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With more than 2,260 veterans employed across both sites, CNS understands and values the skills that previous military experience brings. The CNS mission is often a logical fit for veterans as working at Pantex or Y-12 allows them to continue their service to the nation.

“Veterans are able to transition into the workforce at CNS easily,” explained Emily Graber, CNS director of Human Resources’ Engagement, Inclusion, and Performance department. “They often are hired for not only their technical skills, but also their leadership, teamwork, decision making, problem solving, and loyalty.”

CNS works hard to actively recruit veterans for open positions through a variety of avenues such as in-person and virtual job fairs at military transition offices and bases, as well as tools such as LinkedIn and Indeed. Programs including Veterans to Engineers and the Department of Defense (DoD) SkillBridge internship act as a path to more easily bring in veterans who have retired or are near the end of their military service careers.

CNS has been partnering with the DoD SkillBridge program for almost three 3 years, and has hosted more than 56 veterans during that time. The program allows transitioning service members to spend up to their last six 6 months of service on active duty with CNS. It also gives CNS an opportunity to determine if the participating veterans are a good fit for the organization and allows for an easier transition into a full-time position if the placement is available.

“We are honored to partner with the DoD SkillBridge program to offer an opportunity for transitioning service members to intern with us here at CNS,” said Graber. “Our program has a great reputation for bringing on talented veterans who are able to come in and immediately make a positive impact at CNS based on their experience and prior service to the nation.”

To date, CNS has hired 33 SkillBridge interns into full-time positions, which showcases the value that management sees in the program.

“The Skillbridge program was a huge benefit to my family and to me,” said former SkillBridge intern and current Y-12 communications specialist Matt Pippin. “I was able to intern here at Y-12 and learn how to apply the skills I gained in the Army to the CNS mission. Y-12, in many ways, is similar to working on a military installation so it made the transition from Army life to civilian fairly smooth. Making the transition from military life to civilian is quite difficult so I was happy to see how CNS supports service members and veterans trying to build the next stage of their life.”

CNS also provides support for veterans after they are hired. The Serving our Service Members Affinity Groups at both sites support veteran employees and families during military service, assists with hiring from the veteran community, and provides volunteer and social opportunities with larger East Tennessee and Texas Panhandle veteran groups.

In fiscal year (FY) 2022, CNS successfully hired 288 veterans, which was an increase from the 113 veterans hired in FY 2021. Due to this accomplishment, CNS was recently awarded a gold medallion by the HIRE Vets Medallion Program, which recognizes employers for their efforts to recruit, employ, and retain our nation’s veterans. The Honoring Investments in Recruiting and Employing American Military Veterans (HIRE Vets) Act of 2017 was signed into law in May 2017. The Department of Labor’s Veterans’ Employment and Training Service (VETS) administers the HIRE Vets Medallion Program. This is the third year in a row that CNS has received the gold medallion award for its work in veteran recruiting and retention.

An additional recognition at Y-12 in FY 2022 came when Site Manager Gene Sievers received a Patriot Award from the DoD’s Employer Support of the Guard and Reserve program. The award, while given to single person, reflects employer efforts to support citizen warriors through a wide-range of measures including flexible schedules, time off before and after deployment, caring for families, and granting leaves of absence. More than 100 active guard members and reservists work at Y-12.

It is not the recognition that keeps CNS recruiters actively searching for veterans to fill positions time and time again. With real-life work experience, accountability for their actions, strong work ethic, and good performance under pressure, veterans have a plethora of skills that are invaluable to employers. CNS is proud to employ many of our country’s heroes as we all work side-by-side toward our collective mission.

Take five minutes and learn about CNS's James “J.D.” Harris, production manager at Pantex. All views and opinions are the employee’s own and do not necessarily reflect those of CNS.

The work that James “J.D.” Harris has done in his career has often run parallel to the Pantex mission, but they did not intersect until 7 years ago.

Growing up, the Amarillo native wanted to be a youth minister, but after graduating high school, he joined the U.S. Air Force and served 6 years of active duty as a munitions systems specialist, a choice that forever changed his trajectory.

“That line of work seemed to fit perfectly with the Pantex mission,” he said. “It gave me a different perspective on how I thought about my path in life. I was excited about the things I got to be a part of in the Air Force and I wanted to continue that after separating.” Harris still serves as a member of the Air National Guard.

After earning a degree at Texas State University in San Marcos, Texas, he applied at Pantex.

