EMC.nowQ2 2008 A quarterly magazine for EMC employees worldwide

It’s an indispensable advantage: In an exploding digital universe, information infrastructure must be flexible, adaptable, scalable, intelligent, cost effective, and energy efficient. EMC is growing even in a tough economic climate because it gives customers an edge in how they make their information work.

Also inside

A globAl ApproAch

to keeping customers

hAppy

culturAl heritAge

cAretAkers get some big help

winning the wAr for

tAlent with employment

brAnding

breaking away from

the pack

inside: Are our IT teams drinking the EMC champagne? You bet.

How we talk about our strategy today

� EMC.now | Q2 2008

EMC.now Q2 2008Volume 10Issue 2

features

6 A picture of performanceHow an in-house IT team makes every-thing better by using EMC’s own tech-nologies.

8 Under one roofSupport employees have a more unified approach to keeping customers happy.

!0 Breaking away from the packEMC’s edge, explained. No matter which information infrastructure challenges a customer has, EMC has them covered.

!4 Where memory livesPrecious cargo housed on EMC storage supports the mission of Israel’s renowned Holocaust education museum.

!6 Employment branding initiatives take offAn imaginative campaign spearheaded by HR is helping EMC win the war for talent.

!8 Helping the cultural heritage caretakersThe EMC Heritage Trust Project awards grants to seven recipients who want to preserve and share their treasures.

also inside

3 From the TELL EMC files What is EMC’s telecommuting policy? Plus, getting ready for hybrid plug-ins.

4Recent newsStrong financial performance, a series of acquisitions, and some cool new products.

@0 The backup windowTen years after its fast-track construction, EMC’s Franklin Manufacturing Facility remains a building ahead of its time.

EMC.now, winner of 20 industry awards for communication excellence.

editor’sdesk

EdiToR: Monya Keane sEnioR WRiTER: Micky BacadEsign diRECToR: Ronn Campisi CooRdinAToR: Jennifer BeesEdiToRiAL BoARd: Abhrajit Bhattacharjee, Ute Ebers, Mark Fredrickson, Michael Gallant, Gil Press, Peter Schwartz, Anne-Caroline TanguyCopyright © EMC Corporation. Volume 10, Issue 2. Printed May 2008. All rights reserved. No part of this publication may be reproduced in any form, or by any means, without prior permission from EMC Corporation. EMC and EMC2 are registered trademarks of EMC Corporation and its subsidiaries. All other trademarks mentioned in this publication are the property of their respective owners. EMC.now may contain “forward-looking statements” as defined under the U.S. Securities Laws. Actual results could differ materially from those projected in the forward-looking statements as a result of certain risk factors disclosed previously and from time to time in EMC’s filings with the U.S. Securities and Exchange Commission, which can be found at www.emc.com/ir.

transformation has its rewards

It’s the one-year anniversary of EMC.now’s trans-formation from newsletter to maga-zine. We’ve covered great topics—how we enter emerg-ing markets, reach out to new kinds of customers, collabo-rate innovatively to develop better prod-ucts, and more.

Some of this issue’s stories rank among the best we’ve produced, I believe. For instance, the piece entitled “Under One Roof” offers an interesting look at the re-vamping of EMC’s customer technical support organization into one follow-the-sun team that offers a much more consistent

service experience. And our page 14 article, “Where Memory Lives,” tells the story of a lovely mitzvah by a collection of employees extending from Southern California all the way to Jerusalem and Tel Aviv.

After just a year of producing this maga-zine, we are already running out of page space to mention all the awards EMC and its people seem to accumulate each quarter. Not making the page 4-5 “Recent News” spread but definitely worth mentioning are the kudos received from Training magazine edi-tors, who advanced EMC up one spot to a #2 ranking on their Training Top 125 list of companies with premier workplace train-ing and development programs. On the list for five consecutive years, EMC remains the highest-ranked IT company.

And EMC appears on the 2008 Fortune Most Admired compa-nies list, considered by many to be the definitive report card on

corporate reputation. Fortune surveyed thousands of top-ranking executives, board members, and analysts to rate companies in their own industry. Within the Com-puter Peripherals segment, EMC ranked #1 or #2 in all criteria. (EMC’s inclusion in this category is a holdover from when companies were mapped to industries based on standard classification codes.) Even this magazine picked up two more awards last quarter from the presti-gious League of American Communications Profession-als.

Lastly, don’t forget to visit Channel EMC to view a special supplement to this issue’s “Backup Window” item about the company’s most massive construction project ever—it’s a time-lapse video of the 12-month building effort 10 years ago. Enjoy the sprint down memory lane.

2 Printed on recycled paper consisting of 10% post-consumer waste.

Three cheers for transformation! It comes with risks, but they’re usually worth it.

In Israel, engineers inspect a CLARiiON system containing video testimonies of 53,000 Holocaust survivors. See page 14.

Q2 2008 | EMC.now �Illustration by James Yang

j.c. tells emc: Rather than using different logins and passwords to access EMC’s various internal applications, couldn’t we use our RSA SecurID fob technology to control access to all of them?

rob faichney, sr. it portfolio manager, it ppmg, replies: The IT and Security organizations have identified the proliferation of logins and passwords as a major issue. We are evaluating and deploying technologies to help solve the problem. SecurID and other RSA technologies will be part of the solution.

With the rapid deployment of pack-aged and custom-developed applica-tions, providing appropriate, secure, and auditable levels of access has become more complicated. EMC must ensure that the right people have access to the right information at the right time.

The concept of “reduced sign-on” ( fewer logins and passwords) for employees and contractors is one of the driving forces behind the new Identity and Access Management (I&AM) program.

I&AM teams will build the infrastructure, processes, and standards to enable a single identity for each employee and provide access to systems and data based on information about that identity.

It is a multi-year effort that will result in significant organizational and busi-ness process change. (As we proceed, IT and Security will continue to review the business case for each I&AM change,

weighing it against other changes that the business requests.)

The effort’s first phase involves implementing the Account Lifecycle Manager (ALM) application. ALM auto-provisions Active Directory, Exchange, Unix, and VPN accounts, and it lets users synchronize passwords among those systems. As long as you use ALM to change your password, then your Unix, Active Directory, and e-mail accounts will share the same password. Over time, we will add additional access provisioning to ALM to minimize administrative costs and unauthorized-access risks. For example, we’re working to include our Oracle application suite in ALM’s capabilities.

Other plans involve using encryption technologies to let users share information with specific individuals, and federated identity management to help EMC work with its partners (like the benefits websites) to trust identity logon information.

d.m. tells emc: With all the talk of “going green,” are there any plans to develop an official EMC telecommuting policy?

carol macura, sr. director of human resources, replies: We live in a technologically advanced world that requires and allows for flexibility in the way we work, including where, when, and how our work is performed. Many benefits exist to creating a culture of remote-worker flexibility, including reducing gasoline usage and emissions,

and thus helping the environment.In 2008, EMC will formalize work-

place flexibility practices that are al-ready occurring in some areas of the company.

