VOICING VALUES VOICING VALUES - lockheedmartin.com

1 VOICING OUR VALUES 2018 VOICING OUR VALUES 2018 VOICING OUR VALUES 2018 OUR VALUESDo What s Right - We are committed to the highest standards of ethical conduct in all that we do. We believe that honesty and integrity engender trust, which is the cornerstone of our business. We abide by the laws of the United States and other countries in which we do business. We strive to be good citizens and we take responsibility for our Others - We recognize that our success as an enterprise depends on the talent, skills and expertise of our people and our ability to function as a tightly integrated team. We appreciate our diversity and believe that respect for our colleagues, customers, partners, and all those with whom we interact is an essential element of all positive and productive business With Excellence - We understand the importance of our missions and the trust our customers place in us.

2 With this in mind, we strive to excel in every aspect of our business and approach every challenge with a determination to succeed. We seek not only the highest accomplishments as individuals, but also seek to help our fellow team members achieve at the highest TO DIVERSITY AND INCLUSIOND iversity and inclusion are the foundation of our culture and reflectour VALUES of doing what s right, respecting others and performingwith excellence. LM is committed to leveraging our employees' unique talents and experiences in order to deliver innovative, affordable solutions and unparalleled customer SPECTRUM LEADERSHIP IMPERATIVES Deliver results Shape the future Build effective relationships Energize the team Model personal excellence, integrity, and accountabilityiBACK TO TABLE OF CONTENTSVOICING OUR VALUES 2018 VOICING OUR VALUES 20181 Dear Training Leader: Thank you for facilitating our annual VOICING Our VALUES 2018 Ethics Awareness Training.

3 The discussions you lead in each training session remind us of the importance of integrity to our business and reinforce our ability to address ethical our VALUES through daily actions reflects Lockheed Martin s unwavering and long-standing commitment to ethical conduct. We recognize that all employees, and especially leaders, play an active role in ensuring our workplace and professional interactions reflect our VALUES . Key to this is the ability for all employees to talk about and take action to resolve concerns that may arise in our work assurance that all employees feel valued and empowered to bring their best to work derives from multiple sources: our core VALUES -- Do What s Right, Respect Others and Perform With Excellence; our standards, as outlined in the Code of Ethics and Business Conduct.

4 And the Full Spectrum Leadership imperatives to which we a training leader, your role is critical to ensure a lively, healthy dialogue on the questions presented and to help others practice the skills we need to effectively address VALUES conflicts and ethical dilemmas in the case scenarios are based on real-life issues facing employees and reflect the complexities and realities of the workplace. There is a special focus this year on challenges facing both employees located at remote locations and their leaders. Case 2 features team members based at a customer location who have limited direct company interaction.

5 Telecommuters and their managers also face unique challenges in Case 5. Please use the relevant case(s) in your training sessions if you lead remote and/or telecommuting guide provides important discussion point s for each ca se scenario presented and highlights the various techniques with which we want everyone to become comfortable. Please use the information to guide your group s example you set for employees crosses the boundaries of department, business unit and business area. Inspiring our employees to recognize their obligation to act is a key component in building a take action you for supporting Ethics Awareness Tr aining and for y our eff orts in leading our workforce in VOICING Our S.

6 Mackay Jr. Senior Vice President, Internal Audit, Ethics and SustainabilityVOICING OUR VALUES 2018 BACK TO TABLE OF CONTENTSVOICING OUR VALUES 2018 VOICING OUR VALUES OF CONTENTST hought Starters ..iPreparing to Lead the Session ..3 Leaders of Remote/Telecommuting Employees ..3 VOICING Our VALUES Techniques ..4 Before the Session ..6 Case List and Key Issues ..6 Leading the Session ..7 Case Summaries and Leader s Discussion NotesCase 1 We re All Friends Here ..8 Case 2 Out of of Case 3 I've Been Case 4 Posting Case 5 Where Are You?..16 Case 6 We're In This Wrapping Up ..20 Sample Concluding Message.

7 20 Facilitation Do s and Don ts ..21 Participation & Acknowledgment .. 22 Training Evaluation Survey ..22 Participation & Acknowledgment Form ..23 Quick-Start Guide ..24 Timeline for One-Hour Back CoverThe online version of the training is found at ; or OUR VALUES 2018 VOICING OUR VALUES 2018 VOICING OUR VALUES 20183 PREPARING TO LEAD THE SESSIONIt s important to review this section before your session. Each case scenario presents a situation that involves Ethics, Inclusion, and/or FullSpectrum Leadership issues. The case scenarios are intended to demonstrate howvarious techniques may be used to more effectively address ethical dilemmas orvalues conflicts that we may encounter in the workplace.

8 You are responsible for understanding these techniques before leading theawareness training particular, we are asking everyone to consider how they might use any or all of the following techniques to more effectively voice their VALUES : Ask Questions Talk to Others Obtain Data Reframe the IssueDefinitions of these techniques are provided on page 4 of this guide with a link to a printable reference page for use by attendees when discussing the cases. Also, short videos of each technique are available during the discussion. For some of the scenarios, there may be a reportable violation. You will have theopportunity to discuss what may be reportable and when it should be , a big part of VOICING our VALUES means raising issues and using the techniquesoutlined above to prevent a violation from occurring.

9 The case summaries, pages 8 to19, provide some discussion points for your use. You should have time for three casesin your one-hour Groups If your sessions include participants at other locations, be sure in advance that all locations have access to the web-based version of the training or the training DVD. When playing the video, ask all the virtual participants to mute the phone as well as muting the phone in your room. Consider calling on attendees by name to provide everyone an opportunity to participate in the discussion. SPECIAL NOTE:Leaders of Remote (including Telecommuting) EmployeesCase 2 is especially applicable to work groups with employees who work at secure government facilities and should be used during their training session.

10 This case highlights some of the unique challenges employees face in this type of environment and will elicit important discussion points about maintaining their connection to Lockheed Martin and recognizing insider threat risk 5 is particularly designed for work groups with telecommuting, or otherwise remote, employees. This case should be used in their training session so that teams can discuss the challenges of working together when physically separated. VOICING OUR VALUES 2018 BACK TO TABLE OF CONTENTSVOICING OUR VALUES 2018 VOICING OUR VALUES 20184 VOICING OUR VALUES TECHNIQUESR esolving ethical dilemmas or VALUES conflicts effectively by VOICING our VALUES requires us to recognize that such conflicts are not uncommon in the workplace.