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Our people are our greatest asset, and we strive to build a dynamic, engaging, safe and welcoming workplace that drives innovation, embraces diverse perspectives and encourages collaboration. We invest in our employees and cultivate an environment of belonging where people can bring their authentic selves to work every day, and have an opportunity to thrive in their roles and beyond.

Harassment-Free Workplace


All Lockheed Martin employees participate in at least one bystander intervention training workshop by 2025.


In 2021, 2,700 employees completed a bystander intervention training workshop through our Upstander Campaign. Looking forward, we will increase the availability of workshops and the Upstander Campaign will be integrated into our new digital training platform, Atlas Learning, and assigned to 100% of employees globally.

Lockheed Martin takes pride in our Core Values to Do What’s Right, Respect Others and Perform with Excellence. These Core Values are underpinned by our Code of Ethics and Business Conduct and corporate policies on Harassment-Free Workplace and Nondiscrimination and Equal Employment Opportunity. We require all employees to complete annual harassment-free workplace training. Additional related training is required for specific employees based on function and level.

We aim to live up to our values and to ensure employees feel heard and supported. In 2019, we began the first phase of developing dedicated bystander intervention training by incorporating elements into our annual harassment-free workplace course materials and our Code of Ethics and Business Conduct. We used guidance from respected external organizations to help build the content, including the U.S. Equal Employment Opportunity Commission.

In 2021, we formally released a dedicated bystander intervention training, which was branded the “Upstander Campaign." This branding occurred because we believe there are two types of bystanders: an active bystander and a passive bystander. A passive bystander is one who witnesses harassment but does not act. An active bystander, also known as an upstander, is one who reacts with the intent to stop harassment, discrimination, retaliation or other inappropriate conduct. We empower our employees to be upstanders in these situations.

We promoted our Upstander Campaign through workshops and communications to encourage voluntary completion. In these workshops we taught the use of Green Dot’s bystander intervention techniques, which emphasize the 3Ds: direct, distract and delegate. After each workshop we gathered feedback from participants to understand how we could improve our efforts. We also encouraged employees to take the Upstander Pledge to sustain an inclusive culture where there is a sense of belonging for all.

Senior responsibility for this sustainability management plan goal is held by our Vice President, Global Diversity and Inclusion with director-level responsibility for implementation. Progress is reported on a monthly basis.


In 2021, our Global Diversity and Inclusion organization conducted more than 40 Upstander Campaign workshops. These workshops provided the tools, skills and resources needed to identify and report harassing behavior. Content included educational resources to define harassment per Lockheed Martin policies and U.S. Equal Employment Opportunity Commission guidelines, and the type of behaviors that should be addressed when witnessed. Our feedback surveys showed that 96% of employees who completed the workshop reported they felt more prepared to intervene if they witnessed harassment or discrimination. The ultimate goal of the Upstander Campaign is for more employees to successfully intervene and report incidents they witness.

Inclusion and Equity


All leaders have an inclusive leadership experience or complete one diversity and inclusion-associated action annually through 2025.


In 2021, 100% of leaders completed training on leading diverse teams.

Our diversity and inclusion strategy is built into the fabric of our Core Values and is imperative to our success. We know that Lockheed Martin’s diverse and inclusive workforce enhances our collective power, and our ability to recognize, value and draw upon unique perspectives and experiences to drive innovation and solve our customers’ toughest challenges. Our strategy is underpinned by strong policies, which protect employees and exemplify the inclusive culture we strive to foster.

Inclusive Leadership

Our focus on training our leaders on inclusion began over a decade ago when feedback from employees indicated this was an area for improvement. We believe inclusive teams produce the best work and are a key building block to a company culture where all employees feel belonging. Through our robust inclusive learning strategy, we seek to develop key inclusive behaviors in employees and leaders and address employee needs at every level of the organization. As a result, we developed a full suite of trainings and tools to educate our leaders on inclusivity and equip them to empower employees to perform their best. Along with our required annual Leading Diverse Teams training, we offer a multitude of learning experiences, such as our newly launched four-week pilot training program that embeds foundational principles and behaviors of inclusion. These efforts help us equip our leaders and employees with the tools they need to create an inclusive culture and reinforce its importance.


