MASTERPIECE POISED FOR GROWTH BUILDING THE BENCH · our business results improved significantly,...

VOLUME 20AUGUST 2017

BUILDING THE BENCH

Turning up the HEAT on our most important

resource

THE WAYS WE GIVE

POISED FOR GROWTH

PAINTING THE NEXT MASTERPIECE

PRECISION MUNITIONS

BUSINESS DEVELOPMENT’S GROWTH LEADER

DEVELOPMENT PROGRAM

HOW YOUR DONATIONS MAKE

A DIFFERENCE

We take a glimpse into the future of Quality at Electronic Systems (ES)

Someday, in a conference room not too far away…How nice it is to hear the words from one of our major customers, “The top

supplier of the year award for 2020 goes to BAE Systems! BAE Systems has achieved zero ship defects, delivering defect free products for the second year in a row!” All the work of the past few years is really paying off, so I thought it would be a good time to reflect on how we got here and thank you for all that you have done for Electronic Systems since we started on this journey.

Back in 2016, we were not performing consistently across the business. Some programs and sites performed better than others, but we were shipping defects to some of our customers from every site. The ES leadership team developed the plan to Achieve Operational Excellence (AOE). AOE still has the original six strategic actions it had back then, with each of them contributing to the delivery of defect free products to our customers year-round.

Through the Zero Defect strategic action, everyone understood what the defects were, where these

defects occurred, and focused on understanding and removing their root causes. It became clear to all that we had defects from our suppliers (buy defects), defects we created ourselves (make defects), and defects we delivered to our customers unintentionally (ship defects). The Lean Six Sigma revival provided us with tools to both prevent and eliminate these defects, and also eliminate a great deal of frustration for our people.

We have become a fact-based business. It was interesting how this happened. We learned some

important lessons about how to prioritize across the trio of Quality, Delivery, and Cost:

• When we made speed (delivery) or minimizing spending (cost) the primary

focus, it led to taking risks, and shortcuts. Eventually these issues always surfaced and hurt our missions for our customers, our business, and our people who had to work heroically on recovery actions. We spent a lot more money and time than we planned. We had to do things two (or more) times before we could ship. • When we made the primary focus getting things right as quickly as we can (quality), everything got better. Our customers were happy with defect-free

products, our people were less stressed, we spent less money and time, and our business results improved significantly, and they were already pretty good at the time!

• We learned the fastest way to get things right was to be Mistake-proof, i.e., don’t create a defect to begin with. Where we couldn’t be 100 percent mistake proof, we focused on creating significant design and process Margins and saw first-pass yields dramatically improve. These two methods became known as the Quality M&Ms. That is how the tradition began of handing out actual m&m’s® “on the spot” to recognize someone who embraced quality and prevention as the way we do things at ES. Through our Partner 2 Win strategic action, we took the same

winning approach to quality to those suppliers that needed to improve. Those that did achieve Zero Defects were rewarded with more business, some of which came from those who would not embrace the new way despite our best efforts to help.

Our Ramp 2 Rate strategic action improved our utilization of existing capacity across our sites, expanded manufacturing and supply chain capacity and improved manufacturing capability -through technology insertions, improved product flow, and the creation of pilot lines which have accelerated production transitions.

Engineering took ownership of the final product, through the, “Own the Product, not Just the Design,” strategic action. It designed defects out of products by mistake-proofing how designs got built where ever possible and maximizing manufacturing yields where we could not ensure perfection. The same approach was applied to achieve repeatable and reliable test equipment through our “Product Yield = Test Yield” strategic action of AOE. Finally, since 2017, program managers for existing and new programs planned and funded prevention activities such as First Article Inspections, Product Production Validations, and other proactive measures to halt the creation of defects. Through this Plan 4 Prevention strategic action and performance on all the others, it’s no surprise both our customers and ES are living happily ever after. The End.

Will that really be “the end” in 2021? Not quite. Even then, we will need to stay vigilant in our commitment to Zero Defect quality so we can ably serve our missions for our customers.

As for 2017, kudos to all of you; I am proud to be a part of such a talented and committed workforce striving to achieve zero Ship defects – what a concrete way to show our customers, from service men and women to those who travel the world, that we are committed to our missions, “We Protect Those Who Protect Us®” and “We Innovate for those who Move the World™!”

Enjoy some Quality M&Ms, you’ve earned them!

