Corporate Commitment to hiring 

veterans

Hearing

before the

Committee on 

Veterans’ Affairs

House of Representatives

one hundred ninth congress

second session

April 26, 2006

Printed for the use of the Committee on Veterans’ Affairs

Serial No. 109-45

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Committee on Veterans’ Affairs

Steve Buyer, Indiana, Chairman

Michael Bilirakis, Florida Lane Evans, Illinois, Ranking

Terry Everett, Alabama Bob Filner, California

Cliff Stearns, Florida Luis V. Gutierrez, Illinois

dan burton, Indiana Corrine Brown, Florida

Jerry Moran, Kansas Vic Snyder, Arkansas

richard H. baker, Louisiana Michael H. Michaud, Maine

Henry E. Brown, Jr., South Carolina Stephanie Herseth, South 

Jeff Miller, Florida Dakota

John Boozman, Arkansas Ted Strickland, Ohio

Jeb Bradley, New Hampshire Darlene Hooley, Oregon

Ginny Brown-Waite, Florida Silvestre Reyes, Texas

Michael R. Turner, Ohio Shelley Berkley, Nevada

John Campbell, California Tom Udall, New Mexico

 John T. Salazar, Colorado

JAMES M. LARIVIERE, Staff Director

(II)
CONTENTS

April 26, 2006

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Corporate Commitment to Hiring Veterans ............................

OPENING STATEMENTS

Chairman Buyer ........................................................................

Prepared statement of Mr. Buyer .............................................

Hon. Michael H. Michaud .........................................................

STATEMENTS FOR THE RECORD

Hon. Tom Udall .........................................................................

Hon. Jeff Miller ..........................................................................

Hon. John Campbell ..................................................................

Ciccolella, Charles, Assistant Secretary for Veterans’ Employment and Training, U.S. Department of Labor ....................

Witnesses

Donovan, Dennis, Executive Vice President of Human Resources, Home Depot ..............................................................

Prepared statement of Mr. Donovan ........................................

Behrendt, William J., Assistant Vice President of Human

  Resources, Union Pacific  ........................................................

Prepared statement of Mr. Behrendt .......................................

Chini, Marc, Vice President of Human Resources, General

 Electric Infrastructure ...........................................................

Prepared statement of Mr. Chini ..............................................

Nelson, Daniel, Vice President, Exxon Mobil Corporation .....

Prepared statement of Mr. Nelson ...........................................

Shook, John, Regional Director of Human Resources, BNSF

 Railway Company ..................................................................

Prepared statement of Mr. Shook ............................................

McGee, Corey, Active Duty Army, Volunteer, Special Events

and National Programs at the Department of Veterans

 Affairs ......................................................................................

Prepared statement of Mr. McGee ............................................

Dozier, Ashley, Operation Iraqi Freedom, Planning and Controls Advisor for Exxon Mobil Corporation ..........................

Prepared statement of Ms. Dozier ............................................

(III)
Lohman, Peter, Medically retired from the Army in December

2005, Systems Planning and Analysis, Inc. .........................

Prepared statement of Mr. Lohman .........................................

Scott, Harold, Vice President of Human Resources, Harley-

 Davidson Motor Company .....................................................

Prepared statement of Mr. Scott ..............................................

POST-HEARING QUESTIONS FOR THE RECORD

Responses from Mr. Donovan, Home Depot .............................

Responses from Mr. Behrendt, Union Pacific  ..........................

Responses from Mr. Chini, General Electric Infrastructure ...

Responses from Mr. Nelson, Exxon Mobil Corporation ..........

Responses from Mr. Scott, Harley-Davidson Motor Company .

 

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(IV)
(1)

Corporate Commitment to hiring veterans

Wednesday, April 26, 2006

U.S. House of Representatives, 

Committee on Veterans’ Affairs,

Washington, D.C.

 The Committee met, pursuant to call, at 10:30 a.m., in Room 334, 

Cannon House Office Building, Hon. Steve Buyer [Chairman of the

Committee] presiding.

 Present: Representatives Buyer, Filner, Michaud, Boozman, 

Campbell, Udall, Herseth, Snyder, Salazar, Reyes.

 The Chairman. The House Committee on Veterans’ Affairs will 

come to order, the date is April 26, 2006.

 The purpose of this hearing is to provide companies which have 

succeeded in hiring veterans an opportunity to discuss their successful practices and methods in hiring veterans. Veterans make good 

employees and that includes veterans who have been severely injured 

in service. That is why we have invited several companies to show 

why their programs to hire veterans are industry leaders.

  Some of America’s finest are now residing at Walter Reed, Bethesda, Brook, and other military and VA hospitals where they are recovering from their injuries and wounds, and they are going to be 

looking for employment in the future.

 To our newest heros, let me express on behalf of the whole Committee our great admiration for your sacrifice and the courage you show

in working through your rehabilitation. I hope that each of you will 

understand we are committed to ensuring that you have the means 

to support yourselves when you leave service.

 We will hear today from your fellow veterans and industry leaders. 

Each of you faces a challenge. We will help you conquer that challenge by offering you the opportunity to qualify for a good job, not just 

because you have a Purple Heart, but because you can do the job.

 In a sense your predecessors who will speak today speak on your 

behalf. They and thousands of others have broken a trail for you and 
2

I encourage you, each of you, to give a maximum effort to follow their 

footsteps.

 The companies represented here today, I wish you a warm welcome 

and extend my thanks for stepping up to the plate when it comes to 

hiring America’s veterans. You are setting the standard by which to 

measure the nation’s business community.

 I also want to acknowledge the staff of the magazine GI Jobs for 

identifying those companies with superior performance in hiring 

America’s veterans. Publications such as GI Jobs are a tremendous 

resource in spreading the word that hiring veterans makes good business sense.

  Before we proceed with the first panel, I want to extend my expression of personal respect for our Ranking Member Lane Evans. 

Unfortunately, Lane could not be here with us today, but I feel it is 

appropriate to say despite his absence, that Lane has announced his 

retirement, and I believe it is important to recognize him for his 24 

years of remarkable service to this nation as a member of the House 

of Representatives and as a United States Marine.

  His work here reflects the principles that have guided him throughout his career. Lane’s concern for our military men and women, the 

environment, and those less fortunate speaks to his character and his 

commitment to make life better. But it is his unwavering support of 

the nation’s veterans that best describes his time in Congress.

  Agent Orange, PTSD, spina bifida, and expanded services for women veterans are just some of the causes for which Lane will be fondly 

remembered by his colleagues.

 I also have served on the Armed Services Committee with Lane 

and always respected his work there, and I am especially appreciative of his counsel as the Ranking Member of the House Veterans’ 

Affairs Committee.

 Even if we sometimes do disagree on policy matters, I never doubted his initiatives on veterans’ matters are rooted in his service as a 

United States Marine in the Vietnam era.

 Lane is a man of integrity, compassion, and honor, and I will miss 

him when we convene the 110th Congress. Lane, it has been my 

privilege to serve with you and I wish you the fair winds and following seas.

 I now recognize Mr. Michaud for an opening statement.

Mr. Michaud. Thank you very much, Mr. Chairman. I want to 

thank you for having this hearing.

 I also want to thank both panels for your time coming out to talk to 

this Committee as well as for all that you do for our veterans throughout the nation. I really appreciate that. I am looking forward to your 

testimony.

 I also want to reiterate what the Chairman had stated about Ranking Member Lane Evans who has been a strong advocate for veterans 
3

for a number of years. He is a mentor and I know I will definitely

miss him in the 110th Congress.

 With that, Mr. Chairman, I wish to submit the remainder of my 

remarks for the record.

The Chairman. So ordered.

The Chairman. Mr. Michaud, gentlemen, is also the Ranking Member on the Health Subcommittee.

  The members of our first panel represent some of the companies

who make a commitment to hiring those who wear the uniform in the 

service of our country. Too often companies get bashed for not being 

“veteran friendly enough.”

 Today we have with us companies that have made an effort to seek 

out veterans because they know the skills, the attitude, and the character they bring to the workplace. I will call all of you the pace setters.

 First, we will hear from Mr. Dennis Donovan. He joined Home 

Depot in April 2001 as the Executive Vice President of Human Resources. He has served on numerous human resource councils and 

round-tables.

 He was elected as a fellow in the National Academy of Human Resources, an honor considered the most prestigious in the field of human resources. He currently serves on the Academy’s Board of Directors and was also named Human Resources Executive of the Year by 

the Human Resources Executive Magazine.

 We will then hear next from Mr. William J. Behrendt who currently 

serves as the Assistant Vice President of Human Resources for Union 

Pacific Railroad. He has been with Union Pacific since 1979 and has

worked in all areas of human resources. He has been responsible for 

hiring since 1999.

 We will then hear from Mr. Marc Chini who was named Vice President of Human Resources for General Electric Infrastructure in January 2004. He joined General Electric Medical Systems in April 1984 

and moved progressively towards his current role. He holds a Bachelor of Science Degree in Business Administration and a Master’s of 

Science Degree in Industrial Relations from West Virginia University.

 Mr. Chini, you are one of the few individuals I have had an opportunity to meet whose name has probably been butchered more than 

mine. The great thing is you know who knows you and who does 

not, right? It is harder for them to walk in and think that they can 

schmooze you, get a job, and say, hey, Chini, you and me, good buddies, remember. Doesn’t work, does it?

