All Lockheed Martin business unitscan claim impressive accomplish-ments, but only one can say it has wonan Oscar.

That would be AdvancedTechnology Laboratories, whichteamed with Disney to create thesound quality of the 1941 AcademyAward-winning classic “Fantasia.”

Although ATL has long sinceretired from show biz, the Oscar stillsymbolizes the organization’s com-mitment to finding real-world appli-cations for the steady flow oftechnological innovations it has pro-duced since its founding in 1929 as aunit of RCA Victor.

From its early work in commer-cial sound and optics technologies —which led to innovations such assound recording on movie film andthe first color television camera —ATL has grown into a group of cut-ting-edge laboratories that performvital research and development work

See ATL p. 4

Faced with one of the most formidable document archivingchallenges in history — one that will enable the preservationof the federal government’s electronic files for the life of the Republic — Lockheed Martin Transportation and SecuritySolutions did what any good archivist would do. It did its research.

Over the past year, the team competing for theElectronic Records Archives (ERA) program of the NationalArchives and Records Administration (NARA) spent countlesshours interviewing and listening to archivists, governmentagency records managers and many others with a stake in see-ing that the nation’s digital records won’t someday disappearinto the electronic ether.

Last month, all of the research paid off when NARAselected the Lockheed Martin team based on its powerful andintuitive ERA system design.

“One of the key features of our design is that it isstraightforward and organized around the archival mission,”says Andy Patrichuk, vice president of Civil MissionSolutions. “Our team met extensively with the stakeholders,learned how they work, and designed a system that will allowarchivists and other system users to understand the architec-ture immediately and use it effectively.”

November/December 2005

Volume 11, No. 10

For The RecordTransportation and Security Systems wins major National Archives contract

Advanced Technology Laboratories was a leader in breakthrough advances

in sound recording and optics in the early part of the 20th century. The

business unit even won an Oscar for work on the Disney classic “Fantasia.”

2

Corporation’s new General Counsel James B.Comey sees Lockheed Martin as “natural fit.”

Power Of AttorneyCorporation honors individuals and teams whohave made outstanding contributions in 2005.

2005 NOVA Awards

6

Vice President of Contracts Eleanor Spector providesperspective on government contracting environment.

Ethical ContractEmployee mentoring efforts help a youngman’s dreams come true.

Quality Mentoring

1210

As a defensive back on the University of Miamifootball team, Jair Clarke learned what it means tostep up to a challenge.

“Being called on to make something happenwhen the game is on the line, that’s a situation youhunger for,” Clarke says. “You have to be readywhen the time comes.”

That bit of wisdom from his football daysserved him well recently, when the LockheedMartin senior software engineer found himselfstepping up at the last minute to conduct animportant briefing for the vice president of Kenyawhile on assignment in support of the UnitedStates Central Command (USCENTCOM).

Beyond demonstrating Clarke’s personalcommitment, his actions exemplified the workethic of the Lockheed Martin InformationTechnology (LMIT) team that providesUSCENTCOM with voice, video and data com-munications services.

Big MomentInformation Technology employeeexemplifies commitment ofUSCENTCOM support team

See CENTCOM on p. 2

See National Archives p. 3

Colorful HistoryFrom a legacy of movies and TV,ATL creates a bright future

Lockheed Martin employees Bill MacDonald (foreground) and Fred Robinson conduct research in the Electronic

Records Archives (ERA) Demonstrations Prototype Lab in Greenbelt, Md. The goal of ERA is to find a way to

handle the rapidly growing volumes of electronic records in their many formats, as well as to ensure the authen-

ticity of those records, preserve them for the long term, and provide public access while protecting privacy and

sensitive information.

2

For more information about Lockheed Martin

Information Technology’s support of the United

States Central Command, contact program

manager Charlie Crawley at (813) 827-6536.

Power Of AttorneyNew General Counsel finds Lockheed Martin ‘a natural fit’

Lockheed Martin

Senior Software

Engineer Jair Clarke

is recognized for con-

ducting an important

briefing for the vice

president of Kenya

while on assignment

in support of the

United States Central

Command.

Since joining Lockheed Martin in October as thenew senior vice president and general counsel,James B. Comey has been working hard to learnas much as he can about the Corporation and itsemployees. But one thing he knows for sure: hemade a good choice.