Mike Lewis Vice President, Quality

Over the past year, we have seen a visible shift in people at all levels taking accountability for the quality of their work, positioning us for a better future. With this in mind, I want to share with you a plausible story about that future, based on the great strides we have made across ES already. When we refer to defects below, we mean mistakes made as we or our suppliers conduct work i.e., Make or Buy defects. The Make and Buy defects/mistakes that go undetected and reach a customer are called Ship defects.

Electronic Systems Pulse

2 • Electronic Systems Pulse

The Beacon

www.baesystems.com/pulse

Table of Contents • 3

Contents

Explore available digital formats: intranet.ent.baesystems.com/

DisclaimerThe publishers, authors and printers cannot accept liability for any errors or omissions. Electronic Systems Pulse is produced by BAE Systems corporate and business unit internal communications teams. Editor, Shelby Cohen, lead, Sector publications and media. Please send any comments and feedback to [email protected] or leave a message on (607) 770 3783. Email: [email protected] Articles or opinions expressed in this publication may not reflect company policy. All rights reserved. On no account may any part of this publication be reproduced in any form without the written permission of the copyright holder, application for which should be made to [email protected]. Designed and produced by BAE Systems Electronic Systems Creative Services http//www.baesystems.com/es© BAE Systems 2017.

Inside this Edition: Electronic Systems Pulse highlights the innovation of BAE Systems Electronic Systems sector’s employees across the globe, the company’s initiatives to make ES a great workplace and its employees’ dedication to their local communities.

On the cover: How Talent Acquisition is Turning Up the HEAT on hiring in 2017.

Cover image by Vincent Ardizoni.

You can follow BAE Systems’ program milestones and other events in real-time by following or liking the company’s social media sites below:www.facebook.com/baesystemsincwww.twitter.com/baesystemsincwww.youtube.com/baeupcomingwww.flickr.com/baesystemsincwww.linkedin.com/company/bae-systems@baesystemsinc

Follow BAE Systems on social media

For more information on Electronic Systems, contact Paul Roberts, Manager, External Engagement. E-mail: [email protected]

As our company continuously improves, our intention is that this newsletter will as well. If you have a story idea or suggestion for the newsletter, please contact an ES Communications representative or Pulse’s editor, Shelby Cohen, at [email protected].

© BAE Systems Information and Electronic Systems Integration Inc., BAE Systems Controls Inc., BAE Systems (Operations) Ltd. 2017 All rights Reserved

Page 18CommunityThe ways we give

Page 16Breaking the mold

Page 14The road to all-electric

Page 4Lessons from the flight line

Page 10On the BeatBuilding the bench

Page 8 Poised for growth

Page 6 Painting the next Masterpiece


4 • In the Key Markets

The F-35 Lightning II is the world’s most-flexible, technologically sophisticated, multi-role fighter ever built. It’s only fitting that the jet’s assembly is as complicated as the plane itself, with more than 300,000 individual parts coming together from more than 1,400 suppliers to complete its production.

As a major partner to prime contractor Lockheed Martin, BAE Systems’ Electronic Systems (ES) employees were given a unique opportunity to visit the F-35 flight line in Fort Worth, Texas. After seeing their work in action, employees shared what they learned with teams back in New Hampshire to improve our company’s customer experience.

For Eileen McGough, contracts assistant for the F-35 program, the flight line visit underscored how important BAE Systems’ vigilance on Achieving Operational Excellence (AOE) is to the program’s success.

“One of the strategic actions of AOE is Zero Defects, and Lockheed Martin emphasized how items such as foreign object debris (FOD)

make a big difference in production. Before you step foot in its factory, everyone goes through FOD training,” said McGough. “They are so serious about it that if you couldn’t get your wedding ring off, you weren’t allowed near the plane.”

With training complete, employees toured several stations of the fighter’s production line. Eric Walther-Grant, F-35 production engineer, related the station process to a favorite childhood toy.

“The simplest analogy for the build process is Legos – they have thousands of supplier pieces and it’s a modular process to fit it all together,” said Walther-Grant. “The issues the company deals with on a day-to-day basis are very different from our factory concerns. Lockheed Martin relies so heavily on suppliers like Electronic Systems to get it right and keep its line running.”

With the program transitioning from low-rate initial production (LRIP) to full-rate production, keeping the line running will be critical to achieve the F-35 program’s ramp to rate.