 Next we will hear from Mr. Daniel Nelson who is a graduate of the 

United States Naval Academy. After graduation, he served as an 

Infantry Officer in the United States Marine Corps. After earning a

Graduate Degree from George Washington University, he began to 
4

work for Mobil in 1976 in the supply and trading areas.

  He was elected as an officer of the Exxon Mobil Corporation on

June 1, 2004, and at the time assumed his current position as head 

of Exxon Mobil’s Washington Office which is responsible for the company’s federal government relations activities as well as its international public affairs group based in Washington.

 We will then hear from Mr. John Shook who is the Regional Director for Human Resources for BNSF Railway Company. He served in 

the United States Air Force from July 1968 until October 1993, when 

he retired as a Lieutenant Colonel. He has worked at BNSF since of 

October of 1994.

 We will also, if they are not able to be here, we were to hear today 

from Mr. Harold Scott who joined Harley-Davidson Motor Company 

in 2000 as Vice President of Human Resources. He was responsible 

for all human resources activities including organization development, compensation benefits, employee relations, diversity recruiting, placement training, and labor relations.

 If Mr. Scott does not make it, I will have his written testimony 

submitted for the record.

  Let us first begin, Mr. Donovan, you are now recognized.

STATEMENTS OF DENNIS DONOVAN, EXECUTIVE VICE

 PRESIDENT OF HUMAN RESOURCES, HOME DEPOT; 

 WILLIAM J. BEHRENDT, ASSISTANT VICE PRESIDENT OF

 HUMAN RESOURCES, UNION PACIFIC; MARC CHINI, VICE

 PRESIDENT OF HUMAN RESOURCES, GENERAL ELECTRIC

 INFRASTRUCTURE; DANIEL NELSON, VICE PRESIDENT,

 EXXON MOBILE CORPORATION; JOHN SHOOK, REGIONAL

 DIRECTOR OF HUMAN RESOURCES, BNSF RAILWAY

COMPANY

STATEMENT OF DENNIS DONOVAN

Mr. Donovan. Good morning. My name is Dennis Donovan and I

am the Executive Vice President of Human Resources for The Home 

Depot.

The Chairman. Mr. Donovan, do you and all members of this panel 

have written testimony to submit to the Committee?

Mr. Donovan. Yes.

The Chairman. All have acknowledged in the affirmative. All of

your written testimony will be submitted for the record.

 Hearing no objection, so ordered.

 Mr. Donovan, you are now recognized.

Mr. Donovan. Thank you. I would like to thank Chairman Steve 

Buyer and Ranking Member Lane Evans for inviting The Home Depot to participate in this Oversight Hearing on Corporate Commit-
5

ment to Hiring Veterans.

 Home Depot is the world’s largest home improvement specialty retailer and the second largest retailer in the United States with fiscal 2005 sales of 81.5 billion. The company employs approximately 

355,000 associates and has more than 2,000 stores.

 Our commitment to the men and women who serve our country is 

unquestionably strong and very close to the heart. Since 2002, we 

have had approximately 1,800 associates called to active duty for the 

current Iraqi conflict. The Home Depot has implemented an extended

and enhanced leave of absence benefit for our deployed associates.

 Beyond making sure these associates have a good job when they 

return home, we equalize pay and extend health benefits to all of our

deployed associates and members of their families.

 Beyond these practices, the Home Depot has been a long-time proponent of hiring separating military, veterans, and military spouses. In September 2004, we joined forces with U.S. Departments of 

Defense, Labor, and Veterans’ Affairs to launch Operation Career 

Front. This is an unprecedented program designed to provide career 

opportunities for veterans, separating active-duty servicmembers, 

National Guard, Reservists, and military spouses.

 In 2003, the Home Depot hired 10,000 veterans and in 2004, the 

company hired more than 16,000 former military personnel. And I

am very proud to tell you that we hired 17,000 veterans in 2005 as 

well.

  The Home Depot has also hired a significant number of former junior military officers into our Store Leadership Program. Since the

inception of the program in 2002, the company has enrolled more 

than 1,200 individuals. Of these, 567 are former junior military officers with 134 of the JMOs being Academy graduates.

 The company also is a participant in the Marine Corps National 

Fellows Program. This is a one-year assignment where an officer

from the Marine Corps works closely with the company CEO and 

senior leadership team.

 Lieutenant Colonel Jim Izen who is here with me today is our 

fourth Marine Corps fellow.

Jim, would you just stand up to be recognized.

 The company also collaborates with the military to share best practices. In November of 2005, The Home Depot hosted the Army Strategic Leadership Program for the third consecutive year. More than 

25 senior officers and personnel were in Atlanta to meet with our

Chairman and CEO, Bob Nardelli, as well as members of the senior 

leadership team to share ideas around leadership, logistics, information technology, and supply chain management.

 Giving back to the community is one of our company’s core values. 

In 2003, we launched Project Home Front, a program designed to 

help military families with home repairs while their loved ones were 
6

away serving on active duty. The company pledged $1 million and 

one million volunteer hours and completed more than 1,000 home 

repairs.

 In July 2004, the company donated a million dollars in tools and 

materials to support U.S. military efforts in Iraq. And in November 

2005, we made a $250,000 donation to the USO to assist with the 

refurbishment of ten USO centers.

 I would like to close by saying that we view our support for the 

military as our responsibility to this country. We do not view this 

as a cost, but rather a valuable investment in our company’s future. 

Again, this is something we take very seriously and we will continue to support those who are defending our rights and protecting our 

freedoms.

Chairman Buyer and Ranking Member Evans, thank you again for 

inviting The Home Depot to participate in this Oversight Hearing on 

Corporate Commitment to Hiring Veterans.

The Chairman. Thank you very much.

  [The statement of Dennis Donovan appears on p. 42]

The Chairman. Mr. Behrendt, you are now recognized.

STATEMENT OF WILLIAM J. BEHRENDT

Mr. Behrendt. Good morning, Mr. Chairman and members of the 

Committee. My name is Bill Behrendt. I am an Assistant Vice President of Human Resources for Union Pacific Railroad headquartered

in Omaha, Nebraska. I have been with the company since 1979, and 

my current responsibilities include direction of Union Pacific’s hiring

efforts on a system-wide basis.

 Before talking about our hiring efforts, I thought a little background about our company would be appropriate. Union Pacific Railroad is one of the leading transportation companies in America. The 

railroad’s 32,400 miles of track links together 23 states and the western two-thirds of the United States and serves the fastest-growing 

U.S. population centers.

  Union Pacific’s diversified business mix includes agricultural products, automobiles and auto parts, chemicals, energy, industrial products, intermodal traffic, and, yes, military equipment to the tune of

over 10,000 shipments of military equipment in the year 2005 alone.

 We offer competitive long-haul routes from all major West Coast 

and Gulf Coast ports to eastern gateways where we connect with the 

eastern railroads. We also connect with Canada’s rail systems and 

we are the only railroad serving all six major gateways to Mexico, 

making us North America’s premier rail franchise. And that is all 

said with respect to -- who is also a member of the panel today.

 Geographically our company covers a lot of ground and the thing 
7

that makes it work is our 50,000 employees. Working for a railroad 

takes a special kind of person. We are a 24-hour a day, seven-day a 

week operation. Our factory is often outdoors, so our people are required to work in all kinds of weather.

 The work is strenuous and because we are a 24 by 7 operation, 

hours on duty may often vary. Our employees have to work with 

large, heavy machinery and because we want to ensure a safe place to 

work, safety rules are a very important part of our rail culture.

 The operation I just described should sound a lot like our Armed 

Forces which is why we recruit so heavily from the military for our 

employees. We actively recruit and hire former military personnel 

because their skills and lifestyles are a great fit for the railroad.

 Many of the railroad’s technical jobs, such as diesel locomotive mechanics, electricians, and rail car mechanics, are well suited for military members who have developed similar skills working with large 

equipment in the Armed Forces.

 In addition, lifestyles and working conditions are also similar. Military personnel tend to be flexible when it comes to relocation and

they are typically safety conscious and rules oriented. All these attributes make military personnel great hires for Union Pacific.

  And we have five recruiters who spend on average 50 percent of

their time working on military recruiting. Our recruiters attend military job fairs and transition assistance programs and regularly visit 

major military installations.

 Twelve percent of our company’s advertising budget or roughly 

$200,000 is spent on advertising in military publications. We continuously advertise in GI Jobs, transition assistance on-line, Military 

Times, and the Army Career and Alumni Program web site.

  In addition, Union Pacific intends to partner with the new Army

Partnership for Youth Success Program, also known as Army PAYS.

 We are keeping our recruiters very busy these days as we have 

an aggressive hiring program. Changes to the railroad retirement 

system that were enacted at the end of 2001 that have allowed employees with 30 years of service to retire at age 60 along with a strong 

surge in business which started in the year 2003 have caused us to 

hire roughly 16,000 new employees over the last three years. Depending somewhat on the economy, we are anticipating the need to 

hire an additional 3,000 to 5,000 employees each year for the next 

five years.

 Once hired, we believe we provide an excellent environment for 

former military personnel. We have an Operations to Management 

Training Program that provides an opportunity to do truly meaningful work with an established industry leader while building a career. 

At Union Pacific, these managers are given real leadership responsibilities along with many opportunities for rapid advancement.

 Military applicants with college degrees also have the opportunity 
8

to be hired into this program. Over the last few years, over 280 trainees have been promoted into or hired into our Operating Management 

Training Program and over 25 percent of them have prior military experiences or are active in the Reserves or National Guard.

