Coordinating Peraton’s COVID-19 Reopening

While some Peraton employees continue to report to an office or customer site due to the nature of their job, the majority have switched to remote work, enabled by Peraton’s award-winning cloud-based IT infrastructure. Each office has taken customized safety measures to protect the health of those employees coming in, including shipping cloth face masks to the home of any employee who requested them.

On June 15, Peraton employees were notified that even though states have begun a variety of disparate efforts to allow in-person interactions, the company is in no rush to fill seats at its offices.

Peraton is going to maintain its current posture, which is “work remote when you can,” up through Labor Day. At that point in time, Peraton leadership will revisit reopening strategies to determine what is in the best interest of Peraton employees and customers.

“I’m meeting regularly with our Business Continuity Management Team to address: what is the new normal?” says Jeremy Wensinger, Peraton’s Chief Operating Officer. “That is our summer project. There are a lot of permutations, but we are working on what that looks like.”

The corporate-wide Business Continuity Management Team (BCMT) was formed in February by Peraton’s Chief Executive Officer Stu Shea. Each business sector and functional area is represented on the team. The BCMT stays ahead of the business curve by evaluating potential employee exposures, customer and contract guidance, facility security and safety, and benchmarks.

As an essential business, Peraton is operating at full capacity as part of a U.S. Critical Infrastructure sector, the Defense Industrial Base. “It has been remarkable what we have managed to do in these tough times,” says Jeremy. “I am so proud of all our teams for executing on program commitments without missing a beat.”

In Peraton’s June 15 email to employees, they were told that due to their hard work, adaptability, and flexibility, the company continues to get paid, pay its bills, and fully execute on contract commitments across North America.

For now, Peraton will spend the summer monitoring the COVID-19 case statistics across the United States before making a final decision about changing posture. No matter what the data shows, any possible solution explored by the BCMT will take into consideration employee productivity as well as balancing personal lives and personal health.

“I miss my colleagues,” Jeremy says. “We will work very diligently to find a way—once the worst of this pandemic is behind us—to return to some form of normal work. But we will not rush this process and create any unnecessary risks.”