Lockheed Martin employees looking at a computer.

Diversity and Inclusion


Objective

Create a workplace that fosters a sense of belonging and where the diverse talents and unique perspectives of our people drive affordable and innovative solutions for our customers and business success.

Management

D&I is foundational to Lockheed Martin’s culture and reflects our Core Values to Do What’s Right, Respect Others and Perform with Excellence. We know diverse and inclusive workforces yield higher performance outcomes and more creative solutions. To actively manage D&I, Lockheed Martin supports a robust Global Diversity and Inclusion (GD&I) strategy, provides tailored education and engagement programs and maintains an infrastructure that operates in all our Business Areas, domestically and internationally.

Driving our approach to D&I is a commitment from the top of the organization, as our Chairman, President and Chief Executive Officer sets the tone for integrating D&I across the enterprise. Lockheed Martin’s Executive Inclusion Council (EIC) is composed of cross functional leaders and collaborates with internal and external stakeholders to promote D&I within their Business Areas and key functions. The GD&I team advances the organization toward best-in-class D&I performance and conducts people engagements, such as focus groups and surveys, across the enterprise to collect stakeholder feedback on our inclusion initiatives. Our EIC closely examines this feedback and executes plans to enhance and mature these efforts. In addition to the direction set by our EIC and GD&I team, the Lockheed Martin Code of Ethics and Business Conduct, Supplier Code of Conduct, Nondiscrimination and Equal Employment Opportunity policy and Harassment-Free Workplace policy clearly define our stance on topics such as discrimination, equal opportunity and employee health and safety in detail.

Employee Engagement

An important part of our strategy is a commitment to empower our employees to be both champions and beneficiaries of a diverse and inclusive workspace. To ensure that our strategy is effective, we maintain compliance with federal, state and local laws through a framework of corporate policies and procedures that align with our mission to advance diversity and inclusion. This framework enables our employees to be both champions and beneficiaries of a diverse and inclusive workspace through programs that provide training and education, initiatives that support inclusive learning and understanding and processes that encourage employees to abide by ethics standards, be alert to violations and report misconduct. For example, we offer toolkits that provide guidance to leaders on workplace accommodations to enable employees with disabilities to perform essential job functions. Our leaders also complete training on Equal Employment Opportunity / Affirmative Action to understand and comply with the complex framework of labor laws and regulations, along with harassment-free workplace training to ensure that inappropriate behaviors are reported, investigated and remediated. Lastly, we conduct extensive training on unconscious bias for leaders and HR professionals. The training identifies different types of bias that may negatively impact employment decisions, and provides instruction to recognize and mitigate biases. Related training and resources include bystander intervention training, a harassment toolkit for leaders, the Lockheed Martin Helpline and Equal Employment Opportunity education programs.

We further support the advancement of our GD&I Strategy through a robust Inclusive Learning Strategy and portfolio, which seeks to develop key inclusive behaviors in employees and leaders. Our portfolio expands upon our required trainings to offer more in-depth experiential learning across a broad spectrum of D&I topics, and addresses employee needs at every level of the organization. Topics covered include allyship, generational diversity, cultural understanding, empathy and respect, intersectionality, courageous and inclusive dialogues, conflict management and psychological safety. This approach offers a holistic, streamlined set of offerings that are being deployed across the enterprise.

To continue engaging employees in the D&I conversations outside of our trainings, we leverage our Business Resource Groups (BRGs). At Lockheed Martin, BRGs are voluntary, employee-led groups that foster a diverse and inclusive workplace aligned with our organizational mission, values, goals and business practices. We currently partner with seven BRGs focused on building community and providing support for commonly underrepresented groups. In addition to serving current Lockheed Martin employees, the BRGs play an important role in identifying and connecting with potential talent through community engagement. In this way, the BRGs can open additional talent pipelines that complement our overarching recruitment efforts.


Total number employees involved in BRGs as of 2020:
35,991


Able & Allies
2,219


African American Council for Excellence (AACE)
5,736

 
Hispanic Organization for Leadership & Awareness (HOLA)
4,707



Military Veterans
6,128


Professional Asian American Network (PAAN)
4,240


Pride LGBT Professional Network (PRIDE)
3,971


Women Impact Network (WIN)
8,990

Supplier Diversity

We aim to be a global industry leader in evolving a diverse supplier base. To achieve this, we seek to maximize the use of small businesses in our supply chain and foster their unique solutions to create a technological advantage for our customers, stimulate economic growth and achieve long-term business success. One resource we provide is the Supplier Training Excellence Program (STEP). A free program, STEP offers a virtual collection of educational and learning resources which we designed to help small enterprises navigate and succeed in the defense industry. Resources include webinars, collateral information on industry specific topics and information from affiliate organizations covering topics such as anti-corruption, counterfeit parts, what makes up an ethics program and proposal writing.


In 2020, our efforts to champion
supplier diversity included:

~ 21.9
percent of suppliers selected were small businesses
> $6.2 billion
spent with more than 7,500 small businesses
> $1.2 billion
spent with woman-owned businesses (both large and small)

> $681.4 million
spent with nearly 800 veteran-owned businesses (both large and small)
> $68 million
spent with Alaskan Native and Tribally-Owned Corporations
> $333.9 million
spent with more than 200 service-disabled, veteran-owned small businesses

“very good”
rating earned from the Defense Contract management Agency for small business performance on the Department of Defense Contracts with a focus on strategic supplier development and sourcing efforts, small business innovations and emerging technologies

Supplier diversity statistics are based on a year-long measuring period from October 1, 2019 to September 30, 2020.

