Healthy Start

Privacy Chief

Career Path

Survival Techniques

Health and wellness programs help employees make significant lifestyle changes.

Corporation’s first chief privacy leader explains new role and importance of information privacy.

Energy is key to success for Aeronautics vice president of finance and business operations.

Security training helped employee to survive massive terrorist attack bombing.

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February 2009 Volume 15, No. 2

Historic Participation Lockheed Martin employees witness historic Presidential Inauguration from many vantages Whenever there’s a landmark event of major national importance, you can bet Lockheed Martin and its employees will be there to provide support — often in a wide variety of ways. That was certainly the case during the historic inauguration of President Barack Obama. From F-16s and F-22s patrolling the skies to cutting-edge situational awareness technology on the ground to contributions by individuals behind the scenes, Lockheed Martin’s presence could be found in many places before and during the inauguration.

Managing the masses One of the biggest roles belonged to a team from Lockheed Martin Advanced Technology Laboratories (ATL) in Cherry Hill, N.J., which helped the National Park Police manage the crowd of 1.4 million people on the National Mall.

At the concert on the day before the inauguration and during the big event itself, the ATL team loaned its Distributed Operations (DisOPS) advanced situational awareness system to the Park Police and had five people working side by side with key officers to assist them with the technology. “The officers were really amazed at the capability it provided,” said Gerry Mayer, director of ATL’s Artificial Intelligence Laboratory. “They must have told us 20 times how much they appreciated us supporting them.” The Park Police were equipped with five DisOPS hand-held personal digital assistants and a laptop at the command center that helped them coordinate personnel and assets throughout the National Mall while tracking and responding to incidents of interest. The system’s software enables multiple users over a wide area to instantaneously See Inauguration p. 4

Lockheed Martin employees supported the Presidential Inauguration in a variety of ways — from airspace management to crowd control using advanced situational awareness technology.

Inclusive Environment Results of diversity survey positive, show opportunities for growth

Geeth Chettiar, the recently appointed vice president of Diversity and Equal Opportunity Programs, addresses the Diversity Maturity Model survey and the importance of an inclusive environment.

The culture at Lockheed Martin continues to grow and evolve as it faces the challenges ahead, as demonstrated in the results of the 2008 Diversity Maturity ModelTM assessment and in the vision of the Corporation’s new vice president of Diversity and Equal Opportunity Programs. The 2008 Diversity Maturity Model (DMMTM) assessment, a tool used to measure an organization’s progress on inclusion, once again showed enterprisewide improvements and provided specific opportunities for growth in the years to come. “People often associate the word ‘diversity’ with representation,” said Geeth Chettiar, Diversity and Equal Opportunity Programs vice president. “But diversity, especially when coupled with the concept of inclusion is broader than that. It includes different work styles, capabilities, communication styles and life experiences, as well as race, gender and ethnicity. It’s the things that make each of us unique.” The employee survey is the most heavily weighted factor contributing to the overall DMM score, which improved this year from 3.4 to 3.6 on a scale of 1-5 where diversity is 1) Foundational, 2) Enlightened,

3) Embraced, 4) Integrated or 5) Institutionalized as part of the Corporation’s culture. The score also includes data from organizational self-assessments with peer reviews and objective statistical demographic data. This year’s survey showed that employees feel that their opinions and ideas are valued, that there is more support from managers for diversity initiatives, and that the Corporation continues to leverage a diverse culture for the benefit of customers. Opportunities for improvement include educating everyone about what diversity means to the success of Lockheed Martin and ensuring a work environment that encourages employee commitment and retention, particularly among employees who have been with the Corporation for one to five years. Part of Chettiar’s plan to address these challenges involves expanding the DMM survey. “To give people more of a voice, we’re going to invite 100 percent of the population to participate in the next survey,” Chettiar said. “The survey is what tells us if we’re reaching the hearts and minds of the people.” Chettiar believes expanding the 2009 DMM survey will help employees see firsthand how their See Diversity p. 6

Strong Start Use LM HealthWorks to stick with your goals for a healthier lifestyle By now, many of us have forgotten about our New Year’s resolutions. If you need a reminder and a little support, help is just a click away with a variety of programs available on the LM HealthWorks Web site, which provides a variety of health-related tools and resources. And if you need a little inspiration, look no farther than your own Lockheed Martin colleagues. “I literally thought my car would not start unless I lit a cigarette,” said Deborah Vanleeuwen, an administrative specialist in Information Systems & Global Services in Maryland. After 43 years of smoking,