 We also provide a solid home for those in the military who stay in 

the Reserve or National Guard after joining us. If called upon for active duty, Union Pacific provides the difference in pay between what

the individual receives while on active duty and what they would 

have received at Union Pacific.

 In addition, our medical plan continues to cover the Reservist as 

well as any dependent family members during their period of active 

duty.

  Union Pacific’s history of hiring military personnel dates back to its

beginning. At the end of the Civil War, many soldiers were hired by 

Union Pacific to help build the first transcontinental railroad. We still

continue that tradition today and we are very pleased to be named 

by GI Jobs magazine as the nation’s number one military friendly 

employer for the year 2005.

 With that, Mr. Chairman, that concludes my remarks and I would 

be happy to answer any questions.

The Chairman. Thank you very much.

  [The statement of William J. Behrendt appears on p. 46]

The Chairman. Mr. Chini, you are now recognized.

STATEMENT OF MARC A. CHINI

Mr. Chini. Mr. Buyer, members of the Committee, my name is 

Marc Chini. I am the Vice President of Human Resources for the 

infrastructure businesses within GE.

The Chairman. Would you put your mike on, please. Pull it forward. Thank you.

Mr. Chini. You had extended an invitation to Mr. Bill Conaty, our 

Senior VP of Human Resources. Unfortunately, Mr. Conaty, a veteran himself, was unable to attend this session, but asked that I represent both he and GE today.

 Also with me is Susan Kratch who works in Human Resources supporting our military recruiting and development programs and is responsible for much of the success GE has enjoyed in these areas. She 

has been extremely dedicated to this effort given her own status as a 

veteran recruit in GE from the U.S. Air Force.

 On the military front, we are very proud of the dedication, commitment, and integrity of our Armed Forces personnel and to the military’s effort and success to develop these men and women.

 The values and skills they attained help them serve our country 

and at the same time prepare them for civilian life with companies 
9

like GE. Their leadership and technical training allow them to contribute in very positive ways in our company.

 Likewise, GE is proud of the programs and processes we have in 

place to recruit, develop, and promote our military hires and provide benefits for them and their families during times when they are

called to activity military, reservist, or guard duty.

 Today I would like to highlight some of GE’s successes in these 

areas beginning with recruiting.

  We have over 6,000 self-identified veterans in GE. We have recruiting programs and resources dedicated to attend multiple military recruiting fairs to ensure these positive hiring trends continue. 

And our former military employees are some of our best recruiters. 

Given their own success in GE, they really enjoy the process.

 After joining GE, many of our military hires get additional support 

from programs such as assigned mentors, again with many former 

military personnel serving in this capacity. Special development opportunities such as the GE Energy Junior Officer Leadership Program are also available. And through formal and informal networking programs, our veterans continue to develop inside the company.

 Our recruits have enjoyed strong achievements in functions like 

engineering, services, and our supply chain which are the three primary points of entry. But former military personnel enjoy success in 

nearly all functions including sales, marketing and business development, and they hold positions in all of our GE businesses at some 

of our highest levels. These leaders come from all branches of the 

military.

 Next I would like to talk about our support mechanisms for veteran 

hires who remain in the Reserves or employees who are members of 

the Guard.

  Once in GE, we provide excellent benefits to these personnel. In

fact, in recognition of our efforts, we received a 2004 Secretary of Defense Employer Freedom Support Award, and we have been ranked 

as one of the top ten military friendly employers by GI Jobs magazine 

since the ranking began three years ago.

  Our benefits for military leaves of absence include one month salary to assist transition, pay differential for up to three years for mobilization, pay differential for annual training and for emergency duty 

disaster relief, continuation of benefits and services for employees

and their family members, and special programs through our work 

life connections and individual businesses for those leaving for and 

returning from military duty called Operation Home Front and Operation Yellow Ribbon.

  The combination of these pay benefits and work life programs coupled with time to adjust to reemployment upon their return, mentors 

in many cases as they come back to their GE roles and strong social 

networks help ease these transitions.
10

 Last I would like to talk about just two of our veterans called back 

to active duty and highlight their GE and military triumphs.

 First, Colonel Bob Vitolo, 12 years active duty, U.S. Air Force and 

Reserves. In GE Aviation, Bob was a six sigma quality leader, customer support manager, and then moved into business development.

 He was mobilized for Operation Iraqi Freedom as the Deputy Director contracting for aeronautical systems. He negotiated an $80 

million adjustment that helped fund upgrades for the Global Hawk 

Unmanned Aerial Vehicle Program.

 Twelve years military training coupled with strong GE commercial 

practices knowledge have helped him continue to grow, develop, and 

drive winds for both GE and the United States Air Force.

 Next Lieutenant Colonel Harvey Williams, U.S. Marine Corps retired. Harvey retired over 12 years ago after tours in Beirut in 1983 

and 1984.

 In January of 2005, he was recalled to active duty in Iraq for U.S. 

military reconstruction programs with a budget of over $340 million 

focused on 230 distinct projects.

 Again, we hope his GE experience of managing over 500 of our facilities worldwide coupled with his military training made him even 

more valuable to our country on his reentry into the military.

 In closing, I would like to thank you on GE’s behalf for the opportunity to be here today and I hope this gives you some understanding 

of our drive and commitment to support our veterans and put the tremendous skills and leadership training people receive in the military 

to continued positive use in the private sector.

 Thank you.

The Chairman. Thank you very much.

  [Statement of Marc A. Chini appears on p. 50]

The Chairman. Mr. Nelson, you are now recognized.

STATEMENT OF DANIEL NELSON

Mr. Nelson. Good morning, Mr. Chairman, members of the Committee. My name is Dan Nelson. I am a Vice President of Exxon 

Mobil Corporation and I am the company’s senior official here in

Washington.

  I was a Marine Corps officer for five and a half years, including two

years in Southeast Asia, and I am a graduate of the Naval Academy.

 Like a lot of people in my company, I have an advanced degree, but 

I have little or no doubt that the best preparation I had for a career in 

business was matriculation at the school of hard knocks, the Marine 

Corps.

 And I have welcomed the opportunity to both work for and supervise any number of extraordinary veterans during my 30 years with 
11

the company. I am proud to have the opportunity to testify today 

about how we recruit and support veterans, including disabled veterans.

 Accompanying me here today and testifying in the next panel is 

Ashley Dozier, a West Pointer, an Iraq veteran, and a recent hire to 

our company.

 And as most of you probably know, Exxon Mobil is the world’s largest publicly-traded petroleum and petro chemical company with operations in more than 200 countries and six continents. More than 

30,000 of our 82,000 employees are based in the United States.

  We actively recruit veterans through military placement firms and

career conferences and we recruit the disabled through career opportunities for students with disabilities conferences.

 Frankly, one of our most important recruiting tools beyond the careers that we can offer our employees is the reputation we have as 

an employer of choice for veterans. In the GI Jobs 2004 ranking, we 

were named as a top 25 military friendly employer because of our ongoing support for our reservists through our military leave policy.

 Since September 2001, 89 U.S. based Exxon Mobil employees have 

been called to active duty in connection with hostilities in Iraq and 

Afghanistan and in the U.S. Homeland Security Operation. We recognize that military service requires sacrifices that are truly above

and beyond by our employees and by their families. That is why 

Exxon Mobil policy exceeds the minimum requirements established 

by law.

  Our military leave policy, which dates back to the first World War,

includes the following basic provisions:

 If an employee is inducted or is recalled to full-time active duty 

with the U.S. Armed Forces, he or she qualifies for payment of the

difference between their military pay and their company pay for the 

period while on active duty.

 Further, if an employee is called up in an emergency situation for 

full-time temporary duty or military training that is not anticipated 

to exceed two months, the employee receives their full pay, offset only 

by the military pay received.

  Eligibility for and participation in our benefits continues for employees while on active duty based on the benefit plan and status

of the employee at the time of their military call-up. Examples of 

continuing benefits would include service credit for retirement which

is fully paid for by the company, make up of any contributions to the 

savings plan, life insurance plans, medical and dental insurance for 

both the employee and his or her dependents, and payment for any 

pending vacation benefits. There is no minimum company service requirement to receive the company pay and benefits while on military

leave.

 But recounting our practices and policies really does not convey the 
12

story. Let me instead share with you the words of one of our employees who wrote a letter after being recently called up to active duty.

Chris Napier works at our Bay Town, Texas chemical complex and 

he wrote an e-mail to Exxon Mobil management after standing down 

from his 2003 military call-up. Here is a brief excerpt.

 As a member of the U.S. Army Reserve, I was called to active duty 

in January of 2003 in support of Operation Enduring Freedom. The 

company was there to support me and my family 100 percent every 

step of the way. I remained active for eight months until September.

 During this period, the military leave policy kept our health and 

dental plans available to my wife and children. I also received a pay 

differential that kept us from going under financially. It was a tremendous relief to know that my employer was backing me and taking 

care of our loved ones.

 Exxon Mobil is proud of the employees that we have who serve in 

our Armed Forces. We know we owe them a debt of gratitude and our 

policies are in place to support them and their families.

 I would also like to point out that our support for veterans extends 

out beyond the programs in our own company. For example, we recently were very pleased to make a significant grant to the Intrepid

Fallen Heros Fund which is constructing a rehabilitation center in 

San Antonio for members of the military who have been seriously 

injured or disabled.

 Again, I would like to thank the Subcommittee for this opportunity 

to share a brief overview of our company’s recruiting and military 

leave policies, and I would welcome the opportunity to answer any 

questions.

