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Articles about DEC
Volume 6, #8______________________________________________________________ December, 1987
Digital’s Strengths In The Wake Of The Stock Market Decline
DECWORLD Thanks And Future Plans
The Role Of Digital's European Board Of Directors by Win Hindle, senior vice president, Corporate Operations
Corporate Identity Standards Ready For Distribution
New Focus On Software In High Performance Systems
Why Should Managers Learn About AIDS? by Dr. Richard Porter, Corporate Medical Director
Digital’s Guidelines For Dealing With AIDS-Related Issues by John Doherty, manager, Corporate Policies and Procedures, and Jack Rugheimer, senior attorney, Law Department
Digital's Guidelines For Dealing With AIDS-Related Issues
New U.S. Immigration Law Affects Digital's Relocation Practices
At the Annual Meeting of Shareholders, Ken Olsen, President, answered questions about the "turmoil in the financial world." He noted that the recent drop in the stock price has no immediate or direct influence on Digital. He observed that Digital is not expecting a recession, but is taking precautions. "We want to slow down our expenditures and our hiring until we see what's happening. We have to balance this, however, with the fact that we've been growing roughly 25% a year. And, like most other companies, we have not seen any meaningful effect, thus far, in our order rate. Demand is still growing. So we're very carefully watching this balance."
In interviews, Jim Osterhoff, vice president, Finance, and Mark Steinkrauss, director, Investor Relations, put recent events into perspective and explained Digital's position.
"We are on an aggressive growth plan for good reasons — we have product leadership, and we have good momentum in the marketplace. Nothing has happened that would cause us to deviate from that plan," notes Jim Osterhoff. "However, the unstable stock market conditions could have an impact on customer buying intentions. So we are prudently deferring some hiring and taking a close look at discretionary spending. The company continues to hire additional people for specific Field revenue-generating positions, but the headcount elsewhere in the company will stay level for now.
"The price of Digital's stock does not have an immediate and direct effect on the operations of the company," he observes. "There would be an effect if we were in the midst of raising equity capital. But our balance sheet is strong, and our cash position is adequate for our present level of operations. Cash gives us the utmost flexibility to adapt to what the future holds, and we are protecting that flexibility.
"Basically, while financial markets have been topsy-turvy, most of the other leading economic indicators are positive. These include interest rates, capacity utilization, number of people employed, net disposable wealth, etc. The main factor that we watch is not the stock market, but rather the trend in capital spending by our customers," explains Jim.
"The volatility and uncertainty in the financial markets is causing some business people to pause," adds Mark Steinkrauss. "Not that they would take drastic measures immediately. But the credibility of the financial markets has been called into question by the mid-October crisis, and credibility will probably be a long-lasting issue. The October market drop took less than five days. That was an incredibly fast downward spiral, compared to the last real major bear market, which was spread out over a year and a half (1973-75). At that time, prices declined a little bit every day, day after day.
"The use of computers seems to have inadvertently led to increased volatility of the stock market," notes Mark. "Computers gave rise to some of the new trading instruments such as 'program trading' and 'portfolio insurance,' which tend to exacerbate trends in the market. I don't believe these instruments were responsible for initiating the market collapse. However, everyone agrees that they had some dramatic effect.
"As a result of the stock market drop off, we expect our customers will take a close look at their expenditures, as we are doing. But what we have observed in past economic downturns is that they use computers to improve their productivity, which leads to cost savings. So computer sales have been less affected than other capital goods.
"In general, corporate America has gone through half a dozen years of restructuring, improving its profitability, lowering its cost of doing business, essentially improving its financial health," observes Mark. "As a result, U.S. companies are better positioned to deal with the present uncertainty ."
"Companies that are in need of raising equity capital -- for instance, for a major expansion or renovation — are likely to defer such action until they feel stock prices have settled down," Jim Osterhoff points out. "But other sources of capital are readily available. Bond markets are reasonably stable. The prime interest rate is down so the cost of debt financing is reasonable. And banks, in general, have the cash to lend. In other words, there are alternative means of financing to equity.