“Pantex was always in the back of my mind, but as I began to pursue it as my career, I did not believe it would be a reality,” Harris said. “The initial phone call for an interview is one that I will always remember.”

Harris started as a production section manager over the W88 and B61 weapons programs before moving to operations. He was promoted to production manager for the Production Tooling Department before settling in to his current role as production manager for the W88 program.

Why are you mission success?
I’m not sure that I, alone, am “mission success,” but I’ve certainly been a part of several teams that could be considered that. No success that I have ever obtained has been done by my hand alone.

Without the production technicians, I would be nowhere, and without support organizations, I would be nowhere. Where my success happens is when I can engage with both of those groups and bring them together, so that we can all be “mission success.”

What advice would you offer to veterans joining Pantex’s efforts?
Although there are lots of similarities between a life in the military and a life as a Pantex employee, the thing that a veteran shouldn’t expect is that they are one and the same.

Sometimes it was difficult for me, in the beginning, to see this as a civilian job, but that’s what this is. Demands from Pantex’s customer often change. Major projects come to an end, and a new goal is established and executed. In the military, the demand never changes. The goal never really changes.

A veteran just beginning at Pantex should be prepared to experience change.

As an employee, what do you want to be remembered for?
I want to be known as someone who could achieve success while being dedicated to my employees and to the mission. There is balancing act that is needed to ensure the mission of Pantex is met, while also ensuring your employees work in a healthy environment.

If I can be known as someone who was able to achieve that, then I’ll be happy.

What top strength do you bring to your organization?
Communication. I believe that the only way an organization can be successful is by open and honest communication.

I communicate with my team, with my management, and with all support organizations regularly.

What is your top bucket list item?
To live long enough to see the Cowboys win another Super Bowl. I’m running out of time.

Pantex Site Manager Colby Yeary accepted the Outstanding Community Partner award on the plant’s behalf at the event held at the Alumni Banquet Hall at West Texas A&M University.

Women belong in science.

It is a commitment held in high regard at Pantex, and that effort was recognized on October 27 by the Girl Scouts of Texas Oklahoma Plains, which honored Pantex as its Outstanding Community Partner of 2022 at its annual Women of Distinction award banquet.

“We are thrilled to honor Pantex as this year’s Outstanding Community Partner,” said Becky Burton, CEO of Girl Scouts of Texas Oklahoma Plains. “As a longtime partner to Girl Scouts of Texas Oklahoma Plains with both employee volunteer opportunities and monetary donations, I can’t think of a more deserving organization to honor at this year’s Women of Distinction dinner. I look forward to continuing our partnership for many years to come as we encourage young women across the Panhandle to grow with courage, confidence, and character.”

Pantex has long been a supporter of Girl Scouts and has been involved in programs to encourage and inspire young women who have an interest in the science, technology, engineering, and mathematics (STEM) fields. In the past, it has operated programs such as the Smart Cookies and S’more Engineering in direct partnership with the Girl Scouts and continues to reach out to middle-school-age girls with educational events like those hosted by Amarillo Women in Science Endeavors.

In addition, individual Pantexans have been very involved with the Girl Scouts program. For example, Stephanie Steelman, a Pantex scientist, former Girl Scout, troop leader, and a parent of a Girl Scout, volunteers regularly for outreach programs that promote youth involvement in STEM fields. In 2020, she received the Girl Scout council’s Women of Distinction Connect Award.

“Pantex has a lot of scientists and engineers that are previous Girl Scouts,” Steelman said. “I think the most important thing that Pantex can do to keep young girls engaged in STEM fields is to support outreach activities with the Girl Scouts. I have been lucky to know a lot of Scout leaders in Amarillo that ask me to help with their STEM badges, and when these young ladies see a woman working in STEM field and having fun in their endeavors, that is one positive ‘touch.’ I read somewhere that it takes 10 positive ‘touches’ to pique someone’s interest in a subject, so Girl Scouts allows us to increase those positive experience numbers.”

Girl Scouts of Texas Oklahoma Plains serves 81 counties, including more than 1,200 girls in the Panhandle. At its annual Women of Distinction banquet, they recognize leaders in business, government, education, and philanthropy, as well as raise money to support their programming efforts in the Amarillo area.

Pantex Site Manager Colby Yeary accepted the Outstanding Community Partner award on the plant’s behalf at the event held at the Alumni Banquet Hall at West Texas A&M University.

