One visiOnOne teammany vOicesOur 2011 flOOd recOvery stOry

Published work © 2012 BAE SYSTEMS. All rights reserved.BAE SYSTEMS is a registered trade mark of BAE Systems plc.

2-12-DDA

thanks tO all Of Our cOmmunity partners.yOur suppOrt was invaluable.

72 hOurs: timeline Of a crisiswednesday, sept. 7, 2011•Leadershipdecidesthebuildingmustbeevacuateddueto floodingandroadclosures

•EmergencycommunicationsgooutviaSendWordNow, loudspeakerannouncement,email,employeehotline,andlocalnews stations

•JohnsonCityworkersevacuatedduetoimminentflooding

•ITmakesthedecisiontoshutoffserversandswitchto recoveryserversinNashua,N.H.

thursday, sept. 8, 2011•Electricalsubstationsshutdownandpowerdown thebuilding

•Crewsreturntothebuildingtotryandprotectitfrom floodwaterbysandbaggingaroundtheentrances

•Effortstosavethebuildingceaseaspersonnelare mandatedtoleavethesite–thebuildingislockedandleft unoccupied

•CrisisManagementTeambeginsmeetingattheVestal ResidenceInnhotel

•BELFORrestorationspecialistsaremobilized

friday, sept. 9, 2011•EmployeeFacebookforumbecomesavitalcommunicationsvehicle

•DanGobelsendsoutthefirstofmanybusinessrecoverymessages

•BusinesscontinuityandcrisismanagementteamsrelocatetoMatco Electric offices

•HRinitiatesitslaborutilizationplantogetallemployeesbacktowork withintwoweeks

saturday, sept. 10, 2011•Floodwatersrecedesothatmorethan30BAESystemsemployees canaccessthesiteforassessment;eventhoughtwo-thirdsofthe surroundingpropertyisstillsubmerged

•Fourlocalfacilitiesareevaluatedaspotentialtemporaryoffices– thedecisionismadethenextdaytomovetotheHuroncampusin Endicott,N.Y.

On sept. 8, bae systems left the JOhnsOn city facility unOccupied fOr the first time

dedicatiOnThisfeaturepublicationisdedicatedtoalloftheemployeesandcontractorswhostoodtogetherunitedduringthefloodcrisisof2011inJohnsonCity,NewYork.Yourstrengthofwill,dedication,tirelessefforts,generosity,ingenuity,empathy,andendurancearetranscendent.YourlegacyasOneTeamwillliveonasalessontoothersofhowthehumanspiritistheessenceofourbusiness.

intrOductiOnOnWednesday,Sept.7,theBAESystemsJohnsonCityfacilitywasevacuatedduetosevereflashfloodinginthearea.Aftertorrentialrainstormscontinuedthroughthenightandintothenextmorning,themorethan620,000square-footfacilitytookonapproximately22milliongallonsoffloodwater.Thedamagetothefacilitywoulddisplacearound1,300siteworkers,andforcedthebusinesstotakeimmediateactiontorecover.Thispublicationgivesemployees’accountsofwhathappenedduringthefloodandalsothepost-floodrecoverymission.

a leader returns ItwasjusttwomonthsaftertheJulymergerannouncementwhichstatedthatDanGobelwouldheadtoNashua,N.H.,asvicepresidentanddeputygeneralmanagerforthenewlyformedElectronicSystemssector—amergerofElectronicSolutionsandPlatformSolutions—thathewouldcomebacktotheformerPlatformSolutionsheadquartersfacilitywherehehadledaspresidentforovertwoyears.

ThefollowingstatementisDanGobel’saccountofwherehewaswhenhelearnedoftheflood:

On Wednesday, Sept. 7, I had just left for Stockbridge, Mass., to attend an Electronic Solutions/Platform Solutions merger meeting. I happened to be driving in the pouring rain and receiving flood watch emails from the weather service, when I got an email from Nolan Schmidt telling me that Johnson City was under a flood warning and they were preparing for a building shutdown.

The next morning, Thursday, Sept. 8, the Johnson City Crisis Management Team was working to prepare the building for any water. At that time, we all expected some floodwater in the building, but nothing more than we had seen in 2006. I was getting continuous updates of water levels, and although I heard the numbers, it wasn’t until I received an email from Bijon Ray at 4 p.m. — a helicopter aerial shot that showed the building surrounded by water — that reality sunk in. I knew we weren’t talking about six inches or a foot of water inside the building, but rather, multiple feet. My heart dropped when I saw that picture.

I’m not sure I got any sleep that night. Even though I tried going to bed at 10 p.m., I was up by 12 a.m. sending emails. In those wee Friday morning hours, we officially started running a 24-hour recovery operation. I had sent Doug Garner to Johnson City on Thursday since I knew he was familiar with the site; and then I spoke to Ehtisham Siddiqui, Steve Trichka, and Jim Garceau early Friday morning and asked them to head back as well. I made a stop in Nashua and then arrived in Johnson City late Friday afternoon to the Matco location.

OnSaturday,Sept.10,Danwasonthefirstbusofemployeestoenterthe600MainSt.facilityafterthefloodwatershadrecededfarenoughtoallowentry:

There were 30 of us in the bus all decked out in rubber boots, gloves, Tyvek® suits, and other safety gear getting ready to enter the building. Bob Eckler told us: “You guys need to prepare yourselves that this is not the building you left.” It was dark, it was wet, it was mud-covered, and it was really sad — especially for those who had put their lives into that building. It was heartbreaking to see the damage that had been done.

Aftertakingimmediatestepstoensureemployeesafetyonsite,anddoingatriageofthebuilding,Danturnedhisfocustowardleadingbusinessrecoveryefforts.He

tookupweekdayresidenceinNewYork,workedaroundtheclockonbusinessmatters,andfoundtimetokeepemployeesinformed.DanalsoroutinelysurveyedtheneighborhoodssurroundingtheJohnsonCitysiteasarealitycheck—somepeoplehadlosteverything,andincomparison,whatwefacedwasnotinsurmountable.

This is an example of what a One Team focus on one objective can do — it’s astounding. Everyone who’s been through the building has been amazed by our progress. I don’t think anybody believed we could get a business back up and running the Monday following a Thursday flood. And I don’t think anyone that’s been a part of this effort can say they aren’t proud of what they accomplished or they aren’t proud to be a BAE Systems employee.

I’ll always remember the ingenuity and attitudes of the people here in Johnson City. I don’t think you’d find anyone that’s been part of this process that hasn’t said this has been one of the most rewarding things they’ve ever done. We’ve all had a great purpose through this disaster recovery, and have become a more united workforce. This flood also forced our business to be more personal, and I think business should be personal.

DanGobelwasamajoriconduringthistimeaswell,ashetookawaysomeoftheapprehensionandmysteryofwhatwastocomeinthedays/weeks/monthsahead. –Cathy Mullins

disaster unites usWhenacompanyfacesunprecedenteddisasteranditsfacilitiesandemployeeshavebeenseverelyimpacted,askingforassistanceisnecessary.Beingprepared,utilizingexperts,andaskingforextraresourcesduringthistryingtimewasessentialfortheBAESystemsJohnsonCityteam.

BobEcklerandMikeFitzPatrickhadbeenontheroadwhilewaterwasrisinginJohnsonCity,andtheywerecheckinginconstantlywithPaulSmetanaandTerryGillettewhowereinchargeoftheEmergencyResponseTeam.Followingthesite’sdisasterrecoveryprotocol,theERTevacuatedallemployeesonWednesday,andpulledtogetheracrewtocomebackearlyonThursdaytopreparethebuildingasbesttheycouldiftheleveewasbreached.Teammembers,managementandcontractorsallwatchedhelplesslyfromthe201bridgeoverpass,whichsitstotheEastofthefacility,asthefinaleventsunfolded.

EarlyonThursday,itwasapparentthefacilitywouldbetakingonalotofwater.Nomatterhowmuchcrewstriedtopreventit,thefacility’sfateseemedimminent.Aroundnoonthatday,BobwasadvisedtomobilizeBELFOR, BAESystems’disasterreliefcontractor.

“Ihadasickeningpitinmystomachrealizingthatwemayneveroccupythisbuildingagain,”saidPaul.

Oncetherealizationofhowmuchdamagetheyweregoingtobefacedwithsunkin,Bobcreatedalistofpeopletocall.ThelistincludedMarkFreije,ownerofMatcoElectricCorporation.BobknewthatwiththeBAESystemsfacilityunavailablethey’dneedtosecureanothercommandcenterforcrisismanagement,mobiletrailers,andelectricalsupport.HehadarelationshipwithMarkandknewtheMatcoofficeswouldmostlikelynotbeaffectedbyfloodwaters.TheonlyproblemwasthatBobranoutoftimebeforehecouldreachMark—fatesteppedin.

“IwasinmyseatontheplanefromChicagotoSyracusewhenIthoughtIsawMarkwalkingdowntheaisletowardme,”saidBob.“Ihadn’tsleptmuchandthoughtImightbehallucinatinguntilhecameandsatdownintheseatnexttome.Itwaspurecoincidencethatweendeduponthesameplane.Duringourflight,heofferedMatco’sheadquartersforustouseasacommandcenterwithouthesitation.”

CrisismanagementmeetingsbeganatMatcoonFridaymorning,andincludedfunctionalleads,BELFORrepresentatives,businesscontinuityexpertsandotherleadershipfromaroundtheElectronicSystemssector.Quicklythegroupsbrokeintothosethatwouldhandleandmediatethesituationoverat600MainSt.,andthosefocusedonhowtorecoverbusinessoperations.