In the Q407 Quarterly Review, HR EVP Jack Mollen talked about Work-Wise, EMC’s approach to workplace flexibility. WorkWise will enable em-ployees to request one of six core Work-Wise Solutions, including partial and full remote work arrangements. In situ-ations where it benefits both the busi-ness and the employee, we do expect to see an increase in the number of remote workers.

WorkWise officially launched as a pilot initiative in the U.S. Finance and HR organizations in March 2008 and will be expanded globally.

l.t. tells emc: Plug-in hybrid vehicles are still concept cars, but Toyota, GM, and Ford all have announced plans to mass-produce them within the next 2-3 years. And we’ll be driving them. It will be helpful if charging stations (outlets) are available for employees owning these vehicles to recharge them during work hours.

denis olsen, transporation and fleet manager, replies: We are looking into charging stations and other innovative ways we can promote hybrids and carpools. Look for news shortly, but please contact me if you or anyone you know purchases a converted plug-in hybrid vehicle and needs a charging station. S

from thetell emc files

Employees sent 80 submissions to the tell emc feedback system in Q108. And continuing the thematic pattern of recent quarters, people are expressing lots of interest in environmental and IT security topics.

� EMC.now | Q2 2008

recent news Recapping the Q108 achievements of EMC and its people

Acquisitions

Strengthening EMC’s content management marketplace position, doCUMEnT sCiEnCEs of Carlsbad, California, makes software that helps organizations communicate efficiently—and more successfully—with customers, partners, and suppliers.

Seattle-based Pi CoRPoRATion is creating better ways for people to organize, share, and access their data. Its acquisition reinforces EMC’s work to develop

cloud computing technologies offering ubiquitous information access.

inFRA’s infraEnterprise software is a 100% web-based solution for automating IT service management. Infra joins the Resource Management Software business unit led by SVP Chris Gahagan.

record-breaking q108 revenueEMC reported record first-quarter revenue of $3.47 billion, an increase of 17% over the $2.98 billion reported for Q107. Non-GAAP Q108 net income was $477.3 million or $0.23 per diluted share—28% higher than the year-ago period. This was EMC’s 19th straight quarter of double-digit year-over-year revenue growth.

EMC achieved double-digit revenue growth in systems, software, and services and across all major geographies. Joe Tucci says, “We remain on track to achieve the 2008 finan-cial targets we set at the beginning of the year.”

THE q108 REvEnUE and year-over-year growth of EMC’s four business segments.

Q108 Y/Y Growth

Information Storage $2.7 B 12%

Content Management & Archiving $185 M 8%

RSA Information Security $135 M 13%

VMware Virtual Infrastructure $438 M 71%

South Asia development lab employees in Singapore ushered in the Chinese New Year with help from a lion dancer, believed to bring luck and happiness.

AnAlyst news

EMC is the top provider of external storage systems for the 10th year, according to IDC’s Q407 Worldwide Quarterly Disk Storage Systems Tracker, issued in March. EMC ranked #1 in External Storage, External RAID, Networked Storage, Open SAN, NAS, and Win-dows and Unix External RAID for the quarter and the full year. EMC also extended its revenue share lead over IBM and HP.

In its Worldwide Quarterly Storage Software Tracker, also issued in March, IDC named EMC the market share leader in storage software for the eighth consecutive year. EMC led 2007’s worldwide storage software market in total revenue for the 20th consecu-tive quarter.

eXploding informAtion

According to an EMC-sponsored IDC white paper, “The Diverse and Exploding Digital Universe,” the amount of digital information produced in 2011 will equal approximately 1,800 exabytes—10 times what the world produced in 2006. EMC and IDC also unveiled a Personal Digital Footprint Calculator that tabulates one’s impact on the exploding digital universe.

Kudos the u.s. department of energy named EMC Apex an “energy champion.” According to the DOE, EMC, in completing a government-sponsored energy savings assessment, “contributed to achieving national energy goals.”

Q2 2008 | EMC.now �

people

Former BearingPoint CEO HARRy yoU is EMC’s EVP, Office of the Chairman, reporting to Joe Tucci. He draws on his background in IT ser-vices, finance, and investment banking to help accelerate EMC’s growth and efficiency.

Consulting Magazine named Sr. Project Manager CHRis yoUng to its “30 under 30” list of “consultants who are changing the world.” Chris came to EMC from 2007’s BusinessEdge acquisition.

AMnon nAAMAd, Sr. Director of the Innovation and Systems Engineering Group in Symmetrix Engineering, has received the Association for Computing Machinery’s Software Systems Award. He was praised for helping to create Statemate, which was the first commercial

tool to apply visual languages to conquer the design and development challenges of complex computer systems. He joins an elite group of ACM-recognized innovators including Netscape co-founder Marc Andreessen and World Wide Web inventor Tim Berners-Lee.

CRN recognized Global Channel Strategy and Sales SVP MiTCH BREEn and Global Channel Marketing VP PETE KoLio-PoULos as 2008 Channel Chiefs—influential executives who consistently defend, promote, and execute effective channel partner programs and strategies.

products

”Major League Baseball trademarks and copyrights are used with permission of Major League Baseball Properties, Inc.”

ボストン・レッドソックスの躍進の陰には、EMCのITソリュ

ーションあり。

EMCはメジャーリーグベースボールのスポンサーです。

9 in jAPAn: ConFidEnCE, ConviCTion, EMC EMC ran this poster-sized ad on the Tokyo Metro before and during Major League Baseball’s Ricoh Japan Opening Series, March 25-26. It reads, “The moment when confidence becomes conviction. IT strategy based on EMC’s technology is the winning approach.” Red Sox players, coaches, and Field Manager Terry Francona wore the EMC logo on their jerseys throughout the series.

EMC entered the prosumer market with EMC LiFELinE OEM Software, designed to centralize and access small office/home office users’ digital files—business records, photos, music, and videos—safely and securely.

MozyEnTERPRisE is EMC’s first product to be sold as part of the company’s software-as-a-service strategy (SaaS). MozyEnterprise lets customers backup servers and PC files over the web. The encrypted data is stored at EMC-operated facilities.

EMC is the first enterprise storage vendor to offer integrated FLAsH-BAsEd soLid-sTATE dRivEs in its arrays. Symmetrix DMX-4 can use flash drives to provide faster response while requiring less power to operate. Flash storage is ideal for currency exchange, electronic trading, real-time data processing, and mainframe transaction processing. EMC also

announced virtual (thin) provisioning and new DMX management capabilities.

9 The CLARiion AX�, scalable to 60TB, is a powerful entry-level system for SMBs. It is available in iSCSI or Fibre Channel and sold by channel partners.

EMC introduced disK LiBRARy FoR MAinFRAME, the first tapeless virtual tape system that connects to IBM zSeries mainframes using FICON or ESCON. It’s easier to use, more scalable, and faster than traditional VTLs and tape libraries.

EMC RECovERPoinT Version 3.0 software protects and replicates the same data at local and remote sites. The software has been integrated with CLARiiON CX3 systems.

AwArds

One of the world’s leading banks, CREdiT sUissE, has named EMC Strategic Supplier of the Year. Credit Suisse evaluates and rates its vendors on competi-tive pricing, superior capability, high quality, man-aged risk, and overall relationship.