“Pantex’s relationship with the Girl Scouts of Texas Oklahoma Plains is an excellent example of our commitment to the youth in our area and our dedication to service and leadership,” Yeary said. “Pantex is a proud supporter of Girl Scouts, and we feel it is important to help our next generation of women realize their fullest potential. We especially want them to know that STEM is a rewarding field, and they can be anything they can dream of, and opportunities to make a difference exist.”

Girl Scouts of Texas Oklahoma Plains honored Pantex as its Outstanding Community Partner of 2022

Take five minutes and learn about CNS's Laurie Godinez, a records administrator at Pantex. All views and opinions are the employee’s own and do not necessarily reflect those of CNS.

Laurie Godinez travelled all over the world but has chosen to make Pantex home.

She grew up in a small, coastal California town, and after a couple years of college decided to join the U.S. Army.

“I wasn’t sure what I wanted to do with my life,” Godinez said. “I was a truck driver by trade, but my favorite job in the military was as a squad leader and platoon sergeant, because I had a daily impact on soldiers’ lives.”

While serving, she met and married her husband, Elgin, who is a native of Dumas, Texas, which is about an hour outside of Amarillo. They traveled the world for their duties, being stationed in Texas, Oklahoma, Kansas, Germany, and the Netherlands.

When it was time for them to separate from active duty, Elgin was ready to come home, so they and their three kids moved to Amarillo. Elgin, too, is employed at Pantex.

When Godinez was first hired almost seven years ago, it was as a production technician. While waiting for her clearance, she kept busy helping Human Resources digitize personnel records.

“Once my clearance was granted, I worked in Data Management and decided to apply for a job as a clerk,” she said. “Long story short, I never made it to the line as a PT, but I think I found my calling behind the scenes.”

Godinez works in Data Management as a records administrator, which includes a complex puzzle of receiving, compiling, and transmitting data.

She is easy to spot during the month of October — she is the one dressed in festive Halloween outfits.

“A few years ago, I was trying to decide what to wear for Halloween,” she said. “My son suggested that I just dress up every day in October, since I love costumes so much. I accepted that challenge, and I have been dressing up each day of October since 2018. At first, my family thought it was crazy, but it has brought so many laughs from coworkers and so many smiles from little kids that I may encounter while running errands after work.”

How does patriotism factor into your life? Did your level of patriotism change after working at Pantex or Y-12?
I have spent most of my life in service to our country. When I retired from the Army, I didn’t know how I would continue that service. Working at Pantex and serving a continuing role in defending our nation has only deepened the patriotism that I have always felt.

I have lived in several foreign countries, and like Dorothy said in The Wizard of Oz, “There is no place like home.”

What is your favorite aspect about your work environment? How does that aspect make you know the mission is being met?
My favorite part about our work environment is the teamwork. Everyone brings their own perspective and ideas, and I feel like we all work well together. This sense of teamwork helps us shift our focus when someone has a high workload to make sure that everything gets done on time.

What work advice would you offer someone who is new to Pantex or Y-12?
Learn as much as you can from the people that have been here for a long time; they won’t be here forever.

Don’t be afraid to suggest changes or improvements. Even if they don’t work out, it could lead to process improvements.

Make sure you have everything you need when you leave the house in the morning, because it is a long drive back to town if you forget your badge.

What is your favorite outside-of-work activity and why?
Spending time with my family. We love to have game nights and travel.

I have a grandson who is almost six months old and he is the light of my life. Since this is my first Halloween as a grandma, I decided to include my grandson, and he and I dressed up in Halloween costumes every day for the month of October. He definitely stole the show!

What is your favorite Halloween candy and why?
Milk Duds, because they taste so good with hot, buttery popcorn.

Or the flavored Tootsie Rolls, because the only time I find them is in the big Halloween Tootsie Roll bag of candy.

In the time it takes to read this, your entire home could become engulfed in flames.

“When a fire occurs in your home, it’s too late for plan development,” said Mari-Kaye Monday, Y-12 Fire Department assistant chief of operations.

The contrast in approaches to fire safety when at home versus when out in public is striking. Common-sense awareness, like finding the nearest exit, is one of the first things discussed when boarding any passenger airplane. Walk into a hotel or other commercial building, and the fire-safety signage is prominent and, likely redundant. In school, our children drill orderly evacuation from a fire at an early age.