Asrecoverybegan,holeswereidentifiedandneededtobefilledin.EmployeesfromalloverthecompanybegansteppinguptohelpwithCommunications,IT,Operations,Security,SHE,Procurement,Engineering,Facilities,etc.Alsosuppliers,vendors,contractors,andevencustomersweredoingwhatevertheycouldtoeasetheburden.Whereverhelpwasneeded,itwasreceived,andbyeveryoneworkingtogether,recoverybeganatrecordpace.

OnThursday,Sept.8,ESbusinesscontinuityexpertsDougGarnerandEdCahnwereontheirwaytoassistthecrisismanagementeffortsinJohnsonCity,andBobEcklerhadmobilizedBELFOR,BAESystems’disasterrecoverycontractor.BELFORistheworld’slargestcompanyinrespondingtodisastersituations,operatesin28countriesonfivecontinents,andisanessentialpartofBAESystems’businesscontinuityplan.

OnFriday,Sept.9,VernonDuty,GuySullivanandFaridChamanifromBELFOR,andtherecoveryteamswereinfull-fledgeplanningmodeattheMatcooffices.Saturdaywasthedaytheywouldlearnwhatlargechallengesthey’dbefacedwith.

“Seeingthebuildingwasverysobering,”saidVernon.“Itbecameapparentquicklythatwithallofthespaceandequipmentintherethiswouldbealarge-scalejobwithalarge-scaleeffortrequired.”

OnSundayandMonday,theBELFORcrewwasorderingtheresourcesitwouldneedtoexpeditetherecoveryprocess:ovens,dehumidifiers,trailers,projectmanagers,processexperts,andevenrecruiters.

“Whenwebeginassessing,wethinkaboutwhatarethetaskstodoitsuccessfully,theappropriateorder,andwhattypeofexpertiseandmanpowerwe’llneed,”saidVernon.

expertise required

“IttookusjustashortwhiletocatchuptoBELFOR,”saidEd.“Thiswastheirnormalmodeofbusiness—notours.Wearetheircustomer,soitwasourjobtodirectpriorities,andtheirjobtoexecutethem.Wehadgreattrustintheirabilities,togetthingsmoving.”

Withinthefirstweek,BELFORhadbegunrecruitinglocallaborforthelarge-scaledebrisremovalanddemolition,broughtinprojectsupervisors,flowninelectronicsandprecisionmachineryrestorationexpertsfromaroundtheworld,andhadmatchedmanyofitsownfunctionswithBAESystemsteamstofacilitateeffectivecommunications.

“We’recomingintoyourfacility,”explainedVernon.“Webringalotofskillsetsbecausewe’vedonethisbefore,butwedon’tknowthespecificsofyourfacility.Thepartnershipandcommunicationswesetupearlyonandcontinuedallthewaythroughwashighlyeffective.”

TheopencommunicationsandpartnershipcreatedwiththeBELFORteamresoundedthroughtheranks,andmanyemployeesfounditdifficultwhenthecontractorlefttheMainSt.worksiteinearlyNovember.

“Today(Nov.4)at600MainSt.thetentswillallbedownandthoseofusleftdoingrecoverywillbeinsidethebuilding,”saidBridgetteSchroeder.“It’sasaddaytosaygoodbyetoalltheBELFORpeoplewebefriendedoverthelasttwomonths.”

“IoftencommentedinternallytomyBELFORcolleaguesonwhatanextraordinaryculturetherewasatBAESystemswiththeemployeesthereinJohnsonCity,andhowdedicatedtheywereinthisrecovery,”saidVernon.“IwillalwaysrememberthepeopleIworkedwiththere.Webondedtogetherinaverydifficultsituation.”

Withouthavingtheluxuryofelectricalpowertosecurethefacility,ortheabilitytoclosefacilitydoorsoncedryingoutthebuildingbecametoppriority,theBAESystemsSecurityteamhadtore-do,re-think,andre-evaluatehowitwouldneedtooperateinthisnewenvironmentandstillkeepthesitesecure.

“Whenabuildingisleftvacant,itisveryattractiveforpeopletoenter,”saidJimAlbiston.“Inourbusiness,unauthorizedentranceposesamajorrisk.Wedon’twantanyonetogainaccesstoinformationnotmeantforthegeneralpublic,nottomentiontheexpensiveequipmentandmachineryinthebuilding.

“Oneofthefirstthingswedidtosecurethesitewasputupaperimeterfencearoundthebuilding.Wealsomadethesite‘accessrestricted’andonlypermittedthosewithpriorauthorizationinsidethefence.Thishelpeddeterunnecessaryvisitswhichmighthaveimpededourabilitytosecurethesite.

“Twoofourbiggestchallengeswererecreatingthedatabaselistofemployees—theinformationfromtheirbadgeswhichallowedthemthroughtheturnstileswasdestroyedintheflood—andalsogettingenoughpersonneltoproperlysecurethesite.”

Duringtheheightofactivityat600MainStreet,morethan40employees—bothfromwithinthefunctionandutilizedfromthelaborpool—workedfortheSecuritydepartment.SecuritypersonnelfromNashuaalsodroveintohelpsupportsiteactivities.

security within

On Friday, Sept. 9, Doug Garner, Amar Rai, and Bill Berical went out with a realtor to tour and evaluate potential properties for the business’ temporary recovery location. On Saturday, they negotiated a memorandum of understanding with the Huron campus in Endicott, N.Y., and began setting up office, Engineering lab and Operations spaces immediately.

“Our goal was to have 170 workstations connected to the BAE Systems network by Monday morning, Sept. 12,” said Doug Garner. “We asked staff from all over the country to come to Johnson City and Endicott for immediate assistance — and they came. Many employees were working outside of their normal scope of work, but everybody rolled up their sleeves and began doing whatever they could to get us back in business.”

Badgesmade:1,593 Computerssetup:1,600 Desks/tablesrented:1,200 Chairspurchased:1,300 Printers,copiers,faxes:40

By Monday morning, they had 170 workstations up and running — right on target. Employees were doubled and tripled in offices, working in very tight quarters. Within two weeks, the team had 1,000 workstations as well as Engineering labs and Operations areas connected to the network.

“It wasn’t easy,” said Doug. “In fact, it was pretty tough, but we proved that we are tougher. Everybody went above and beyond to get us back in gear. It was truly an amazing thing to witness, and something I will never forget. I feel very honored and privileged to be part of this incredibly talented and devoted team.”

facility acquiredMywifeandIgotmarriedtheweekendofthefloodingonSept.11,andthoughtthe10thanniversaryof9/11wouldbethestorythateveryonetalkedabout.Itturnsoutthatthefloodwillbewhatwetellourgrandkidsabout.

Wewereveryfortunatethatourvenuewasunaffectedbytheflood,andthatourguestsandvendorscouldenterusingagatewhichwasatahighelevation,sincethemainentranceandroutesleadingtoitwereunderwater.Justwhenwethoughteverythingwasgoingtogooffwithoutahitch,20minutesbeforetheceremonywastostartthepowertothatsectionoftownwasshutdownbyNYSEG.

Ourweddingandreceptionwereheldusingagenerator,morecandlesthanyoucouldimagine,andgascookingappliances.Asidefromhavingno“HereComestheBride”musicduringtheceremony,thingswentreallywell,andeventhelackofceremonymusicwasnobigdealinthegrandschemeofthings.WegivealotofcredittoTraditionsattheGlenforpullingthereceptionoff!

dan bOnsick’s stOryJustaboutallofourguestsmadeit.TheycamefromalloverNewYork,Pennsylvania,Virginia,andevenLasVegas,Nevada.Manyofthemhadbeenpersonallyaffectedbyflooding,theirworkplaceshadbeenflooded,ortheywereparamedics,police,firefighters,or911dispatchers.Everyonewasindesperateneedofabreakfromtheflood—thebarandcamaraderiewereenjoyed.Fourofthesixpeoplewhocouldn’tmakeitwereBAESystemscolleaguesortheirsignificantotherswhoweretieduponresponseefforts.

Intheend,thefloodwillplayacentralroleinthestorieswetellofourwedding.Becauseofthis,itwasimportanttousthatwehadpicturesofussomberlyoverlookingthefloodwatersjustbelowus.Wehadagreatday,eventthoughourheartswereheavyforallofourfriends,families,andco-workersimpacted.Forthosefewhoursweallhadabitofadistractionfromrealitythatwasneededbymanyinattendance.

AsfloodwatersfilledtheJohnsonCityfacility,theSafetyHealth&Environment(SHE)teamwasonfullalert.“Itwasacriticaltimeforus,aswewouldberesponsibleforminimizingrisktoemployees,contractors,andtheenvironmentinasituationthatnoneofushadeverexperienced,”saidColinSoule.“Withmanyunknownsandanunprecedentedsenseofurgencytogetinthebuildingandbeginthecriticalrecoveryprocess,itwasimportantforustogetpastshock,andfocusonplanningandexecution.”

“Wedeterminedwhattheriskswereaheadoftime,andwhatcontrolswewantedtoputinplace,”saidDaveBernardini.“Weknewthenearbytreatmentplanthaddumpedsewageintothefloodwater,soonFridaywedecidedtodeploybothHepatitisBandTetanusvaccinations.”Theshotsweremandatoryforeveryoneworkinginthebuilding,andavailableforotheremployeesaswell.Inall,over800BAESystemsemployeesreceivedvaccinations.

