Lockheed Martin 2022 Sustainability Performance Report

2022 SUSTAINABILITY PERFORMANCE REPORT
PROPELLED
BY
PRINCIPLE
2 2022 Sustainability Performance Report About This Report Leadership Our Sustainability Approach Our Sustainability Priorities ESG Performance Index
https://sustainability.lockheedmartin.com
About This Report

Lockheed Martin is proud to present the 2022 Sustainability Performance Report. This streamlined
report focuses on our 2022 performance toward our program goals. More detailed information on our
sustainability program can be found on our Lockheed Martin sustainability website. Unless otherwise
noted, this report includes global data and activities for the calendar year 2022 from Lockheed Martin’s
corporate offices and four Business Areas: Aeronautics, Missiles and Fire Control, Rotary and Mission
Systems and Space.
This report has been prepared with reference to Global
Reporting Initiative (GRI) Standards. Our select GRI and Propelled by Principle
Sustainability Accounting Standards Board (SASB) indices are Lockheed Martin develops innovative technology that enables
available on our Environmental, Social and Governance the growth, resiliency and security of societies around the
(ESG) Portal. world. We develop these engineering solutions while upholding ABOUT THE COVER PHOTO
our core values to Do What’s Right, Respect Others and
DNV, an independent, third-party assurance provider, The Center for Innovation (also known as The
Perform with Excellence. This is why Lockheed Martin has
assured this report to a moderate level of assurance under
chosen the theme “Propelled by Principle” to describe our Lighthouse) represents the intersection of
the AA1000 Assurance Standard (AA1000AS). This includes
sustainability approach. We are committed to the principles Lockheed Martin’s commitment to our
performance on the Lockheed Martin 2025 Sustainability
described throughout this report, including integrity, high customers and passion for innovation.
Management Plan goals, select SASB standards and select
ethical business standards, workplace safety, employee Technical experts and mission-focused
GRI indicators. Verification details can be found in the 2022
diversity and inclusion and environmental stewardship. Our customers collaborate openly through
Assurance Statement, which is available on our ESG Portal.
principles guide us as we address complex, global challenges wargaming, experimentation and analysis to
and propel toward a brighter future. develop advanced solutions to their most
pressing challenges. To learn more, visit our
website.
Report Contents
Leadership Perspectives 3
Sustainability Recognitions 5
2025 Sustainability Management Plan 6
Advancing Resource Stewardship 8

Version 1.0
For questions about this report, please contact Elevating Digital Responsibility 17
sustainability.lm@lmco.com.
Fostering Workplace Resiliency 23
For more general information on Lockheed Martin, visit our website at
www.lockheedmartin.com and social media on the following pages:
Modeling Business Integrity 29
2022 ESG Performance Index 32

Leadership Perspectives
Message from our Chairman, President and Chief Executive Officer
At Lockheed Martin, our purpose is to ensure those we serve • We published our second annual Human Rights Report,
always stay ahead of ready. Our technologies help our customers demonstrating how our company is committed to upholding
to strengthen global security, promote scientific discovery and human freedom and well-being throughout our operations and
enable progress around the world. supply chain.
As a team, we are committed to driving responsible growth for • We received a bronze designation from the American Business
shareholders, customers, employees and suppliers. We are Awards for diversity and inclusion.
unified by our core values – Do What’s Right, Respect Others and
• We expanded our financial contributions to partner with Rocky
Perform with Excellence. These values shape our culture, drive
our approach to business, encourage our outreach in the Mountain Institute, a nonprofit organization dedicated to
community and inspire our commitment to sustainability and sustainability, with a special focus on energy and resource
environmental stewardship. efficiency innovation that supports decarbonization.
In 2022, Lockheed Martin completed the second year of progress • We developed our accelerated decarbonization strategy and
on our 2025 Sustainability Management Plan (2025 SMP) – a set new carbon emission reduction and renewable energy
roadmap to carry out our vital mission. goals.
Lockheed Martin’s approach to sustainability includes four Our sustainability program drives operational improvements by
priorities: reducing carbon emissions through energy efficiency and the use
of renewable energy, as well as reducing water use and waste
• Advancing Resource Stewardship: We strive to use resources in generation across all Lockheed Martin facilities. To learn more
the most efficient way possible and to minimize the about our approach to championing environmental stewardship
environmental footprint of our operations. through resource efficiency, visit our website.
• Elevating Digital Responsibility: We protect data, privacy and In the pages that follow, you will find more detailed information
intellectual property and use artificial intelligence in an about our progress toward our 2025 SMP goals. I am proud of our
ethical manner. organization’s significant accomplishments last year. I am
• Fostering Workplace Resiliency: We maintain an inclusive confident that Lockheed Martin will continue to demonstrate how
and safe environment in which we value individual employees’ sustainable business practices enable superior solutions for our
unique contributions to the success of our team and provide customers and stewardship of our vital operations for decades
“This year’s ample opportunities for their professional development and to come.
career growth.
Sustainability
Performance Report • Modeling Business Integrity: We operate ethically and ensure
that everyone who works with us – both inside and outside
demonstrates our Lockheed Martin – adheres to the same high
commitment to creating ethical standards.
a better and safer Each priority supports a vision to advance our 21st Century
world.” Security and OneLM Transformation (1LMX). Today’s rapidly
evolving 21st century threats require us to accelerate the delivery
James D. Taiclet of integrated and interoperable solutions. To do this, our 1LMX
initiative is leveraging digital and business transformation across James D. Taiclet
Chairman, President and the company to enhance the speed, agility, insights and value we Chairman, President and Chief Executive Officer
Chief Executive Officer bring our customers. Lockheed Martin Corporation
This year’s Sustainability Performance Report demonstrates our
commitment to creating a better and safer world. Our 2022
achievements in support of our long-term sustainability
strategy include the following:
• We enhanced our ability to identify, locate, govern, manage and
protect sensitive data across the organization by deploying an
improved internal intellectual property process for Lockheed
Martin Proprietary Information.
Leadership Perspectives
Key leaders speak to the value of Lockheed Martin’s sustainability program and highlight some of our recent achievements.
Our new 2030 decarbonization goals demonstrate our Lockheed Martin’s sustainability program is built
drive for operational excellence. We’re accelerating around fostering innovation, integrity and security
our commitment to environmental stewardship and across our platforms and services. We integrate
improving the resilience of our business through sustainability throughout our business strategy,
financially prudent investments. including in operations, risk management and
product and service designs.
Frank A. St. John Leo S. Mackay, Jr.

Chief Operating Officer Senior Vice President, Ethics and
Enterprise Assurance
We have an unwavering commitment to sustainable Lockheed Martin has established sustainable supply
and responsible engineering practices. In 2022, chain programs that drive affordability and innovation
Lockheed Martin collaborated with Carnegie Mellon across our value chain, focusing on creating long-
University and industry to develop artificial lasting, leading opportunities to enhance product
intelligence ethical principles training materials and stewardship and ethical and social responsibility.
artificial intelligence governance best practices.
Mark D. Stewart
Rodney A. Makoske Senior Vice President, Operations
Chief Engineer and Senior Vice President,
Engineering and Technology
People are a critical business asset and therefore our We are proud to share our 12th annual sustainability
people strategy is fundamental to sustaining our report and updated reporting strategy. Our
company. We understand our performance depends Sustainability Performance Report highlights annual
on identifying, attracting, developing, motivating and performance results, while our sustainability website
retaining a highly skilled, diverse workforce. details programs and informs stakeholders regularly
on significant developments.
Greg A. Karol
Senior Vice President and Chief Human Heather D. Daniels
Resources Officer Vice President, Environment, Safety, Health
and Sustainability
2022 Sustainability Recognitions
Dow Jones Sustainability JUST Capital: Included in the

Indices World Index and North JUST 100 for fourth
American Index Ranking consecutive year
ENERGY STAR
Department of Labor
2022 Partner of
2022 HIRE Vets Gold
the Year Sustained
Medallion Award
Excellence Award
• Forbes’ Best Employers for New Grads • Equal Opportunity Reader’s Choice Awards’ Top 50
• Forbes’ Best Employers for Diversity
Employers for Equal Opportunity
• Woman Engineer Reader’s Choice Awards’ Top 50
• Forbes’ America’s Best Large Employers
Employers for Women
• Forbes’ #1 for Workers in Aerospace and Defense
• Named One of Fortune’s World’s Most Admired
• Forbes’ Best Employers for Veterans Companies
• Forbes’ World’s Best Employers • National Organization on Disability’s 2022 Leading
• Forbes’ America’s Best Employers by State Disability Employers
• Ranked in the Top 100 of JUST Capital’s 2022 • Military.com’s Top 25 Employers for Veterans
Workforce Equity and Mobility Ranking • Gold Hermes Award Winner in the Educational Category
• Minority Engineer Reader’s Choice Awards’ Top 50 • Human Rights Campaign’s Best Places to Work for
Employers for Minority Engineers LGBTQIA+ Equality
• American Business Awards’ Bronze Award for • Ranked in the U.S. EPA Green Power Partnership
Diversity and Inclusion National Top 100
• LinkedIn Top Companies to Grow Your Career • Ranked in the U.S. EPA Green Power Partnership Top 30
for On-site Generation
2025 Sustainability
Management Plan
Our Sustainability Management Plan (SMP) was
developed through an extensive core issues assessment
using stakeholder input and industry trend analysis. The
2025 SMP, established in 2020, guides our sustainability
efforts within four priority areas and their associated
core issues. These priorities, core issues and goals are
evaluated over a five-year cycle.
Goals can be retired or updated, if necessary, based on
our progress and the changing needs of our business.
We also continually monitor environmental, social and
governance risks and opportunities to stay informed of
shifting and emerging trends.
To learn more about how we develop and manage our
SMP, visit our website.
2025 Sustainability
In 2022, we made great strides towards our 2025 Sustainability Management Plan goals. This report
summarizes our efforts and annual progress to meet these goals. To learn more about the
Management Plan
management of our sustainability goals and see more sustainability program highlights, visit
our website.
Progress Highlights
ADVANCING RESOURCE ELEVATING DIGITAL FOSTERING WORKPLACE MODELING BUSINESS

STEWARDSHIP RESPONSIBILITY RESILIENCY INTEGRITY
By 2030, reduce Scope 1 and 2 100% of data objects identified for Increase representation of Achieve 100% completion of required
carbon emissions per dollar of common definition in the Lockheed women and people of color employee training on gifts and
1
gross profit by 70%. Martin data strategy (Tier 1 Data) enterprisewide through 2025. business courtesies and international
and 100% of certified data sources business practices annually through
have data stewards assigned by 2025.
2022.
1 This goal was retired at the end of 2022, and a new goal was released. Visit our website to learn more.
Advancing
Resource
Stewardship
Our commitment to sustainability includes a
responsibility to operate our facilities efficiently
and to manage our business and our supply
chain effectively to reduce carbon emissions,
mitigate risk and safeguard valuable resources.
Counterfeit Parts Prevention 9
Energy Management 10
Hazardous Chemicals/Materials 14
Resource and Substance Supply Vulnerability 15
Total Cost of Ownership 16

Counterfeit Parts Prevention

SUSTAINABILITY Mission success depends on providing products and services that have trusted reliability, performance
MANAGEMENT and safety. Preventing counterfeit parts from entering Lockheed Martin’s supply chain is one way we
PLAN GOAL
uphold this commitment to our customers. To learn more, visit our website.
Achieve 100% completion
rate of applicable training
on the identification and
reporting of counterfeit
parts by 2025.
2022 PROGRESS
In 2022, we achieved more
than a 99% completion rate
on applicable training.
Educating Our Suppliers on Counterfeit Parts
Persistent challenges to the supply chain have increased the risk of counterfeiting. When shortages or a lack
of predictability in parts makes it necessary to buy from others outside of the Original Component
Manufacturer (OCM) and/or their authorized distributors, the risk of introducing counterfeits increases
dramatically. This year Lockheed Martin’s Global Supply Chain Operations team engaged in communications
with all suppliers globally to build awareness and provide guidance on how to minimize the risk.
Energy Management
SUSTAINABILITY Emissions Reduction
MANAGEMENT Our Go Green program drives operational improvements by reducing carbon emissions through energy
PLAN GOAL
efficiency and use of renewable energy. Investing in capital and operational projects that improve resource
By 2030, reduce Scope 1 and
2 carbon emissions per efficiency is key to reducing emissions. To learn more, visit our website.
dollar of gross profit by
70%.
2,3
Net GHG Emissions (MT CO2E)
We recently unveiled our
2022 PROGRESS new accelerated
In 2022, we reduced Scope decarbonization strategy
1 and 2 carbon emissions
per dollar of gross profit Learn more
by 53%. https://sustainability.lockheedmartin.com/
Award-Winning Energy Efficiency Projects