Comey, who had previously served asDeputy Attorney General for the Department ofJustice and oversaw many high-profile govern-ment prosecutions, said joining Lockheed Martin gives him additional opportunities toserve his country. “What I loved about workingfor the Department of Justice was that it offeredan opportunity to do good for my country,”Comey said. “I believe that the many facets ofLockheed Martin’s business also allow me toserve my country, and that makes it also a natu-ral fit,” says Comey.

Comey says his background in corporatefraud prosecutions made him realize the impor-tance of working for a company with strong val-ues. “Lockheed Martin was a pioneer in creatinga strong ethical corporate climate. That sterling reputation made working here all the more attractive,” he said.

Though Comey has only been on the jobfor a short time, he’s already set long-term goals.

“My first priority is personal. I want to learnabout the business, the people and the servicesour lawyers provide. My broader priority is toalways be better than we were yesterday. I wantto look for ways to serve the business better,faster and smarter.”

Comey succeeds Frank H. Menaker, Jr.,who is retiring at the end of January 2006. “I’m lucky to be inheriting a great legal opera-tion and following a legend in this business,”Comey said.

Comey describes hismanagement style as infor-mal and says he hopes tosupport the people he workswith by helping them dogreat work — and enjoy it atthe same time.

“It’s obvious that thestrength of this company isits people,” he said. “I seethe employees as highlymotivated individuals whocare about each other and theworld around them. Thatsense of community and pas-sion for the company hit melike a gust of wind as soon asI started here. It confirmedthat I did the right thing injoining Lockheed Martin,” he added.

In addition to his workwith the Department ofJustice, Comey has alsoserved as United States attor-ney for the Southern Districtof New York, where he hadbeen an assistant U.S. attor-ney and lead prosecutor inthe highly publicized UnitedStates v. John Gambino rack-eteering and murder trial.From 1996 through 2001, he

was managing assistant U.S. attorney in chargeof the Richmond Division of the U.S. attorney’soffice for the eastern district of Virginia. In thatposition, he handled the Khobar Towers terroristbombing case, arising out of the June 1996attack on a U.S. military facility in Saudi Arabiain which 19 U.S. Air Force members were killedand hundreds wounded. Comey has also workedin commercial litigation, having been a partnerwith the law firm of McGuireWoods, LLP. �

James B. Comey joins the Corporation as Senior Vice President and

General Counsel.

The mission is far from routine, given thestrategic importance of the region in whichUSCENTCOM operates. The command’s objectivesare “to enhance regional stability and demonstrate a steadfast commitment to regional security” in anarea of responsibility that stretches from the Horn of Africa to central Asia — including Iraq andAfghanistan.

“All of our people on this contract recognizethe importance of this customer’s mission and thatthere are going to be times when you have to dowhatever it takes to get the job done. That’s really theattitude here,” says Charlie Crawley, LMIT’s programmanager for the USCENTCOM contract.

Under the contract, Crawley’s team supportsUSCENTCOM at the command’s headquarters atMacDill Air Force Base in Tampa, Fla., and at forward locations in Qatar and Bahrain.

Clarke was on his way to Qatar in August whenhe stopped off in Nairobi, Kenya, for what heexpected to be a fairly straightforward assignment.His task was to install key software at the RegionalDisaster Management Center, established by 11 par-ticipating countries with major support fromUSCENTCOM. The purpose of the center is to coor-dinate relief efforts among the cooperating countriesin the event of a disaster.

Clarke soon realized, however, that he couldhelp in ways other than installing the software he hadspecifically developed for the center. His biggest con-tribution in preparation for the official unveiling wasapplying his technical knowledge to get the facility’snetwork up and running.

While working side by side with USCENT-COM personnel, he also absorbed a broad understanding of the role of the center and how it will benefit the nations it serves. When the day of the event arrived, that information proved to be invaluable.

In the bustle of activity that surrounded thearrival of Kenyan Vice President Moody Awori,USCENTCOM Commander Gen. John Abizaid, anddignitaries from the 11 African nations, Clarke foundhimself front and center when the time came to pro-vide a briefing.

The customer gave him a green light, and heplunged ahead. “I met the vice president and theUSCENTCOM commander and went through a presentation that was as accurate and to the point aspossible,” he says. “It was an awesome feeling to begiven the responsibility to brief these important people about the mission of the coalition.”