Inaddition,PersonalProtectiveEquipment(PPE)wasimmediatelyprocured.Muckboots,Tyvek®suits,safetyglasses,headlamps,andgloveswererequiredapparelforallemployeesupontheirfirstentry.“WewerefortunatetohavesuchagoodpartnerinGEARCOR®,”saidColin.“TheywerewillingandabletopickupPPEanddeliverittousonaSaturday,andtheycontinuedsupplyingusonshortnotice,andwithspeedydeliveriesthroughouttherecoveryprocess.”

Evenwithpriorvaccinations,protectiveequipmentandotherprecautions,dangerwithinthebuildingremained.“PPEcouldonlydosomuch,”saidDave."Beforethefloorswerecutout,youalmosthadtousethewalltocatchyourbalance.Therewereafewminorfalls,butnothingthatresultedinsevereinjuries.”

Soonaftertherecoveryprocessinitiated,JohnsonCitySHEteammembersbeganworkingverycloselywiththeBELFORsafetyandenvironmentalteams,andcameupwithaprocesstoensureallsiteworkerscouldmaneuverthroughthebuildingandworkrecoveryeffortssafely.“WemadeadecisionearlyonwithBELFORtomanagetheirworkersandoursasone,”saidDave.“Everydayweallmetanddiscussedsafetyincidents,controls,andwhatactionsneededtobetakentominimizerisk.

“Atthedaily4p.m.teammeeting,roomsandareaswereidentifiedforworkthenextday,andIwouldgoinanddeterminewhetherareasweresafeandclearofchemicalsbeforetherecoverycrewcouldgoinandclearcontents.Ifwefoundchemicalsthatneededtobeextracted,weworkedwithBELFOR,whichhasitsownprocess,togetitdonethatday.”

OtherkeyelementstotheSHEteam’sapproachinensuringemployeeswereaspreparedandassafeastheycouldbewereaSHEtrailerstockedwithsuppliesandopen24/7foremployees,acertifiedEMTfromtheTownofUnionavailableonsiteincaseofemergency,andmultiplefirst-aidstations.

Throughouttheremediationandrecoveryefforts,BAESystemsleadershipmadesurethatitstayedtruetoitsmotto‘Safetyisour#1priority.’Thecompanydidn’thesitatetoprovideanythingneededtokeepworkerssafe,andevenwentbeyondbyprovidingPPEforemployeesworkinginthecommunity.Itscommitmenttosafetywascontagious.

“Overthecourseofmonths,andafterhundredsofemployeesandcontractorsinthefacility,wehadveryfewincidentsinadangerousenvironment,”saidDave.“Everyoneshouldbeproudofthat.”

safety is Our #1 priOrity

FromGeorgeJacobus,my“buddy”formyfirstentryintotheplant(aswewerewalkingacrossthebuckledfloors),“Yougofirst—incasesomeonefalls,atleastwewouldn’tloseaworker.” –Doug Garner

building tent city

Removedfromthefacility:

•7,000boxesofdryandpersonalitems•2,000laptopsandPCharddrives•2.25millionlbs.ofwetpaper,averaging 1,700lbs.pereachofthesite’s1,300employees

ReclamationandRestoration

ImmediatelyafterrealizingthemagnitudeofdamageinsidetheJohnsonCityplant,planstorecoverasmuchaspossiblestartedtakingshape.BELFORhadbeencalledintohelpwiththe‘how,’—theJohnsonCitycrewjustneededtofigureoutthe‘what.’Prioritizationwascrucial,becauseeverymomentdocumentsandequipmentwereleftinthedampbuilding,thehardertheywouldbetosalvage.ThismeantthatBELFORhadalottodoveryquickly.

“Wehadtodosomethingssimultaneously,”saidVernonDutyofBELFOR.“Itwaspitchblack,sowebroughtinalotofpowergenerationequipment—weneededlightingandtools.Wealsobroughtinalotofdehumidificationequipmentbecauseourtwoobjectivesearlyonweretorecovercriticaldocumentsandcontrolthefacility’senvironment.”

OneofBELFOR’sspecialtiesisdocumentrecovery,bothdryandwet.Theybroughtinanexpert,andwiththeBAESystemscrewofaboutadozen,identifiedbusiness-criticalwetdocumentsandhadBELFORfreezethem(apartofitswetdocumentsrecovery/restorationprocess).

“Freezingstopsthedamagetothefibers,ink,andimages,”saidVernon.“Wethentakethewaterfromafrozentoagasstatewithoutallowingfurtherdamage.InJohnsonCity,thedocumentswere

submergedinfloodwater,sowealsogammaeradiatedthemsothatallbacteriaandmoldwereeliminatedandtheywouldbesafetohandleinthefuture.”

AmarRai,whowasinchargeofthewet/drydocumentrecoveryeffortaswellasPC/laptop,andpersonalaffectsrecovery,statedthathisgroupworkedcloselywithfunction-appointedrepresentativestodeterminethebusinesscriticalitemsanddocuments,andthentheyworkedwithBELFORtotakeaction.Afterthemostcriticalneedswereaddressed,theyplannedtoworkfromtheNorthwestcornerofthebuildingtotheSoutheastcorner,pullingoutPCs/laptops,personalitems,etc.

Demolition

Withslickandbuckledfloors—someofwhichwereheaveduptofour-and-a-halffeethigh—theCrisisManagementTeamtoldBELFORthefloorshadtobecutoutimmediately.Itwastheonlywaythecrewwasgoingtobeabletogetoutneededtestequipment.

“Normallywhenyouhavethosereallynicemapletongue-and-groovefloors,they’reinagymnasiumandit’sopen,”saidVernon.“Therealchallengehereisthewholemanufacturingfacilityandofficeswerebuiltontopofthefloors—auniquechallengebecauseaccessinandoutofthebuildingwasseverelyhinderedduetothebuckling.”

Evenwithpathwaysbeingcutasfastaspossible,testequipmentwashardtomoveoutduetobuckledflooring.“WeworkedwithBELFORtofindpassableexitswhereverpossible,”saidAndyCorea,“butmanytimeswehadtofindcreativesolutionstogettheequipmentout.Weactuallybrokeholesintheoutsidewallstogetsomeoftheharder-to-reachequipmentoutofthebuilding.”

“Therewasstillwaterinmostplaces,andatfirstweonlyhadhelmetlampsforlight,”saidLeeBill.“FromDay1weweretoldwehadtobebackonlinewithin12weeks,soemployeesandcontractorsworkednearly20hoursadaytogetitdone.”

Startingbackup

Withinthefirstweek,EngineeringandOperationsteamswereexperiencing‘littlevictories.’“Thefirstforkliftcomingoutofthebuildingwithateststandwasanincrediblemilestoneforus,”saidLee.Untilpathwaysand/orholesweremade,theywereusingthe‘humanchain’methodforexitingequipmentfromthebuilding.

Onceequipmentwaspulledfromthebuilding,theywouldgothroughacleaninganddryingprocess,getinventoriedandbeevaluatedastowhethertheywouldbeusedorscrapped.“We’retalkingaboutmillionsofparts,”saidLee.

Toaccommodatesomanyparts,fivetents(morethanoriginallyplanned)weresetupintheparkinglotssurroundingtheJohnsonCityfacility.Thereweretwotentsforcleaning,anEngineeringtent,anOperationstent,andatentforstaging.TherewasalsoahugediningtentforthethreemealsadaytheworkerswereprovidedformostoftherecoveryatMainSt.

BELFORbroughtinelectricalandprecisionmachineryrestorationexpertsfromaroundtheworldandbeganworkingwiththe BAESystemscrewstoclean,dryandrestoreasmuchastheycould.“BELFORhasitsownproprietarycleaningprocessforelectricalandmechanicalequipment,andweembracedittoworkalongsidethem,”saidAndy.

“Atfirstwethoughtwe’dlose80to90percentofourlargeassemblyequipment,”saidLee,“butnowweknowwe’llprobablybeabletosalvagecloseto75percentofitand85percentofourcustom-builttestequipment.We’rebreathinglifebackintowhatwasthoughttobelost.”

“It’sremarkabletothinkthatjustweeksafterthisequipmentwascoveredinmudit'sbeingusedfortesting,FAAcertifications,andsoon,”saidAndy.

AspartswerecleanedanddriedinthetentsoveratMainSt.,mostequipmentwasbroughtovertotheHuroncampusinbuilding57tobereconfiguredandpoweredupinacontrolledenvironment.“Wehadhopedthattheteststandsandalloftheirnecessarypartswouldbecomingovertogether,”saidJeffWassel.“Unfortunately,manytimestheteststandsbecameseparatedandwouldbemissingcomponents.Thatwasachallengewhichforcedustoberesourceful.”

WhileEngineeringteststandsmovedtobuilding257,Operationsteamsweresettinguptorecovertheirtestequipmentinbuilding57.“ThefirstbigmilestonefortheOperationsteamwasthecompleterecoveryanddeliveryofthefirstEngineeringteststationonlyeightdaysaftertheflood,”saidSteveCook.“WithinfourweekswehadalltestequipmentextractedfromtheMainSt.facility,andwithinsevenweekswehaddisassembled,cleaned,reassembledandmovedallofthetestequipmenttobuilding57.

