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Building a reputation for trust and integrity includes a strong commitment to digital responsibility. In an increasingly connected world, we remain committed to safeguarding data and setting standards for the use of artificial intelligence. We provide ongoing training and resources for our employees to support this commitment.

Artificial Intelligence

SUSTAINABILITY MANAGEMENT PLAN GOAL

By 2025, 100% of artificial intelligence developers will have been trained in system engineering approaches to artificial intelligence ethical principles.

2021 PROGRESS

In 2021, we focused on defining our path and increasing awareness. A core team is working on artificial intelligence security and governance in collaboration with the Advanced Technology Laboratory. We mapped the principles and discussed how to integrate them within corporate policies. We also began building a playbook that contains the tools and information on how to ethically use artificial intelligence at Lockheed Martin. The training will be developed based on this playbook and is scheduled for beta testing in late 2022.

Lockheed Martin is committed to driving the use of artificial intelligence in an equitable and transparent way. We are ensuring that our actions have the appropriate defined ethical boundaries at the start to deliver aligned capabilities, meet customer requirements, protect the safety of stakeholders and avoid reputational risk.

One of Lockheed Martin’s newest resources is the Lockheed Martin Artificial Intelligence Center. It was created to help centralize the application and scalability of artificial intelligence within the company, which we anticipate to have a heightened impact across all functions. Artificial intelligence drives competitiveness in the marketplace as it can speed the design process as well as the time to market for our products. Artificial intelligence tools are critical to future business success, and the ethical use of artificial intelligence represents a core, defining aspect of how we implement artificial intelligence tools in our organization.

Our Code of Ethics and Business Conduct and our internal corporate policy Ethical Development and Use of Artificial Intelligence guide Lockheed Martin’s ethical use of artificial intelligence. We created an Artificial Intelligence Ethics Subcommittee in 2020, under the direction of the Artificial Intelligence Executive Steering Committee, that oversees artificial intelligence design, development, deployment and internal use aligned to our adopted principles for the responsible use of artificial intelligence. These principles are: responsible, equitable, traceable, reliable and governable.

Lockheed Martin was one of the first large organizations to wholly adopt these principles, developed by the U.S. Department of Defense, and use them as the foundation for our artificial intelligence program. This reflects Lockheed Martin’s strong history of ethical use of technology, our Code of Ethics and Business Conduct and our Core Values. The Artificial Intelligence Ethics Subcommittee includes representatives from all business areas, the Advanced Technology Laboratory, human resources, communications, legal, ethics and business transformation. It meets monthly and reports quarterly to the Artificial Intelligence Executive Steering Committee. Both Lockheed Martin’s Chief Engineer and the Senior Vice President, Ethics and Enterprise Assurance review performance on a periodic basis and serve as the highest levels of leadership responsible for ethical use of artificial intelligence.

Customer engagement is an integral part of our program. Lockheed Martin was invited to an industry roundtable with the Joint Artificial Intelligence Center, which represents the customer in the use of responsible artificial intelligence. We also participated in the Joint Artificial Intelligence Center’s transformational acquisition process. To strengthen our program, we invited the Joint Artificial Intelligence Center to an Artificial Intelligence Ethics Subcommittee meeting and have asked for their third-party review of our policy.

Our artificial intelligence sustainability management plan goal is focused on explaining and integrating ethical artificial intelligence across all of Lockheed Martin.

It encompasses the full artificial intelligence lifecycle—from use and selection to training and testing to cross-checking and development to ultimate sustainment. As of 2021, we have approximately 850 employees identified as artificial intelligence developers who will be required to take the training.

INDUSTRY COLLABORATION

Lockheed Martin leadership engaged with the U.S. Department of Defense Advanced Research Projects Agency (DARPA) in early 2021 and eventually launched the first cross-industry ethical artificial intelligence collaboration session in November 2021. The Deputy Director of the Defense Sciences Office of DARPA went through the Institute for Defense Analyses to coordinate and host the meeting with one representative from each of eight defense companies. The main focus areas were testing and verification challenges and defense acquisition business model challenges for continuous data/model updates of deployed artificial intelligence. Lockheed Martin intends to continue this level of transparent collaboration to encourage the ethical use of artificial intelligence to underpin U.S. national security imperatives and international leadership.

Data Privacy and Protection

SUSTAINABILITY MANAGEMENT PLAN GOAL

By 2025, 50% of Lockheed Martin employees will have been trained in data literacy and data-centric practices.