Vice President Awori personally thanked Clarkeafter the presentation, as did Gen. Abizaid. “The gen-eral thanked me for representing USCENTCOM andLockheed Martin,” Clarke recalls.

Today, Clarke is back at MacDill AFB with themajority of the LMIT team that supports USCENT-COM, but he knows it probably won’t be long beforehe’s called on again to provide support at some dis-tant location in a fluid situation.

“That’s the nature of what we do here,” hesays. “Our job is to provide support that will makethe customer successful, whatever that turns out tobe.” And as he has already demonstrated, that oftenmeans going above and beyond the expected. �

CENTCOMContinued from p. 1

“My first priority is personal.

I want to learn about the business,

the people and the services our

lawyers provide. My broader

priority is to always be better

than we were yesterday. I want

to look for ways to serve the

business better, faster and smarter.”

3

For more information about the Electronic Records

Archives program, visit the National Archives and

Records Administration ERA Web page at

http://www.archives.gov/era/index.html. To learn more

about Lockheed Martin’s ERA design solution, contact

Clyde Relick at (301) 623-4296.

The success of the team’s approach wasreflected in the remarks of Allen Weinstein, Archivistof the United States, who said when he announcedthe winner in September that the selection team wasimpressed by Lockheed Martin’s “ability to design asystem which addresses in considerable depthNARA’s business needs, on the one hand, and on theother hand, a system that entails a modern, service-oriented architecture.”

For NARA, the magnitude of the electronicrecords challenge is on a scale not seen since theaftermath of World War II, when the agency wascharged with evaluating and preserving the mountainof paper records produced during the war effort.

For Lockheed Martin, which has made the ERAa corporate priority program, the effort representsanother major asset in the Corporation’s growingportfolio of complex, integrated information technol-ogy programs.

“In today’s world, similar to many programs inother Lockheed Martin business areas, informationtechnology challenges have become mission criticalto our civil customers,” points out Judy Marks, whobecame president of Transportation and SecuritySolutions (TSS) in October. “The ERA system is aprime example because of the importance of the customer’s mission and because of its potential forfar-reaching impact.”

Adds Patrichuk: “TSS provides solutions thatenable our customers to preserve, protect andimprove the quality of life of the citizens they serve.As many of Lockheed Martin’s products help ourmilitary protect the ‘body’ of America, our NARAsolution will help protect the ‘soul’ of our nation”.

The electronic records challenge is one thatNARA has been eager to solve for many years. Whiletechnology has enabled prolific documentation andcommunication, it has done so with a wide variety offormats — more than 4,800 — that eventuallybecome obsolete, making information irretrievable.

The goal of ERA is to find a way to handle therapidly growing volumes of electronic records in theirmany formats, as well as to ensure the authenticity ofthose records, preserve them for the long term, andprovide public access while protecting privacy andsensitive information. Beyond that,the system’s architecture must beflexible enough to accommodateevolving policies and informationtechnologies.

Given the extensive anddiverse nature of the challenge, TSSassembled an industry team ofexperts in various specialties and setoff to learn as much as it could aboutthe customer’s needs during a year-long design competition.

To understand the challengesof digital records preservation fromthe archivists’ perspective, teammembers interviewed stakeholdersand attended meetings of the majorarchival professional organizations.They also conducted working ses-sions with archivists and recordsmanagers to help them design aneffective user interface, and theycontinually sought feedback andintegrated suggestions.

“This is a system that’sfocused primarily on the needs of thecustomer, not just next-generationtechnology,” says Greg Hunter, aprofessor of Library and InformationScience at Long Island Universityand a senior consultant at HistoryAssociates Inc. of Rockville, Md.,one of the Lockheed Martin ERAteam partners.

Of course, there’s plenty ofsophisticated technology being builtinto the architecture’s foundation,adds Steve Hansen, chief engineer.

The Lockheed Martin systemis based on an XML (extensiblemarkup language) records cataloguethat captures all of the relationshipsamong the digital files and the seriesand collections of which they are

part in a way that can be “rediscovered” without theoriginal software. This independence from any hard-ware or software product was a design requirement,but the capability to reconstruct the entire archives

from the XML catalogue is an especially robust solu-tion, Hansen says.