“TheonlyremainingequipmentrequiredtosupportproductiontestingleftwithintheJohnsonCityfacilityarethevibrationsystemsandthermalchambers.TheOperationsandFacilitiesteamsrepairedandrecoveredtheequipmentinplaceduetotheirlargesizesothatwecouldrestartourproductiontestingassoonaspossibletosupportourcustomers,”saidSteve.

AsstandsandequipmentfunneledtoHuron,theEngineeringandOperationsteamscametogetheranddeterminedwhichparts

couldmostlikelybesalvagedandwhatpartswouldprobablyfailtestingevenafterbeingcleanedandreassembled.Atfirsttheybeganmaking‘soft’ordersforallpartsunderthe42-inchwaterline.Oncetheystartedseeingtrendsinpartsthatwerefailing,theyadaptedorderingandbeganmakingmoreexactorderswithsuppliers.Procuringcomponentsfromsuppliersquicklyprovedtobeanotherchallengetheteamwouldhavetoovercome.

Supplierstotherescue

“Duringatimeofcrisisyoufindoutmoreaboutyourbusinessrelationshipswithsuppliers,”saidJeff.“Someofoursuppliersoriginallygaveusa10-14-weektimeframetogetusparts,soweaskedthemtocomeovertoourMainSt.facilityandseewhatweweredealingwith.Whentheylookedaroundandsawtheirpartsbeingtakenapart,cleaned,dried,etc.,theyrealizedthemagnitudeofwhatwewereupagainst.Thosevisitsalongwithsomeofourcustomers’encouragementhelpedturnthose10-14weeksinto3-4weeksinmanycases.”

Assupplierssteppeduptotheplate,amazingthingsstartedhappening.“Oursuppliershelpedusidentifysubstitutepartsforourolderequipment,theymadefirmwarechanges,andtheyeveninitiatedbuy-backsfromsomeoftheirowncustomerswhotheyknewmighthavesparesofwhatweneeded.”

pOwering up at hurOn

Wewerelikeminersworkinginthedarkwithheadlamps,dustmasks,coveralls,rubbergloves,hardhatsandboots….Theairwas,well,notsofreshsmelling,andthewet,muddyfloorsandsurfacesalongwiththeotherfactorsdescribedmademefeellikeIwasoneofoursystemsbeingexposedtoharshenvironmentalfactors.Wherewasthesaltspray?Moving600lb.testracksdownthebroken,heavinganddestroyedfloorswasunbelievablydifficult.Somehowattheendofthetrip,outoftheholeinthewallandontothetruckitwasamazinglyinspiring.Ihatedit,butatthesametimeIlovedit. –Keith Rose

Extraordinaryaccomplishments

PrioritizationonthefrontendduringtherecoveryoveratMainSt.paidoffdividendswhenjustafewshortweekshadpassedandtheteamatHuronwasabletocompletesoftwarecertificationforBoeing’s747-8YSM(whichcontrolstheplane’srudderandstabilizer)onschedule.TheSystemIntegrationLab(SIL)usedfortheQF-16programwasalsobackupandrunningatanincrediblepace.

“TheSIListheonlyoneofitskind,”saidJeff.“BoeinghadbeenscheduledtovisittheJohnsonCityfacilitytheweekbeforethefloodandstartintegratingtheirsoftwareintheSIL.Thevisitwaspostponed,butnowjustweekslater,wearereadyfortheirvisitinacompletelynewfacility—it’sunbelievable.

“Settingupthelabsfromscratchwasabigchallengeaswell,butitgaveusanopportunitytosetthemupinamoreefficientandproductiveway,”saidJeff.“Matcowashereforabouttwoweeksworkingtheelectricalwiringtomakesurewewerereadytoreceivethestands.Wewerebusymarking10x10’cellswithbluetapeandcreatinga‘map’forwhereeachstandwouldsit.Forstandsthatwouldn’tfitintothebuildingelevators,wehiredatruckingcompanytohoistthemdownanunusedelevatorshaft.Therewereobstacleslikethisthatwedidn’texpect,butwe’verisentothechallenge.”

Asoftheendof2011,120of160largeOperationsteststandshavebeencompletelyrecovered,and81ofnearly112productionandaftermarketprogramsarebackonline.Engineeringhas48standsbackinuseandwillrecover90ofitsoriginal103stands.

One team

Ithinkweshouldbeproudofhowthisbusinessreachedouttoeachotherandtoitscommunity.Thisreinforcedsomethingwealreadyknew—what’simportantandwhatmakesthisbusinessisthepeople,notthebuilding.–Dan Gobel

Eveninthemidstofacatastrophe,billsmustbepaid.ThankstotheresourcefulnessandhardworkoftheJohnsonCityPayrollteam,employeesnevermissedapaycheck;butitwasnoeasytask.Teammembershadtoworkwithoutmanyoftheirnormaltools,butquicklyadaptedanddevelopednewprocesses.Despitemanydifficultpersonalcircumstances,localPayrollteammembers:BarbCrane,CindyRoma,DanKnudsen,JimVanHart,andKevinMcGuiganwereabletomakesureallJohnsonCityemployeeswerepaidontime.

“ByFridaymorning,weknewthesituationattheplantwasverybad,”saidDan.“Manyofouremployeeshadtodealwiththeirownpersonaldisastersathome,soitwasevenmoreimportantthatallofouremployeesgetpaidontimewithnointerruptions.”

Althoughtheteamhadadisasterrecoveryplan,it’dneverhadtouseit,andateverypoint,itranintohurdles.Itwashardworkandcommonsensethatpushedthemthroughtheobstacles.

“Itseemedlikealmosteveryautomatedpayrollprocesswehadinplacewasrenderedinoperable,”saidJimVanHart.“Everytimewethoughtwehadavariablefiguredout,therewasanothertwisttodealwith.Itbecameclearthatwehadtostepbackintimeanddothingstheold-fashionedway—manually.”

TheteamenlistedthehelpoftwopayrollspecialistsinFortWayne,andtediouslyenteredall1,300+JohnsonCityemployeetimesheetsoneatatime.

Aftertheflood,theHumanResourcesteamwasfacedwithmanychallenges:compensatingemployees;locatingemployeesanddeterminingwhowasavailableforwork;determiningwhichfunctionsneededadditionalresources;andhelpingdecipherthekindofimpactthefloodhadonemployees.

“Ourfirstandimmediateactionwastodiscussanddecideaboutcompensation,”saidMaryannJohnson.“Oncewedeterminedthatallemployeeswouldbepaid,weworkedoutthemechanicswithDanKnudsenandhisteamaswellasFinance.”

Thenextmajorchallengewouldbeidentifyingcriticalrolesforrecoveryanddecipherhowemployeescouldbeutilized—eveniftheroleswereoutsidetheirnormalfunction.

“Wewereabletofreeupfunctionalmanagerstofocuswhilewewereresponsiblefordeployingpeoplewheretheywereneeded,settingupschedulesforpeopletowork,andthenidentifyingthoseindividualsandgettingthemorientedfordifferentrolesthatwereavailable,”saidMaryann.“Weworkedveryeffectivelyatgettingthesepeoplebackin,andtriedtominimizeconfusionforemployeeswaitingtocomebackinsomecapacity.”

EachfunctionhadarepresentativewhoworkedwithHRstaff:RosemarySimpson,RobbieBerginandGennyEmbleton,toidentifyemployeeswhowereavailableaswellascriticalresourceneedstobefilled.Assignmentsthatbecameavailabledirectlysupportingbusinessrecoveryactivityweresourcedfirst.Approximately300peoplewereputthroughthelaborutilizationprocess.

Old-fashiOned cOmpensatiOn

sOurcing Our strength

“Wedivviedupthesiteemployeepopulationbydepartment,”saidBarbCrane.“Wealltookonaportionandbeganthelongprocessofhand-enteringtimeforeachindividualemployee.Wedidwhateverittooktogetitallin.Evenintothesecondweek,theemployeesat600MainStreetcouldnotgetonlinetoentertheirtime,soweloggedemployeenamesandtimeworkedonverylargesheetsofpaper.Itwasliketheolddayswhenweusedindividualtimesheets.”

Nomatterhowhardthetaskseemed—theteamfocusedonthesamegoal:‘Dotherightthingforouremployees.’“Everybodyfocusedonhowtosolveaprobleminsteadofgivingup,”saidJim.“Weallpitchedinanddidourpart.”

Thatteamspiritandtenacitypaidoff—within24hourstheyhadeverythingenteredandeverybodygotpaid.

Whileworkingtobringallemployeesbackinsomecapacityassoonaspossible,theHRstaffalsoassumedtheleadinhelpingemployeesmanagesomeofthestresstheymightbedealingwithduetotheirownpersonalsituations.

“Werealizedhowmuchstressouremployeeswerefacing,sowealsoaddressedthoseneedsbybringingaFEMArepresentativeonsite,anEmployeeAssistanceProgramcounselorcameinforanycoachingorguidanceouremployeesneeded,andweprovidedanumberofsmalleractivitiestobreakuplongdays,”saidMaryann.

Inthemidstoftherecoveryprocess,theHRteamhadtheaddedresponsibilityofensuringemployeesunderstoodtheirnewbenefitsenrollmentprocess,makingflushotsandothervaccinationsavailableandconvenientforemployees—allwhilegoingthroughtheSharedServicestransition.“Weweredefinitelyjugglingalotatonce,”saidMaryann.“Iamproudofallourteamwasabletoaccomplishduringthisdifficulttime.”