CHRysLER LLC recognized EMC with its 2007 Chrysler Supplier Pentastar Award in the General Goods and Services category. Recipients are se-lected based on performance and by the unanimous decision of senior members of Chrysler’s Procure-ment, Supplier Quality, and Supply organizations.

� EMC.now | Q2 2008

drinking our own champagne

performance

What happens when an EMC IT team uses the company’s own products to upgrade a crucial application?

A picture of

Everyone knows tech-company IT employees can feel like a cobbler’s children. Their employer creates tech-nologies with clear business benefits, but data center staff can’t get their hands on them.

However, for years—and more often lately—EMC’s IT teams have been reaching into the company’s solutions treasure chest to streamline operations. The subsequent IT deployments then become real-world examples that are shared

9 THEy TEAMEd UP To LEAd THE EFFoRT: Selva Subramani (l.) with colleagues Bryan Pepin and Andrew Fongemie (r.) in EMC’s Westboro corporate data center.

with customers facing similar problems.A perfect illustration of the phenomenon was

the late-2007 upgrade of EMC’s massive Oracle 11i E-Business Suite. A vitally important tool for revenue-generation first deployed in 2002, this customer relationship management (CRM) appli-cation supports 35,000 named users worldwide, with, typically, 3,500 concurrent users. It is one of the 10 largest Oracle implementations of its kind anywhere.

“This is a huge, complex, mission-critical ap-plication,” says Selva Subramani, IT Principal Database Administrator. “We knew that to match EMC’s growth, we had to improve the applica-tion’s availability and performance. But we would make changes carefully. A lot of employees, part-ners, and customers depend on this system.”

They found the tools for an integrated, easy-to-manage upgrade in their own backyard. By using EMC technologies, they improved the application’s performance without compromising its availability. The project set the stage for future modular growth, rather than forklift upgrades when maximum array capacity is reached. And, the EMC technologies helped to reclaim space through consolidation and tiering, and to reduce floor space, power, and cooling.

Easing backup painOne challenge involved the time and effort that the system’s previous backup solution, Oracle Recovery Manager (RMAN), needed to perform database backups and restores.

“RMAN was time-consuming to use and had

THE oRACLE 11i UPgRAdE TEAM UsEd ALL THEsE EMC PRodUCTs

san and nas storage for the database and application:

Symmetrix DMX-3 4500Connectrix directors and switchesCelerra NSX

business continuity and availability software:

SRDFTimeFinderOpen Replicator for SymmetrixOnCoursePowerPath

backup and recovery:EMC Disk LibraryEMC NetWorker

resource management:EMC ControlCenter Symmetrix Optimizer

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Photograph by Robert Falcione

Q2 2008 | EMC.now �

Here’s what the upgraded CRM application does

Customer relationship management (CRM) is a strategy for maximizing profitability, revenue, and customer satisfaction.

That sounds like a description of EMC’s basic approach to doing business. And in today’s technology-infused world, a core business strategy like this one calls for IT.

CRM’s centerpiece is a database—a repository of all pertinent customer information. According to guidelines determined by IT and end-users, the database defines customer relationships in detail. Managers, salespeople, customer service experts—and in EMC’s case, many others—access this information to match products with customers’ needs, to remind customers of service requirements, or to keep salespeople updated on what products or services a customer has already purchased.

A CRM platform makes it easy to share information. And obviously CRM is invaluable for customer relationship planning. In a way, it’s like glue that brings people, processes, and technology together to serve customers better.

performance problems,” Selva says. “We asked the storage group for something that would give us faster, more efficient backups.”

They answered with an EMC disK LiBRARy (EdL). A disk-based backup system, EDL is easy to deploy, often in two hours or less. By “looking like a tape library” to the rest of the environment, EDL eliminated the need to make certain applica-tion modifications. But more importantly, EDL dramatically improved the performance of 11i backups and restores. Backup times shrank from 15-20 hours down to six hours for EDL backups and 30 minutes for TimeFinder volumes.

Cutting cloning timeThe team wanted a faster way to copy the 11i da-tabase from its production environment to a test or development environment.

“We needed to reduce test and production downtime by eliminating manual cloning. It was lengthy and disruptive to the network,” Selva says. The solution: EMC oPEn REPLiCAToR FoR syM-METRiX software, which migrates the 5TB data-base in 3-4 hours—down from 20 hours—while eliminating network impact because cloning oc-curs in a storage array, not a server.

Creating constant availabilityMonthly, the CRM system underwent 8- to 10-hour planned outages for maintenance. But business moves fast. That downtime was unac-ceptable to EMC Global Services. The team used EMC TiMEFindER software to produce a mirror—an independently operating copy of 11i’s database and application—during monthly releases for maintenance and change migration. Updates now happen to the mirror, leaving the production environment available for upgrading and main-tenance. “We create a complete mirror image in 45 minutes,” Selva reports. “TimeFinder slashes downtime for the Customer Service module by a whopping 95%.”

The power of sharingSixty-nine application servers support the CRM platform. When maintenance or upgrades were required, IT used to make changes individually to each server.

By deploying the CELERRA nsX data-center-class IP storage gateway, the team created stor-age-sharing capability, enabling them to apply a change to all 69 servers at once. The process saved time and 2.5TB of raw storage while im-proving 11i’s performance and scalability.

showcasing solutionsAs a member of EMC’s Field Messaging Group, Patty Ward is one of several employees who deliver the “EMC IT Showcase” presentation to visiting customers. She highlights EMC’s deployments of its own products—including those used in the Oracle 11i upgrade—to explain how they might also help the customer solve a similar business problem.

“Our IT people are great at determining where a given EMC product can make a difference to our business,” Patty says. “It’s powerful for us to have these deployments to showcase.” The results of the Oracle 11i upgrade will likely lead to more big in-house product-deployment projects, giving Marketing more success stories to share.

“We used our own software and hardware to dramatically increase a platform’s availability and performance,” Technology Services Director Ramesh Razdan says. “This project certainly can serve as a blueprint for other big application upgrades.”

News about the implementation is spreading. Chad Brack, Sr. Director of Enterprise Applications says, “Literally every week, we present to two or three customers who are considering an Oracle implementation. The upgrade has really given us credibility.” Tony Pagliarulo, VP of Application Development, adds, “Based on the reactions we get, we’re doing a pretty good job showing how our products solve real problems.” S

PRAisEd By oAUg

In April, the Oracle Applications Users Group named EMC “Innovator of the Year” for developing an Application Continuity Tool (ACT), which reduces maintenance windows for EMC’s Oracle applications, allowing for near-continuous access and support.

total customer experience

Never have EMC’s Global Services employees supported so many customers and prod-ucts in so many countries. To offer a better Total Customer Experience under One Global EMC, problem-solving had to become more unified.

After so many acquisitions, “our service offerings needed to have more characteristics in common,” says Global Services SVP Tony Kolish. “Customers, also, needed to receive a more consistent service experience from us.”

Adapting to a changing marketIn 2006, EMC organized cus-tomer technical support into one follow-the-sun organiza-tion called Problem Resolution & Escalation Management, or PREM.

