of tax(320)12 (308)
Comprehensive income3,025 12 3,037 

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 Year Ended Effect of the Adoption of Year Ended
 December 31, 2016 ASC ASU December 31, 2016
(Dollars in millions, except per-share amounts)As Reported Topic 606 2015-17 As Adjusted
Revenue:       
Products$19,885
 $(875) $—
 $19,010
Services11,468
 83
 —
 11,551
 31,353
 (792) —
 30,561
Operating costs and expenses:  

    
Products15,458
 (299) —
 15,159
Services9,663
 83
 —
 9,746
G&A1,923
 (1) —
 1,922
 27,044
 (217) —
 26,827
Operating earnings4,309
 (575) —
 3,734
Interest, net(91) —
 —
 (91)
Other, net13
 —
 —
 13
Earnings from continuing operations before
   income tax
4,231
 (575) —
 3,656
Provision for income tax, net1,169
 (192) —
 977
Earnings from continuing operations3,062
 (383) —
 2,679
Discontinued operations, net of tax benefit of $51(107) —
 —
 (107)
Net earnings$2,955
 $(383) $—
 $2,572
        
Earnings per share       
Basic:       
Continuing operations$10.05
 $(1.26) $—
 $8.79
Discontinued operations(0.35) —
 —
 (0.35)
Net earnings$9.70
 $(1.26) $—
 $8.44
Diluted:       
Continuing operations$9.87
 $(1.23) $—
 $8.64
Discontinued operations(0.35) —
 —
 (0.35)
Net earnings$9.52
 $(1.23) $—
 $8.29
CONSOLIDATED BALANCE SHEET


December 31, 2020As Calculated Under Previous MethodEffect of the Change in Accounting PrincipleAs Reported
Other current assets$1,243 $546 $1,789 
Other liabilities9,573 115 9,688 
Accumulated other comprehensive loss(3,981)431 (3,550)

December 31, 2019As Previously ReportedEffect of the Change in Accounting PrincipleAs Adjusted
Other current assets$1,171 $508 $1,679 
Other liabilities9,453 107 9,560 
Accumulated other comprehensive loss(4,219)401 (3,818)

CONSOLIDATED STATEMENT OF SHAREHOLDERS’ EQUITY
Retained EarningsAccumulated Other Comprehensive LossTotal Shareholders’ Equity
December 31, 2017 – as reported$26,444 $(2,820)$11,435 
Cumulative-effect of the Change in Accounting Principle as of
December 31, 2017		65 301 366 
December 31, 2017 – as adjusted26,509 (2,519)11,801 
Year ended December 31, 2018 – as reported
2,882 (958)297 
Effect of the Change in Accounting Principle*(65)77 12 
December 31, 2018 – as adjusted29,326 (3,400)12,110 
Year ended December 31, 2019 – as reported
2,307 (441)1,845 
Effect of the Change in Accounting Principle— 23 23 
December 31, 2019 – as adjusted31,633 (3,818)13,978 
Year ended December 31, 2020 – under previous method
1,865 238 1,653 
Effect of the Change in Accounting Principle— 30 30 
December 31, 2020 – as reported$33,498 $(3,550)$15,661 
*Includes the impact of our January 1, 2018, adoption of ASU 2018-02, the change in accounting principle which resulted in a reclassification of $65 of stranded tax effects resulting from the implementation of the Tax Cuts and Jobs Act (tax reform) from accumulated other comprehensive loss to retained earnings.

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UNAUDITED QUARTERLY CONSOLIDATED STATEMENT OF EARNINGS

20192020
As Calculated Under Previous Method1Q2Q3Q4Q1Q2Q3Q4Q
Operating costs and expenses$(8,247)$(8,465)$(8,545)$(9,445)$(7,808)$(8,423)$(8,347)$(9,161)
Other, net18 12 (12)(4)14 18 12 (15)
Effect of the Change in Accounting Principle
Operating costs and expenses$(13)$(13)$(32)$(20)$(7)$(7)$(12)$(27)
Other, net13 13 32 20 7 7 12 27 
As Calculated Under New Method
Operating costs and expenses$(8,260)$(8,478)$(8,577)$(9,465)$(7,815)$(8,430)$(8,359)$(9,188)
Other, net31 25 20 16 21 25 24 12 

100
 Year Ended Effect of the Adoption of Year Ended
 December 31, 2015 ASC ASU December 31, 2015
(Dollars in millions, except per-share amounts)As Reported Topic 606 2015-17 As Adjusted
Revenue:       
Products$20,280
 $197
 $—
 $20,477
Services11,189
 115
 —
 11,304
 31,469
 312
 —
 31,781
Operating costs and expenses:  

