Allegheny Technologies, Inc. NYSE: ATI is a specialty metals company headquartered in Pittsburgh, Pennsylvania in the United States. Allgheny Technologies is one of the largest and most diversified specialty metals producers in the world with revenue of $3.0 billion in 2009. ATI's key markets are aerospace and defense, oil & gas, chemical process industry, electrical energy, and medical. Products are titanium and titanium alloys, nickel-based alloys and superalloys, grain-oriented electrical steel, stainless and specialty steels, zirconium, hafnium, and niobium, tungsten materials, forgings and castings.
Allegheny Technologies Incorporated (ATI) is a diversified specialty metals producer. The Company’s products include titanium and titanium alloys, nickel-based alloys and superalloys, zirconium, hafnium and niobium, advanced powder alloys, stainless and specialty steel alloys, grain-oriented electrical steel, tungsten-based materials and cutting tools, carbon alloy impression die forgings, and large grey and ductile iron castings. ATI’s specialty metals are produced in a range of alloys and product forms. The Company operates in three segments: High Performance Metals Segment, Flat-Rolled Products Segment and Engineered Products Segment.
High Performance Metals Segment
The Company’s High Performance Metals segment produces, converts and distributes a range of alloys, including nickel- and cobalt-based alloys and superalloys, titanium and titanium-based alloys, exotic metals, such as zirconium, hafnium, niobium, nickel-titanium, and their related alloys, and other specialty alloys, primarily in long product forms, such as ingot, billet, bar, shapes and rectangles, rod, wire, seamless tube, and castings. It also produces nickel-based alloys and superalloys, titanium alloys, and specialty metal powders, and semi-finished near-net-shape products from these powder alloys. ATI is integrated from raw materials (sponge) to melt, remelt, and finish processing in its titanium and titanium alloys, and zirconium and hafnium alloys products.
Markets served by the Company’s High Performance Metals segment include aerospace and defense, oil and gas, chemical process industry, electrical energy, and medical. The operating units in this segment include ATI Allvac, ATI Allvac Ltd (U.K.), ATI Wah Chang, and ATI Powder Metals. Approximately 66% of High Performance Metals segment revenue is derived from the aerospace and defense market. ATI supplies the aerospace and defense supply chain with nickel- and cobalt-based alloys and superalloys, titanium alloys, vacuum-melted specialty alloys, and advanced powder alloys for commercial and military jet engines, both original engines and spare parts. For commercial and military airframe and structural parts, ATI manufactures titanium alloys, vacuum-melted specialty alloys and stainless alloys.
Flat-Rolled Products Segment
ATI’s Flat-Rolled Products segment produces, converts and distributes stainless steel, nickel-based alloys and superalloys, titanium and titanium-based alloys and specialty alloys in a range of product forms, including plate, sheet, engineered strip and Precision Rolled Strip products, as well as grain-oriented electrical steel sheet. Markets for its flat-rolled products include oil and gas, chemical process industry, electrical energy, automotive, food equipment and appliances, machine and cutting tools, construction and mining, aerospace and defense, and electronics, communication equipment and computers. The operations in this segment are ATI Allegheny Ludlum, the Shanghai STAL Precision Stainless Steel Company Limited (STAL), in which it holds a 60% interest, and its 50% interest in the industrial titanium joint venture known as Uniti LLC.
During the year ended December 31, 2010, approximately 50% by volume of ATI’s stainless sheet products were sold to independent service centers, which have slitting, cutting or other processing facilities, with the remainder sold directly to customers. During 2010, approximately 90% by volume of ATI’s engineered strip and Precision Rolled Strip products were sold directly to customers or through its own distribution network, with the remainder sold to independent service centers. Stainless steel, nickel-based alloy and titanium plate products are primarily used in industrial markets. During 2010, approximately 40% by volume of its plate products were sold to independent service centers, with the remainder sold directly to customers.