In 2022, our teams completed 78 energy efficiency projects that resulted in annual savings of 26 million kilowatt-
hours (kWh) of electricity and 28,000 million British thermal units (MMBtu) of natural gas, and avoided $3.1 million
in utility and maintenance costs. Examples of projects completed across our business include LED lighting
upgrades, continued steam decentralization and building management system upgrades that enable more efficient
operations and maintenance.
®
Thanks to these energy efficiency projects, we earned ENERGY STAR certification for six buildings in 2022,
making us an official member of Certification Nation, a one-time recognition to celebrate ENERGY STAR’s 30th
anniversary. To earn the ENERGY STAR certification, buildings must be independently verified to operate more
efficiently than 75% of similar properties nationwide. ENERGY STAR certified buildings use an average of 35% less
energy and are responsible for 35% less carbon dioxide emissions than typical buildings. Lockheed Martin was
also awarded ENERGY STAR Top Project for an occupancy sensor project at our Grand Prairie, TX, facility that will
avoid approximately $193,000 in electricity costs annually and reduce electricity usage by 3.2 million kWh, enough
electricity to power approximately 440 homes for one year,
according to the ENERGY STAR equivalency calculator.
This award-winning project is just one example of the dozens
of energy efficiency projects completed in 2022.
2
We set our ambitious carbon emission reduction target using a methodology established by the Center for Sustainable Organizations to
exceed science-based target requirements. The Paris Agreement’s goal is to limit global warming by the end of the century to well below 2°C
of pre-industrial levels and preferably to 1.5°C. Our carbon emissions target is expected to outperform the Center for Sustainable
Organizations model criteria for aligning with a 1.5°C outcome in the long term.
3
This goal was retired at the end of 2022 and a new goal was released. Visit our website to learn more.
Renewable Energy
Renewable energy strengthens the resiliency of our facilities, our relationship with our customers and
our engagement with employees. Renewable energy is a key facet of our Go Green program, which
drives operational improvements by reducing carbon emissions. To learn more, visit our website.
SUSTAINABILITY MANAGEMENT
PLAN GOAL
By 2030, match 30% of electricity
used across Lockheed Martin global
operations with electricity produced
4,5
from renewable sources.
Renewable Energy in Our Global Operations 2022 PROGRESS

Since 2008, Lockheed Martin has installed 15 on-site solar systems, for a total of 31.5 megawatts (MW) of In 2022, we met expectations by
capacity.4 Examples include the 90 kilowatt (kW) and 751 kW solar photovoltaic systems at our Nowra, using renewable energy for 23% of
our total electricity across Lockheed
Australia, and Mielec, Poland, facilities, respectively. The Nowra system provides 30% of the facility’s energy
Martin global operations.
requirements and the Mielec system results in a utility cost savings of $210,000 per year and reduces carbon
emissions by 461 metric tons of carbon dioxide equivalent (MTCO2e). RENEWABLE ENERGY (MWh)
4
Via a combination of on-site or off-site generation, and excluding large hydropower in alignment with the Green-e Renewable Energy Standard
for Canada and the United States.
5
This goal was retired at the end of 2022, and a new goal was released. Visit our website to learn more.
Green Buildings
Green buildings reduce our impact on the natural environment, lower life-cycle operating costs and
SUSTAINABILITY enhance occupant well-being. Lockheed Martin’s corporate policy on green buildings requires the
®
MANAGEMENT United States Green Building Council’s LEED Silver certification as the minimum standard for new
PLAN GOAL
construction and major renovations. For existing buildings, we seek ENERGY STAR certification to
Increase square footage of
demonstrate operational energy efficiency. To learn more, visit our website.
Leadership in Energy and
Environmental Design (LEED)-
or Building Research
Establishment's Environmental
Assessment Method (BREEAM)-
certified/rated facilities by 2025.
2022 PROGRESS First LEED Certification for Our Camden, AR, Facility
Expansions of two Lockheed In 2022, our Camden, AR, facility received LEED Silver certification for a newly constructed 18,000-square-
Martin facilities earned LEED foot office building. Construction included ENERGY STAR rated equipment, LED lighting, materials with high
certification and LEED Silver,
sustainability ratings, low-emitting materials and environmentally safe construction practices. The design
respectively, in 2022. This
added over 53,000 square feet maximizes the use of natural light and air flow, and employs occupancy monitoring to increase the overall
to the existing green building efficiency of the building.
footprint.
Addressing Climate Risk

Lockheed Martin has a multipronged approach to addressing climate risk. We have accelerated our
greenhouse gas (GHG) emission reduction and renewable energy targets, and we continue to pursue SUSTAINABILITY
innovative carbon removal opportunities. To learn more, visit our website. MANAGEMENT
PLAN GOAL
Annually increase carbon
removal technology installation,
investment and support
6
through 2025.
2022 PROGRESS
In 2022 we continued to
Updated Task Force on Climate-Related Partnering with The Nature assess climate tech start-up
Financial Disclosures Report Conservancy to Support firms for potential LM
Climate-related risk and opportunity drivers are Coastal Resilience Ventures investment. While
no investment opportunities
key considerations for our long-term success and In 2021, Lockheed Martin committed $2 million to a were identified, Space
resiliency as a leader in global security and three-year partnership with The Nature partnered with one firm for
aerospace. We believe it is our responsibility to response to a NASA request
Conservancy in support of a project that will protect
for information related to
understand and actively address how those drivers 4,000 acres of land along Maryland’s Eastern Shore. wildfire science and disaster
will affect our business. Our Task Force on The project is part of the Department of Defense’s mitigation technology.
Climate-related Financial Disclosures (TCFD)- (DOD) Readiness and Environmental Protection
aligned Climate-Related Risks and Opportunities Integration Challenge, which aims to strengthen the SUSTAINABILITY
report summarizes Lockheed Martin’s latest resiliency of the DOD’s vital U.S. infrastructure. In MANAGEMENT
climate risk analysis, assessing operational and 2022, Lockheed Martin’s funding supported The PLAN GOAL
financial risks to our operations and supply chain. Nature Conservancy’s coastal resiliency efforts and Offset 100% of carbon
helped establish a pilot Coastal Resilience emissions resulting from
business-related travel
Easement program. These easements aid in the
by 2025.
healthy landward migration of tidal marshes to
protect coastal areas while simultaneously 2022 PROGRESS
preserving landowner cultural and financial A revision of this goal is still
interests. under review.
6
Examples include afforestation, reforestation, direct air capture and habitat restoration.
Hazardous Chemicals/Materials
Reducing hazardous chemicals in our products helps Lockheed Martin stay ahead of increasing global SUSTAINABILITY
chemical regulations and restrictions. Through proactive management of hazardous chemicals in our MANAGEMENT
products and manufacturing processes, we are reducing regulatory risks and protecting our employees, PLAN GOAL
customers and the environment. We are also upholding commitments to our customers and Annually reduce the amount
maintaining a competitive position for new business opportunities. To learn more, visit our website. of Lockheed Martin Priority
Chemicals used per unit
sold of Lockheed Martin’s
top five (by sales) programs
7
through 2025.
Annually reduce the amount

Design for Sustainability - Restricted Industry Collaboration
of Lockheed Martin Priority
Chemicals Avoidance Tool In 2022, Lockheed Martin continued our active Chemicals used per dollar
engagement with the International Aerospace of sales revenue across
Our Design for Sustainability working group, led by
Environmental Group (IAEG) in the area of business areas
employees from Engineering & Technology, through 2025.
7
hazardous chemicals and materials. We took on a
collaborates across business areas and functions to
leadership role in IAEG Work Group 2 -
develop capabilities that inform product design
Replacement Technologies, which aims to bring
engineers about restricted chemicals during the 2022 PROGRESS
aerospace and defense companies together to
product design phase. The working group developed
reduce the cost and risk of investigation of In 2022, we stood up the
a prototype restricted-chemicals-avoidance tool that Product Chemical
alternatives to hazardous chemicals and
will interface with product design tools to help Composition Module, which
materials. Additionally, Lockheed Martin
reduce the use of hazardous chemicals by building enhances product-level
engineers actively participated on the project chemical tracking and
early awareness into Lockheed Martin’s product
teams to provide input into advancing the reporting, in two business
design processes. In 2022, this tool was tested and
replacement project efforts for non-chromated areas: Rotary and Mission
refined through a pilot program with Rotary and Systems and Aeronautics.
alternatives. These actions support both our own
Mission Systems and will soon be expanded to other We also increased our
efforts and industry-wide efforts across the value
business areas. This tool will help us meet participation in industry
chain to deliver more sustainable products. collaboration efforts to
regulatory and customer requirements, reduce risk
advance available
and costs associated with redesign and increase the
alternatives across the
sustainability of our products. value chain.
7
Lockheed Martin Priority Chemicals are defined as chemical substances that are prohibited from use in Lockheed Martin’s products and
processes or cannot be used in new applications or programs and are referenced in our internal corporate policy, Restrictions on the Use of
Chemical Substances in Products and Processes. Updates to these lists of chemicals are completed annually. A waiver process is included in the
procedure for cases where the Lockheed Martin Priority Chemical cannot be substituted.
Resource and Substance Supply

SUSTAINABILITY
MANAGEMENT
PLAN GOAL
Vulnerability
Increase traceability
The objective of sustainable supply chain management at Lockheed Martin is to ensure the alignment
of critical mineral
of our supplier’s social, ethical, environmental, safety and health responsibilities with our own
resources and
sustainability commitments. As a downstream user of critical mineral resources, it is challenging to
substances used in the
supply chain through
trace the upstream origins of all of our product components. When we know the origin of the raw
data analysis and materials we depend on, we can make active purchasing decisions to reduce environmental and social
mitigation for signature risks in our value chain. To learn more, visit our website.
programs by 2025.
2022 PROGRESS
In 2022, the cross-
functional Critical
Minerals Working Group
kicked off and identified
key areas of focus, and a
Critical Materials
Management organization
was established.
Total Cost of Ownership

Maintaining product and service affordability for our customers is crucial to the longevity of our SUSTAINABILITY
MANAGEMENT PLAN
programs. With approximately 60% of product cost coming from our supply chain, the tracking and
GOAL
improvement of savings by our supply chain team contributes to competitive positioning for Lockheed
Martin’s future procurement efforts. To learn more, visit our website. All business areas meet or
exceed annual customer
savings goals as defined in
business area executive
vice president scorecards
through 2025.
2022 PROGRESS
®
Sikorsky CH-53K Affordability Efforts The Supply Chain Council
met both customer and
This year, the Sikorsky supply chain team successfully controlled cost growth on the CH-53K heavy lift Lockheed Martin program
helicopter. The team developed new, affordable sources for major components and, at the same time, savings goals for 2022.
increased the amount of material bundled across contracts. These efforts mitigated the impact of
macroeconomic market conditions while yielding significant savings that will benefit both domestic and
international customers for years to come.
Elevating Digital
Responsibility
Building a reputation for trust and integrity
includes a strong commitment to digital
responsibility. In an increasingly connected
world, we remain committed to safeguarding
data and setting standards for the use of
artificial intelligence. We provide ongoing
training and resources for our employees to
support this commitment.
Artificial Intelligence 18
Data Privacy and Protection 19
Intellectual Property Rights 22

