Serving With Pride - Advanced Technology Laboratories

Agency Assistance
Employee Perspective
National Merit
On Track
Information Systems & Global Services
helps center for missing children.
New column features employee
essay on ability in the workplace.
Lockheed Martin Foundation
awards annual scholarships.
Advanced Technology Laboratories’
autonomous car runs laps at Grand Prix race.
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May 2008
Volume 14, No. 5
Serving With Pride
Lockheed Martin employees who deployed to Iraq
and Afghanistan share their stories
They patrol the streets of Baghdad.
They forecast the weather in Mosul.
They build bridges in Kandahar. The
soldiers, sailors and airmen serving
in Iraq and Afghanistan are not only
Lockheed Martin customers; in many
cases, they are also fellow employees.
As the U.S. honors the contributions of all its servicemen and women
during National Military Appreciation
Month in May, employees across
Lockheed Martin feel a special connection to the people who have left the
safety of their homes to answer the call
to duty.
Hundreds of Lockheed Martin
reservists and guardsmen, as well as servicemen and women who have come to
work for the Corporation since leaving
the military, have seen action in Operation
Iraqi Freedom and Operation Enduring
Freedom. Some are still in theater. Many
are back at their Lockheed Martin jobs.
Several have received Purple Hearts. And
they all deserve our thanks.
“I can’t think of a more personal
reinforcement of our motto — we never
forget who we’re working for — than
working side by side with people who
have served and continue to serve in the
military,” says Bob Stevens, Lockheed
Martin chairman, president and chief
executive officer. “When you look people
in the eye and know that they’re willing
to put their life on the line for our country — and that your work might impact
their very survival — that’s a powerful
reminder of why our commitment to our
customers can never waver.”
See Military p. 4
Rich Hursh survived a mess hall suicide bomb attack in Mosul, Iraq, that killed 22 people,
including two of his close friends. Rather than dwelling on the tragedy, Hursh, who works
part-time at the Lockheed Martin Center for Innovation in Suffolk, Va., has chosen to focus
on the positive: he’s alive, he plans to graduate with a degree in mechanical engineering,
and he’s proud of the service he performed in Iraq.
New Target
Goodbye To A Ghost
F-117, world’s first stealth fighter, disappears into retirement
When Skunk Works® engineers
produced the first scale model of
the F-117 in 1975, they dubbed it
“The Hopeless Diamond.” Its faceted
flat panels were radically different
than the sleek, curved lines of other
military aircraft of the day, and there
were doubts about whether the design
would fly — literally.
But as the world now knows,
the early nickname was a misnomer.
The world’s first stealth aircraft turned
out to be far from hopeless. Lockheed
Martin produced 59 Nighthawks for
the U.S. Air Force, which relied on the
aircraft as a vital part of all major air
campaigns after the first F-117 squadron went operational in 1983.
“This is a strategic weapon that
really reshaped how the Air Force
looked at strategic warfare,” said Lt.
Col. Chris Knehans, commander of the
7th Fighter Squadron at Holloman Air
Force Base, N.M. “It doesn’t matter
what defenses you put up, how deep
you try to hide, or how much you sur-
The world’s first stealth aircraft, the “ghostly” F-117 retires from service.
round yourself with collateral damage,
this airplane will come and get you.”
The occasion of Knehans’
remarks was the Air Force’s
announcement in 2006 that the F-117’s
remarkable story would soon draw
to a close. With the newer Lockheed
Martin F-22 and F-35 coming on line,
the Air Force decided to retire the F117 and redirect the resources needed
to keep it flying.
See F-117 p. 6
PAC-3 Missile takes aim at
sea-based terminal ballistic
missile defense
As a component of the United States’
global ballistic missile defenses, a seabased system offers several important
advantages.
It’s highly mobile and has low visibility. It doesn’t require other countries’
permission to deploy and use. And it can
be positioned strategically to increase its
ability to track and intercept targets.
But while the U.S. Navy’s current sea-based ballistic missile defense
(BMD) system is designed to intercept
missiles above the Earth’s atmosphere
in the midcourse phase of flight, it lacks
the capability to destroy ballistic missiles closer in, when they have entered
the terminal phase.
That’s a concern, because it limits
the ability of BMD-equipped cruisers
and destroyers to protect themselves —
as well as on-shore assets such as bases
and airfields — from imminent attack.
To fulfill the need for a more
complete BMD arsenal, the Missile
Defense Agency (MDA) has announced
See PAC-3 p. 8
IN THE SPOTLIGHT
The following have recently received national recognition for achievements in
leadership, technical excellence and professional expertise.
Aeronautics Employee Is Named First Fellow In
New U.S. State Department Program
Paul Scott is the first to be named to the
U.S. Department of State’s new Franklin
Fellows Program.
Paul Scott, Business Development analyst at Aeronautics in Fort Worth, Texas,
has been named the first Franklin
Fellow under a new U.S. Department of
State program in which mid-career and
senior employees of universities, nongovernmental organizations, and private
corporations work as consultants for a
year at the Department.
The goal of the Franklin Fellows
Program is for Fellows, serving as
consultants, to provide advice, views,
opinions, alternatives or recommendations on foreign policy issues facing the
nation.
Scott is using his background in
international business development to
focus on arms transfers and regional
security matters in the Bureau of
Political-Military Affairs.
Corporation Ranks High On Woman Engineer Survey
Woman Engineer magazine asked its
readers to list the top 50 companies and
top 20 government agencies where they
would most like to work, or that they
believed would provide the best working environment for women. The results
of the 2008 survey show Lockheed
Martin at No. 2 on the companies list,
and Sandia National Laboratories,
which is operated by Lockheed Martin
for the Department of Energy, at No. 9
on the government agencies list.
F-16 Field Service Representative Tom Smoot, second from right, is presented the Air Force
Association’s “Action Officer of the Year” award by, from left, Tom Veltri, vice president of
Salutes AFA; Lt. Gen. Craig McKinley, director, Air National Guard; and Chief Master Sgt.
Dick Smith, Air National Guard.
Air National Guard Honors F-16 Systems Engineer
F-16 Field Service Representative Thomas Smoot was recognized as “Action
Officer of the Year” at the 2008 Air Force Association’s Salute to the Air National
Guard. Smoot received the award for his support of the F-16 Weapons Systems
Management Team.
Aeronautics engineer Smoot worked with other systems engineers and the
Air National Guard-Air Force Reserve Test Center in developing critical items to
enhance F-16 maintainability and availability. On a team of maintenance and operations officers, enlisted maintainers and contractors, he is the first Department of
Defense contractor to receive the award. ■
Members of the software and systems engineering team supporting the National Center for Missing & Exploited Children are, from left,
Tri Duong, Gregory Ruhlin, Candice Campbell, Dustin Haralson, Alisa Jones, James Finley, James Johnson and Gagandeep Singh.
Gone Missing
Employees support National Center for Missing & Exploited Children
Every day, 2,100 children are reported
missing in the United States. The vast
majority are found quickly, but a missing child is every parent’s worst nightmare. It’s during that time that they can
turn to the National Center for Missing
& Exploited Children (NCMEC).
The nationwide organization collaborates with local and federal law
enforcement to help quickly find missing
children and bring them home safely.
NCMEC’s technology challenges —
using integrated information technology
(IT) to support fast, intelligent decision making — are a natural fit for the
Corporation’s expertise.
In fact, the Information Systems
& Global Services (IS&GS) business
area is volunteering its help. Engineers
from the Technical Resource Center,
where new hires work on temporary
assignments while awaiting security
clearances, are providing a wide range
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of technical support to NCMEC’s headquarters in Alexandria, Va.
Technology is at the heart of
NCMEC’s operations. It was among the
first to use sophisticated age progression
techniques to project what a child might
look like years later. The U.S. Department
of Justice’s AMBER Alert system, for
which NCMEC is a distributor, uses
the latest in satellite communications to
instantaneously notify law enforcement
and media outlets about kidnappings.
Additionally, NCMEC’s Exploited Child
Division applies the latest tools to locate
both victims and online predators.
NCMEC’s CyberTipline, a reporting mechanism for child sexual exploitation, has handled more than 546,600
leads. Since its establishment in 1984,
NCMEC has assisted law enforcement
with more than 138,400 missing child
cases, resulting in the recovery of more
than 121,500 children.
