Processes that create value are deeply embedded within the Goodrich culture. Strategic planning, value-based management, operational excellence, innovation and business platform “roadmaps” are among the carefully defined, cultivated and executed processes that deliver value for customers and shareholders alike.

Moving from acquisition to platform When it comes to building global platforms, for example, we have a proven record of transforming acquisitions into sophisticated systems platforms with market leadership.

Our sensor systems platform is a prime example. Our 1990 acquisition of Simmonds Precision provided an entry into this market, which we quickly built upon by acquiring and developing other sensor technologies and companies, including Rosemount Aerospace, a leader in sensing measurement technology for the aerospace industry. With the addition of MEMS technology from Advanced MicroMachines in 1999, we created the ability to form very sophisticated micro-products, including “smart” sensors for a wide variety of applications. Last year we enhanced our capabilities with Humphrey, which expanded the breadth of our product offerings and strengthened our positions in military markets, such as unmanned aerial vehicles. By following our “roadmap” process, we have become the global leader in aerospace sensors and other important product platforms. The same process enhances our offerings in new markets, such as satellite systems. Just a few years ago, we had $5 million in space revenues. Today our space revenues are $250 million and growing with products and technologies ranging from earth, sun and star sensors that orient satellites to optical payloads such as the Hubble Space Telescope.