lighting up when she got in the car just became part of her routine. In December 2007, Vanleeuwen used the LM HealthWorks Quit for Life program to help her break the habit once and for all. The free program is available to all employees and their eligible dependents. As of December 2008, more than 7,600 employees have participated and approximately 42 percent have successfully quit. Vanleeuwen celebrated her one-year anniversary of being tobacco-free on Dec. 1, 2008. “I remember one day when I was a few miles down the road and I realized that I left my lighter and cigarettes at home,” she remarked. “It was a major milestone for me.” Vanleeuwen kicked the habit with the help of prescription drugs, which were provided at no cost through the Quit for Life program. Support from friends, family and co-workers also helped her make the change for good. “Whenever I told a new person that I had quit, they were always so proud of me, and that motivated me to keep going. After my success story was published on eLife, I received supportive e-mails from co-workers from across the Corporation who I had never even met before. They said that they were inspired by my story. I keep them all in a folder and still read them on occasion today,” Vanleeuwen said. For current smokers who are trying to quit, Vanleeuwen offered this advice, “When I started my prescription pack, I had no idea when I would smoke my last cigarette, and I did not set a deadline for myself. Don’t expect too much out of yourself, just take it one day at a time.” Another popular health and wellness benefit is the fitness reimbursement program. Approximately 19,000 employees have taken advantage of this benefit, which offers up to $250 per Steven Pay, senior mechanical engineer in California, used the LM HealthWorks calendar year to offset costs of fitfitness reimbursement program to join a local gym, shown here. Pay has lost 50 ness center membership. pounds since joining two years ago.

U.S. Navy Retires Last Lockheed Martin S-3B Viking The U.S. Navy retired the last Lockheed Martin S-3 Viking from fleet service in ceremonies in January, closing out the aircraft’s distinguished 35-year naval career. A total of 187 S-3s were built (eight test and 179 operational aircraft) between 1971 and 1978. Over its career, the Viking served with 18 Navy squadrons and accumulated approximately 1.7 million flight hours. “The S-3 Viking was known as the ‘Swiss Army Knife of Naval Aviation’ and served the U.S. Navy well in a wide variety of roles over the course of its operational service life,” said Ray Burick, Lockheed Martin vice president of P-3/ S-3 programs. The photos show ceremonies at the Naval Air Station in Jacksonville, Fla., and a flyover of the Navy S-3B, right, and NASA’s S-3B. The NASA Glenn Research Center currently has four S-3Bs performing aircraft icing research missions.

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Deborah Vanleeuwen, second from left, kicked the habit after 43 years of smoking and surprised her daughters with the good news. From left are daughters Shannon, Sunny and Brandy.

Steven Pay, a senior mechanical engineer in Information Systems & Global Services in California, used his fitness reimbursement to get in shape. Pay lost 50 pounds since joining a fitness center two years ago. “I wanted to join a gym for some time but felt the high cost of membership would be a burden on my family’s budget,” says Pay. “When LM HealthWorks introduced the fitness reimbursement program, I decided to join my local gym. I couldn’t use cost as an excuse anymore, so I decided to sign up.” What keeps Pay motivated to continue his workout routine? “I am not concerned about how I look, I just want to be healthy for my kids,” he said. After becoming more active, Pay decided to improve his eating habits as well. He brought healthy meals from home for lunch and cut unhealthy snacking from his diet. Pay’s advice for those thinking about starting a fitness routine: set a goal and commit. “When you first start exercising and eating healthier, it will be easy to lose weight. But, as you get closer to your ideal weight, it becomes harder. Establish a routine to make it easier.” More programs are planned for 2009 and beyond, including a Personal Health Assessment. This confidential questionnaire can help employees gain a better understanding of their current health status. A new corporate-wide physical activity program is also coming later this year and will include an online tracking tool to help individuals set physical activity goals, then track and measure progress. Working in partnership with Lockheed Martin business areas, LM HealthWorks has also started the transformation of onsite medical clinics to “wellness centers.” This effort will result in an expanded set of on-site prevention and health care services that employees can easily access. ■ For more information about health and wellness programs, visit the LM HealthWorks Web site by logging on to LMPeople at https://lmpeople.lmco. com/ and selecting Health and Wellness in the Pay and Benefits section.

EXECUTIVE Q&A provider to the federal government, and increasingly that involves processing personal information. IS&GS provides support services to the Social Security Administration, for example, and they’re supporting the do-not-call registry for the Federal Trade Commission where privacy assurance is an important issue. The list goes on and on. As our customers come to us for these big contracts, we’re increasingly having to address the question of how we’re helping them protect personal information, and part of that is being able to show them how we’re doing it for ourselves. My office has already laid some important groundwork with IS&GS for collaborating on privacy issues, so as they do more work in this area, they can point to our policies and processes internally to show that we understand what’s at stake and how to address it. That’s an important strategic piece of our privacy initiative in addition to the tactical piece of protecting our employee data. “Privacy deals specifically with personal information that needs to be managed because it pertains to an individual’s identity,” says Ken Washington, the Corporation’s chief privacy leader. “If personal information is compromised, it can cause serious problems for individuals and for the company.”