“Thanks to the dedication and commitment from Lockheed Martin, NCMEC
employees are able to remain steadfast in
their efforts to help missing and exploited
children,” noted John Rabun, NCMEC
chief operating officer. “One of the most
rewarding aspects of this partnership is that
Lockheed Martin has voiced a willingness
to help NCMEC wherever we need assistance — ranging from the highly sensitive and critical needs of locating missing
children to a desire to serve the technology needs of our staff. This partnership is
evolving with one solid priority — finding
and rescuing missing and exploited children in the shortest possible time.”
One team is developing a sophisticated application that can predict where a
kidnapper is likely to flee with a victim.
The system combines statistical, historical and behavioral data with a detailed
geospatial engine to map out where and
how far the kidnapper is likely to travel.
The application will help NCMEC’s Team
Adam, a corps of retired law enforcement
professionals who provide rapid, on-site
assistance to law enforcement agencies in
cases of missing and exploited children.
It will enable them to assist the agencies
they work with to refine their search and
track down missing kids faster.
Other engineers are conducting
a comprehensive study of the Center’s
IT architecture, looking for ways to
improve overall reliability and disaster recovery. Other activities include
upgrading NCMEC’s financial management systems, improving its databases,
deploying IT infrastructure (to include
rolling out more than 400 laptops), and
enhancing the Center’s Web site.
Steve Liptak, currently director of
Business Operations in Corporate Shared
Services, was inspired to start the project after visiting NCMEC in early 2007
when he was working in IS&GS’ Global
Security Solutions (GSS) company. “When
you go there and hear about their mission,
you can’t help wanting to contribute in
some way,” he noted. “The stories could
be heartbreaking, like when they’re dealing
with abuse or kidnappings, and they could
be elating, like when they reunite children
with their parents. I left knowing that we
had to do something to help.”
Liptak, along with Lonnie DeHart,
intelligence analyst at GSS, and Howie
Rogers, Business Development senior
manager, were instrumental in forging
the initial relationship with NCMEC and
framing the partnership.
Alisa Jones, IS&GS software
engineer, serves as the Lockheed Martin
account manager for NCMEC and leads
the support team of 10 engineers. Jones
explained that her team’s goal is to help
NCMEC focus on its core mission. “A
lot of the IT and project management
efforts we do can really help make their
life easier,” she said. “It’s a good environment here, and it’s great to be working for a good cause.” ■
For more information about NCMEC,
visit http://www.missingkids.com/.
For more information about the IS&GS
role, contact Alisa Jones at 703-293-5874 or
[email protected].
EMPLOYEE PERSPECTIVE
Focusing On Ability
By Shannon Benfield
This first appearance of the “Employee Perspective” column in LM Today features an essay by Shannon Benfield, publications editor at Missiles and Fire
Control in Orlando, Fla. Benfield was recently recognized by CAREERS & the
disABLED magazine for her professional and personal achievements, and her
contributions to the workplace and community.
Employees are invited to share additional perspectives on topics of interest in future “Employee Perspective” columns. Send suggestions to editor Mona
Coan at [email protected], 301-897-6491.
I
am a young woman with ability.
But I rely on leg braces to walk,
and sometimes with much difficulty.
But my physical disability does
not define me. That’s because even
with my physical limitations, I still
have something far more defining; a
can-do attitude and positive outlook.
Thirty years ago, my future did
not look so bright. When the attending
doctor and nurses didn’t respond to
my parents’ joy at the arrival of their
baby girl, my mother immediately
knew something was wrong; very
wrong. I was born with a birth defect
called spina bifida.*
Although not an optimist by
nature, my mother thought the doctors can surely fix the problem. She
would gradually learn that even the
best medical technology in 1975 was
no match for the many complexities
of spina bifida. That’s still true today,
unfortunately.
Another doctor had shared
with my parents all he had learned
about spina bifida from a textbook.
Then he added, “She is one of
the lucky ones, if there are lucky
ones.” Although much of the doctors’
predictions were correct, it seemed
that the rainfall of an entire lifetime
had been dumped upon my mother all
at once. Later there would be many
physicians who would handle the
harsh realities of my condition with
care and competence.
Growing up was not easy, and
school was often challenging. Luckily,
I started off attending a Montessori
nursery school, where I would have the
benefit of learning in an environment
that was also conducive to socialization. When I was first enrolled, I walked
with the aid of a walker. Soon I would
leave it behind. My classmates and I sat
on mats at times and were responsible
to return our mats to the proper storage
area. My teacher told my parents that
I would crawl with my mat so I could
do what the other children were doing.
I just wanted to be like everyone else.
I loved music and decided to
play the trumpet when lessons were
offered in fourth grade. I chose that
instrument because I could hold the
trumpet with my right hand. My left
hand and arm are not very functional.
I became part of district band and
later, in high school, asked if I could
join the marching band. This choice
was complicated by the fact that I
wore bilateral leg braces and couldn’t
march. But my band instructor was
determined to help me, a kindness for
which I will be forever grateful. He
initiated a drum pit, front and center
on the field, where I could play along
with my classmates. For this I had to
learn to play the timpani and bells.
But it was worth all the extra effort
just to be considered a member of the
marching band.
Amazingly, as I grew, many of
the myriad of doctors I visited actually
discouraged me from going to college
and pursuing what most people would
consider a “normal” life. But with a
great deal of faith, determination and
support from my family and friends, I
persevered.
In 1999, after finishing what was
a challenging college career, I began
Shannon Benfield, editor at Missiles and Fire Control in Orlando, Fla., displays a
plaque of recognition she recently received from CAREERS and the DisABLED
magazine. Benfield relates her personal story of perseverance and promise in the
“Employee Perspective” column.
pursuing another career. I found a job
editing publications for a large defense
company in Orlando, Fla., where I
write articles that focus on the business, the diverse talent and the many
successes of our employees. From the
first day I arrived on the job, I was well
received by people who recognized my
abilities, and did not judge me on how
I walked or how I looked.
And the company I work for
respects people and creates an atmosphere where the physically challenged
are readily accommodated, giving
those of us with physical limitations
the chance to demonstrate the intrinsic
value of every person. The company
has done everything it could possibly
do to make certain my work space is
accessible and safe, and I am grateful.
I am willing to work hard
to minimize my limitations and
maximize my abilities. Having a job
means having a sense of self-worth.
Having a job shows other people my
value and is an expression of my spirit
and desire.
I hope I can in some small way
be an example to others of someone
who has learned to manage life within
boundaries not of my own making. And
I’ve been able to find happiness in spite
of the hand I was dealt — acknowledging it has not always been easy.
My message to those who are
disabled is to live life beyond your
disability. I am! ■
* Spina bifida is a defect of the
spinal column resulting from the failure
of the spine to close properly during the
first month of pregnancy. Spina bifida
may cause varying degrees of paralysis,
loss of feeling in the lower limbs and
incontinence. It is usually accompanied
by the accumulation of fluid in the brain.
This birth defect results in a lifetime of
need for medical interventions. Very few
people are aware that spina bifida is the
number one disabling birth defect.
Corporation Partners With Rice University On Unique Nanotechnology Research Program
Dr. Ray O. Johnson, senior vice president and chief technology
officer for the Corporation, at right, shakes hands with Dr. Jim
Coleman, vice provost for research, Rice University, upon
reaching agreement to establish the Lockheed Martin Advanced
Nanotechnology Center of Excellence at Rice University, or
LANCER. Lockheed Martin and Rice University researchers are
teaming to investigate the breakthrough area of nanotechnology,
which refers broadly to a field of science and technology whose
unifying theme is the control of matter on the atomic and
molecular scale. LANCER will concentrate on materials and
composites, including ultra lightweight, super-strong materials
that can have significant implications for people, systems,
vehicles and aerospace platforms. Direct benefits include
reduced transportation and logistics costs through energy savings
and efficiencies, longevity and enhanced personal protection
for military and first responder applications. Additional areas
of research will include super-sensitive detectors with spacebased applications, fast communications systems, greatly
improved devices for energy generation and storage and more.
Research projects will begin in June. LANCER will be based
at Rice’s Richard E. Smalley Institute for Nanoscale Science
and Technology, and supported through an initial commitment
for funding from the Corporate Engineering & Technology
organization and the Electronic Systems business area. For more
information, see http://lancer.rice.edu.
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is Robbie Strauch, who joined Missiles
and Fire Control (MFC) in Dallas last
year, providing security for the PAC-3
Missile and MEADS programs.
Strauch was patrolling the streets
of Baghdad in October 2006 as a member of the 172nd Stryker Brigade combat team when an improvised explosive
device detonated beneath his vehicle.