    
Products15,883
 103
 —
 15,986
Services9,471
 92
 —
 9,563
G&A1,937
 —
 —
 1,937
 27,291
 195
 —
 27,486
Operating earnings4,178
 117
 —
 4,295
Interest, net(83) —
 —
 (83)
Other, net7
 —
 —
 7
Earnings from continuing operations before
   income tax
4,102
 117
 —
 4,219
Provision for income tax, net1,137
 46
 —
 1,183
Earnings from continuing operations2,965
 71
 —
 3,036
Discontinued operations, net of tax benefit of $7—
 —
 —
 —
Net earnings$2,965
 $71
 $—
 $3,036
        
Earnings per share       
Basic:       
Continuing operations$9.23
 $0.22
 $—
 $9.45
Discontinued operations—
 —
 —
 —
Net earnings$9.23
 $0.22
 $—
 $9.45
Diluted:       
Continuing operations$9.08
 $0.21
 $—
 $9.29
Discontinued operations—
 —
 —
 —
Net earnings$9.08
 $0.21
 $—
 $9.29



CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME


 Year Ended Effect of the Adoption of Year Ended
 December 31, 2016 ASC ASU December 31, 2016
(Dollars in millions)As Reported Topic 606 2015-17 As Adjusted
Net earnings$2,955
 $(383) $—
 $2,572
Gains on cash flow hedges191
 —
 —
 191
Unrealized losses on securities(9) —
 —
 (9)
Foreign currency translation adjustments(118) 6
 —
 (112)
Change in retirement plans’ funded status(192) —
 —
 (192)
Other comprehensive loss, pretax(128) 6
 —
 (122)
Benefit for income tax, net(18) —
 —
 (18)
Other comprehensive loss, net of tax(110) 6
 —
 (104)
Comprehensive income$2,845
 $(377) $—
 $2,468
 Year Ended Effect of the Adoption of Year Ended
 December 31, 2015 ASC ASU December 31, 2015
(Dollars in millions)As Reported Topic 606 2015-17 As Adjusted
Net earnings$2,965
 $71
 $—
 $3,036
Losses on cash flow hedges(394) —
 —
 (394)
Unrealized losses on securities(2) —
 —
 (2)
Foreign currency translation adjustments(374) 3
 —
 (371)
Change in retirement plans’ funded status500
 —
 —
 500
Other comprehensive loss, pretax(270) 3
 —
 (267)
Provision for income tax, net84
 —
 —
 84
Other comprehensive loss, net of tax(354) 3
 —
 (351)
Comprehensive income$2,611
 $74
 $—
 $2,685



CONSOLIDATED BALANCE SHEET

   Effect of the Adoption of  
 December 31, 2016 ASC ASU December 31, 2016
(Dollars in millions)As Reported Topic 606 2015-17* As Adjusted
        
ASSETS       
Current assets:       
Cash and equivalents$2,334
 $—
 $—
 $2,334
Accounts receivable3,611
 (212) —
 3,399
Unbilled receivables5,282
 (1,070) —
 4,212
Inventories3,523
 1,595
 —
 5,118
Other current assets697
 789
 (15) 1,471
Total current assets15,447
 1,102
 (15) 16,534
Noncurrent assets:       
PP&E, net3,467
 10
 —
 3,477
Intangible assets, net678
 —
 —
 678
Goodwill11,445
 —
 —
 11,445
Other assets1,835
 —
 (797) 1,038
Total noncurrent assets17,425
 10
 (797) 16,638
Total assets$32,872
 $1,112
 $(812) $33,172
        
LIABILITIES AND
    SHAREHOLDERS’ EQUITY
       
Current liabilities:       
Short-term debt and current portion of
    long-term debt
$900
 $—
 $—
 $900
Accounts payable2,538
 —
 —
 2,538
Customer advances and deposits4,939
 1,888
 —
 6,827
Other current liabilities4,469
 (361) (923) 3,185
Total current liabilities12,846
 1,527
 (923) 13,450
Noncurrent liabilities:       
Long-term debt2,988
 —
 —
 2,988
Other liabilities6,062
 260
 111
 6,433
Commitments and contingencies       
Total noncurrent liabilities9,050
 260
 111
 9,421
Shareholders’ equity:       
Common stock482
 —
 —
 482
Surplus2,819
 —
 —
 2,819
Retained earnings25,227
 (684) —
 24,543
Treasury stock(14,156) —
 —
 (14,156)
Accumulated other comprehensive loss(3,396) 9
 —
 (3,387)
Total shareholders’ equity10,976
 (675) —
 10,301
Total liabilities and shareholders’ equity$32,872
 $1,112
 $(812) $33,172
* The effect of the adoption of ASU 2015-17 includes the reclassification of current deferred tax assets and liabilities of $10 and $335, respectively, which represents the impact to current deferred taxes of adopting ASC Topic 606.