Another key feature of the solution, he says, isthe series of frameworks that have been established to

transition records from theiroriginal format to preserva-tion formats in ways that willpreserve the “essential char-acteristics of the record.”

In a legal document,for example, page numberswould be considered anessential characteristicbecause they are used toreference specific passagesin the text. On the otherhand, page numbers wouldnot be particularly impor-

tant in an e-mail message.While the system will automate some features

of records preservation, it will assist archivists andrecords managers, not replace their professional judg-ment about how documents should be handled,emphasizes Clyde Relick, program director.

As part of the records management process,archivists and government agencies enter into agree-ments about how a particular set of documents shouldbe handled, Relick explains. ERA will enable thepeople making these determinations to see veryquickly how similar records were handled in the pastand the rationale for those decisions.

In addition, ERA will provide contact informa-tion so professionals can consult with each other,rather than working in electronic isolation.

“We’re building a work environment forarchivists that allows them to better exploit theknowledge of the past and to make the benefits ofthat knowledge more readily accessible to the publicand the agencies they support,” says Tom Kelley, capture manager.

As the ERA system becomes operational begin-ning in 2007, through a series of increments, it willestablish a framework for digital records preservationthat will catalyze similar efforts at other levels ofgovernment and in industry, adds Relick.

“ERA is solving a problem that informationtechnology has presented to everyone. From federalagencies and state and local government to the aca-demic community and private sector, the world islooking to NARA for leadership on how this chal-lenge can be met,” Relick says. “Knowing that thework we’re doing will benefit future generations iswhat makes this so exciting for all of us on the program team.” �

National ArchivesContinued from p. 1

Program Director Clyde Relick says that, while the Electronic Records

Archives system will automate some features of records preservation, it will

assist archivists and records managers, not replace their professional judg-

ment about how documents should be handled.

“ERA is solving a problem that information technology

has presented to everyone. From federal agencies and

state and local government to the academic community

and private sector, the world is looking to NARA for

leadership on how this challenge can be met.”

Tom Campbell, seated left, a National Archives and Records Administration contracting officer, and Don Antonucci,

seated right, president of Lockheed Martin's Transportation and Security Solutions at the time of the signing and

currently a senior strategic advisor for Lockheed Martin's Electronic Systems business area, sign the Electronics

Records Archives contract. Standing, left to right are: Ren Cahoon, NARA's chief information officer; Dr. Ken

Thibodeau, NARA's ERA program director; Allen Weinstein, Archivist of the United States; Dr. Lew Bellardo, deputy

archivist of the United States; Judy Marks, currently president of Transportation and Security Solutions, and Andy

Patrichuk, vice president of Civil Mission Solutions for Transportation and Security Solutions.

4

for a wide range of Lockheed Martincompanies and defense customers.

This year, ATL employees cele-brated the organization’s 75th anniver-sary and reflected on the colorful historythat has enabled ATL to continuallyevolve and endure as both a businesssuccess and a technology leader.

“I believe our people here repre-sent the best combination of entrepre-neurial spirit and scientific andengineering knowledge,” says JimMarsh, ATL’s director. “They’re able todelve deep into the underlying technol-ogy and find ways to put new advancesto work for our customers.”

That combination has been in evi-dence throughout the history of ATL,which can trace its beginnings toGeneral Electric’s famed laboratory inSchenectady, N.Y.

A part of the Schenectady grouptransferred to RCA Victor in Camden,N.J., where the Photophone DevelopmentGroup’s first leader, Edward Kellogg, setthe tone of technical excellence and intel-lectual curiosity that remains with thelaboratories to this day.

“The engineers were alwaysbouncing ideas off of each other, andeverybody knew everybody,” recallsHank Haynes, who came to work forKellogg in Camden in 1941.

But Haynes adds that while thecollegial atmosphere encouraged takingrisks and pursuing new ideas, there wasalso a strong focus on practicality. Theorganization emphasized obtainingpatents, for example, to protect intellec-tual property and as a symbol of RCA’stechnological leadership.

One of the organization’s biggestinnovations of the early years had noth-ing to do with technology but neverthe-less represented a significant event inengineering history. That was the initia-tion of the RCA Cadettes program,which brought 137 women to work intechnical positions during the war years.