Workforce Profile[1, 2, 3]

EEO-1 Reporting


Total Employees (rounded to the nearest 1,000)

GOAL
120,000
100,000
80,000
60,000
40,000
20,000
0

114,000

 

60,000

 
Total EmployeesTotal engineers, scientists and IT professionals

Women

GOAL
100
80
60
40
20
0

23%

 

22%

 

27%

 
OverallExecutivesBoard of Directors

Veterans

GOAL
100
80
60
40
20
0

22%

 

21%

 

45%

 
OverallExecutivesBoard of Directors

People of Color

GOAL
100
80
60
40
20
0

28%

 

14%

 

9%

 
OverallExecutivesBoard of Directors

Persons with Disabilities

GOAL
100
80
60
40
20
0

9%

 

9%

 
OverallExecutives

EDUCATION
HS/none indicated30%
Associates/some college7%
Bachelors38%
Graduate/PhD25%

GENERATION
Traditional<1%
Baby Boomer27%
Generation X31%
Millennials38%
Generation Z3%

[1] As of December 31, 2020 except for Board of Directors which is as of March 1, 2021. All data rounded to the nearest whole percentage.

[2] Executive is defined as as director-level (one level below vice president) or higher. 

[3] Based on employees who self-identify. Includes only U.S. employees and expatriates except for Women, which also includes local country nationals. Excludes casual workers, interns/co-ops and employees of certain subsidiaries and joint ventures.

 

Highlights


  • To raise awareness for mental health and well-being during the COVID-19 pandemic, GD&I partnered with the BRGs to launch the Mind Matters campaign in the United States. The campaign aimed to inform employees about mental health topics and equip individuals with tools to support themselves and others. More than 700 people joined the bi-weekly meditation moments, and more than 200 people joined the internal communications channel to engage in conversations about mental health.
  • In February 2020, Lockheed Martin’s GD&I Diversity Outreach team conducted a hiring event for participants of the National Society of Black Engineers (NSBE) conference. The event was enormously successful, as we secured over a 90 percent offer acceptance rate.
  • In the wake of racial disparity issues, GD&I launched an innovative allyship initiative, called “I. Care. I. Act” to bring together BRG leaders, members and allies. The purpose was to provide two-way, group-led conversations focused on learning more about leveraging inclusion, driving allyship and addressing racial issues. During bi-weekly meetings, participants of the initiative learn about ways to become agents of change within their own professional and personal interactions. The program serves as a place for dialogue, support and accountability related to continued commitment to racial and social justice.
  • International Women's Day banner.In March 2020, we hosted our third annual International Women’s Day event to show our support for women in our workforce and across the globe. The 2020 theme was “Each for Equal,” and events focused on how gender equality is essential for economies and communities to thrive. Nearly 1,800 employees joined the webcast, which was a 47 percent increase from 2019, from 33 locations across the globe.
  • In May 2020, Lockheed Martin’s Military Veteran BRG launched Military Spouse Alliance to foster networking for sustainable and meaningful career paths for Military Spouses.
  • We hosted a virtual panel discussion on Lockheed Martin’s external outreach strategy and its positive impact on diversifying our talent pipeline. A range of Lockheed Martin panelists covered topics including outreach to Minority Serving Institutions and HBCUs, external awards sponsorship and engagement and recruitment efforts.
  • In June 2020, Lockheed Martin’s Chairman, President and CEO, Jim Taiclet, met with leaders of each of our seven BRG’s during roundtable. Our Chairman, President and CEO was able to convey his personal commitment to D&I and BRGs and explore the groups’ roles in addressing COVID-19 and racial disparity challenges.
  • Lockheed Martin sent out information and hosted events to encourage our employees to learn about and commemorate the Juneteenth holiday in the U.S. Our BRGs hosted employee forums to highlight perspectives on racism, discrimination and opportunities to expand D&I efforts. Additionally, Lockheed Martin offered lump sum matching of up to $250,000 to support organizations that expand educational access for students of diverse backgrounds.
  • In November 2020, Lockheed Martin’s PRIDE Community and Transgender Council partnered with GD&I to sponsor a series of events during Transgender Awareness Week to focus on increasing understanding for transgender people and the issues the community faces.
  • Lockheed Martin expanded its D&I initiatives by embracing National Native American Heritage Month in November. Employees of Native American heritage were featured in internal communications with stories describing their tribal communities, favorite traditions and what their native background means to them.

2020 SMP Goals

Develop the best workforce for our customers by increasing representation of women, people of color, veterans and people with disabilities.

Achievement

Partial Success: Representation of People of Color and Persons with Disabilities has consistently over-performed against the 2015 baseline. Veterans representation continues to show a decline due to changing demographics and retirement trends. Women’s representation remains below the 2015 baseline but has increased each reporting period since 2017.

 

PoC: 28.4% (2015 baseline 24.3%)
PwD: 8.6% (2015 baseline 5.65%)
Veterans: 21.5% (2015 baseline 23.5%)
Women: 23.2% (2015 baseline 23.8%)

Increase employee participation in company-sponsored diversity events, Business Resource Groups (BRGs) and leadership associations.

Achievement

Success: We saw an increase in employee participation in company-sponsored diversity events, Business Resource Groups (BRGs) and leadership associations in 2020.

Diversity and Inclusion
Celebrating Diversity in STEM

Lockheed Martin is a long-time charter co-host of the Black Engineer of the Year Awards (BEYA) STEM Conference, attracting students and professionals in STEM fields and offering opportunities for career development and recruitment. Lockheed Martin award recipient Audrell Samuels attended the conference and led a workshop for 360 pre-college students to inspire and encourage them to pursue STEM careers. The conference is also an exciting opportunity for employers and prospective employees; during the 2020 BEYA conference, employers conducted 576 interviews and made 118 same-day offers, an increase from the 321 interviews and 71 same-day offers from the year before.

Employee Wellbeing

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