 Thank you.

The Chairman. Thank you very much.

  [The statement of Daniel Nelson appears on p. 57]

The Chairman. Mr. Shook, you are now recognized.

STATEMENT OF JOHN SHOOK

Mr. Shook. Mr. Chairman and members of the Committee, I am 

pleased to be here before the Committee on Veterans’ Affairs. My 

name is John Shook, Regional Director of Human Resources with 

BNSF Railway.

 BNSF is one of America’s largest railroads with about 40,000 employees and 32,000 miles of routes serving 28 western states and two 

Canadian provinces.

 I have over 36 years of experience in human resources management, 11 of those with BNSF Railway and another 25 years of honorable service as a career Air Force officer, serving in over 17 assign-
13

ments in the United States and overseas.

 As requested by this Committee, the purpose of my testimony is to 

provide information about BNSF’s corporate commitment to hiring 

veterans. I will describe some of the specific steps we have taken to

become a military friendly employer as well as explain why we go 

the extra mile to hire veterans. I will conclude by highlighting a few 

examples of recognition of BNSF efforts.

 BNSF has a long-standing record of commitment to America’s men 

and women in uniform as well as its citizen soldiers. BNSF recognizes and values the sacrifice made by employees who serve in the

National Guard and Reserves.

 About 400 BNSF employees have been called to active duty since 

September 11, 2001, in support of the War on Terrorism, and 195 of 

those employees are currently serving on active duty.

  BNSF offers enhanced and extended benefits to those employees

called to active duty in the War on Terrorism including make whole 

pay and sustained health care and other benefits. In addition, we offer 15 days of make whole pay for annual training and drill duty.

 In February 2006, BNSF renewed its long-standing commitment 

to those serving in the National Guard and Reserve by becoming the 

first railroad to sign a five-star statement of support with the National Committee for employer support of the Guard and Reserve.

 BNSF was recently nominated by three employees for the Department of Defense’s Annual Freedom Award. This prestigious nomination recognizes that BNSF policies and practices including care 

packages and welcome home celebrations go above and beyond in 

support of our nation’s citizen soldiers. The three nominators are 

all members of the National Guard who served in combat. They are 

American heros.

 Aaron Rossiter, Sergeant, Texas Army National Guard was hired 

as a management trainee. His training was interrupted when he was 

deployed to Iraq on short notice.

 Shawn Crystal, BNSF’s Safety Manager and Master Sergeant with 

the Tennessee Air National Guard served in Afghanistan.

John Fuller, Specialist, California National Guard and a BNSF

conductor, is recovering at Walter Reed Army Medical Center from 

wounds received in combat on September 3rd, 2005, while serving 

Endure Iraq.

 Those who wear our nation’s uniforms are mission focused, highly skilled, motivated, and possess unique experiences and technical 

knowledge. Military candidates embody the core competencies essential at BNSF, leadership, team work, and the ability to perform 

safely in a fast-paced, dynamic environment. The way we see it, the 

military candidate is a great fit for a career at BNSF Railway.

 Our goal is to supplement and strengthen our employee talent base 

by connecting interested job seekers who are in transition from mili-
14

tary to civilian careers. We believe the steps we have taken to become the employer of the choice in the military community are showing results.

 In 2004, we hired 350 veterans with an additional 750 veteran hires 

in 2005. Year to date in 2006, 20 percent of all hires, over 350, are 

veterans with over 50 serving as members of the Guard and Reserve. 

If present trends continue, BNSF is on track to hire more than 1,000 

veterans in 2006.

 GI Jobs magazine has named BNSF one of America’s top 25 most 

military friendly employers. According to BNSF Chairman, President, and CEO, Matthew K. Rose, and I quote, “We recognize and appreciate the sacrifice and service not only of the citizen soldiers who

are members of team BNSF but of all of America’s heros who have 

answered the call to serve and defend our country since September 

11th, 2001.”

 Mr. Chairman, I would like to thank you for this opportunity to 

discuss BNSF Railway Company’s commitment to its employees serving in the military and to hiring military veterans. BNSF Railway is 

honored to be present before this Committee.

 Thank you, sir.

  [The statement of John Shook appears on p. 60]

The Chairman. I want to thank each of you for coming and providing your testimony.

 I have some quick questions and then I have to excuse myself. We 

are having a markup in the Energy and Commerce Committee on national video franchise, so I apologize to you and to the second panel.

 Mr. Nelson, you had mentioned a special program that you have at 

Exxon Mobil with regard to hiring disabled veterans.

 Do the other witnesses, do you have programs in your companies to 

assist in the hiring of the disabled?

Mr. Donovan. Through our Operation Career Front we link with 

One Stops, the 2,000 One Stops through-out the country, 400 of which, 

as you know, have disabled veteran specialists as well as working 

with military transition and family centers and the Vocational Rehabilitation Employment Division of the VA. We have connected that 

program to make sure we put out our requirements there and our 

jobs and all of our branding information. So we have a specific connection.

 And to those people within those organizations that are responsible 

for the placement of disabled veterans, we also have made this easy. 

They can hot link right to The Home Depot hiring web site for military right through any one of those centers.

The Chairman. Anyone else?

Mr. Chini. Right. We have programs where we have attended the 

Disabled Soldiers Support Systems Career Night at Walter Reed 
15

Army Medical Center. We have attended the Hero’s Career Fair at 

Ft. Bragg.

 So it is constantly part of our recruiting efforts. And we know we 

have over 300 people that have self identified veterans with disabilities within the corporation. We think there is many more that just 

have not identified the fact that they are disabled or been injured in

the military.

Mr. Behrendt. I would just simply say we reach out in many of 

the very same programs that have been indicated here by my colleagues, and we try to provide accommodation wherever possible to 

any veteran who has a disability and is interested in applying with 

Union Pacific.

 We have a section of our web site that is dedicated to the military 

and there we try to emphasize to anyone who would be interested in 

applying for Union Pacific our strong support in that effort.

Mr. Shook. Mr. Chairman, similarly to my colleagues here, we 

do the same thing. We appeal to veterans and disabled veterans 

through our web site.

 We also had several returning employees who have been severely 

injured in the War on Terrorism in Iraq, and so we have made a lot of 

accommodations for those people. So we also target that group.

The Chairman. The country has a very good focus and an improved 

attitude with regard to the hiring of our disabled even with regard 

to DoD and personnel policies. Before we just medically retire them, 

we send them to the VA. When they get to the VA, they do their voc 

rehab and we say, okay, go reeducate yourself and get a job. And 

now there is a much better focus with regard to that and it is much 

improved.

 It is also one of the challenges we have with our Guard and Reserve. They are now 40 years old, even 45 and their kids might be 

wanting college. It is a little tougher for them to say, okay, go on back 

and we are going to send you to college.

 So we have to be cognizant here in Congress with regard to all of 

our personnel policies and that was the reason I asked the question.

 When you hire your veterans, do you track whether you hire disabled or nondisabled veterans? In human resources, do you break it 

down or does it matter?

Mr. Behrendt. As Marc pointed out, the EEO survey has optional 

disclosure on that and we will track, on the hiring side, we will track 

it through our web site as they enter in. We have a specific web site

for military hires.

 So we get a pretty good handle, but it is optional on the disclosure. 

We have disclosed 1,327 disabled veterans that we know of, but we 

also know we only have about a 45 percent disclosure rate on that. 

And it is really up to the individual on whether they want to disclose 

or not.
16

The Chairman. Now, would it be fair for me to infer that the reason 

-- well, there are a lot of reasons you guys are in the top ten, but you 

also do a lot of logistics and the military is pretty good at logistics.

 Is that really one of the drivers? You go to our combat service support and that is what is really important to your companies?

Mr. Chini. I think I just reinforce the values, the training that the 

military provides, and then both from a leadership standpoint and a 

technical standpoint, I think it matches up very well with the values 

that we have in the corporation from a General Electric standpoint.

 And then again, just being able to come in, hit the ground running. 

It was mentioned in other testimony, the flexibility to move to different locations, to go to locations that may not be as attractive to some 

people, smaller towns. So we have found that military for all those 

reasons has been a good source of recruiting.

The Chairman. Now, to Union Pacific, you had mentioned you are

going to be hiring -- I want to get this right -- you are going to be hiring up to 3,000 over the next five years?

Mr. Behrendt. Three to five thousand new employees is our projection each year for the next five years.

The Chairman. You are going to hire up to 15,000 -- 

Mr. Behrendt. Correct.

The Chairman. -- over the next five years?

Mr. Behrendt. Correct.

The Chairman. Then it is going well at Union Pacific.

Mr. Behrendt. It is a big business. We have hired up to near 

15,000 over the last three years up to this point. So we are clearly 

turning over the major part of our workforce. And, again, a lot of that 

is attrition based, but, frankly, a lot of it, the good news part of it is 

it is economy based.

The Chairman. The only thing of your testimony, gentlemen, that 

made me cringe, and I think Dr. Snyder would probably join me in 

this since he is ranking on personnel, is the hiring of our Academy 

graduates.

 Now, we as a nation invest a lot of money and time in these Academy graduates. Now, if these are graduates and it is timely for them 

to leave and it is right for them, that is fine. But do not be recruiting

them away from active duty.

  If Dr. Snyder happens to find out that any of you are sending letters to our ensigns and our first lieutenants out there at the threeand four-year mark, or how about myself? I will not bring Dr. Snyder 

into this, but I am sure you would not be as happy either. I will let 

you speak for yourself, Dr. Snyder.