One of the Cadets was Haynes’sfuture wife, Caryl. “There were veryfew women in engineering in thosedays,” she says. “It was a very exciting

Advanced Technology Laboratories was a research leader in optics and sound technology that would eventually make possible mod-

ern films and color television. Here, from left, Larry Sachtleben and Ed Hutto observe an experiment to determine the power of

transmitted radiant energy in 1955. Sachtleben was granted more than 45 patents while at ATL. Hutto was also present at the ATL 75th

anniversary. (inset photo) Ed Hutto, left, is shown here at the Advanced Technology Laboratories 75th anniversary, with Fred Barnum, author

of “His Master’s Voice in America” and a speaker at the celebration.

ATLContinued from p. 1

Advanced Technology Laboratories can trace its history back to a war-surplus tent where researchers conducted field tests in Riverhead, Long Island, N.Y., in 1929. In the photo,

from left, are Harold Beverage, Harold Olson, Chester Rice, Edward Kellogg and Ralph Greenman. Kellogg became the first director of ATL.

5

For more information about Kiyo

Tomiyasu’s career, contact

Lockheed Martin Integrated

Systems & Solutions communicator Brad

Wolf at 610-354-4064.

time. Our group was like a family, andthe work was very challenging.”

Caryl eventually left the company,but other RCA Cadets stayed with theorganization for many years. One ofthose was Genevieve (Gene) Allee, whowas a prominent contributor to many ofRCA’s patented technologies.

During the 75th anniversary cele-bration in September, Allee was featuredin a Philadelphia Inquirer newspaperarticle, in which she reflected on 42years with ATL.

“There's a lot of women engineersnow, more than there were in the mid-1940s,” she told the newspaper. “Thewar did that. It created opportunities for women.”

For men and women alike, theopportunity to work on leading-edgetechnologies during RCA’s “golden era”was a rewarding experience.

“It was nice to be associated withpeople who made unique contributionsto radio and television,” says Ed Hutto,who went to work for ATL in 1953 andretired in 1983. In addition to workingon radio and television technologies, healso was involved in space initiativesand classified programs.

Hutto remembers usingPhiladelphia’s landmark Walt WhitmanBridge — which he watched being built

from his office window — as the subjectfor testing the optics on a camera beingdeveloped for use on U.S. space satellites.

Like all long-time ATL employees,Hutto witnessed an astounding era oftechnological advancement in which themost profound changes were broughtabout by the introduction of computers.

Since 1977, when Mike Stebniskycame to work for ATL, the laboratories’work in software engineering has gonefrom about 20 percent to close to 90percent, he estimates.

Stebnisky, a principal member ofthe engineering staff, notes that the digital explosion is reflected in the orga-nization’s structure, which today includesfour specialized laboratories — theArtificial Intelligence Laboratory, theDistributed Processing Laboratory, theEmbedded Processing Laboratory, and theAdvanced Concepts Laboratory — as

well as a Software Technology Initiative.Still, he says, the key to the organi-

zation’s success remains the same. “Wehave good people who understand whatthe customer needs and are able to deliverwhat they promise,” Stebnisky says.

That strength has been especiallyimportant in recent years, as ATL hasincreased its alignment with otherLockheed Martin business units, servingas a resource and partner on many of theCorporation’s most-successful pro-grams, such as the F-35 Joint StrikeFighter and the AEGIS naval combatsystem. The company’s primary outsidecustomer is the Defense AdvancedResearch Projects Agency.

Within the Electronic SystemsBusiness Area, ATL functions as a focalpoint and coordinator for research anddevelopment efforts taking place atcompanies throughout the business area.

Director Marsh is hoping that com-panies across the Electronic Systemsbusiness area and the entire Corporationwill come to ATL more frequently forhelp in tackling their toughest technologychallenges in areas including trusted net-work and network-centric technologies,cognitive computing, autonomous collab-orative systems, virtual prototyping, andpredictive simulation, to name a few.

“We’re at the forefront of manyareas in the world of information tech-nology, and we have a lot to offer ourLockheed Martin partners,” Marsh says.“We want everyone to know that ourpresent and our future are as exciting asour heritage.” �

Employees view historic memorabilia, including old patent applications, engineering notebooks, badges and pictures during Advanced

Technology Laboratories anniversary week.