Private Matters Lockheed Martin’s first chief privacy leader explains new role Ken Washington became Lockheed Martin’s first chief privacy leader in April 2008, 22 years after earning a doctorate in nuclear engineering and joining the containment modeling team at Sandia National Laboratories, operated by Lockheed Martin for the U.S. Department of Energy. His computing expertise led him to a series of information technology positions at Sandia, including chief information officer and leader of the Labs’ Information Systems and Services program. Two years ago, Washington joined the Lockheed Martin Enterprise Information Systems group as chief technology officer, and when the unit was reorganized as part of Enterprise Business Services, he stepped into the role of chief privacy leader for the Corporation. In the following interview, Washington explains the new position and why protecting personal information is important for the Corporation, for employees and for customers. LM Today: Exactly what is information privacy? How is it different from information security? Washington: I’m asked that question a lot. In a nutshell, information security is responsible for protecting information of all kinds. That includes personal information that employees provide to the company, but it also includes technical data, intellectual property and all of those sorts of things. Privacy deals specifically with personal information that needs to be managed because it pertains to an individual’s identity. If personal information is compromised, it can cause serious problems for individuals and for the company. Privacy in this context means managing a person’s personal information through its entire life cycle: making sure it’s collected appropriately, that we don’t collect more than we need, that it’s used in the way we tell employees we’re going to use it, that we protect it when it’s in our systems, and that

we’re accountable and responsive if it ever should fall into the wrong hands. It also covers the end of the lifecycle — removing data that’s no longer needed and deleting optional data if an employee decides to stop participating in some voluntary program or activity. These are the principles that constitute a mature privacy practice, which builds employees’ trust in the fact that the company is handling their personal data appropriately throughout its entire lifecycle. LM Today: How does having a chief privacy leader improve the way Lockheed Martin protects personal information? Washington: Lockheed Martin is not alone in identifying this position as one that’s important for a company

it can be used for things like obtaining credit or opening a bank account. Criminals realize the value of this data, of course, and that has created a growing privacy threat. In recent years we have seen a wave of identity theft sweeping the country. You see headlines about the big incidents, but it happens frequently on a smaller scale too. The latest estimate I’ve seen is that identity theft costs corporations $50 billion a year. It’s a very real and a very costly threat. That alone is enough to motivate us to have a focus on privacy and security of personal data, but there’s also a strong customer component and an increasing desire by employees to feel that their personal information is secure. I believe you’re going to hear more and more job candidates asking about personal data security and taking it into account when deciding where they want to work.

In recent years we have seen a wave of identity theft sweeping the country. You see headlines about the big incidents, but it happens frequently on a smaller scale too. The latest estimate I’ve seen is that identity theft costs corporations $50 billion a year. It’s a very real and a very costly threat. to have. Industry trends indicate that between 40 and 60 percent of companies have named a top official to coordinate a privacy program. This is happening in response to a set of conditions that we’re seeing all across industry and in society in general. The first is that we live in a hyperconnected society. Everybody spends a lot of time online, and there’s a lot of personal information required by a wide variety of service providers, from medical providers to financial institutions to your workplace. Increasingly, that information is supplied and stored in digital form, and it’s highly valuable because

All of those things came together and made us realize that although we had a lot of the pieces in place at Lockheed Martin, we had no way of coordinating everything to ensure we have all the policies and practices we need. That’s now the job of the chief privacy leader. LM Today: Can you explain more about the customer component? Washington: Our privacy policies and procedures are important to our customers because we’re the number one information technology

LM Today: Doesn’t Lockheed Martin already have a corporate policy regarding personal data privacy? Washington: We do have a corporate policy statement that addresses international data flows of private information, which is something that’s required by some European countries with very specific laws about moving data across international borders. But we don’t have a comprehensive corporate policy statement that provides the level of guidance that’s needed. That’s why one of my top priorities is to create a policy or a set of policies that ensures we’re meeting the privacy needs of the company. LM Today: Have we had any breaches of personal data at Lockheed Martin? Washington: The good news is that Lockheed Martin has not had a high visibility case like those you’ve read about where companies have lost hundreds of thousands of personal records of employees or customers. We’ve seen it in both the commercial space and in government. I believe the reason we have not had anything like that here is because we have some very strong security procedures in place because of the nature of our business. On the other hand, there have been some minor incidents, and we need to be cautious because we can never take our risk to zero. We need to be prepared, and if we do have a privacy breach, we need to respond quickly and effectively. LM Today: How are we prepared to respond in the event of a breach? Washington: Responding to a breach is a very complex matter, and that’s why having procedures in place is so important. One of the reasons it’s complex is that there are 44 states that have privacy breach laws, and the requirements of each one is different. We’re currently developing and documenting our procedures and, through our partnership with legal, we are working to understand all of the state requirements so we will be ready to comply quickly should anything happen. The first thing we ask people to do if they see something that suggests there has been a loss of personal information is to follow the normal process for See Q&A p. 8