LESSONS FROM THE FLIGHT LINE By Megan Murphy and Nicole Gable, Communications, Nashua, New Hampshire


In the Key Markets • 5

“At the flight line, there are planes everywhere and you realize how real the ramp is,” said Terri Coburn, F-35 program control analyst. “Right now, a plane stays at a station for five days. By the end of the year, it has to come down to three.”

For Greg Cordier, F-35 test engineer, the visit to the flight line drove home how his job at BAE Systems relates to the bigger picture.

“At ES, we build these electronic modules and some days it’s hard to see how your job connects to the jet. Being at the flight line, watching the assembly and actually getting to see an F-35 fly, you realize that jet one day is going to be in a war zone and someone’s life is going to depend on it,” said Cordier. “Seeing our parts installed on the aircraft, it drove home how important it is that our systems work and that we get them to our customers on time.”

F-35 FAST FACTS• The F-35 has 15 layers of skin coating that

absorb radar waves – preventing them from bouncing back to enemy radar screens

• Engine intake and exhausts are carefully designed to prevent detection from heat seeking missiles, which lock onto the hot tailpipes of conventional aircraft

• The fighter can carry 13,000 pounds of weapons externally, or 5,400 pounds internally

• The F-35’s computer technology is so sophisticated it can identify types of planes and nationality and recommend weapons to deploy

• The F-35’s advanced electronic warfare systems can identify, in detail, friend from foe, jam enemy assets, and provide an electronic shield to cloak friendly forces

• Want your chance to get up-close and personal with the F-35? Check out the release of “Aircraft Carrier: Guardians of the Sea” coming soon to an IMAX theater near you

LESSONS FROM THE FLIGHT LINE

Like gliding a paintbrush across an empty canvas, the possibilities were endless.

With no lines within which to color, BAE Systems’ Electronic Systems (ES) put paint to brush and came up with a design that no one saw coming: a mid-body guidance kit that fit neatly between the warhead and motor of a Hydra rocket called the Advanced Precision Kill Weapon System (APKWS™) laser-guided rocket.

The design made the Hydra rocket one of the most precise guided munitions on the market today. Now ES is ready to paint its next masterpiece, developing the next wave of guidance kits that will add precision to a range of existing munitions - only this time, it won’t stop at one munition.

“With all our capabilities, we have the ability to take the whole mission,” said David Harrold, Business Development director for Survivability, Targeting & Sensing Solutions. “We have a history of developing disruptive technology.”

ES is no stranger to adding guidance to munitions, with more than 35 years of

experience. It has built a legacy with programs such as Terminal High Altitude Area Defense (THAAD) and Long Range Anti-Ship Missile (LRASM).

The APKWS rocket builds on that legacy, as the most affordable and precise weapon in its class. That combination is one BAE Systems is hoping to mimic as it takes the next step in developing new guidance technology for today’s munitions.

“We have the disruptive technology to change the game,” said Harrold. “APKWS is a prime example. That design was disruptive because no one else had one like it.”

The business hit the mark last year with its selection to begin development on a solution for the U.S. Army’s Precision Guidance Kit II (PGK) program. Since then, it has added to that success, developing units for the High Explosive Guided Mortar (HEGM) program for the U.S. Army.

“We are a real player in this market,” said Dave Richards, program manager for Survivability, Targeting & Sensing Solutions.

“There is competition here, but we are well positioned for that.”

Today’s soldiers need to accurately engage targets at greater ranges without giving away their position. At the same time, they need guided projectiles that operate in GPS-denied environments. Too expensive to miss, these munitions need to hit their intended target the first time. It also helps if they can easily integrate and network with one another.

“What the customer doesn’t want is a different quiver for every arrow,” said Harrold. “It needs to be modular and scalable – that’s what they’re asking for.”

From rockets to mortars, ES is aiming to meet these needs with solutions that strike intended targets at a price its customers can afford. One thing is for sure, ES isn’t afraid of an empty canvas.

“We started with a blank sheet of paper with APKWS and met the capability,” said Richards. “We are looking to remain that value leader - we think that’s a match in this market.”



By Anthony DeAngelis, Communications, Merrimack, NH

Painting the next masterpiece




Painting the next masterpiece



Poised forGROWTH

By Ali Flewelling, Communications, Hudson, New Hampshire



GROWTH

To align with the needs of Electronic Systems’ six business areas, select employees are trained to become capture team leaders. As new business opportunities arise for the sector, these individuals maintain and develop relationships with customers and execute program wins.