CONSOLIDATED STATEMENT OF CASH FLOWS

 Year Ended Effect of the Adoption of Year Ended
 December 31, 2016 ASC ASU December 31, 2016
(Dollars in millions)As Reported Topic 606 2015-17 As Adjusted
Cash flows from operating activities -
    continuing operations:
       
Net earnings$2,955
 $(383) $—
 $2,572
Adjustments to reconcile net earnings to net cash
    provided by operating activities:
       
Depreciation of PP&E366
 (1) —
 365
Amortization of intangible assets88
 —
 —
 88
Equity-based compensation expense95
 —
 —
 95
Deferred income tax provision376
 (192) —
 184
Discontinued operations, net of tax107
 —
 —
 107
(Increase) decrease in assets, net of effects of
    business acquisitions:
       
Accounts receivable(161) 39
 —
 (122)
Unbilled receivables(1,033) (15) —
 (1,048)
Inventories(154) (223) —
 (377)
Other current assets55
 260
 —
 315
Increase (decrease) in liabilities, net of effects of
    business acquisitions:
       
Accounts payable567
 —
 —
 567
Customer advances and deposits(825) 520
 —
 (305)
Other, net(238) (5) —
 (243)
Net cash provided by operating activities2,198
 —
 —
 2,198
Cash flows from investing activities:       
Capital expenditures(392) —
 —
 (392)
Business acquisitions, net of cash acquired(58) —
 —
 (58)
Proceeds from sales of assets9
 —
 —
 9
Other, net15
 —
 —
 15
Net cash used by investing activities(426) —
 —
 (426)
Cash flows from financing activities:       
Purchases of common stock(1,996) —
 —
 (1,996)
Proceeds from fixed-rate notes992
 —
 —
 992
Dividends paid(911) —
 —
 (911)
Repayment of fixed-rate notes(500) —
 —
 (500)
Proceeds from stock option exercises292
 —
 —
 292
Other, net(46) —
 —
 (46)
Net cash used by financing activities(2,169) —
 —
 (2,169)
Net cash used by discontinued operations(54) —
 —
 (54)
Net decrease in cash and equivalents(451) —
 —
 (451)
Cash and equivalents at beginning of year2,785
 —
 —
 2,785
Cash and equivalents at end of year$2,334
 $—
 $—
 $2,334



CONSOLIDATED STATEMENT OF CASH FLOWS

 Year Ended Effect of the Adoption of Year Ended
 December 31, 2015 ASC ASU December 31, 2015
(Dollars in millions)As Reported Topic 606 2015-17 As Adjusted
Cash flows from operating activities -
    continuing operations:
       
Net earnings$2,965
 $71
 $—
 $3,036
Adjustments to reconcile net earnings to net cash
    provided by operating activities:
       
Depreciation of PP&E366
 (1) —
 365
Amortization of intangible assets116
 —
 —
 116
Equity-based compensation expense98
 —
 —
 98
Deferred income tax provision167
 46
 —
 213
(Increase) decrease in assets, net of effects of
    business acquisitions:
       
Accounts receivable604
 28
 —
 632
Unbilled receivables231
 (170) —
 61
Inventories(156) 297
 —
 141
Other current assets(38) 118
 —
 80
Increase (decrease) in liabilities, net of effects of
    business acquisitions:
       
Accounts payable(89) —
 —
 (89)
Customer advances and deposits(1,756) (397) —
 (2,153)
Other, net99
 8
 —
 107
Net cash provided by operating activities2,607
 —
 —
 2,607
Cash flows from investing activities:       
Capital expenditures(569) —
 —
 (569)
Maturities of held-to-maturity securities500
 —
 —
 500
Proceeds from sales of assets291
 —
 —
 291
Business acquisitions, net of cash acquired(5) —
 —
 (5)
Other, net(17) —
 —
 (17)
Net cash provided by investing activities200
 —
 —
 200
Cash flows from financing activities:       
Purchases of common stock(3,233) —
 —
 (3,233)
Dividends paid(873) —
 —
 (873)
Repayment of fixed-rate notes(500) —
 —
 (500)
Proceeds from stock option exercises268
 —
 —
 268
Other, net(29) —
 —
 (29)
Net cash used by financing activities(4,367) —
 —
 (4,367)
Net cash used by discontinued operations(43) —
 —
 (43)
Net decrease in cash and equivalents(1,603) —
 —
 (1,603)
Cash and equivalents at beginning of year4,388
 —
 —
 4,388
Cash and equivalents at end of year$2,785
 $—
 $—
 $2,785



CONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY

 Common Stock Retained Treasury 
Accumulated
Other 
Comprehensive
 
Total
Shareholders’    
(Dollars in millions)Par Surplus Earnings Stock Loss Equity
December 31, 2014 - as reported$482
 $2,548
 $21,127
 $(9,396) $(2,932) $11,829
Cumulative-effect adjustment of ASC
    Topic 606 on January 1, 2015
—
 —
 (372) —
 —
 (372)
December 31, 2014 - as adjusted$482
 $2,548
 $20,755
 $(9,396) $(2,932) $11,457
Year ended December 31, 2015 - as
    reported
—
 182
 2,077
 (2,996) (354) (1,091)
Effect of the adoption of ASC Topic 606—
 —
 71
 —
 3
 74
Effect of the adoption of ASU 2015-17—
 —
 —
 —
 —
 —
December 31, 2015 - as adjusted$482
 $2,730
 $22,903
 $(12,392) $(3,283) $10,440
Year ended December 31, 2016 - as
    reported
—
 89
 2,023
 (1,764) (110) 238
Effect of the adoption of ASC Topic 606—
 —
 (383) —
 6
 (377)
Effect of the adoption of ASU 2015-17—
 —
 —
 —
 —
 —
December 31, 2016 - as adjusted$482
 $2,819
 $24,543
 $(14,156) $(3,387) $10,301




REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
TheTo the Board of Directors and Shareholders of General Dynamics Corporation:
Opinion on the Consolidated Financial Statements
We have audited the accompanying Consolidated Balance SheetsSheet of General Dynamics Corporation and subsidiaries (the Company) as of December 31, 20172020 and 2016,2019, the related Consolidated Statements of Earnings, Comprehensive Income, Cash Flows, and Shareholders’ Equity for each of the years in the three-year period ended December 31, 2017,2020, and the related notes (collectively, the Consolidated Financial Statements). In our opinion, the Consolidated Financial Statements present fairly, in all material respects, the financial position of the Company as of December 31, 20172020 and 2016,2019, and the results of theirits operations and theirits cash flows for each of the years in the three-year period ended December 31, 2017,2020, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company’s internal control over financial reporting as of December 31, 2017,2020, based on criteria established in Internal Control –- Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report dated February 12, 2018,9, 2021, expressed an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting.
Change in Accounting Principle
As discussed in Note A to the Consolidated Financial Statements, the Company changed its method of accounting for leases as of January 1, 2019, in accordance with the adoption of Accounting Standards Codification (ASC) Topic 842, Leases.
Basis for Opinion
These Consolidated Financial Statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these Consolidated Financial Statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the Consolidated Financial Statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the Consolidated Financial Statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence supportingregarding the amounts and disclosures in the Consolidated Financial Statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the Consolidated Financial Statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period audit of the Consolidated Financial Statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the Consolidated Financial
101

Statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the Consolidated Financial Statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
Estimation of costs to complete for select long-term contracts
As discussed in Note B to the Consolidated Financial Statements, accounting for long-term contracts involves estimation of the costs to complete a contract in order to accurately recognize the associated revenue. The estimated costs to complete each contract are used to assess the proportion of revenues to recognize based upon the costs incurred-to-date in comparison to the total estimate of costs to complete the contract.
We identified the assessment of the estimation of costs to complete for a select group of long-term contracts in the defense segments as a critical audit matter. The estimated costs to complete for the select group of long-term contracts incorporates assumptions, such as labor hours and the cost of materials for the work to be performed. The evaluation of one or more of the assumptions used in estimating the costs to complete each selected contract required a high level of subjective auditor judgment, due to the nature of the individual contracts and related contract performance risks. Specifically, changes to certain assumptions may have a significant impact on the estimated revenue recorded during the period.
The following are primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of certain internal controls related to the estimation of costs to complete the selected long-term contracts. This included contract level controls over the estimated cost assumptions. For certain contracts, we compared the Company’s historical estimates of costs to actual costs incurred to assess the Company’s ability to estimate accurately. Based on the nature of the individual contract, we evaluated certain assumptions within the Company’s estimation of costs to complete by:
–reading the underlying contract and related amendments to obtain an understanding of the contractual requirements and related performance obligations
–assessing costs incurred to-date and the relative progress toward satisfying the performance obligation(s) of the contract
–assessing, if relevant, the estimated costs to complete on similar or predecessor contracts and programs
–inquiring of financial and operational personnel of the Company to identify factors that should be considered within the cost to complete estimates or indications of potential management bias
–inspecting correspondence, if any, between the Company and the customer regarding actual to-date and expected performance
–analyzing the sufficiency of the Company’s assessment of contract performance risks included within the estimated costs to complete.

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Discount rates used in pension benefit obligation
As discussed in Note R to the Consolidated Financial Statements, the Company’s pension benefit obligation and the associated plan assets were $19.7 billion and $14.8 billion, respectively, on December 31, 2020. These balances resulted in a net liability of $4.9 billion. The pension benefit obligation is the estimated present value of future pension benefits attributed to employee services rendered to date, including assumptions about future market conditions. The weighted average discount rate used in estimating the pension benefit obligation as of December 31, 2020, of 2.54% was based on a current yield curve developed from a portfolio of high-quality, fixed-income investments with maturities consistent with the projected benefit payout period. The selected discount rate has a significant effect on the measurement of the pension benefit obligation.
We identified the evaluation of the discount rate for certain pension benefit obligations to be a critical audit matter. This is due to the specialized skills required to assess the discount rate assumption used to discount estimated future benefit payments. In addition, the pension benefit obligations for certain plans were sensitive to changes in this assumption.
The following are the primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of certain internal controls related to the pension benefit obligation process. This included a control related to the determination of the discount rate assumption. We involved an actuarial professional with specialized skills and knowledge, who assisted in:
–evaluating the Company’s methodology used to develop the discount rates
–recalculating discount rates using the cash flows and spot rates provided by the Company
–evaluating the Company’s determination of the discount rates for certain plans by comparing changes in the discount rate from the prior year against changes in published indices using publicly available market data and historical experience.
We have served as the Company’s auditor since 2002.
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McLean, Virginia
February 12, 20189, 2021
 