Artificial Intelligence
SUSTAINABILITY Lockheed Martin is committed to driving the use of artificial intelligence (AI) in an equitable and
MANAGEMENT transparent way. We are ensuring that our actions have the appropriate defined ethical boundaries at
PLAN GOAL the start to deliver aligned capabilities, meet customer requirements, protect the safety of
By 2025, 100% of artificial stakeholders and avoid reputational risk. To learn more, visit our website.
intelligence developers will
have been trained in system
engineering approaches to
artificial intelligence
ethical principles.
2022 PROGRESS
In 2022, we finalized the
content for the training and Partnership with Carnegie Industry Collaboration for Ethical AI
began building out beta Mellon University Lockheed Martin expanded our engagement with
material. The content was
approved by the Artificial Lockheed Martin continues to partner with the U.S. Department of Defense’s Defense
Intelligence Executive Steering Carnegie Mellon University (CMU), a leader in AI Advanced Research Projects Agency (DARPA) in
Committee. The course will and robotics and a partner to both the Pentagon’s 2022 by participating in the Virtuous AI workshop
consist of an orientation on AI created in partnership with the Institute for
Joint Artificial Intelligence Center and the
principals referencing our
Department of Defense’s Chief Digital and Defense Analyses (IDA). This workshop meets
Ethical Development and Use of
Artificial Intelligence policy, Artificial Intelligence Office. Therefore, CMU was monthly and includes participants from nine
orientation on business area an ideal partner to act as third-party reviewer for aerospace and defense industry leaders.
policies, a selection of AI ethics our AI ethical principles training materials. CMU Lockheed Martin has taken a leadership position
assurance case studies and provided feedback and validated our proposed in organizing and shaping this community of
guidance on AI ethics reporting
training content, ensuring that Lockheed Martin practice, which encourages collaboration and
criteria. Formal beta testing of
the finalized training is planned remains at the forefront of ethical AI. Based on sharing of best practices. Some key topics
for 2023. CMU’s feedback, we modified our language to covered include assurance cases demonstrating
create more consumable content for our responsible use of AI and AI governance best
engineering talent and published enhanced policy practices. One outcome of Lockheed Martin’s
language in 2022. Lockheed Martin also partnered participation has been the identification of a need
with the CMU Software Engineering Institute to for an AI ethics proving ground, where algorithms
update our policy on Ethical Development and can be tested and evaluated objectively and
Use of Artificial Intelligence to better reflect our compared to other capabilities. DARPA and IDA
position as both consumers and exporters of AI are now working to make this idea a reality.
technology.
Data Privacy and Protection

Lockheed Martin empowers employees to take a proactive role in protecting data. From documented SUSTAINABILITY
privacy policies to annual internal assessments that are supported by a formal network of privacy MANAGEMENT
PLAN GOAL
leaders throughout the enterprise, our corporate privacy program continues to evolve to meet new
By 2025, 50% of Lockheed
challenges and address the changing regulatory landscape. For example, new hires complete privacy
Martin employees will have
awareness training as part of the onboarding process, and all employees complete sensitive- been trained in data literacy
information-protection training each year as part of their compliance training plan. In support of this and data-centric practices.
commitment to the protection of data, Lockheed Martin is also focused on expanding data literacy and
digital responsibility. To learn more, visit our website. 2022 PROGRESS
In 2022, we completed
development of our flagship
training on data literacy and
data-centric practices, which
was formally approved for
Data Literacy and Data-Centric Practices release by the Risk and

Compliance Committee. Over
In an increasingly data-driven world, we help Lockheed Martin employees understand their part in 20,000 employees have been
trained in data literacy and
protecting, working with, analyzing and communicating with data. We continue to expand data literacy and
data-centric practices through
data-centric practices to empower an interconnected and intelligent data-informed enterprise. We provide a combination of available data-
the skills employees need to make our business faster and more efficient and to protect the value related trainings since 2020.
proposition of our initiatives to increase our competitive advantage. We also leverage data as a strategic
asset to communicate more effectively, drive innovation and continue to deliver on our customers’ missions.
18% OF
EMPLOYEES HAVE
COMPLETED
TRAINING
Environment, Safety and Integration of Our Online Data Artificial Intelligence/Machine

Health Cohort Learning Learning Platform Learning with Real World Applications
In 2022, our Chief Data & Analytics Office Lockheed Martin’s Enterprise Learning & In 2022 we updated our AI/ML training program,
collaborated with the Environment, Safety and Development team procured an online learning making it more agile. We did this by dividing the
Health (ESH) team to create a tailored, 16-week platform that focuses on data analytics, data program into two parts. The first part of the
cohort learning experience focused on data science and artificial intelligence/machine training is focused on teaching employees about
literacy, ESH use cases and ESH common learning (AI/ML) for all skill levels and roles. In AI/ML to provide a baseline level of knowledge
systems. Participants used our existing online data 2022, we continued to integrate the new platform and hands-on capability with theoretical data
learning platform to complete self-paced training
into our existing enterprise Atlas Learning sets. The second part of the training consists of a
and were asked to apply their learnings in their job
platform. This integration allows employees to capstone project in which employees take a real
function each week. This was complemented by
weekly live office hours where employees could search for data courses within Atlas Learning and data problem from their work area and explore
ask questions and dive deeper into concepts get credit for their training to promote data potential AI/ML solutions using the knowledge
applicable to their roles. These office hours were literacy learning. As of 2022, over 13,000 they gained during part one, while being
also used to showcase ESH data-driven efforts employees have joined the platform, with active supported by a mentor. The goal of this approach
within each business area, which stimulated users logging over 30,000 hours of learning is to bridge the gap between foundational
cross-functional collaboration. Examples include this year. machine learning knowledge and real-world
best practice sharing on data-driven solutions to application and encourage the use of AI outside of
injury prevention efforts, such as slip-and-fall typical domains of application.
hazard mitigation, and cumulative ergonomic risks
in multiple work processes.
Tier 1 Data
Lockheed Martin regards data as a strategic asset and is committed to its responsible governance and
management. We are optimizing how we extract value from data by improving interoperability and SUSTAINABILITY
data quality, while minimizing data sensitivity risk. MANAGEMENT PLAN GOAL
Tier 1 Data, a set of common and agreed-upon definitions for terms and their data equivalents, is a key 100% of data objects identified
8 for common definition in the
aspect supporting our transition to a model-based enterprise. Examples of such defined terms for
Lockheed Martin data strategy
Lockheed Martin include program, employee, customer and supplier. When we establish common governing (Tier 1 Data) and 100% of
definitions for terms, it enables any employee creating data in an information technology system to align to certified data sources have data
the common definition. Once every system has adopted the definition, we can allow data to move through stewards assigned by 2022.
those systems while experiencing minimal translation issues. Additionally, Tier 1 Data is a significant
enabler of digital responsibility because it improves our ability to identify, locate, govern, manage and protect 2022 PROGRESS
sensitive data.
In 2022, we achieved this goal by
In 2022, we identified and finalized a list of Tier 1 Data elements and established preliminary definitions. We identifying 100% of Tier 1 Data
objects and assigning data
then assigned data stewards to each element and kicked off a working group to formalize definitions for all
stewards to 100% of certified
Tier 1 Data identified and set business requirements for these enterprisewide elements. Looking ahead, we data sources.
have started to explore our data strategy for Tier 2 Data, data governed at the business area level, to
facilitate greater cross-functional collaboration.
8
As stated in our enterprise reference architecture, a model-based enterprise is an organizational approach that connects and consumes
product data seamlessly, eliminating functional and system silos and limiting the usage of transactional systems by leveraging data-
rich models.
Intellectual Property Rights

SUSTAINABILITY Our intellectual property Sustainability Management Plan goal is focused on defining and
MANAGEMENT
implementing heightened categories of protection for critical types of Lockheed Martin Proprietary
PLAN GOAL
Information, which includes the new designations of Restricted Use Only and Restricted Internal Use
By 2022, an intellectual
Only. This increases our ability to protect intellectual property as a business asset and maximize our
property protection
hierarchy has been competitive position. To learn more, visit our website.
deployed with tiered
protection of intellectual
property data assets based
on their classification
within that hierarchy.
The intellectual property protection processes and policies deployed to support this goal are now used to
2022 PROGRESS support corporate engineering functions. They are also accessible to any entity across the enterprise to
In 2022, we achieved this identify data or information that requires additional safeguards.
goal by successfully
Our achievement of this goal enhances data security, reduces the possibility of inadvertent or intentional
deploying the Restricted
Use Only and Restricted
disclosure and enables the balance of Lockheed Martin interests to protect our critical technology while
Internal Use Only delivering needed information to our customers.
designations and
We conduct periodic internal reviews to revisit designated categories across all programs to assess whether
associated intellectual
property processes and the information still qualifies for its specific designation or if updates are required. We continuously evaluate
policies for Lockheed and update our processes and policies as the enterprise evolves and remain committed to safeguarding data
Martin Proprietary in all forms.
Information.
Fostering
Workplace
Resiliency
Our people are our greatest asset, and we strive
to build a dynamic, engaging, safe and welcoming
workplace that drives innovation, embraces
diverse perspectives and encourages
collaboration. We invest in our employees and
cultivate an environment of belonging where
people can bring their authentic selves to work
every day and have an opportunity to thrive in their
roles and beyond.
Harassment-Free Workplace 24
Inclusion and Equity 25
Workplace Safety 26
Harassment-Free Workplace
Lockheed Martin takes pride in our core values to Do What’s Right, Respect Others and Perform with SUSTAINABILITY
MANAGEMENT
Excellence. These core values are underpinned by our Code of Ethics and Business Conduct and PLAN GOAL
corporate policies on Harassment-Free Workplace and Nondiscrimination and Equal Employment All Lockheed Martin
Opportunity. We require all employees to complete annual harassment-free workplace training. employees participate
Additional related training is required for specific employees based on function and level. To learn in at least one
bystander intervention
more, visit our website. training workshop
by 2025.
2022 PROGRESS
In 2022, we integrated
the Upstander
Campaign into our
Instructor-Led Trainings digital training platform,
Atlas Learning, where it
Not only can employees now take the self-paced can now be accessed by
Upstander Campaign training in Atlas Learning, all employees. This year,
3,600 employees
but their leaders can request instructor-led
voluntarily completed
bystander intervention training for their teams. bystander intervention
This training provides a more in-depth education training, through a
on how to stop or respond to harassment, combination of
discrimination, retaliation or other inappropriate instructor-led and
conduct. Our goal is to empower our employees self-paced training,
which will be made
to be upstanders in these situations. In 2022, the
mandatory and assigned
commitment of our leaders to a harassment-free to 100% of employees
workplace was demonstrated by the leaders’ globally in 2023.
requests for instructor-led training, resulting
EMPLOYEES WHO
in almost 3,300 employees being trained. VOLUNTARILY
COMPLETED TRAINING
Inclusion and Equity

Our diversity and inclusion strategy is built into the fabric of our core values and is imperative to our SUSTAINABILITY
MANAGEMENT
success. We know that Lockheed Martin’s diverse and inclusive workforce enhances our collective
PLAN GOAL
power and our ability to recognize, value and draw upon unique perspectives and experiences to drive
All leaders have an inclusive
innovation and address our customers’ toughest challenges. Our strategy is underpinned by strong leadership experience or
policies, which protect employees and exemplify the inclusive culture we strive to foster. To learn complete one diversity-and-
more, visit our website. inclusion-associated action
annually through 2025.
2022 PROGRESS
In 2022, 100% of leaders
completed Functional
Inclusive Leadership Affirmative Action Program
training and Mitigating
Our focus on inclusion training for our leaders began over a decade ago when feedback from employees Unconscious Bias training in
indicated the opportunity for improvement. We believe inclusive teams produce the best work and are a key support of this goal.
building block to a company culture where all employees feel a sense of belonging. Through our robust
inclusive learning strategy, we seek to develop key inclusive behaviors in employees and leaders and
address employee needs at every level of the organization. As a result, we developed a full suite of trainings
and tools to educate our leaders on inclusivity so they can empower employees to reach their full potential,
give them the tools they need, create an inclusive culture and reinforce its importance.
INCLUDE Diversity and Inclusion Training