Engineered Products Segment
The principal business of ATI’s Engineered Products segment includes the production of tungsten powder, tungsten heavy alloys, tungsten carbide materials, and tungsten carbide cutting tools. It is integrated from the raw materials (ammonium paratungstate (APT)) to the manufacture of the Company’s tungsten-based products. The segment also produces carbon alloy steel impression die forgings and large grey and ductile iron castings, and provides precision metals finishing services. The operating units in this segment include ATI Tungsten Materials, formerly ATI Metalworking Products; ATI Portland Forge, ATI Casting Service and ATI Precision Finishing, formerly ATI Rome Metals.
ATI produces a line of sintered tungsten carbide products that approach diamond hardness for industrial markets, including automotive, oil and gas, chemical process industry, machine and cutting tools, aerospace, construction and mining, and other markets requiring tools with extra hardness. It also produces tungsten and tungsten carbide powders. The Company forges carbon alloy steels into finished forms that are used primarily in the transportation and construction equipment markets. It also casts grey and ductile iron metals used in the transportation, wind power generation and automotive markets. ATI has precision metals processing capabilities that enable it to provide process services for metals from ingots to finished product forms. Such services include grinding, polishing, blasting, cutting, flattening and ultrasonic testing.
The Company competes with Carpenter Technology Corporation, Special Metals Corporation, Haynes International, Inc., ThyssenKrupp VDM GmbH, Titanium Metals Corporation, RMI Titanium, VSMPO, Cezus, HC Stark, Western Zirconium Plant of Westinghouse Electric Company, AK Steel Corporation, North American Stainless (NAS), ThyssenKrupp Stainless USA, Outokumpu Stainless Plate Products, Aperam, Mexinox S.A. de C.V., ThyssenKrupp AG, Ta Chen International Corporation, Kennametal Inc., Iscar, Sandvik AB and Seco Tools AB.
Teledyne seemed to rebound almost immediately under Roberts' leadership. In 1986, the company spun off Argonaut Insurance and began to divest some of the numerous operations it had acquired over the previous 15 years. By 1988, Teledyne was back on track when it reported a profit of $392 million on revenues of $4.5 billion--an impressive return on equity of nearly 20 percent. In 1990, the company spun off its Unitrin insurance group to shareholders and then disposed of its industrial rubber and oilfield equipment units. Even though the employee count had been reduced from 43,000 to 24,000, Roberts was a long way from completing the company's restructuring. In 1991, he announced that Teledyne planned to either close or sell 24 of its facilities.
Mounting legal problems, however, began at this stage to undermine the company's reputation, reduce profits, and interfere with its restructuring strategy. Numerous lawsuits were filed against Teledyne, including accusations of falsifying test results on missile relays, selling defective equipment, lying to cover up commissions on sales of military goods to Taiwan, and bribing both Saudi Arabian and Egyptian officials to procure contracts. Due to a U.S. government investigation into its Relays Division, the company was temporarily prohibited from bidding for any government contracts. Although Teledyne denied most of these charges, the sheer number of them indicated something was wrong with company management.
While continuing with his plans to restructure the company, Roberts also began to deal straightforwardly with Teledyne's legal woes. After 1992, Teledyne pled guilty to many accusations cited in the lawsuits brought against it and paid nearly $30 million to settle charges. The settlement of a federal probe into its Relays Division significantly reduced profits in 1992, but management thought this move was necessary because the U.S. government accounted for more than one-third of Teledyne's business that year. In short, Teledyne did not want to take any chances of losing any future government contracts, especially with the economic upheaval in the defense industry signaled by the end of the Cold War.
In 1993, Roberts retired and was replaced by William P. Rutledge. The new chairman and chief executive officer was from FMC Corporation and had worked at Teledyne in specialty metals since 1986. Rutledge brought in Donald Rice, a former secretary of the U.S. Air Force, to serve as president and chief operating officer. Immediately, the two men set out to repair Teledyne's damaged reputation. While Rutledge began to speed up the final phases of Teledyne's restructuring, Rice supervised the company's internal probe of ethical compliance. Under Rutledge and Rice, Teledyne's operations were consolidated from 65 units into 21 companies, reduced from a high of 130 in 1990. Wholesale layoffs of 1,200 executives followed, which brought the payroll down to almost 22,000.