At the BAE Systems facility in Conklin, N.Y., resident employees were carefully watching river levels on Wednesday, Sept. 7, and when the Susquehanna river (which runs right past the facility) reached 18 feet over flood stage, they decided it was time to prepare the facility for a flood situation.

Dennis Kumpan had been through the 2006 flood in Conklin and drew on that experience: “After the 2006 flood, we knew what to do to make ourselves more mobile,” he said. “Around 1:30 p.m. we decided it wouldn’t hurt to start loading heavy equipment onto our four trucks and then drive them to higher ground. We were able to get about 80 percent moved out of the facility that night.”

Everything smaller and valuable was lifted, rolled and secured on the second-floor. In a little over eight hours, based on lessons learned from the previous flood, the employees had done everything they could to prepare. “Ironically, when the river came in, very little was lost except the forklift that was used to save everything else,” said Bob Devine.

On Sunday, Sept. 11, the city of Conklin began allowing businesses to reenter their locations and assess damages. Dennis arrived at 1 p.m. and immediately began clean up. “I didn’t have access to power washers, so I scraped the mud out the door,” he said. Later that day, Dennis was told that the trucks loaded with their equipment were needed at the Johnson City facility, so he and a crew of about three others, unloaded them and had them ready to go on Monday morning.

After three weeks of intense cleanup by the Conklin crew and some very dedicated Operations employees, the facility was back up and running.

“The employees at the Conklin facility assumed a leadership role without specifically being told to do so,” said Bob, “and by taking the initiative to move equipment offsite and securing whatever was left, not a single bit of hazardous material was released. Further, their actions prevented hundreds of thousands of dollars of losses to the company.”

cOnklin facility evades devastatiOn

Foracompanyknownforitstechnicalexpertiseandcapabilities,beingfacedwithlosingcomputers,applications,networksanddataforthousandsofBAESystemsemployeeswasprofound.ThisarticlechronicleshowtheITdepartmentwasabletorealize,recoverandrebuildaninfrastructurebeyondanycomprehension.

ToldbyPatShannonandDaveDeMars:

ItwasWednesday,Sept.7,at11:30p.m.whenwemadethedecisiontoturnoffpoweratthe600MainSt.facilityat3:30a.m.thenextmorning.Thatgaveusfourshorthourstoshuteverythingdown.ItwasabigdecisionandweimmediatelybeganexecutingdisasterrecoveryplansbyutilizingtheserversinNashuasothatcriticalapplicationswouldbeavailabletootherlegacyPSlocationsThursdaymorning.TheserversinNashuawouldhavetomirrorapplicationslikeOracle,WindchillandAutotimebecausetheywerealllocatedontheJohnsonCityservers.Weweresuccessful,andby8a.m.Thursdaymorning,legacyPSsiteswereabletocontinueoperatingandusingtheseapplications.

Beyondexecutingthatpartofourbusinesscontinuityplan,weknewthefirstactionshadtobegettingthecrisisteamupandrunningattheMatcolocationinVestal.Wehadtomakesuretheyhadaccesstophones,laptops,printers,Mifihotspots,etc.

ItwasFridayatMatcowhenwefirstsawthepictureofourbuildingsurroundedbyfloodwater,andonSaturdaywelearnedthatourserverroomhadtakenonatleast36inchesofstandingwater.Atthatpointwewerenolongertalkingaboutathree-to-five-dayoutage,andthatwewouldliterallybetreadinginunchartedwaters.

ItwasprobablySundaywhenwebeganthinkingofeverythingthatwaspotentiallygoneforgood.EventhoughNashua’sdatacenterandserverswereutilized,wehadtoconsiderthepossibilitythatallPCs,laptops,andourinternalserverswerelost—itwasoverwhelming,butwehadtomoveahead.DanGobelchargedITwithgettingenoughcapabilityonlinesoamajorityoftheworkforcecouldbebroughtbackwithinatwo-weekperiod.

Helpisontheway

OnMonday,Sept.12,weneededtostandupnewsystemsandserversattheNashuadatacenterbecauseitwasn’tfeasibletodoitlocally.Atthatpointwejustdidn’thaveenoughresourcesandcapabilitytomeetDan’schallenge,sowesecuredresourcesinNashuaandthegreaterEnterpriseTechnologyServices(ETS)organizationforassistance.Soonafter,about50extratechsupportpersonnelwereonsite,andabout120peoplewerehelpingusremotely.Wereallymarshaledresourcesthroughouttheorganizationfrombothapeopleandahardwareperspective.

Duetotheflood,anestimated2,400laptopsandPCswerelostinthebuilding.AmajorityofthecomputerswerePCs,butwitha“redo”duetothedisaster,weorderedamajorityofDelllaptopstoallowfor

amoremobileworkforce.Wehaveathree-yearcontractwithDell,andinthecontractthereisadisasterrecoveryclausewhichcutsstandarddeliverytimefrom15to3days.Evenso,whenidentifyingcriticalcomputerneeds,weknewthatevenwithitsgreatesteffort,Dellwouldn’tbeabletoprovideasmanycomputersasweneededasfastasweneededthem.Inordertomeetneeds,wereachedouttootherBAESystemslocationsandaskedforwhateverhardwareresourcestheycouldspare.Asshipmentsarrived,oursupportinHerndonandNashuawashelpingimagethePCsandgetthemtoouremployees.

Makingnewconnections

Webeganplanninghowtomeetobjectivesassoonasinformationonwherewewereheadedcametolight.WhenwefoundoutwewereheadedtotheHuroncampusinEndicott,N.Y.,webeganworkingnetworkconnectionsatthecampusaswellasgettingconnectionsupattheJohnsonCitysitewherebuildingrecoveryeffortswere

underway.Totacklethemany-facetedobjectivesIThadahead,wedecideditwasbesttocreatekeyleadsforeachmajorITobjective:networkconnections,infrastructures,andcriticalapplications.

GettingnetworkconnectivityupandrunningatanewcampusaswellasattheJohnsonCitysite’strailerswasnoeasytask.DonRepettoandDeepenPatelhadthechallengeofatwo-dayturnaroundatthefirstHuronlocationfromthedateweidentifiedthecampusasourtemporaryoffices.Theircrewsfacednetworkinginasmanyas

eightbuildingsand16floors—eachwithmany“nook-and-cranny”offices—aswellascableswhichhadbeencutbyaprevioustenant.Theyhadtocheckeveryphone,networkjack,andoutlettomakesuretheofficescouldaccommodatetheworkforce.

TherewasawholedifferentconnectivitycrewatJohnsonCity,ledbyDaveDeMars,makingsureemployeesatthatsitewereequippedtowork–eventhoughtherewasnopowerattheplant.JimmyGazda,DomenicRomeo,andJerryMacDonnellworkedtirelesslytogettheemployeesconnected,andmadesuretheycouldcontinuedoingbusinesswhileworkingrecoveryefforts.

Networkconnectionswerecertainlyacriticalstepingettingthebusinessbackonitsfeet,butthereweremanyotherlargehurdlestojump.Criticalapplicationshadtobeidentifiedandrecoveredassoonaspossible.RickBonzekwasthefocal

rebuilding infOrmatiOn technOlOgy

Inthe1980smostoftheinstalledcablingattheHuroncampuswaswhatisknownas“Type2”cabling.ItwasinitiallyinstalledforIBMTokenRingandco-axterminalaccess.ThereareadaptersthatcanbepurchasedwhichallowthissamecablingtobeusedforEthernetconnectivity.Opticalfiberconnectionsatthecampususespecialterminationscalled“biconicconnectors.”NojumpercableswiththeseterminationswereavailableattheHuroncampus,sotheyhadtobeorderedfromtheonlymanufacturerinthecountryinOriskany,N.Y.Togetthemintime,twoemployeesdrovetoOriskanytopickthemuponcetheywerefabricated.

unique needsforEngineeringapplicationsandbeganworkingcloselywithBobLavasseurfromEngineering,whowasthecommunicationsconduitandhelpeddeterminewhichapplicationsweremostcriticaltothebusiness.Rickwasinchargeofaverycomplexproblemandhissolutionformappingoutallofthenecessarystepstogettheapplicationsbackupandrunningwastocreatealarge“Post-it®”wallwithanoteforeachapplicationcomponent.Itwashiswayofvisuallysolvinganintricatepuzzleandidentifyingpriorities,measuringprogress,andexplainingstatustoothersonhisteamandanyoneelsewondering“wherewewereat.”

Colorfulpresence

Anotheressentialpieceafteremployees’computershadbeendistributedwasensuringtheappropriatesoftwarewasinstalled.Wesimplydidn’thaveenoughITstafftoaccomplisheverythingsimultaneously,soweutilizedthe“generallaborpool”setupbyHR,andsolicitedotherfunctionalemployeesto

help.Wegavethese“superusers”brightorangeshirtsandspecialaccountstoloadsoftware.Mostofthenon-ITemployeeshelpinghadsometechnicalskillsandwereabletoloadalotoftheEngineeringsoftware,whichcanbecomplicatedtoinstall.

Also,aswebeganutilizingspaceattheHuronoffices,therewerealotofITsupportissues.Wedecidedthebestsolutiontoaddressmanyofthesmall“pop-up”requestswouldbetosendITfolksoutinneonyellowshirtsidentifyingtheirexpertiseandaccessibilitytoemployeeswhowereencounteringtechnicaldifficulties.Wereceivedalotofpositivefeedbackregardingthisservice,andourstaffreallyhadasenseofprideandpurposewearingthoseshirts.