As part of our four-pronged approach, which aims to build diversity and inclusion capabilities in individuals,
teams, leaders and executives, in 2022, we rolled out a new flagship training for U.S.-based people leaders.
This new offering complements our existing inclusive training portfolio and offers applied neuroscience
concepts as the foundation to develop and promote inclusive behaviors. While some existing trainings, such
as Leading Diverse Teams, provide real-world case studies for practicing inclusive behaviors when
managing teams, this latest addition to the portfolio offers the scientific theoretical frame for understanding
and activating a culture where everybody belongs. This new training has been integrated into our core
enterprisewide initiatives, which foster a growth mindset and flexibility to manage hybrid teams and enable
Lockheed Martin to become more resilient, innovative and agile.
Workforce Diversity
We actively pursue increasing the number of employees from underrepresented groups in our workforce.
While we have made progress, we know that we still have work to do. Representation is one measurement
SUSTAINABILITY
MANAGEMENT of our progress toward a more diverse and inclusive workforce. To learn more, visit our website.
PLAN GOAL
a,b
Increase hiring of protected WORKFORCE PROFILE
veterans and people with For full details on our 2022 Workforce Demographics, visit our 2022 ESG Performance Index.
disabilities to meet or
c d e
exceed annual U.S. WOMEN PEOPLE OF COLOR VETERANS PERSONS WITH
d
Department of Labor DISABILITIES
targets through 2025.
2022 PROGRESS
In 2022, we exceeded U.S.
Department of Labor
hiring targets for protected
veterans and people with
disabilities.
SUSTAINABILITY
f
MANAGEMENT EDUCATION GENERATION
PLAN GOAL
Increase representation of
women and people of color
enterprisewide through
2025.
2022 PROGRESS
In 2022, our representation
of women and our
representation of people of
color increased to 23.3%
and 30.4% respectively. a
All data as of December 31, 2022, except for Board of Directors metrics, which are as of January 1, 2023. For more information on Lockheed Martin’s workforce
demographics, please visit our EEO-1 Reporting website.
b
Executive is defined as director-level (one level below vice president) or higher.
c
Based on employees who self-identify. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures.
d
Based on employees who self-identify. Includes only U.S. employees and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries
and joint ventures. As defined by the U.S. Equal Employment Opportunity Commission.
e
Based on employees who self-identify. Includes only U.S. employees and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries
and joint ventures.
f
Includes U.S. employees, local country nationals and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures.
Honoring the History of Juneteenth Workplace Reasonable Accommodation Process Tool

To celebrate Black History Month, Lockheed Martin was honored to host Ms. In 2022, Lockheed Martin launched the Workplace Reasonable
Opal Lee, often described as the "grandmother of Juneteenth," in a global Accommodations Process (WRAP) tool to track and streamline accommodation
webcast open to all employees. Ms. Lee raised awareness for, and mobilized requests from the initial inquiry to disposition and notification to the employee.
Lockheed Martin’s commitment to, deepening a culture of inclusion by WRAP simplifies administration and case management and improves the
reminding employees of the history of the emancipation of enslaved people in process for requesting reasonable accommodations. It automates the
Texas and the unifying effect of understanding that, "none of us are free until we processes for submitting and reviewing medical and religious accommodation
are all free." Ms. Lee recounted the symbolic walking campaign she led at the requests and standardizes the accommodation management process. It also
age of 90 to Washington, D.C., to make Juneteenth a federal holiday. helps ensure compliance with Lockheed Martin’s accommodation policies and
applicable laws. The WRAP tool helps facilitate the accommodation process
consistently across the enterprise and improves the work experience for
employees.
International Employee Resource Groups Supporting Veterans

In 2022, we saw tremendous growth in our international Employee Resource In 2022, Lockheed Martin’s Military Relations team attended over 100 virtual
Groups (ERGs). These groups are the international counterparts of our existing and in-person military job fairs and networking events across the country,
U.S.-based Business Resource Groups (BRGs). This year, 11 new ERGs were connecting with more than 5,900 job seekers. The Military Relations team
created in countries such as Colombia, Poland and Canada. We saw particular continued to expand our veteran recruiting partnerships investing over $120,000
growth in ERGs focused on our female employees. In Poland, the Women's in groups that help veterans with job placement, including Hiring Our Heroes,
Impact Network facilitated its first-ever event titled, "Fireside Chat on the Student Veterans of America, Service Academy Career Conferences, Corporate
Impacts of the War in Ukraine." Gray and Recruit Military. Additionally, our Social Impact team donated
$250,000 to the U.S. Chamber of Commerce Foundation’s Hiring Our Heroes for
its Corporate Fellowship and Military Spouse Fellowship programs. Our BRG for
veterans, Military Veteran, held its 11th annual Leadership Forum which
focused on such topics as mentoring veterans and mental health.
Workplace Safety
The Lockheed Martin Safety and Health program goes beyond compliance to optimize Lockheed Martin
SUSTAINABILITY
operations through targeted safety, health and wellness opportunities designed to ensure safe work MANAGEMENT
conditions, a healthy work environment, promote workforce resiliency and enhance business value. PLAN GOAL
We make a difference, together with our stakeholders to integrate, enable and instill core safety and Reduce the number of days
health competencies for workplace design, work practices and for workers to ensure successful away from work due to
implementation of the corporation’s mission. To learn more, visit our website. occupational injury or illness
9
through 2025.
2022 PROGRESS
Target Zero Leader Program Celebrating 10 Years of Ergo Cup
We did not meet this goal in
Our Target Zero (TZ) Leader program continues to We held our 10th annual Lockheed Martin Ergo Cup 2022. This goal is based on a
inspire leaders to engage with employees on the competition in 2022. This competition fosters three-year rate, which included
important topics of safety and employee well-being innovation of new ergonomic practices and data from years prior to the
as high leader engagement has been shown to pandemic. An analysis showed
processes to minimize ergonomic stressors
generate safer and more resilient employees, that we would have been
experienced in the workplace. Individuals, teams,
successful in achieving our
resulting in better business outcomes. In 2022, to departments, facilities and business areas are target if occupational COVID-19-
assist in promoting leader engagement, we rolled encouraged to submit ergonomic innovations that related days away from work
out an initiative to encourage leaders to hold a safety have been designed and implemented. In 2022, the were removed from the 2022
moment at the beginning of each meeting. These winning project was submitted by our Manassas, VA, calculation.
10
“Meeting Safety Moments” are housed within a Rotary and Mission Systems facility. The team
repository of health and safety messages created for proposed an innovative solution to a production
leaders to focus purposeful, tailorable discussions process that posed a tremendous ergonomic risk for SUSTAINABILITY
with their teams. Leaders then log their efforts in the MANAGEMENT PLAN GOAL
employees. By employing an autonomous mobile
TZ Leader mobile or desktop application and receive robot with a grounded cart, the solution eliminated Establish a risk-based approach
recognition for their milestone achievements based manual lifting and provided several other efficiencies to serious incident and fatality
on the number of activities they complete. To that streamline the process and improve safety. .
prevention programs by 2025.
encourage participation in this program, all leaders
are sent a weekly reminder email and receive a 2022 PROGRESS
monthly safety moment achievement summary.
As planned, we implemented
Leaders can also use the app to reward employees
11 our new serious incidents or
for their Target Zero efforts. fatalities (SIF) management
process enterprisewide in early
9
Lost days severity rate is calculated as a function of the number of days away from work due to an injury or illness per 100 employees.
2022. We are now working to
10 refine and enhance the SIF
The 2022 severity rate without occupational COVID illnesses was 4.00, which was within goal. The 2022 severity rate including occupational COVID
illness was 5.45. No other identified trends impacted our 2022 performance. The 2021 severity rate without occupational COVID illnesses was 4.32, management process.
which was within goal. The 2021 severity rate including occupational COVID illness was 5.81. No other identified trends impacted our 2021 performance.
11
Since its initiation in 2004, the Lockheed Martin Target Zero program has focused employees and leaders in the direction of injury prevention to protect
our most important asset: our people. Our approach to drive improvement encompasses education, leader accountability and employee engagement
through a variety of safety and health programs and initiatives.
Modeling Business
Integrity
Earning and maintaining the trust of our
stakeholders is essential to our business. We are
proud of our culture of integrity and work to create
an environment that supports ethical behavior and
empowers employees to speak up with concerns. We
are deeply committed to doing business the right way
and strive to strengthen our programs to ensure our
employees and anyone who works with us adheres to
the same high ethical standards.
Ethical Business Practices 30
Anti-Bribery and Corruption 31

Ethical Business Practices

A core component of an effective ethics program is ensuring employees feel empowered to raise
concerns to their leader or Ethics Officer for guidance or to report potential misconduct. Promptly SUSTAINABILITY
responding to concerns promotes trust and accountability in the workplace. Lockheed Martin’s MANAGEMENT
sustained reputation for ethical conduct instills confidence in our customers and suppliers and helps PLAN GOAL
attract and retain high-quality employees whose values and integrity align with the company. To learn
more, visit our website. Score at or below 35% of
the total percentage of
2022 INVESTIGATION FEEDBACK SCORES (SATISFACTION employees who observe
a,b,c
ETHICS CONTACTS (PER 1,000 EMPLOYEES) SCORED ON A FIVE-POINT SCALE)
d
misconduct within the past
12 months, but neither
report it nor take action to
address it, by 2025.
2022 PROGRESS
We completed our most
recent biennial Employee
Insights Survey for this
information in 2021. Survey
results indicated 29% of
Gold Hermes Award Winner Ethics in Engineering Case Competition employees who had
observed misconduct in the
Lockheed Martin received a Gold Hermes Award in Lockheed Martin hosted our fifth annual Ethics in
workplace in the prior 12
the educational category for our Integrity Minute 49- Engineering Case Competition virtually in 2022.
months did not report or
video series, “Dinosaurs Are Extinct,” about Twenty-four colleges and universities competed by
presenting solutions to a fictional scenario involving take action to address it.
respecting others. Hermes Awards recognize We will complete our next
ethical, business and engineering dilemmas. This
excellence for the concept, writing and design of survey in 2023. We continue
event helps students focus on the importance of
traditional materials and programs and emerging integrity in the workplace as dilemmas arise in the to encourage employees to
technologies. In 2022, we also received a Bronze fast-paced world of technology. This year’s top teams take action and provide
“Stevie” from American Business Awards for our included the U.S. Air Force Academy, the U.S. Coast multiple contact methods
Integrity Minute 51-video series, “Call Me by My Guard Academy, the University of Florida, the for guidance and reporting.
Name,” about diversity and inclusion. University of Nebraska-Lincoln, the U.S. Naval Lockheed Martin does not
Academy and the U.S. Military Academy at West Point. tolerate retaliation and this
is communicated in
training, policies and
during contacts to the
Ethics Office.
a
Ethics contact requests for an Ethics Officer to provide guidance or to investigate misconduct.
b
Ethics guidance information, advice or resources to clarify policy and resolve workplace questions on a wide-range of ethics and compliance topics.
c
Ethics case internal investigation into a good-faith allegation of misconduct.
d
Investigation feedback score perspectives of reporting party and subjects on the ethics investigative process.
Anti-Bribery and Corruption

At Lockheed Martin, we have zero tolerance for bribery and corruption. We will walk away from SUSTAINABILITY
business engagements associated with improper conduct and that would violate U.S. and other MANAGEMENT
applicable anti-corruption laws. To learn more, visit our website. PLAN GOAL
Achieve 100% completion
of required employee
training on gifts and
International Anti-Corruption business courtesies and
international business
At Lockheed Martin, thousands of employees are deployed on global assignments each year. When stationed
practices annually
away from their home country, the risk of being exposed to potential misconduct or potential corruption is through 2025.
higher. This is due, in part, to operating within different cultural contexts and local laws, and interacting with
individuals who may conduct business differently or even illegally.
2022 PROGRESS
As such, Lockheed Martin has formulated a life cycle approach to provide training and resources to ensure
We achieved 100%
deployed personnel know how to respond if confronted with an issue that could potentially be a violation of
completion of these two
our zero tolerance anti-corruption policy. This approach includes training courses, partnering with Lockheed trainings for required
Martin’s Global Emergency Operations Center to provide ongoing communications, utilizing our Traveler’s employees.
Suitcase portal and frequent outreach to provide a steady stream of engagement while deployed.
2022 ESG
Performance
Index
Our ESG Performance Index contains relevant
environmental, social and governance metrics to
support the efforts highlighted throughout our
sustainability performance report. Our reporting is
prepared in accordance with key reporting
frameworks, including selected Global Reporting
Initiative (GRI) indicators and Sustainability
Accounting Standards Board (SASB) standards.
Company Profile 33
Workplace Demographics 33
Benefits 37
Employee Training and Development 38
Data Security 38
Product Safety 39
Ethics and Anti-Corruption 39
Environment, Safety and Health Management 41
Energy 42
Emissions 43
Climate 45
Waste 45
Water 46
Health and Safety 47
Supply Chain 48
GRI Content Index 49

