FY2015 Q1 I Volume 10 I Issue 1

SharePoint 2013 Rollout Makes Gains

A Woodward, Inc. Member Publication

Despite slight delays, the SharePoint 2013 rollout continues to gain momentum. The Pre-Hire Portal has launched at all US locations and in Krakow, Poland.

“New hires can now access the portal for information and forms they need for their first day of employment,” says Catherine Wilcox, IT (Information Technology), Business Systems Analyst –SharePoint/Global IT, Rockton, IL.

In addition, the external collaboration site for vendors, customers, and business partners is on schedule to start this fall. And 2013 MySite offers several new features:

• A newsfeed (microblog) where users can post short messages• A task list where users can centrally view and manage items assigned to them across all SharePoint sites• The ability to follow members, documents, and sites, so members can easily locate what’s important to their work

Catherine reminds members to manually move their profiles from SharePoint 2010 to SharePoint 2013. “We were not able to migrate the SharePoint 2010 MySites because that would bring over components not licensed in SharePoint 2013,” she explains.

Members can download content to their desktop or a file share and manually upload it to their new profiles. If profiles contain extensive content, they can submit an IT service request to have their content moved.

“Members are also encouraged to add their skills and work experiences to their MySite profile,” Catherine adds. “This will help build a quickly searchable, internal knowledge base of members’ expertise and work experiences.”

What’s Inside:From the Chairman: Enterprise Engagement is Key .............2

Meet Board Member John Cohn ...............3

Upgrades for Drake and Loves Park ........... Campuses .......................................4-5

How Woodward Works: Tracy Swanson ... 6

Social Media Content Comes from You! ....6

Workplace of the Future ...........................7

Performance Management Process ........... Improves .......................................... 8

Be sure to update your SharePoint MySite profile by adding your areas of expertise and work experience.

Enterprise Engagement Is Key to Future Success

Congratulations to all of you on your contributions toward another successful year for Woodward. Our focus throughout FY14 on leading performance initiatives enabled us to exceed our profit plan targets and achieve record earnings for the fiscal year.

We also performed well on our new product development activities, which were at the highest level in company history. We made great progress on our alignment grid priorities, and the foundation for future growth is definitely underway.

It is hard to believe that we are entering the final year of our Vision 2015 plan. While we have made good progress implementing our strategies and accomplishing many of our goals, we still have more work to do to complete our Vision 2015 strategic plan.

Vision 2015 focuses on the strategies and activities that will make Woodward the global leader in energy control systems for the Aerospace and Energy markets. These are demanding markets with tough competitors. We have had

success in gaining market share and building key customer relationships over the last four years. Our competition, however, is not standing still and are trying to capture back some of their lost market share.

So how do we stay ahead? Our strategies are solid and we do a good job of staying focused. To move past our competition, I believe a new level of engagement across all functional areas around our key strategies is required. I refer to this as “enterprise engagement,” and it was the focus of our Leadership Summit this year.

Lean, PLC (Product Life Cycle), customer relationship management, program management, and supply chain management are processes most companies talk about doing, but few do really well. Companies that excel in these processes have enterprise engagement and collaborate well with customers and suppliers.

This year we will emphasize how to bridge functional boundaries, focus on process outcomes, and drive customer deliverables to best-in-class levels. You will be hearing more about enterprise engagement and will become involved in processes and activities that are not traditional to your function, but are key drivers of customer satisfaction.

With your support and focus on enterprise engagement we can take our leading performance strategies to a new level of excellence. I look forward to working with all of you on our strategies and delivering another successful year.

Tom Gendron, Chairman and CEO

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From the Chairman and CEO

This year we will emphasize how to bridge functional boundaries, focus on process outcomes, and drive customer deliverables to best-in-class levels.

We continue our series introducing you to the Woodward Board.

When Woodward went in search of a Board member who was experienced in…• Aerospace and industrial-related industries• Discrete and process automation• International business• Mergers and acquisitions• Business development exposure with companies focused on growth…we found him in John Cohn.

Currently Senior Vice President, Asia Pacific Business Planning & Execution for Rockwell Automation, Inc. in Hong Kong, John has been with Rockwell for 36 years, working all over the world, and in a number of different positions from aerospace to automation to global market development.

John has served as a Woodward Director for 12 years, and participates on both the Nominating and Governance Committee and the Compensation Committee. The former helps fill Board vacancies and develops guidelines for Directors, corporate governance, and code of conduct. Responsibilities of the Compensation Committee include

oversight and approval of executive compensation, and the annual bonus plan for all members.

“Woodward is a dynamic and growing company with excellent product technology, market position, and talent,” says John. He also appreciates our investment in research and development and manufacturing expansion.

“Woodward attracts strong leadership and has a committed and focused management team,” continues John. “This is embodied in Vision 2015 where the company is focused on delivering customer solutions, strategic growth, innovation, leading performance, and organizational capability.”