Yet, our home, the very place we feel the most safe, is often deceptive in its false sense of refuge.

“A wise old fireman, who just happened to be my father, told me once, ‘If you are not prepared, the fire gives the test before teaching the lesson,’” said Assistant Pantex Fire Chief Robert Napp.

According to the U.S. Fire Administration, fires claimed the lives of 112 Texans and 57 Tennesseans in 2021. Additionally, the National Fire Protection Association said about 74% of that year’s 3,315 civilian fire deaths in the United States occurred in the victims’ homes. That’s often because today’s residential construction materials burn differently than the traditional building materials used in the past.

“Due to the increase in the use of synthetics in modern construction materials and furniture, fires burn hotter and faster and with more smoke production than in years past,” Monday said. “The risk of flashover and collapse are significantly increased in today’s fires, giving little time to react.”

With such a small escape window—as little as 2 minutes, some experts say—having an established, well-known, and practiced plan can be the difference between life and death. This year, the focus of Fire Prevention Week™, which will be recognized October 9-15, is to encourage Americans to create a home escape plan and to regularly practice it with the entire family.

“That plan needs to include a meeting place in front of the home,” Napp urged. “Speaking from experience, I would much rather pull up to a burning home and see the family all huddled together on the front sidewalk than to pull up and see only bicycles and tricycles in the front yard.”

The Pantex Ordnance Plant began production September 17, 1942, and it was one of more than 70 such facilities in the United States. This year marks Pantex’s 80th anniversary.

The year began with the fall of Manilla to Japanese imperial forces, German Gen. Erwin Rommel’s freshly reinforced troops running roughshod across Libya, and the first American forces deploying in Ireland to defend a weakened, war-weary Europe. At home, the need for ordnance to support the war effort was urgent. Bombs and artillery were falling faster than stockpiles could be replenished.

Against this backdrop, the Pantex Ordnance Plant began production September 17, 1942, one of more than 70 such facilities in the United States, and the last of 14 in Texas alone. The remainder of the war was a frenzy of production until, on August 16, 1945 — exactly one day after Japan’s unconditional surrender — the plant closed.

Katie Paul, Pantex historian, explained the Cold War that erupted out of the ashes of World War II persuaded regulators to reopen the plant in 1951 and brought rapid change across the thousands of acres that comprise the site.

“With the re-allocation of resources throughout the Cold War Nuclear Weapons Complex, Pantexans have interacted with people from all over the United States at various sites to. . .serve and protect our nation,” she said.

The burgeoning nuclear era of the 1950s and ’60s brought new facilities and a growing plant staff. Among all the new faces in 1965 was Linell Carter, then a fresh graduate of Palo Duro High School in nearby Amarillo.

“When I came, Pantex was like a big family,” Carter smiled.

Behind the family atmosphere, she explained, was a commitment to help each other out in good times and bad. Concerned about going to full-time work right out of high school, Carter found her new employer ready and willing to facilitate both career and education, paying for her to attend night school. That same familial bond extended to life’s inevitable hard times, too.

“When someone had a tragedy, we’d all jump in and help,” she said. “We did lots of things together on weekends. It was a fantastic job, particularly the unity and being a part of the community out here.”

Galen Boothe, another longtime Pantex employee, echoed Carter’s praise for their colleagues.

“The workforce here is above the average level,” he said.

Where Carter began her career in human resources, Boothe applied his experience with the Army to an assembler operator (now production technician) position. From his perspective, the secretive nature of the work was a driving force behind the strong sense of camaraderie.

“When I hired on in February 1970, the public — including me — had no idea what the mission for Pantex was or what we manufacture,” he said. “The ability to exchange ideas and opinions is welcomed here and contributes to the success of our site.”

Of course, no small part of the deep fellowship and actual mission accomplishment lies with the bargaining-unit employees. According to Tonya Detten of Labor Relations, eight decades of continuous product improvement has brought many changes to Pantex, which in her world means changes to labor contracts.

“Back when the ProForce was added, it would’ve been like a police force contract,” she said, adding that today’s unions are quick to keep up with the unique purpose of Pantex. “[Today’s contract] is very specific to what they guard . . . It has evolved. As the world changed, we had to change with it.”

And, change the world has.

“Pantex is constantly analyzing how things are done and striving to find methods to accomplish tasks in a more efficient and safer way,” Boothe said.

That pattern of accomplish-analyze-improve creates an environment of constant growth and improvement.