2022 ESG Performance Index

Please note that qualitative responses are only provided for the 2022 reporting year. Quantitative metrics that were collected for the first time, not applicable to certain years or do not have historic data
available are indicated by dashes in the table. Data is rounded to the nearest whole number unless otherwise provided.
Company Profile
ESG Metrics 2022 2021 2020 2019 2018 GRI Indicator* SASB Standard
ECONOMIC PERFORMANCE
Direct Economic Value Generated and 2022 Annual Report/Form 10-K - - - - 201-1 -
Distributed (EVG&D)
Aircraft (Fixed and Rotary Winged) represent the largest - - - - - RT-AE-000. A
market segment by sales in Lockheed Martin's product
Production by Reportable Segment portfolio. Publicly, the number of annual and quarterly
deliveries are provided as part of our Quarterly Earnings
Release documentation.
LABOR PRACTICES
(1)
Number of Work Stoppages 0 0 0 0 0 - TC-ES-310a.1
Total Days Idle 0 0 0 0 0 - TC-ES-310a.1
POLITICAL CONTRIBUTIONS
Political Contributions ($USD) Political Disclosures 415-1 -
2022 Footnote:
(1)
Represents the number of work stoppages involving 1,000 or more workers lasting one full shift or longer.
(1)
Workplace Demographics
(2)
Total Employees 116,000 114,000 114,000 110,000 105,000 2-7, 2-8 (2021) RT-AE-000.B
405-1
Total Engineers, Scientists and IT 61,000 59,000 60,000 - - 2-7, 2-8 (2021) RT-AE-000.B
(2)
Professionals 405-1
(3)
Total New Hires 14,621 10,317 11,406 15,941 14,145 401-1 -
2022 Footnotes:
(1)
All data as of December 31, 2022, except for Board of Directors metrics which are as of January 1, 2023.
(2)
Excludes casual workers and employees of certain subsidiaries and joint ventures. Data is rounded to nearest thousand.
(3)
There were an additional 2,456 intern hires. These are not considered "new hires" because they return to school and do not remain logged in our internal employee tracking system.
* All indicators are from GRI 2016 unless noted otherwise in parentheses.
(1)
(4)
New Hire Percentage of Workforce 13% 9% 10% 14% 14% 401-1 -
% Employees Covered by Collective 20% 20% 20% 20% 21% 2-7, 2-8 (2021)
(5) -
Bargaining Agreements 2-30 (2021)
ALL EMPLOYEES
(6)
Women 23.3% 23.2% 23.2% 23.0% 22.6% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(6)
Men 76.7% 76.8% 76.8% 77.0% 77.4% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(7), (8)
People of Color 30.4% 29.2% 28.4% 27.6% 26.0% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(7)
Veterans 21.2% 21.2% 21.6% 22.1% 22.5% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(7), (8)
Persons with Disabilities 10.8% 9.8% 8.6% - - 2-7, 2-8 (2021) RT-AE-000.B
405-1
EXECUTIVES
(9)
Women 24.7% 23.4% 22.2% 21.8% 20.0% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(9)
Men 75.3% 76.6% 77.8% 78.2% 80.0% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(10)
People of Color 16.0% 14.9% 13.9% 13.0% 11.7% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(10)
Veterans 20.6% 20.4% 20.6% 20.7% 20.9% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(10)
Persons with Disabilities 11.1% 11.0% 9.1% - - 2-7, 2-8 (2021) RT-AE-000.B
405-1
2022 Footnotes:
(1)
All data as of December 31, 2022, except for Board of Directors metrics which are as of January 1,2023.
(4)
Calculated as total new hires divided by total employees.
(5)
Excludes casual workers and employees of certain subsidiaries and joint ventures.
(6)
Based on employees who self-identify. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures.
(7)
Based on employees who self-identify. Includes only U.S. employees and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures.
(8)
As defined by the U.S. Equal Employment Opportunity Commission.
(9)
Based on employees who self-identify. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures. Executive is defined as director-level (one level below vice president) or higher.
(10)
Based on employees who self-identify. Includes only U.S. employees and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures. As defined by the U.S. Equal
Employment Opportunity Commission. Executive is defined as director-level (one level below vice president) or higher.
(1)
BOARD OF DIRECTORS
Women 30.8% 31% 27% 36% 25% 2-7, 2-8 (2021) RT-AE-000.B
405-1
Men 69.2% 69% 73% 64% 75% 2-7, 2-8 (2021) RT-AE-000.B
405-1
People of Color 7.7% 8% 9% 9% 8% 2-7, 2-8 (2021) RT-AE-000.B
405-1
Veterans 38.5% 38% 46% 46% 42% 2-7, 2-8 (2021) RT-AE-000.B
405-1
GEOGRAPHIC LOCATION
(11)
Australia 1,190 1,200+ 1,000+ 900+ 800+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
(11)
Canada 1,308 1,200+ 1,100+ 1,000+ 900+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
(11)
New Zealand 293 250+ 300+ 200+ 200+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
(11)
Poland 1,521 1,600+ 1,600+ 1,600+ 1,600+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
(11)
United Kingdom 1,679 1,600+ 1,800+ 1,800+ 1,700+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
(12)
United States 110,194 107,000+ 107,800+ 104,000+ 98,200+ 2-7, 2-8 (2021) RT-AE-000.B
405-1
GENERATION
(13)
Traditionalist 0.1% 0.2% <0.1% 0.3% 0.3% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(13)
Baby Boomer 21.1% 24% 27% 31% 35% 2-7, 2-8 (2021) RT-AE-000.B
405-1
2022 Footnotes:
(1)
All data as of December 31, 2022, except for Board of Directors metrics which are as of January 1, 2023.
(11)
Local country nationals.
(12)
Does not include contract workers, interns or employees of certain subsidiaries or joint ventures; This includes U.S. expats who are working overseas.
(13)
Includes U.S. employees, local country nationals and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures. The generational structure used by Lockheed Martin in
2022, based on U.S. government and Pew Research Center definitions, is as follows:
• Traditionalist: Birth year from 1928 to 1945
• Baby Boomer: Birth year from 1946 to 1964 inclusive
• Generation X: Birth year from 1965 to 1980 inclusive
• Millennial: Birth year from 1981 to 1996 inclusive
• Generation Z: Birth year from 1997 to present
(1)
GENERATION
(13)
Generation X 31.0% 32% 31% 23% 23% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(13)
Millennials 39.8% 39% 38% 36% 32% 2-7, 2-8 (2021) RT-AE-000.B
405-1
(13)
Generation Z 8.0% 5% 3% 2% 0.4% 2-7, 2-8 (2021) RT-AE-000.B
405-1
EDUCATION LEVEL
High School/None Indicated 30% 30% 29% 30% 2-7, 2-8 (2021) RT-AE-000.B
29.7% 405-1
Associate’s/Some College 7% 7% 7% 7% 2-7, 2-8 (2021) RT-AE-000.B
6.6% 405-1
Bachelor’s 38% 38% 39% 38% 2-7, 2-8 (2021) RT-AE-000.B
38.5% 405-1
Graduate/PhD 25% 25% 25% 25% 2-7, 2-8 (2021) RT-AE-000.B
25.2% 405-1
EMPLOYEE TURNOVER
(14)
Total Turnover 12,135 11,435 8,400 9,600 10,000 401-1 -
(15)
Voluntary Turnover 7,375 6,185 4,040 4,871 4,784 401-1 -
(15)
Voluntary Turnover 6% 5% 4% 4% 5% 401-1 -
(16)
Involuntary Turnover 4,760 5,250 4,400 4,800 5,300 401-1 -
(16)
Involuntary Turnover 4% 5% 4% 5% 5% 401-1 -
2022 Footnotes:
(1)
All data as of December 31, 2022, except for Board of Directors metrics which are as of January 1,2023.
(13)
Includes U.S. employees, local country nationals and expatriates. Excludes casual workers, interns, co-ops and employees of certain subsidiaries and joint ventures. The generational structure used by Lockheed Martin in
2022, based on U.S. government and Pew Research Center definitions, is as follows:
• Traditionalist: Birth year from 1928 to 1945
• Baby Boomer: Birth year from 1946 to 1964 inclusive
• Gen X: Birth year from 1965 to 1980 inclusive
• Millennial: Birth year from 1981 to 1996 inclusive
• Gen Z: Birth year from 1997 to present
(14)
All terminations. Uses a rolling 12-month attrition. Attrition calculated as terminations during the year divided by monthly average employee population.
(15)
Voluntary terminations. Uses a rolling 12-month attrition. Attrition calculated as terminations during the year divided by monthly average employee population.
(16)
All terminations other than voluntary. Uses a rolling 12-month attrition. Attrition calculated as terminations during the year divided by monthly average employee population.
Benefits
PARENTAL LEAVE
Total Employees Entitled to 92,534 89,675 90,282 104,656 81,369 401-3 -
Parental Leave
Female Employees Entitled to 23,159 22,467 22,458 24,124 19,724 401-3 -
Parental Leave
Male Employees Entitled to 69,375 67,208 67,824 80,532 61,645 401-3 -
Parental Leave
Total Employees Who Took 4,332 2,336 2,842 1,758 1,280 401-3 -
Parental Leave
Female Employees Who Took 738 536 629 445 472 401-3 -
Parental Leave
Male Employees Who Took 3,594 1,800 2,213 1,313 808 401-3 -
Parental Leave
Total Employees Who Returned to Work 4,325 2,328 2,833 1,747 1,273 401-3 -
After Parental Leave
Female Employees Who Returned to 733 532 623 442 465 401-3 -
Work After Parental Leave
Male Employees Who Returned to Work 3,592 1,796 2,210 1,305 808 401-3 -
After Parental Leave
Total Employees Who Were Still - 2,045 2,618 1,627 1,189 401-3 -
Employed 12 months After Taking
(1)
Parental Leave
Female Employees Who Were Still - 478 578 407 430 401-3 -
(1)
Parental Leave
Male Employees Who Were Still - 1,567 2,040 1,220 759 401-3 -
(1)
Parental Leave
Retention Rate of Total Employees - 88% 92% 93% 93% 401-3 -
Who Returned to Work After
(1)
Parental Leave
Retention Rate of Female Employees - 89% 93% 91% 91% 401-3 -
(1)
Parental Leave
Retention Rate of Male Employees - 87% 92% 93% 94% 401-3 -
(1)
Parental Leave
2022 Footnotes:
(1)
Retention data for 2022 will be available starting January 1, 2024.
Benefits
Global Minimum Weeks Paid Parental 4 4 4 4 1 401-3 -
(2)
Leave
2022 Footnotes:
(2)
Lockheed Martin provides up to 4 weeks of Paid Parental Leave (PPL). Mothers also take 6–8 weeks of Short-Term Disability Leave for pregnancy before PPL (10–12 weeks total for Maternity Leave). Employees/fathers may
also take 4 weeks of PPL to bond with the new child and 2 weeks of Family Care Leave to care for the mother (6 weeks total). This does not include represented employees whose benefits are governed by applicable collective
bargaining agreements. We comply with all relevant laws where applicable.
Employee Training and Development

Employees Receiving Regular 100% 100% 100% 100% 100% 404-3 -
Performance Reviews
Average Hours of Training Per 27.3 26.0 25.2 29.3 28.6 404-1 -
Employee
Hours Per Employee Devoted to 0.4 0.4 0.4 0.4 0.4 412-2 -
Training on Human Rights Policies or
Procedures
Percentage of Employees Trained in 100% 100% 100% 100% 100% - -
Human Rights Policies or Procedures
Data Security
Description of Approach to Identifying Cyber Kill Chain - - - - - RT-AE-230a.2
and Addressing Data Security Risks in 2023 Proxy Statement
(1) Company Operations and
(2) Products
Substantiated Complaints Concerning We regularly report metrics and engage our Board of - - - - 418-1 -
Breaches of Customer Privacy and Directors to discuss cyber security risk and associated
Losses of Customer Data actions plans. For security reasons, we do not publicly
disclose performance on these measures.
(1) Number of Data Breaches, Lockheed Martin does not disclose this information. - - - - - RT-AE-230a.1
(2) Percentage Involving Confidential
Information
Product Safety
Number of Recalls Issued, Total Units Lockheed Martin does not disclose this information. - - - - - RT-AE-250a.1
Recalled
Number of Airworthiness Directives Docket No. FAA-2021-0689, 89 units (U.S.), AD 2022-02-01 - - - - - RT-AE-250a.3
(1)
Received, Total Units Affected Docket No. FAA-2021-1002, 22 units (U.S.), AD 2022-03-09
Docket No. FAA-2022-0146, 82 units (U.S.), AD 2022-11-04
Docket No. FAA-2020-1120, 2,911 units (U.S.), AD
2
2022-05-10
Total Amount of Monetary Losses as a Lockheed Martin does not disclose this information. - - - - - RT-AE-250a.4
Result of Legal Proceedings
Associated with Product Safety ($USD)
Percentage of Significant Product and All of our end-deliverable products and services are - - - - 416-1 -
Service Categories for Which Health assessed by our system safety group for continuous
and Safety Impacts are Assessed for improvement in health and safety performance. The
Improvement. system safety group also supports the environmental,
health and safety function for matters related
to facilities and production, as required.
2022 Footnotes:
(1)
As publicly available on the Federal Aviation Administration Airworthiness Directives website.
(2)
This Airworthiness Directive is for various model helicopters with certain part-numbered Goodrich externally-mounted hoist assemblies installed. The total number of units impacted includes aircraft from numerous
manufacturers. This directive impacts Sikorsky Aircraft Corporation, Models S-61A, S-61L, S-61N, S-76A, S-76B, S-76C, S-76D, and S-92A. The total number of Sikorsky Aircraft Corporation impacted is undetermined.
Ethics and Anti-Corruption