 But be careful here. I am just throwing that out to you. I know you 

want them. These are our nation’s brightest. But we have them at 

the academies for a reason. We also are making the investment for 

them to be our future generals and admirals.
17

 And if they end up being the CEOs that run corporate America, 

we also look at that and say it is a good thing, too, especially when 

we look at some of the corporate debacles and scandals that have occurred out there.

 So I understand why you are looking for individuals with good 

character and honor, but please do not recruit them from active duty. 

All right?

 With that, I yield to Mr. Michaud.

Mr. Michaud. Thank you very much, Mr. Chairman.

 Once again, I want to thank the panelists for their testimony. It 

certainly appears that you are doing a great job as it relates to employment for military personnel in each of your companies. Unfortunately, all corporations do not meet up or measure up to your standards on this particular issue.

 What would you recommend to help this Committee assist the private sector in improving its overall record concerning employment 

and advancement in employment of veterans?

Mr. Donovan. I will take the first stab at this.

 What we learned -- and, again, we hired 17,000 veterans last year, 

16,000 the prior year, and 10,000 the first year we kicked off Operation Career Front. I think there are really three things when you 

think about what Fortune 500 companies can do.

  The first is learn the navigation. You have got the VA side, you

have got the DoD side, and you have got the DoL side. And, we found, 

when we marshalled the resources of all three, it helped us connect 

the dots so we could leverage and get scalability on hiring that number, 17,000 veterans in a year. And we had people that would just 

bust their hump to help you out.

 We dealt with Secretary Chao at DoL and Dr. David Chu at DoD, 

and at the time, Secretary Principi, but we marshalled and connected, so we learned how to navigate. We actually put process maps up 

on the wall to learn how we can leverage all of the resources that are 

currently available.

 We connected the dots by pulling VA, DoL, and DoD together, and 

then we put in the infrastructure to make it easy. We had to make 

it dependent on our 1,800 stores in the United States to do this independently, so we satellite broadcast to all our stores. We brought in 

One Stop people to sit with our HR people in the stores. We invited 

the people from DoL to participate in that. We went on-line.

 So if you are in a One Stop center or you are at a TAP Center, you 

can apply to a Home Depot job on-line. You can test on-line, schedule 

for your interviews on-line to do that. And we also had all the collateral material.

 So I think building the relationships is part of that infrastructure, 

but you cannot be one dimensional on this. You have really got to 

knit it all together, connect the dots, and also learn how to navigate 
18

the system.

 I think if we can make sure we have demonstrations or best practices so other companies can kind of pick that up, I think you would 

get more leverage as you go forward.

Mr. Michaud. Thank you.

Mr. Shook. I would only add if we had a process where we could 

have easier access to the veterans, you know, a clearinghouse because 

if we have a web site, they can come to us, but it would be nice if there 

was a process where the member could identify him or herself.

 And it would be a voluntary thing, of course. And obviously you 

have some confidentiality issues, but still that would be a real enhancement to being able to get to those folks. Even though we certainly have a very user friendly web site, that would be nice.

Mr. Behrendt. My comment would simply be that in terms of the 

recruitment of military veterans and those who have honored their 

commitment to service, I think you have to make a commitment as a 

company. I do not think this is a one-shot deal where you say, okay, 

our hiring is up this year, let us see what we can get and let us attack, 

if you will, the military opportunities that are out there.

 I think you need to make a commitment. I think you need to be 

there regularly. I think you need to -- and, frankly, I think it is a winwin for everybody if you do it that way. But some companies that I

have talked to that have struggled with this, I think commitment is 

the issue. And my recommendation would be you need to start with 

that first.

Mr. Michaud. Thank you all.

 I yield back the balance of my time, Mr. Chairman.

Mr. Boozman. [Presiding] Thank you very much. I just want to

compliment all of you for the tremendous job that you are doing and 

really leading corporate American in this effort. It really is greatly 

appreciated.

 I guess to start with, and we are kind of alluding to it, what can we 

do to help you? You mentioned that you are going to be hiring a lot 

of workers.

 Are there any things we need to do to make the process easier for 

you to come up with to know who can fill what slot, or are you having

any success with that at all and you are just trying to figure it out for

yourselves? Does anybody -- 

The Panelist. You know, I think frankly general awareness is an 

issue in our business in virtually all venues, including the military. 

It is hard to believe sometimes given the stature and number of employees represented by the companies just on this panel, but many 

times we are still not necessarily recognized as being as actively aggressive in the market of hiring employees, especially military veterans as possible.

 So one thing I think is awareness to raise the level and magazines 
19

such as GI Jobs and some of the other resources available do a great 

job of that. But I would say anything to increase the awareness to 

help direct, as was indicated earlier, some access to these folks so 

they have an understanding that we are in the business of looking for 

and hiring people would be helpful.

Mr. Boozman. Very good.

 Yes, sir.

 Mr. Donovan. I also suggest that the first rule of getting something

is asking. And I think far too many times companies do not ask. I get 

a lot of companies that will call or want to do benchmarking and I will 

say, well, have you talked to the One Stops that have representative 

and specialists for disabled and veterans? The answer is no. Have 

you gone to DoL to ask for the support? Have you stopped in and 

talked to DoD? Have you worked with the TAP Centers?

 And more times than not, the employer will say I have not done it. 

And it goes back to the comment about learning to navigate, connecting the dots, and putting in some infrastructure to make it happen. 

So whatever you can do to make it easier to navigate in this thing in 

terms of this cooperative effort between VA, DoD, and DoL will make 

it easier for people to ask.

Mr. Boozman. Thank you very much.

 Mr. Salazar? Okay.

 Mr. Reyes is gone. Mr. Udall, do you have any questions or -- 

Mr. Udall. No.

Mr. Boozman. Okay. Mr. Filner.

Mr. Filner. Thank you, Mr. Chairman. I want to thank you for 

holding this hearing.

 I appreciate the testimony that shows that people do understand 

that providing servicemembers, veterans, and military families the 

opportunity to compete in the workforce is a very important one, and 

you are helping us do that.

 We have to do more to promote and market the value of employing 

individuals with military experience, as well as to educate the public 

about servicemembers’ employment and re-employment rights laws. 

We have to help convince employers that hiring veterans, including 

veterans with disabilities, is sound human resource and business 

policy.

 So I thank you for having this hearing. I think it is a good step in 

the right direction.

 I just want to point out, Mr. Chairman, that one cannot discuss 

veterans’ employment matters without discussing veterans’ education, vocational rehabilitation, and job training programs -- the Montgomery GI Bill, the VA’s Vocational Rehabilitation Employment Program, and Department of Labor’s Veteran Employment and Training 

Service.

  I am concerned that, due to fiscal constraints, these key programs
20

may not receive the funding they should to maintain their effectiveness and respond to the request for better facilitation of their efforts.

 I know we all want to work together to enhance and modernize 

programs that assist this effort. I thank you on this panel and those 

who are testifying next for their efforts.

 Thank you, Mr. Chairman.

Mr. Boozman. Thank you, Mr. Filner.

 Does anybody else have any comments?

 Thank you all very much for being with us and we really do appreciate your efforts. I know that the entire Committee really does 

appreciate the efforts that you have made. You have gone above and 

beyond the call of duty.

 And we are going to follow-up and hopefully use some of the suggestions to do a better job of making people aware that there are the 

various centers. And we are really trying to do that. But like I say, 

we are going to do our very best to do an even better job.

 So thank you again for being here.

 Is Mr. Scott in the audience, Harold Scott?

 Our second panel is comprised of veterans who have gone through 

the process of returning to the workforce.

 We have with us Mr. Corey McGee who joined the U.S. Infantry in 

April of 2001. During his year in Iraq, he was awarded the Bronze 

Star Medal of Valor for his composure under fire, ability to return

precision fire against the enemy, and ability to continue covering his

platoon with suppressive fire while being critically wounded.

 He was wounded after taking shrapnel to his throat and continued 

to provide suppressive fire for his platoon members before driving

five fellow platoon members to a secure location where he was medically assessed and subsequently evacuated to the Walter Reed Army 

Medical Center in Washington for treatment.

Corey was attached to the Medical Hold Company at Walter Reed 

Army Medical Center in April of 2004. He was one of the first participants of the Vet IT Pilot Program and has continued his work 

experience through coming home to work. Because of the length of 

his MEB, PEB, and his early participation in Vet IT, Corey is not yet 

in the VR&E Service System.

 He is in the process of obtaining a memorandum from his commander stating that he is within six months of discharge so that he 

can apply for VA benefits and begin working with a vocational rehab

counselor as soon as possible. He is currently gaining work experience as a research assistant for VA Public Affairs under the guidance 

of Diane Hartman and Bill MacLamore.

 Ms. Ashley Dozier is a graduate from the United States Military 

Academy at West Point. After graduation in 2000, she was assigned 

to the 94th Engineer Battalion based out of Vilsik, Germany, and 
21

was later deployed to Bosnia, Herzegovina, and to Iraq twice, holding 

positions in construction, project management, and force protection.

 This past January, Ms. Dozier departed the Army at the rank of 

captain and started working as a planning and controls project advisor in the Project Management and Controls Department of the 

Exxon Mobil Development Company in February.

 Peter Lohman is a graduate of the United States Military Academy at West Point. Mr. Lohman served as a tank and scout platoon 

leader, executive officer, and assistance operations officer assigned to

the 1st Squadron, 4th U.S. Calvary in Schweinfurt, Germany.

