Leading by example at Pratt & Whitney

Sep 1, 1998 12:00 PM, GEORGE PARTINGTON

At the large aircraft engine manufacturer, Scott Summerer is building one of the best security programs in the world. He achieves excellence through employee training and concentrates on turning negatives into positives. Scott Summerer is not one to call attention to himself. He doesn't bark orders or slam desks, yet his demeanor virtually shouts integrity and ethics. He leads by example, and through steady and quiet resolve he is building one of the best security programs in the country. As the manager of the security and fire departments for aircraft engine manufacturer Pratt & Whitney, Summerer has embodied leadership in negotiating contracts with Pratt & Whitney's security and fire organizations; by completing emergency response and business con- tinuity plans; and through the creation of a security intranet Web page. In addition, he builds excellence in his employees through training programs and job-performance recognition. Another characteristic that makes this consummate security professional a standout and deserving of Access Control and Security Systems Integration's 1998 Security Director of the Year award is his habit of turning a potential negative into a positive. Despite budget cuts, he envisions continued technological improvements for all Pratt & Whitney facilities. Despite downsizing, he expects, and gets, more from his security staff.

A natural progression Pratt & Whitney is joined under the United Technologies Corp. umbrella with Carrier, a heating and air conditioning manufacturer; Otis, an elevator and escalator manufacturer; Hamilton Standard, an aerospace systems manufacturer; The Automotive Group, maker of electronic components for cars; and helicopter manufacturer Sikorsky. The Pratt & Whitney facility encompasses 61/2 million square feet under one roof, including a machine shop and offices. A large group of engineers and support staff, including administrative, financial and legal personnel, call the East Hartford, Conn., facility home. Pratt & Whitney became Summerer's professional home in 1985, but he began his career in 1976 as an officer on the Manchester, Conn., police force. Eventually, he took responsibility for the police computer system, and the experience gave him the perfect combination of security method and practice and technological know-how for his current position. After five years in law enforcement, Summerer left to go into consulting for 21/2 years, writing security and administrative software applications related to municipalities. It led him to United Technologies Corp., which enlisted Summerer to design a new database system for its internal investigative group. After installing the system, Summerer applied for a job, and he eventually became investigative group manager, performing executive background checks, physical and information security audits, theft investigations and executive protection. With the help of informants and the police, Summerer's group put a stop to a worker with thoughts of stealing company secrets and going into business for himself. The company stood to lose $7 million, Summerer recalls. Summerer then took a side road into human resources management, taking responsibility for equal employment opportunity compliance, employee assistance programs and labor relations, but he returned in 1991 to his original area of expertise to direct the fire and security departments of Pratt & Whitney. Throughout his career, Summerer has kept his skills and knowledge base up-to-date through educational pursuits. While working full time, he has earned an associate's degree in law enforcement, a bachelor's in business administration and a master's of science in management.

Getting the most out of human resources Summerer's human resources experience enabled him to forge new contracts with the Independent Fire and Security Officers Association and the International Association of Fire Fighters unions for Pratt & Whitney fire and security workers. "I am the operations focal point for negotiations, so I sit at the table with the human resources professionals," says Summerer. During recent negotiations, Summerer proposed a skills-based program, which was accepted. Officers wishing to continue their education are now reimbursed for the costs, and receive pay increases to reflect their new skill level, a win-win situation for all involved. Summerer's confidence in his people smoothed the way for the inevitable downsizing earlier this decade. Some officers left through voluntary retirement, others were laid off and some officers that did not leave offered to take on duties historically performed by management. The staff's training and expertise meant they didn't need a cadre of supervisors, Summerer says, but they are not completely self-directed. Rather, "the working leader is an hourly associate who assigns work, solicits overtime, makes sure assignments are covered and that type of thing," says Summerer. Today, each department has only one salaried supervisor. Ongoing training includes quarterly classes designed to increase staff professionalism, says Summerer. For example, classes are given in customer service, which officers had not considered part of their job. But Summerer says, "as a representative of the company and the first person someone is going to greet when they visit our company, it is very important." Officers receive emergency medical technician training, which includes CPR and advanced first aid, training in management of aggressive behavior, ethics and many other classes. Each quarter Summerer works with his supervisor and training officer to come up with new modules that deal with contemporary issues. Summerer also uses the video-based Professional Security Television Network (PSTN) program. "It has a number of modules we like because it gives an overview of security responsibilities," notes Summerer. "Officers get a certificate after they are tested on it. It gives them some acknowledgment and grounds them." Finally, Summerer appointed a training officer, whose job is to ensure the proper training of the staff. John Chwalek, who is the most senior member of the staff ("he's our badge number one," says Summerer), stepped into the position. "It has been a home run for us," he says. The 35-year veteran spends as long as it takes with a new staff member on every assignment, walking every round. When he is done, Summerer can feel confident that the new person has been given all the necessary information.

It's on the Web Computers are integral to the security function, but Summerer knows they are also a great communication tool, so he has installed computer terminals at all security posts. Officers can use the terminals to access the corporate intranet and to go to the security and fire department Web pages that Summerer promoted. With staff reductions, Summerer was looking for an efficient and effective means of communicating with about 70 full- and part-time security and fire personnel and with other employees. The intranet helps keep his fire and security officers informed. "We don't often get to see everybody face to face all at the same time," he says. The fire and security pages are linked to the facilities and services page and list the services that each department performs and other pertinent data. The pages provide officers with information about visitors and contractors that are scheduled to be on-site, and the names and phone numbers of those who have authorized the visit. Summerer's customers, Pratt & Whitney employees, are also kept informed. Employees who access the Web page can respond with questions or comments to a security supervisor, which reinforces Summerer's message that everyone, not just security staff, is responsible for security. Summerer's department also publishes a quarterly newsletter, handed out and posted on the local area network, that deals with internal policies and procedures. The newsletter, Plant Protection News, also includes tips for home safety and security.