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SUPPLEMENTARY DATA (UNAUDITED)
(Dollars in millions, except per-share amounts)20192020
1Q2Q3Q4Q1Q2Q3Q4Q
Revenue$9,261 $9,555 $9,761 $10,773 $8,749 $9,264 $9,431 $10,481 
Operating earnings1,001 1,077 1,184 1,308 934 834 1,072 1,293 
Net earnings745 806 913 1,020 706 625 834 1,002 
Earnings per share*:
Basic$2.59 $2.80 $3.17 $3.53 $2.45 $2.18 $2.91 $3.50 
Diluted$2.56 $2.77 $3.14 $3.51 $2.43 $2.18 $2.90 $3.49 
(Dollars in millions, except per-share amounts)2016 2017
  1Q 2Q 3Q (a) 4Q 1Q 2Q 3Q 4Q (b)
Revenue$7,476
 $7,774
 $7,657
 $7,654
 $7,441
 $7,675
 $7,580
 $8,277
Operating earnings924
 1,027
 1,015
 768
 1,035
 1,056
 1,052
 1,034
Earnings from continuing operations654
 714
 731
 580
 763
 749
 764
 636
Discontinued operations(13) —
 (84) (10) —
 —
 —
 —
Net earnings$641
 $714
 $647
 $570
 $763
 $749
 $764
 $636
Earnings per share - basic (c):               
Continuing operations$2.12
 $2.35
 $2.40
 $1.92
 $2.53
 $2.50
 $2.56
 $2.14
Discontinued operations(0.04) —
 (0.27) (0.04) —
 —
 —
 —
Net earnings$2.08
 $2.35
 $2.13
 $1.88
 $2.53
 $2.50
 $2.56
 $2.14
Earnings per share - diluted (c):               
Continuing operations$2.08
 $2.30
 $2.36
 $1.89
 $2.48
 $2.45
 $2.52
 $2.10
Discontinued operations(0.04) —
 (0.27) (0.04) —
 —
 —
 —
Net earnings$2.04
 $2.30
 $2.09
 $1.85
 $2.48
 $2.45
 $2.52
 $2.10
Market price range:               
High$138.53
 $147.16
 $156.97
 $180.09
 $194.00
 $205.17
 $207.60
 $214.81
Low121.61
 129.55
 136.71
 148.76
 172.43
 185.64
 192.84
 195.69
Dividends declared$0.76
 $0.76
 $0.76
 $0.76
 $0.84
 $0.84
 $0.84
 $0.84
Quarterly data are based on a 13-week period. Because our fiscal year ends on December 31,, the number of days in our first and fourth quarters varies slightly from year to year.
(a)Third-quarter 2016 includes an $84 loss, net of tax, in discontinued operations to adjustPrior-period information has been restated for the valueretrospective application of a previously-recognized settlementchange in accounting principle related to litigation associated with a former businessthe amortization of actuarial gains and losses for our qualified U.S. government pension plans, which we adopted in the company.
(b)Fourth-quarter 2017 includes a $119 unfavorable one-time, non-cash impact resulting from the December 2017fourth quarter of 2020. For further discussion of this change in tax law further discussed inaccounting principle, see Note F to the Consolidated Financial Statements in Item 8.T.
(c)*The sum of the basic and diluted earnings per share for the four quarters of the year may differ from the annual basic and diluted earnings per share due to the required method of computing the weighted average number of shares in interim periods.


ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
None.


ITEM 9A. CONTROLS AND PROCEDURES
EVALUATION OF DISCLOSURE CONTROLS AND PROCEDURES
Our management, under the supervision and with the participation of the Chief Executive Officer and the Chief Financial Officer, evaluated the effectiveness of our disclosure controls and procedures as of December 31, 2017,2020, (as defined in Rule 13a-15(e) and Rule 15d-15(e) under the Securities Exchange Act of 1934, as amended). Based on this evaluation, the Chief Executive Officer and Chief Financial Officer concluded that, on December 31, 2017,2020, our disclosure controls and procedures were effective.
The certifications of the company’s Chief Executive Officer and Chief Financial Officer required under Section 302 of the Sarbanes-Oxley Act have been filed as Exhibits 31.1 and 31.2 to this report.







