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What it Means to be A Public Company

DI has a board with outstanding experience and achievements – people with integrity, who are smart and committed. To some extent, they establish the values that guide our company.

Things to Note:

Quarterly Calls – CEO Herb Lanese and CFO Mike Thorne host a public quarterly investor teleconference. They provide an overview of company operations, an update on financial results, and they answer questions. The call is broadcast over the Web, and recorded for later listening. Visit www.dyn-intl.com, Investor Relations, Events & Presentations.

Annual Reports – DI’s annual reports for 2007 and 2006 are available in the Investor Relations area of our Web site at www.dyn-intl.com.

Investor Relations – Cindy Roberts is the director of investor relations and her department is based in Texas.

Open, honest, accountable — values DI embraces

To be a public company today requires openness, honesty, and accountability. It’s a standard not all companies are willing or able to meet. It’s one DI embraces.

“For DI, these ideals are not a result of compliance – they are what we are,” said Controller Brad Graham who oversees the company’s public reports and Sarbanes-Oxley Act compliance.

For all public companies, transparency is now the law. They have to report all significant actions, file quarterly and annual reports with the U.S. government’s Security and Exchange Commission (SEC), and comply with government and stock exchange rules regarding corporate governance and public disclosure. This means peace of mind not just for investors, but for customers and employees.

DI became a public company on May 4, 2006. Government and stock exchange requirements impact many DI departments – finance, legal, IT, purchasing and, of course, compliance. DI has a director of SEC reporting and compliance, and a department dedicated to monitoring compliance with the Sarbanes-Oxley Act (SOX) of 2002. SOX is a law that requires public companies to have internal controls over financial reporting. It also requires the CEO and CFO to personally certify that those controls are in place and working.

At DI, it is the employees, the management, and the board that make the difference. DI’s board was established in February 2005. Board members provide both oversight and insight. They guide the company’s management and safeguard the interests of all stakeholders – employees, customers, investors, and the community.


Darrell Allman, Martha Jacobs, Bill Jacobs, LTG Parker, Paula Allman

DI Supports New Army Aviation Film

Documentary traces the history of Army aviation

Bill Jacobs, VP and general manager of the Specialty Aviation and Counter-Drug (SACD) business unit, and Darrell Allman, SACD director of continuous improvement, presented a $5,000 check from DI to Army Aviation Museum Foundation Chairman Lt. Gen. Ellis D. Parker (Ret.) in October.

The contribution is to sponsor an Army aviation film based on the book, A History of Army Aviation: From Its Beginnings to the War on Terror. The film will run continuously at the U.S. Army Aviation Museum in Fort Rucker, Alabama, which has nearly 250,000 visitors per year. DI’s donation will help with film production costs.

Army aviation began during the Civil War with the U.S. Army Balloon Corps. The Army Air Corps was formed after the first flight by the Wright brothers. It continued to grow during World War I and II, the Korean Conflict, and the Vietnam War, and today Army aviation plays a vital role in the global war on terrorism.

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     DynCorp International

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DI WORLD May 2008