For more information about Advanced

Technology Laboratories’ history and

its modern capabilities, contact

Stephen O’Neill at (856) 792-9815. For more

about ATL’s role in Lockheed Martin’s

research and development structure, see

“IRADical Concepts” in Lockheed MartinToday, May 2005.

75 Years OfInnovation1929: RCA Victor forms thePhotophone Development Group, theheritage organization of today’sAdvanced Technology Laboratories.

1937: Develops dichroic mirrors, amajor optical advance that eventu-ally enabled the development of thecolor television camera.

1941: Wins Academy Award forwork in advancement of sound forDisney’s “Fantasia.”

1943: Launches RCA Cadettesprogram, encouraging women topursue careers in engineering.

1950: Contributes to development ofoptical system for first commercialcolor television camera.

1952: Develops television projec-tor that allows broadcasting ofmotion picture film on television.

1955: Delivers first transistorizedmicrophone preamplifier for U.S.Air Force.

1959: Designs and builds videorecorder that tapes underside of polarice cap from aboard USS Seadragon.

1962: Pioneers use of computers in laying out complex integratedcircuits.

1965: Provides hand-held laservoice communicator for Gemini 7mission, resulting in first opticalcommunications from space.

1967: Develops first fully auto-mated placement and routing soft-ware for integrated circuits.

1972: Patents optical bowling pindetector.

1975: Develops processor that runs8 million instructions per second.

1984: Develops solid-state scan-ners for Earth resources satellites(LAND-SAT).

1985: Creates optical disc “juke-box” to solve data storage andretrieval problems for NASA.

1985: Works on software that willallow speech-recognition systemsto accommodate variations in pro-nunciation and accents.

1987: Wins contract from NASA’sJet Propulsion Laboratory for tele-robotics subsystems using artificialintelligence.

1993: Produces tactical and cogni-tive decision aids for attack andreconnaissance helicopters.

1995: Becomes one of the first labo-ratories to embrace intelligent-agenttechnologies, leading to severalbreakthrough defense systems.

2000: Begins work on F-35 JointStrike Fighter integrated coreprocessor.

2005: Produces Human AlertingInterruption Logistics technology togreatly improve efficiency of oper-ators on Aegis ships. �

The RCA Cadettes program encouraged women to pursue careers in engineering. Here,

from left, are Cadettes Jean Pace, Marian Forner, and Amy Lee Clark with an unidentified

instructor.

“We’re at the forefront of many areas in the world of

information technology, and we have a lot to offer our

Lockheed Martin partners. We want everyone to know that

our present and our future are as exciting as our heritage.”

6

DANIEL W. ALLEN, JR.Lockheed Martin Maritime Systems and Sensors

LEADERSHIP

For restructuring the Tactical Air Defense RadarSystem contract with the Australian government,resulting in improved customer relations and the elim-ination of a potential default liability that exceeded$100 million.

J. FRANK ARMIJOLockheed Martin Information Technology

LEADERSHIP

For exceptional leadership in directing modernizationof Hanford’s information-technology infrastructure,which has resulted in greater efficiency and an annualsavings of more than $32 million to the Departmentof Energy.

VINCENT T. BAKERTeam Representative

F/A-22 Initial Operational Test & Evaluation(IOT&E) Flight Support TeamLockheed Martin Aeronautics Company

TEAMWORK

For exceeding all expectations during the initial oper-ational test and evaluation of the F/A-22 Raptorfighter aircraft — an effort that was completed threeweeks ahead of schedule and resulted in the earlycompletion of the Air Combat Simulation phase.

ANDY BARBERLockheed Martin Aeronautics Company

LEADERSHIP

For leadership and willingness to support others onthe assembly line — dedication that resulted inLockheed Martin delivering the C-130J to the nextphase of assembly, despite delays receiving criticalairplane components.

ROBERT I. BAUMGARTNERLockheed Martin Aeronautics Company

LEADERSHIP

For overseeing an effort that led to the win of theDefense Advanced Research Projects Agency’s $130million Force Application & Launch from theContinental United States (FALCON) program — awin that solidified Lockheed Martin’s position as theleader of prompt global strike.

