Cover Story: International Growth Reflects ... - Lockheed Martin

Executive MessageExecutive MessageStrengthening Our Competitive PositionIn this rapidly changing and evolving IT universe,we maintain our competitive edge andrelevance by delivering information solutionsand services that are innovative, affordableand tailored to address our customers’ requirementsand priorities.Thought LeadershipAs I often say, the only constant is change.And, our industry has certainly experienced itsshare—from changesin the fiscal landscape,to the on-demandprogression of ITtechnology, to the increasingly-condensedIT market space. Thereality is that severalyears ago, fewenvisioned the "newnormal" of commercialtechnology companiescompeting withLockheed Martin in thefederal market space,or envisioned that"cloud" and "big data"would describe cutting-edgeIT solutions.Understanding ourcustomers and theirmissions differentiatesIS&GS from the ITprovider pack. For us,competitive strengthis exemplified throughour approach to newFor us, competitive strength is exemplified through ourapproach to new competition, on-contract growth,securing of existing work, capture of recompete workand extending beyond our core."– Linda Gooden, Executive Vice President, IS&GScompetition, on-contract growth, securing ofexisting work, capture of recompete and extendingbeyond our core.New CompetitionsTwo of our most significant wins in 2012clearly demonstrate how we benefit customerswith better solutions. We captured the DefenseInformation Systems Agency’s Grid ServicesManagement Operations contract from an 18-year incumbent through strategic planning andby offering an efficient, affordable program. Wealso won our first pure cyber contract by deliveringcutting-edge technology and a full rangeof functional and managerial support to theDepartment of Defense Cyber Crime Center.This strategic win partners Lockheed Martinwith the world’s largest accredited digital forensicslab.On-Contract GrowthTo continually enhance our relevance to existingcustomers and drive on-contract growth,our IS&GS-Defense business creates technologyroad maps for key customers that illustrateour understanding of where technology isheading and how we can apply it to enhancecustomer mission effectiveness and affordability.Our team worked on the U.S. Army Corpsof Engineers IT contract with the customer toeliminate more than 1,000 servers, virtualizethe environment, and provide more secure andcost-effective solutions.Securing Existing WorkPerformance matters! A positive consequenceof relentlessly enhancing value is our ability tosecure contract extensions through exemplaryperformance. IS&GS-National demonstratedhow performance makes a difference on theDouble Eagle, Diamondback and Symphonyfranchise programs.2Connect Magazine | Q4 2012

Employee ProfilesEmployee ProfilesLM Voice Survey: Leaders Take ActionLeaders play a key role in our success by guiding employees, rewarding their efforts and supporting them inthe pursuit of excellence. Our LM Voice survey results in 2011 and 2012 delivered critical feedback to leaders,identifying how we can better provide an environment that yields success. The stories below demonstrate thatwhen employees speak out, leaders take action.Dr. Shue-Jane L. ThompsonChief, itSM* Office, IS&GS CTO and Engineering, Gaithersburg, Md.Years of Service: 5+The biggest challenge facing Shue-JaneThompson and her team was both commonand critical: how to enhance their communicationsto the product lines.Feedback revealed that the organization’s capabilitieswere not penetrating to the grass roots.The team outlined a series of activities focusedon mitigating the situation and ensuring thatemployees were both informed and engaged.They first established an integrated communicationplan as part of standard operatingprocedures and launched an itSM Office storefrontthat included social media. The officestructure was revised to map to the ITIL-basedorganizational structure and functions, and anoverview of itSM was added to both afterhoursand on-demand boot camp classes.The agenda for itSM Council and Board ofDirector (BoD) meetings was enhanced to reinforcetwo-way communications. Webcastsand other Web resources (i.e., Eureka Streams)were used to facilitate communication. Theteam continues to identify and assess additionalimprovements."We have seen positive improvement in communicationsand better awareness of itSM Officecapabilities across the board," said Thompson.*Enabling Services Management through theIntegration of Invisible TechnologiesBryan HumeDirector, Program Management, IS&GS-National, Lorton, Va.Years of Service: 27Bryan Hume and his leadership team identifieda huge challenge during their analysis of LMVoice feedback: the need to develop an actionplan that would effectively translate the toplevel of survey results into meaningful actionat the local level."Essentially, we struggled to understand whatwas at the heart of employee feedback at theprogram level and then determined the bestway to identify real corrective actions that theemployees could see, feel and touch," Bryanexplained.Bryan and his team leveraged their roundtablementoring group, comprised of a good crosssection of employees from across the site. Theroundtable team was asked to identify whatthey believed to be the root of employee concernsand to brainstorm potential actions tomitigate those concerns.The team briefed management on their resultsand together the groups agreed on 14 actionsacross the three focus areas that would havethe most positive impact. They established aprocess to schedule, track and ensure closureof each action.4Connect Magazine | Q4 2012