"For most of our customers, the fiscal year ends in December," Jim notes. "So they are probably focusing on next fiscal year. If there is going to be a change, we would expect it to begin to show up next quarter. A consumer- led recession typically takes a few months to ripple through the economv.
"Digital's business continues to experience excellent growth," concludes Jim. "The company sees expanding demand for its products and services, and expects that to continue. However, economic uncertainty which has been brought to light by unstable stock market conditions calls for prudent, immediate measures to assure the long-term stability of the company."
"DECWORLD '87 was much more than the world's largest single-company technology conference," notes Jack Shields, senior vice president. "It was also the greatest display of corporate pride and achievement the computer industry has ever witnessed.
"Consider what was accomplished:
o We brought together more than 30,000 customers from around the world with our employees and complementary solutions organizations in an emphatic demonstration of true partnership.
o We connected hundreds of computer systems and terminals, a score of Boston-area hotels, and two cruise ships in one of the largest local area networks ever assembled.
o And, we showcased our elegant style of computing and networking as only Digital can — in real, working solutions that meet today's customer needs.
"Equally important, as Ken Olsen has stated, DECWORLD '87 demonstrated that the 'Digital Difference' is more than just our products -- it's our people. Everyone at Digital has contributed to this difference, and we will continue to depend on your efforts to maintain and expand that difference in the years ahead."
Plans are now under way for future DECWORLDs and a permanent staff to set up and coordinate these events on an on-going basis,
DECWORLD '88 will be held in September in Cannes, France. Digital is planning to connect by two-way video and audio to Application Centers for Technology (ACTs) in the U.S. So, for instance, people who go to the Financial ACT in New York will feel they are part of the larger event.
A permanent DECWORLD staff is being organized to manage the on-going processes: planning, facilities procurement, information systems, communica
tions, getting equipment from Manufacturing, dealing with exhibitors, staffing, training, etc. They will test their ideas continuously with a steering committee of geography and marketing line managers.
As in the past, there will be a yearly DECWORLD management staff focusing on the individual event. For instance, the vice president responsible for DECWORLD '88 will appoint a manager for that event, who will build a team and work with industry marketing teams to determine the content. Then closer to the event itself, they will build the requisite support organizations .
"We are all proud of the teamwork that made DECWORD a reality," Jack Shields reiterates. "Thanks to all of you who were involved, both directly and indirectly, we made an impression the industry won't soon forget. Let's continue to maintain the strong momentum we've created -- by continuing to focus on providing our customers with the solutions they need adn the quality and service they've come to depend on. Our future remains in our own hands."
In recent years, sales to customers outside the U.S. have represented an increasingly larger percentage of Digital's total sales. In FY87, they represented 47% of total operating revenues, up from 42% in FY86 and 40% in FY85. Also, many of our largest customers are international firms, looking for enterprise-wide networking and computing solutions and making purchasing decisions on a global basis.
As our international operations become an ever more important part of the e total business, we have to pay close attention to the needs of the countries of Europe and GIA so that we build our company-wide strategies in all functions based on those needs. We have to become truly international, rather than just a U.S. company that does business around the world.
An important step in meeting that objective was the formation of Digital's European Board. Created two years ago, the Board meets twice a year to review long-range strategies and plans of the European organization as well as the individual countries and functions.
Europe is managed by Pier Carlo Falotti — the chief executive officer for Europe. The Board is advisory to Pier Carlo and has no legal or operational role. It provides an opportunity for U.S.-based Board members to influence the activities, plans and strategies for the countries and functions in Europe. It also gives our European managers, who attend the Board meetings, an opportunity to give U.S.-based managers better appreciation of the needs of overseas operations and insight into the problems and opportunities of doing business in other countries. It is one of the mechanisms that we use to make our entire organization more international.