Description of Policies and Practices Code of Ethics and Business Conduct - - - - - RT-EE-510a.1
for Prevention of: (1) Corruption and Supplier Code of Conduct
Bribery and (2) Anti-Competitive CPS-730: Compliance with Anti-Corruption Laws
Behavior CPS-008: Gifts, Hospitality, Other Business Courtesies,
and Sponsorships
Other Policies Related to Anti-Corruption
Discussion of Processes to Manage Code of Ethics and Business Conduct - - - - - RT-AE-510a.3
Business Ethics Risks Throughout the Supplier Code of Conduct
Value Chain Ethics Website
Total Amount of Monetary Losses as a Lockheed Martin considers this information to be - - - - - RT-AE-510a.1
Result of Legal Proceedings confidential.
Associated with Incidents of
Corruption, Bribery, and/or Illicit
International Trade

OPERATIONS ASSESSED FOR RISK
Business Units Analyzed for Risks 5 5 5 5 5 205-1 -
Related to Corruption
Business Units Analyzed for Risks 100% 100% 100% 100% 100% 205-1 -
Related to Corruption
Revenue from Countries Ranked in the Lockheed Martin considers this information to be - - - - 205-1 RT-AE-510a.2
“E” or “F” Band of Transparency confidential.
International’s Government Defense
Anti-Corruption Index ($USD Mil)
COMMUNICATION AND TRAINING
Total Percentage of Employees to 100% 100% 100% 100% 100% 205-2 -
Whom the Organization’s Anti-
Corruption Policies and Procedures
(1)
Have Been Communicated to
Total Percentage of Governance Body 100% 100% 100% 100% 100% 205-2 -
Members to Whom the Organization’s
Anti-Corruption Policies and
Procedures Have Been Communicated
(2)
to
Total Percentage of Business Partners 100% 100% 100% 100% 100% 205-2 -
to Whom the Organization’s Anti-
Corruption Policies and Procedures
(3)
Have Been Communicated to
Total Percentage of Employees Who 100% 100% 100% 100% 100% 205-2 -
Have Received Training on Anti-
(1)
Corruption
Total Percentage of Governance Body 100% 100% 100% 100% 100% 205-2 -
Members Who Have Received Training
(2)
on Anti-Corruption
Total Percentage of Business Partners 100% 100% 100% 100% 100% 205-2 -
Who Have Received Training on Anti-
(3)
Corruption
2022 Footnotes:
(1)
Employees receive anti-corruption policies and training through a combination of Code of Ethics and Business Conduct training, ethics awareness training and two business conduct compliance training modules (International
Business Practices and/or Gifts and Business Courtesies), in addition to an annual CEO Anti-Corruption Day letter.
(2)
The Board of Directors complete annual mandatory ethics awareness training and also reviews the Code of Ethics and Business Conduct every three years; both exercises train and communicate on anti-corruption topics.
(3)
International business development consultants, agents, representatives and offset brokers are grouped as “consultants.” All consultants receive annual ethics and compliance training, with a focus on anti-corruption.

INCIDENTS
Confirmed Incidents of Corruption 0 0 0 0 0 205-3 -
Confirmed Incidents in Which 0 0 0 0 0 205-3 -
Employees Were Dismissed or
Disciplined for Corruption
Confirmed Incidents When Contracts 0 0 0 0 0 205-3 -
with Business Partners Were Not
Renewed Due to Violations Related to
Corruption
DISCRIMINATION
(4) (5) (6) (7) (8)
Incidents of discrimination 304 234 286 324 277 406-1 -
2022 Footnotes:
(4)
304 internal EEO related complaints were investigated in the United States; disciplinary action was taken in 64.6% of the investigated EEO matters.
(5)
(6)
286 internal EEO related complaints were investigated in the United States; disciplinary action was taken in 41% of the investigated EEO matters.
(7)
324 internal EEO related complaints were investigated in the United States; disciplinary action was taken in 42% of the investigated EEO matters.
(8)
Environment, Safety and Health Management

Description of the Safety and Health 2022 Sustainability Performance Report: Workplace - - - - 403-1(2018) -
Management System Safety
Environment, Safety and Health Website

(1)
ISO14001
Total Number of Sites Certified 45 40 41 - - - -
Percentage of Sites Certified 13% 11% - - - - -
(1)
ISO45001
Total Number of Sites Certified 32 25 26 - - 403-1(2018) -
Percentage of Sites Certified 9% 7% - - - 403-1(2018) -
ISO50001
Total Number of Sites Certified 0 0 - - - - -
Percentage of Sites Certified 0% 0% - - - - -
2022 Footnotes:
(1)
Includes the certification of our central function. Site certifications may not include all buildings and programs at a site.
(1)(2)
Energy
Total Energy Consumption (MWh) 3,166,367 3,023,608 3,211,334 3,186,378 3,109,929 302-1 RT-AE-130a.1
Energy Intensity Ratio (MMBTU per 164 163 168 151 175 302-3 -
$M USD Revenue)
4
Energy Reduction per Occupant 7% 7% - - - 302-4 -
Compared to a 4-year Projected
(3)
Growth Scenario (% MMBTU)
SCOPE 1 ENERGY CONSUMPTION
Total (MWh) 1,640,012 1,616,288 1,619,686 1,608,834 1,517,576 302-1 RT-AE-130a.1
Diesel (MWh) 10,818 11,793 12,641 11,087 11,054 302-1 RT-AE-130a.1
Distillate Fuel Oil No. 2 (MWh) 7,693 5,132 1,287 4,461 23,571 302-1 RT-AE-130a.1
Gasoline (MWh) 16,044 23,922 15,774 16,080 16,721 302-1 RT-AE-130a.1
Jet Fuel (MWh) 200,935 182,640 185,197 230,365 219,845 302-1 RT-AE-130a.1
Natural Gas (MWh) 1,285,503 1,287,325 1,293,197 1,275,001 1,171,937 302-1 RT-AE-130a.1
Propane (MWh) 59,183 43,555 39,297 34,780 38,903 302-1 RT-AE-130a.1
Biomass (MWh) 59,837 61,921 72,293 37,060 35,545 302-1 RT-AE-130a.1
(5)
SCOPE 2 ENERGY CONSUMPTION
Total (MWh) 1,526,355 1,589,820 1,591,648 1,577,544 1,592,353 302-1 RT-AE-130a.1
Cooling (Chilled Water) (MWh) 25,622 25,911 27,197 24,252 26,590 302-1 RT-AE-130a.1
Electricity (MWh) 1,500,733 1,563,909 1,564,451 1,553,292 1,565,763 302-1 RT-AE-130a.1
Heating (MWh) 0 0 0 0 0 302-1 RT-AE-130a.1
Steam (MWh) 0 0 0 0 0 302-1 RT-AE-130a.1
RENEWABLE ELECTRICITY
(6)
Total (MWh) 424,311 442,272 - - - 302-1 RT-AE-130a.1
Percentage of Total Electricity 29% 26% - - - 302-1 RT-AE-130a.1
(6)
Consumption
Sources and Percentage of Total Renewable energy certificates (mixed): 27% - - - - 302-1 RT-AE-130a.1
(6)
Renewable Electricity On-site (solar): 11%
Power purchase agreements (solar): 26%
Green Tariff (solar/wind): 16%
Hydro: 20%
2022 Footnotes:
(1)
In 2022, we enhanced our methodology and data collection practices for environmental data including scope 1 and 2 emissions, energy, waste and water to improve data quality. We applied this new methodology to our 2020
and 2021 data in order to ensure the most accurate baseline for our updated carbon goal and have restated impacted metrics.
(2)
Data is shown for our Go Green year, which runs November-October (e.g., November 2021 - October 2022).
(3)
In 2022, we adjusted our goals to account for the significant variation in occupancy driven by COVID-19-related operational changes. Energy per occupant performance is compared to a 4-year projected growth scenario instead
of a historical baseline.
(4)
2021 energy reduction reported against a 2016 baseline in line with previous energy reduction goal.
(5)
Scope 2 energy consumption includes energy from renewable sources.
(6)
Including solar, wind, geothermal, biofuels and hydropower from a combination of on-site generation, power purchase agreement contracts, renewable energy certificate procurement and green tariffs.
(1)(2)
Energy
RENEWABLE ELECTRICITY
(7)
Total (excluding hydropower) (MWh) 340,558 362,576 382,164 321,941 307,378 302-1 RT-AE-130a.1
Percentage of Total Electricity 23% 21% - - - 302-1 RT-AE-130a.1
Consumption (excluding
(7)
hydropower)
Sources and Percentage of Total Renewable energy certificates (mixed): 34% - - - - 302-1 RT-AE-130a.1
Renewable Electricity (excluding On-site (solar):13%
(7)
hydropower) Power purchase agreements (solar): 32%
Green Tariff (solar/wind/biofuels): 21%
ENERGY SOLD
(8)
Total (MWh) 0 0 0 0 0 302-1 -
(8)
Cooling (MWh) 0 0 0 0 0 302-1 -
(8)
Electricity (MWh) 0 0 0 0 0 302-1 -
(8)
Heating (MWh) 0 0 0 0 0 302-1 -
(8)
Steam (MWh) 0 0 0 0 0 302-1 -
2022 Footnotes:
(1)
(7)
Including solar, wind, geothermal and biofuels from a combination of on-site generation, power purchase agreement contracts, renewable energy certificate procurement and applicable green tariffs.
(8)
Lockheed Martin defines energy sold as energy production greater than energy consumption in a given Go Green year at a given site. This does not count net metering or similar programs.
(1)(2)
Emissions
Net GHG Emissions (Scope 1 + Scope 2 678,622 707,474 786,501 771,435 819,548 305-1 -
(3)
Market-Based) (MT CO2e) 305-2
GHG Emissions Reduction vs. 2015 29% 24% - - - 305-5 -
(4)
Baseline (Scope 1 and Scope 2)
GHG Emissions Intensity Ratio 0.000013 0.000013 0.000014 0.000016 0.000018 305-4 -
(Scope 1 and 2) (MT CO2e per
$USD Revenue)
2022 Footnotes:
(1)
(2)
(3)
This metric measures or estimates data for 94% of eligible owned and leased building area. Excluded from the metric are non-operational sites (under initial construction) or sites for which we do not have operational control
(such as government-operated or full-service leased facilities). The remaining 6% represents small and international sites with limited data availability. The reported Scope 1 and 2 combined emissions are estimates and were
calculated using the Greenhouse Gas (GHG) Protocol’s market-based methodology for Scope 2, which reflects emissions net of unbundled renewable energy certificates, off-site power purchase agreements and on-site
renewable energy generation.
(4)
2022 is our second year reporting against a 2015 baseline.
(1)(2)
Emissions
Science Based Target Content 0.629 0.521 0.641 0.617 0.698 - -
(4)
Based Score
Biogenic CO2 Emissions (MT CO2e) 19,151 19,818 23,138 12,020 11,414 305-1 -
SCOPE 1 EMISSIONS
Gross Direct GHG Emissions (MT CO2e) 317,143 311,088 308,495 305,362 291,782 305-1 -
(5)
SCOPE 2 EMISSIONS
Gross Location-based Indirect GHG 508,459 558,842 605,082 662,659 673,108 305-2 -
Emissions (MT CO2e)
Gross market-based Indirect GHG 361,479 396,387 478,006 466,073 527,766 305-2 -
Emissions (MT CO2e)
(6)(7)
SCOPE 3 EMISSIONS
Total (MT CO2e) 28,431,587 29,265,474 26,577,652 30,496,636 30,893,528 305-3 -
Purchased Goods and Services (MT 4,387,643 5,284,180 5,341,218 6,070,890 10,309,550 305-3 -
CO2e)
Capital Goods (MT CO2e) 600,322 727,142 900,407 1,040,055 804,621 305-3 -
Fuel and Energy Related Activities 67,871 68,745 69,393 68,357 90,000 305-3 -
(not included in Scope 1 and 2) (MT
Business Travel (MT CO2e) 99,237 54,035 64,810 169,693 170,000 305-3 -
Employee Commuting (MT CO2e) 78,323 80,506 79,595 86,535 210,000 305-3 -
Waste Generated in Operations 6,938 6,580 6,566 6,897 11,000 305-3 -
(MT CO2e)
Use of Sold Products (MT CO2e) 23,191,253 23,044,286 20,115,663 23,054,209 19,298,357 305-3 RT-AE-410a.2
2022 Footnotes:
(1)
(2)
Data is shown for our Go Green year, which runs November-October (e.g., November 2021 - October 2022), with the exception of the Use of Sold Products category which is reported for each calendar year.
(4)
Annual context based score. The ratio of the actual emissions to allocated emissions, based on a company’s contribution (gross profits) to estimated global gross domestic product, to meet a 1.5 degree Celsius pathway.
Context based scoring is based on a score of <1 indicating alignment with a 1.5 degree Celsius pathway, and >2 indicating a misalignment with a 1.5 degree Celsius pathway.
(5)
Calculated in accordance with the GHG Protocol.
(6)
Scope 3 emissions are estimates. See our website for a description of each Scope 3 category methodology.
(7)
In 2022, we updated our Scope 3 emissions methodologies for all categories. We applied these updated methodologies to historic data for 2019-2021. Data necessary to apply the new methodologies was not available for 2018.
Climate
Risks and Opportunities Posed by TCFD-Aligned Climate-Related Risks and Opportunities - - - - 201-2 -
Climate Change Report
2022 CDP Climate Change Disclosure
2022 Annual Report/Form 10-K: Risk Factors
(1)(2)
Waste
Description of the Processes Used Waste Management - - - - 306-2 (2020) -
to Collect and Monitor Waste-
Related Data
Description of Waste Reduction Waste Management - - - - 306-2 (2020) -
Actions
TOTAL WASTE
Total Waste Generated (lbs.) 58,255,678 55,832,948 58,018,047 61,566,290 60,631,125 306-3 (2020) -
(3)
Landfill (lbs.) 17,087,047 16,078,795 15,247,761 17,710,190 15,901,551 306-5 (2020) -
Recycled (lbs.) 30,090,983 28,005,012 29,153,717 31,566,392 26,561,628 306-4 (2020) -
Incineration (with energy 4,125,079 4,098,804 - - - 306-5 (2020) -
recovery) (lbs.)
Incineration (without energy 3,339,905 3,323,258 - - - 306-5 (2020) -
recovery) (lbs.)
Other Disposal Method (lbs.) 3,612,664 4,327,079 - - - 306-5 (2020) -
Percentage to Landfill 31% 31% - - - 306-5 (2020) -
Percentage Recycled 52% 50% - - - 306-4 (2020) -
(4)
HAZARDOUS WASTE
Total Hazardous Waste 5,221,041 6,323,483 5,512,094 5,322,000 3,014,000 306-3 (2020) RT-AE-150a.1
Generated (lbs.)
Landfill (lbs.) 888,216 885,390 - - - 306-5 (2020) -
Recycled (lbs.) 617,301 620,288 454,225 506,000 520,000 306-4 (2020) RT-AE-150a.1
Incineration (with energy 332,048 379,782 - - - 306-5 (2020) -
recovery) (lbs.)
Incineration (without energy 2,298,096 3,023,607 - - - 306-5 (2020) -
recovery) (lbs.)
2022 Footnotes:
(1)
(2)
(3)
This metric does not include ash as by-product disposal of incineration which totaled 960,814 lbs in 2022.
(4)
Lockheed Martin policy requires that hazardous waste be disposed of at an approved facility in accordance with applicable regulations, rules and requirements.
(1)(2)
Waste
(3)
HAZARDOUS WASTE
Other Disposal Method (lbs.) 1,085,380 1,414,416 - - - 306-5 (2020) -
Percentage Total Hazardous Waste 17% 14% - - - 306-5 (2020) -
to Landfill
Percentage Total Hazardous Waste 12% 10% - - - 306-4 (2020) RT-AE-150a.1
Recycled
SPIllS
(4)
Number of Reportable Spills 0 0 0 0 0 -
2022 Footnotes:
(1)
(2)
(3)
Lockheed Martin policy requires that hazardous waste be disposed of at an approved facility in accordance with applicable regulations, rules and requirements.
(4)
Number and aggregate quantity of reportable spills determined in accordance with The Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA) requirements.
(1)(2)
Water
A Description of How the Organization Water Management - - - - 303-1 (2018) -
Interacts with Water and Identifies
Water-Related Impacts
An Explanation of the Process for Water Management - - - - 303-1 (2018) -
Setting Any Water-Related Goals and
Targets that Are Part of the
Organization’s Management Approach
Total Water Consumption (million 1,316 1,234 1,322 1,360 1,230 303-5 (2018) -
(3)
gallons)
Percentage of Sites in Areas of high 28% - - - -
(4)(5)
Water Stress
Total Water Consumption from Areas 504 - - - -
of High Water Stress (million
(4)(5)
gallons)
2022 Footnotes:
(1)
(2)
Data is shown for our Go Green year, which runs November-October (e.g. November 2021 - October 2022).
(3)
Water consumption is reported for 87% of our building square footage.
(4)
Includes sites in extremely high and high risk 2030 water stress regions from the World Resource Institute Aqueduct Water Risk Atlas using 2015 data based on building square footage.
(5)
Includes 8 Sites: Palmdale, CA; Santa Barbara, CA; Waterton, CO; Deer Creek, CO; Colorado Springs, CO; Orlando, FL; Fort Worth, TX; and Grand Prairie, TX.
Health and Safety