Jim StevensDirector, HRAccess, IS&GS-Civil, Rockville, Md.Years of Service: 16LM Voice survey feedback led Jim Stevens andhis to team to address workforce engagementand the challenge of balancing customer-driventasks with activities that would accomplishthat focus. Both are critical relationships thatare deserving of time and attention, but schedulechanges and conflicts are inevitable.Stevens and his team took a proactive approachto sharing information with theemployees, creating more opportunities fortwo-way dialogue including all-hands meetings,roundtable discussions, and one-on-oneconversations. They also revamped theiremployee recognition process and how theyprovide career development opportunities.The results not only yielded more informedand effectively engaged employees, but alsoimproved management communication andengagement. More employees were placed ingrowth positions, helping to bring added valueto the business and increase productivity."The increased communication has been keyto keeping employees engaged and productiveduring a period of demanding challenges,"Stevens said.On-going actions will include holding careerdevelopment brown bag sessions, developingstretch assignments, and increasing recognitionopportunities.Ernie CaliDeputy, Enterprise Information Solutions and Director of OperationsIS&GS-Defense, Alexandria, Va.Years of Service: 30More than 90 percent of the Enterprise ITSolutions (EITS) employees work on customerpremises. LM Voice survey results indicatedthat many employees expressed feeling disconnectedfrom the organization. EITS OperationsDirector Ernie Cali and his team challengedthemselves to reach out and touch all 1,800employees—many of whom have never beento a Lockheed Martin facility.An Employee Engagement Campaign waslaunched to ensure a connection was establishedwith each employee during the year.More than 75 Employee Engagement Sessionswere held at more than 20 sites. The sessionsfocused on linking each person to the missionand the organization while increasing awarenessof IS&GS strategies and capabilities,and encouraging participation in mentoringand transformational initiatives. Nearly 300Washington-based employees attended theteam’s first extended EITS Get Engaged Sessionat the Global Vision Center in Crystal City, Va.A second initiative connected employeesthrough a pilot program for front-line leadership."The emphasis here was to reinforcethe impact and influence that leaders haveon the success of their teams," explained KimAlexander, EITS HRBP.Feedback from these initiatives has beenpositive. Employees are energized, excited andmotivated to share their LM connection withother employees and with customers, and theycontinue to be the top discriminator for thebusiness."I am always so impressed by our employees’commitment to support Every Person, EveryMission, Every Day," Cali added.Connect Magazine | Q4 2012 5