The European board members are Pier Carlo Falotti, president of Digital Europe; Bill Hanson, vice president, Manufacturing Operations; Peter Smith, vice president, Product/Applications Marketing; Jim Osterhoff, vice president, Finance; Don Busiek, vice president, Software Services, Educational Services and CSS; John Sims, vice president, Personnel/Strategic Resources; and Bill (B.J.) Johnson, vice president, Distributed Systems. Beat Stiefel, European legal counsel, serves as Secretary and I serve as Chairman.
As Digital grows, country managers experience significant pressure from their governments for Digital to do more engineering, manufacturing and purchasing in their countries. We spend quite a bit of our time in European Board meetings reviewing Engineering and Manufacturing strategies — such as where our various facilities should be located. Overall, the Board seems to have been useful in bringing about better understanding between European managers and U.S.-based managers. The opportunities for Digital in international markets are enormous, and the European Board has been one way of stimulating both mutual understanding and profitable growth.
Digital is changing the way it "looks" — from stationery to fleet graphics. The new appearance is part of a global plan to develop a consistent company identity through standardized design. The new standards are published in a Company Identity Manual now being distributed.
"Having a consistent company identity — in appearances of the company's name, logo, products, literature, etc. — is important for getting maximum selling impact in a given marketplace," explains John Sims, vice president, Personnel/Strategic Resources. "It is particularly important as the company enters new markets where it is relatively unknown. So the Company Identity Committee, a subcommittee of the Executive Committee, was chartered to help operating groups do away with a fragmented Digital image and replace it with a unified presence in all marketplaces. John serves as chair of that subcommittee.
"As Digital grows and changes, moves into new activities, develops new products, the company image and identity guidelines must be used appropriately, managed judiciously, followed religiously and modified when necessary," says Peter Phillips, manager, Corporate Identity and Design Group. "Our expectation is that through guidelines that are clearly communicated, supported by top management throughout the company and adhered to uniformly, we can enhance the image of the company. This will support similar objectives being established in our advertising and public relations programs."
The new Company Identity Manual covers:
o the proper use of the Digital logo,
o typography, including when to use what typeface and why,
o the new corporate stationery system,
o promotional literature (a standard which was developed a few years ago and is already used worldwide),
o packaging and product identity standards,
o site newsletters,
o proper usage of Digital and third-party trademarks, and
o the new process for naming products.
Future updates will include:
o direct mail and telemarketing,
o public relations (press kits, press releases, press conferences),
o events and exhibits,
o employee magazines, tabloids and brochures,
o books (from Digital Press) and magazines intended for customers,
o audiovisual (slides and videotape),
o fleet graphics (markings on vehicles),
o technical documentation,
o facilities (for instance, the layout of lobbies),
o Applications Centers for Technology (ACTs), which serve as customer demonstration centers, and
o standards regarding internal electronic publication of reports.
"The contents of the manual have been developed by work groups all over the world, not by any one person or one department," emphasizes Peter. "They are the result of participation by many people who perform related jobs throughout Digital. Over time, conditions will change, and people will raise new issues; so we will continually review these standards and update them. But the appeal process will be closely monitored so we end up with a good consistent look to all the things we do."
Each section of the manual includes the name of the person who should be contacted for further information on that particular topic. The manual also has a list of the individuals from each geography and country who are the primary contacts for company identity questions.
The initial distribution list includes people whose jobs require this information: all people involved in communications, purchasing managers and facilities managers. In addition, one is being sent to each Digital library and each sales office. Other people can request the manual and future updates (at no charge) or followup education and consultation on how to implement these standards by contacting: Judy Steul, DTN 251-1490, (617) 264-1490, DECMAIL @CFO, CFO1-1/M37.
The Corporate Systems Development Process (CSDP) Group, managed by John Manzo, and High Performance Systems Software Engineering, for which Fernando Colon Osorio has been the acting manager, have been merged into a single organization to be managed by John.