Reflections

Thereismuchworktodotryingtogetbackand/orrebuildadditionalsystemsandapplications,butaftermany100+hourweeksduringthecriticalrecoveryperiod,welookforwardtoit.We’vealllearnedalotaboutdisasterrecoveryandbusinesscontinuityplanning,andaregratefultohavelearnedtheselessonswithourteamandcolleagues.

—employeeswereinformingemployees.Weranwithit,andthatdaywebeganpostingmessagesfromleadership.”

AstheFacebookforumgreworganicallyandexponentially,CommunicationsstaffworkedwithITtosetupanintranetpagededicatedtotheJohnsonCityDisasterRecoveryeffortandbeganplanningmanyAllHandssessions.AllthreeofthesethingsbecamewaysforemployeestoreceivedirectinformationfromDanGobel.

“It’sabsolutelycriticalthatemployeeshearddirectlyfromDan,”saidLisaAlbiston.“Peoplehavetofeellikethereissomeoneinchargewhoknowswhathe’sdoingandistransparentaboutwhat’shappening.Danwasveryhonestwithemployees.Hewasasinvestedasanyoneelse,andwascommittedtodoingwhateverhecouldtohelpthebusinessandtheemployeesrecover.Hewasinitfromtheverybeginningworkingaroundtheclockandprovidingthatnecessaryleadership,guidance,andcommunicationstoemployeesandthemedia.

“OutofallthefeedbackI’vereceivedaboutcommunicationsduringtherecovery,whatemployeesappreciatedmostwerethosedailymessagesfromDan.”

Onceemployeesstartedcomingbacktowork—eitherattheJohnsonCityorEndicottlocation—theneedforcommunicationsskyrocketed.Theteamworkedfuriouslytosupporteffortsatbothlocations.Aspartofadailyevolvingbusiness,urgentinformationtokeepemployeesontrackbecamecriticalintheformsof:signage,emails,aweeklybrief,theFacebookforum,AllHandssessions,hotlinemessages,intranetupdates,andmore.

“IrememberfeelingsuchagreatsenseofresponsibilitytomakesureIwasdoingeverythingIcouldandusingeverycommunicationsvehicleIcouldthinkoftoensureemployeesweregettingtheinformationtheyneeded—Ithinkweallfeltthatway,”saidLisa

cOmmunicating during a crisisSomesaythatacompany’ssuccessisdirectlyrelatedtoitsabilitytoeffectivelycommunicate.Communicationwithemployees,leadership,community,customersandmediaareessentialtoensureeveryoneisonthesamepageandeverythingismovinginthesamedirection.Whendisasterstrikesandthatsynchronizationislost,Communications’jobistofindawaytogeteveryonebackinsync.

InJohnsonCity,communicationsoutreachstartedonWednesday,Sept.7,whenthefacilitywastobeevacuated.LisaAllenwasonsiteandinitiatedthedepartment’sCrisisCommunicationsplan:“IusedourCrisisCommunicationshandbook—ittoldmewhatIneededtodo.LisaAdamscontactedtheemployeesviaemail,andIcontactedthemedia.ThatnightwehadacoupleofTVstationsandoneradiospottellingemployeestheplantwouldnotbeopenthenextday,andthattheyshouldcallthehotlinenumberforupdatedinformation.”

Internallyfocused

OnThursday,Sept.8,LisaAlbistonbeganparticipatinginthecrisismanagementmeetingsandprovidingonsitecommunicationssupport.“InthefirstfewdayswewereabletodistributedailySendWordNownotificationsandemailmessages,andwealsorecordeddailymessagesontheemployeehotline,”shesaid.“WhenwelostaccesstoourhotlinewesecuredtheuseoftheNewHampshirehotline.Wealsoscheduledmorethan10AllHandssessionswithemployeesinthefirstweek,whichstartedwithamanagerbriefingthefirstSundayaftertheflood.Thesemeetingswerecriticalinoureffortstohelpemployeesunderstandthemagnitudeofourchallengesahead.”

Asemergencyresponseturnedintocrisismanagement,Communicationsstayedinstep,andwasinconstantcontactwithleadership.Oneoftheimmediatehurdlestoclearwasreachingasmanyemployeesaspossible.

“InmyfirstconversationwithDan(Gobel)atMatco,hewasconcernedabouthowweweregoingtocommunicatewithalloftheemployeesgiventhecircumstances,”saidLisaAdams.“ItoldhimIthoughtouremployeeshadalreadysolvedpartofthisdilemmaandweonlyneededtotakeadvantageofit.IhadbeeninvitedtojointheBAESystemsJohnsonCitypost-floodFacebookforumbyacoworker,andknewimmediatelythatitwouldworktopushoutcompanycommunications.EmployeeswerepostingandsearchingforinformationonFacebook,andtheywerefriendswithothercoworkers

Adams.

Externallyaligned

Employeecommunicationsweretoppriority;however,asalargeemployerinthearea,BAESystemsunderstoodthatitsowncrisisplayedintowhatwashappeninginthecommunityonalargerscale.Communicationsregardingthestateofthebusinessanditsfuturestatewerebeingdemandedbymediaandgovernmentofficials.TheCommunicationsteamwouldhavetoworkwithleadershipandbeginworkingtheexternalcommunicationsefforts.

“Thereisanumberonerulethatappliesespeciallyduringacrisis:youcannotnotcommunicate,”saidRichAshooh.“Bysayingnothing,youareinfactsendingaveryloudmessage—andthatmessageisthattheleadershipdoesn’tknowwhattosay.Itwasveryimportantthecompanybeproactiveandcommunicatebasedonfactsandwithclarity.

“It’sthejoboftheCommunicationsteamtobrushawaytheclutter.Thecompanyiswellawareit’sgotaleadershipresponsibilityinthecommunity,andit’sincumbentonustobeproactive.Wesentoutmediastatements,heldapressbriefing,andparticipatedinpublicsessions,andmadeourselvesavailabletowhoeverhadquestions.

“Ourcommunicationswerebuiltaroundthefactthatmanyinthecommunity—includinglocalpress—weredealingwiththiscrisisintheirpersonallives.”

Meetingtheneedsofeveryonewantinginformationfromthecompanywasadelicatebalancingactthatfewcouldbepreparedfor:“Shelby(Cohen)andKeith(Lewis)wereextremelyprofessionalandoutstanding—theyscheduledfourTVinterviewsinoneafternoon,”explainedRich.“Thiswasaveryhighlymatrixedenvironment,withalotofmovingparts.”

Tellingourstory

Communications’responsibilitiesextendbeyondsharinginformationwithcustomers.Partoftellingourstoryiscreatingimageryandmediawhichdocumenteventsandassistthebusiness.Whenwelookatwhoweareandwhatwe’veaccomplished,nothingisasimpactfulastheaudio/visualelementswhichhighlightthem.Duringtheflood,mostofthephotos,audiofiles,andvideosloadedonexternaldrives,computerharddrivesoranyothermediawithinthe

JohnsonCityfacilitywerelost.

TedEwanowandErnieMauroweretwoofthefirst30employeesinthebuildingaftertheflood.Theirpurposefromthestartwastohelpdocumentthedevastationfrominsidethefacilityandtrytoreclaimanyusablemedia.TheCreativeServicesteamquicklydiscoveredithadlostallofitscomputersloadedwithsophisticatedgraphicssoftware,photos,andvideofiles.

Eventhoughtheteamhadlostitscomputersandmostofitsvideoandaudioequipmentwasdestroyedinthefloodwaters,projectdeadlinesdidnotretreat.Tradeshowgraphics,productvideoandphotos,andfacilityvideographyandphotographyremainedonthetopprioritylistforboththerecoveryeffortandcontinuingbusinessefforts.

“Weweredefinitelyhandicappedwithoutourequipment,butwefoundwaystomakeitwork,”saidTed.“Thefast-trackonsitesupportteaminJohnsonCitywasgreatintermsofgettingustheequipmentweneededtomoveforward.Wearebeginningtobuildanddocumentournextchapternow.”

“Ithinkwedidthingstohelpmakepeoplefeelreallyproudoftheireffortsandthework—likethefloodvideo—weproducedthatvideointwodays,”saidLisaAlbiston.“That’sanunprecedentedturnaroundonavideo,andIthinkitreallyhelpedmakeeveryonefeellikewhattheyaccomplishedwastrulyamazing.Itreallyhelpededucatetherestofthecompanyaboutthisdisasterandthepeoplewhodidoutstandingthingstorecoveritfromtheworstdisaster BAESystemshaseverseen.

“Thespeedinwhichwewereabletopushoutcommunicationsandfulfillcommunicationsrequestswasunreal.Wewereworkingaroundtheclockforawhile,andpushingthingsoutthatwouldnormallytakemonths,weweredoinginamatterofhours.”

Iamverypleasedwiththeamountofcommunicationthathasoccurredsincetheflood.Thecommunicationsareinformative,upliftingandappeartobeprovidingcurrentinformation.–Robin Guth

EventhoughmanyBAESystemsemployeeshadbeenpersonallyimpactedbyflooding,theywereabletochanneltheireffortsandenergytobenefittheircommunity.Togethertheyprovedthatindividualactsofcharitycanmakeanenormousimpact,especiallywhenunitedtogether,andthatnoactofkindnessissmall.