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Inauguration Continued from p. 1 share information including data, photos and geospatially tagged coordinates. DisOPS users were able to draw on the system’s electronic maps — much like a television football analyst — to show other operators where the biggest crowds were congregating and the location of barriers that had not been previously mapped. In addition, operators were able to take photographs of lost children, record pertinent information, and disseminate both through the system. As a result, they were able to quickly reunite several children with their parents. Another incident involved a visitor who fell onto the sidewalk. DisOPS helped the Park Police to rapidly direct emergency responders to the precise location of the injured person. “You can use a radio to tell responders what street corner you’re on, but there were 5,000 other people there, too. You need exact location information as well as instructions for the best way to get there,” Mayer said. ATL developed DisOPS for military use, and the system is currently in operation with a deployed unit. When the Park Service expressed interest in the technology last year, ATL developed a specialized version. The inaugural events were the first opportunity to test the Park Police version in a live setting. “It was a goodwill gesture to provide the system at no cost, and it was also a chance to thoroughly test it in a very stressful systems operations environment over two 18-hour days,” Mayer said. “It performed extremely well.”

Planning the big events Another Lockheed Martin employee in the thick of the action was Claudia Zuczuski, a production line supervisor at the Lockheed Martin Missiles and Fire Control facility in Archbald, Pa. Zuczuski, a chief petty officer in the U.S. Navy Reserves, was chosen to serve on the Armed Forces Inaugural

At left, members of the Blue Eagle Marching Band from South Cobb High School in Marietta, Ga., participate in the Presidential Inaugural Parade in Washington, D.C. Lockheed Martin Aeronautics helped to fund the band’s trip. Above, Lee Rhyant, executive vice president and general manager, plays a bass drum with band students during practice before the trip.

“This was the first time as an adult that I spent time in Washington, and it gave me a better appreciation of the history here and the importance of this place and its institutions. It gave me even more respect for our national heritage and what our country is all about. I think every American should come here and experience it.” — Claudia Zuczuski, production line supervisor, Missiles and Fire Control, Archbald, Pa.

Committee (AFIC), which helped plan key events and manage the participation of more than 12,000 uniformed service members in the inauguration. The assignment that began Nov. 3 was thrilling from start to finish, she said, but it really intensified in the five days leading up to the inauguration. She and other AFIC members slept on cots in the downtown Ceremonies

Gerry Mayer works with DisOPS during preparations for the Presidential Inauguration. Mayer is director of the Artificial Intelligence Laboratory at Lockheed Martin Advanced Technology Laboratories. DisOPS allows small units to wirelessly communicate intelligence, enable grid-based distance calculations, share global positioning system coordinates, photograph items of interest, and track law enforcement units.

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Information Center as they finalized preparations and held a dress rehearsal a week before the real thing. On Inauguration Day, Zuczuski was on duty in the center from 7:30 a.m. until 4 p.m. She knew the crowds were going to live up to expectations when she stood in line for 40 minutes at Starbucks. “It was like waiting for a ride at Disney World,” she said.

Her team’s job was to keep the major events of the day on schedule, and things were going pretty much according to plan — the swearing-in was just five minutes late — but then came the Inaugural Luncheon at which Sen. Edward Kennedy suffered a seizure. That unexpected event delayed the start of the parade by an hour and a half, but Zuczuski said the team took it in stride. “There was nothing that could be done,” she said. “We just continued to adjust to all of the unfolding events that we were watching live on video feeds throughout the day. It was an incredible experience to be at the center of everything.”

Parade presence When the parade did get started, one of the highlights was the performance of high school bands representing all corners of the nation. One of the bands — from South Cobb High School outside of

Engineer Matt Wellner, far left, works with the U.S. Park Police to implement the DisOPS advanced situational awareness system during the inauguration. The Park Police were equipped with hand-held personal digital assistants that helped them coordinate personnel and assets throughout the National Mall while tracking and responding to incidents of interest.

Aircraft patrolled Washington, D.C., airspace during the inauguration. An F-16 flies over the Pentagon in this file photo.

Atlanta — made the trip with the help of a $20,000 contribution from Lockheed Martin Aeronautics in Marietta, Ga. Lee Rhyant, executive vice president and general manager, met with the Blue Eagle Marching Band before the trip, saying, “Experiences like this will help shape these students into future leaders of the United States.” Another parade highlight came at the very end of the procession in the form of NASA’s next-generation moon rover, a vehicle slightly larger than an average pickup truck, and which uses twelve wheels to maneuver over unique terrain like that found on the moon. The Lunar Electric Rover’s appearance was made possible, in part, through the efforts of Lockheed Martin employees Rich Szabo, Chip Litaker and Shelby Thompson. The three are on the Information Systems & Global Services (IS&GS) Civil Space and Science Solutions team at NASA’s Johnson Space Center. They made the trip to Washington to prepare the rover for the parade and ensure it made a positive impression on the new president.