Cover StoryCover StoryInternational GrowthReflects Success of New Strategic ApproachAround the globe and across lines ofbusiness, Lockheed Martin IS&GSis filling its business pipeline withdiverse and promising opportunities.The launch of a revamped andrevitalized international business developmenteffort in 2011 has helped create a pipeline ofinternational orders."International expansion is a key component ofthe IS&GS strategic plan and we’ve been ableto demonstrate—in a relatively short time—how successful that strategy can be," said KeithMoore, Vice President of International BusinessDevelopment. "We’re taking what we do bestacross all three product lines and extendingthose capabilities into key international regions."Initially, the strategy focused primarily on countriesand regions where Lockheed Martin’sexisting strong presence could be used as a basefor extending the reach of IS&GS. In Australia, forexample, the business area already supports civilinformation technology and Command, Control,Communications, Computers, Intelligence,Farnborough, U.K.Surveillance and Reconnaissance (C4ISR) programs,and is well positioned on several majorcompetitions. Now, the business developmentteam is leveraging that success regionally."We’re using our presence in Australia as a springboardinto South Asia," explains Hans Tench, aninternational business development regional director."Singapore is our initial target, and we’redoing some work in Indonesia as well. We haveabout $500 million in opportunities growingout of South Asia, and we intend to expandthose fully across the market."Other focus regions for internationalgrowth include the UnitedKingdom (U.K.)/Europe. In theU.K., the government ischanging its procurementmodel and introducing thenew Government ServicesIntegration and Management(SIAM) function.IS&GS recently landeda breakthrough contractto provide cloudservices across U.K.government departmentsand organizations,and has significantlyincreased its cyber presencethere."Our thought leadershipin cyber has been wellreceived by key U.K. stakeholders,including analysiswork related to the London2012 Olympic games," saysMark Gittins, Regional Director forInternational Business Developmentfor the U.K. and Europe. "Other stakeholdersare also gaining interest in ourbig data analytics capability in Open SourceIntelligence. And a number of cyber analysts arenow undertaking our ExCite Cyber Training atour Security Intelligence Centre Farnboroughfacility that is housed with our U.K. NexGenCyber Innovation & Technology Centre (NCITE)."6Connect Magazine | Q4 2012

NCITE Centershelp establishour internationalfootprint and have beenrecognized for theiraward winning designs.Photos on these pagesinclude NCITE inFarnborough, U.K.;Canberra, Australia;and Gaithersburg, Md.New in 2012, Canberra, AustraliaIS&GS is also building up its pipeline portfolioto address communication infrastructureprogrammes for the U.K. Ministry of Defenceand NATO. Many of these programmes are ofinterest to IS&GS and include ballistic missiledefence; SATCOM; infrastructure; Intelligence,Surveillance and Reconnaissance; and geospatialservices.In the Middle East, the United Arab Emirates hasselected IS&GS for the Emirates Air DefenceGround Environment Transformation program.This sophisticated air and missile command andcontrol system will enable IS&GS to gain a strategicfootprint in the region."Increased demand for these types of systemswill enable IS&GS to position for additionalsales as well as increase our presencein other Middle East countries,"said Paul Casey, an internationalbusiness development regionaldirector. "We’re also leveragingother parts of our portfoliofor these customers, such asgeospatial information servicesand cybersecurity."The reorganized internationalbusinessdevelopment team fillingthe pipeline is builtaround a new conceptof operations that usesa lean central staff withadditional business resourcesin the field. Theteam’s role is to identify,shape and qualify opportunitiesthat can behanded off to the productlines for bid and execution.Communication, coordinationand collaboration are essentialto the team’s success. In additionto cultivating customer contacts,the organization works closely withIS&GS program teams and with in-countryresources from other Lockheed Martin businessareas. The team also has rolled out an internationalmarketing portal and developed closerelationships with Lockheed Martin’s CorporateInternational Business Development regional executivesaround the world."In less than two years, our international BDteam has developed and implemented a planthat has significantly improved the position ofIS&GS in the international marketplace. Wehave also provided a very robust opportunityGaithersburg, Md., USApipeline through which we are now biddingand have demonstrated to the corporationthat IS&GS can be a solid international player,"says Moore, who spearheaded the internationalstrategy. "I am very proud of this team and whatthey have accomplished."In less than two years, ourinternational BD team hasdeveloped and implementeda plan that has significantlyimproved the position ofIS&GS in the internationalmarketplace.– Keith Moore, Vice PresidentInternational Business DevelopmentThe innovation and expertise of the people in theproduct lines and lines of business are ultimatelywhat will drive international growth for IS&GS.However, the new business development strategyand the backing of the executive team are alsokey enablers, explained Jocelyn Cortese, businessdevelopment regional lead for the Americas."With every bit of international business we do,"she says, "it’s important for us to have patience,focus on the customer and have the support ofthe company." •Connect Magazine | Q4 20127