The team revamped practic-es and policies. They separated traditional remote technical services from the field service organization. They got all tech-nical support groups to start using the same online systems. EMC Global Services also estab-lished three support tiers that are uniform across all products,

enabling EMC to improve the cost-effectiveness of supporting lower-end products.

More than 2,200 PREM staffers handle about 120,000 calls monthly. Five support cen-ters are located in strategic time zones, with satellite call centers backing them up. Problem-solv-ers work in Hopkinton, Pleas-anton, Cork, Tokyo, Sydney, Du-luth, Burlington, and Bangalore. “We want to deliver the same service regardless of where a customer is or when they call,” says Global Services Sr. Director Craig Bernero.

sERviCE ALL-sTAR

EMC is the only IT company to win the Mission-Criti-cal Support Award from the Service & Support Profes-sionals Association (SSPA) five times in the past six years for keeping customers up and running 24/7.

oneUnder

roof

When it comes to preventing and resolving customer problems, EMC is using a more unified, global approach.

q (l. to r.) Tony Kolish, Jim Donovan, and Dave Krawiec focus on providing uniformly good service, wherever the customer may be.

8 EMC.now |

Q2 2008 | EMC.now �

Jim Donovan, VP of Es-calation and Platform Sup-port, considers his group the “quarterback” of the technical services team. In Hopkinton, 120 escalation managers handle customer problems not solved at a call center. Once focused on supporting core products such as Symmetrix, this team has ex-panded under PREM to provide their heightened support to software customers.

Catching up on global sourcing EMC has grown its service centers in key markets such as Tokyo and India. The Bangalore team, for example, grew from a handful of technical service specialists a few years ago to 80 employees and 300 contractors today.

That center’s growth is one of PREM’s major accomplish-ments. EMC had been lagging behind com-petitors in global recruiting of technical services staff, a strat-egy that does more than save money. Having service centers in countries such as India and China lets EMC tap into abun-dant talent. It also gives EMC a business edge in those regions, where “market acceptance is very relationship driven,” Craig says.

Craig emphasizes that EMC isn’t growing the Bangalore call center to replace resources elsewhere. “The intention is to have all centers work together,” he says.

ounce of preventionNew service-oriented processes are keeping customers happy and preventing problems. For example, front-line level-one “generalists” used to handle problems, forwarding them

to level-two specialists only if needed. Now, level-one and lev-el-two engineers work collab-oratively from the outset. The approach offers efficient prob-lem resolution and improved customer satisfaction.

PREM also now has an au-tomation system to handle non-critical dial-home alerts that were inundating personnel. And the Escalation Management group has two new tools to head off customer problems.

One, the Customer Escala-tion Early Warning System, tracks service-requests from big enterprise customers and ana-

lyzes resolution status. It uses a special algo-rithm “to detect and avert potential service hot spots that could develop into major is-sues,” says Kenny Loo, Sr. Director, Escala-tion & Platform Sup-port Operations.

The other is the Toll-Free Escalation Line*, which directs problems to the right

place. It is a resource for EMC field sales and service employ-ees who have a customer with a problem.

eservices tools on Powerlink are essentialBefore the reorganization, Tony says, eServices were “pretty much off to the side.” They are now a major focus. More and more customers prefer to solve problems using the web, and on-line support is economical, par-ticularly for lower-end products.

“We want customers to be able to support themselves as much as they want,” says Jason Mundy, Director, Global Servic-es Marketing. “If they resolve a problem themselves, they tend to have higher satisfaction and an improved experience over-all.”

eService support tools on Powerlink offer customers

The storage doctor is in

Sr. Product Support Engineer Dave Krawiec solves problems that could otherwise shut down international banks, halt region-wide shipping, or pull the plug on trading markets. He’ll fix a drive failure for an energy company in France, resolve a backup procedural error for a bank in Dubai, then detect a wiring glitch at a supply company in Israel, all in one shift.

In fact, Dave (badge #181) has been solving customers’ problems at EMC for almost 20 years, “longer than anyone else alive,” he jokes. His group handles 2,500-3,000 service calls daily from a base of 30,000 Symmetrix system users (though most calls are fairly routine).

Typically, he’ll tap into systems remotely to analyze error codes. Dave’s been known to handle so many problems at once that his nickname is, appropriately, “Wildman.” Multitasking is something he really enjoys, saying, “To me, the crazier the day is, the better.”

Despite title changes and division reorganizations over the years, Dave says his mission has remained essentially the same: “I’m a doctor of storage systems.”

Jim Donovan, VP of Escalation and Platform Support, says, “Dave is the kind of service employee who transcends organizational changes. He’s just absolutely passionate about fixing customer problems.”

Dave joined EMC in 1989. “I’ve watched EMC evolve into the largest on the planet at what we do. And I love saying that,” he says.

Dave admits his job has become more complex. Where he once used a single manual to help him, he now refers to an “encyclopedia of references.” And he’s watched his customers evolve into international giants, saying, “We’re servicing the companies that run the world.”

PREM factsMore than 2,200 personnel worldwide450 partner personnel worldwide5 global support centers24x7 coverage for 75 countries120,000 calls each month1,000 products

a

a

a

a

a

a

and partners online discussion forums and product-related support resources including an option to sign up for technical and security alerts. The PREM team wants to make Powerlink the preferred place for custom-ers seeking help, hoping EMC becomes a leader in providing eServices. S

* US: 1-866-362-3333. Intl.: +1-508-435-2075 x70995. Pre-sales and Sales personnel: Use only when SLAs still are not met after following EMC’s Engagement, Escalation, and Notification Policy.

10 EMC.now | Q2 2008

explained

Growth plan in a tough economy

Okay. We already know no one else offers the breadth of information infrastructure products, services, and practices that EMC does.

But EMC is “breaking away from the pack” in 2008. One goal is to provide an information infrastructure that is as vital to today’s data-driven world as the infrastructure of roads, airways, and waterways is to the physical world—while working far more flexibly.

Chairman, President, and CEO Joe Tucci breaks down the components of the information traffic flow like this: “Digital information needs a place to live wherever it lives—at rest or in flight. It needs to live on storage that embodies intelligent functionality and speed. It needs to be accessible. It needs to be secure. We have the broadest line of technologies offering those attributes, period.”

EMC’s 2008 strategy

Breaking away from the pack

Q2 2008 | EMC.now 11

How to meet an exploding needSo the information world ex-pands, and EMC evolves. The authors of those much-quoted IDC “Digital Universe” reports predict that by 2011, the digital universe will be 10 times the size it was in 2006—nearly 1,800 exabytes. That is a com-pound annual growth rate of al-most 60%. Never have we been so dependent on information.

It’s not news that EMC has been addressing the informa-tion explosion by making many strategic acquisitions and in-house R&D investments—tied to technologies like server and storage virtualization, for ex-ample, or flash drives to yield super-fast response times while using dramatically less electric-ity per I/O.

But an information infra-structure from EMC encom-passes more than new product rollouts. It is a framework. An EMC information infrastructure helps customers maximize the value of their information faster and with less risk. It increases customers’ business flexibility. It reduces their costs.

“And that’s why, in sales situ-ations, we can beat companies that are several times our size, even 12 times our size,” Joe says.