The blast penetrated the vehicle just
inches in front of his feet, and he suffered burns over much of his body.
Today, he’s fully recovered, but he
knows he’s lucky to be alive. “I promised my wife I would never do anything
overtly dangerous again,” he says with a
chuckle. But Strauch admits that sometimes it’s hard to stay on the sidelines.
“When I hear of soldiers being killed in
the exact spots where I know I’ve stood,
it makes me want to go back. But I know
I can’t. Now I keep up the fight by working at Lockheed Martin,” he says.
Plus, he now has a young daughter
to keep him busy at home. She was born
while Strauch was deployed, and he listened in on the birth via telephone.
Strauch was part of the Army’s
longest deployed active unit in Iraq, and
he spent all of his 16-month deployment
in Mosul and Baghdad. At MFC, his
expertise on the urban warfare environment has been valuable to engineers
who ask for his perspective on certain
weapons and systems.
Military
Continued from p. 1
Lockheed Martin supports its
employees who have been called up
by providing differential pay, benefits
continuation and job reinstatement.
The Corporation has about 1,100 active
Reservists and Guardsmen, and during
the first quarter of this year alone, 119 of
those employees were on military leave.
In addition, the Corporation
actively recruits returning veterans for
Lockheed Martin jobs. A military relations team formed in 2005 attends 160 to
170 military job fairs and similar events
per year, and in 2007 the Corporation
hired 964 transitioning military veterans.
Those employees are adding to Lockheed
Martin’s population of veterans, which
stands at about 20 percent.
“They bring an understanding of
our customer, and often they’ve worked
on our products and beside our products,” says Teri Matzkin, corporate manager of Strategic Sourcing and Military
Relations. Plus, she adds, “Veterans
are used to ramping up quickly to learn
things and they know what it means to
work together as a team.”
Providing inspiration
In addition to bringing a customers’
perspective, they’re often an inspiration
to other employees. Rich Hursh, a junior
at Old Dominion University, works parttime at the Lockheed Martin Center for
Innovation in Suffolk, Va., where fellow
employees have been impressed by his
quiet resolve to contribute.
Hursh survived a mess hall suicide
bomb attack in Mosul, Iraq, that killed
22 people, including two of his close
friends. With two collapsed lungs, multiple broken ribs, a smashed shoulder
blade and a missing thumb, he arrived
at Walter Reed Army Medical Center on
Christmas Day 2004.
Rather than dwelling on the
tragedy, Hursh chooses to focus on the
positive: he’s alive, he plans to graduate
next May with a degree in mechanical
engineering, and he’s proud of the service he performed in Iraq.
“We did a lot of humanitarian
work,” he says. “We built roads, fixed
generators and installed new generators — that kind of thing. It was very
rewarding to be able to help people.”
Although his military days are over,
he’s hoping to eventually work full-time
Robbi Strauch is shown here in one of Missile and Fire Control’s (MFC) “Military Poster
Campaign” entries, wherein employees submit photos of family members in service to be
made into a poster for display. Strauch later joined MFC in Dallas, Texas, following service
in the U.S. Army’s longest deployed active unit in Iraq.
“When I hear of soldiers being killed in the exact
spots where I know I’ve stood, it makes me want
to go back. But I know I can’t. Now I keep up the
fight by working at Lockheed Martin.”
— Robbie Strauch, Missiles and Fire Control
for Lockheed Martin and continue to contribute to national defense as a civilian.
This summer, Hursh will serve his
third summer internship at the Center
for Innovation, where he has already
had an impact, says Kemp Littlefield,
director of Operations Analysis.
“He was the best qualified candidate we had for the internship, and he
repeatedly demonstrates to us that we
made the right choice,” Littlefield says.
“He is by far the most mature, mission-
focused intern we have ever had. He
jumps in and makes things happen.”
In addition to attending school and
working part-time, Hursh also finds time
to serve as vice president of the local
chapter of the Association of the United
States Army and work with the Wounded
Warrior Program that serves injured service men and women — and that helped
Hursh during his recovery.
Another wounded warrior who has
launched a career with Lockheed Martin
Joe Stuart, at right, helped ensure that medical care was available in Iraq. Stuart, shown here with First Sgt. Charles Michaud during a dust
storm near Tikrit, spent a year supporting the communications infrastructure for the 399th Combat Support Hospital 3rd Medical Brigade.
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Vital roles
The fact that many injured soldiers recover and return to productive
lives is due in large measure to the
medical care they receive in the field.
One person who helped ensure the
availability of that care was Lockheed
Martin’s Joe Stuart, an electronics technician specialist at Maritime Systems &
Sensors (MS2) in Marion, Mass.
An Army Reservist since he was
17 years old, Stuart spent a year in Iraq
with the 399th Combat Support Hospital
3rd Medical Brigade. As the communications non-commissioned officer in
charge, he led a team that was responsible for all aspects of the communication
infrastructure, information systems networking and radio systems at an Army
base hospital about a mile from Tikrit.
On top of those duties, he traveled
to clinics in the field to ensure that their
communications and technology systems were up and running.
“They need those systems to be
able to communicate up the chain for
a higher level of medical care,” Stuart
explains. “It lets the next level know
what’s coming, and all the data can be
sent ahead. You can even take an X-ray
of somebody, put it into the network and
send it the whole way back to the States
for a specialist’s opinion.”
After a year of being constantly
surrounded by people with gunshot
and shrapnel wounds, blast trauma and
burns, adapting to life back home didn’t
happen overnight, says the Lockheed
Martin employee of seven years.
“It takes awhile to get your equilibrium back — not being under constant high pressure,” Stuart says. “My
peers have been very supportive, and
overall it was a rewarding experience.”
For many Lockheed Martin
employees who have deployed to Iraq
and Afghanistan, one gratifying aspect
of their service has been seeing the
Corporation’s products in action. Tom
Clark, an information systems security
manager at Transportation and Security
Solutions in Rockville, Md., got an upclose view of the value of an important
A/OA-10 aircraft upgrade provided by
Systems Integration in Owego, N.Y.
“I know the leadership over there
was very pleased with the way the air-
plane performed and what it was able to
do. It was a real success,” says Clark, a
tech sergeant in the Maryland Air National
Guard who worked for two months as a
structural maintainer on A-10 aircraft at Al
Asad Air Base in Al Anbar Province.
The Owego-supplied upgrade kits
allow the A-10 to use advanced precision-guided weapons. “I know our airplanes were able to help keep our guys
out of harm’s way,” Clark says, “and
that really made me feel good.”
Stresses and rewards
As is often the case with deployed
reservists and guardsmen, the pride
of service is tempered by the stress a
deployment causes for the family. Clark
says his absence was especially hard on
his three-year-old son, Joseph.
“That was the hardest part of the
trip,” Clark says. “Joseph wasn’t old
enough to understand what was going
on, and it was pretty rough on him. He
couldn’t sleep at night.”
To ease the distress, Clark’s
wife had a life-size photo made of her
husband, and the family talked over a
Web video system once a week, which
allowed Clark to experience some of the
milestones that his son was reaching.
Despite the stresses of deployment, the rewards make military service
worthwhile, returning Lockheed Martin
employees say.
“It definitely strengthened me
professionally,” says Brian Nolan, a
software engineer at MS2 in Manassas,
Va., who was the non-commissioned
officer in charge of the base weather
unit at Mosul. His team was responsible
for base weather forecasting, briefing
pilots and alerting the base to potential
severe weather.
“I think my experiences helped
build character and improved my
ability to work effectively in intense
situations,” Nolan says. “A helicopter
battalion commander would come to me
and say, ‘I need to know in next half
hour if I can send up my helos.’ That’s a
lot of responsibility.”
His recent weather station deployment was the second for Nolan, who also
was with the 3rd Infantry Division as part
of the initial invasion force that charged
across the Iraq desert. At the time, he
was still in college, and the experience
matured him quickly, he says.
“We drove for 128 hours, and all
you could see through the dust was taillights in front of you, and you were just
praying you were following the right
vehicle and nothing was going to happen,” Nolan recalls.
When he got home, he redoubled his
commitment to his studies and then landed
a job with Lockheed Martin two and a
half years ago. When it came time for his
second trip to Iraq, the company couldn’t
have been more supportive, he says.
“I told HR I was deploying and
they said talk to your manager and fill
out the forms, and that was it,” Nolan
says. “Then when I got back I called
them and walked back into my old job.