104

MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
To the Shareholders of General Dynamics Corporation:
The management of General Dynamics Corporation is responsible for establishing and maintaining adequate internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act. Our internal control system was designed to provide reasonable assurance to our management and board of directors regarding the preparation and fair presentation of published financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Our management evaluated the effectiveness of our internal control over financial reporting as of December 31, 20172020. In making this evaluation, we used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in Internal Control – Integrated Framework (2013). Based on our evaluation we believe that, as of December 31, 20172020, our internal control over financial reporting is effective based on those criteria.
KPMG LLP has issued an audit report on the effectiveness of our internal control over financial reporting. The KPMG report immediately follows this report.
 
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Phebe N. NovakovicJason W. Aiken
Chairman and Chief Executive OfficerSenior Vice President and Chief Financial Officer






105

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
TheTo the Board of Directors and Shareholders of General Dynamics Corporation:
Opinion on Internal Control Over Financial Reporting
We have audited General Dynamics Corporation and subsidiaries’ (the Company) internal control over financial reporting as of December 31, 2017,2020, based on the criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2017,2020, based on the criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Consolidated Balance SheetsSheet of the Company as of December 31, 20172020 and 2016,2019, the related Consolidated Statements of Earnings, Comprehensive Income, Cash Flows, and Shareholders’ Equity for each of the years in the three-year period ended December 31, 2017,2020, and the related notes (collectively, the Consolidated Financial Statements), and our report dated February 12, 2018,9, 2021, expressed an unqualified opinion on those Consolidated Financial Statements.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide
106

reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.


Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
 
gd-20201231_g11.gif
McLean, Virginia
February 12, 20189, 2021
CHANGES IN INTERNAL CONTROL OVER FINANCIAL REPORTING
There were no changes in our internal control over financial reporting that occurred during the quarter ended December 31, 2017,2020, that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.


ITEM 9B. OTHER INFORMATION
None.


PART III


ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
The information required to be set forth herein, except for the information included under Information About Our Executive Officers of the Company in Part I, is included in the sections entitled “Election of the Board of Directors of the Company,” “Governance of the Company – Our Culture of Ethics,” “Audit Committee Report” and, if included, “Other Information – Delinquent Section 16(a) Beneficial Ownership Reporting Compliance”Reports” in our definitive proxy statement for our 20182021 annual shareholders meeting (the Proxy Statement), which sections are incorporated herein by reference.


ITEM 11. EXECUTIVE COMPENSATION
The information required to be set forth herein is included in the sections entitled “Governance of the Company – Director Compensation,” “Compensation Discussion and Analysis,” “Executive Compensation” and “Compensation Committee Report” in our Proxy Statement, which sections are incorporated herein by reference.


107

ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
The information required to be set forth herein is included in the sections entitled “Security Ownership of Management” and “Security Ownership of Certain Beneficial Owners” in our Proxy Statement, which sections are incorporated herein by reference.


The information required to be set forth herein with respect to securities authorized for issuance under our equity compensation plans is included in the section entitled “Equity Compensation Plan Information” in our Proxy Statement, which section is incorporated herein by reference.


ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
The information required to be set forth herein is included in the sections entitled “Governance of the Company – Related Person Transactions Policy” and “Governance of the Company – Director Independence” in our Proxy Statement, which sections are incorporated herein by reference.


ITEM 14. PRINCIPAL ACCOUNTANT FEES AND SERVICES
The information required to be set forth herein is included in the section entitled “Selection of Independent Auditors – Audit and Non-Audit Fees” in our Proxy Statement, which section is incorporated herein by reference.


PART IV


ITEM 15. EXHIBITS
1.    Consolidated Financial Statements
1.Consolidated Financial Statements
Statement of Earnings
Consolidated Statements of Earnings
Consolidated StatementsStatement of Comprehensive Income
Consolidated Balance SheetsSheet
Consolidated StatementsStatement of Cash Flows
Consolidated StatementsStatement of Shareholders’ Equity
Notes to Consolidated Financial Statements (A to T)
2.Index to Exhibits - General Dynamics Corporation
2.    Index to Exhibits - General Dynamics Corporation
Commission File No. 1-3671
Exhibits listed below, which have been filed with the Commission pursuant to the Securities Act of 1933, as amended, or the Securities Exchange Act of 1934, as amended, and which were filed as noted below, are hereby incorporated by reference and made a part of this report with the same effect as if filed herewith.
108

Exhibit
Number		Description
Exhibit
Number
Description
3.1
Restated Certificate of Incorporation of the company (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission October 7, 2004)