"This change highlights the increasingly important role of software in a systems engineering group," explains Bob Glorioso, vice president, High Performance Systems. "Software efforts, which had been scattered, have reached the critical mass where they can and should be consolidated into a single organization. High Performance Systems Engineering is now more than just a hardware group developing central processors. I think this is a portent of things to come."
John reports to Bob and also to Bill Heffner, vice president, Software Systems. Fernando continues in his principal role of managing Systems Research and Engineering and also continues as acting manager of the Clus- ters/Fault Tolerant Group.
In addition, John continues to run the Corporate Process Task Force (CPT), which is chartered to look at process tools and technologies used in Engineering and Manufacturing across the company.
A major part of the CSDP activity is development of the DATABUS — software that helps the Engineering community efficiently transmit design data to Manufacturing, using the company's computer networking capabilities, rather than paper. Major releases of DATABUS software are now being used in test mode around the company. And project management tools developed by the same group are being used by more than a dozen engineering groups.
"The goals of CSDP and Software Engineering are different," notes Bob. "The Software Engineering people develop discrete software products, such as the VAXcluster Console, which we sell to customers. CSDP develops software tools for use internally by Digital's Engineering community, although there is growing interest in marketing some of these tools as Digital products. But they both use similar methodologies. We want the new group to provide a focal point for those rapidly evolving software methodologies, and to provide leadership in that area for the other software activities in HPS, such as Computer Aided Design (CAD) and Information Services."
Preparing To Deal With Societal Problems In A Business Context by Erline Belton, manager, Corporate Employee Relations
Just as alcoholism, drug abuse, smoking, AIDS and other health issues affect society as a whole, they also affect the well-being and productivity of substantial numbers of employees and their families. And, the larger a company becomes, the more it comes to reflect the strengths and weaknesses, the proclivities and the problems of society as a whole. Societal issues become business issues that we cannot afford to ignore.
As a recognized business leader, Digital is the focus for expert opinion not only on issues related to the computer industry, but also on employee-related policies and programs and management philosophies. This attention makes it important for us to be clear about our corporate responsibilities and our corporate positions on social issues.
Over the years, Digital has developed policies that address many of these issues, and has published information and conducted seminars on topics of general concern. In addition, staff professionals in Health Services and Employee Assistance Programs have been available to help individual employees cope with personal and health-related problems. Those continue to be valuable resources. But, in some cases, we need to deal with health and societal concerns on a broader basis.
Sometimes, it is not just the employee's well-being as an individual that is at issue, but, rather, the well-being of his or her family as a whole. For instance, the changing composition of the work force — with increasing numbers of dual-career families -- has made child care an important employee concern. Many families are also faced with the responsibility of caring for elderly, chronically ill or disabled family members. Drugs and alcohol can pose problems both directly, if an employee becomes dependent on or abuses such substances, and indirectly through the problems of family members or lost productivity on the job.
How we understand and deal with these issues affects our ability to attract and retain a high-quality work force. What employees need and want today is different from what it was ten years ago. We have to adjust so we can continue to be successful.
Meanwhile, advances in medical knowledge and recent court decisions have led to a review of the hazards of passive smoke to non-smokers. In other cases, such as AIDS, misinformation about medical facts can lead to volatile emotional situations and unnecessary anxiety both at work and at home.
Sometimes, to properly deal with social and health issues in a business context, we must anticipate difficulties and educate large numbers of managers and employees so they are prepared to answer questions and cope with situations that sooner or later will probably arise. For instance, in the case of AIDS, Digital in the U.S. is undertaking an education effort, using internal and external resources, and has established an AIDS Program Office as part of Corporate Employee Relations.
For all society-driven issues, we must ensure that our policies and programs reflect our corporate philosophies and values as well as legal considerations and business realities. And we must also remember that Digital, as a leader, by "doing the right thing," can have a positive influence on other companies and on society as a whole.