In November 2021, we held our first Diversity and Inclusion Learning Summit. For this virtual event, we invited Lockheed Martin internal stakeholders, external institutions and non-profit organizations that we partner with to join and speak about their areas of expertise. These included a global non-profit research and consulting firm dedicated to diversity outreach, the advancement of women and people of color, and cataloging diversity best practices in the workplace. This event included seminars on topics such as inclusion in a hybrid work environment, learning best practices for inclusivity and review of inclusion rating indices of top firms. It also included breakout workshop sessions with stakeholders to share deeper insights that will inform future Lockheed Martin diversity and inclusion strategies and solutions.


Increase hiring of protected veterans and people with disabilities to meet or exceed annual U.S. Department of Labor targets through 2025.

Increase representation of women and people of color enterprise-wide by 2021.


In 2021, we exceeded U.S. Department of Labor hiring targets for protected veterans and people with disabilities.

In 2021, our representation of women remained at 23% and our representation of people of color increased to 29%.

Workforce Diversity

We actively pursue increasing the representation of underrepresented groups within our workforce. One challenge we face is the lower participation of certain groups in the U.S., overall, in science, technology, engineering and math occupations, which account for more than 50% of Lockheed Martin’s employee occupations. For example, in the U.S., overall, 12.6% of aerospace engineers, 21.6% of software developers and 8.4% of mechanical engineers are women. However, we continue to work hard to increase representation within our workforce, including through scholarships, internships, fellowships and partnerships such as our five-year partnership with Girls Inc., our partnership with Historically Black Colleges and Universities and Hispanic Serving Institutions and the Lockheed Martin Science, Technology, Engineering and Math Scholarship Program. We are currently within 2% of the 2021 Aerospace and Defense Workforce Study representation of women benchmark of 25% in our industry, and within 1% the Study’s people of color representation benchmark of 30%. While we have made progress, we know that we still have work to do. Representation is one measurement of our overall progress toward a more diverse and inclusive workforce.

Workforce Demographics

Show/Hide Values
HS/none indicated 30%
Associates/some college 7%
Bachelors 38%
Graduate/PhD 25%
Traditional 0.2%
Baby Boomer 24%
Generation X 32%
Millennials and Beyond 44%
The generational structure used by Lockheed Martin in 2021, based on U.S. government definitions, is as follows:
Traditional: Birth year from 1928 to 1945
Baby Boomer: Birth year from 1946 to 1964 inclusive
Gen X: Birth year from 1965 to 1980 inclusive
Millennial and Beyond: Birth year from 1981 to present


Our Lockheed Martin Heroes program provides fellowships to military members transitioning to civilian careers, military spouses, caregivers and wounded warriors. We partner with organizations such as: U.S. Chamber of Commerce Foundation’s Hiring our Heroes Corporate Fellowship Program, Department of Defense SkillBridge program, U.S. Special Operations Command Wounded Warrior Internship Program and the military Career Skills Programs. Through our Heroes program our talent acquisition team is able to provide the resumes of individuals transitioning from active duty military members and military spouses to hiring leaders across Lockheed Martin as prescreened and recommended employee candidates. Each year, several thousand of these candidates are introduced to hiring teams. Once selected, transitioning service member candidates complete three- to six-month fellowships consisting of on-the-job training. Military spouse and caregiver candidates complete a six-week on-the-job training experience.


In 2021, Lockheed Martin continued its neurodiversity internship program in partnership with Rowan University’s Preparation and Achievement of Transition to Hire program. Through this partnership, we aim to increase diversity in our workforce with qualified talent who are on the autism spectrum or have other brain differences, such as differing learning abilities. In 2021, we recruited and placed our second cohort of students in internship roles where we believed they would excel, while also bringing new perspective to our operations. Since its inception, the majority of participants in the program have gone on to return for future internships or receive permanent job offers upon graduation.