While BAE Systems’ Electronic Systems sector has many leadership development opportunities, the Growth Leader Development (GLD) program is perhaps one of the most unique. The 18-month program was created by Business Development’s Business Winning team in 2015 as a way to meet the need for skilled capture team leaders within Electronic Systems’ (ES) business areas.

Mid-career employees are nominated for the program by the business areas, and if selected, can participate with minimal disruption to their current full-time roles. Participants dedicate two to three days a month for the length of the program, during which they complete core training courses and partake in strategy workshops and assessments, competitive assessments, and all phases of a proposal.

“It’s 70 percent experiential and 30 percent training,” Cosmo Mazza, director of Business Development, said. “They’re getting regular immersion in the different stages of the capture process so they can see the full lifecycle.”

Participants meet regularly to discuss their progress and collaborate.Neeta Jayaraman, an Electronic Combat Solutions program manager and

current participant, completed other development programs within the company earlier in her career. She was looking for more opportunities to advance when she discovered the GLD program.

“I got involved to help improve the strategic aspects of my career and network with subject matter experts” Jayaraman said. “You can’t get the strategic piece without talking to people and experiencing capture.”

Participants in the GLD program are paired with an “Excelerator,” who is leading an ongoing capture. This gives them the ability to observe while

gaining exposure to new experiences that may not be possible in their day-to-day jobs.

“It provides a chance to shadow and learn without the fear of failure,” Jayaraman said. “It’s very rare that you get an opportunity to do that.”

At the culmination of the program, participants delve in further as they attend Capture Boot Camp — a week-long immersive simulation of a capture.

“It includes training interludes led by a cadre of industry capture experts,” Nancy Hynes, manager of Business Development, said. “They learn what it takes to lead a capture…and win or lose as a result of the decisions made along the pursuit lifecycle.”

Participants bring their diverse backgrounds to the program — representing a variety of business areas and locations across the sector. The program graduated its first 13 employees in May, with the second session scheduled to conclude with 20 employees July 2018.

“It takes a particular mindset and set of personality traits to be a capture team leader,” Mazza said, noting resiliency, diligence, quick thinking, ability to affect change, and being internally motivated as some of the things he looks for in a candidate.

The program also aligns with the sector’s ongoing initiative to attract and retain top talent.

“Employees or new people coming into the company will know that their experience will apply to the job,” Jayaraman said. “We’ll continue to leverage this to grow the business.”.

Developing our people is essential for BAE Systems to be successful in the marketplace now and in the future. We believe that responsibility for development is led by you, in partnership with your manager and with support from the company. We encourage you to have conversations with your manager and create a meaningful plan to accelerate your professional development and help you to enjoy a challenging and successful career – whether you are focused on leading yourself, leading a team or leading the business. Development options at the individual, managerial and leadership levels include:

• Communities of Practice (CoP): Networks of employees who voluntarily collaborate on a recurring basis to serve common business purposes. Encourage networking, promote best practice sharing and provide employee online discussion forums.

• Education Benefits via EdAssist: Promote the professional growth of employees and benefit the business by developing a highly skilled workforce. Provide financial assistance to eligible employees for undergraduate and graduate degrees as well as select certificates and individual courses.

• High Potential Programs: Connect top talent and accelerate their readiness to

progress to more complex roles in the organization. Selection is through business nomination, identification is tied to succession planning, and selection is typically based on an interview process

• Individual Development Planning (IDP): Employees who are interested in development can work with managers throughout the year to leverage available tools and resources to identify strengths and gaps in their existing skill set and create a plan to target specific opportunities for development.

• iLearn@baesystems: Our learning management system, iLearn is an online portal with access to instructor-led and eLearning courses as well as Books24x7, a service that provides on demand access to over 40,000 titles.

• Development Resource Guide (DRG): Designed by Talent Solutions to highlight your development options, you can find it on iLearn@baesystems and the Resource Center portal by searching KB000101032.

For more information about development at BAE Systems, please visit the OneSpace home page and click on Resource Center, then My Career & Learning


10 • On the Beat

Building the Bench

By Shelby Cohen, Communications, Endicott, New York

Over the course of the last year, the ES Talent Acquisition organization has built a team that closely aligns to the business and its hiring managers. This has allowed for the development and deployment of robust staffing strategies to fulfill this demand.