Disaster planning Although Summerer's direct responsibility is for the East Hartford facility, he also performs a leadership role to ensure equipment, policies and procedures of the security departments of other Pratt & Whitney locations in Connecticut, Maine and Florida are consistent. He is the management advisor for an internal facility emergency planning team and has written business continuity plans for critical manufacturing processing sites and for major office buildings. Pratt & Whitney is a great organization that can do heroic things, says Summerer, but without a disaster management plan, critical operations can come to a standstill. In writing the plans, Summer and his team tour the facilities and ask questions such as: "You can't get in the building for an extended period of time, what are we going to do? Where else can we manufacture this particular part or where can we get the technology? How long is it going to take? What are the major part numbers or pieces of equipment? Where can we get them?" Should a disaster occur, personnel do not have to wonder what to do; they read the plan and act. The plans are streamlined so that workers can react quickly. The document does not include common knowledge, but includes "those things we might forget: key contacts, key resources and even the hierarchy of notifications if people or computers need to be relocated."

An evolving program With less personnel on hand, Summerer knew he had to rely more on automation, particularly cards and readers. A long-time practice was to only give access cards to the salaried workforce. "We asked 'why are we doing that?' " Summerer says. "We are all associates of the company, and we need to trust each other." Turnstiles at entrances are now automated - a "handshake" with a communications operator is no longer needed. They are currently using barium ferrite technology, which Summerer notes is old, "but it has been very reliable, and it is used at other Pratt & Whitney sites, so we can have one badge." Summerer plans to institute a new one-badge program in the near future. Pratt & Whitney has become more decentralized over the past decade, with various product centers run more like independent businesses. An unfortunate side effect has been that security organizations have more latitude to make decisions for themselves, causing inconsistencies in policies and procedures. Summerer is working to change that. He has taken the lead by bringing his security counterparts together to work toward a consistent security approach. "There should be one look and feel when you get to a Pratt & Whitney facility," says Summerer. "An engineer in Connecticut should not have to go to Florida and find different security rules and procedures." Changes in high-tech equipment are forthcoming, but Summerer has already instituted a more traditional uniform policy to replace the relaxed Polos-and-khakis outfit. When dealing with internal and external customers, the casual look does not convey authority and respect, which he deems important for individuals representing the security department. "If an outside agency is called in - local police or fire for instance - there should be an immediate recognition and there should be some appearance of authority," notes Summerer.

Benchmarking To Summerer's way of thinking, there are always opportunities to enhance the security program, especially when a period of transition increases risk. Downsizing presents an opportunity to move forward, and he envisions a new security equipment standard for all Pratt & Whitney facilities. He recently worked with security consultant Dick Heffernan to assess the current security program and make recommendations to upper management. It was also an opportunity to benchmark Pratt & Whitney against Heffernan's knowledge base. The company had participated in benchmarking studies in 1996 and '97 with similar goals, but it did not provide the information Summerer wanted. It was hard to do a one-to-one comparison, he says. "Everyone had different explanations as to why their staffing was higher or lower and the use of equipment," recalls Summerer. "People would say 'you really need to see our campus to understand our problems or issues.' "

Duty first Pratt & Whitney LAN administrator Esther Jagodzinski, who works for Summerer, remembers a not-so-typical workday last Christmas holiday season when a visiting lawyer left his briefcase on the steps outside the front entrance. Although the event seemed innocuous, Summerer called in a bomb squad to check out the briefcase, and some time later the situation was resolved when the attorney realized his mistake and returned for the briefcase. Jagodzinski was on her way to lunch with Summerer at the time. She remembers how lunch immediately became less of a priority than safety and security. "That was typical of Scott," remembers Jagodzinski, "that duty would come first." Jagodzinski's first reaction to the incident differed from Summerer's. "I thought: it's not a bomb; some fool left their briefcase. Let's go to lunch, " she says. But she realized Summerer's reaction was the correct one. There is never a question of gray areas with Summerer, says Jagodzinski. "You almost know ahead of time where he is going to stand on an issue if it is the right thing to do. He is very consistent," she says. Summerer still finds time for leisure pursuits. On occasion, he leaves it all behind riding his Honda Goldwing motorcycle, touring scenic areas such as the coast of Maine and the Blue Ridge Parkway in Virginia. The music of the '30s and '40s swing era is another passion. Summerer played trumpet in college, and band-member alumni gatherings at the University of Connecticut led to the formation of a 16-piece band, The Little Big Band. Summerer uses his interest to give back to his community - rehearsals for the band are often used as opportunities to play for convalescent homes, senior citizen centers and mental retardation centers. As in his professional life, Summerer isn't satisfied with just one excellent program. He regularly plays for the Eastern Connecticut State University community band, and he is a member of a 25-30-member, British-style brass band called Classic Brass. "It's like a brass choir," he says. "It's a great blending of voices." At Pratt & Whitney, Summerer has achieved similar results, bringing the elements of security into harmony.

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