Melding products into infrastructure solutionsThe customer is at the center of everything EMC does—the people it hires, the investments and acquisitions it makes, the products it develops, and the partners it works with. EMC is the only company 100% focused on helping organizations do what they need to do with their information at every stage of its lifecycle, including helping them transform their existing IT investments into a true infor-mation infrastructure.

What’s more, while EMC has

ç�Information infrastructure encompasses a shared set of products, services, and best practices to store, protect, add intelligence to, virtualize, and automate information.

been developing cutting-edge storage products, some of its largest competitors (like IBM) seem to be devoting far less at-tention to distinctive informa-tion infrastructure research paths. That leaves an even greater opportunity for EMC.

In 2007, a flurry of new products furthered EMC’s mar-ketplace position. In the storage segment alone, for example, EMC launched the Symmetrix DMX-4 series, new Centera systems, a CLARiiON CX3-10 UltraScale system for midsize companies, and a Celerra NS20 multi-protocol storage system. At the same time, EMC signifi-cantly shrunk the timeframes for turning out new systems: from three years to 18-24 months.

And the company has con-tinued extending its portfolio of hardware and software into more segments of the overall marketplace, both upward and downward.

As EMC develops and ac-quires technologies—products for virtualization, content

management, security, storage, backup, and more—employees combine them and add services as needed to create infrastruc-ture offerings, or solutions. These solutions are not created through guesswork but by lis-tening to customers. And from a technical standpoint, they are designed, top to bottom, by the people best suited to melding them together—the engineers of EMC. “By melding products and services into solutions, we give customers truly total an-swers to their problems,” says Storage Division President Dave Donatelli.

No one has a crystal ball to see into the future. But EMC’s focus on information infra-structure might position it to withstand, to some degree at least, the current U.S. economic slowdown and any correspond-ing reductions in global IT spending. IT executives have indicated in recent surveys that they intend to continue investing in information infra-structure-related technologies for virtualization, software ap-

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plication support, data storage, disaster recovery, security, and compliance. “What we do at EMC, fortunately and by plan, is where they are going to spend their money,” Joe notes.

new markets bring new opportunities EMC is not wasting time with its strategy to enter new mar-kets. The company’s recent ven-tures into the consumer market are a first step.

Recently, EMC unveiled its first information management software geared specifically for the small office and home office (SOHO) market. EMC LifeLine OEM Software enables EMC partners to deliver low-cost, powerful, easy-to-use NAS ap-pliances to the SOHO and “pro-sumer” markets. Users store, organize, and backup all their digital information—business records, photos, music down-loads, movies, backups, any digital file—on one secure box.

EMC took another step into the consumer market with the acquisition last October of Berkeley Data Systems, the creator of Mozy. A very popu-lar online backup service for personal computers, Mozy now

has 700,000 total users—includ-ing 20,000 business custom-ers—and it currently backs up 6.2 billion files.

It wasn’t solely the consumer success of Mozy that attracted EMC to acquire Berkeley Data Systems. Mozy’s software-as-a-service (SaaS) business model is important as EMC begins to move toward adding web ser-vices components to its infor-mation management platform.

“Beyond selling hardware, software, and services, we’ll be selling software as a service over the web as part of our SaaS initiative,” Joe says. “Mozy is our first foray there.”

The consumer market is something EMC regards as a long-term part of its informa-tion infrastructure strategy. “This is a market bigger than what we address today,” Joe says of the consumer market, citing the IDC Digital Universe study. “The opportunity is hap-pening now and over the next five years.”

On the content management front, Mark Lewis, President of EMC Content Management and Archiving, points out that EMC has the edge in offer-ing archiving and retention

technologies that help custom-ers adhere to increasing data compliance regulations. EMC also is out in front with Web 2.0 Knowledge Worker Solutions, a collection of software products that customers use to locate and exploit information and col-laborate more effectively inside and outside their firewall. And EMC’s March 2008 acquisi-tion of Document Sciences will make EMC the first company to provide a transactional content management suite that includes document capture, business process management, and now, document output.

The vMware connectionEMC is using virtualization and resource management tech-nologies to help orchestrate its information infrastructure strategy. And with its control-ling interest in server virtualiza-tion vendor VMware, EMC has “the best story in the industry,” Joe says.

EMC spun off VMware in August 2007 but retained approximately 85% of the company’s shares. EMC has maintained, even ramped up, its efforts to make a wide array of its products compatible with

The company has been asserting its presence in more places around the world. In these regions, EMC has the capability to grow at a rate of three or four times faster than its overall growth rate.

growth plan in a tough economy

EMC’s big push into international markets

india

Thailand

Russia

China

indonesia

UAE

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Argentina south Africa

Poland

HungaryCzech Republic

Turkey

saudi Arabia

Q2 2008 | EMC.now 1�

VMware in what it calls “VM-ware Affinity.”

While competitors also are scrambling to design and sell VMware-friendly products, Dave Donatelli says, EMC has put together the largest collec-tion of product offerings around VMware.

For example, EMC Avamar Virtual Edition software is a version of that de-duplication

product running as a virtual machine within VMware. EMC also released a CLARiiON array earlier this year aimed at meet-ing the storage needs of small and medium-sized businesses that are VMware users.

Dave says, “It’s a big op-portunity for EMC. Every single product we have is inte-grated with VMware today. And there’ll be more and more such

integrated products coming.”Whatever information or

infrastructure challenge a cus-tomer has, EMC has it covered. From the consumer to the mid-tier to the high-end enterprise, EMC is breaking away from the pack by bringing out products faster than ever before, continu-ing to expand its portfolio, and extending its brand all over the world. S

One Global EMC: It’s like living by the motto of the three musketeers

One of the most important elements of EMC’s information infrastructure strategy is the One EMC initiative—in other words, behaving as one company. One EMC is assuming a more all-embracing tone this year in the form of “One Global EMC.”

Just like those musketeers, EMC succeeds when its people across the world have a “one for all, and all for one” attitude. Obviously in today’s IT-dependent world, bringing that motto to life requires acting like one global company in front of customers from a service and support point of view especially.

“We will take One EMC to the next level,” Joe Tucci says. “One EMC has great connotations and importance as we continue to progress from being a U.S. company that does business globally to a true global company.”

The company has grown its presence in emerging and recently emerged markets including Russia, India, China, and the countries of the Middle East and Latin America.

In those regions in fact, EMC has the capability to grow at a rate three or four times faster than its overall growth rate.

Of course, not everything should be completely globally consistent. When EMC releases products around the world, it must address country-specific differences with properly localized documentation, the right style of training, and the right approach to product support.

But that is, in part, why EMC has been investing in the

launch of interconnected global support centers outside the U.S., as well as those R&D Centers of Excellence now (or soon to be) located in many of the world’s largest and most forward-thinking cities.

“Again, if we work together and have this ‘one for all, all for one’ attitude, we can accomplish a lot,” Joe says.

Howard Elias, EVP and President of EMC Global Services and the Resource Management Software Group, says the company has made progress but still needs to do a better job of creating a unified front to serve customers. “One Global EMC is something that we all are committed to, something we all aspire to,” he says.