Paul speculated the rapid rate of change, largely owing to the technology necessary for the job, would be a marvel to the workers who first occupied the Pantex site during WWII.

“From a historical perspective, one of the most notable changes has been the embrace of technology,” she said. “For many years, we were working with systems that became antiquated so quickly due to the rapid rate of technological advancement in the work that Pantex completed. Technology related to our mission is still advancing at a fast rate, but we are much better at keeping up and improving systems in the present day.”

That is only logical; improving systems is at the core of the Pantex mission. Since 1975, the site has been the nation’s primary assembly/disassembly, refit, and modification facility for its nuclear weapons stockpile. And, like any community, Pantex is constantly growing and changing.

“During the ’80s, they ramped up things for sure,” Detten said. “We’re at hiring levels we haven’t seen in decades.”

That increased staffing contributes to more than increased capacity and efficiency. It gives a new generation of Pantexans the sense of accomplishment and patriotic pride that kept Carter here much of her adult life.

“I love Pantex. I love what we do, what we stand for. I love that we can contribute something and protect America.”

See photos of Pantex throughout the years in this Pantex 80th Anniversary video.

Being a good neighbor means looking out for one another. With its rural location, Pantex and the neighboring towns and communities often rely on each other, especially in times of trouble.

Pantex is a part of an ongoing agreement known as a memorandum of understanding (MOU) documenting all parties’ cooperation on emergency matters of mutual concern.

Incidents such as traffic accidents, fires, and medical emergencies are the most common, but even unpredictable events like the train collision outside of Panhandle in June of 2016 are covered under the MOU. Pantex emergency responders were quickly requested that day, and our emergency services were used for two days following the accident.

The purpose of this MOU is to recognize the need for cooperation on emergency matters of mutual concern and to facilitate the development of joint training, plans, and procedures for coordinated responses when either entity requests emergency assistance from the other.

Since 2016, there has been an increase in mutual aid responses. There was a notable dip in 2020, but overall the numbers have been increasing.

“The mission statement of Pantex Fire Department is ’caring for people’ and while the protection of Pantex is our priority, our caring for people does not stop at the boundaries of the plant,” said Pantex Fire Chief Mike Brock. “With NPO's agreement, we are able to participate in MOUs and provide our assistance to neighboring communities. We are blessed to have a very gifted staff, and they enjoy being able to use and sharpen their skills helping others in their time of need.”

While the final numbers for 2022 will not be tallied for a few months, the preliminary numbers of emergency responses off site are ahead of the annual averages. In the first three months of fiscal year 2022, (October, November, and December 2021) there were 27 total mutual aid responses, 15 emergency medical services, 10 fires, and two motor vehicle accidents.

Pantex Chief Mike Brock and Assistant Chief Robert Napp both noted that the emergency assistance being offered is a two-way street, reinforcing the “mutual aid” both offered and received.

“No fire department in the world is so big that it never needs assistance at some point. From FDNY on 9/11 to the Panhandle Fire Department in 2016 with the train wreck, we all need help at times,” added Napp. “The Pantex Fire Department responds to many calls for help from our neighbors. Recently, our mutual relationship with neighboring departments was evident when the PXFD asked for assistance with a wildland fire on our property. Several departments in the area responded and assisted us in controlling the fire.”

Take 5 minutes and learn about Max Robertson, director of Information Technology Business Operations at Pantex and Y-12. All views and opinions are the employee’s and do not necessarily reflect those of CNS.

With digital systems and technology integral to how we operate, Information Solutions and Services enables a wide range of business-related and mission-essential services, processes, and products at Pantex and Y-12. To name a few, IS&S supports more than 13,000 devices, 4,000 VPN connections, and 2,000 servers that reside on our network. In honor of this year’s seventh annual IT Professionals’ Day, we recognize and thank the leaders and experts in the field of Information Technology and Cybersecurity that not only keep us connected and protected, but are part of building the future landscape of technology for our mission.

As the demand for new technology increases to support growth and modernization at the sites, Max Robertson, director of IT Business Operations, plays a major role in its development. From facilitating current projects that require IS&S support to approving procurements of new hardware and software, Robertson’s team is tasked with ensuring every form of technology on a project (e.g., computers, software, components) follows the required quality, security, and implementation steps before it meets the network.