Going into the middle 1990s, forecasts by Wall Street analysts for Teledyne's consumer products line, commercial use of specialty metals, industrial factory systems, and aviation electronics were very positive, as were conjectures that Teledyne could survive its legal problems. They also warned that Teledyne must repair its reputation, restore its credibility, and narrow its corporate focus.
Teledyne posted net income of $162 million on revenues of $2.57 billion in 1995. It had 18,000 employees at the time. Though Teledyne was profitable, conglomerates were finding themselves out of fashion on Wall Street in the 1990s. Cuts in military spending had given TeleDyne's defense-related units no room to grow.
In August 1996, Teledyne, Inc. was acquired by Allegheny Ludlum Corp., a Pittsburgh-based producer of stainless and specialty steels. The two companies each became wholly owned subsidiaries of Allegheny Teledyne Inc., a nearly $4 billion business with a total of 24,000 employees. WHX Corp., a producer of carbon steel, had launched a hostile takeover attempt but was outbid. According to the Pittsburgh Post-Gazette, Ludlum had been interested in Teledyne's specialty metals business since the mid-1980s.
Teledyne Tech Spun off in 1999
In 1999, Allegheny Teledyne spun off two divisions in order to focus on its specialty metals business. The consumer division became Water Pik Technologies. At the same time, three aerospace and electronics businesses were spun off into the newly created Teledyne Technologies, Inc. After the spin-off, Allegheny Teledyne itself was renamed Allegheny Technologies.
The businesses that formed Teledyne Technologies included Electric Technologies, Brown Engineering, Continental Motors, and Cast Parts. Their combined 1998 revenues were $800 million.
Teledyne Technologies was based in Century City, California, and headed by Robert Mehrabian, formerly president of Pittsburgh's Carnegie Mellon University and a professor of metallurgy and mechanical engineering. Shortly after the spin-off, Teledyne completed a secondary public offering that brought in a net of about $90 million. In 1999, government work had accounted for 40 percent of revenues. Developing products for the commercial marketplace was then a priority.
The company invested $20 million in fiber optics in a bid to enter the then booming broadband communications business. It had already been producing fiber-optic components for the military. Teledyne was also developing wireless applications.
Fuel cells were another area of interest. In 2001, Teledyne combined its energy systems business with that of Energy Partners, Inc., a Florida company dedicated to commercializing proton exchange membrane (PEM) fuel cell components and systems.
Teledyne then deepened its involvement in the growing environmental monitoring and pollution control market by acquiring Advanced Pollution Instrumentation (API) and Monitor Labs. API alone had sales of about $16 million a year. Teledyne CEO Robert Mehrabian described its business as highly complementary to Teledyne's precision electronics line.
Defense Fuels Growth after 9/11
The defense electronics business grew, fueled by the F-22 fighter and Comanche helicopter programs. New military applications, such as monitoring submarines, were developed for the company's Geophysical Instruments line.
The Systems Engineering Solutions segment was chosen as a subcontractor for Boeing's Ground-based Midcourse Defense (GMD) missile and continued Teledyne's near 50-year relationship with NASA by winning prime contractor status for microgravity science payloads for the International Space Station.
Teledyne's commercial aviation business suffered to an extent along with the rest of the industry. However, Teledyne was able to adapt some of its commercial avionics for military use. Continental Motors was experiencing several years of growth on the wings of aircraft manufacturers such as the highly successful Cirrus Design.
Sales were $840.7 million in 2003, up $68 million from the previous year. Net income rose from $25.4 million to $29.7 million. The company benefited from the post-9/11 increase in defense spending as well as a recovery in some of its commercial electronics businesses.