It couldn’t have been any easier.”
Software engineer Brian Nolan was in charge of the base weather unit in Mosul, Iraq. He is shown here outside the weather station during
a rare snow storm. “It [service] definitely strengthened me professionally,” Nolan says.
“People should take every opportunity to sit down with
a vet and talk to them. I don’t think you have to serve in
the military to appreciate the freedom we have in this
country, but it’s good to get the perspective of a vet.”
Desire to contribute
— Jeff Owen, logistics engineer, Space Systems
knocked out the generators, so we were
kept pretty busy,” Conant says. “We
couldn’t have those power plants go
down, because the whole base depended
on them.”
What impressed him most was the
way the power production team pulled
together, even though its members were
from diverse backgrounds and there was
a complete turnover every four months.
“You have these 18 guys come in,
half active duty, half guard, and you hope
everybody is trained well and does their
job,” Conant says. “And they do. There’s
only a one-day overlap with the team
that’s leaving, and they say, ‘Here’s what
you have to do, here’s the computer and
see you later.’ It’s really pretty amazing to
see a team come together that fast.”
Conant says he feels a similar
sense of teamwork at Lockheed Martin,
where his fellow employees rallied
around him when they found out he was
packages from workers at Marietta. “The
people in my department were fantastic.
They sent me things like chocolate and
coffee and big boxes of stuff that I would
share with the other guys,” he says. “One
time we were low on toothbrushes, and
they sent a whole box of them.”
preparing to deploy to Iraq. Many came
by to wish him well, and they held a
party at work before he shipped out.
Support from his fellow employees also helped Ray Epperson stay
connected during his year-long stretch
in Afghanistan. A special technology
coater on F-22 aircraft at Aeronautics in
Marietta, Ga., where he has worked for
23 years, Epperson deployed with a Navy
team that helped the Army Civil Affairs
group perform public works projects.
As a chief petty officer, he helped
manage the flow of materials into and
out of bases in Kandahar and Bagram,
from where his provincial reconstruction
team went into villages to undertake
projects such as building roads and
bridges and digging wells. The team
managed the projects but used local
contractors for the work.
One of the highlights of Epperson’s
days in Afghanistan was the arrival of care
Many employees at Lockheed
Martin UK (United Kingdom) have been
on the front line of the world’s hot spots.
George Evans, for example,
recently spent six months in Afghanistan
supporting British troops operating in
Kabul and Helman Province. The project engineer at LMUK INSYS was the
operations warrant officer in a unit that
supplied interpreters and other specialized skills to British forces in theater.
Being an Afghan interpreter is
a dangerous job, Evans says, but one
that the Afghans performed with honor.
“They are very highly regarded by the
men,” he says, “and I heard many tales
from the fighting units about them going
above and beyond what was required of
them.”
While Evans was in Afghanistan,
four interpreters died and 12 were seriously wounded. One of his jobs was to
make every attempt to see that the bodies
See Military p. 10
The power of teamwork
Another MS2 employee, Jeff
Conant, says he came back from Iraq
with a renewed respect for the power of
teamwork. The electronic technician at
Syracuse, N.Y., deployed with the 174th
Fighter Wing to Tallil Airbase, where he
was the night shift supervisor in charge
of keeping 18 large power generators
running and maintaining 30 standby
generators. He also maintained the
base’s aircraft arresting system.
“We had some intense storms that
made a muddy mess of everything and
George Evans, project engineer at Lockheed Martin UK INSYS,
recently spent six months in Afghanistan supplying interpreters
and other specialized skills to British forces.
Dicky Lewis, an operational specialist at Lockheed Martin UK
Integrated Systems, patrolled the waters as a Sea King Mk7
helicopter operator.
5
The final four operational Nighthawks were on display at Lockheed Martin Aeronautics in Palmdale, Calif., in April for an employee tribute ceremony.
F-117
Continued from p. 1
Bittersweet farewell
On April 22, the final four operational Nighthawks arrived at Lockheed
Martin Aeronautics in Palmdale, Calif.,
where employees have continued to support the F-117 program through a total
system sustainment program (TSSP)
contract. Employees were recognized for
their support of the aircraft system, and
many left their mark on one of the four
jets by signing a bomb-bay door. The aircraft then joined the other retired F-117s
at the Tonopah Test Range in Nevada.
“It’s bittersweet,” said Mike
Sullivan, who joined the F-117 program in 1979 and is now manager of
program operations. “It’s great we’re
having a ceremony to recognize the
many contributions of the F-117. I’m
certain there are many soldiers and airmen who came home alive because of
that aircraft. But I’d be lying if I said I
wasn’t sad to see it go.”
The F-117 began with the seed
of an idea — that an aircraft could be
nearly invisible to radar if its edges
were properly configured — and
quickly grew into a full-scale attack aircraft through the efforts of the legendary
team of innovators at Lockheed Martin
Advanced Development Programs,
known as the Skunk Works.
Recognizing the tremendous strategic advantage offered by a virtually undetectable aircraft, the Defense Advanced
Research Projects Agency in 1974 chose
five companies to develop concepts.
Several prototypes later, the Air
Force awarded a contract to Lockheed
Martin in 1978 to produce the first
five F-117s. Just 31 months later —
“I still remember the day I saw it for the first time.
It was really strange looking, and my initial
thought was, ‘That will never fly.’ Then I was informed
that it had been operational for a year and a half.
It was a real shock.”
— Col. George Zielsdorff
Ralph Heath, executive vice president of Aeronautics, signs the bomb-bay door of jet 843, the last F-117 built.
6
a remarkably fast turnaround even by
Skunk Works standards — the Nighthawk
made its first flight in June 1981.
The Skunk Works’ unique environment was what allowed it to happen. To
compress the schedule, manufacturing
began before the development was complete, and it was common for engineers
to walk onto the manufacturing floor to
confer with production managers and
make design changes even as the first
aircraft made its way down the line.
“It was a magical time,” Sullivan
says. “There was tremendous camaraderie, and I don’t think I ever heard
anyone complain even when we were
averaging 10- and 12-hour work days.”
Total secrecy
Like many Skunk Works projects,
the F-117 program was conducted in total
secrecy, and that was difficult for people
like Sullivan, who were excited by what
they were accomplishing. “The number
one tenet on the program was secrecy,”
he said. “That was above everything else,
even cost and schedule.”
As aircraft were completed, they
were loaded at night onto C-5 cargo
aircraft to be transported for flight testing. Sullivan recalls one evening when
he and some friends were at a popular
restaurant in the hills outside Burbank,
Calif., and they heard the roar of a C-5
overhead. His friends, who weren’t the
on the program, asked him if he knew
what it was. “I just shrugged and said,
‘No idea. Must be a 747.’”
The cloak was so complete that
when Ben Rich, head of the Skunk
Works at the time, was selected to
receive the Defense Department’s
Distinguished Service Medal in 1981,
he accepted the award in a secret ceremony in then Defense Secretary Harold
Brown’s office.
As more officers within the Air
Force were briefed on the new stealth
aircraft, some were initially skeptical
of its viability. One skeptic was Col.
George Zielsdorff, who at the time was a
program manager for another Air Force
aircraft, the F-16.
“I still remember the day I saw it
for the first time,” he said. “It was really
George Zielsdorff, Aeronautics vice president of F-117 and U-2 programs, presides over
the F-117 retirement ceremony in Palmdale, Calif.
strange looking, and my initial thought
was, ‘That will never fly.’ Then I was
informed that it had been operational for
a year and a half. It was a real shock.”
Zielsdorff quickly got over his
shock and developed a long relationship
with the Nighthawk. Today, he is the
Lockheed Martin Aeronautics vice president in charge of the F-117 and U-2 programs, and he has been affiliated with
the F-117 program off and on — for
both the Air Force and Lockheed Martin
— for nearly 20 years.
Over the years, he said, he came to
appreciate that many of the biggest challenges of designing the F-117 came from
some of the smallest details. How to incorporate the sensor probe, exhaust system,
infrared targeting system and many other
features all tested the team’s ingenuity.
“The features that you would normally find fairly easy to incorporate on a
typical aircraft turned into a big deal on
the F-117,” Zielsdorff said. You had to
have them, he noted, but they couldn’t
compromise the stealth characteristics of
the aircraft, which had a radar crosssection about the size of a sparrow.
Remarkable performance
Eventually, one of the F-117’s
stealthy characteristics was compromised. After years of wild speculation
about a secret airplane developed at the
Skunk Works, the Air Force acknowledged the existence of the Nighthawk in
1988 and released a grainy photograph.