IS&GS-CivilIS&GS-CivilIS&GS-CivilHealth and Life Sciences Business Nets FirstCommercial Cyber WinGrowth in adjacent markets is a key businessstrategy across Lockheed Martin andIS&GS. The Health and Life Sciences (HLS) lineof business in IS&GS-Civil has been taking thatchallenge seriously.The HLS team recently was awarded a contractfrom a Fortune 500 provider of health careproducts and services to enhance the company’scybersecurity position. The win is theorganization’s first sale of cybersecurity servicesin the commercial health care arena.The program leverages Lockheed Martin’sunique combination of health care missionexpertise and leading cybersecurity talent. Italso builds on previous tasking that securedcrucial data for numerous agencies including theCenters for Medicare & Medicaid Services andthe Social Security Administration."The new work aligns well with our businessarea’s growth strategy in adjacent markets," saidVice President Glenn Kurowski. "Working fromtheir base of experience, the HLS team will continueto expand their mission of protecting theintegrity of the nation’s health information asthey win business in the commercial sector." •Health and Life SciencesIS&GS-Civil HLS supports intelligent, integrated health care solutions with a focus on improving both delivery andresearch. The following U.S. federal programs are supported by HLS: National Institutes of Health, the Centers forDisease Control and Prevention, the Social Security Administration, the Department of Veterans Affairs and theDepartment of Health and Human Services including the Centers for Medicare & Medicaid Services. In addition,QTC, the nation’s largest private provider of government-outsourced occupational health and injury and disabilityexamination services and IntrepID, a key life sciences product, is part of this organization. The line of business is ledby Vice President Glenn Kurowski. •8Connect Magazine | Q4 2012

Photo Credit: James Pappas, National Science FoundationTrust: New Opportunities Stem from Existing SuccessWhen we build trust with our partnersand customers, we build the business.Success breeds success.The recent award of the $59.4 million contractfrom the Department of Labor (DOL) toIS&GS-Civil demonstrates the value of trustbetween customers and contractors. The teamfrom Energy Solutions was chosen to executethe secure move of the DOL Data Center andtransition it to a cloud-computing technologythat would increase efficiency.A proven track record, performance excellence,domain expertise and a compelling proposal allcontributed to the win. However, the team alsoTeam Assists inMedical EvacuationThe IS&GS-Civil National ScienceFoundation’s Antarctic SupportContract team was recognized recentlyfor professionalism and dedicated supportin the medical evacuation of an employeeat the McMurdo Station in Antarctica.The team worked across many channelsto assess and communicate medical risksand coordinate the logistics of the evacuationmission including the preparationof the runway for takeoff and landing inextreme weather conditions. The teameffort resulted in the patient successfullyarriving back in the U.S. to receive thenecessary medical attention. This was aprime example of our workforce rising tothe occasion to support our customer. •had established a solid relationshipwith the customer, first supportingtheir mission andInformation Technology(IT) needs eight yearsago in a data centerrelocation. Employeesworked side-by-sidewith the data centercustomer at the DOLsite to overcome initialchallenges and went theextra mile to ensure thatall requirements were met.Through constant collaborationand communication, the teamearned the customer’s trust and successfullycompleted the move."Our record of implementingthe data centerconsolidation for DOL,while working alongsidethe agency to gaintheir confidence, wasintegral for winningadditional business,"said Frank Armijo,Vice President ofIS&GS-Civil Energy Solutions. "We understanddata center consolidation, but more importantlywe understand data center consolidation in thecontext of our unique DOL customer." •Thought LeadershipStrong performance on our currentprograms is the foundationto winning new business, andfostering strong relationships with ourcustomers helps solidify our current programsand gives us a deeper understandingof the challenges our customers face.”Our record of implementingthe data center consolidation forDOL, while working alongside theagency to gain their confidence,was integral for winningadditional business.– Frank Armijo, Vice PresidentIS&GS-Civil Energy Solutions– Stephanie C. Hill, President, IS&GS-CivilConnect Magazine | Q4 2012 9