Making One Global EMC succeed, notes Vice Chairman Bill Teuber, is up to each employee on a daily basis. “One EMC starts with each one of us,” he says. “If we sit back and say, ‘That’s not my area of expertise,’ or, ‘It’s not my division,’ or, ‘I’m not going to be compensated for doing that,’ or, ‘I’m not going to get credit for that,’ then we’ll never become One Global EMC. But if we do it right, we can’t help but be successful.”

One Global EMC is also about communication and shared goals—organizational leaders and staffers working together. “The purpose of EMC has to be more important than any individual or any single business unit,” Joe says of One Global EMC. “If we come together collaboratively and use the power of the information infrastructure, we will win more often.”

t sERvER viRTUALizATion has been on EMC’s strategic radar since late 2003. Now, it has officially gone mainstream. In February, Dilbert cartoonist Scott Adams devoted a full week of strips to the subject of a virtualization implementation project to improve energy efficiency.

1� EMC.now | Q2 2008

emc helps an Israeli museum preserve and disseminate memories of the Holocaust

information sharing

Where memory

lives

Photograph by Yossi Ben David

THE CEiLing oF the Hall of Names at Yad Vashem is a 10-meter-high cone displaying 600 photographs and fragments of Pages of Testimony. The exhibit represents a fraction of the six million men, women, and children destroyed by the Nazis and their accomplices.

Q2 2008 | EMC.now 1�

EMC technology and expertise are advancing the effort to give voice to one of history’s most horrific events. In support of EMC’s Information Heritage Initiative, employees have been working with Yad Vashem, The Holocaust Martyrs’ and Heroes’ Re-membrance Authority in Jerusalem. Recently, they helped the museum to make possible the sharing of testimo-nies of more than 53,000 Holocaust survivors who were filmed over a five-year period for a project spearheaded by film director Steven Spielberg.

Passion for preservationWhen Spielberg released Schindler’s List in 1993, the film garnered world-wide acclaim. The inspiring factual account of one man’s crusade to save hundreds of Polish Jews from death camps during the Holocaust is now an international classic.

If the effect of that film is strong on audiences, the impact on its direc-tor was more intense. Spielberg used part of the film’s profits to create the Survivors of the Shoah Visual History Foundation, filming and collecting tes-timonies from Holocaust survivors and witnesses in 56 countries.

In 2006, the University of Southern California (USC) made the foundation part of its College of Letters, Arts & Sciences in Los Angeles, changing its name to Shoah Foundation Institute for Visual History and Education and broadening its mission to fight bigotry and intolerance wherever it occurs.

In Israel, administrators at Yad Vashem, which has worked since 1953 to be the world’s repository for all Ho-locaust-related information, regarded the testimonies as a necessary addition. Yad Vashem CIO Michael Lieber says, “We want to make Yad Vashem the place people go for such information, so it’s important to make it accessible.”

Yad Vashem seeks to collect all material and documentation about the Holocaust, both original, and, if that’s not possible, copies. It creates digital copies of important records, includ-ing audio and video, then makes them accessible via the web or at terminals scattered across its 45-acre campus.

“We want to remove barriers be-tween people and this information,” Michael says. “Our mission is to com-

memorate the victims and document and educate about the Holocaust. By making this information accessible to the widest public possible, we also combat Holocaust denial. If you say ‘six million people were exterminated during the Holocaust,’ it’s just too hard to comprehend. But when you hear the words of someone who survived Aus-chwitz, where hundreds of thousands of people were killed, it hits home.”

Precious cargoUSC had worked for nearly a decade to digitize and catalog Spielberg’s original testimonies. It agreed that Yad Vashem should have copies to further its edu-cational mission. But transporting the data would be a delicate, time-consum-ing process requiring expertise and dedication on all sides. “Few compa-nies in the world could have carried off a project like this,” says Moshe Braun-er, Country Manager, EMC Israel.

A customer since 2003, Yad Vashem stores 400TB of video and audio on two CLARiiON CX80s. Video devours storage space. “They actually filled up their first CLARiiON very quickly,” Moshe reports.

By the time Yad Vashem was ready to initiate the transfer of the Shoah testimonies, the museum was ready for more storage. Another CX80 would be a perfect “steamer trunk” for the trip.

“Project was my baby”The journey began in LA, where EMC Customer Engineers José Murua and Edgar Saga set up a new machine. After an initial power-up and health check for hardware/software issues, they turned it over to USC.

During the next few weeks, USC’s engineers painstakingly uploaded the testimonies. When the time came for the equipment to be sent to Israel, José returned to ensure that the process went smoothly.

“We were very aware of this data’s importance and were meticulous about powering down, packing the machine, and collecting the logs. This project re-ally became my baby,” he says.

In fact, as USC was migrating the data, José took a vacation to Israel. He found himself on the grounds of Yad Vashem. “It was incredible to see all the information at the museum. It gave

me an even greater understanding of the importance of our project,” he says.

on the receiving endThe EMC Israel team had even more reason for being personally invested. Tel Aviv-based Program Delivery Man-ager Efi Meyuhas says, “This wasn’t like supporting a bank or something. When you’re an Israeli citizen, Yad Vashem has deep meaning for you.”

Efi oversees projects across Is-rael and personally managed the Yad Vashem effort. He notes that the sig-nificance of the data, a modified con-figuration for the CLARiiON, and logis-tical complexities made it the kind of mission that keeps a project manager awake at night.

“If a box falls off a forklift, it’s in-sured,” he says. “You can’t insure data. It would’ve taken USC weeks to upload the testimonies to another machine. I knew we would encounter many fork-lifts on this trip, so I personally inves-tigated the itinerary to ensure we took all possible safety measures.”

But even intense supervision can’t prevent every mishap. After being shipped to Israel, the CX80 sat in the Logistics area at the Tel Aviv airport … in the rain. “When the crate arrived at Yad Vashem, we noticed that,” Moshe recalls. “We removed it to our Tel Aviv lab and waited a few days before pow-ering the CX80 up. We were on pins and needles.” But the machine and its precious contents were in perfect working order.

Home at lastThe team moved the system back to Yad Vashem, connecting it to the infor-mation infrastructure. Yad Vashem’s team began integrating the testimonies into its data management system, a process well underway at press time.

Los Angeles-based CS Manager Paul Guggenheimer notes that “one success factor was the support all the way up the management chain.” SVP Joel Schwartz, the initiative’s executive sponsor, notes there was good reason for that broad-based support. “This is an important, intensely personal part of contemporary world history,” he says. “That data certainly won’t lose importance in 50 years. We are glad to help make it more available.” S

initiatives take offBack in 1997, McKinsey & Company consultants surveyed 13,000 executives at 120 companies to find out how executive recruitment practices affect corporate success. Their study became a book called The War for Talent. It revealed that successful companies shoot to the top in part because of a deeply held belief among their lead-ers that competitive advantage comes from having superior talent.

What defines EMC as a compelling place to work?

Telegraphing EMC’s talent mindset to the world

q EMC WAnTs highly sought-after candidates to think of joining EMC as being a bit like gaining admittance to a selective club for superstars. pictured: newly hired employees (l. to r.) Brandi Hamlin, Emeka Iffih, Kate Canestrari, and Tyler Yuniarto, with 14-year EMC veteran Paul Leporati.