3.2
Amended and Restated Bylaws of General Dynamics Corporation (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission December 3, 2015)
4.1
Indenture dated as of August 27, 2001, among the company, the Guarantors (as defined therein) and The Bank of New York, as Trustee**
4.2
Sixth Supplemental Indenture dated as of July 12, 2011, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission July 12, 2011)
4.3
Seventh Supplemental Indenture dated as of November 6, 2012, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission November 6, 2012)
4.4
Indenture dated as of March 24, 2015, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s registration statement on Form S-3, filed with the Commission March 24, 2015)
4.5
First Supplemental Indenture dated as of August 12, 2016, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission August 12, 2016)
4.6
Second Supplemental Indenture dated as of September 14, 2017, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Commission September 14, 2017)


10.1*4.7
General Dynamics Corporation 2009 Equity Compensation PlanIndenture dated as of March 22, 2018, among the company, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s registration statement on Form S-8 (No. 333-159038)S-3, filed with the Commission May 7, 2009)March 22, 2018)

10.2*4.8
FormFirst Supplemental Indenture dated as of Non-Statutory Stock Option Agreement pursuant toMay 11, 2018, among the General Dynamics Corporation 2009 Equity Compensation Plancompany, the Guarantors (as defined therein) and The Bank of New York Mellon, as Trustee (incorporated herein by reference from the company’s quarterlycurrent report on Form 10-Q for the quarter ended July 5, 2009,8-K, filed with the Commission August 4, 2009)May 11, 2018)

10.3*4.9
Second Supplemental Indenture, dated as of March 25, 2020, among General Dynamics Corporation, the Guarantors named therein and The Bank of New York Mellon, as Trustee (includes forms of 3.250% Notes due 2025, 3.500% Notes due 2027, 3.625% Notes due 2030, 4.250% Notes due 2040 and 4.250% Notes due 2050) (incorporated herein by reference from the company’s current report on Form 8-K, filed with the Securities and Exchange Commission on March 25, 2020)
4.10
Descriptionof General Dynamics Corporation’s Securities Registered Pursuant to Section 12 of the Exchange Act**
109

10.1*
General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (incorporated herein by reference from the company’s registration statement on Form S-8 (No. 333-217656) filed with the Commission May 4, 2017)
10.4*10.2*
Form of Non-Statutory Stock Option Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the quarter ended July 1, 2012, filed with the Commission August 1, 2012)
10.5*10.3*
Form of Non-Statutory Stock Option Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended March 30, 2014, filed with the Commission April 23, 2014)


10.6*10.4*
Form of Non-Statutory Stock Option Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants made March 4, 2015, through March 1, 2016, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 5, 2015, filed with the Commission April 29, 2015)
10.7*10.5*
Form of Non-Statutory Stock Option Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants beginning March 2, 2016, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 3, 2016, filed with the Commission April 27, 2016)
10.8*10.6*
Form of Restricted Stock Award Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants beginning March 4, 2015, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 5, 2015, filed with the Commission April 29, 2015)
10.9*10.7*
Form of Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants made March 4, 2015 through March 1, 2016) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 5, 2015, filed with the Commission April 29, 2015)
10.10*
Form of Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants beginning March 2, 2016) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 3, 2016, filed with the Commission April 27, 2016)
10.11*10.8*
Form of Performance Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants made March 4, 2015, through March 1, 2016, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 5, 2015, filed with the Commission April 29, 2015)
10.12*
Form of Performance Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation 2012 Equity Compensation Plan (for grants beginning March 2, 2016, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended April 3, 2016, filed with the Commission April 27, 2016)
110

10.13*10.9*
Form of Non-Statutory Stock Option Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants beginning May 3, 2017, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended July 2, 2017, filed with the Commission July 26, 2017)



10.14*10.10*
Form of Restricted Stock Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants beginning May 3, 2017, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended July 2, 2017, filed with the Commission July 26, 2017)

10.15*10.11*
Form of Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants beginning May 3, 2017) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended July 2, 2017, filed with the Commission July 26, 2017)

10.16*10.12*
Form of Performance Restricted Stock Unit Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants beginning May 3, 2017, and including, as indicated therein, provisions for certain executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended July 2, 2017, filed with the Commission July 26, 2017)

10.17*10.13*
Form of Performance Stock Unit Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants to named executive officers beginning March 6, 2019) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended March 31, 2019, filed with the Commission April 24, 2019)
10.14*
Form of Non-Statutory Stock Option Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants to named executive officers beginning March 4, 2020, and including, as indicated therein, provisions for certain named executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended March 29, 2020, filed with the Commission April 29, 2020)
10.15*
Form of Restricted Stock Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants to named executive officers beginning March 4, 2020, and including, as indicated therein, provisions for certain named executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended March 29, 2020, filed with the Commission April 29, 2020)
111