IS&GS-NationalIS&GS-NationalIS&GS-NationalExpanding the View Builds International BusinessIS&GS-National recently added the Global Solutions line of business to its organization as part of aconstant effort to grow the business. This new organization focuses on international expansion. Itsstrategy for penetrating international markets is diverse and must be adjusted based on the maturityof the market, the customs of the region and the available Lockheed Martin resources in country.Preparing for International ExpansionIn maturing markets such as the Middle East,Global Solutions targets larger growth opportunities.This approach works within this regionbecause customer relationships and requirementshave been in development for severalyears. Currently, there are limited autonomousLockheed Martin resources in the Middle East,so Global Solutions uses local teammates andpotential mergers and acquisitions. Pursuits inthe Middle East are selective, however, targetingonly enterprise-scale opportunities thatleverage one or more of our five key capabilities.In less mature markets, such as Canada, GlobalSolutions looks to small, agile offerings combinedwith local partnerships for entry into themarket. These partnerships are leveraged todevelop "beachhead" roles that establish a reputationand past-performance portfolio.Global Solutions Vice President Bob Eastmanexplains, "These beachhead roles are necessaryin markets such as Canada because althoughthe Lockheed Martin brand is recognized, itis most likely associated with military systemssuch as the F-35. So, as an example, we look foropportunities to shape brand awareness for ourcyber capabilities."Thought LeadershipCapturemanager KenDeMaree (left) andChief TechnologyArchitect Yaser Bishr(right) personallydeliver the MOMRAproposal to SaudiArabia as the IS&GS-National team movesto enter a key newstrategic market. We have opened our apertureto include a new array of marketsand customers who areinterested in our world-class, global intelligencesolutions. As a result, we’re seeingtremendous interest in our capabilities inmany new U.S. and international markets.”– Tim Reardon, President, IS&GS-National12Connect Magazine | Q4 2012

Lockheed Martin PromotesCybersecurity AwarenessKeynote speakerSen. BenCardin encouragedMaryland high schoolSTEM students tostudy cybersecurityat a local Marylanduniversity or collegeto help the state tobecome the epicenterof cybersecurityknowledge. Lockheed Martin celebrated CybersecurityAwareness Month in October with a seriesof events drawing attention to the risks associatedwith Internet use, how to protect businessand personal information, and the need to fillthe future workforce with talent.Events kicked off on October 17 with the ThirdAnnual Cybersecurity Awareness Day at theNexGen Cyber Innovation & Technology Center,co-sponsored with the Tech Council of Marylandand the National Cyber Security Alliance(NCSA). This signature event introduced moreThe third annual Cybersecurity Awareness Day brought studentsfrom Maryland high schools to the NexGen Cyber Innovation &Technology Center in Gaithersburg, Md. Taking part were (left to right) VPof Program Management Lee Holcomb, Sen. Ben Cardin, IS&GS EVP LindaGooden, CTO Rick Johnson and Art Jacoby, CEO of the Tech Council ofMaryland. than 100 MarylandScience, Technology,Engineering and Math(STEM) high school students to cybersecuritycareers and educational opportunities, andstressed safe online practices.Maryland Sen. Ben Cardin was the keynotespeaker, and students also heard from IS&GSExecutive Vice President Linda Gooden andIS&GS Vice President and Chief TechnologyOfficer Rick Johnson. Government agencies, collegesand universities interacted with students invarious forums to reinforce the importance ofonline safety and share insights on the cybersecurityjob market."Cyberspace underpins our economy, our nationalsecurity and touches every citizen," saidJohnson. "We are committed to advancingcybersecurity."Lockheed Martin was engaged in a numberof high-profile events including announcingcorporate leadership of a new Cyber SecurityResearch Alliance (CSRA) that includes suchhigh-tech players as Advanced Micro Devices,Honeywell International, Intel and EMCCorporation’s RSA Security. The consortium,led by IS&GS Vice President of Cyber InitiativesLee Holcomb, will work closely with industry,government and academia to develop breakthroughtechnologies to meet cyber challenges.Corporate teams also took part in a live cybersecurityevent at The Washington Post, a pressconference at the National Press Club, and thefirst Innovation Exposition organized by the DullesRegional Chamber of Commerce in Chantilly, Va.The nationwide observance was sponsored bythe National Cyber Security Division (NCSD) ofthe Department of Homeland Security and theNational Cyber Security Alliance (NCSA). •Connect Magazine | Q4 2012 15