1� EMC.now | Q2 2008

Employment branding

Q2 2008 | EMC.now 1�

The war intensifiesToday, the war for the right talent is “more brutal than it was even during the dot-com boom,” says Polly Pear-son, VP of Employment Branding and Engagement Strategy. “Our recruiters must market EMC as a compelling place to work—in ‘B2C’ terms.”

Ed Filippine, VP of Corporate Sales, Americas, is convinced recruiting is the most important driver of EMC’s success. His group, which racked up a quarter of a billion dollars in in-side sales last year, relies on talented people with superior business acu-men. “We can’t recruit en masse,” Ed says. “We need people with the right character—people who recognize the expectations and responsibilities that come with joining EMC. To make our job easier, we need to continue to build our brand.”

University Relations Sr. Manager Cindy Gallerani’s team battles to at-tract the cream of the college crop. It’s a fight they can’t lose; EMC needs col-lege grads and their new ideas. “Sea-

soned IT people know who we are,” Cindy says. “But with students, we compete against household names like Google, IBM, Microsoft.”

Know thyself Building a recognizable employment brand begins by knowing what de-fines EMC as a compelling place to work. Polly’s team inspects how the company is perceived inside its walls and beyond. They question recruiters and employee focus groups world-wide, launch conversations on the EMC|ONE social networking site, and study market research and the results of Fortune’s annual 100 Best Companies to Work For survey. Polly blogs exter-nally and on EMC|ONE about employ-ment branding and EMC culture, too.

Before compiling the Best Compa-nies to Work For list, Fortune editors asked the Great Place to Work Insti-

tute to survey employees at a range of companies. This year, almost 100,000 people responded from 407 companies, including EMC. At each, 400 randomly chosen employees were asked to rate job satisfaction, camaraderie, and man-agement credibility at their companies.

EMCers gave good marks for job satisfaction, stating they believe “EMC feels like family,” that they “can make a difference through their work,” and that for them, “it’s not just a job.” But results also showed EMC could do more to recognize employee accom-plishments and to celebrate.

“We’re working to close the gaps and further awareness of our strengths. The ideal is to genuinely be a Best Place to Work above and beyond getting on a particular list,” Polly says.

it’s employment brand-building timePolly’s team kicked off the brand work by creating consistent brand messages that genuinely reflect EMC’s value as a place to work. Teams are using this work across the globe today. (For an example, check out “Careers@EMC” on the new EMC.com site.)

In HR, work is underway to make EMC an even better place to work by, for example, piloting a flex program called WorkWise (see p. 3), renovating nursing mothers’ rooms, and further-ing the awareness and usage of EMC’s development opportunities.

New programs are about to be rolled out, such as “Wealth Link”—a portal for employees to manage their financial lives. “If you’re worried about financial security, wondering if you’ll have enough money to send your kid

Energized success

The Employment Branding team got excellent ideas from interviews and fo-cus groups with employees globally, where participants shared words that, to them, evoke EMC: “success,” “passion,” “best,” “motivated,” “smart,” “opportu-nities,” “pace,” “family,” “rewards,” and “results.”

Echoing the list’s theme, HR EVP Jack Mollen says, “This is a fast-paced environment. If you’re a person who thrives in that atmosphere, you’ll have rewarding work and growth opportunities. Our innovation and product development make this a place where people really make the difference.”

HR’s Polly Pearson compresses the huge volume of employee input she’s collected about life at EMC into two words, “energized success,” adding, “An energy and passion for success is infused in everything we do.”

WAnT To HELP MAKE EMC An EMPLoyER oF CHoiCE? HERE’s WHAT yoU CAn do.

inside the office:Recognize and celebrate accomplishments.Help develop the careers of people around you.Build trust, respect, and inclusion.Build a championship team.Be available to every member of the EMC family.

outside the office:Tell acquaintances why EMC is a great place to work.When speaking at outside business or social gatherings, give EMC a plug.Refer top talent to EMC. (You may earn a referral commission.)Join conversations on EMC’s employment brand on EMC|ONE.Learn how EMC markets itself as an employer of choice by visiting and reading EMC.com’s “Careers@EMC,” Polly Pearson’s blog (www.pollypearson.com), and the EMC culture-focused communities and blogs on EMC|ONE.

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to college or retire, it’s hard to be fully engaged with your work. And we want people who, above all, are engaged,” HR EVP Jack Mollen says.

It’s essential to get materials into recruiters’ hands now. But building a strong employment brand is a process refined over time. As Recruiting Ser-vices Sr. Director Barbara Massa says, the effort will succeed only if EMC’s culture truly reflects its brand message. “The brand only works if things really are as we describe them. Managers must lead by example and make their own areas great places to work.” S

Fact: More than 50% of EMC’s workforce joined

in the last four years.

18 EMC.now | Q2 2008

information preservation

In 2007, EMC invited public and private organizations, individuals, and institu-tions to apply for a mon-etary grant that would help them protect and share the historical and cultural information in their care (everything from centu-ries-old manuscripts writ-ten on bark to more recent oral history videos of local senior citizens).

After reviewing 325 applications from 34 countries, the Heritage Trust Project committee awarded cash grants of $5,000 to $15,000 to seven recipients in 2008. The $100,000 in total awards was distributed based on the size of the audience that would benefit from having access to the pre-served information, the at-risk status of the material, the reason that digitizing it was urgent, and how beneficial EMC’s grant could be to the effort.

Here’s how the recipi-ents for 2008 will use their grants.

Center for the study of Peace and Reconciliation (CsPR), Graduate School of Social Sciences, Hitotsubashi University, Tokyo, Japan

CsPR will establish a digital archive of research and historical materials

related to war, peace, and reconciliation. The infor-mation, some of it decades old, includes manuscripts, research notes, films, and audio tapes from World War II atomic bomb vic-tims.

The project will en-able the CsPR to achieve its goal of making these materials available to the public. Professor Yoshiko Ashiwa, CsPR Co-Direc-tor, says the award “rec-ognizes the importance of our work to promote the study and understanding of peace and reconcilia-tion.”

Chiang Mai University Library, Chiang Mai, Thailand

The EMC gr ant helps Chiang Mai University in its ongoing effort to revive vernacular northern Thai language by creating a

digital library of temple manuscripts that were originally written on mul-berry paper, tree bark, or palm leaves and stored in many of the region’s 1,000 temples.

The Chiang Mai Uni-versity Library has been working since the 1980s to preserve images of these endangered manu-scripts, some of which date back to the 16th cen-tury and are insufficiently protected from damage. The digitization project not only will preserve the material, but also will make it publicly acces-sible, including providing modern translations.

The Edgar Allan Poe Museum, Richmond, Virginia, U.S.A.

The Edgar Allan Poe Museum is using its EMC grant to share a collection

Helpingthe cultural heritage

caretakers

The world’s information heritage is a resource to be preserved locally and shared globally. The EMC Heritage Trust Project financially supports the digital stewardship of such resources around the world.