He also values Woodward’s long-term view of the business and how we have established a solid foundation with industry leaders in both Aerospace and Energy. As other Board members have expressed, John finds the group to be collaborative, with experience and strengths that complement each other.

When asked to provide a word of advice to Woodward members, John stressed the importance of delivering on key product launches, living the Woodward values, and implementing Vision 2015.

“Members must work hard to understand and adapt to the changing economic, market, and business conditions,” says John. “This flexibility is necessary for Woodward to remain competitive and as the industry leader in providing control solutions.”

John has lived in Europe, Asia, and the US, and still enjoys traveling with family in his free time. His wife Hallie is an interior designer, and they have two grown daughters: Sarah is a merchandise buyer in New York, and Rachel is a Film Production Assistant, currently in Pittsburgh.

Meet Your Board Members: John Cohn

Woodward Director John Cohn enjoys spending time with his family on a trip to Thailand.

“Members must work hard to understand and adapt to the changing economic, market, and business conditions. This flexibility is necessary for Woodward to remain competitive and as the industry leader in providing control solutions.” — John Cohn, Senior Vice President, Asia Pacific Business Planning & Execution for Rockwell Automation, Inc., Hong Kong

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While focus has been placed on the two new campuses, Rock Cut (Loves Park, IL) and Lincoln (Fort Collins, CO), existing facilities in those areas are receiving attention as well.

The Loves Park Campus will continue to be transformed to encourage and advance lean principles wherever possible. To that end, this past year we invested in a wall project to streamline communication and encourage flow within product lines on the assembly floor. In addition, future renovations and updates will include landscaping outside the cafeteria, restroom and conference room upgrades, and the creation of a glass wall that will enable communication and teamwork between Assembly and Test.

“The Loves Park Campus is essential to accommodate the growth in ATS,” says Mike Nevicosi, Facilities Director, Loves Park. “We are committed to modernizing the facility to promote lean philosophies and flows, integrated product families, member collaboration and innovative work-spaces.”

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Existing Loves Park and Drake Campuses Upgraded

Renovations to both the Loves Park and Drake campuses signify Woodward’s intent to continue investing in the members within these facilities. Improvements will continue throughout the year.

The two photos above show the “before” and “after” views of the Loves Park Campus wall removal designed to streamline product lines and work areas.

Woodward Loves Park Campus in Illinois.

The rendering above shows how outdoor collaboration areas will be placed at the Drake Campus.

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Woodward Drake Campus in Fort Collins, CO.

In Colorado, the Drake facility is adding an outdoor collaboration area which will have several small meeting areas (2-4 people) and one large meeting space (8-10 people). The meeting spaces will be equipped with electrical outlets and wireless routers to encourage members to take advantage of the Colorado sunshine.

Other projects, such as painting interior walls and sprucing up the landscaping, are also in progress at the Drake Campus. “The smaller updates may seem insignificant, but added together the little things make working conditions better,” says Keith Korasick, Director of Manufacturing, Fort Collins.

Overall, renovations to both the Loves Park and Drake campuses signify Woodward’s intent to continue investing in the members within these facilities. Improvements will continue throughout the year.

We continue our series highlighting the workday of a Woodward member with Tracy Swanson, Director, Strategic Program Management – Global Supply Chain.

In her 24 years with Woodward, Tracy Swanson has managed some massive projects, including the 2008 integration of two acquired companies, MPC and HRT.

“Five months into integrating MPC, we purchased HRT,” she recalls. “We incorporated them into the integration and created a new business group – Airframe Systems.”

The two-year effort added 2,200 members with the help of 35 managers in four locations. Three years later, she led the Duarte integration, adding 360 members with the help of 30 managers in four locations.

Tracy, based in Rockton, IL, says her IT background helped. “I start by reviewing archives from similar projects to identify lessons learned and what I can re-use to

accelerate planning and execution,” she explains. “I was able to start with the Airframe Systems integration plans as a baseline to accelerate planning for Duarte.”

Current projects include the Printed Circuit Board Assembly (PCBA) outsourcing programs for Fort Collins and Skokie; and the Global Supply Chain’s Program Management Community of Practice (PMCoP), to establish standard work, develop the team, improve partnership with business, and prioritize projects and resources.

The greatest challenge is good communi-cation with global teams due to language and time zone differences. “It takes extra effort from all team members to make this successful,” Tracy says.

The best part is the constant change. “I always learn a lot from every program I’m involved in and from every team I work with,” she says. “I also like that it is challenging and requires my best.”

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How Woodward Works: Tracy Swanson

Tracy Swanson, Director, Strategic Program Management – Global Supply Chain.

For individuals and companies alike, the social media process begins here: At the status update panel.

Facebook helps get the process started by asking some questions: “What have you been up to?” or, “What’s on your mind?” The stories, images, and links you share have the potential to engage your friends and family members; they Like, Comment, and Share with their followers, and so it goes.

At this level, Woodward’s social media strategy is quite similar to yours. We want to share content that represents who we are, the Woodward brand. We want to share content that our followers

find compelling enough to like, comment, and share with their friends. How does this happen? With your help, of course.