[This edition of MGMT MEMO includes two articles on AIDS.]
Since Acquired Immune Deficiency Syndrome (AIDS) was first recognized in 1981, the number of cases in the U.S. has doubled every 12-18 months. At that rate, by 1991 some 300,000 people will have contracted AIDS, resulting in approximately 180,000 deaths. These statistics indicate that in the near future most people in the U.S. will know someone with AIDS -- a co-worker, friend or family member of a co-worker will either have the disease or be suspected of having it.
Misunderstanding of the way AIDS is transmitted can promote fear of people who have AIDS, although such people actually pose no medical threat to their co-workers and neighbors and are in great need of compassion and support.
AIDS is caused by the HIV virus (Human Immunodeficiency Virus), which attacks the body's immune system. As a result, the body is susceptible to infections by a variety of bacteria and viruses usually harmless to healthy individuals. Infection with the HIV virus is known to occur in three ways:
o sexual contact with an infected person, through semen or vaginal secretions ;
o direct transmission from human blood to human blood, usually from needle sharing by intravenous drug users or by transfusion or injection of AIDS-infected blood products;
o direct transmission from mother to fetus across the placenta, during pregnancy or to the newborn during delivery.
This means that AIDS is not restricted to any "high risk" group. It is spread through heterosexual as well as homosexual intercourse. Women and men, infants and grandparents, people of all races and religious beliefs and from all walks of life now have the virus. Despite that fact, fortunately, AIDS is very hard to contract.
Current medical evidence indicates that AIDS is not transmitted by tears, saliva, mosquito bites, or casual contact. Even in situations where family members are in close contact with persons with AIDS, there is no evidence of transmission in any other way than those mentioned above. Because of the limited ways the virus is transmitted, employees with AIDS do not present a hazard to fellow employees, and their illness is handled by the company like other serious diseases, such as cancer or heart disease.
The illness itself varies in degree. At one end of the spectrum are individuals with the severe, usually fatal form of AIDS. At the other extreme are "carriers," individuals who have the virus in their bodies, show no evidence of illness but can transmit the virus to others, in the ways indicated above. Intermediate forms of the disease have been called ARC (AIDS Related Complex). Many carriers and people with ARC eventually develop the most severe forms of AIDS.
No cure is available, nor is one expected to be found in the immediate future. Development of a safe, effective vaccine is likely to take several years. But one drug, azothymidine (also called AZT) has been found to prolong life expectancy and improve the quality of life in persons with AIDS. Thanks to AZT and other medical research efforts now under way, increasingly more people with the HIV virus will be able to continue to lead productive lives for increasingly longer periods of time.
Continuing a normal work life among supportive and compassionate friends and colleagues can help people with the virus live longer and stay healthier and happier. On the other hand, the fear and anger aroused by misinformation regarding AIDS can lead to much anguish for those who have the disease and those who know and care for them, and can also cause severe and unnecessary disruption in the work place. So the potential cost of misinformation about AIDS to Digital, and other companies, is high in terms of productivity loss, emotional problems and the legal consequences of discriminatory behavior. For those reasons there is a great need for education about how AIDS is transmitted and how people with this condition should be treated in the work place.
Managers must be aware of the extreme sensitivity of the AIDS issue in the work place and react appropriately.
Digital has developed a strategy and education plan to help managers and employees become informed and better able to deal with the possible impact of the AIDS epidemic. This strategy has been refined for the U.S., where an AIDS Program Office has been established by Corporate Employee Relations. International implementation will be decided by the appropriate managers.
The goals of AIDS education are to help people manage fear and to encourage behavior which will prevent spread of the disease. In September, 25 senior Personnel people were trained to be members of AIDS Education Teams (AETs). These teams are prepared to assist sites in dealing with work-place problems related to AIDS or employee fears about the disease, as well as serve as leaders to assist in development of education for "front-line" Personnel, line managers, EAP and occupational health professionals. There have also been presentations to various management teams since the summer. These will continue; and, next, a customized education process will be delivered to sites and organizations.