2021 PROGRESS

In 2021, we developed the written scripts and videos for our compliance training that is planned for release in 2022. We also worked with Lockheed Martin’s Enterprise Learning & Development team to procure an online learning platform that focuses on data analytics, data science and artificial intelligence/machine learning for all skill levels and roles. Usage of the platform in 2021 more than tripled compared to previous years, demonstrating its growing adoption across our organization.

Lockheed Martin empowers employees to take a proactive role in protecting data. From documented privacy policies to annual internal assessments supported by a formal network of privacy leaders throughout the enterprise, our corporate privacy program continues to evolve to meet new challenges and address the changing regulatory landscape. For example, new hires complete privacy awareness training as part of the onboarding process and all employees complete sensitive information protection training each year as part of their compliance training plan.

In support of this commitment to the protection of data, Lockheed Martin is also focused on expanding data literacy and digital responsibility.

Data Literacy and Data-Centric Practices

In an increasingly data-driven world, we are helping Lockheed Martin employees understand their part in creating, using and managing data, and the impact their data decisions have on our business.

Enhancing data literacy and data-centric practices is the first step in empowering a data-informed enterprise. We are providing the skills employees need to protect the value proposition of our digital initiatives and increase our competitive advantage.

Data literacy is connected to our data strategy and is included as a resource in our new internal corporate policy on data governance. Lockheed Martin’s data strategy mission is to ensure our business processes, systems and mission solutions generate high quality data that can seamlessly flow between our core business systems and is easily accessible to enable business area interoperability, real-time analytics, data-driven decisions and efficient delivery of zero-defect data products to our customers. Our data literacy efforts are championed by our Chief Data & Analytics Officer and presented quarterly to the Lockheed Martin Data Council. Employees are engaged in multiple ways, including dedicated websites, a data literacy quiz to guide employees to further education resources and learning platforms that offer training on data topics. Our objective is to build a data-focused mindset, including skills and tools, through expanded learning opportunities available to all teams.

To achieve our sustainability management plan goal, we have a three pillar strategy:

  • We will develop and release training that will provide a strong foundation in data literacy and data-centric practices and mindset for our employees.
  • We will utilize learning solutions to enable employees to build data capabilities that are beneficial to their roles and professional growth.
  • We will continue to engage with business areas and functional teams, when requested, to develop targeted data-related training, including new cohort learning experiences.

Lockheed Martin is actively expanding data literacy and data-centric practices across the enterprise. We are leveraging data as a strategic asset to communicate more effectively, drive innovation and continue to deliver on our customers’ missions.

HUMAN RESOURCES LEADERSHIP TRAINING

In February 2021, our Chief Data & Analytics Office hosted a virtual data literacy workshop for members of the Human Resources executive leadership team. The workshop focused on how leadership can support data literacy and data-informed decision making within each individual organization. Interactive learning materials with data-driven tactics were also shipped to their locations to elevate the experience. Given the team impact this type of training can have, we hope to expand leadership trainings in the future using this workshop as the model.

PEOPLE ANALYTICS COHORT LEARNING

At the end of 2020, our Chief Data & Analytics Office collaborated with the human resources team to create a tailored, eight-week cohort learning experience on data and people analytics. It is a structured, self-paced training, complemented by weekly live office hours on specific human resources and people analytics topics where employees can ask questions and dive deeper into concepts applicable to their roles. Our Chief Data & Analytics Office helped design the original curriculum and led the first cohort of nominated human resources employees. In 2021, we launched our third cohort, and nearly 100 employees participated in the training. The human resources team now independently leads the effort. This experience will serve as our model for data literacy and data-centric cohorts moving forward.

SUSTAINABILITY MANAGEMENT PLAN GOAL

100% of data objects identified for common definition in the Lockheed Martin data strategy (Tier 1 Data) and 100% of certified data sources have data stewards assigned by 2022.

2021 PROGRESS

We achieved the following three major milestones in 2021:

  • Established the number of Tier 1 Data elements to include in our Lockheed Martin data strategy
  • Completed the definition of “program” Tier 1 Data
  • Established data steward committees for an additional three functions

Tier 1 Data

Lockheed Martin regards data as a strategic asset and is committed to its responsible governance and management. We are optimizing how we extract value from data by improving interoperability and data quality, while minimizing data sensitivity risk.