Airborne activity While a variety of Lockheed Martin employees were busy on the ground, others had their eyes on the sky. The

IS&GS Global Flight Services team is under contract to the Federal Aviation Administration to provide flight briefing information to general aviation pilots. During the days leading up to the inauguration, the FAA issued temporary flight restrictions (TFRs) for the airspace around the nation’s capital, as well as rolling temporary flight restrictions as the whistle-stop train carrying the president-elect and the vice president-elect made its way from Philadelphia to Washington. TFRs also were issued for former President Bush’s trip home to Texas from the capital. “Our team worked together to ensure that pilots who called 1-800-WX-BRIEF had the information that they needed to avoid the restricted airspace,” said Ron Petro, flight services director. “Our flight service specialists did an outstanding job — especially considering the sheer volume of TFRs that were issued and the fact that some of the TFR details were subject to change with little notice.” Lockheed Martin’s presence above the capital region also included F-16s and F-22s, manufactured at Aeronautics facilities in Fort Worth, Texas, and Marietta, Ga., respectively, that patrolled the airspace to intercept any suspicious flights. See Inauguration p. 7

“Our flight service specialists did an outstanding job — especially considering the sheer volume of [temporary flight restrictions] that were issued and the fact that some of the TFR details were subject to change with little notice.” — Ron Petro, flight services director, IS&GS Global Flight Services Claudia Zuczuski, a production line supervisor at the Lockheed Martin Missiles and Fire Control facility in Archbald, Pa. was chosen to serve on the Armed Forces Inaugural Committee, which helped plan key events and manage the participation of more than 12,000 uniformed service members in the inauguration. Zuczuski, a chief petty officer in the U.S. Navy Reserves, is shown here with, clockwise from left in back, Tech. Sgt. Wood (U.S. Air Force), MKC Cox (U.S. Coast Guard) and Sgt. Gowens (U.S. Army).

A NASA astronaut and the NASA Lunar Electric Rover make their way past the presidential reviewing stand during the Inaugural Parade. Information Systems & Global Services employees Rich Szabo, Chip Litaker and Shelby Thompson helped to prepare the Lunar Electric Rover for the parade.

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CAREER PATH

High-Octane Performer For Aeronautic VP of finance and business operations, energy is key to success If you had to sum up Tom Bradley’s theory of success in a single word, it would have to be energy. Energy at work, energy at home, and energy in advancing a career. You might think all that energy would be unsustainable, but Bradley, vice president of finance and business operations for the Aeronautics business area, is living proof that energy is perpetual — and contagious. “I’ve learned that the amount of energy in an environment is really the key to success,” says Bradley, who in the course of a 27-year career has

taken on increasing responsibilities as a financial executive at Space Systems, Systems Integration and two General Electric units before joining Aeronautics in September 2007. “When you work in an environment that is high energy and very focused on goals and objectives, it creates a positive attitude that’s infectious,” he explains. “It creates an environment where people want to excel and do really well, where at the end of each workday they have as much energy as they had when they came

“When you work in an environment that is high energy and very focused on goals and objectives, it creates a positive attitude that’s infectious. It creates an environment where people want to excel and do really well, where at the end of each workday they have as much energy as they had when they came into work in the morning.”

Tom Bradley, Aeronautics vice president of Finance and Business Operations, emphasizes energy and focus for career advancement.

Diversity Continued from p. 1 feedback is shaping the culture. Inviting all employees to participate in the survey will allow managers to create action plans based on the results. “The relationship to your first-line manager is directly linked to your job satisfaction,” Chettiar said. The business case for creating a diverse and inclusive workplace is growing more and more urgent, Chettiar said. “People often say, ‘It’s the right thing to do,’ but it goes beyond that.

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This is something we need to do to continue to be a cutting edge company,” she said. “Diverse teams drive innovation in solutions, which is critical as we meet the growing demands of our customer. We expect there to be a large number of people retiring in the upcoming years, and our projected staffing needs remain high. We are seeing major changes in demographics. Tomorrow’s workforce is not going to look like today’s.” Chettiar was appointed to lead Diversity and Equal Opportunity Programs in October 2008, bringing a wealth of business experience since she joined Lockheed Martin in 1990 as part of the heritage Management & Data