In 2003, Teledyne had acquired Aviation Information Solutions, a $17 million producer of flight deck and cabin displays, from Spirent plc for $6.85 million. In February 2004,the company announced it was buying assets of Leeman Labs, Inc., a producer of spectrometers used for environmental and quality control sampling, for $8 million.
Principal Subsidiaries: Advanced Pollution Instrumentation Inc.; Aerosance Inc.; Teledyne Brown Engineering Inc.; Teledyne Continental Motors Inc.; Teledyne Controls; Teledyne Electronic Technologies; Teledyne Electronic Technology; Teledyne Energy Systems Inc.
Principal Divisions: Aerospace Engines and Components; Electronics and Communications; Energy Systems; Systems Engineering Solutions.
Principal Competitors: Lockheed Martin Corporation; Northrup Grumman Corporation; Raytheon Company.
Name Age Since Current Position
Harshman, Richard 54 2010 President, Chief Operating Officer
Reid, Dale 55 2010 Principal Financial Officer, Senior Vice President - Finance
Dunlap, Terry 51 2008 Group President - ATI Flat-Rolled Products, President - ATI Allegheny Ludlum Business Unit
Hogan, David 64 2010 Group President - ATI Engineered Products
Dalton, Hunter 56 2008 Group President - ATI Long Products, President - ATI Allvac Business Unit
Sims, John 51 2011 Group President - ATI Primary Metals and Exotic Alloys
Walton, Jon 68 2010 Executive Vice President - Human Resources, Chief Legal and Compliance Officer, Corporate Secretary
Davis, Elliot 49 2010 Vice President, General Counsel
Moore, Mary 42 2011 Vice President - Human Resources
Moulton, Carl 63 2009 Vice President - International
McAndrews, Lauren 46 2011 Vice President - Labor Relations, Assistant General Counsel
Schwartz, Karl 47 2010 Principal Accounting Officer, Controller
Rohr, James 62 1996 Independent Director
Creel, Diane 62 1996 Independent Director
Diggs, James 62 2001 Independent Director
Joyce, Michael 69 2004 Independent Director
Thomas, Louis 68 2004 Independent Director
Turner, John 65 2004 Independent Director
Harvey, J. Brett 60 2007 Independent Director
Jeremiah, Barbara 59 2008 Independent Director
COMPANY ADDRESS
Allegheny Technologies Inc
1000 Six PPG Place
Pittsburgh PA 15222
Allegheny Technologies Incorporated (ATI) is a diversified specialty metals producer. The Company’s products include titanium and titanium alloys, nickel-based alloys and superalloys, zirconium, hafnium and niobium, advanced powder alloys, stainless and specialty steel alloys, grain-oriented electrical steel, tungsten-based materials and cutting tools, carbon alloy impression die forgings, and large grey and ductile iron castings. ATI’s specialty metals are produced in a range of alloys and product forms. The Company operates in three segments: High Performance Metals Segment, Flat-Rolled Products Segment and Engineered Products Segment.
High Performance Metals Segment
The Company’s High Performance Metals segment produces, converts and distributes a range of alloys, including nickel- and cobalt-based alloys and superalloys, titanium and titanium-based alloys, exotic metals, such as zirconium, hafnium, niobium, nickel-titanium, and their related alloys, and other specialty alloys, primarily in long product forms, such as ingot, billet, bar, shapes and rectangles, rod, wire, seamless tube, and castings. It also produces nickel-based alloys and superalloys, titanium alloys, and specialty metal powders, and semi-finished near-net-shape products from these powder alloys. ATI is integrated from raw materials (sponge) to melt, remelt, and finish processing in its titanium and titanium alloys, and zirconium and hafnium alloys products.
Markets served by the Company’s High Performance Metals segment include aerospace and defense, oil and gas, chemical process industry, electrical energy, and medical. The operating units in this segment include ATI Allvac, ATI Allvac Ltd (U.K.), ATI Wah Chang, and ATI Powder Metals. Approximately 66% of High Performance Metals segment revenue is derived from the aerospace and defense market. ATI supplies the aerospace and defense supply chain with nickel- and cobalt-based alloys and superalloys, titanium alloys, vacuum-melted specialty alloys, and advanced powder alloys for commercial and military jet engines, both original engines and spare parts. For commercial and military airframe and structural parts, ATI manufactures titanium alloys, vacuum-melted specialty alloys and stainless alloys.