As we build our bench strength to meet our Operational Excellence goals, in 2017 we will welcome a record number of recent college grads. Laura Joubert, Leadership Development Program (LDP) manager in Nashua, New Hampshire, sees the challenge in this endeavor.

“There’s fierce competition for early career talent. Talent Acquisition has been really helpful in the hiring process – they solve the mystery of hiring for us,” she said.

Director of Talent Acquisition, Kelly Dunn, recognizes the competitive nature of today’s job market.

“The market has become increasingly challenging as technology companies, both defense and commercial, are aggressively trying to retain and attract from the same talent pool,” she said. “We have to ensure our hiring efforts provide the candidates with a positive experience that will encourage them to join our team.”

What is the key to attracting the engineering, program management, and manufacturing talent we need to be successful? The answer may well be branding, which aligns to another of the HEAT strategic areas: “E” which represents External Focus. ES Communications is working with Talent Acquisition to raise our profile with a stronger presence at job fairs, on college campuses, and in key markets that will involve increased advertising and social media. We are also in the process of designing and launching a new Career Site that will give us the opportunity to redefine how we present ourselves to the external market.

“For many years, BAE Systems did not have brand recognition at universities,” said

Joubert. “That’s changing, and now when I talk to LDPs about why they work here, I hear that it contributes to the betterment of society.”

That ideal – of meaningful work – is echoed by Michaela Dinman, a second year intern in Nashua, New Hampshire.

“For me, the decision to work at BAE Systems was a personal one. People very close to me will be entering different branches of the

military into different ranks. BAE Systems is a company that allows me, even as a college student, to work on something that may have an impact on someone’s life in the future, as well as the lives of those around them.”

Working here because one believes in the mission of the business is admirable, but we also back that mission up by hiring many veterans. In addition, our Warrior Integration Program is one of the best in the country in offering a place for former warfighters to work.

BAE Systems also offers opportunities for interns and college hires to gain experience

that will open them up to other roles as they grow in their careers.

Dinman explained, “The best thing about interning here is that I know there are opportunities for growth. Ever since beginning here, I’ve been treated as an actual employee, rather than a temporary college intern. The work I’m expected to do challenges me, yet is still doable in a reasonable amount of time. In an internship, especially as an early college student, I respect that.”

How will all this new talent influence our organization in return? Liz Turner, Engineering LDP program manager for ES, who organizes intern breakfasts and other

events to help them engage and fit in at BAE Systems, appreciates the viewpoints

of these employees.“They breathe fresh life into ideas; I

see it all the time,” she said. “They think quickly and we need to embrace that.”

Pairing these interns and new college hires with more experienced employees is one way to ensure knowledge transfer and strengthen our business processes as the organization is infused with fresh talent.

“When you pair a new hire with someone who’s been with the company

longer, it’s a chance for the experienced professional to leave his or her legacy,”

said Turner. Dinman agrees that the influx of younger

employees is positive, “Age is just another factor of diversity; by incorporating new perspectives from a younger generation, BAE Systems puts itself ahead of other companies that may be more hesitant to take that step.

Of course, the Human Capital effort isn’t focused solely on college hires. Hiring across all disciplines to back-fill for turnover and projected retirements (see sidebar) with an emphasis on technical roles, and experienced professional hires is also critically important. As our employees continue to develop solutions to technical challenges, we will permeate our business with new talent at every level. In this environment, fostering an inclusive work environment by amplifying


On the Beat • 11

“When you pair a new hire with someone who’s been with the company longer, it’s a chance for the experienced professional to leave his or her legacy”

Liz TurnerEngineering LDP Program Manager

/

/

As we “Turn up the HEAT” in the Electronics Systems (ES) sector, the “H” of that acronym, which stands for Human Capital, is of the utmost importance to our business. Our people are our most critical resource, as Terry Crimmins said in last quarter’s Pulse, and to meet our customer’s needs, we’re poised to add more than 1,200 new hires/re-hires to Electronic Systems this year, with even more joining the company in 2018.

12 • On the Beat


The Silver Tsunami • The Silver Tsunami refers to the rise in the

median age of the United States workforce to levels unseen since the passage of the Social Security Act of 1935. It is projected that by the year 2020, about 25 percent of the U.S. workforce will be composed of workers ages 55 and over.