But the plane’s radar invisibility remained intact, of course, and its
was never more apparent than during
Operation Desert Storm in 1991, when
Nighthawks were the only attack aircraft
that the Air Force flew over a heavily
defended Baghdad. Over the course of the
operation, F-117s flew nearly 1,300 sorties over Iraq and Kuwait without a single
combat loss. And although Nighthawk
pilots flew only 2 percent of the total combat sorties, they struck 40 percent of the
most highly defended, strategic targets.
“It was a remarkable contribution
to that war and all done over one of the
most hostile air environments in the
history of the world,” said Gen. Bruce
Carlson, commander of the Air Force
Materiel Command, during an F-117
retirement ceremony at Wright-Patterson
Air Force Base in March.
Lockheed Martin employees who
supported the F-117 over the years took
great pride in the aircraft, and it showed
in their performance on eight modification
programs and ongoing technical and maintenance activities under the TSSP contract.
“We earned 100 percent of our
award fees from 1999 forward, and we
had 100 consecutive on-time deliveries out of our depot on aircraft cycling
through,” Zielsdorff said. “In other
words, when we committed to a date, we
gave the aircraft back to our customer by
that date 100 consecutive times. That’s
quite an achievement for a depot team.”
A proud legacy
The program’s achievements
reflected the quality of the employees
who served at all levels, including program leadership. Among former F-117
program managers, Ross Reynolds has
gone on to become vice president for air
mobility programs, John Larson is vice
president for F-16 programs, and Cheryl
O’Leary is the new vice president and
site manager at Palmdale.
The number of employees who
work on the F-117 program will gradually recede in the months ahead, as the
Ben Rich, head of the Skunk Works at the time of the F-117 secret
development, received the Defense Department’s Distinguished Service
Medal, which he accepted in a secret ceremony.
The last F-117 built, aircraft 843, is shown at the retirement ceremony with the American
flag painted on its underside.
“It’s great we’re having a ceremony to recognize
the many contributions of the F-117. I’m certain
there are many soldiers and airmen who came
home alive because of that aircraft.”
— Mike Sullivan
wrap-up work is completed, Zielsdorff
said, but every one of the hundreds of
people who contributed to the program
over the years can take heart in knowing
that the legacy of the Nighthawk will
live on.
The stealth expertise that
Lockheed Martin developed on the F117 program can be found today in the
F-22 and F-35, which have inherited
many of the revolutionary technologies
developed for the Nighthawk.
“Whenever its nation called, the
F-117 answered, providing capabilities that had never been known before,”
said retired Gen. Lloyd “Fig” Newton,
one of the first F-117 pilots and former
commander of the 49th Fighter Wing at
Holloman AFB. “If we needed the door
kicked in, the stealth was the one to do it.
Never before had such an aircraft existed.”
Now, the F-117s have gone back
to the Tonopah Test Range, where for
much of the 1980s they flew in total
secrecy and only at night. Although it’s
unlikely they’ll be doing much flying
ever again, combat aviation has been
changed forever because of them. ■
For more information about the
F-117’s retirement, contact
communicator Dianne Knippel at
661-572-4153. Detailed timelines and other
information can be found at www.f-117a.com,
an unofficial not-for-profit Web site. See the
F-117 in the May edition of the LM1
corporate news video.
The F-117 program was conducted in total secrecy, and was produced on a compressed schedule
where manufacturing began before development was even completed.
7
PAC-3
Continued from p. 1
its intention to develop a sea-based terminal BMD
capability, and Lockheed Martin, recognizing the
system’s importance, has made the development of that
capability a corporate priority program.
Not many years ago, the prospect of introducing
a Lockheed Martin missile onto a Navy surface ship
seemed unlikely at best, because the market space has
been dominated by Raytheon’s Standard Missile for
many years.
Now, however, Lockheed Martin Missiles and Fire
Control (MFC) can offer the Navy a hit-to-kill interceptor that has been developed specifically for providing
the capability the Navy is seeking. The Patriot Advanced
Capability-3 (PAC-3) Missile has performed successfully in battle for the Army, and the PAC-3 Missile
Segment Enhancement (MSE) will be even more powerful, agile and capable of reaching distant targets.
Plus, by choosing the PAC-3 MSE as its seabased terminal BMD missile, the MDA would be
leveraging the $1.6 billion already invested by the
agency and the Army to develop the PAC-3 and
PAC-3 MSE interceptors. Doing so would reduce the
cost, schedule and performance risk, points out Will
Robinson, Sea-Based MSE program manager at MFC.
“We’re bringing to the table a missile that
already has terminal BMD capability,” Robinson says.
“The PAC-3 Missile has been operationally deployed
with the Army in Kuwait and Iraq, and the warfighter
depends on its umbrella of protection. The tremendous
speed and force of the hit-to-kill impact basically disintegrates the target, at altitude, and reduces the risk of
collateral damage on the surface.”
The ability to incorporate the PAC-3 onto ships
equipped with the Lockheed Martin-provided Aegis
combat system has already been shown, he adds.
Two Navy-contracted feasibility studies between
2003 and 2006 determined that the integration with
“It’s another great example of
Lockheed Martin companies
working together to provide a
better solution for the customer.”
— Will Robinson, Sea-Based MSE program
manager, Missiles & Fire Control
This artist’s rendering shows a PAC-3 MSE Missile being launched from a U.S. Navy ship.
Aegis could be accomplished with relative ease, notes
Wayne Trimmier, PAC-3 MSE program director.
“As it turns out, there’s very little that has to be
done to the missile for the marine environment,” he
says. “It’s already prepared for extreme environments.
Outside of an update to the existing communications
hardware to transmit and receive S-Band signals, and a
modified software package, we can use the same missile that is delivered off of the Army production line.”
Trimmier adds that since the Army and Navy
face the same worldwide ballistic threat, integrating
a common joint terminal defense missile allows the
nation to leverage significant savings through lower
missile development and production costs, a common
production line, and similar logistics.
MFC made all of these points and more when
it responded to a request for information from MDA
last year, and partly as a result of the RFI, the agency
recently indicated its intention to solicit proposals for a
sea-based terminal BMD capability.
“Just the fact that there will be a competition is
a major step forward for Lockheed Martin,” Robinson
says. “To get a Lockheed Martin missile on a Navy
ship would be huge for us. One thing that really helps
in addition to the proven capability of the missile is
that the Navy has a strong relationship with other
Lockheed Martin companies.”
Lockheed Martin Maritime Systems & Sensors
(MS2) in Moorestown, N.J., has earned high marks
from the Navy for its work on the Aegis weapons system, which it developed in the 1970s and has continually upgraded to address new and evolving air, surface
and underwater threats. In a test last year, an Aegisequipped guided missile cruiser simultaneously intercepted a ballistic missile above the atmosphere and an
air-breathing cruise missile closer to the surface. (Airbreathing threats have much different characteristics
than a ballistic missile, which is why a terminal ballistic missile capability is needed.)
In addition, the MK 41 Vertical Launching
System used on a variety of Navy vessels, including
Aegis ships, is provided by MS2 in Baltimore. Both
MS2 locations worked closely with MFC to determine
how to integrate PAC-3 with Aegis.
“It’s another great example of Lockheed Martin
companies working together to provide a better solution for the customer,” Robinson says. “We’re looking forward to having the PAC-3 MSE evaluated as
a potential solution to the Navy’s sea-based terminal
BMD need.” ■
For more information about the PAC-3 MSE’s
potential as a sea-based terminal BMD solution,
contact Will Robinson at 972-603-7904.
“As it turns out, there’s very little that has to be done to the missile for the
marine environment. It’s already prepared for extreme environments.”
Wayne Trimmier, left, program director for the PAC-3
Missile Segment Enhancement (MSE), and Will Robinson,
program manager for Sea-Based MSE, are working to
incorporate the PAC-3 onto ships equipped with the
Aegis combat system.
8
— Wayne Trimmier, PAC-3 MSE program director
National Merit
Lockheed Martin Foundation
awards annual scholarships
Scholar Name
Parent Name
Parent
Business Area
Scholar Name
Parent Name
Parent
Business Area
Emily Adkins
Carol L. Adkins
Sandia Corporation
Benjamin Johnson
Robert W. Johnson
Timeer Amin
Jagdish T. Amin
Aeronautics
Company
Aeronautics
Company
Merrick Johnson
Kendall Johnson
Lauren Ammerman
Douglas J.