into work in the morning. Conversely, negative environments are draining and exhausting for people, and teams that operate in that environment are rarely successful.” If you work in a high-energy environment and have sufficient desire and motivation, Bradley says, you’ll have the confidence to tackle tough assignments, and that’s how successful careers are built. “To be really successful, you have to put yourself in situations where you’re actually making a contribution, high-risk situations that might be a business that’s struggling or a critical new proposal,” he says. “That’s the key. Just coming to work every day and doing the minimum isn’t going to be rewarding for you and really isn’t going to get you noticed in your career.” His current job at Aeronautics exemplifies the type of challenge that excites him. At a time when the $12 billion operation is seeking to double its sales over the next several years and achieve a new level of operating excellence, Bradley has a broad portfolio of direct responsibilities, including contracts, program finance, compliance, estimating, business ventures, controllership and government accounting. “We’re transforming the organization to be the envy of not only our competitors, but everybody in the industry,” he says. “That’s tremendously exciting, and I can’t imagine having a more rewarding job.” Although Bradley has had positions at several business units, he’s not an advocate of being a generalist and moving from function to function — the “check-the-box” method of resumé building. “Some people ask, ‘Should I take this job or that job? Do I need to check this box?’” he says. “I really don’t think it’s about how many different disciplines you’ve worked in, but rather how you have performed on the teams you’ve been a part of. You can’t be a generalist in everything you do. You have to develop competency in something.” Bradley frequently mentions the importance of teams when discussing career success, and that stems from a formative experience during his General Electric days. “Probably the most significant job that prepared me for the role I have now was my time on the GE corporate audit staff. We had to work under tremendous time pressures, and we had to learn how to prioritize work, how to work in a collaborative environment with other team members, as well as with our clients. It really molded my ability to meet deadlines.” The GE experience is also one of the reasons why he believes that employees should be empowered to make decisions and advance their ideas. “If you don’t put your ideas on the table, not only is it not rewarding for you, but you’re robbing the organization of one of the critical aspects of what you bring to the party,” Bradley says. “I try to set really high expectations, goals and objectives for people and then turn them loose in their environment, give them an opportunity to succeed and then celebrate their successes.” Having high expectations at work should not come at the expense of a rewarding home life, he quickly adds. Bradley, whose passions outside of work are snowboarding with his family and golfing, believes that work-life balance is best maintained when people come home from a job filled with positive energy. “Work-life balance is different for everybody,” he says. “But for me it has to do with pouring your energy into your job when you’re at work and pouring your energy into your family when you’re at home. As long as you’re really positive about what you’re doing at work and at home, you’re going to have plenty of energy for both.” No doubt Tom Bradley does. ■

Systems organization. Most recently, Chettiar was a director of Software Engineering for the Space-Based Infrared System program in Space Systems. She believes her prior experience brings important insights to her new role at Corporate Headquarters. “I came to this position with the perspective of the people out in the field,” Chettiar said. “I understand their pressures. Having that business perspective is critical.” This year, Chettiar also plans to work with the Corporation’s affinity groups and forums to support their efforts to more effectively link with business strategy and objectives.

Additionally, her office will be supporting efforts to provide new cultural training for executive leaders as part of Full Spectrum Leadership. Overall, Chettiar said, she wants to make sure leaders and employees understand that diversity is directly linked to Lockheed Martin’s core vision and values. “With the changing demographics, an expected surge in retirees, and increasing customer demands, we’re getting ready to move into the perfect storm,” Chettiar said. “That’s why it’s so critical for us to continue on our DMM journey and create an inclusive environment to win the war for talent.” ■

A cloud of smoke billows from the burning Marriott Hotel after a suicide truck bomb exploded outside the hotel in Islamabad, Pakistan, in September 2008. At least 40 people were killed and 250 injured in one of the largest terrorist attacks in Pakistan.

Survival Instinct Making a habit of security helped employee survive bombing The crackle of gunfire. A split-second to take cover. A deafening blast. Sean O’Connor wasn’t expecting to be caught in a terrorist attack. Nobody ever is. But he was aware of the possibility, and that awareness may have saved his life. Last September, O’Connor used techniques he learned during his prior service with the U.S. Navy and in his Lockheed Martin international security training to protect himself during a massive bombing at the Marriott Hotel in Islamabad, Pakistan. “I was lying on the bed watching a movie,” recalls the Lockheed Martin Maritime Systems & Sensors (MS2) field engineer. “Then I heard what sounded like gunfire. At first, you know, maybe it could have been a car backfiring, but there were multiple. So I rolled off my bed and pulled the mattress over my head. And shortly thereafter, the room just imploded. The walls were falling. The ceiling was falling. Doors came in. And the windows came in.” When the full extent of the damage became clear, the devastation was stunning. A 30-meter crater marked the spot

where a dump truck laden with explosives had detonated. More than 50 people were dead. More than 250 were injured. For O’Connor, being in the midst of a major terrorist bombing was the furthest thing from his mind as he relaxed in his room after a day of helping the Pakistan Air Force set up a remote control radar terminal. But the fact that he survived the attack without being injured — and was able to help others to safety — was no accident. As part of his job supporting Lockheed Martin customers around the world, O’Connor has traveled to dozens of countries and many hot spots. Predeployment security training has helped him develop habits that he takes with him everywhere, including Islamabad. He is particular about hotel rooms, and always looks for one with easy access to emergency exits, away from busy streets and in the most structurally sound area of the building. He also makes sure the curtains in his room are kept closed, and he never goes to the window if he hears commotion outside. Finally, he always has a plan in his head for what he would do in an emergency.