10.16*
Form of Performance Stock Unit Award Agreement pursuant to the General Dynamics Corporation Amended and Restated 2012 Equity Compensation Plan (for grants to named executive officers beginning March 4, 2020, and including, as indicated therein, provisions for certain named executive officers who are subject to the company’s Compensation Recoupment Policy) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the period ended March 29, 2020, filed with the Commission April 29, 2020)
10.17*
Successor Retirement Plan for Directors (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2001, filed with the Commission March 29, 2002)
10.18*
General Dynamics Corporation Supplemental Savings Plan, amended and restated effective as of January 1, 2017 (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2016, filed with the Commission February 6, 2017)
10.19*
Form of Severance Protection Agreement entered into by substantially allfor executive officers (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2016, filed with the Commission February 6, 2017)
10.20*
General Dynamics Corporation Supplemental Retirement Plan, restated effective January 1, 2010 (incorporating amendments through March 31, 2011) (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the quarterly period ended April 3, 2011, filed with the Commission May 3, 2011)
10.21*
Amendment to the General Dynamics Corporation Supplemental Retirement Plan, effective January 5, 2015 (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2014, filed with the Commission February 9, 2015)
10.22*
Amendment to the General Dynamics Corporation Supplemental Retirement Plan, effective January 1, 2016 (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2016, filed with the Commission February 6, 2017)
10.23*
Amendment to the General Dynamics Corporation Executive Annual IncentiveSupplemental Retirement Plan, effective January 1, 2019 (incorporated herein by reference from the company’s annual report on Form 10-K for the year ended December 31, 2018, filed with the Commission February 13, 2019)**
2110.24*
SubsidiariesAmendment to the General Dynamics Corporation Supplemental Retirement Plan, effective December 20, 2019**
2318
Preferability letter from KPMG, LLP regarding a change in accounting method**
21
Subsidiaries**
22
Subsidiary Guarantors (incorporated herein by reference from the company’s quarterly report on Form 10-Q for the quarter ended June 28, 2020, filed with the Commission July 29, 2020)
23
Consent of Independent Registered Public Accounting Firm**
24
Power of Attorney**
31.1
Certification by CEO pursuant to Section 302 of the Sarbanes-Oxley Act of 2002**


112

31.2
Certification by CFO pursuant to Section 302 of the Sarbanes-Oxley Act of 2002**
32.1
Certification by CEO pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002**
32.2
Certification by CFO pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002**
101101.INSInline eXtensible Business Reporting Language (XBRL) Instance Document – the instance document does not appear in the Interactive Data File*File because its XBRL tags are embedded within the Inline XBRL document.
101.SCHInline XBRL Taxonomy Extension Schema Document**
101.CALInline XBRL Taxonomy Extension Calculation Linkbase Document**
101.DEFInline XBRL Taxonomy Extension Definition Linkbase Document**
101.LABInline XBRL Taxonomy Extension Label Linkbase Document**
101.PREInline XBRL Taxonomy Extension Presentation Linkbase Document**
104Cover Page Interactive Data File (embedded within the Inline XBRL document and contained in Exhibit 101)



* Indicates a management contract or compensatory plan or arrangement required to be filed pursuant to Item 15(b) of Form 10-K.
** Filed or furnished electronically herewith.

In accordance with Item 601(b)(4)(iii)(A) of Regulation S-K, copies of certain instruments defining the rights of holders of long-term debt of the company are not filed herewith. Pursuant to this regulation, we hereby agree to furnish a copy of any such instrument to the SEC upon request.

ITEM 16. FORM 10-K SUMMARY
None.

113



SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, as amended, the Registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.

GENERAL DYNAMICS CORPORATION
by
gd-20201231_g14.gif
William A. Moss
Vice President and Controller
GENERAL DYNAMICS CORPORATION

by
William A. Moss
Vice President and Controller
Dated: February 12, 20189, 2021




Pursuant to the requirements of the Securities Exchange Act of 1934, as amended, this report has been signed below on February 12, 2018,9, 2021, by the following persons on behalf of the Registrant and in the capacities indicated, including a majority of the directors.


114

gd-20201231_g12.gif
Chairman, Chief Executive Officer and Director
Phebe N. Novakovic(Principal Executive Officer)

gd-20201231_g13.gif
Senior Vice President and Chief Financial Officer
Jason W. Aiken(Principal Financial Officer)
gd-20201231_g14.gif
Vice President and Controller
William A. Moss(Principal Accounting Officer)
*
Nicholas D. ChabrajaDirector
*
James S. CrownDirector
*
Rudy F. deLeonDirector
*
John M. KeaneCecil D. HaneyDirector
*
Lester L. LylesDirector
*
Mark M. MalcolmDirector
*
James N. MattisDirector
*
C. Howard NyeDirector
*
William A. OsbornDirector
*
Catherine B. ReynoldsDirector
*
Laura J. SchumacherDirector
*
Robert K. SteelDirector
*
John G. StrattonDirector
*
Peter A. WallDirector


 * By Gregory S. Gallopoulos pursuant to a Power of Attorney executed by the directors listed above, which Power of Attorney has been filed as an exhibit hereto and incorporated herein by reference thereto.
gd-20201231_g15.gif
Gregory S. Gallopoulos
Senior Vice President, General Counsel and Secretary

118115