Ammerman
Sandia Corporation
Aeronautics
Company
Rachel Kolb
Sandia Corporation
Paul Anderson
Edward C.
Anderson
Information Systems
& Global Services
William and Irene
Kolb
Amy Konsza
Ronald K. Konsza
Joseph Boren
Dale W. Boren
Aeronautics
Company
Space Systems
Company
Jennifer Kunze
James R. Kunze
Kaitlyn Bredin
Curt Bredin
Electronic Systems
Information Systems
& Global Services
Jennifer Campbell
David D. Campbell
Aeronautics
Company
Ami Chiu
Hui-Ling Nieh
Space Systems
Company
Zev Chonoles
Michael Chonoles
Electronic Systems
Amy Chou
Lloyd L. Chou
Space Systems
Company
Alexis L. D. Chuck
Robert L. Chuck
Space Systems
Company
Joshua Cockroft
Timothy J. Carrig
Space Systems
Company
Gregory Cohen
Paul M. Cohen
Aeronautics
Company
Katherine Comey
Jim B. Comey
Enterprise
Operations
Kyle Coogan
David D. Coogan
Aeronautics
Company
Kyle Cooper
Philip J. Cooper
Sandia Corporation
Natalie Craik
Gary C. Craik
Information Systems
& Global Services
Laura Cutler
Robert P. Cutler
Sandia Corporation
Kathryn Cwynar
David J. Cwynar
Space Systems
Company
Thanhnhan Do
Thang C. Do
Electronic Systems
Alexander
Dobranich
Dean and Pauline
Dobranich
Sandia Corporation
David Engoron
Elizabeth S.
Engoron
Information Systems
& Global Services
Christian Eubank
Joey C. Eubank
Electronic Systems
Rachel Friesel
Mark A. Friesel
Electronic Systems
Kevin Fuhr
Kenneth Fuhr
Electronic Systems
Katherine Gao
Minghua Lu
Information Systems
& Global Services
Tara Garland
Thomas P. Garland
Aeronautics
Company
Olivia Gerlt
Patrick H. Gerlt
Electronic Systems
Priyanka Gokhale
Dilip S. Gokhale
Information Systems
& Global Services
Elizabeth Gosciniak
Jeffrey J. Gosciniak
Information Systems
& Global Services
Paul Hasgeth, Jr.
Paul E. Hagseth
Aeronautics
Company
Kevin Havis
Charles H. Havis
Aeronautics
Company
Richard Held
Edward B. Held
Sandia Corporation
Jeffrey Herman
Neal Herman
Savi Technology,
Inc.
Laura Hodge
Robert N. Hodge
Space Systems
Company
Ryan Hoffman
Mark W. Hoffman
Electronic Systems
Katherine Hooper
Kenneth E. Hooper
Space Systems
Company
Kelsey Horter
Ernest and Mary
Ann Horter
Aeronautics
Company
Bryant Huang
Ming Huang
Aeronautics
Company
Kristin Ionata
Pasquale Ionata
Information Systems
& Global Services
Jason Jea
Li-Chung Jea
Electronic Systems
Rebecca Jeun
Buddy H. Jeun
Aeronautics
Company
T
he Lockheed Martin
Foundation announced in April
this year’s Lockheed Martin
National Merit Scholarship
recipients. Eighty-one scholarships
are being awarded to National Merit
Finalists, and two students have been
named as Honorary Scholars.
The scholarship program awards
$3,000 per year for up to four years
of undergraduate study to National
Merit Finalists who are the children
of Lockheed Martin employees. The
National Merit Scholarship Corporation
administers this highly competitive program and notes that the Corporation’s
winners, in earning the designation of
National Merit Scholars, have placed
themselves academically within the top
one-half of 1 percent of all U.S. high
school graduates.
To be considered for the scholarship, high school students must take
the Preliminary SAT/National Merit
Scholarship Qualifying Test (PSAT/
NMSQT) in the fall of their junior year.
Out of the 1.4 million students who take
the PSAT, approximately 1,600 students
are named as semifinalists. These students are notified through their schools in
the fall of their senior year and invited to
complete the National Merit Scholarship
Application, on which they name
Lockheed Martin as a parent’s employer.
From the semifinalist pool, Merit
Scholarship winners are selected on the
basis of their academic record throughout
high school, significant activities and
contributions to the school and community, test scores, the school’s recommendation of the candidate, and the student’s
essay about personal characteristics,
activities, plans and goals. To be eligible,
at least one of the student’s parents must
be a Lockheed Martin employee when
the scholarship is awarded.
This year, the Honorary Scholar
title was given to two students who
received scholarship offers, but were
unable to accept them due to their decision to attend U.S. service academies.
Service academies require that scholarships intended for privates and cadets
be completely unrestricted, which is
not possible under the Internal Revenue
Service guidelines for the Lockheed
Martin Foundation.
The high school seniors from the
class of 2008 who have been awarded
Lockheed Martin Merit Scholarships,
which are funded by the Lockheed
Martin Foundation and awarded
through the National Merit Scholarship
Corporation, are listed below. ■
James Lang
Anthony J. Lang
Electronic Systems
Brandyn Lee
Randy E. Lee
Aeronautics
Company
Yi Li
Bing C. Li
Electronic Systems
Kenneth Long
Douglas R. Long
Electronic Systems
Alexander Marple
Russell S. Marple
Electronic Systems
Kyle McKeeth
Ted E. McKeeth
Aeronautics
Company
Katie Metzger
John D. Metzger
Electronic Systems
Elizabeth Miller
Joel D. Miller
Sandia Corporation
Lisa Mondy
Sandia Corporation
Aubrey Mowery
Thomas T. Mowery
Aeronautics
Company
James Mullally
James F. Mullally
Electronic Systems
Priyanka
Nargundkar
Raji Nargundkar
Enterprise
Operations
Rohan Paranjape
Abhay Paranjape
Aeronautics
Company
Robert Perreault
Mark C. Perreault
Electronic Systems
James Pipe
Michael R. Pipe
Electronic Systems
Ashwath Rajan
Mahesh and
Sandhya Rajan
Sandia Corporation
Anna Schall
Terri L. Purdy
Information Systems
& Global Services
Jay Shah
Ngarling Khoe
Space Systems
Company
Christine Shen
Yulin Shen
Space Systems
Company
Emily Snell
Mark K. Snell
Sandia Corporation
Lauren Spangler
Richie Spangler
Sandia Corporation
Andrew Sturner
William P. Sturner
Electronic Systems
Philip Su
Ding Su
Electronic Systems
Xin-Kan Su
Xiangying Su
Information Systems
& Global Services
Neil Supnekar
Rajendra Supnekar
Information Systems
& Global Services
Eric Tank
Art C. Tank
Aeronautics
Company
Sarah Thompson
Patrick F. Thompson Information Systems
& Global Services
Hannah Tomlin
Judy A. Howell
Space Systems
Company
David Tran
Timothy Tran
Information Systems
& Global Services
Rachel Vassar
Richard H. Vassar
Space Systems
Company
Jenny Wang
Jean (Yinghe) Wang Information Systems
& Global Services
Ben Warren
Becky H. Warren
Space Systems
Company
Jennifer Wiegand
Christopher
Wiegand
Aeronautics
Company
Charles Zheng
Xuemei Du
Enterprise
Operations
William Zhu
Ming Zhu
Sandia Corporation
Stephanie Morton
Maribel F. Morton
Space Systems
Company
Timothy R. Morton
Electronic Systems
Michael Tope
Chris L. Tope
Information Systems
& Global Services
Honorary Scholars
9
Military
Continued from p. 5
of the interpreters who were killed could
be returned for burial within 24 hours, in
keeping with local custom.
Although his deployment was
difficult for his wife, Evens says he
continues to have a strong commitment
to national service, in large measure
because of his 22 years of active duty in
the British Army’s Grenadier Guards.
“In the Grenadiers there is a
saying, ‘Once a Grenadier, always a
Grenadier,’ and the strong connection
you feel to your battalion is hard to
describe,” Evans says. “The closest I
have found to this in civil life is here at
LMUK INSYS.”
If duty calls again, he would be
proud to answer, he adds. “I got a lot
from the tour. I did a job I had never
done before and learned a lot that, in
time, may help me here at Lockheed
Martin UK.”