Consider how you can contribute to the following social media features:

Where’s Woodward? Exploring the many places that Woodward members, products, and systems go. Purpose: To pique curiosity and engage our audience further.

Team/Department FeatureAn extension of “Member Monday,” this feature includes manufacturing/office/cross-functional teams, their duties, and their purpose.

Social Media Campaigns For HR/Marketing membersNearly 10,000 users follow us on

social media. Are your product, trade show, or career fair messages reaching them? We can develop a cohesive social media campaign that reaches your target audience effectively.

Member-supplied content is integral to our social media strategy. You are part of a greater team that helps us introduce and reinforce the Woodward brand to users across the world. Contact Jeanne Lasley in Business Communications with your ideas and possible content for Woodward’s social media.

Not following Woodward yet? Click through the social media icons found on woodward.com, and receive updates from your home computer or mobile device.

Social Media: How We Find Content

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Woodward Welcomes the Workplace of the Future

As the workplace evolved into a labyrinth of computer workstations, it was assumed privacy would improve productivity.

“In some cases, this was true,” says John Van Eden, Group Human Resources Director, Fort Collins, CO. “However, it also reduced collaboration and impeded innovation.”

With that in mind, Woodward began a study project in 2012, with pilot programs in Colorado and Illinois. The resulting Workplace of the Future will arrive with more than $400 million in new and upgraded facilities in the next two years.

“The new workplaces will represent significant changes from what we have today,” John says. “More flexibility in office environments -- as well as manufacturing and testing areas -- will contribute to better productivity.”

The floor plan features:• An open and inviting “main street,” to encourage hallway conversations• Workstations arranged in connecting “neighborhoods,” near meeting spaces and laboratory environments, so teams can co-locate• Low and mostly transparent walls• Limited enclosed office spaces and permanent fixtures

Plant and production areas are designed to be safe, efficient, and provide clear visual process indicators such as building charts and performance graphs. Shop floor resources such as production planning, process engineering, and supervision are close to the work, visible, and accessible. Production facilities will clearly show customers Woodward’s unique capabilities.

“We learned a great deal in the pilot projects, and have been able to address issues with background noise, storage, and other concerns,” John says. “We believe the benefits will far outweigh the inconveniences.”

Initial locations include Skokie-Niles and Rock Cut, both in Illinois, and Woodward Lincoln Campus in Colorado. A project in Hoofddorp is using these concepts, which will eventually be adapted globally.

“The Workplace of the Future is an effort to effectively balance different work modes,” John says. “Improved collaboration will lead to better and faster innovation.”

A Workplace of the Future video with more information is available on Inside Woodward.

These photos provide a view of “Workplace of the Future” workspaces, designed for increased collaboration and productivity.

“The Workplace of the Future is an effort to effectively balance different work modes.” — John Van Eden, Group Human Resources Director, Fort Collins, CO

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Publication Information:Global Connection is published quarterly by Business Communications to connect Woodward members around the world.

Comments and story ideas are welcomejeanne.lasley@woodward.com

Next Issue:Winter 2014/2015

We’re on the intranet!You can find us on Inside Woodward—Type Global Connection in the Search Center window. The electronic version incorporates links for more in-depth information.

A New Way of Thinking About Performance Management

By now, you should have heard about Woodward’s new Leading Performance Management Process. It comes as the result of your responses to the Member Engagement Survey and voice of the customer sessions with leaders and members. Woodward realized that simply fine-tuning the current process would not provide the solution members and leaders wanted—a new way of thinking about performance management was required. “We asked, ‘what do we want our performance management system to do?’” says Tracy Gohari, Project Lead along with Becky Himich. “We heard five important things: improve individual and company performance, promote stronger relationships between members and leaders, help goal alignment, make the “doing” of the process easier, and improve motivation and engagement.” The three strategic objectives are: • Living our Values• Develop and Grow• Motivate and Recognize At the heart of this redesign is an emphasis on the conversation between leader and member, rather than the individual ratings of competencies. The new process moves us away from an emphasis on judging to a focus on

coaching and engaging with members. Rather than an annual event, we move to a mode of frequent, ongoing conversations. The “top-down” process, where leaders drive everything, becomes a shared responsibility between members and leaders. It focuses more on contributions to the team and business success, rather than solely individual contributions. Members can find more information on the SharePoint site which can be reached via the banner on the homepage or select “Performance Management Process” from the top navigation bar on the Human Resources homepage. All materials are translated into eight languages. “We’re excited to provide users an experience in their native language from start to finish,” says Jody Harrell, Learning and Development. “It focuses attention on Woodward’s global footprint, and we hope members have a positive user encounter with the SharePoint site and new process.” To hear Woodward’s Executive Team discussing the new process and its importance to the company, watch the Launch Video on the site. For more information on the Process, contact your local Human Resources Department.

Reflect l Reward l Grow