Flat-Rolled Products Segment
ATI’s Flat-Rolled Products segment produces, converts and distributes stainless steel, nickel-based alloys and superalloys, titanium and titanium-based alloys and specialty alloys in a range of product forms, including plate, sheet, engineered strip and Precision Rolled Strip products, as well as grain-oriented electrical steel sheet. Markets for its flat-rolled products include oil and gas, chemical process industry, electrical energy, automotive, food equipment and appliances, machine and cutting tools, construction and mining, aerospace and defense, and electronics, communication equipment and computers. The operations in this segment are ATI Allegheny Ludlum, the Shanghai STAL Precision Stainless Steel Company Limited (STAL), in which it holds a 60% interest, and its 50% interest in the industrial titanium joint venture known as Uniti LLC.
During the year ended December 31, 2010, approximately 50% by volume of ATI’s stainless sheet products were sold to independent service centers, which have slitting, cutting or other processing facilities, with the remainder sold directly to customers. During 2010, approximately 90% by volume of ATI’s engineered strip and Precision Rolled Strip products were sold directly to customers or through its own distribution network, with the remainder sold to independent service centers. Stainless steel, nickel-based alloy and titanium plate products are primarily used in industrial markets. During 2010, approximately 40% by volume of its plate products were sold to independent service centers, with the remainder sold directly to customers.
Engineered Products Segment
The principal business of ATI’s Engineered Products segment includes the production of tungsten powder, tungsten heavy alloys, tungsten carbide materials, and tungsten carbide cutting tools. It is integrated from the raw materials (ammonium paratungstate (APT)) to the manufacture of the Company’s tungsten-based products. The segment also produces carbon alloy steel impression die forgings and large grey and ductile iron castings, and provides precision metals finishing services. The operating units in this segment include ATI Tungsten Materials, formerly ATI Metalworking Products; ATI Portland Forge, ATI Casting Service and ATI Precision Finishing, formerly ATI Rome Metals.
ATI produces a line of sintered tungsten carbide products that approach diamond hardness for industrial markets, including automotive, oil and gas, chemical process industry, machine and cutting tools, aerospace, construction and mining, and other markets requiring tools with extra hardness. It also produces tungsten and tungsten carbide powders. The Company forges carbon alloy steels into finished forms that are used primarily in the transportation and construction equipment markets. It also casts grey and ductile iron metals used in the transportation, wind power generation and automotive markets. ATI has precision metals processing capabilities that enable it to provide process services for metals from ingots to finished product forms. Such services include grinding, polishing, blasting, cutting, flattening and ultrasonic testing.
The Company competes with Carpenter Technology Corporation, Special Metals Corporation, Haynes International, Inc., ThyssenKrupp VDM GmbH, Titanium Metals Corporation, RMI Titanium, VSMPO, Cezus, HC Stark, Western Zirconium Plant of Westinghouse Electric Company, AK Steel Corporation, North American Stainless (NAS), ThyssenKrupp Stainless USA, Outokumpu Stainless Plate Products, Aperam, Mexinox S.A. de C.V., ThyssenKrupp AG, Ta Chen International Corporation, Kennametal Inc., Iscar, Sandvik AB and Seco Tools AB.
Teledyne seemed to rebound almost immediately under Roberts' leadership. In 1986, the company spun off Argonaut Insurance and began to divest some of the numerous operations it had acquired over the previous 15 years. By 1988, Teledyne was back on track when it reported a profit of $392 million on revenues of $4.5 billion--an impressive return on equity of nearly 20 percent. In 1990, the company spun off its Unitrin insurance group to shareholders and then disposed of its industrial rubber and oilfield equipment units. Even though the employee count had been reduced from 43,000 to 24,000, Roberts was a long way from completing the company's restructuring. In 1991, he announced that Teledyne planned to either close or sell 24 of its facilities.