“We are looking to the future in IS&S, but we also support the current projects across the business that are underway and require a digital footprint,” Robertson said. “While funding and scope are key, the people of IS&S are truly the essential element behind the success and completion of a project.”

What daily task lets you know you’re helping achieve the CNS mission? How/why does that task let you know you’re working toward the mission?
There are a few daily tasks that factor into how I know we’re helping achieve the mission. First and foremost, it’s knowing that we’re keeping our systems and network operational. Secondly, it’s knowing how our projects are making positive progress, and lastly, it’s knowing if the demands are being scoped clearly. This helps my team and me see that we are supporting the foundation of the business today (i.e., systems, purchases, and contracts) and preparing to support technology in the future.

Are you doing what you envisioned as a young adult? If so, describe how you got here.
I am doing so much more than I envisioned for myself. I had a limited vision at the beginning of my career. My background is in nuclear engineering, so my focus was working in a nuclear power plant for 30 to 40 years and then retiring. I never dreamed I would be able to accomplish all that I have in the past 35 years, including starting up first-of-kind nuclear facilities, protecting nuclear power plants from cyber threats, and modernizing nuclear fuel fabrication facilities.

What CNS principle drives you to be successful?
Own the Outcome (good or bad) and Set High Standards. With these two principles, we are held accountable for our work and we make our environment better than we found it.

What work advice would you offer someone who is new to Pantex or Y‑12?
Our sites have a rich history, so change isn’t easy. However, change is needed to ensure we are relevant and focused on areas required for improvement. Be patient and diligent in your efforts. Ensure that you are working daily on the items that are important to the mission, DOE, and NNSA since we represent them. Remember that what we do here is vital to global security, and you play a key role in protecting our country, our values, and our nation’s allies.

What one thing would your coworkers be surprised to know about you?
Those who don’t know me well might be surprised to know that I am a strong Christian. I also have a passion for digital technology and nuclear technology. While both are core to my interests, I feel the most satisfied when I am solving problems or fixing issues (must be my engineering background).

Take five minutes to learn about emergency preparedness specialists Reeves Easley-McPherson and Gregory Roddahl. “I Am Mission Success” profiles share how each employee feels tied to the Pantex and/or Y 12 mission. All views and opinions are the employees’ own and do not necessarily reflect those of CNS.

Sound leadership comprises several key factors: respect for others, a spirit of innovation, and a commitment to excellence.

That is exactly the approach Reeves Easley-McPherson and Greg Roddahl took to a recent assignment, with impressive results.

“Each employee brings their own unique set of skills,” Easley-McPherson said. “So, don’t be afraid to speak up. You might know of a new way to complete a task that is safer, saves time, or saves money.”

Not only that, Roddahl said; standing in the gap to make sure operations run smoothly has its own intangible rewards.

“There’s always something not working correctly,” he said. “Finding it and fixing it before it’s needed lets me know I’m supporting the mission.”

No small part of that mission is following directives. To that end, Easley-McPherson and Roddahl considered the intent of the Department of Energy order that requires an alternate emergency operations center.

“[The order] does so as a part of a life safety and continuity-of-operations goal,” Easley-McPherson explained.

Using that order as a foundation, the men and their teams incorporated the Joint Information Center, two classrooms, and a remote workspace into the new facility in downtown Amarillo.

“I think of it as a Swiss Army knife or multifunction facility that exceeds the requirements of the DOE order,” Easley-McPherson said.

Their innovation not only created a more useful space, but will also save taxpayers some $800,000 over the life of its 5-year lease. That’s something of particular importance to Roddahl.

“Take ownership and pride in what you do,” Roddahl said. “Then, you can take satisfaction in it.”

Better efficiency and reduced cost – truly mission success!

When did you start working for CNS? If you didn’t begin in your current role, briefly describe your career progression.
Easley-McPherson: “I started working for Pantex in May 2016 in the Emergency Management Department. Growing up in Amarillo, I was surrounded by Pantex employees who were leaders in my church, in Scouting, and as neighbors. Their character and work in the community was admired. I had former Pantexans such as Marvin Willis and Paul Wagner as mentors while growing up. I am proud to be able to follow in their footsteps.”

Roddahl: “I earned my degree in environmental engineering from Texas Tech University and was looking for somewhere I could use it. I began working at Pantex in 2001. I worked for Environmental Projects and the 35-Account Testing Lab before taking a position in Emergency Management in 2010.”