OnFriday,Sept.9,afterseveralpicturesshowingpartsoftheWestoverplantunderwaterwerepostedonFacebook,JohnsonCityemployeePeteChadydecidedtocreatetheBAESystemsJohnsonCitypost-floodemployeeforum.Itwouldbeclosedtothepublic(meaningyouhadtobeinvitedtojoin),andaplaceforcoworkerstocommunicate.Hehadnoideahowfastitwouldtakeofforhowpowerfulatoolitwouldbecome.

“Sincenewscoveragewassogeneral,andmostofthedetailed

informationabouttheplantwascomingfromrandompostsonFacebook,itoccurredtomethatifwecreatedaFacebookgroup,thenlotsofBAESystemspeople(Facebookfriendsornot)couldsharedatawiththewholegroup,andwecouldgathertheinformationinoneplaceforeveryonetosee,”saidPete.

EmployeeandvolunteercoordinatorBridgetteSchroederhadalreadybegunrequestingassistanceforacoworker—MaryTesar—onherownFacebookpage.“ThefirstdayIpleadedwithpeopletohelpatMaryTesar’shouse.Ithinkwehad25peopleshowup,butthenPhilBarbeehelpedcreateaneventinvitationontheemployeeFacebookforumforthenextday,andover40peopleshoweduptohelp—that’swhenwerealizedhowpowerfultheforumcouldbeintermsoforganizingourefforts.”

IfrequentlyworeaBAESystemsshirtthefirstfewweeksaftertheflood.PeopleIdidn’tknowwouldstopmeandaskhowweweredoing,showingrealconcern.–Debbie Saucke

emplOyees helping emplOyees fund Aweekafterdevastatingfloodwatersimpacted BAESystems’JohnsonCitysiteandmanyofitsemployees,BAESystems,Inc.launchedtheEmployeesHelpingEmployeesfundonSept.14.Thefundallowedemployeestohelpeachotherintimesofneedandcrisis.Thecompanymatcheddonationsdollarfordollar;subsequentlydoublingdonationsandincreasingpotentialaid.TheUnitedWaywasthethird-partydecisionmakerandmonetarydistributorasapplicationswerereceived.

fund statistics sept. 14 – dec. 31:•Includingcorporatematches,thefundreachedover$183,000

•45JohnsonCityemployeesweregrantedfinancialassistance

leading bae systems vOlunteer effOrts

WhileBAESystemswasworkingmassiverecoveryefforts,manyemployeeswereleftnotknowingwhenorwheretheymightreturntowork.Neitherthatnoranypersonaldilemmasceasedvolunteerefforts.

“Ihadminorfloodinginmybasement,anditseemedmajortomeatfirst,”saidKhaledAhmed,employeeandvolunteercoordinator.“Iwasdealingwithmyownproblemsandwasnotworking,soIcouldhavetakensometimeoff.ButwhenIvolunteeredthatfirstdayIwasreallymoved,andrealizedthathelpingothersiswhatIshouldbedoing.IfeltlikeitwasmymissiontomakethebiggestimpactIcould.”

ItwasthenthatKhaledtookaleadrolecoordinatingthevolunteerefforts.Khaled,BridgetteandDebMulfordusedtheforumtocollectinformationregardingwhichemployeeswereaffectedandwhoneededthemosthelp.Theywouldcreatevolunteereventsandcoordinatesuppliesandstrategiesforhowtomakethemostofeachday.Betweencleaningouthomesandcoordinatingthenextday’splans,theirdayswerelongandexhausting.

“Itseemedtome,themoredevastationthatwaswitnessed,thestrongerthemotivationtohelp,”saidDeb.“IwitnessedcountlessactsofrandomkindnessbydozensofBAESystemsemployees.Mostimpressivetomewerethoseemployeeswho,thoughnotcalledbacktowork,continuedtirelesslyfordaysinarowcleaningupfloodedhomes.”

“Iputin16hoursadaymostofthefirsttwoweeks,”saidKhaled.“Manyofusdid.Wewouldassistinhomesallday,spendallnightworkinglogisticsforthenextday’sefforts,andthenwe’dbebackupearlythenextmorningtodoitalloveragain.Tobeeffective,thereneededtobethatkindofleadership—someonehadtogivedirection.OurmissionwastohelpourBAESystems‘family’first,andthenwhoeverelsewecould.”

Thatmissionwasdefinitelyfeltthroughoutthecommunityasthevolunteerarmyconsistingofatleast150uniqueemployees(manyalsobroughtfriendsandfamily),assistedatover60homesin10days.

“Wedon’tknowtheendofouractions,whichisthegreatnessofhumanity,”saidKhaled.“Ibelieveouractionsmayhaveinfluencedmanyotherstodothesame,andthatisbeyondgratifying.”

AftertouringtheJohnsonCityfacilityonSept.10,butbeforeknowinghowmuchtestequipment,hardware,etc.couldbesaved,leadershipdeterminedthebusinessshouldcomebackonlinewithin12weeks.Itwasastretchgoal,butonethatprovidedmotivationandsomethingtocommunicatetocustomers.

“Mymainconcernafterseeingthebuildingwasthetimeitwasgoingtotaketorecover,andtheimpactitwouldhaveonourcustomersandtheircustomers,”saidJimGarceau.“Moreandmorecompaniesarerelyingonreal-timesupport,andkeepinglowinventory—Iwasworrieditmightaffectourabilitytosupportthem.”

ButwhenJimsentouthisfirstcommunicationtosenior-levelcustomers,hereceivedallpositivesupport.“Ididn’treceiveoneresponseindicatingconcernaboutcustomers’programsorproducts,”saidJim.“Everyonecamebackwiththesentimentof‘Howcanwehelp?’‘We’rethinkingoftheBAESystemsteam,’andsoon.Theyallshowedtremendouscompassion.

“Thesupportwereceivedrevealsthefundamentalfoundationofourrelationshipswiththem.Ourtrackrecordofperformingatahighleveltimeaftertime,eventhroughdifficultissues,hasledtoagreatdealoftrustandconfidenceinourabilitytobounceback.”

OncecustomerswereabletoseepicturesofhowthefloodwatershadimpactedtheJohnsonCityfacility,therewasalevelofunderstandingthatwordscouldn’thavedescribed.“ThefirsttimeIwasabletosharepictures,Iactuallyheardgasps,”saidJim.“Itwasimportantthattheyallunderstoodthemagnitudeoftheimpact,andinthelongrun,Ithinkshowingtheimageshelpedourplanningandmitigationstrategies.”

custOmer suppOrtIhadmycustomerfromBoeingcallmetheweekafterthefloodtoaskhowweweredoing.IstartedreassuringhimthatwewouldbeabletorecovertheprogramandcontinueprovidingBoeingwithflightcontrolsystems,butheinterruptedmemidstreamandsaid,“No,thisisn’taBoeing-BAEquestion,it’sahumanbeingquestion.”Hewentontosay,“Icancomeuptherethisweekendandwouldliketohelpthepeopleinthecommunityrecoverfromthedisaster,letmeknowwhototalktoandhowIcanhelp.” Wereallyworkwithsomegreatcustomers.–Mike Misner

OnMonday,Sept.5,ItraveledtoYuma,Arizona,forflighttestingontheBrownoutLandingAidSystemTechnology(BLAST)program.AfterthefloodingbeganonWednesday,IwatchedeventsunfoldviaPressConnects.com,phonecalls,andFacebookpostsoffamilyandneighbors.

MywifeDawnwasevacuatedfromourhomeinJohnsonCityonThursdaymorningat2a.m.andspentthenightatJohnsonCityHighSchool.Iwantedtoreturnhomeimmediately,butsheassuredmethatitwasbettertostayforthetimebeing.Westilldidn’tknowwhenwecouldgetaccesstothehouse,andIatleasthadfoodandshelterarranged.

IarrivedinBinghamtononSundayevening,Sept.11.OnMonday,Igotmyfirstlookatourhome,whichhadfloodedtheunfinishedbasementwithininchesofthefirstfloorjoists.Thereweremultiplesinkholesonbothsidesofthehouse,wherewateranddirthadbrokenthroughthebasementfloorandbeneaththewalls,andcausedshiftsinthefoundation.

WehadhelpfromaBAESystemscrew,alongwithotherfriendsandfamily,withunloadingourbelongingsfromthebasement.Wewerenotabletostayinthehouseinitiallyduetothelossofutilitiesandthedamagethatwassustained.Somanyofmyfriendsandcoworkershelpedus.AdamBarnardverygenerouslyprovidedtheuseofanavailableapartment,andFrancoDiRosa,TimLabosky,BillMeyers,andMikeMisnerprovidedanddeliveredtemporaryfurnishingsfortheapartment.

Thankyoutoeveryonewhocameandhelpedus–youknowwhoyouare.

steve luOma’s stOry

In the first few days after the flood, many BAE Systems employees tried to help wherever they could. It didn’t matter to most whether they would be assisting business recovery efforts or their coworkers and community; although sometimes resources were limited. Electricity — a luxury sometimes taken for granted — was not available in areas where it would be most valuable. As luck would have it, BAE Systems had a High Mobility Multi-Wheeled Vehicle (HMMWV) equipped with its power management system nearby.

“It started when I was asked to look into using the HMMWV in our surrounding neighborhoods devastated by flooding and without power,” said Dave Adamiak. “I immediately called Yesh Premkumar and Dan Frauenhofer to locate the vehicle and decipher if it would be possible to use — did we have the right gear.

“A problem we ran into was that some of the power connections we would have used on the HMMWV were actually lost in the flood, but we had what we needed to make it work. Based on the power we knew we could pull from the system, we went and purchased three shop vacs and three electric power washers. We were able to power the shop vacs, power washers, and home sump pumps as well.”