 In February 2004, he was deployed with the 1st cav to North Central Iraq as part of Task Force Danger. On December 19, 2004, he 

was shot in the right shoulder while on foot patrol. He was evacuated to the combat support hospital in Bilad where he underwent 

surgery.

 Mr. Lohman was medically retired from the military in December 

2005 and joined Systems Planning and Analysis, Inc. as a national 

security consultant.

 We want to welcome you and certainly thank you for your service to 

your country. Let us being our testimony with Mr. McGee.

STATEMENTS OF COREY MCGEE, ACTIVE DUTY ARMY, VOL-

 UNTEER, SPECIAL EVENTS AND NATIONAL PROGRAMS AT

VETERANS’ AFFAIRS; ASHLEY DOZIER, OPERATION IRAQI

 FREEDOM, PLANNING AND CONTROLS ADVISOR FOR

 EXXON MOBIL CORPORATION; PETER LOHMAN, MED-

 ICALLY RETIRED FROM THE ARMY IN DECEMBER 2005,

 SYSTEMS PLANNING AND ANALYSIS, INC.

STATEMENT OF COREY MCGEE

Mr. McGee. On April 10, 2004, I was injured by enemy fire in

Fallujah, Iraq while my platoon was responding as battalion quick 

reaction force to a Marine unit that had come under heavy fire. We

were ambushed by an insurgent force of 15 to 20 personnel and a 

well-coordinated and well-executed two-sided ambush.

 I was hit with an improvised exploding device in the very beginning 

of the ambush and received shrapnel to my neck. Rocket propelled 

grenades and small arms were also used by the enemy combatants.

  Immediately I began to lay down suppressive fire and then was

wounded a second time when a bullet deflected off my weapon and

sent shards of metal into my right shoulder.

  I continued to return fire until I ran out of ammo. I grabbed an

M249 squad automatic weapon from one of my wounded comrades 

while pulling him to a protected position. I returned to my squad’s 

Humvee while continuing to lay down suppressive fire to cover the
22

movement of the maneuvering elements of my platoon.

 By this time, my platoon had seven wounded in the ambush. So 

in order to remove my squad out of the ambush, I commandeered the 

squad Humvee and drove four fellow platoon members to a secure 

location out of the kill zone to assess casualties and redistribute munitions.

 Due to loss of blood, I became fatigued from my wounds, but continued to drive the vehicle to another secure location in order to establish a helicopter landing zone to extract the wounded.

 The last thing I remember before losing consciousness from loss of 

blood was the medic who stabilized my condition and placed me on 

the evacuated helicopter with my fellow injured.

 After reaching the casualty collection point, I was assessed as an 

urgent surgical patient. The loss of blood and the severity of my 

wounds to my neck, shoulder, and lungs caused me to enter shock.

 I was evacuated to Germany for further medical care. When I woke 

up in Germany, I was without feeling from my head to my toes.

 A week later, I further medically evacuated to Walter Reed Army 

Medical Center in Washington, D.C. I arrived in Washington, D.C. 

with little feeling in my upper body and paralyzing injuries from my 

waist down.

 Within a month, I achieved full control of my upper body with the 

help of the physical and occupational therapy. I was still unable to 

feel or move anything below my waist.

 During this month at Walter Reed, I was awarded two Purple 

Hearts, an Army Commendation Metal for Valor, and was nominated 

for a Bronze Star for Valor.

 Several months later, I met a woman by the name of Genia Lehowicz at Walter Reed Medical Hospital. Ms. Lehowicz works as a 

vocational rehabilitation counselor for the Department of Veterans’ 

Affairs.

 Upon our meeting, she asked me if I was not planning to stay in the 

military, would I like to rejoin the workforce. At this point, all my 

hopes of staying in the military were slim to none. As a father of two, 

I needed to start to think about my future career options.

 Originally my goal was to stay in the military for the next 20 years 

and hopefully retire as sergeant major. So it was with reluctance 

that I came to the conclusion that it was time to take a new direction 

with my life.

 By the time I started with Coming Home to Work Program at Veterans’ Affairs a year after my injury, I was walking again with the 

assistance of a walker followed by crutches and finally a cane which I

still use to this day for long walks.

 The program Coming Home to Work arranged for me to receive two 

business suits to help me feel comfortable in my new office position. I

met with a couple of different departments to see where I could be a 
23

good fit for the Department of Veterans’ Affairs.

 With this direction and working with Veterans’ Affairs, I was able 

to do something that was near and dear to my heart and knew that 

I could not only make a difference for veterans across the United 

States but also for the soldiers that will be new to becoming a veteran. I give them the information they need to be successful in their 

transition to becoming a civilian again in hopes that they will be successful as I will.

 I was able to work in a comfortable work environment that would 

provide all the adjustments to my disability without bringing too 

much attention to them. With this program’s help, I am now able to 

work in the civilian world with the utmost confidence and skills to

become successful in my new career goals in the government.

 As I conclude, just thank you for your time and hearing my story. 

And that is all I have.

Mr. Boozman. Thank you very much.

  [The statement of Corey McGee appears on p. 65]

 Mr. Boozman. Ms. Dozier.

STATEMENT OF ASHLEY DOZIER

Ms. Dozier. Good morning, Mr. Chairman and members of the 

Committee on Veterans’ Affairs. My name is Ashley Dozier. I am a 

Planning and Controls Project Advisor with the Exxon Mobil Development Company based in Houston, Texas. I joined Exxon Mobil this 

February after nearly six years of service in the Army.

 I would like to start off by telling you a little bit about myself. I

grew up in the small town of Montgomery, Texas -- it is an hour 

northwest of Houston -- under the mentorship of very involved and 

loving parents. My dad was in law enforcement and my mom was 

a grade school teacher. I have one sister who is 18 months younger 

and despite being enemies growing up, we have become quite close in 

adulthood.

 My childhood was very stable. In fact, my parents after 31 years 

of marriage still live in the same house in which my sister and I were 

brought up.

 Since the age of 13, I was on a mission to attend a U.S. Military 

Academy. I was a very serious and determined young woman and 

did everything within my power to reach that goal. I became involved 

in almost every school club, ran cross country and track, and was a 

straight A student.

 After graduating from Montgomery High School as the Class Valedictorian on May 25th, 1996, I was on my way to Beast Barracks 

which is West Point’s version of basic training.

 And, of course, I would like to thank Congressman Jack Fields for 
24

my nomination.

 On May 26, 2000, after a very demanding four years, I graduated 

from the United States Military Academy with a BS in Civil Engineering and was commissioned as a second lieutenant in the Corps 

of Engineers.

  After the Engineer Officer Basic Course, I was assigned to the 94th

Engineer Battalion based out Vilsik, Germany from December 1999 

to August 2003, then to the 18th Airborne Corps based out of Ft. 

Bragg, North Carolina from August 2003 to January 2006. I was 

deployed to Bosnia, Herzegovina, and Iraq twice, holding positions in 

construction, project management, and force protection.

 After deciding to transition out of the military, I found the job market very receptive to junior military officers. I was personally contacted by over five military placement firms with numerous employment opportunities.

  In addition to placement firms, I attended the Joint Service Academy Career Conference and I posted my profile on the Service Academy Business Resource Directory and several public job search engines. With the assistance of placement firms, I interviewed with

and I was offered positions with four different companies.

 After interviewing with Exxon Mobil in 2005, in December, I knew 

I had found my future career track. Exxon Mobil was the right fit for

me for many reasons. First of all, Exxon Mobil held my experience in 

the military in high regard and counted it towards my employment 

status allowing me to sign on as an experienced hire. It felt great 

knowing that Exxon Mobil appreciated my hard work and years of 

service in the military.

 Secondly, my background and passion is in project management. 

Exxon Mobil offers endless opportunities to become involved in diverse and interesting projects worldwide. I also find the culture here

very similar to that in the military. Exxon Mobil is formal and a very 

process-oriented corporation with strong ethics-based standards of 

business conduct. It made it a very comfortable transition for me.

 In addition, Exxon Mobil hires with a career-focused mindset and 

immediately starts career development. Location was another deciding factor in my job search and being a largely Houston-based corporation, I am able to build a home base much closer to my family.

 Finally, the compensation is unmatched. They offered me a very 

competitive base salary with benefits including a relocation allowance, pension plan, 401k with matching stock option, and solid medical benefits.

 After nearly three months with Exxon Mobil, I am extremely 

pleased with my decision to become a part of this team. In a short 

time, I have already worked on two extremely large and unique projects, attended two week-long training courses, and learned more than 

I could have imagined.
25

 I thrive in a challenging environment in which I am constantly 

learning and Exxon Mobil provides that for me. I look forward to a 

long and productive career with this company.

 Thank you for the opportunity to testify to you today.

Mr. Boozman. Thank you very much.

  [The statement of Ashley Dozier appears on p. 68]

Mr. Boozman. Mr. Lohman.

STATEMENT OF PETER LOHMAN

 Mr. Lohman. Thank you, Mr. Chairman and members of the Committee, and thank you for the opportunity to speak with you today 

about my experiences as a wounded soldier transitioning into civilian 

life. I hope through telling my story and sharing some insights that 

I am able to improve the way our wounded veterans join the civilian 

workforce.

 To start with, it is important to provide some background on my 

experiences. I served a scout platoon leader in North Central Iraq 

from February to December 2004 as part of the 1st Squadron, 4th 

U.S. Calvary, 1st Infantry Division.