Tier 1 Data, which are a set of common and agreed upon definitions for terms and their data equivalents, are a key aspect supporting our transition to a model-based enterprise. Examples of such terms for Lockheed Martin include program, employee, customer and supplier. When we establish common, governing definitions for terms, it enables any employee creating an information technology system to align to the common definition. Once every system has adopted the definition, we can allow data to move through those systems while experiencing minimal translation issues. Additionally, Tier 1 Data is a significant enabler to digital responsibility since it improves our ability to identify, locate, govern, manage and protect sensitive data.

Our new internal corporate policy on data governance includes our data governance standards and a data stewardship procedure. Our Chief Data & Analytics Officer and chair of our Enterprise Data Governance Board is responsible for creation of Tier 1 Data and their associated definitions. Our Enterprise Data Governance Board is comprised of the Chief Data & Analytics Officer from each business area, as well as senior leadership representatives from legal, cybersecurity and corporate security. This board, which meets once per month, is empowered to lead our data governance policy and drive decisions, and is a subset of our Data Governance Council that meets quarterly and guides our data strategy across the company. Aligning systems and adopting the standard, as well as empowering data stewards (individuals entrusted with effective control and use of data and information assets) will occur within all business areas.

In 2021, we determined our Tier 1 Data by balancing commonality with the effort required for Tier 1 Data management. This included setting data quality requirements. We then focused on software and systems integration, policy and target approval and developing an operating model that will guide us from idea to implementation. Looking forward, we will identify data stewards and establish data steward committees, coach these stewards through our operating model and work towards Tier 1 Data definitions.

“Tier 1 Data underpins the digital threads that traverse our business processes enabling the transformation to a model-based enterprise. Our success allows Lockheed Martin to simultaneously deliver more business value and improve our ability to protect sensitive data”

— Mike Baylor, Vice President, Chief Data & Analytics Officer

Intellectual Property Rights

SUSTAINABILITY MANAGEMENT PLAN GOAL

By 2022, an intellectual property protection hierarchy has been deployed with tiered protection of intellectual property data assets based on their classification within that hierarchy.

2021 PROGRESS

We finished developing the processes and resources required to deploy the new Restricted Use Only and Restricted Internal Use Only designations for Lockheed Martin Proprietary Information.

Our intellectual property sustainability management plan goal is focused on defining and implementing heightened categories of protection for critical types of Lockheed Martin Proprietary Information, which includes the new designations of Restricted Use Only and Restricted Internal Use Only. This increases our ability to protect intellectual property as a business asset throughout its lifecycle to maximize our competitive position.

It also drives value in the following two key ways:

  • Enhances data security and mitigates data spills: By implementing a process for identifying, protecting and controlling access to critical technology, we are reducing the possibility of inadvertent leaks or intentional disclosure.
  • Creates a flexible, nuanced proposal approach: Enables us to move away from traditional proposals to better balance Lockheed Martin interests in protecting our critical technology while delivering needed information to our customers.

Our two internal corporate policies, Protection of Sensitive Information and Intellectual Property, provide the foundation for this intellectual property effort. We have a cross-functional working group for managing heightened protection categories for Lockheed Martin Proprietary Information that led the development of the new designation system. The working group is focused on creation of processes, tools and training, integration of the designations into our current Sensitive Information Protection Tool and collaboration with business areas and Intellectual Property Review Boards for effective implementation. The Intellectual Property Review Boards at each business area and at Enterprise Operations review categories designated by Lockheed Martin-funded technology development programs and provide any needed support. Concerns that arise can be elevated to the Enterprise Intellectual Property Strategy Board, which is led by our technology and business development functions.

Once fully established, we plan to conduct periodic internal reviews to revisit designated categories across all programs to ensure the information still qualifies for its specific designation or if updates are required. Looking to 2022, we plan to put the new designation system fully into practice across the company. With the first use cases we can determine best practices and make any needed refinements to better protect our intellectual property.

DESIGNING NEW RESOURCES FOR SUCCESS

To enable success of this intellectual property goal, our cross-functional working group designed a comprehensive set of resources that are utilized by programs at different stages within the process. These include an enhanced data protection playbook, a protection standard, a protection form, confidentiality agreements and training. The training has been deployed in our formal enterprise-wide training system and is a self-paced, virtual course designed to familiarize employees who may be handling sensitive information with the tools needed to protect our valuable intellectual property.

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