Are you doing what you envisioned as a young adult? Describe how your career compares or contrasts to your expectations.
Easley-McPherson: “I started in Emergency Management in January of 2001. Since then, I have worked at the local, state, and now the federal level in this field. It is an environment of train and prepare, and then test. The drills and exercises we do test the training and preparation. If there is a miss in a drill or exercise, we step back, re-evaluate, and begin the process again. It is an exciting and dynamic career.”

Roddahl: “I obtained my degree to work as an engineer, and I’ve managed to use the skills I learned to be successful in all the roles I’ve had at Pantex. I thought I would be designing drinking-water treatment plants, and I was able to use the chemistry classes and labs to help being successful in the wet-chemistry lab. Now I’ve learned a great deal about how DOE wants their emergency management programs to be run and interacted with other sites and state programs to be successful here.”

What is your favorite aspect of your work environment?
Easley-McPherson: “At Pantex, my work and what I am able to contribute are appreciated and respected. I hear ‘please’ and ‘thank you’ from my management team often. This is a trait that most managers outside of Pantex miss¬¬—you get more from your employees with respect and a sincere ‘thanks.’”

Roddahl: “I enjoy the open-endedness of the work and the variety of tasks to accomplish. While I prefer a stable routine, I also wouldn’t like doing the same task every day forever.”

What advice or encouragement would you give to a new employee or someone considering applying for a career here?
Easley-McPherson: “Pantex is an exciting and unique place to work. In addition to our mission work, we have everything a small municipality would have, such as fire and EMS, police, waste management, transportation, food service, and utilities. Also, no two days are the same — the work is challenging and rewarding.”

Roddahl: “Pantex is a great place to work as a career, or you can move to a new job as your life situation changes.”

As an employee, what do you want to be remembered for?
Easley-McPherson: “I was always willing to help.”

Roddahl: “I’d like to be remembered for the same things I value in others: integrity, trust, and respect.”

Amarillo downtown emergency facility operational

AMARILLO, Texas – The Pantex Plant has a new Alternate Emergency Operations Center (AEOC) and Joint Information Center (JIC) in downtown Amarillo, providing a dedicated space for emergency response teams during drills, exercises, and real emergencies. When not in use as an AEOC/JIC, the space will be utilized by various Pantex departments for training.

“We are excited to utilize this new space in downtown Amarillo,” Jeff Yarbrough, Pantex site manager said. “This facility will enable our emergency response teams to work more efficiently and effectively during drills, exercises, and events.”

“The location is ideal,” said Reeves Easley-McPherson, Emergency Management specialist and AEOC/JIC building manager. “We are right at the entrance to downtown Amarillo, with easy access to both Interstate 40 and Interstate 27.”

DOE orders require the AEOC be located outside the Emergency Planning Zone (EPZ) – a ten-mile radius around the plant, and the new location is well beyond the EPZ. Previously, the AEOC for the site was located near the Amarillo airport.

The AEOC is an alternate location from which Pantex coordinates information and resources to support incident management activities. The JIC is the central location where public information officials from all participating federal, state, and local agencies collocate during an actual emergency and where news media gather information and updates.

While a JIC would not typically be located in the same place as the AEOC, this new space works for both and provides classroom space for the site to use.

Having a dedicated, standalone JIC enables Pantex and NNSA Production Office (NPO) emergency responders to quickly go into operation during an emergency to provide information to the news media and public. Previously, the JIC was located at various locations within Amarillo College.

The new Pantex AEOC/JIC was first used during an emergency exercise on July 13, 2022.

Consolidated Nuclear Security, LLC operates the Pantex Plant, located in Amarillo, Texas, and the Y-12 National Security Complex, located in Oak Ridge, Tennessee, under a single contract for the U.S. National Nuclear Security Administration. CNS member companies include Bechtel National, Inc.; Leidos, Inc.; ATK Launch Systems, Inc.; and SOC LLC. Pantex and Y-12 are key facilities in the U.S. Nuclear Security Enterprise, and CNS performs its work with a focus on performance excellence and the imperatives of safety, security, zero defects and delivery as promised.

For more information on each site, visit www.pantex.energy.gov or www.y12.doe.gov. Follow Pantex on Facebook, X or LinkedIn. Follow Y-12 on Facebook, X, and LinkedIn.

CONTACT
Steve Myers
Communications
Office (806) 573.0490
Cell (806) 236.2826

Stephen.Myers@pantex.doe.gov