 On 19 December 2004, I was wounded while on patrol receiving a 

gunshot wound to my right shoulder. I was evacuated back to Landstuhl Regional Medical Center and then on to Walter Reed.

 Around June of 2005 while undergoing physical and occupational 

therapy at Walter Reed, I decided I would transition to civilian life. 

One of the things that concerned me when making this decision was 

whether I would enjoy the challenges and opportunities in the civilian world.

 Having graduated from West Point and then spent four and a half 

years in the Army, I did not have tremendous familiarity with civilian jobs. However, I was lucky enough to meet two or three people 

that got to know me, understood my interests, and linked me up with 

employers and others who helped me gain understanding of opportunities.

  My first introduction was to the Department of Defense’s Military

Severely Injured Center. This center passed my name on to several 

different people who all offered both support and contacts as I decided what to do next.

 One of those people who deserves mentioning today was Bill Offut 

of the Department of Labor’s Veterans’ Employment and Training 

Service. Bill personally invited me to several events in the area and 

introduced me to prospective employers. Through Bill and others, I

was able to talk to a variety of people and get an idea for different 

types of jobs as well as listen to people’s experiences which I found 

incredibly valuable in making my decision.
26

 These contacts were also valuable by providing me with job interviews which turned into job offers. My range of opportunities increased and I considered things that I would not have thought of 

without these introductions.

 Another help to me were the Veterans’ Affairs’ personnel at Walter 

Reed. These men and women provided me with information about not 

only VA benefits, but also about job opportunities in the area, resume

advice, career counseling, and a vocational rehabilitation program.

 My transition ended in December of 2005 when I was medically retired from the Army and I accepted a position with Systems Planning 

and Analysis in Alexandria, Virginia.

 Looking back on my experience, I can certainly make comments for 

improving the process. The first comment I would make is concerning outreach. I believe each transitioning wounded veteran should be 

exposed to the same opportunities I had and at the earliest moment.

 I was fortunate to have been introduced to people who helped me 

along the way. I am not sure all the wounded servicemembers at 

Walter Reed are as fortunate. I know outreach has increased since 

I left and there are now frequent job fairs. But the time to teach our 

wounded veterans about opportunities in the civilian world is as they 

begin their transition. The more time they have to make a decision, 

the better.

 Second, one of the most valuable parts of meeting so many people 

was gaining the advice they offered and learning from their experiences. In many ways, these people served as my mentors as I transitioned to civilian life. As most of us know, having a mentor can mean 

the difference between making a good decision and a bad one.

 I had people I could call or e-mail to ask questions or raise issues as 

they came up. They offered me their honest opinions based on their 

broad experience. I took advantage of this resource and it has served 

me well throughout the process.

 I realize this is ambitious, but providing each transitioning wounded servicemember with a mentor who is also a veteran, someone with 

a similar background and experience in areas in which the soldier is 

interested in would be a great benefit.

 Third, there are several programs up and running both within Walter Reed and with private organizations that allow soldiers to intern 

or shadow employees in fields that interest them. One such program

that I am aware of is Operation War Fighter where wounded Walter Reed servicemembers intern with the federal government here in 

Washington, D.C.

 There are also programs such as the Recovery and Employment Assistance Life Lines or Real Life Lines that provide wounded servicemembers with career counseling and reemployment services. These 

programs are invaluable. Wounded servicemembers have spare time 

between appointments and medical care, especially as they begin to 
27

transition out. This time would best be spent learning about opportunities in the civilian world.

 I wish I had had the opportunity to intern or shadow someone even 

for a day to learn about what life is like at certain jobs from the inside. These programs also give veterans the opportunity to make 

contacts and to meet people who can serve as mentors.

 To conclude, the key component of my transition process was the 

two or three people who introduced me to the civilian world. They 

did this by learning about my interests and experiences and introducing me to people who could help. There are such a large number of 

Americans who want to help. The key is linking them up with our 

wounded veterans.

 That concludes my statement.

 Mr. Boozman. Thank you very much.

  [The statement of Peter Lohman appears on p. 70]

 Mr. Boozman. We are also joined by Mr. Harold Scott. Harold is 

with Harley-Davidson Motor Company, another great company that 

is doing a tremendous job of hiring veterans and taking a very special 

interest. He joined the company in 2000 as Vice President of Human 

Resources.

 He has overall responsibilities for all human resource activities including organization development, compensation, and benefits, employee relations, diversity, recruiting, placement, training, and labor 

relations.

 And go ahead, Mr. Scott. It is good to have you with us.

STATEMENT OF HAROLD SCOTT; VICE PRESIDENT OF

 HUMAN RESOURCES, HARLEY-DAVIDSON MOTOR COMPA-

 NY

 Mr. Scott. Thank you.

 First of all, I want to thank Chairman Buyer, Ranking Member 

Lane, and other members of the Committee of Veterans’ Affairs for 

the privilege to appear today. I am particularly honored to be with 

this panel of distinguished veterans.

 My name is Harold Scott. I am the Vice President of Human Resources at Harley-Davidson Motor Company. And I appreciate the 

opportunity to talk about the visibility we give to the issues surrounding veterans.

  At Harley-Davidson, we benefit from the positive contributions of

military veterans every day. From the leadership positions throughout every level of the company, military veterans have brought a work 

ethic reflecting the training and experience they have acquired.

 It is now estimated that 14 percent of Harley-Davidson employees 
28

are military veterans. And ten percent of our leadership and thirty 

percent of our customers have all served in the military.

 During our long history of making great motorcycles, our company 

has undertaken initiative to support our employee veterans of the 

United States military. Throughout major conflicts, the company

has given assurances to the U.S. Department of War and Navy that 

we would agree to rehire all of our employees who left to defend our 

country.

 Our support is continued and predates the initiation of laws associated with the Uniformed Services Employment and Reemployment 

Acts. Our commitment continues today.

 In 2003, we joined other companies and signed an agreement to 

partner with the United States Army, Partnership for Youth Success 

Program known as PAYS. The PAYS Program is the new initiative 

that offers youth the ability to serve our nation while preparing them 

for the necessary skills to be effective employees in our company.

 The partnership between Harley-Davidson and the U.S. Army benefits everyone by providing quality, mature, and disciplined young

adults with an opportunity to secure our country and for future employment.

 We also have developed initiatives for both our current employees 

and customers designed to honor their military involvement and provide support as they are serving our country.

 We support our employees who serve in the Guard and Reserve 

through pay and benefits. Harley-Davidson also as well as the International Association of Machinists, the IAM, the United States Steel 

Workers International Union have committed a policy to meet the 

financial needs of military reservists and National Guard members

who have been called to active duty by Presidential Order during a 

military crisis.

 We do this by compensating an employee called to duty with the 

difference between their military pay and their normal pay or average hourly straight time rate during their absence. We also continue 

their benefits including their 401k benefits.

 We have also established a program called Operation Mission Accomplished. The program extends warranty coverage on Harley-Davidson and Buell motorcycles belonging to military personnel recently deployed in support of operations in Afghanistan and Iraq. This 

program assures that Harley-Davidson provides a level playing field

for those who serve our country.

 We also make available our products to servicemembers and Department of Defense civilians serving overseas through the Overseas 

Military Sales Corporation. We continue to develop initiatives which 

honor these people who have served our country.

 At Harley-Davidson, we present an annual Genuine Hero Award 

to a veteran for dedication and service to our country. All veterans 
29

are eligible to apply. Veterans, families, and friends of veterans are 

asked to nominate persons of such characteristics as patriotism, citizenship, wartime heroism, and community service.

 In addition, we recently featured a salute to veterans section in our 

company web site, the harleydavidson.com. We also recently donated 

$100,000 to the USO. We have also honored those who have made 

the ultimate commitment by contributing $500,000 to the World War 

I and Vietnam Memorial funds.

 I feel privileged to speak to the Committee today on behalf of the 

leadership and employees at Harley-Davidson. As I expressed to you, 

our respect for what veterans have done to preserve our freedom and 

protect our country, we believe it is our duty as a company to help 

veterans assimilate back into the workforce when their service to our 

country is complete. And we are honored to do so.

 We know from experience that the better Harley-Davidson employee population reflects our customer base, the more successful we

will be as a company. Having a common bond of military service 

strengthens our employees’ ability to relate to customers and meet 

their needs. In short, support of veterans makes good business sense 

for Harley-Davidson.

 Mr. Chairman and Committee members, we believe it is important 

to consider the challenges faced by military personnel after completion of their service. It is my hope and the hope of Harley-Davidson’s 

leadership that all U.S. employers as well as policy makers will treat 

this situation as a serious responsibility.

 Together we need to take aggressive action to secure opportunities 

for veterans. You can be assured Harley-Davidson will continue to do 

everything in its power to continue these efforts.

 Thank you.

Mr. Boozman. Thank you, Mr. Scott. Thank you for being here and 

telling such a great story. We appreciate your leadership in hiring 

veterans and not only hiring veterans, but taking care of veterans. 

So thank you very much.

  [The statement of Harold Scott appears on p. 72]

Mr. Boozman. I also want to congratulate our three young veterans 

on the tremendous job you did. It is not an easy thing to come and 

testify in front of Congress, but you did a tremendous job.

  Without objection, members will have five days to enter written

statements into the record.

 Mr. Filner.

Mr. Filner. Thank you, Mr. Chairman. I just again want to echo 

your thanks to our panel.