• 50 percent of BAE Systems’ workforce will be eligible for retirement in the next five years

• This comes as a defense buildup is underway, with military budgets rising more than three percent per year

• Due to a declining labor participation rate, there is expected to be a shortage of workers in the U.S. workforce

Understanding these statistics has reinforced the need for the ES Sector to be proactive in our talent management and talent acquisition efforts.

diverse perspectives will become even more important to our business.

Dunn said, “Research has shown that a workforce that invites different perspectives and experiences can provide a strategic advantage for the enterprise. We have incorporated this knowledge into our sourcing activities for Talent Acquisition as we continue to attract new hires into the ES sector.”

Turner believes that the combination of college hires and experienced professionals in our employee population provides continuity for the business.

“Our new hires learn from their more experienced colleagues, so that over time when retirements occur, the technology and knowledge aren’t lost,” she said.

That’s an important idea, especially as so many new hires join our ranks – The ES Sector predicts a significant increase in retirements over the next two years, and we must be ready to meet that challenge by welcoming our new co-workers into the organization and sharing our skills and knowledge with them. According to Dunn, all these activities combine to build our bench for the workforce of the future. To strengthen that bench, what we’re learning is that every employee – including future employees – are essential to that success.

Hiring by the NumbersElectronic Systems

YTD 2017 filledrequisitions

Filled by internal

candidates

New employees hired or re-hired

Interns welcomed

1,277

330

649298

3000

600900

12001500


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By Carol Gorenflo, Communications, Endicott, New York


The Road to ALL-ELECTR CIveco uses BAE Systems’ electric bus technology to power buses through the streets of Paris.

More than a decade ago, our military-focused company expanded our technology portfolio to include hybrid-electric transit buses. Today, the Power & Propulsion Solutions (PPS) business area has more than 7,000 of these systems operating across the globe, and last year we introduced our first all-electric bus systems into the North American and European markets.

Business Development Director, Ian Wilson admitted, “The adoption of hybrid-electric technology was slow primarily due to the higher bus purchase price as compared to a conventional diesel bus.” But he noted, “Over the last five years we have seen a greater demand to lower emissions and clean up our city streets using alternative technologies, including hybrid-electric, compressed natural gas, and now more than ever before, fully-electric buses.”

Our business recognizes this trend and is offering various levels of electrification for buses and vehicles. We offer series hybrid-electric systems, electric-range hybrids capable of driving 35 percent of the time with its engine-off, fuel-cell electric systems, electric accessories for conventional buses, and now full battery-electric buses.

Advanced Applications Director Bob Devine says he is seeing a big push for electric buses

but notes, “Larger transit operators

are purchasing only a sampling of electric

buses to test out their capabilities and limitations,

to begin training staff on the new technology, and determine how their

business may need to adapt to this new technology.”

North American Sales Director Tom Webb agreed but noted, “As battery technology evolves, becoming smaller and lighter without impacting bus occupancy numbers, transit operators will be ready to make the transition to all-electric vehicles.” Webb added, “The transit agency operators are anxious to get rid of diesel engines due to the cost and the maintenance of them.”

It’s important to note that each transit operator is different, and the PPS’ strategy team believes there will be a need for hybrid-electric technology for more than a couple decades and for those exploring the technology today we have fully-electric systems available.

Last October, Central Contra Costa Transit Agency (CCCTA) which serves the Walnut Creek, California community held a ribbon-cutting event to introduce four BAE Systems’ fully-electric powered vehicles to the community.

Partnered with North American bus manufacturer, Gillig, we developed an electric system to shuttle passengers between the downtown area and the Bay Area Rapid Transit (BART) station. The system included a wireless charging system at the BART station to charge the buses’ batteries during layovers, while passengers disembark and board. The bus then travels back to the downtown area, completing a full route loop. At night, the bus travels approximately nine miles back to the depot where it can be plugged in and fully charged overnight to be ready for the next day. Early next year, CCCTA will put four more of our systems into service and Gillig is seeing increased interest for electric systems from their customer base.

To further demonstrate our fully-electric capability, PPS developed two battery-electric systems for trials in Paris, with the bus manufacturer Iveco. Business Development Manager Mat Lawrence explains, “In this trial, our systems are being compared to other electric bus systems and suppliers—each supplier is measured against the same set of criteria, and our fully electric propulsion system has consistently been a leading performer!”

We’re proud to say, four more vehicles powered by our electric propulsion system are due to enter service in France later this year to continue strengthening our position in the electric market.



The Road to ALL-ELECTR C

Overnight charger used to charge up bus batteries for the next day’s duty.