All of those factors came into play at about 8 p.m. on Sept. 20. While O’Connor was rolling onto the floor and pulling a mattress on top of him, some hotel guests who heard security guards firing at the dump truck went to look out their windows to see what was happening. One of them was a man in a room near O’Connor’s, and he was blown out of his shoes. Immediately after the blast, O’Connor used his mobile phone to alert his contacts about what had hap-

“Make sure you know what you’re going to do. Have a plan. Don’t panic. If you have the training, if you know what you’re doing, then it just comes natural.” — Sean O’Connor, field engineer, Lockheed Martin Maritime Systems & Sensors

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Personal impact

Sean O’Connor is shown here in a video interview discussing the importance of security training.

pened, and then he went next door to assist the injured man and his wife. He brought them to his room and “cleaned them up,” to the best of his ability. Then, with two other guests, he went in search of other victims and eventually helped about 20 people escape through the emergency exit as parts of the building burned out of control. O’Connor reentered the building, retrieved the shoes of the couple he had helped initially, escorted them to the stairwell and grabbed a few belongings of his own before leaving for the last time. Although he says he’s proud of his actions under duress, he acknowledges that one never knows how one will react in a difficult situation. The key, he says, is preparation. “Make sure you know what you’re going to do. Have a plan. Know what you would like to do in case of an emergency,” O’Connor says. Then, if and when something does happen, “Don’t panic. If you have the training, if you know what you’re doing, then it just comes natural.” He also has a word of advice to other employees who are deploying or considering deploying overseas: “I would definitely say that if you’re going to a dangerous place or if you’re traveling anywhere, definitely go over the security briefs. Go through the training if you can. I would suggest that, absolutely.” Several days after the Islamabad bombing, those points were reinforced for O’Connor when the suitcase that was in his room finally came home. The wheels were melted. The contents were littered with plaster, glass and wood. “It smelled like it had been sitting next to a bonfire for three days,” he says. For O’Connor, the lesson in the suitcase wasn’t that he should stop traveling into the field. He has since returned to Pakistan to help finish out the contract that ends in February. The lesson was, “Anything can happen to you anywhere. You take the precautions and the steps to make sure that you’re ready if it does.” ■

For the many Lockheed Martin employees who helped support the historic inauguration of the nation’s first African-American president, the effort may have been exhausting, but it left them with indelible memories. ATL’s Mayer said he will never forget the sight of tens of thousands of people pouring off the Metro transit trains at 4 a.m. and literally sprinting up the Mall to get the best standing position. He also said he will remember the overall calm and friendly demeanor of the Inauguration Day crowd. “People were very respectful and concerned for each other,” he said. “There was a very warm and positive feeling in the crowd.”

For Zuczuski, the moment of awe came on Jan. 15, when she walked with a colleague to the Lincoln Memorial to watch the opening ceremonies of the inauguration. “It was almost indescribable,” she said. “All the way back to the WWII Memorial there was not an open piece of ground. There were even people in the trees.” Her strongest impression, however, was one that went beyond the spectacle of the inauguration crowds. After spending so much time in the capital, she said she was filled with national pride. “This was the first time as an adult that I spent time in Washington, and it gave me a better appreciation of the history here and the importance of this place and its institutions,” she said. “It gave me even more respect for our national heritage and what our country is all about. I think every American should come here and experience it.” ■

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ETHICS AND BUSINESS CONDUCT

Compliance Matters By Alice Eldridge Vice President of Ethics and Business Conduct In every customer-contractor relationship, there’s an expectation of ethical conduct. That’s especially true when taxpayer dollars are involved, which is why Lockheed Martin’s primary customer — the federal government — has high expectations. And they just got higher. A new rule in the Federal Acquisition Regulation (FAR), the principal set of acquisition rules used by federal government agencies, expands the scope of compliance reporting by imposing a contractual requirement to disclose evidence of violations. The FAR now obligates contractors to report to the appropriate agency office of inspector general and contracting officer whenever they have credible evidence of a violation of federal criminal law involving fraud, conflict of interest, bribery, or improper gratuity under Title 18 of the U.S. Code, or a civil False Claims Act violation, in connection with the award, performance, or closeout of a federal government contract. Contractors are also required to disclose any significant overpayment. And the rule has teeth. Contractors and subcontractors could be suspended or debarred from government contracts

for a “knowing failure” by a “principal” to “timely disclose” these issues. A principal is defined as “an officer, director, owner, partner, or a person having primary management or supervisor responsibilities within a business entity.” What does all of this mean to us? The new FAR provision will not change Lockheed Martin’s long-standing commitment to disclose violations of con-

Q&A

Employees can help protect themselves and the company by staying alert to fraudulent e-mails that attempt to lure them to fraudulent Web sites where either personal data or other Lockheed Martin intellectual property can be placed at risk. When you encounter such e-mail, do not respond to it and do not open it. It is usually safe to just ignore it, but if you have any doubt, you should contact the computer incident response team at lm.cirt@ lmco.com. You can also use our new e-mail “hotline” if you have questions or concerns or an issue of any kind involving personal information. The address is [email protected]. I also want to let employees know that we’re going to be rolling out new privacy awareness training this year. We’re not sure yet whether it will be incorporated into security training or offered as a standalone module, but it’s going to be an important part of the Lockheed Martin training offering. Finally, I would recommend that employees consider some form of identity theft protection. We’re currently exploring the possibility of offering protection from an outside vendor provided at a Corporate-negotiated rate. It would help employees make a good choice at a good price, so keep an eye out for that.