CREATing A Long-LAsTing ARCHivE

(facing page) Bergen Mayor Gunnar Bakke

(left) joins Eli Lea (with bouquet) and

colleagues at the ceremony honoring

Flimmer Film’s receipt of the EMC

grant.

HERiTAgE oF An indigEnoUs PEoPLE

(right) A multimedia

database to be created with the grant funds

will give people access to the largest

and oldest collection of Kwakwaka’wakw

culture in Europe.

U’MisTA CULTURAL soCiETy

Q2 2008 | EMC.now 1�

of the renowned author’s manuscripts, letters, first editions, memorabilia, and personal belongings globally via the web.

This 85-year-old museum, which attracts 17,000 visitors a year, is scanning documents and photographs to create vir-tual exhibits on its web-site. The grant supports that digitization project and helps to fund the acid-free storage of mate-rials in the collection.

Called “America’s Shakespeare,” Edgar Al-lan Poe either created or mastered the literary genres of short story, detective fiction, science fiction, lyric poetry, and horror. “Although Poe always identified himself as a Virginian, his life and work truly belong to the world,” says museum Ex-ecutive Director Katarina Spears. “The EMC Heri-tage Trust Project has given us the opportunity to make this extremely rare and valuable historic collection available for research and enjoyment on a global scale while preserving it for the gen-erations to come.”

Flimmer Film As, Bergen, Norway

This small documen-tary film production company is using its grant to translate an oral his-tory project called My Days from Norwegian to English and post a collec-tion of personal stories on the web. Created during oral history workshops at seniors’ homes and senior centers in the county of Hordaland, the project features elderly Norwe-

gians telling personal sto-ries about their daily lives.

The stories are re-corded digitally and combined with photos, letters, drawings, and other images to create documentaries. Flimmer Film Project Manager Eli Lea says the Heritage Trust funding will enable her to reach an interna-tional audience with her project and make it into a long-lasting, online digital archive. “We hope the stories will inspire people of all ages and nationali-ties to tell their stories,” she says, “because we all have a story to tell!”

The Music Library of the st. Petersburg Philharmonic orchestra, St. Petersburg, Russia

The Heritage Trust grant is enabling the Music Library of the St. Petersburg Philharmonic Orchestra to scan, digi-tally catalog, and provide web access to one of the oldest, most significant musical collections in Russia. The Library was established in 1882 with the St. Petersburg Phil-harmonic Orchestra, and it stores most of its 150,000-piece collection of musical scores, sheet music, books, and peri-odicals in boxes.

Some of the most valuable items, including musical scores signed by renowned composers, are showing signs of wear. “With this technology, the library can preserve the collection and make it widely available via a website, thus making the library part of the inter-national cultural commu-

nity,” says Natalia Droz-detskaya, Special Projects Department Manager for the Music Library.

U’mista Cultural society, Alert Bay, British Columbia, Canada

The EMC gr ant lets the U’mista Cultural So-ciety extend its efforts to preserve the heritage of the Kwakwaka’wakw First Nation, an indig-enous people that has existed for thousands of years on Vancouver Island in British Colum-bia, Canada. The U’mista Society is creating a web-based multimedia database of the largest and oldest collection of Kwakwaka’wakw culture in Europe (held by the Ethnological Museum in Berlin). The project will allow the public, including the remaining 5,500 members of the Kwakwaka’wakw, to ac-cess the collection, which ranges from utilitar-ian items to spectacular masks and ritual regalia. It will also enable the U’mista Society to be-

come part of the Recipro-cal Research Network, a federated museum infor-mation system co-spon-sored by the University of British Columbia.

villa ocampo, San Isidro, Province of Buenos Aires, Argentina

The Villa Ocampo Project is using its grant to digitize and preserve the books and documents of well-known Latin American cultural fig-ure Victoria Ocampo (1890-1979). Ms. Ocampo founded and published Sur, the most important literary magazine of its time in Latin America. The library collection, including 12,000 books and 1,000 periodicals and personal papers, is at her Buenos Aires home, Villa Ocampo, which served as a gathering place for distinguished 20th-cen-tury writers and intel-lectuals and is now open to the public. The books and documents, many inscribed by well-known authors, will be available online. S

FLiMMER FiLM

�0 EMC.now | Q2 2008

the backup windowThis quarter in EMC history

Around 1996, EMC North American Manufac-turing started hitting the equivalent of rush-hour gridlock. Symmetrix demand was skyrocketing, and manufacturing space was tight. Assembly and testing spread across four Hopkinton buildings, but EMC was outgrowing their collective capacity. “We had test-setups everywhere. We were still out of space,” recalls Tom Geraghty, VP of Franklin Operations.

Logistical challenges—especially material-move-ment tracking—were substantial, says Dan Fitzgerald, VP of Global Real Estate and Facilities. By August

1997, he faced an ultimatum: Get a state-of-the-art manu-facturing facility running, or put EMC at risk of missing production targets and losing market share.

After quelling some con-cerns about separating Manu-

facturing from Engineering, EMC purchased a 40-acre site in Franklin, Massachusetts, 15 miles away. Because of time constraints, architects and engineers practically lived side by side at the site, weathering wintry conditions to excavate what Dan called “the bad dirt” that was too muddy to accommodate foun-dation work.

Instead of fast-track construction, the team dubbed the effort “Project Einstein, Flash-Track Construction.”

Today, EMC Franklin remains EMC’s largest manufacturing facility and continues to serve the company well. With two identical substations to sup-ply electricity for product testing, “if one goes down, the other will take over. There’s enough capacity to power a small city,” notes Joe Duggan, New Product Introduction Manager. EMC Franklin has a water reclamation system, high-efficiency cooling, and variable flow pumps that save energy when mov-ing air and fluids. Eleven environmental stress-test rooms expose storage systems to hot/cold conditions or serve as regular manufacturing space as needed.

But the feature taking top prize for innovation is the facility’s engineered flexibility. The manufactur-ing floors have almost no interior walls, so assembly and testing areas are easily reconfigured as needed. Miles of overhead pipes, tubes, and cables provide

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power, network access, and compressed air to every space below. “We designed it so any area of the floor can handle any product,” Dan says.

That flexibility enabled the plant, home to about 900 employees, to readily adopt Lean Six Sigma practices and even add some CLARiiON manufacturing last year.

The building has seen change. In 2005, it re-ceived high-efficiency lighting and a water-side economizer for “free cooling” to cut electricity costs. In 2007, employees cut liquid nitrogen use by 30%.

Tom, Dan, and Facilities Operations Sr. Di-rector Paul Fitzgerald all confirm that Franklin has plenty of capacity and flexibility to adapt to tomorrow’s products. Dan says he can’t think of a single barrier to meeting EMC’s needs far into the future.

Paul adds, “We were ahead of our time in cre-ating the building, and we believe that this build-ing is still ahead of its time.” S

e EnginEEREd FLEXiBiLiTy: The manufacturing floors have almost no interior walls.

e ConsTRUCTion of the 682,000- square-foot Franklin Manufacturing plant was proceeding full-speed in Q298. The project was part of a broader manufacturing expansion; around the same time, EMC nearly doubled its Cork, Ireland, plant to 400,000 square feet.