Lockheed Martin is a long-standing and proud sponsor of Disability:IN, an organization that promotes the employment of people with disabilities in business settings. The Disability:IN NextGen Leaders program is a six-month program for college students and recent graduates with disabilities who have demonstrated talent and leadership in science, technology, engineering and math, finance and business fields. NextGen Leaders collaborate with corporate partners to prepare for employment through mentorship, networking and recruiting opportunities. In 2021, Lockheed Martin had a record number of employees serve as mentors to NextGen Leaders.


Lockheed Martin continues to work with Historically Black Colleges and Universities to foster and recruit top talent. In 2021, through targeted engagement and hiring events, 106 offers were accepted by Historically Black Colleges and Universities students to begin internships and full-time roles in the summer of 2022. In addition to Lockheed Martin’s long-standing partnership with engineering departments within 16 Historically Black Colleges and Universities, our Finance & Business Operations team deepened their partnerships in 2021 with four business schools at Florida A&M University, Howard University, Morgan State University and Prairie View A&M University. The aim of these partnerships is to work with the faculty to guide academics, provide skills development for students and recruit for early career opportunities. In November, John Mollard, Vice President and Treasurer, gave a virtual presentation at an event hosted by Florida A&M University, where business students from all four partner schools learned more about career opportunities.


Our Business Resource Groups continue to be a strategic enabler of our diversity and inclusion strategy. Our Business Resource Groups are voluntary, employee-led groups that are open to all employees while focusing on workplace issues specific to racial/ethnic, gender, sexual orientation/gender identity, disability or veteran status. The Business Resource Groups foster a diverse and inclusive workplace aligned with our organizational mission, values, goals and business practices and drive awareness and change within our organization. Our commitment to the Business Resource Group program is demonstrated through our assignment of executive sponsors, our investments in programming and the formal policies and management we have established to support their governance.

“At Lockheed Martin, we are dedicated to upholding our Core Values—Do What’s Right, Respect Others and Perform with Excellence. One of the most important expressions of our commitment to these core values is actively building a diverse workforce and inclusive environment. We know our strength is rooted in coming together so all our employees can bring their best selves to work each day.”

— Greg Karol, Senior Vice President and Chief Human Resources Officer

Historically Black Colleges and Universities (HBCU) Partnerships

  • Alabama A&M University
  • Atlanta University Center Consortium
  • Florida A&M University
  • Hampton University
  • Howard University
  • Jackson State University
  • Morgan State University
  • North Carolina A&T State University
  • Norfolk State University
  • Prairie View A&M University
  • Southern University & A&M College
  • Tennessee State University
  • Tuskegee University
  • University of the District of Columbia
  • University of Maryland Eastern Shore
  • Virginia State University

Workplace Safety


Reduce the number of days away from work due to occupational injury or illness through 2025.

Establish a risk-based approach to serious incident and fatality prevention programs by 2025.


We did not meet this goal in 2021. This goal is based on a three-year rolling average, which included data from years prior to the pandemic. An analysis showed that we would have been successful in achieving our target if occupational COVID-19 related days away from work were removed from the 2021 calculation.

In 2021, we finalized our new serious incidents or fatalities management process, integrated it within our incident management system tool and conducted initial testing. Implementation across the company is planned for early 2022.

Our safety and health program, called Target Zero, goes beyond compliance to ensure safe work conditions, promote workforce resiliency and enhance business value. We actively implement programs to reduce risk, prevent injuries and empower our employees in creating a safer work environment. This helps us protect the foundation of our business and our greatest asset: our people.

Lockheed Martin’s corporate policy Environment, Safety and Health provides the overarching guidance for our Target Zero program. It is supported by a comprehensive set of procedures on different safety and health topics, including the framework for our Environment, Safety and Health Management System. Performance on our safety metrics and initiatives are reported to the Vice President, Environment, Safety and Health on a monthly basis, as well as to the Board of Directors quarterly. Additionally, we have an internal performance dashboard that is updated monthly and available to all employees.

Lockheed Martin’s enterprise Environment, Safety and Health Management System is certified to ISO 45001, with 25 sites certified to ISO 45001 in 2021. Additionally, five Lockheed Martin facilities are participants in the U.S. Occupational Safety and Health Administration’s Voluntary Protection Program.