Mounting legal problems, however, began at this stage to undermine the company's reputation, reduce profits, and interfere with its restructuring strategy. Numerous lawsuits were filed against Teledyne, including accusations of falsifying test results on missile relays, selling defective equipment, lying to cover up commissions on sales of military goods to Taiwan, and bribing both Saudi Arabian and Egyptian officials to procure contracts. Due to a U.S. government investigation into its Relays Division, the company was temporarily prohibited from bidding for any government contracts. Although Teledyne denied most of these charges, the sheer number of them indicated something was wrong with company management.
While continuing with his plans to restructure the company, Roberts also began to deal straightforwardly with Teledyne's legal woes. After 1992, Teledyne pled guilty to many accusations cited in the lawsuits brought against it and paid nearly $30 million to settle charges. The settlement of a federal probe into its Relays Division significantly reduced profits in 1992, but management thought this move was necessary because the U.S. government accounted for more than one-third of Teledyne's business that year. In short, Teledyne did not want to take any chances of losing any future government contracts, especially with the economic upheaval in the defense industry signaled by the end of the Cold War.
In 1993, Roberts retired and was replaced by William P. Rutledge. The new chairman and chief executive officer was from FMC Corporation and had worked at Teledyne in specialty metals since 1986. Rutledge brought in Donald Rice, a former secretary of the U.S. Air Force, to serve as president and chief operating officer. Immediately, the two men set out to repair Teledyne's damaged reputation. While Rutledge began to speed up the final phases of Teledyne's restructuring, Rice supervised the company's internal probe of ethical compliance. Under Rutledge and Rice, Teledyne's operations were consolidated from 65 units into 21 companies, reduced from a high of 130 in 1990. Wholesale layoffs of 1,200 executives followed, which brought the payroll down to almost 22,000.
Going into the middle 1990s, forecasts by Wall Street analysts for Teledyne's consumer products line, commercial use of specialty metals, industrial factory systems, and aviation electronics were very positive, as were conjectures that Teledyne could survive its legal problems. They also warned that Teledyne must repair its reputation, restore its credibility, and narrow its corporate focus.
Teledyne posted net income of $162 million on revenues of $2.57 billion in 1995. It had 18,000 employees at the time. Though Teledyne was profitable, conglomerates were finding themselves out of fashion on Wall Street in the 1990s. Cuts in military spending had given TeleDyne's defense-related units no room to grow.
In August 1996, Teledyne, Inc. was acquired by Allegheny Ludlum Corp., a Pittsburgh-based producer of stainless and specialty steels. The two companies each became wholly owned subsidiaries of Allegheny Teledyne Inc., a nearly $4 billion business with a total of 24,000 employees. WHX Corp., a producer of carbon steel, had launched a hostile takeover attempt but was outbid. According to the Pittsburgh Post-Gazette, Ludlum had been interested in Teledyne's specialty metals business since the mid-1980s.
Teledyne Tech Spun off in 1999
In 1999, Allegheny Teledyne spun off two divisions in order to focus on its specialty metals business. The consumer division became Water Pik Technologies. At the same time, three aerospace and electronics businesses were spun off into the newly created Teledyne Technologies, Inc. After the spin-off, Allegheny Teledyne itself was renamed Allegheny Technologies.
The businesses that formed Teledyne Technologies included Electric Technologies, Brown Engineering, Continental Motors, and Cast Parts. Their combined 1998 revenues were $800 million.
Teledyne Technologies was based in Century City, California, and headed by Robert Mehrabian, formerly president of Pittsburgh's Carnegie Mellon University and a professor of metallurgy and mechanical engineering. Shortly after the spin-off, Teledyne completed a secondary public offering that brought in a net of about $90 million. In 1999, government work had accounted for 40 percent of revenues. Developing products for the commercial marketplace was then a priority.