Continued from p. 3 notifying the appropriate individuals (the manager, legal or human resources), and, in instances when electronically stored information is involved, making sure the computer incident response team is notified and engaged. Their focus will initially be on finding out more about the situation and the nature of the information involved, including determining whether anything has actually been lost or stolen. So we are partnering with the right people and functional organizations, as well as the business area information security officers to ensure that as they do their initial evaluation and discover there might be personal information involved, they immediately contact my office. From there we set up a team based on the magnitude and nature of the problem, and then we take action, such as making the appropriate notifications and taking steps to prevent a recurrence of a similar situation where possible. Getting this right is important and requires engagement and collaboration across all of the business areas and many functions. LM Today: What can employees do to help the company safeguard personal data? Washington: Employees who use laptop computers should make sure that their systems use full disk encryption or have an approved exception. Employees can also help by not storing personal information on company systems unless required for official company business.

Our managers, employees, and agents are expected to promptly raise concerns internally so that Lockheed Martin can evaluate possible noncompliance and, where appropriate, adopt responsive corrective action.

LM Today: It sounds like you have some big challenges ahead of you as chief privacy leader. What do you do to relax outside of the office? Washington: I have several hobbies that I pursue because I enjoy them and I think they make me a more well-rounded individual. I’m learning to play the piano, and I’m also into photography. I enjoy the artistic stimulation,

Lockheed Martin Today may contain forward-looking statements relating to projected future financial performance that are considered forward-looking statements under the federal securities laws. These statements are not guarantees of the Corporation's future performance as actual results may vary depending on a multitude of factors. Investors should review the Corporation’s filings regarding risks and uncertainties associated with Lockheed Martin's business. Refer to the Corporation’s SEC filings, including the "Management's Discussion and Analysis of Results of Operations and Financial Condition," "Risk Factors and Forward-Looking Statements" and “Legal Proceedings” sections of the Corporation’s most recent annual report on Form 10-K and 2008 quarterly reports on Form 10-Q, copies of which may be obtained at the Corporation's Web site http://www.lockheedmartin.com or the SEC’s site at www.sec.gov. The Corporation expressly disclaims a duty to provide updates to forward-looking statements, and the estimates and assumptions associated with them, after the date of this Lockheed Martin Today to reflect the occurrence of subsequent

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tract, regulation, or statute that bear on government interests. The new provision does, however, elevate what had been a voluntary commitment to one that is required by law and expanded in scope. We also will continue our commitment to strong compliance and Ethics programs, including effective internal controls and efforts to combat fraud. Our managers, employees, and agents are expected to promptly raise concerns internally so that Lockheed Martin can evaluate possible noncompliance and, where appropriate, adopt responsive corrective action. We encourage internal reporting of any compliance matter of concern so that the assigned subject matter experts can perform a thorough review, bringing to bear the full resources of Lockheed Martin available for this purpose. Lockheed Martin has many channels available to receive reports of possible violations, including members of the Office of Ethics and Business Conduct, the Ethics HelpLine, members of the Legal Department, Internal Audit and managers. Managers who receive reports of situations that could be covered by the

new FAR provision are required to notify promptly the general counsel of their organization’s legal department so that a thorough review can be conducted. By following our compliance procedures, using the appropriate reporting channels and supporting an ethical culture, we can be confident Lockheed Martin will continue to meet all of its customers’ requirements and expectations. ■

and music and photography are a great emotional release for me. I also do some recreational computing, writing scripts for a variety of things. It’s part of my promise to myself to stay technically involved in computing after I went into management. I find it intellectually stimulating and it’s something I really enjoy. Plus I have a wonderful family. My wife, Gale, and I have five children, and we have a great time together traveling and enjoying each other’s company. ■

Additional information on what might be considered reportable under the new FAR can be found on the Office of Ethics and Business Conduct Web site at http://ethics.corp.lmco.com.

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Lockheed Martin Corporation, Volume 15, Number 2 Published for employees by Lockheed Martin Corporate Communications. Lockheed Martin Today archives are available on the Lockheed Martin Intranet at http://pageone.global.lmco.com/pageone/. The award-winning Lockheed Martin Today is printed on recycled paper using soy-based inks and is recyclable. For permission to reprint or excerpt material, contact [email protected].

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events, changed circumstances or changes in the Corporation's expectations. In addition, some or all of the following factors could affect the Corporation's forward-looking statements: the ability to obtain or the timing of obtaining future government awards; the availability of government funding and customer requirements both domestically and internationally; changes in government or customer priorities due to program reviews or revisions to strategic objectives; difficulties in developing and producing operationally advanced technology systems; the competitive environment; economic, business and political conditions domestically and internationally; program performance; the timing and customer acceptance of product deliveries; performance issues with key suppliers and subcontractors; and the Corporation's ability to achieve or realize savings for its customers or itself through its cost-cutting program and other financial management programs. These are only some of the numerous factors that may affect the forward-looking statements contained in Lockheed Martin Today.