A Description of the Processes Used to Individual business elements establish, implement and - - - - 403-2 (2018) -
Identify Work-Related Hazards and maintain processes for hazard identification and, where
Assess Risks needed, associate controls that are ongoing, preventive and
applicable to the size, scale and scope of the site, activity or
operation.
A Description of the Process to This process is directed by our internal procedures ESH-01 - - - - 403-2 (2018) -
Investigate Work-Related Incidents ESH Management Systems, ESH-04 Reporting of Incidents
and Determine Corrective Actions and Regulatory Agency Notifications and the Serious
Incident and Fatality guidance document.
A Description of Any Occupational Professional development training for environment, safety - - - - 403-5 (2018) -
Health and Safety Training Provided to and health professionals is sponsored at the corporate
Workers level. A corporate contract is in place for individual web
playable compliance training that is tracked via our
enterprise-wide training system. Business area specific
training is developed at the business area or site level and
tracked via our enterprise-wide training system.
A Description of Any Worker Safety The Target Zero Committee is chaired by Environment, - - - - 403-4 (2018) -
and Health Committees that Exist Safety, Health and Sustainability for continuous
improvement of the Target Zero program, with employee-
based committees existing at the local level.
Near Miss Frequency Rate (NMFR) Lockheed Martin does not track near miss frequency rate at - - - - 403-9 (2018) RT-IG-320a.1
this time.
Total Recordable Incident Rate 1.09 1.02 0.9 1.03 1.11 403-9 (2018) RT-IG-320a.1
(1)
(TRIR)
(1)
Fatality Rate 0 0 0 0 0 403-9 (2018) RT-IG-320a.1
(1)
Day Away Case Rate 0.37 0.3 0.23 0.18 0.16 403-9 (2018) RT-IG-320a.1
2022 Footnotes:
(1)
Safety metrics disclosed are for U.S. employees only.
Supply Chain
Description of the Management of Risks 2022 Annual Report/Form 10-K: Raw Materials, - - - - - RT-AE-440a.1
Associated with the Use of Critical Suppliers and Seasonality
Materials
Percentage of the Procurement Budget 25% 20% 22% 20% 21% 204-1 -
Used for Significant Locations of
Operation Spent on Suppliers Local to
(1)
that Operation
COUNTERFEIT PARTS
Number of Counterfeit Parts Detected, Lockheed Martin considers this confidential information. - - - - - RT-AE-250a.2
Percentage Avoided
ENVIRONMENTAL IMPACT
Percentage of New Suppliers that Were 100% 100% - - - 308-1 -
(2)
Screened Using Environmental Criteria.
SOCIAL IMPACT
Percentage of New Suppliers that Were 100% 100% - - - 414-1 -
(3)
Screened Using Social Criteria.
(4)
Suppliers Assessed for Social Impacts 13,383 13,700 17,200 15,800 15,704 414-2 -
Number of Suppliers Identified as Having 10 32 31 15 18 414-2 -
Significant Actual and Potential Negative
(5)
Social Impacts
2022 Footnotes:
(1)
Lockheed Martin defines “local” as domestic small business relative to locations of operations; 93% of all small business spend is domestic. “Significant locations of operation” is defined as the locations of operations
identified by procurement spend; 51 domestic Lockheed Martin locations identified. Starting in 2019, we began reporting both direct and indirect spend, while prior to 2019, we reported using an allocated portion of indirect
spend per Federal Acquisition Regulations. Historically, we have reported both direct procurement and 100% of indirect procurement.
(2)
Represents the percentage of new suppliers asked about their environmental practices. Includes all U.S. suppliers and select global suppliers.
(3)
Represents the percentage of new suppliers asked about their socio-economic practices. Includes all U.S. suppliers and select global suppliers.
(4)
This includes the number of suppliers assessed for human trafficking using the State Department tier assignments.
(5)
The U.S. Department of State, Office to Monitor and Combat Trafficking in Persons conducts an annual country analysis on human trafficking and publishes the U.S. Department of State Trafficking in Persons annual report.
The reported number represents suppliers based in countries classified in the report as Tier 2 Watch and Tier 3 countries and are not specific concerns regarding the individual suppliers. In 2022, the downgrade of Bulgaria
and Kuwait accounts for tier-driven changes of our supply chain risk profile.
GRI Content Index

Statement of use Lockheed Martin has reported the information cited in this GRI content index for the period January 1, 2022,
through December 31, 2022, with reference to the GRI Standards.
GRI 1 used GRI 1: Foundation 2021
ESG Metrics Location