In addition, a manager's handbook, containing medical facts, guidelines and internal and external resources is being developed. The AIDS Program Office is coordinating these activities.
For further medical information on AIDS, contact Dr. Richard Porter (DTN 251-1314) or your site medical office. For further information on the AIDS education and communication strategy, contact Laurie Margolies (DTN 251- 1370) .
Digital expects employees to treat one another with compassion and to manage the work place in keeping with medical facts and the company’s policy and philosophy. It is Digital’s philosophy to recognize that employees with serious illnesses such as cancer, heart disease and AIDS may wish to continue as many of their normal activities as their condition allows, including work.
In particular, managers do not need to know the nature of a disabling condition and, in fact, should not know it. Such information is private, and its disclosure could lead to significant liability for Digital.
As long as these employees are able to meet acceptable performance standards and medical evidence indicates that their conditions do not pose problems to them or others in doing their jobs, we want to be sure they are treated consistently with other employees and that their rights to confidentiality are observed.
In the U.S., the most pertinent piece of federal employment legislation which is broadly applicable to AIDS and to Digital is the Rehabilitation Act of 1973. It prohibits employment practices which are based on an employee’s handicap, record of handicap or perceived handicap unless the employee cannot perform the requirements of his or her job. A number of state laws have been modeled on this Act, and have been interpreted to cover AIDS as a handicap, e.g. Massachusetts, New York, Illinois, California and Michigan.
In many major cities there are specific ordinances against discriminatory practices based on AIDS, e.g. New York, San Francisco, Los Angeles, and Boston. Some prohibit discrimination on the basis of AIDS and some prohibit testing for the AIDS antibody as a condition of employment. The ordinances differ significantly.
The following AIDS-related guidelines, developed for Digital in the U.S., are in accord with our basic values as well as with legal requirements. Other countries are responsible for developing similar approaches, in accord with the local culture and laws:
Continuing to work and returning to the work place: An employee with AIDS can continue to work in the company if both the attending physician and Digital's Health Services agree that the individual can perform his or her job. The rules on return to work are applicable as outlined in Digital's Personnel Policy 6.17. Thus an employee returning to work from a disability of less than six months is entitled to his or her current job. Those returning from a disability of more than six months are to be given a comparable position. If the employee is unwilling to accept the comparable position, the employee is subject to company release.
Testing for AIDS antibodies: Digital does not request or use the results of AIDS blood tests as conditions for hiring or continued employment. In fact, such use is illegal in Massachusetts and some other states. In addition, Digital will not make such testing a prerequisite for medical, disability or life insurance coverage. The company will not ask for the results of any prior testing of the employee or prospective employee. The only exception would be Digital nurses and/or physicians who may require this information to determine medical qualifications for job placement. Such information would be privileged and not shared with management.
AIDS and hiring: A prospective employee who indicates he or she has AIDS, ARC or a positive test for the virus, will not be prohibited from employment at Digital if otherwise medically qualified to perform the job.
Customer sites: Employees who are concerned about contact with AIDS at a customer site (for example, a laboratory where blood products are utilized) should talk with their managers. If required, a site evaluation will be done by Digital management in consultation with qualified health, industrial hygiene and safety specialists.
Benefits for employees with AIDS: Any employee suffering from AIDS or ARC is entitled to medical, disability and life insurance coverage on the same basis as an employee suffering from any other disease. There are no exclusions for pre-existing conditions in Digital's medical, disability and life insurance policies. Employees who choose medical protection from a Health Maintenance Organization (HMO), rather than the John Hancock Medical plan, are advised to contact their HMO to learn about any coverage limitations that may apply to them (e.g., service area or doctors).