Central Contra Costa Transit Authority in Walnut Creek, CA

is proud to drive battery-powered buses that help keep their streets

clean and quiet.

Wohletz grew up in the poor, mid-west urban area of Kansas City, Kansas. He was raised in a loving family, but they were surrounded by collapsing industries, crime, and poverty. Wohletz struggled in school, but he knew he could achieve more than what was expected of him in that community.

“I wanted to be an astronaut so I could make a difference in the world,” said Wohletz. “But I knew that I had to fight really hard and prove it to myself.”

Wohletz was accepted to the University of Kansas, but poor grades prevented him from starting in the aerospace engineering program. He was put on probation, but he studied every day and achieved a 4.0 GPA his first semester. Five years later, he earned his bachelor’s degree with high distinctions and was invited to speak at the graduation ceremony.

“I told my fellow engineering students when you solve problems in school, you can check the answers in the back of the book,” said Wohletz. “You can’t do that in the workforce, so the challenge for engineers is to be confident in your designs without knowing if you’re right or wrong.”

After graduation, Wohletz started working at McDonnell Douglas. His first assignment, on the F/A-18 E/F Super Hornet program, enabled him to solve a problem no one had been able to solve in more than 20 years, and prove himself as a future engineering leader.

Wohletz took a leave of absence to attend graduate school at Massachusetts Institute of Technology (MIT). Despite being behind expected proficiency levels in math, his determination and strong work ethic helped him to excel and achieve straight As. After graduate school, Wohletz went on to earn his PhD in 2000. This was a significant accomplishment for Wohletz, and came as a surprise to his local community when MIT shared the news.

“When the reporter contacted my high school, they told him to check his facts,” said Wohletz. “I was a ‘trouble maker,’ a high risk student. I didn’t fit the mold of an MIT graduate.”

Wohletz stayed in the Boston area after graduating and began working at ALPHATECH, Inc., where he led the vision, strategy, and organization that produced a revolutionary technology that is a market leader today. A few years later, BAE Systems acquired ALPHATECH, Inc.

At BAE Systems, Wohletz has managed a broad range of electronic warfare programs. Currently, Wohletz leads

Technology Solutions, the research and development arm of Electronic Systems. This group of scientists and

engineers develop advanced electronic technologies that provide discriminating capabilities to BAE

Systems products and services. TS also partners with government research organizations, industry, and academic institutions to develop and demonstrate innovative system concepts.

Wohletz and his wife, Tina, have three children and a dog. A very active family – you’re likely to find them on ski slopes, soccer fields, baseball diamonds, or tennis courts. As Wohletz and his wife raise their children, they

are instilling the same values that shaped his life. “We will be successful as parents if our

children think for themselves, have strong imaginations, and good work ethics,” said Wohletz. Wohletz has started to share his leadership journey

more broadly with employees and students at the University of Kansas. Revealing a more personal side has

enabled him to be a more authentic leader, and has helped colleagues better understand him. He believes strongly in mentoring future leaders and devotes a significant amount of his time to working one-on-one with more than a dozen individuals and as a sponsor of the Catalyst Leadership Development Program. He hopes they learn from his mistakes so they can accelerate their own careers, but also reminds them that it is okay to fail.

“Failing is the key to leadership development,” said Wohletz. “It’s okay to fail on the small stage, so push yourself early in your career.”

16 • Leadership Profile

- Catalyst program began in 2013; currently in its 5th year

- 100+ program graduates

- Employee participation from 3 countries and 35 different sites

Contact your local Human Resources Business Partner for more information.

The Catalyst program focuses on growing the capabilities of the company’s early-career high potential population with five to seven years of experience. Employees who participate in Catalyst

demonstrate the potential to move on to leadership roles within BAE Systems. Catalyst focuses on developing the skills necessary to meet the challenges of those future roles.


By Emily Marion, Communications, Nashua, New Hampshire

Ben Franklin was right. You can do anything you set your mind to. Just ask Jerry Wohletz, vice president and general manager for BAE Systems Electronic Systems sector’s Technology Solutions.


“I was a ‘trouble maker,’ a high risk student. I didn’t fit the mold of an MIT graduate.”

Jerry WohletzVice President and General

Manager Technology Solutions

//

Leadership Profile • 17

The ways we GIVE


18 • Community

Making donations through workplace giving programs is beneficial for both the donors and the charities we support.