The HMMWV’s first day on the job was Sunday, Sept. 11, and it showed up every day for the first couple of weeks. Every morning, the HMMWV would show up at the volunteer meeting spot gassed up and ready to go out and help.

“It’s the same ingenuity and drive that helped create the technology on the HMMWV that our employees tapped into to help their coworkers and neighbors. Whatever they apply themselves to, they do it with heart — they’re all in.”

hmmwv pOwers thrOugh neighbOrhOOds tO help

WeliveoutontheriverbankinApalachin,andhavetokeepaclosewatchduringheavyrainstoknowhowfastthewater’srising.WealsolistentothenewsandwatchthereportedwaterlevelsinVestalandBinghamton,soIknowwhentheysaythewaterwillbecrestingat30feet,itwillbehigherinApalachinandwehavetogetmoving.OnWednesday,Sept.7,wewatchedthewaterrisequickly—afooteveryhourorhour-and-a-half.Weknewitwasgoingtohappen.

Becausethiswasthethirdtimeinsixyearswe’veenduredflooding,Iwastiredandthought‘Ican’tdothisagain.’Igothomefromworkandsatdown,turnedonthenews,andresolvedthatthistimeIwasnotgoingtofightthewaters—I’dletthemcomein.Butmysonwholivesabouttwomilesawayfromuscameovertothehousewithagoodfriendofmineandsaid‘Dad,you’vegottogetup;you’vegottomove.’Aftersomeconvincing,weallstartedpullingthingsoutofthebasementandfillinghistruckwithsomefurnitureandmyvaluableelectronics.Intheend,thoseitemsweretheonlythingsleftundamaged.

At9p.m.thatnightwewerealreadyrunningongeneratorpower.Weturnedoffthegenerator,switchedthemainpowerbreakertooffandleftourhomewiththehopewe

wouldbebackinafewdays.Weknewthatwehadaboutacoupleofhoursuntilthewater,ifitcontinuedcoming,wouldenterthehouse.Weleftwithafriendwhohadahomelargeenoughtohousemyfamilyaswellashis.

Aroundmidnight,oursoncamebacktothehousejustasthewatercrestedandstartedtooverflowthebank.Thenextday,itturnsoutwegotover12.5feetoffloodwaterinourhome—whateverwasleftonthelowerlevelandbelow36inchesonthesecondfloorwouldbeunsalvageable.

Wecouldn’tgetbacktothehouseforalmostaweekbecausetheentireareawasflooded.Theywouldn’tletusin,andtherewasnowaneight-acrelakewhichhadtorecedebeforeanyonecouldevengetdownourdriveway.Whenwewereabletogettothehouse,westillhadabout4.5feetofstandingwaterinourlowerlevel.Iknewthatwewouldn’tbeabletoliveinthathouseagainwhenIsawthatthegeneratorwasunderwater,becausethenIknewthatthewaterhaddefinitelyreachedthesecondfloor.Iestimateitwouldhavecostusinexcessof$200,000justtorebuildthehouse.Afterthe2006flood,wehadspentasignificantamountjusttoredothefirstfloor,andwedidn’tknowifitwouldfloodagain.

bObby wells’ stOry

I’mfortunate;IlikemyjobandthepeopleIworkwith.They’veliftedmebackupandputmyfeetbackontherighttrail.They’vehelpedmepersonallywithclothingorwhateverweneeded.TherewasevenacoworkerofmineinFortWaynewhowasgoingtotakeoffworktocomehelpme.Hesentclothesandtoystomytwoyoungerkidstotryandmakethingsalittlebetterforthem.Severalpeoplehavehelpedmewheretheycanwithfoodandgasmoney,butitisn’ttheamountthat’simportant—it’sthegenerositythey’veshownme.Theycaredenoughaboutmeandmyfamilytohelpusout.EverytimeIthinkaboutwhatI’vebeengiven,ittouchesmedeeply.

WhenwereceivedassistancefromtheEmployeesHelpingEmployeesfund,italsobroughtmetotears.Withthatmoneywewereabletogooutandgetbedsaftersleepingonanairmattressforsomanyweeks.Ihaveabadback,andhadbeeninpainforalongtime—gettingthatassistancewassuchablessing.

ThankyoutoeveryoneatBAESystemswhohasmademycareersoenjoyable,andthelastcoupleofmonthstolerable.It’sjustamazingthattheywouldgiveuptheirtime,theirenergy,theirbacks,andtheirbodiesforpeopletheydon’tevenknow.

In2006whenourhousetookonaboutsixinches,FEMAgaveussomefinancialassistance;however,wewerewarnedthatifwedidn’tgetfloodinsurance,wewouldn’tbeassistedagainiftherewaseveranotherflood.Myhusband,Rick,andIlookedintogettingfloodinsurancebutitwassoexpensive.Wefiguredwe’dneverseeanythinglikethatagainsowedidn’tgetit—manyofourneighborsmadethesamechoice.

OnWednesday,Sept.7,RickandIwereonvacationatthelake.WedecideditwastimetocomehomeafterwelearnedthattheChenangoriverfloodgaugehadgoneoveritslimit.Wewereonourwayhomeinthepouringrainandgettingcallsfromtheneighborstellingusthatmygrandmother,wholivednextdoor,wasbeingevacuated.

ThatnightwhenRickandIgothome,weimmediatelybeganliftingeverythingoffthefloortothelevelsofthe2006flood,anddideverythingwecouldtomakesurewewouldn’thavesomuchdamagethistimearound.Wedidn’tdoanythingonourupper-level,whichisafewstepsabovethefirstlevel,becausewedidn’tthinkthewaterwouldevergetthathigh.Wewereexhaustedandwenttobed.AtsomepointthatnextmorningIrolledoverinbedandmyhandhittheChenangoRiver.Rickjumpedup,andhewasstandinginknee-deepwater.Wegrabbedaneggcrate,ourcats,crackers,water,etc.andwentupintotheattic.WestayedintheatticuntiltheairboatcameforusonThursday.

OnFriday,myfriendBridgette(Schroeder)calledandaskedifsheandsomecoworkerscouldcomehelpus.Itoldherthatthewaterwasstilloverheadlevel,butassoonasitcamedownwe’dlovethehelp.OnSaturday,thewaterwasfinallydownenoughforustobeginworking.Rickwastryingtosopupwaterwithcarpetandrugs,andrealizeditwouldbeimpossibletodoonourownwithtwohouses,agarageandashed.

Bridgetteshowedupwithfourothersat10a.m.onSaturday;andthenalittlewhilelater,morecarsofpeopleshoweduptohelp.Theyarrivedwithcleaningsupplies,shopvacs,towels,masks,andmore.IthinkonSaturdaytherewere25peoplehere,andonSundaytherewerearound40—itwasallduetotheBAESystemsFacebookforum.

Whilethe‘BAEAngels’workedonourproperties,theysawthatourneighbor,anelderlyladyacrossthestreet,neededhelpaswell.Andsointhosetwodays,ourBAEfamilyguttedourhouse,mygrandmother’shouse,andmyneighbor’shouse.Theysetupcleaningstations,andtookoutwhatevergarbagetherewas.Itwasjustthemostamazingthing.

MyhusbandandIhavebeenmoreoverwhelmedwiththekindnessandsupportwereceivedfrommycoworkersthantheflooditself.Wecannotthankeveryoneenough,andwearetrulygrateful.EvenmybosstoldmetotakeasmuchtimeasIneededtogetmylifeinorderfirst,myjobcouldwait.Althoughit’sbeenalongroadandwehavealongwaytogo,Iwasbeyondexcitedtogetbacktoworkwithmywonderfulcoworkersandfriends.

mary tesar’s stOry

Ididn’teventhinkIknewMary,butloandbehold,wewere“parkinglotbuddies;”walkingbackandforthfromlot5manymorningsandevenings.We’vehadnumerousconversationsovertheyears,andsaidhellotoeachotherinthehallways,butneverkneweachother’sname… –Deb Mulford

TheWestoverplantinJohnsonCitywasbuiltfortheAirForcein1942on27+acres.ItwasknownasPlant#59,wherepropellerbladesforfighters,bombers,andairtransportswereproducedonsite.Becausethefacilitywasbuiltduringthewarwhensteelwasatapremium,itwasbuiltasawoodenstructure—oneofthelargestinNorthAmerica.

Afterthewar,whenitsneedsforpropellerbladesslowed,theAirForcedecidedtoleasethefacilityratherthansellthebuilding.

Occupantsofthebuildingoverthe last58yearsinclude:

RemingtonRand 1942–1946 GeneralElectric 1948–1990 MartinMarietta 1990–1993 LockheedMartin 1993–2000 BAESystems 2000–2011

histOrical facility’s future is left uncertain after flOOding

OnNov.1,2011,eightweeksaftertheflood,BAESystemsannouncedithaddecideditwouldnotrebuildat600MainSt.,JohnsonCity,N.Y.Afterahighlycomplexassessmentandevaluation,thebusinessdecideditwouldbebesttopursueotherlocations.TheAirForcewouldhavetodecidewhatwouldbecomeofthebuilding.

Thedecisionwasadifficultone,andonethatwasemotionalformanyemployees.Manyhadseenthebusinesssignoutfrontchangethroughouttheyearsandpersistedwiththechanges,andalsomanywhosefamilyhadworkedthereforyearsaswell.

Our future begins nOw.

Our future is yOu.