GRI 2: GENERAL DISCLOSURE 2021
About Lockheed Martin
2022 Annual Report/Form 10-K
2-1 Organizational details
2022 Annual Report/Form 10-K: Available Information
2022 Annual Report/Form 10-K: Properties
2-2 Entities included in the organization’s sustainability reporting 2022 Annual Report/Form 10-K
2-3 Reporting period, frequency and contact point 2022 Sustainability Performance Report: About This Report
In 2022, we enhanced our methodology and data collection practices for environmental data including scope 1 and 2 emissions,
energy, waste and water to improve data quality. We applied this new methodology to our 2020 and 2021 data in order to ensure
the most accurate baseline for our updated carbon goal and have restated impacted metrics.
2-4 Restatements of information In 2022, we updated our 2021-2018 Scope 1 energy totals to include biomass to align with best practice. Biomass has always
been included in our reported emissions totals
In 2022, we updated our scope 3 emissions methodologies for all categories. We applied these updated methodologies to
historic data for 2019-2021. Data necessary to apply the new methodologies was not available for 2018.
2022 Sustainability Performance Report: About This Report
2-5 External assurance
2022 Sustainability Performance Report Assurance Statement
2-6 Activities, value chain and other business relationships 2022 Annual Report/Form 10-K: Business
2022 Annual Report/Form 10-K: Financial Statements
2022 Annual Report/Form 10-K: Raw Materials, Suppliers and Seasonality
2-7 Employees 2022 Annual Report/Form 10-K: Workforce Demographics
2022 Sustainability Performance Report: Inclusion and Equity
2022 ESG Performance Index: Workplace Demographics
2-8 Workers who are not employees 2022 Annual Report/Form 10-K: Workforce Demographics
2022 Sustainability Performance Report: Inclusion and Equity
2022 ESG Performance Index: Workplace Demographics
ESG Governance
2-9 Governance structure and composition 2023 Proxy Statement: Sustainability Governance Structure
2023 Proxy Statement: Corporate Governance
2-10 Nomination and selection of the highest governance body
2023 Proxy Statement: Proposal 1
2-11 Chair of the highest governance body 2023 Proxy Statement: Corporate Governance
2022 Sustainability Performance Report: 2025 Sustainability Management Plan
Core Issues Assessment Process
2023 Proxy Statement: Stockholder Engagement
2-13 Delegation of responsibility for managing impacts
2023 Proxy Statement: Sustainability Governance Structure
2023 Proxy Statement: Board Oversight of Risk
2-14 Role of the highest governance body in sustainability
reporting
2-15 Conflicts of interest 2023 Proxy Statement: Corporate Governance
Since Lockheed Martin is a publicly traded company, any stockholder or interested person may communicate with the
independent Lead Director or with the non-management directors as a group as follows:
• By Email: lead.director@lmco.com
2-16 Communication of critical concerns • By Mail: Independent Lead Director or Non-Management Directors, c/o Senior Vice President, General Counsel and
Corporate Secretary, Lockheed Martin Corporation, 6801 Rockledge Drive, Bethesda, MD 20817.
2023 Proxy Statement: Frequently Asked Questions
If we identify any critical risks to our company, management develops action plans to mitigate the risks to an acceptable level.
2-17 Collective knowledge of the highest governance body 2023 Proxy Statement: Summary of Director-Nominees' Core Competencies
2-18 Evaluation of the performance of the highest governance body 2023 Proxy Statement: Annual Incentive Goals and Results
2-19 Remuneration policies 2023 Proxy Statement: Compensation Discussion and Analysis
2023 Proxy Statement: Compensation Discussion and Analysis
2-20 Process to determine remuneration
2023 Proxy Statement: Executive Compensation
2023 Proxy Statement: CEO Pay Ratio
2-21 Annual total compensation ratio
Lockheed Martin does not disclose percentage increase in annual total compensation ratio.
Supporting Sustainable Development
2-22 Statement on sustainable development strategy
2022 Sustainability Performance Report: Message from our Chairman, President and Chief Executive Officer
Code of Ethics and Business Conduct
Supplier Code of Conduct
2-23 Policy commitments TCFD-Aligned Climate-Related Risks and Opportunities Report
ESG Governance
2022 Sustainability Performance Report: Workplace Safety
2022 Sustainability Performance Report: Energy Management
2-24 Embedding policy commitments
2022 Annual Report/Form 10-K: Workforce Demographics
Corporate Ethics Hotline
Code of Ethics and Business Conduct
2-25 Processes to remediate negative impacts
Human Rights
2022 Sustainability Performance Report: Modeling Business Integrity
2-26 Mechanisms for seeking advice and raising concerns Corporate Ethics Hotline
Lockheed Martin’s activities are conducted in compliance with the laws and regulations of the countries in which we operate,
except where such laws conflict with U.S. law, and our compliance with them is reinforced by our robust integrated assurance
2-27 Compliance with laws and regulations program and Board of Directors oversight of our enterprise risk management process.
2022 Annual Report/Form 10-K: Note 14 – Legal Proceedings, Commitments and Contingencies
2022 CDP Climate Change Disclosure: C12. Engagement
2-28 Membership associations
2022 Climate Lobbying Assessment Report
Core Issues Assessment Process
2022 Sustainability Performance Report: 2025 Sustainability Management Plan
2022 Sustainability Performance Report Assurance Statement
2023 Proxy Statement: Our Alignment with Governance Standards
2023 Proxy Statement: Our Stockholder Engagement Program
2-29 Approach to stakeholder engagement CPS-803 Corporate Sustainability Policy
The Lockheed Martin sustainability stakeholder engagement process is guided by our Corporate Policy Statement on
Sustainability, CPS-803. The Director, Enterprise Risk and Sustainability is responsible for an annual engagement plan providing
internal and external strategies for education, memberships, academic connections, association recognition events,
conferences and publications related to sustainability.
2-30 Collective bargaining agreements
2022 Annual Report/Form 10-K: Workforce Demographics
GRI 3: MATERIAL TOPICS 2021
3-1 Process to determine material topics Core Issues Assessment Process
3-2 List of material topics 2022 Sustainability Performance Report: 2025 Sustainability Management Plan
3-3 Management of material topics 2025 SMP Management
GRI 201: ECONOMIC PERFORMANCE 2016
201-1 Direct economic value generated and distributed 2022 ESG Performance Index: Company Profile
201-2 Financial implications and other risks and opportunities due
to climate change 2022 ESG Performance Index: Climate
GRI 204: PROCUREMENT PRACTICES 2016
204-1 Proportion of spending on local suppliers 2022 ESG Performance Index: Supply Chain
GRI 205: ANTI-CORRUPTION 2016
205-1 Operations assessed for risks related to corruption 2022 ESG Performance Index: Ethics and Anti-Corruption: Operations Assessed for Risk
205-2 Communication and training about anti-corruption policies 2022 ESG Performance Index: Ethics and Anti-Corruption: Communication and Training
205-3 Confirmed incidents of corruption and actions taken 2022 ESG Performance Index: Ethics and Anti-Corruption: Incidents
GRI 302: ENERGY 2016
302-1 Energy consumption within the organization 2022 ESG Performance Index: Energy
302-3 Energy intensity 2022 ESG Performance Index: Energy
302-4 Reduction of energy consumption 2022 ESG Performance Index: Energy
GRI 303: WATER AND EFFLUENTS 2018
303-1 Interactions with water as a shared resource 2022 ESG Performance Index: Water
303-5 Water consumption 2022 ESG Performance Index: Water
GRI 305: EMISSIONS 2016

305-1 Direct (Scope 1) GHG emissions 2022 ESG Performance Index: Emissions
305-2 Energy indirect (Scope 2) GHG emissions 2022 ESG Performance Index: Emissions
305-3 Other indirect (Scope 3) GHG emissions 2022 ESG Performance Index: Emissions
GRI 306: WASTE 2020
306-2 Management of significant waste-related impacts 2022 ESG Performance Index: Waste
306-3 Waste generated 2022 ESG Performance Index: Waste
306-4 Waste diverted from disposal 2022 ESG Performance Index: Waste
306-5 Waste directed to disposal 2022 ESG Performance Index: Waste
GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT 2016
308-1 New suppliers that were screened using environmental criteria 2022 ESG Performance Index: Supply Chain
GRI 401: EMPLOYMENT 2016
401-1 New employee hires and employee turnover 2022 ESG Performance Index: Workplace Demographics
401-3 Parental leave 2022 ESG Performance Index: Benefits: Parental Leave
GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018
403-1 Occupational health and safety management system 2022 ESG Performance Index: Environment, Safety and Health Management
403-2 Hazard identification, risk assessment, and incident investigation 2022 ESG Performance Index: Health and Safety
403-4 Worker participation, consultation, and communication on occupational health and safety 2022 ESG Performance Index: Health and Safety
403-9 Work-related injuries 2022 ESG Performance Index: Health and Safety
GRI 404: TRAINING AND EDUCATION 2016
404-1 Average hours of training per year per employee 2022 ESG Performance Index: Employee Training and Development
404-3 Percentage of employees receiving regular performance and career development reviews 2022 ESG Performance Index: Employee Training and Development
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016
405-1 Diversity of governance bodies and employees 2022 ESG Performance Index: Workplace Demographics
GRI 406: NON-DISCRIMINATION 2016
406-1 Incidents of discrimination and corrective actions taken 2022 ESG Performance Index: Ethics and Anti-Corruption
GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016
414-1 New suppliers that were screened using social criteria 2022 ESG Performance Index: Supply Chain
414-2 Negative social impacts in the supply chain and actions taken 2022 ESG Performance Index: Supply Chain
GRI 415: PUBLIC POLICY 2016
415-1 Political contributions 2022 ESG Performance Index: Political Contributions
GRI 416: CUSTOMER HEALTH AND SAFETY 2016
416-1 Assessment of the health and safety impacts of product and service categories 2022 ESG Performance Index: Product Safety
GRI 418: CUSTOMER PRIVACY
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data 2022 ESG Performance Index: Data Security
Forward-Looking Statements
This report contains statements which, to the extent not recitations of historical fact, constitute forward-looking statements within the meaning of the federal securities laws. The words “will,” “enable,”
“expect,” “plan,” “forecast,” “anticipate,” “continue,” “achieve,” “scheduled,” “estimate,” “believe,” “intend,” “aim,” “orient,” “goal,” and similar expressions are intended to identify forward-looking
statements. Statements and assumptions with respect to achievement of goals and objectives; anticipated actions to meet goals and objectives; allocation of resources; planned, encouraged or
anticipated actions; planned performance of technology; or other efforts are also examples of forward-looking statements.
Forward-looking statements are based on our current expectations and assumptions, are not guarantees of future performance, and are subject to risks and uncertainties. Actual results could differ
materially due to factors such as (i) the availability of funding for the programs described in this report; (ii) our ability to achieve reductions in energy use, greenhouse gas emissions and other
sustainability goals and objectives; (iii) changes in our priorities as well as changes in the priorities of our customers and suppliers; (iv) the amount of our future investments; (v) the accuracy of our
estimates and assumptions; (vi) the future effect of legislation, rulemaking and changes in policy; (vii) the impact of acquisitions or divestitures or other changes in our employee or product and service
base; (viii) the competitive environment; (ix) the ability to attract and retain personnel and suppliers with technical and other skills; (x) the success of our diversity and inclusion initiatives; (xi) the
success of technologically developed solutions; (xii) the willingness of suppliers to adopt and comply with our programs; (xiii) the impact of cyber or other security threats or other disruptions to our
business; and (xiv) global economic, business, political, and climate conditions.
These are only some of the factors that may affect the forward-looking statements contained in this report. For further information regarding risks and uncertainties associated with our business,
please refer to our U.S. Securities and Exchange Commission (SEC) filings including our Annual Report on Form 10-K for the year ended December 31, 2022 and our subsequent Quarterly Reports on
Form 10-Q, which can be obtained at our website www.lockheedmartin.com/investor or through the website maintained by the SEC at www.sec.gov. The forward-looking statements in this report are
intended to be subject to the safe harbor protection provided by federal securities laws.
Copyright 2023 Lockheed Martin Corporation

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2022 SUSTAINABILITY PERFORMANCE REPORT

About This Report

2025 Sustainability Management Plan 6

Advancing Resource Stewardship 8

2022 ESG Performance Index 32

Frank A. St. John Leo S. Mackay, Jr.

2022 Sustainability Recognitions

Dow Jones Sustainability JUST Capital: Included in the

ADVANCING RESOURCE ELEVATING DIGITAL FOSTERING WORKPLACE MODELING BUSINESS

Counterfeit Parts Prevention 9

Resource and Substance Supply Vulnerability 15

Total Cost of Ownership 16

Counterfeit Parts Prevention

Award-Winning Energy Efficiency Projects

Renewable Energy in Our Global Operations 2022 PROGRESS

Addressing Climate Risk

Annually reduce the amount

Resource and Substance Supply

Total Cost of Ownership

Data Privacy and Protection 19

Intellectual Property Rights 22

Data Privacy and Protection

Data Literacy and Data-Centric Practices release by the Risk and

Environment, Safety and Integration of Our Online Data Artificial Intelligence/Machine

Intellectual Property Rights

Inclusion and Equity 25

Inclusion and Equity

INCLUDE Diversity and Inclusion Training

Honoring the History of Juneteenth Workplace Reasonable Accommodation Process Tool

International Employee Resource Groups Supporting Veterans

Ethical Business Practices 30

Anti-Bribery and Corruption 31

Ethical Business Practices

Anti-Bribery and Corruption

Employee Training and Development 38

Ethics and Anti-Corruption 39

Environment, Safety and Health Management 41

Health and Safety 47

GRI Content Index 49

2022 ESG Performance Index

Employee Training and Development

Ethics and Anti-Corruption

Ethics and Anti-Corruption

Ethics and Anti-Corruption

Environment, Safety and Health Management

Environment, Safety and Health Website

Health and Safety

GRI Content Index

ESG Metrics Location

2023 Proxy Statement: Frequently Asked Questions

GRI 305: EMISSIONS 2016

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