Social responsibility has many faces, and Lockheed Martin is working hard to ensure that it encompasses all of them. For thousands of underprivileged Los Angeles high school and middle school students, the face of Lockheed Martin is Manny Sanchez. He’s a tutor, a mentor, a role model, and, for some, an initial contact for an internship or full-time job. “When you look into the eyes of these children and for the first time see hope, it’s a moving emotion,” says the chief systems engineer for hybrid aircraft at Lockheed Martin Aeronautics in Palmdale, Calif. “It’s a feeling of pure joy, knowing you have helped another human being get to their goal.” Sanchez’s volunteer activities - more than 800 hours worth - last year alone - are rewarding for the students he touches, for himself personally, and for the Corporation. He’s one of the tens of thousands of Lockheed Martin employees who volunteer in their communities and convey in a very personal way the culture of social responsibility that exists throughout the Corporation. Lockheed Martin and its employees have traditionally been strong in volunteerism and philanthropy. In 2008: The Corporation contributed $22 million to charitable causes. Employees added another $22.6 million through personal charitable donations. Employees logged more than 1 million volunteer hours.
Although philanthropic contributions and the efforts of dedicated volunteers are excellent examples of Lockheed Martin’s positive impact on communities, there are many other ways the Corporation demonstrates its social responsibility. Social responsibility covers everything from financial performance, to labor practices, to environmental programs, to supply chain management and, of course, community involvement programs. Everything we do as a corporation affects communities and the environment in some way, and that’s why we strive to consider those impacts in all of our corporate decision making. In 2008, Lockheed Martin made CRO Magazine’s list of the Best 100 Corporate Citizens, ranking 39th. In compiling its list, CRO (short for Corporate Responsibility Officer) uses an independent firm to evaluate companies in the areas of climate change, employee relations, environment, financial, governance, human rights, lobbying and philanthropy. Environmental programs, in particular, have been a Lockheed Martin focus in recent years. Collectively known as Go Green, Lockheed Martin’s environmental initiatives encompass a wide range of activities designed to conserve resources and lower emissions. In 2007, for example, two additional Lockheed Martin buildings, both in Sunnyvale, Calif., joined six other buildings as the Corporation’s first to obtain certification under the Leadership in Energy and Environmental Design (LEED) Green Building Rating System™, the nationally accepted benchmark for the design, construction, and operation of high-performance green buildings. Eleven more structures, including the new Center for Leadership Excellence recently opened on the Corporation’s Bethesda, Md., campus, are in the pipeline for LEED certification. “We’re an environmental leader in our industry,” says David Constable, corporate vice president of Energy, Environment, Safety and Health. “Being a responsible corporate citizen by reducing our environmental impact is the right thing to do, and it’s something we must do to remain competitive. We must become more efficient with our use of energy and water - and we are.” Demonstrating its commitment to reduce greenhouse gas emissions, Lockheed Martin has: Voluntarily partnered in the U.S. Environmental Protection Agency’s Climate Leaders Program. Made a pledge to reduce its emissions by 30 percent per dollar of revenue by 2010, and it is well on its way to achieving that goal. Invested $41 million in 167 energy-saving capital projects over the past six years -now generating annual savings of more than 125 million kilo-watt hours of electricity. Started a Green IT program that focuses on server consolidation. Begun a Green Fleet initiative through which several businesses are promoting the purchase of hybrid vehicles, use of bicycles for intra-campus transportation, and replacement of fuel-powered vehicles with smaller rechargeable electric vehicles.
The safety of employees and plant visitors is another important aspect of social responsibility, Constable notes, and there, too, the Corporation has been making impressive progress. Through its Target Zero initiative, the Corporation has been promoting a “zero-accident” corporate culture. As an interim goal on the way to eliminating workplace injuries, Lockheed Martin reduced injuries by 50 percent from 2003 to the end of 2008. At the end of 2008, the recordable injury rate was down 56 percent from the base year. A culture of social responsibility has to take hold at all levels to drive improvement, Constable says, and it has become an imperative characteristic of a successful corporation today and for the future. “Our stockholders, our customers and our employees all expect it,” he says. “And it’s essential for attracting the best and brightest talent. This is something that’s really important to new recruits.” |  | Employees are the Foundation of Lockheed Martin’s Social Responsibility | Lockheed Martin employees have long been recognized for their community involvement, volunteer activities and generosity. Here are a few numbers that illustrate just how impressive that involvement is: 6.5 million - Number of hours Lockheed Martin employees have logged
since 2002. 1.3 million - Number of volunteer hours logged in 2008, the third year in
a row with more than 1 million hours. 3,944 - Number of employees who received President George W. Bush’s
Volunteer Service Award for volunteering more than 100 hours in 2008. $22.6 million - Amount contributed by Lockheed Martin employees in 2008
to the United Way and other charities supported through the workplace.
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