That same desire to contribute
and continue to learn is what motivated
Dicky Lewis, an operational specialist
on the Maritime Airborne Surveillance
and Control program at LMUK
Integrated Systems, to take a month’s
leave to serve with the 857 Naval Air
Squadron (NAS) in the Gulf of Aden.
Patrolling the waters between
the Arabian Peninsula and the Horn of
Africa, Lewis’s unit monitored the heavy
surface traffic in the gulf, looking for
signs of arms and narcotics smugglers,
people traffickers and possible pirates.
A Sea King Mk7 helicopter operator, Lewis spent many hours in the air
to maintain his expertise and become
more valuable to his Reserve unit and to
LMUK.
“I had flown more hours in the
Sea King Mk 7 during this period than
I had during my last four years with the
[Reserves],” he notes. “I had reached
a level of competence impossible to
achieve via the odd week’s visit to a disembarked squadron, and I had been of
genuine use to 857.”
Shown here in front of his squadron logo, MS2 electronic technician Jeff Conant was
the night shift supervisor in charge of keeping large power generators running. Conant
says he was most impressed by the teamwork, even though the team was diverse and
completely turned over every four months.
Talk to a vet
Jeff Owen, logistics engineer at Space Systems in Huntsville, Ala., served as a military
police officer training Iraqi police forces. “People should take every opportunity to sit
down with a vet and talk to them,” Owen says.
While some employees were helping
build bricks-and-mortar community projects while in service, Jeff Owen, a Space
Systems logistics engineer at Huntsville,
Ala., was helping build something a little
different in Iraq — a sense of community.
“That was our mission — produce
a community,” says Owen, a military
police officer in the Alabama National
Guard. “They didn’t understand how
freedom works.”
He was a company commander at
three forward operating bases, where he
was in charge of training the local Iraqi
police forces and helping them recruit,
train and equip their officers. He also
helped organize groups of citizens, similar to neighborhood watch groups, to
help the police.
“We did a lot of human rights
education about how you treat people
New Security Intelligence Center Responds To Cybersecurity Issues
The recent opening of the Security
Intelligence Center in Gaithersburg,
Md., provides a hub for detection,
intelligence analysis and response
to all internal information security
incidents across the Corporation.
Led by the Enterprise Services
organization, the 8,000-square-foot
facility is operated by analysts
able to respond to growing
cybersecurity threats, protecting
the Corporation’s data and systems.
The Center’s advanced visualization
system provides overall patterns
of cybersecurity activity, and its
classified processing areas facilitate
collaboration with government, law
enforcement and contracting partners at all levels. The Center enables analysts to
aggregate, correlate, and render overall patterns of activity. With this perspective, the
Security Intelligence Center has a single vantage point of enterprise-wide cyber threat
situational awareness. “This is a unique approach to information security, correlating
incident activity to the programs and technology that attackers target,” said Sondra
Barbour, CIO and vice president for Enterprise Services. “Because our customers
entrust us with their most sensitive information, this center represents our ongoing
commitment to protecting their data from inception to delivery.” At the ribbon-cutting
ceremony in May are, from left, Bob McCants, director of Security Operations,
Information Systems & Global Services (IS&GS); Bob Trono, vice president and
chief Security officer for the Corporation; Bruce Tanner, executive vice president
and chief financial officer; Linda Gooden, executive vice president, IS&GS; Sondra
Barbour, CIO and vice president for Enterprise Services; Mayme Clinkenbeard, vice
president IT Governance and Corporate Information Security Office; Allen Golland,
director, Threat Response and Initiatives; John Harlow, senior project manager,
Security Intelligence Center; and Rohan Amin, senior manager, Computer Incident
Response Team. At right, Eric Hutchins, Security Intelligence Center analyst, starts
work at the new center.
10
in a free society,” Owen says. “We also
did a lot of patrolling, going in and out
of neighborhoods looking for weapons
caches.”
About 95 percent of the personnel
in Owen’s company saw combat action,
and one of the chiefs of police with
whom he worked was killed. “The good
police officers were constantly threatened,” he says. “They put everything on
the line to defend their cities.”
American service men and women
also continue to put everything on the
line in Iraq and Afghanistan, and Owen
believes all Americans should be grateful for that service.
“People should take every opportunity to sit down with a vet and talk to
them,” he says. “I don’t think you have
to serve in the military to appreciate the
freedom we have in this country, but it’s
good to get the perspective of a vet.” ■
ETHICS AND BUSINESS CONDUCT
Can We Talk?
Issue
Did the manager misuse the company
credit card?
Noteworthy Ethics cases highlight importance of communication and trust
Lockheed Martin employees contact the
Office of Ethics and Business Conduct
to report wrongdoing or to request
guidance on ethical issues. Some of the
allegations of wrongdoing are the result
of misunderstandings and miscommunication – or a lack of communication
– between leaders and employees.
“Open, honest communication
is critical to a culture of trust,” says
Alice Eldridge, vice president, Ethics
and Business Conduct. “Leaders make
•
•
pany policies. Senior management
supported his actions to make positive changes on the program.
Various employees resented the
manager’s actions, and resisted making the necessary changes to their
work habits and behaviors. This
resentment led to the filing of the
ethics allegations.
Regarding the alleged payment to an
airport security guard, the new manager had experienced bureaucratic
“Leaders make hundreds of decisions affecting
employees, and sometimes those decisions are not
fully explained. Employees who do not understand the
rationale behind decisions will sometimes draw an
unfavorable conclusion about a leader’s motivation.”
— Alice Eldridge, vice president, Ethics and Business Conduct
hundreds of decisions affecting employees, and sometimes those decisions are
not fully explained. Employees who
do not understand the rationale behind
decisions will sometimes draw an unfavorable conclusion about a leader’s
motivation.”
Eldridge said that trust goes both
ways. “Many of the most serious cases
handled by our office are caused by
employees who violate the trust the
company places in them. Employees are
always empowered to do the right thing,
and we can all do our part to help sustain a culture that is positive, ethical and
inclusive.”
The cases that follow include
examples where a breakdown in communication or trust led to negative consequences.
Case Issues: Management
Practices, Harassment,
Facilitating Payments
Background
Multiple employees working at an international site alleged that a new manager
there was “impossible to work with,”
and created an intimidating work environment. The new manager also allegedly made an improper payment to a
security guard at the airport.
Issues
Did the new manager create a negative
work environment? Was there a violation
of the company’s policy regarding payments to foreign government officials?
Facts
An investigation was conducted and key
findings were as follows:
• Several employees interviewed
described various actions taken by
the new manager that were viewed
as intimidating and hostile.
• Other employees interviewed stated
that the site had not been effectively
managed prior to arrival of the new
manager. These employees described
an undisciplined work environment
where the previous site management
allowed certain employees to do
“whatever they wanted,” including
actions contrary to company policies.
• The new manager was tasked with
instilling an increased level of discipline within the workforce and to
ensure employees abided by com-
delays in transporting company
valuables through airport security.
The new manager violated company
policy and operating procedures by
making a facilitation payment in
the amount of approximately $40
to an airport security guard without
obtaining prior legal approval.
Resolution and Lessons Learned
The investigation indicated that most of
the allegations against the new manager
were not substantiated and had resulted
in large part from a reluctance by certain employees to change their behavior
and work habits.
Some of the allegations were
made based on employees’ misinterpretation of the new manager’s actions, and
also because they were unaware that
the program changes were directed by
senior-level management and were not
unilateral actions by the manager.
However, the manager had not
handled implementing the changes
well, and had not taken the time to fully
explain why the changes were necessary
and positive.
He was counseled on the need for
improved communications and change
management within his organization. In
addition, he was reprimanded for making an improper payment to an airport
security guard and counseled on the
proper procedures for shipment of company valuables.
This case illustrates the importance of good communications between
leaders and employees and the need for
leaders to maintain a disciplined, professional work environment. It also demonstrated how the new manager could
have increased trust within the work
group by explaining the changes that
were being made.
Case Issue: Age
Discrimination
Background
Employees alleged that their manager
discriminated against older employees.
Issue
Was the manager discriminating based
on age?
Facts
This case was referred to the Equal
Opportunity Programs Office (EOP)
which conducted an investigation. The
key findings were as follows:
• Various long-tenured employees
believed that the manager was hiring
younger employees at a higher salary grade than themselves. In actuality, the manager was appropriately
bringing in new hires at a lower salary grade than the more experienced
employees, who did not have visibility of the new employees’ salary
grade information.
