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.
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.
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.
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.
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.