Medical Case Management: John Hancock offers this confidential program to assist employees and their families in exploring benefit coverage for special treatment options. If this program is appropriate for an AIDS or ARC patient, a consultant from John Hancock will be assigned to help a patient deal effectively with health care organizations and community programs by acting as a liaison between all parties, providing ongoing information on care alternatives for all concerned, and helping to ease the transition between out-patient, chronic and acute care.
The Simpson-Rodino Immigration Reform and Control Act of 1986 (IRCA) is altering Digital's procedures in selecting and hiring employees in the U.S.
The statute is intended to eliminate the employment of illegal and unauthorized aliens in the U.S. and, at the same time, prevent employment discrimination on the basis of national origin against citizens and certain authorized aliens. As an unexpected side effect of this legislation, Digital and other international employers are experiencing new problems when applying for visas for foreign employees seeking jobs in the U.S.
Although IRCA has not imposed new immigration laws specifically addressing the visa application process, it has refocused the attention of the Immigration and Naturalization Service (INS) on employers who are applying for temporary visas for their overseas employees seeking temporary employment in the U.S. INS is now applying stricter interpretation of the immigration law. A process that was only a formality has become serious, difficult and complex. Applications that would have been processed smoothly last year are now being returned and delayed for further information.
As a result, managers need to have a better understanding of the responsibilities they must meet to obtain the visas necessary to offer non-U.S. employees jobs in the U.S. They must identify the needed job skills for the positions and be able to explain why these skills are unique to the candidate and not available locally in the U.S. With management involvement and understanding at the outset of the visa application process, untimely delays and disappointments can be avoided.
International Relocation has all the pertinent data regarding immigration laws and the implications of these laws as they impact Digital's ability to relocate foreign employees to the U.S. Any manager contemplating the relocation of a Digital employee to the U.S. should contact Immigration Specialist Jeanne Maloney of International Relocation, CFO2-3/A98, 150 Coulter Drive, Concord, Mass. 01742 or call DTN 251-1483 or (617) 264-1483.
Mike Eaton has been appointed Corporate Purchasing manager for Manufacturing, reporting to Kevin Melia, vice president, Manufacturing Materials and Corporate Distribution. Mike joined Digital in 1966 in Carleton Place, Canada, and has held responsibilities in Inventory, Purchasing, and Manufacturing. For the past six years, he served as the plant manager for Augusta, Maine.
Don Gaubatz has been appointed the new Micro Systems Development(MSD) group manager, reporting to Dorn LaCava, group manager, Low End Systems. He has been a manager in the Corporate Research Group as well as a group manager for MSD Advanced Development. Don recently returned from a two-year Ph.D. program at Cambridge University in England, and is now finishing his thesis research in the application of logic programming to the verification of hardware and systems. Since his return to Maynard, he has served on the Research and Advanced Development Committee and on the Graduate Engineering Education Program Ph.D. Advisory Board, as well as working within MSD.
Albert Johns has been appointed group manager, Video Products Engineering, reporting to Larry Cabrinety, group manager, Terminals Business Unit. Al is now responsible for managing video products and video subsystem strategies in support of Digital's interconnect and systems product plans. He joined Digital in 1966, and for the last several years has been manager of Product Support Engineering for the Terminals Business Unit.
Rich Witek has been named Senior Consulting Engineer, reporting to Dan Dobberpuhl, manager, Microprocessor Advanced Development in the Semiconductor Engineering Group (SEG). In this position, Rich will continue to be responsible for high performance processor architectures in SEG, and will consult on hardware and software issues throughout the corporation. Rich joined Digital in 1977 with the DECnet/E Development group. Most recently, he was the chief architect for high performance microprocessor development projects in SEG. Before that, he played a major role in the design of the MicroVAX II CPU chip. He also was involved in software development for VLSI/CAD, kernel software for the OFIS System, and implementation of DECnet VI.0, VI.1, and V2.0.