The company invested $20 million in fiber optics in a bid to enter the then booming broadband communications business. It had already been producing fiber-optic components for the military. Teledyne was also developing wireless applications.
Fuel cells were another area of interest. In 2001, Teledyne combined its energy systems business with that of Energy Partners, Inc., a Florida company dedicated to commercializing proton exchange membrane (PEM) fuel cell components and systems.
Teledyne then deepened its involvement in the growing environmental monitoring and pollution control market by acquiring Advanced Pollution Instrumentation (API) and Monitor Labs. API alone had sales of about $16 million a year. Teledyne CEO Robert Mehrabian described its business as highly complementary to Teledyne's precision electronics line.
Defense Fuels Growth after 9/11
The defense electronics business grew, fueled by the F-22 fighter and Comanche helicopter programs. New military applications, such as monitoring submarines, were developed for the company's Geophysical Instruments line.
The Systems Engineering Solutions segment was chosen as a subcontractor for Boeing's Ground-based Midcourse Defense (GMD) missile and continued Teledyne's near 50-year relationship with NASA by winning prime contractor status for microgravity science payloads for the International Space Station.
Teledyne's commercial aviation business suffered to an extent along with the rest of the industry. However, Teledyne was able to adapt some of its commercial avionics for military use. Continental Motors was experiencing several years of growth on the wings of aircraft manufacturers such as the highly successful Cirrus Design.
Sales were $840.7 million in 2003, up $68 million from the previous year. Net income rose from $25.4 million to $29.7 million. The company benefited from the post-9/11 increase in defense spending as well as a recovery in some of its commercial electronics businesses.
In 2003, Teledyne had acquired Aviation Information Solutions, a $17 million producer of flight deck and cabin displays, from Spirent plc for $6.85 million. In February 2004,the company announced it was buying assets of Leeman Labs, Inc., a producer of spectrometers used for environmental and quality control sampling, for $8 million.
Principal Subsidiaries: Advanced Pollution Instrumentation Inc.; Aerosance Inc.; Teledyne Brown Engineering Inc.; Teledyne Continental Motors Inc.; Teledyne Controls; Teledyne Electronic Technologies; Teledyne Electronic Technology; Teledyne Energy Systems Inc.
Principal Divisions: Aerospace Engines and Components; Electronics and Communications; Energy Systems; Systems Engineering Solutions.
Principal Competitors: Lockheed Martin Corporation; Northrup Grumman Corporation; Raytheon Company.
Name Age Since Current Position
Harshman, Richard 54 2010 President, Chief Operating Officer
Reid, Dale 55 2010 Principal Financial Officer, Senior Vice President - Finance
Dunlap, Terry 51 2008 Group President - ATI Flat-Rolled Products, President - ATI Allegheny Ludlum Business Unit
Hogan, David 64 2010 Group President - ATI Engineered Products
Dalton, Hunter 56 2008 Group President - ATI Long Products, President - ATI Allvac Business Unit
Sims, John 51 2011 Group President - ATI Primary Metals and Exotic Alloys
Walton, Jon 68 2010 Executive Vice President - Human Resources, Chief Legal and Compliance Officer, Corporate Secretary
Davis, Elliot 49 2010 Vice President, General Counsel
Moore, Mary 42 2011 Vice President - Human Resources
Moulton, Carl 63 2009 Vice President - International
McAndrews, Lauren 46 2011 Vice President - Labor Relations, Assistant General Counsel
Schwartz, Karl 47 2010 Principal Accounting Officer, Controller
Rohr, James 62 1996 Independent Director
Creel, Diane 62 1996 Independent Director
Diggs, James 62 2001 Independent Director
Joyce, Michael 69 2004 Independent Director
Thomas, Louis 68 2004 Independent Director
Turner, John 65 2004 Independent Director
Harvey, J. Brett 60 2007 Independent Director
Jeremiah, Barbara 59 2008 Independent Director
COMPANY ADDRESS
Allegheny Technologies Inc
1000 Six PPG Place
Pittsburgh PA 15222
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