Mentoring Provides Benefits throughShared Experiences and KnowledgeAt Lockheed Martin, mentoring enablescareer and personal development throughtransfer of valuable knowledge and insight. It isa personal enhancement strategy through whichone person facilitates the development of anotherby sharing known resources, expertise,skills, perspectives, attitudes and proficiencies."Mentoring connectspeople at all levelsthroughout LockheedMartin, positioning theenterprise for continuedsuccess nowand in the future."said Jorja Pumphrey,Program Manager forTalent & OrganizationalCapability. "Mentoringhelps enablethe business to realizethe full potential ofdiversity and inclusionas contributors to oursuccess, as well as supporting individual effortsto build effective relationships."At IS&GS, we recently rolled up our "Grab Holdof Your Career" and mentoring programs underthe corporate umbrella of LM Grow. Thiswill ensure consistency and broader resourcesdedicated to support these essential programs.Mentoring advocate Deb Tees, Director IS&GSTalent and Organizational Capability, has longbeen a beneficiary of mentoring relationships,both as a mentee and a mentor. "As a mentee,you should knowwhat you need fromthe mentoring relationshipand agreeupon desired outcomes.You shoulddecide whether the engagement is meant toserve as short-term support, perhaps to gainperspective on a current or upcoming challenge,Deb Tees(left), IS&GSDirector of Talent& OrganizationalCapability andBrittney Majka, SeniorEEO and DiversityRepresentative, meetregularly to discusscareer planning anddevelopment. As a mentee, you should know what you needfrom the mentoring relationship and agree upondesired outcomes.- Deb Tees, Director, IS&GS, Talent & Organizational Capabilityor a long-term relationship that may provideinsight as you achieve various career milestones.As a mentor, you should know what you have tooffer and be willing to help the mentee developor refine their goals."Mentors can take many forms and it is beneficialas a mentee toengage mentors withvaried backgroundsincluding those earlierin their career thanyou (often referred toas reverse mentoring),peers, leaders and/or subject matter experts.Mentors can befound both inside andoutside the companyin which you workand can be formal orinformal in nature.A mentoring pairshould share openlyand establish confidentiality and trust. Formalmentoring partners should focus on specificgoals, actions, opportunities and milestonesand review their progress frequently. Menteesshould ask for and be open to constructivefeedback while mentors should facilitate honest,candid discussion. Mentees should preparefor discussions by developing probing, openendedquestions so that mentors can respondby sharing their experiences and perspective.If you are interested in obtaining a mentor youcan use the EnhancedWhite Pages to walkyou through the processand get started.You will be asked todevelop your individualonline profile with basic public information.Get started today at LM People>EnhancedWhite Pages. •Connect Magazine | Q4 2012 17