We are actively involved with organizations such as the National Association of EHS&S Management, The National Safety Council, The Conference Board and industry working groups to share safety best practices and lessons learned. One example is our participation in the Z16 Standards Committee with more than 20 other organizations. The Z16 standard provides a broadened scope of metrics to help organizations better understand and improve safety and health performance, as well as the impact safety and health has on business success. Measuring workplace safety performance extends beyond employee injury and illness prevention to include topics such as fleet, property, reputation and resilience.


Our Participatory Ergonomics program allows employees from different areas to become part of an ergonomics team in charge of conducting assessments and implementing solutions in manufacturing areas identified as high and moderate risk for ergonomic stressors. Since 2011, eight teams have been established. In 2020, two Participatory Ergonomics teams implemented comprehensive and sustainable Participatory Ergonomics programs, completing approximately three dozen improvement projects that represented an estimated cost avoidance of almost $2.6 million. In 2021, a program enhancement train-the-trainer pilot initiative was implemented in our Missiles and Fire Control business area, which will enable and enhance ergonomic skills.

Within Lockheed Martin, we engage and empower employees through a suite of safety initiatives. Several of these include:

  • Target Zero Structured Improvement Activities: These continuous improvement events are designed to enhance safety and performance in identified opportunity areas. In 2021, our Corporate Environment, Safety and Health team sponsored three domestic and one international event, and our business areas sponsored an additional four events.
  • Zero in on Safety: This employee promotion campaign demonstrates leveraging the Zero in on Safety techniques, Identify, Evaluate and Act (IDEA), to recognize hazardous conditions, report injuries and close calls and implement corrective solutions.
  • Safety Moments: This video series is based on real Lockheed Martin situations and incidents. Safety Moments drives injury prevention and awareness through employee testimonials and stories.
  • Ergo Cup: This competition fosters innovation of new ergonomic practices and processes to minimize ergonomic stressors experienced in the workplace. We held our ninth annual Lockheed Martin Ergo Cup competition in 2021.
  • Target Zero’s Heroes: This program, introduced in 2021, recognizes employees who demonstrate outstanding safety actions through a formal nomination and awards process.

We continually strive to improve our Target Zero program. An example of this is our recent effort towards risk-based management, with an enhanced focus on actual and potential serious incidents or fatalities. Focusing on this category of serious incidents allows us to dedicate resources to manage robust investigations, corrective actions and preventative strategies in areas that will have the greatest safety impact.

Our Target Zero Committee developed Lockheed Martin’s concept of prioritizing actual and potential serious incidents or fatalities and the new process for managing them through our incident management system. Our system is used to report and track all safety incidents, close calls and positive observations across the company. The Target Zero Committee published a guidance document defining actual and potential serious incidents or fatalities to include incidents that relate to one of seven high-risk categories. Actual and potential serious incidents or fatalities will be tracked in our incident management system and will require the incident investigator to complete a 5 Whys root cause analysis. The Target Zero Committee will analyze all actual and potential serious incidents or fatalities reported across the business areas to identify trends and opportunities for improvement. Performance will be reported on a quarterly basis to the Environment, Safety and Health Leadership Council.

For more information on our Target Zero and Environment, Safety and Health programs, please visit the Lockheed Martin Environment, Safety and Health website and review our annual performance reports located on the ESG Portal.


Lockheed Martin conducted its first Target Zero structured improvement activity at our Faslane, U.K., location in the summer of 2021. The focus was on identifying improvement opportunities for ballast maintenance operations, which consists of transporting and sand-blasting vessel ballasts. The original operation required heavy lifting, awkward positions and working at heights. The facility designed an innovative solution to transport, elevate, hold and roll the ballast in which the air transporter, a critical piece under the ballast, was able to be removed to avoid grit damage from sandblasting. This solution also eliminated the need to work at heights. The operation was further refined by the structured improvement activity team with an overhead arrestor to hold the hoses and blasting equipment, reducing operator safety risk. We plan to host a multi-week structured improvement activity event in the U.K., again in 2022, this time looking for safety opportunities at both manufacturing and office facilities.

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