F. M. BAYLockheed Martin Transportation and SecuritySolutions

LEADERSHIP

For developing and implementing communication,navigation, and surveillance strategies for LockheedMartin Transportation and Security Solutions. Hiswork resulted in the company capturing a significantpart of the Federal Aviation Administration’s satellite-based navigation business and establishing credentialsfor additional international work.

LESLIE L. CHAPPELLLockheed Martin Corporate Shared Services

LEADERSHIP

For leading Lockheed Martin’s university relations pro-gram and enhancing the Corporation’s image with engi-neering and science undergraduates, who recently rankedit the “employer of choice” among U.S. companies.

JULIE COLEMANLockheed Martin Integrated Systems & Solutions

LEADERSHIP

For managing a systems engineering and integrationteam that developed multiple national security systems,resulting in three consecutive 100-percent award fees.

CHRISTINE M. COLLINSTeam Representative

MH-60 Romeo Air Weapons Systems Integration TeamLockheed Martin Systems Integration - Owego

TEAMWORK

For testing and delivering the U.S. Navy’s MH-60RAir Weapon System, which provides the fleet with anorder-of-magnitude increase in capability over today’saircraft, the SH-60B.

DARELL F. COOKTeam Representative

Schooner Program TeamLockheed Martin Integrated Systems & SolutionsLockheed Martin Technical Operations

TEAMWORK

For the unprecedented achievement of receiving 100-percent award fees on the classified SchoonerProgram for 90 consecutive months.

ALICE H. COTTER Team Representative

Beehive Project TeamLockheed Martin Integrated Systems & Solutions Lockheed Martin Technical Operations

TEAMWORK

For successfully designing, manufacturing, testingand demonstrating a novel capability to meet a cus-tomer requirement on a high-priority national target.The multi-million-dollar initiative required extensivecoordination across vendors and customers to meetthe project’s technically challenging requirements.

MARK I. DAUGHERTYLockheed Martin Aeronautics Company

LEADERSHIP

For providing outstanding technical leadership inthree key areas: the F/A-22 Raptor Production FlightTest effort; the Marietta Avionics Ship Captains team;and the Marietta Flight Line.

Each year, Lockheed Martin honors a select few of the Corporation’s 135,000 employees who have made outstand-ing contributions in fulfilling our missions and objectives. These individuals and teams are awarded LockheedMartin’s highest honor —The NOVA Award. The award symbolizes stellar achievement in one of four categories:

The NOVA Award consists of a brilliant representation of the Lockheed Martin star logo projected from a blackmarble base. It is presented to winners at an annual celebration at the Smithsonian National Air and SpaceMuseum in Washington, D.C.

The following are this year’s winners.

TEAM MEMBERS

John AlvarezDiana E. AntoniKeith D. BrownErwin C. Catts IIIWilliam T. CollinsJames E. DaupSteve FelgerTyson H. FlugstadLucien J. GouletGary S. GreenfieldMichael J. HelkeLawrence D. Hicks

Norman C. HodgdonSharon L. JonesDavid J. MalinLarry A. McPeakPatrick K. MoriartyRonald I. MorishigeVijay K. PatelDavid R. SladenJames A. SpruellGerald G. TaylorRex D. WadeJ.C. Wilkins III

TEAM MEMBERS

Thomas E. BarnettGeorge F. BartonKatherine A. CapwellRichard J. Cary, Jr.Charles G. DeitchmanScott A. FontaineRobert A. HansonRobert L. Kilmer, Jr.Shawn P. LondoPaul Monseur

Gates S. MurchieDaniel H. NeuburgerMichael PoeBrendan RhatiganSean M. SommerJohn E. ThornerGregory TownsendBrian S. WernerSteven J. Wilkie

TEAM MEMBERS

Angela F. AlvaGary A. BaumannMichael D. BlairBrent K. ChamberlinRobert L. GoochMark D. JohnsonMichael E. Lang

James E. LudwickMichael E. MaddenKarl P. McDowellDavid J. PfeiferAlbert L. SmithWilliam E. SnyderSteven C. Willey

TEAM MEMBERS

Susan M. CookLeonard E. DeeHans Y. DevouassouxSteven E. DrotosRoy D. EllisFrank R. GillmanJohn W. HamiltonHenry A. Hastings

Alex P. MadaraszWilliam L. McCallJavier OrtizH. Adrian Osborne IIIHeidi L. OverholtDavid R. SchneiderShawn Shaffer

2005 NOVA AWARDS

EXCEPTIONAL SERVICE

LEADERSHIP

TEAMWORK

TECHNICAL EXCELLENCE

1 1 T H A N N UA L N OVA AWA R D S

7

NICK DICANDIA IITeam Representative

KC-130J Contract Field TeamLockheed Martin Aeronautics Company

TEAMWORK

For successfully introducing the KC-130J tanker intothe U.S. Marine Corps (USMC) and demonstrating acan-do attitude that resulted in more than 450 flightsand 1,500 flight hours by USMC squadrons.

