Employee Wellbeing

Employee Wellbeing

Lockheed Martin donated $1.6 million in support of 2017 hurricane relief efforts. We also delivered more than 82,000 pounds of critical supplies to Puerto Rico in our LM-100J aircraft.

Lockheed Martin donated $1.6 million in support of 2017 hurricane relief efforts. We also delivered more than 82,000 pounds of critical supplies to Puerto Rico in our LM-100J aircraft.

Objective

To create a high-performance, inclusive workplace culture that engages employees and creates rewarding career paths for our current and future workforce.

Future space travel, autonomous machines and national defense arsenals rely on the scientists and technologists we hire to push the boundaries of their fields. We motivate employees through our development and inclusion programs, wellbeing and benefits programs and our mission to innovate a better future.

Our focus on performance and sustainability delivers safe, reliable, affordable products that support our customers’ missions of national security, citizen services and sustainable development.

Sustainability factors

Talented, resilient and engaged employees drive performance and innovation. Our employees generate wide-ranging societal solutions to complex global challenges.

Tier 1

WORKPLACE SAFETY AND WELLNESS

Efforts to manage work activities such as manufacturing and hazardous substances use with effective engineering controls and ergonomics to ensure a safe and healthy workforce and workplace.

TALENT DEVELOPMENT

Efforts to ensure all employees have the knowledge, skills and work assignments to achieve performance goals in a dynamic business environment.

TALENT RECRUITMENT

Efforts to recruit employees with relevant skills and invest in a talent pool of future employees.

DIVERSITY AND INCLUSION

Efforts to create a workplace where all employees are treated fairly, inclusively and without discrimination, where a range of nationalities and cultures is represented and where there are equal professional opportunities regardless of gender, race, age or ability.

Tier 2

STEM EDUCATION

Efforts to support science, technology, engineering and math (STEM) education to develop and recruit engineers and scientists for our workforce.

Case study

Using Virtual Reality to Enhance Productivity

Feedback from people performing movements in a virtual environment provides great benefits to our ergonomics studies. At our Collaborative Human Immersive Laboratory in Denver, one of the largest virtual reality laboratories of its kind, we test and validate products and manufacturing processes virtually before the physical design or build begins.
Case study

Developing Leadership Talent

Implementing new talent development strategies is critical to ensuring our workforce can match the accelerating generational shifts, globalization and changing technology. Our talent development programs, like Lead and Innovate for Tomorrow (LIFT), help us with succession planning for business continuity and resiliency.
Case study

INVESTING IN A SKILLED LABOR FORCE

Finding local manufacturing talent has always been difficult. We initiated a multi-year partnership with Valencia State College in Orlando, Florida, to develop advanced manufacturing talent. As of 2017, we hired 30 employees from the program, of whom 66 percent are minorities, 33 percent are women and 20 percent are veterans.
Case study

A DIVERSE WORKFORCE FUELS OUR FUTURE

African-Americans, Hispanics, Native Americans and Alaskan natives represent 31 percent of the U.S. population, yet they hold just 11 percent of science and engineering jobs. Through our MSI strategy, we expose minority students to career opportunities, showcase our culture of innovation and identify talent for Lockheed Martin roles.

Highlights

2017 Continuous Learning Statistics

3,568
employees participated in the tuition reimbursement program
516
early career leaders participated in the Leadership Development Conference
2,405
leaders participated in enterprise Leadership Development Programs (LDPs)
1,589
employees attended enterprise functional training programs

Workplace Safety Results1

Chart key

1 Our annual goals are set based on a two percent improvement over the average of our previous three years of performance. Metrics are reported by calendar year, and include all U.S. Lockheed Martin facilities which represent 93% of all Lockheed Martin employees. International employees and those operating in-theater (war zones) are not included in this data. Data is adjusted to reflect business changes: data from 2013-2015 includes former business segment Information Systems & Global Solutions (IS&GS); data beginning 2016 includes Sikorsky and excludes IS&GS. Each rate is calculated per 100 employees, working 40 hours per week for 50 weeks per year.

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our report

Discover how we are developing sustainable solutions to complex, global challenges in our 2017 Sustainability Report.

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