By Laurel Skiff, Community Investment, Nashua, New Hampshire

When one thinks about workplace giving, a few things probably come to mind: fast, easy, convenient – there are many reasons peo-ple sign up to give through BAE Systems’ workplace giving program. But the way we give is just as important to the organizations Elec-tronic Systems (ES) employees are supporting – there are several rea-sons why charities appreciate donations through workplace giving.

Individuals comprise the largest source of giving in the United States, and about $4B of that individual giving is generated through workplace giving. In fact, the percentage of total fundraising that came from online giving reached a record high in 2016, according to the Blackbaud Institute for Philanthropic Impact. Imagine the impact that funding has on non-profit organizations that rely on it to keep their programs running effectively and serving the needs of their communities. Because workplace giving makes it easy to give through payroll donations, it becomes an automatic and recurring part of our lives to give to the charities we care about – without this option, many may forget to write a check, resulting in dollars being spent elsewhere.

Donations received through workplace gifting are unrestricted, meaning the charity can use them in whatever way the organization deems most appropriate. Such donations are the most valuable resource a charity has, because they quite literally allow non-profits to “keep the lights on.” While some believe donations shouldn’t go towards overhead, the reality is that funds like these allow charities to carry out their missions. When a company gives through philanthropy, the funds are typically designated towards a particular program or parameters are placed on the donation so that it cannot be used for overhead. While this practice is common, it is also debilitating to organizations

that must pay overhead expenses in order to keep things running. Workplace giving programs literally enable organizations to pay for day to day operations.

For most charities, workplace giving is a cost-effective way to process the donations they receive. ES’ workplace giving program partner, Benevity, aggregates donations for distribution to the recipient charities so each receives one electronic payment, cutting down on administrators’ time and effort to process contributions. Paper checks are five times more expensive for charities to receive than electronic payments. Even though most workplace giving program vendors charge a minimal fee to process donations, the fees are typically offset by the cost savings realized by the organization.

Obviously, matching programs are cited as one of the most beneficial parts of workplace giving programs. For the charity, even a small pledge from an employee makes an impact when it is augmented by the employer’s matching funds. BAE Systems’ matching program provides 100 percent matching in the categories of warfighter/first responder support, education, and health – up to $2,500 per employee, per year. This maximizes the impact your donation can have on your organization of choice.

Convenience, ease of use, and efficiency are all reasons why ES employees chose to give more than $1M annually to their favorite charities via the company’s workplace giving program – however, the choice to give this way also has enormous benefits to the organizations supported, allowing them to make the best use of the dollars they need to make a difference in communities around the world.

Community • 19

Nonprofits receiving funds through Benevity told us that

is the #1 reason they choose e-payments over checks

of funds sent to charities through Benevity are made via e-payments

That’s why... Benevity sends more funds to charities electronically than any other software provider in the space 81%

said it was easy through the Benevity Causes Portal

When charities made the switch to e-payments:

92%

(with automatic, real-time matching) help nonprofits put more time and money towards their important

social missions. And that’s what it’s all about — so let’s help them do more good!

Quicker, more efficient e-payments

to find out how they prefer to receive donations

We surveyed nearly

4033k 5 50Nonprofits CountriesContinents US States

in matching funds to charities goes unclaimed every year because it’s still

(mostly) done manually

Checks make corporate matching more difficult

$10 Billion

Despite all this, most workplace giving solutions still

disburse funds to charities by check

SAY WHAT?! SAY WHAT?!

The good news is there’s a better way!

have begun phasing checks out (or already done away with them completely)

9 Nations

In many places e-payments are already the standard – and increasingly the only option

more expensive to send than e-payments

Paper checks are:

10xmore expensive to receive than

e-payments

5x

Why are checks on their way out?

of North American companies

are transitioning all check

payments to e-payments

80%

How do nonprofits really want to receive your donations?Charities Speak UpCharities Speak Up

was donated to North American charities in 2016

of those donations were made online

$380Billion 7%

especially considering that e-payments are on the rise globally

That’s

SHOCKINGLYLOW

@benevity

www.linkedin.com/company/benevity

benevity.com


2,000 fans

Thank you for helping us reach

on Facebook!

Check it out and like our page today!

www.facebook.com/BAESystemsES

The BAE Systems Electronic Systems Facebook page is place for our employees and their friends and family to recognize all the things you do to make our workplace great! helping us reach 2,000 fans on Facebook!

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