 I am tempted to ask Ms. Dozier to lower the gas prices, but I will 

refrain from that.

 I want to throw out a two-part question. I think they are related. 
30

You told some very good stories. We hear some not so good stories 

about problems that veterans have had, probably older veterans than 

you represent.

 Mr. Lohman outlined some of the things he thought we could do 

better. I appreciate that very much. I am just wondering if the other 

two panelists had anything to add in terms of what we could do better.

 And why do you think there are these other stories? What are we 

missing here or is it just individual initiative or is there something 

we can do better?

 Mr. McGee. I would think that transitioning from the military and 

going into a civilian workforce is not something you think about at 

first. So if somebody were to actually come around and to invite you

to, you know, check out different programs and have that as a way of 

a setup just like the VA is on how they tell you about your benefits.

 Now, if there was somebody that came around and told you, well, 

beside your benefits, what about career options. This is something

you should be thinking about now if you are not planning on staying 

in the military. That would be my suggestion.

Mr. Filner. Thank you.

Ms. Dozier. Well, when out-processing in the military, they have 

you go through an out-process where they have career pamphlets and 

they tell you about the veterans’ benefits.

  And as an officer, I think there -- I think it may be more difficult

for an enlisted transitioning out of the military than as an officer because, of course, the military placement firms are keen on officers getting out of the military. And like you mentioned earlier, they go after 

you with one, two years in. You get letters already coming straight to 

your battalion or your unit saying, hey, when you decide to get out of 

the military, we have these job opportunities for you.

 So I do not know how it is as an enlisted getting out of the military, 

but that is where I think more focus needs to be.

Mr. Filner. Did all three of you have contact with the TAP Program, Transition Assistant Program?

Ms. Dozier. Right. All of it. It is mandatory when you are outprocessing the military.

Mr. Filner. So you all went through it or -- 

Ms. Dozier. Yes.

Mr. Filner. -- got oriented?

Mr. McGee. Well, I am still actually active duty right now, so I

have not gone through that quite yet. I have not reached that plateau 

yet. I have a couple more weeks in the military. I just finally finished

my PEB and MEB, so I am still transitioning and volunteering for 

the VA.

Mr. Lohman. One thing I would add to my testimony, and it is 

something I was just talking about a couple minutes ago with a friend, 
31

that there is no shortage of people and groups that want to help, especially wounded veterans. That was my experience at Walter Reed. 

And I am sure Corey could talk to that too.

 The one problem, and it is probably a good problem to have, is that 

there are just so many different groups that it can almost be overwhelming for a servicemember getting out deciding which group to go 

to for benefits because many of them are redundant.

 And I know there is an effort underway to coordinate those groups 

and make sure that they provide not just the best services they can, 

but not necessarily so redundant services. And I think that is something that should be continued.

Mr. Filner. I think, Mr. Chairman, that we, as a Congress, ought 

to undertake maybe in a systematic way the suggestion about shadowing that Mr. Lohman had.

 I have had good success myself in hiring veterans. When we look at 

resumes, I think we have all had the same experience when you see 

the background and the leadership training that you have had. It is 

very impressive and is useful in any job.

 I have asked to have constituents shadow me. And it is really interesting to them all. As a career thing, I think we all should try to 

do that more.

 Thank you. I appreciate all the testimony today.

Mr. Boozman. Mr. Michaud.

Mr. Michaud. Thank you, Mr. Chairman.

 I, too, want to thank all of you for your service to this great nation 

of ours. Appreciate it. I just want to follow-up on the TAP question.

 For those of you who went through the program, do you have any 

recommended changes on how we can improve the TAP or DTAP Programs or do you think it is sufficient as is?

Mr. Lohman. I think having gone through it, it is a very good program. I went through the TAP’s Program at Walter Reed and it gave 

me a good overview of the programs that are out there to help veterans and also resume writing tips and just general transitioning tips.

 I would again just hit on the job shadowing. I think hearing someone describe the types of opportunities that are out there is one thing, 

but going out there and seeing for yourself and experiencing that job 

for a day, even a couple hours really gives you a better idea of what 

it is like. And I think if you can do that before you actually accept a 

job, that would be beneficial.

 I think when you get out of the military, you really -- at least I

did not know what I wanted to do. It ranged from very extremes of 

what I thought I wanted to do. And I eventually was able to narrow 

it down just through talking to people and hearing about experiences 

and experiencing some jobs myself. But I think if other veterans can 

do those type of job shadowing programs, it would be beneficial.

Ms. Dozier. I think the TAP’s Program is great, especially for en-
32

listed. With the officers, we are pretty much, as I mentioned earlier,

gone after right before we get out. And TAP’s, I think, maybe should 

be longer or brought in sooner in their transition to getting out of the 

military so they see what is out there and what they can go after and 

what educational benefits or what career track they want to choose

when they leave the military.

Mr. Michaud. Great. Once again, I would like to thank you all for 

your service to the country.

 I yield back, Mr. Chairman.

Mr. Filner. Would you leave your resumes here. All of us here are 

going to double your salaries if you decide to work for us.

Mr. Boozman. Mr. Scott, Harley Davidson does such a good job. 

You visit with your other human resources buddies in other companies, so why have you all been able to do such a good job compared to 

maybe another company that -- 

Mr. Scott. I would say it goes to something I heard earlier. Our 

CEO is a Vietnam era vet. And as a result, I think there is a level of 

commitment at Harley that you may not see at other places.

 The second thing that I think is an advantage that Harley-Davidson may have vis-a-vis other companies has to do with the fact that 

we have such a large customer base that rides Harley-Davidson motorcycles.

 And in my comments about, you know, hiring vets makes good 

business sense, people have to look into the business and the business has to reflect the customer base. So I think that is an advantage

that we may have just based on our product that other companies 

might not have.

 The second thing is, or the third thing, I should say, is I think we 

have made it fairly easy to recruit veterans. Again, something was 

mentioned earlier and I do not know the specific details of my business, but it is indeed one-stop shopping if you want to hire a veteran 

in Harley-Davidson.

 But the bottom line is when you have a third of your customer base 

that are military folks, that drives it a long way.

Mr. Boozman. Mike Brinck next to me is an old aviator and he 

was wondering when you are going to introduce your vet’s model of 

Harley-Davidson.

Mr. Scott. Well, as a SEC reportable person, I probably should not 

answer that.

Mr. Boozman. Very good.

 Mr. Scott. Stay tuned.

Mr. Boozman. Some of the panel mentioned the job shadowing. Is 

that something that is practical for a company like yours? I know you 

have a variety of jobs. Is that something that a company would be -- 

Mr. Scott. Yeah. I think there are some logistical issues that 

I would see in a manufacturing environment. And there are some 
33

complications to a Collective Bargaining Agreement.

 But beyond that, I think it is a great idea because one of the things 

that -- it seems to me that when folks do come out of the military, 

they have a set of experiences and a set of skills that they actually 

have acquired as a result of their service. But when they enter the 

workforce, they may want to change. They may want to do something 

different.

 So I think that is a good thing to have, a good type of program to 

have. Logistically in a manufacturing environment, though, it might 

be a little difficult, but some of the office environments and salary opportunities, it would work quite fine.

Mr. Boozman. Thank you.

 Bob, you got any other things?

Mr. Filner. I was told -- I am not sure of the facts here -- that the 

TAP Program is not mandatory. So what drove you to go to it and are 

your colleagues getting some of the benefits of TAP or not?

Ms. Dozier. I suppose it would be your chain of command that 

makes it mandatory or not. And my chain of command said it was 

definitely mandatory. And I think it should be mandatory, especially

for individuals that are not sure what to do when they get out of the 

military. And one-on-one counseling is what they offer. They have a 

room with a bunch of resources that have jobs offering.

 And I pretty much already had a job lined up before I went to the 

TAP’s Program, so I did not pay as much attention as others that 

would utilize the program. So I wish I could give you more information on the program.

Mr. Filner. Thank you, Mr. Chairman. Thank you again.

Mr. Boozman. Thank you. Mr. Filner, I know that is something, 

I know that Geoffrey Collver, Mike Brinck, and Devon Seibert, have 

really been looking into. Our little Subcommittee has jurisdiction 

over that. And I feel very strongly that it should be mandatory.

 And I think even for the people that are going to retire, it is really 

a good tool to periodically go through so that as you start thinking 

about retirement, and you can start doing the educational opportunities that are available in the service to prepare you for careers when 

you get out.

 And we happened to be there on a day actually looking at the program going through it and it was one of those days when they were 

talking about benefits that you had. And many of the people that

were there had never heard about those benefits since they had gotten recruited. And some were surprised, you know, at all the different things that were out there.

 So I agree with you totally.

 But thank you all again. We appreciate your coming and telling 

your stories and then again to our corporations represented offering 

jobs to our veterans. Companies do not hire veterans or disabled vet-
34

erans out of a sense of charity, but they do it because a sound investment is there in the human capital.

Veterans in turn have proven time and time again that they are 

worth that investment. Today’s veterans want no more than the veterans coming home from service in the Continental Army, a good job 

and a chance to succeed in life. The veterans here today are doing 

that and the companies represented here are certainly giving them 

that opportunity.

 So, again, thank you very much to the American companies that 

are doing this. And certainly our commitment is that we always want 

to hire a veteran.

 The hearing stands adjourned.

  [Whereupon, at 12:15 p.m., the Committee was adjourned.]

 
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