FunctionalFunctionalLockheed Martin Memorial WallHonors Fallen ColleaguesThe enduring strength of the American spiritrising from the tragedy of the events ofSeptember 11, 2001, reminds us that living in libertyrequires vigilance, service and sacrifice. Ourcountry is stronger today thanks to membersof the Lockheed Martin community who gavetheir lives to ensure the freedoms we enjoy.The corporation recently honored their courageand dedication, unveiling a lasting memorial tohonor their service. The We Never Forget Wallresides in Bethesda, Md., headquarters in theCenter for Leadership Excellence (CLE).During the recent dedication service, LockheedMartin Chairman and CEO Bob Stevens spoketo the families left behind. "We stand beforeyou today as citizens of a grateful nation andemployees of a company that has dedicated itselffor more than 100 years to supporting thecause of freedom," Stevens said. "We want youto know how very grateful we are to each ofyou and to your loved ones; how much we recognizeand appreciate the value of their serviceto our customers and our nation."To the right are excerpts from the program memorializingsix Lockheed Martin employees, fiveof whom worked for IS&GS.These employees and their families are rememberedwith deep gratitude for their service andsacrifice as will be all of our employees whosupport programs under dangerous circumstancesto keep our country safe and protectour freedom. •The memorialwall—titled theWe Never Forget Wallin concert with thecorporation’s tagline“We never forgetwho we’re workingfor”—is an expansiveblack granite structurefeaturing six pillars,one for each of theemployees honored. Itis located in the CLEat the Bethesda, Md.,headquarters. 18Connect Magazine | Q4 2012

DICE Team RecognizedThe California State Senate and StateAssembly recognized IS&GS-Civil teammembers for their commitment to theIdeal Youth initiative. Since 2010, 120laptop systems, valued at $45,000, havebeen donated to the project by the JPLDesktop and Institutional ComputingEnvironment (DICE) contract team.C2 a TIME Magazine Best InventionIS&GS-Defense leveraged its Command& Control (C2) capabilities and partneredwith a commercial fish farm,Kampachi Farms, on the Velella Projectin Hawaii to increase ocean seafoodproduction. The Velella Project was recognizedas one of TIME Magazine’s 50Best Inventions for 2012, helping to address the issue of the growingglobal population and declining seafood sources.Civil President Wins Top Industry HonorIS&GS-Civil President Stephanie C. Hill (left) receivedthe 2012 Women of Color Career AchievementIndustry Award. She was among 22 IS&GS womenhonored at the event in Dallas, Texas. EVP LindaGooden (right) also attended.Congratulations Angela HeiseAngela Heise, IS&GS-Defense VicePresident of Enterprise IT Services,was featured in Aviation Week and SpaceTechnology’s 40 Under Forty—one ofonly eight females recognized. Judgeschose from more than 200 rising starsin the aviation and defense industry.IS&GS-Defense PLSSS Team Response Saves LifeThe Payload Launch Site Support Services (PLSSS) Propellant Loading Team responded to a potentially life-threateningemergency when a coworker collapsed on the job, applying first aid and performing CPR, including use of an AutomatedExternal Defibrillator. The PLSSS employee survived and is doing well. Team members are (left to right) Aaron Jack, MattVaughn, Jacob Powell, Conrad Calderon, Stacie Welliver, Steve Clark, Vince Weible, Matt Morris, JT Wild, Darren Kays, GaryCromp. (Missing: Marcus Amann and Darrell Parkin.)Connect Magazine | Q4 2012 21