• Several of the more experienced
employees raised a concern that
their performance appraisal ratings
of “Successful Contributor” were
lower than those given to the newer
employees and also lower than ratings given under the previously used
appraisal system. Documentation
indicated that the “Successful
Contributor” ratings were justified
based on the satisfactory performance of the employees involved.
The newer employees received
ratings (“Successful Contributor”
and “High Contributor”) that were
appropriately justified by performance. Also, the previously
used appraisal system resulted in
nearly all employees receiving an
“Exceeds” rating that was not justified based on actual performance.
• The manager was heard making a
comment about “too many older
employees” in his department. The
manager admitted making the comment about older employees, but
stated it was in the context of a joking
remark made by one of his employees.
Facts
An investigation was conducted and key
findings were:
• The credit card in question had an
outstanding balance of more than
$2,000, and included various late
payment charges. The most recent
payment submitted was returned due
to insufficient funds.
• The outstanding balance included
various non-business related charges,
including gasoline, personal car
rental, and personal cash advances.
• The manager believed that the personal charges were acceptable, as
long as the balance was paid off on
time, since that was the practice of
the manager’s previous employer.
The manager acknowledged that the
personal charges were in violation of
company policy.
• When interviewed, the manager’s
director indicated that he was aware
of the manager’s misuse of the company credit card and had instructed
the manager to pay off the balance
immediately.
• The manager stated that the insufficient funds check was caused by his
using the incorrect checkbook to pay
off the balance.
Resolution and Lessons Learned
The manager was given a written reprimand and counseled on the proper use
of the company credit card. The manager’s company-issued credit card was
cancelled, and the outstanding balance
was paid immediately.
The manager violated the company’s trust by using the company credit card
“Many of the most serious cases handled by our office are
caused by employees who violate the trust the company
places in them. Employees are always empowered to do
the right thing, and we can all do our part to help sustain
a culture that is positive, ethical and inclusive.”
— Alice Eldridge
Resolution and Lessons Learned
The allegations of age discrimination
were not substantiated.
The manager admitted that his
comment about “older employees”
was inappropriate and perceived as
discriminatory, and he received an oral
reprimand and counseling for his lapse
in judgment.
The manager was also counseled
on the need to provide more meaningful
feedback to employees during performance discussions so that employees
understood the effort required to receive
a higher performance rating.
Leaders need to be aware of how
their words, including joking remarks,
and actions are perceived.
In this case, the manager created
a perception of favoritism that damaged
trust within the work group.
for personal items and for not paying off
the outstanding balance when it was due.
The manager’s director was counseled on the need to be more proactive
in resolving these issues and ensuring
that the manager immediately stop the
improper use of the company credit card.
Case Issues: Misuse of
Company Credit Card
Issue
Did the employee misuse the company’s
computing resources?
Background
An auditor contacted the Ethics office
to report that a department manager was
120 days past due in paying the balance
on a company-issued credit card.
Case Issues: Harassment,
Misuse of Computing
Resources
Background
A manager notified the Ethics office
that he had been notified by a sheriff’s
investigator about suspicious e-mail
activity by an employee. The employee
had allegedly been contacting people
outside the company in connection
with a personal relationship established
through the myspace.com Web site.
Facts
An investigation was conducted and key
findings were as follows:
See Ethics p. 12
11
“We want to help people
better understand
how robotics and
autonomous technology
are becoming an
increasingly important
part of everyday life.”
— Brian Satterfield,
project manager, Lockheed Martin
Advanced Technology Laboratories
Above, the Advanced Technology Laboratories team is happy with the successful run of
its autonomous car at the Toyota Long Beach Grand Prix. From left are engineers Brian
Satterfield, Heeten Choxi, Adam Salamon and Peter Drewes. At right, the car is shown
on display at the Toyota Lifestyle and Alternative Energy Expo before the run.
On Track
Advanced Technology Laboratories’ autonomous car
on its own at Toyota Grand Prix
Most people don’t go to auto races to
see cars parade around the track in single file at 30 miles an hour. Then again,
most race cars include drivers.
The Lockheed Martin autonomous
car joined two others at the Toyota Long
Beach Grand Prix in April for the first
ever Robotic Grand Prix. While not
technically a race, the cars demonstrated
to 180,000 race fans that robotic cars
can successfully run a lap around the
challenging track without human intervention, guided only by their on-board
sensors and software.
Before the autonomous demonstration, the team from Lockheed Martin
Advanced Technology Laboratories
(ATL) in Cherry Hill, N.J., displayed
its car at the Toyota Lifestyle and
Alternative Energy Expo. Race fans
had the opportunity to see the car and
talk with some of the engineers who
developed the car’s robotics technology,
which enabled the vehicle to successfully complete the 1.97-mile circuit,
which includes 11 turns.
“We are proud to introduce our car
to a group of race fans who may never
have expected to see Lockheed Martin
or robotic cars at the Grand Prix,” said
Project Manager Brian Satterfield,
Lockheed Martin Advanced Technology
Ethics
Continued from p. 11
•
•
•
•
The employee, using the company’s
computing resources, established
a personal relationship with a
non-employee female through the
myspace.com Web site.
The employee admitted sending
various gifts and cash to the female,
who then sent a photo, supposedly
of herself, in a cheerleader outfit.
Subsequently, the employee
attempted to meet face to face with
the female, who was evasive in committing to meeting in person.
The employee then began a search of
the female in the photo, contacting
•
•
local high schools and the local library
for information, eventually discovering
the identity of the female in the photo.
The female in the photo was not the
individual with whom the employee
had established a relationship, and
law enforcement was contacted by
the female and her family, since they
viewed the employee’s actions as a
form of stalking.
A forensic search of the employee’s
company computer identified numerous inappropriate images on the hard
drive, going back several years.
Resolution and Lessons Learned
The employee was discharged from
employment. He had violated the trust the
company placed in him to use company
computing resources appropriately. ■
Laboratories (ATL). “This isn’t science
fiction; it’s reality. We want to help
people better understand how robotics
and autonomous technology are becoming an increasingly important part of
everyday life.”
ATL’s Robotic car, a red Toyota
Prius hybrid, was the Ben Franklin
Racing Team’s backup vehicle during
a November 2007 event called Urban
Challenge, sponsored by the Defense
Advanced Research Projects Agency
(DARPA). In that event, robotic automobiles had to intelligently and safely drive
themselves through a 60-mile urban
course in less than six hours. The cars
had to obey traffic laws while merging
into moving traffic, navigating circles,
negotiating intersections and avoiding
obstacles.
Of the 89 teams that initially
entered the 2007 DARPA Urban
Challenge, only 11 qualified to compete in the final
competition. The
Ben Franklin Racing
Team, a consortium
led by the University
of Pennsylvania with
Lehigh University and
ATL, was one of only
six teams to have a
vehicle successfully
complete the final race.
Since the competition, Lockheed Martin
engineers have updated
and improved their car’s
software, giving the vehicle the ability to autonomously navigate complex
environments, often in close contact with
humans or manned vehicles, and exhibit
intelligent and complex behaviors. They
are transitioning this technology into
the Squad Mission Support System, an
unmanned off-road vehicle that Lockheed
Martin Missiles and Fire Control is
developing for the U.S. military. ■
For more information, contact
communicator Steve O’Neill at
856-792-9815, [email protected].
See the autonomous car in the May edition
of the LM1 corporate news video.
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Lockheed Martin Corporation, Volume 14, Number 5
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
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To subscribe, change your mailing address or obtain additional copies of this publication,
e-mail your request to: [email protected].
Corporate Communications:
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Ginny Vasan, vice president, Executive and Internal Communications
Editor: Mona Coan
Design/Art Direction: Spark Design – Silver Spring, MD
Special Reporter: Rick Sauder
Editorial Board: Mona Coan, Tom Greer, Brian Sears, Ginny Vasan, Dave Waller
Employees who observe misconduct should report the situation to their management, Human Resources or local Ethics officer, or call the Corporate
HelpLine at 800-LM-ETHIC.
Contributors: Dexter Henson, Matt Kramer, Meg Manthey, Steve O’Neill, Craig Vanbebber
Photography: Jerry Altares, Jon Hammerstein, Samantha Kupersmith, George McClure, Scott McGill,
Kevin Robertson, Eric Schulzinger
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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
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“Legal Proceedings” sections of the Corporation’s 2005 annual report on Form 10-K and 2006 quarterly reports on Form 10-Q,
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The Corporation expressly disclaims a duty to provide updates to forward-looking statements, and the estimates and assumptions
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12
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