Heart WalkThe Heart Walk in Indianapolis, Ind., led by Martin Mendez, drew 28employees. The team exceeded its goal by raising nearly $1,000 forthe American Heart Association.IS&GS EVP Linda Gooden (center) and Corporate VPof Internal Audit Erich Sanchak (right), led more than1,200 employees at the Washington Metro HeartWalk. The group raised more than $100,000 in donationsfor the American Heart Association.Philadelphia Business Hall of FameDelaware Valley employees across the enterprise and their families(above), led by Bob Slegelmilch, participated in the American HeartAssociation Philadelphia Heart Walk on November 4, raising $4,000in donations.Bob Slegelmilch, IS&GS-Defense Deputy and VicePresident of Operations joined employees to recognizethe culmination of Junior Achievement ofDelaware Valley activities at the Philadelphia BusinessHall of Fame ceremony.Commitment to InnovationIS&GS employees attended the GreaterPhiladelphia Chamber of CommerceKickoff Breakfast with more than1,300 regional business and communityleaders. Tracy Carter Dougherty (left),IS&GS Community Relations Director,spoke about Lockheed Martin’s continuedcommitment to innovation andcommunity reach-back.Mullins on CyberIS&GS-Defense Vice President ofEngineering Anne Mullins spoke atthe Villanova University Electrical &Computer Engineering Day, sharinginsight on advanced and persistent cybersecuritythreats in government andindustry.Fourth Annual Day of ServiceVolunteers painted 7,000 plus square feet of fence atLiftMeUp! in Great Falls, Va., during the Fourth AnnualIS&GS Day of Service. LiftMeUp! provides a safe andeffective therapeutic horse riding program that helpschildren and adults with a wide range of disabilities.Connect Magazine | Q4 2012 23

EthicsEthicsLM Voice Survey Results ShowEthics and Integrity Still StrongThank You from theEthics Office and theDiversity & Inclusion TeamThe 2012 LM Voice survey drew participationfrom 70 percent of IS&GS employees,providing their candid feedback on a host oftopics to leaders.Organizational health was measured and scoredwithin four components: Employee Experience,Ethics and Integrity, Diversity and Inclusion, andLeadership Excellence. Each component alsohad its own indices with separate scores.Once again, the Ethics and Integrity componenthad the highest score and also was evaluated asthe most improved component from the previoussurvey.An integral part of the improvement realized inEthics and Integrity resulted from employeesapplying Ethics Awareness Training in their dailywork life. Responses indicate that employeesare voicing values and taking action by askingquestions, obtaining data, talking to others, reframingthe issues and reporting violations.The Ethics Office continues to encourageall employees to "voice theirvalues" and be guided by the LockheedMartin Values of Respect Others,Do What’s Right and Performwith Excellence. •2012 LM Voice Survey Key Results• The top five indices are in the Ethics & Integrity componentwith the largest improvement in Ethical Culture: Willingnessto Compromise, meaning that employees are more resolute intheir adherence to corporate values.• Ethics and Integrity are strengths across all product lines,with several indices performing well.• The Work Group Diversity & Inclusion index is the secondhighest improvement, demonstrating a commitment toproviding a culture in which diverse perspectives is a toppriority.• The greatest improvement in the Employee ExperienceComponent was shown in the Work Group Engagementindex, with a gain of 2.1 points. This illustrates thatemployees are generally excited about their work.• Improvements in the Attachment index indicate employeessee a personal alignment with the Lockheed Martin cultureand values.• In the component of Leadership Excellence, the ModelPersonal Excellence index continues to be a strength.• Shape the Future is an improved index, indicating that townhall meetings, Get Engaged sessions and Mission on Demand Roadshows have had a positive impact in our business area.• The only index trending down is Employee Retention. Manyexternal factors such as the economy and the possibility ofsequestration are influencing this metric. Future activity willfocus on improving Employee Experience in the areas ofretention, commitment and total satisfaction.IS&GS Ethics Helpline – 1-800-552-4347Ethics Eureka Stream – “News You Can Use”24Connect Magazine | Q4 2012

©Copyright 2012Lockheed Martin CorporationAll rights reserved.This publication is printed using vegetable-based inkson paper certified by the Forest Stewardship Council(FSC), a nonprofit organization dedicated to ensuringthat the world’s forests are sustainably managed.Printed and designed by IS&GS Media Services.