SHARON A. EGGLESTONLockheed Martin Systems Management

EXCEPTIONAL SERVICE

For enthusiastically bringing technology and spaceawareness to schools throughout the Northeast, whilealso influencing and helping to build the national“Space Day” program worldwide.

MICHELE A. EVANSTeam Representative

VXX Team for the Presidential HelicopterReplacement Program Lockheed Martin Systems Integration - Owego

TEAMWORK

For dedicated teamwork and effort defeating a 50-year incumbent to win the most publicized helicopterprogram — the Presidential Helicopter ReplacementProgram — and sacrificing personal time to securethe $6.1 billion program for Lockheed Martin.

ROGER P. GAMACHELockheed Martin Aircraft & Logistics Center

LEADERSHIP

For dedicated leadership on the CF6-50 engine transi-tion program, which will help to open a new marketand backfill workload losses due to the retirement ofthe C-5 aircraft. His technical leadership was a factorin winning three contract awards for the propulsionbusiness area.

SERGIO GIGLILockheed Martin Advanced Technology Laboratories

LEADERSHIP

For leading the Advanced Technology Laboratories inthe development of Net-Centric Sensemaking, a revo-lutionary new approach to shared situational aware-ness that has since been leveraged into three otherLockheed Martin programs.

ARNOLD J. GILCHRISTLockheed Martin Space Systems Company

TECHNICAL EXCELLENCE

For conceiving, planning, implementing, and validat-ing an innovative analytical model capable of predicting complex interactions between launch vehi-cle propulsion, propellant use, fluid, and structuralsystems — an innovation that was instrumental in thesuccessful launch of the AC-206.

GREGORY J. GOODHARTLockheed Martin Integrated Systems & Solutions

TECHNICAL EXCELLENCE

For extraordinary technical leadership and knowledgethat led to the development and maintenance of theHybrid system.

NEIL E. GOODZEITLockheed Martin Space Systems Company

TECHNICAL EXCELLENCE

For demonstrating the flexibility of the A2100 space-craft, resulting in Lockheed Martin winning new con-tracts and becoming better positioned to win newwork in the future.

DeETTE GRAYLockheed Martin Information Technology

LEADERSHIP

For developing and implementing new processes inthree areas that support the U.S. Army InformationTechnology Agency program in the Pentagon — aneffort that resulted in a dramatic improvement in theirperformance, moving from “below average” to “best practices.”

STEVEN W. GRAYTeam Representative

Sarbanes-Oxley Project TeamLockheed Martin Aeronautics CompanyLockheed Martin Corporate HeadquartersLockheed Martin Electronic SystemsLockheed Martin Enterprise Information SystemsLockheed Martin Information & Technology ServicesLockheed Martin Integrated Systems & SolutionsLockheed Martin Shared ServicesLockheed Martin Space Systems Company

TEAMWORK

For designing and testing a process to assess theCorporation’s extensive internal controls for financialreporting to assure compliance with the Sarbanes-Oxley Act of 2002.

DENISE GREGORYLockheed Martin Aeronautics Company

TECHNICAL EXCELLENCE

For excellence in creating the LM Aero AudioConferencing Bridge, which is expected to reduceannual indirect overhead costs by about $1.2 million.

RONALD HARTENLockheed Martin Space Systems Company

LEADERSHIP

For leading the internal operations of the Airborne LaserBeam Control/Fire Control team — an effort thatinvolved multiple delivery milestones and ultimately thesuccessful return to flight in December 2004.

PAULA J. HARTLEYLockheed Martin Space Systems Company

TECHNICAL EXCELLENCE

For technical achievement developing an enhanced-strength motor fuel for hybrid-propulsion rockets as wellas a low-cost manufacturing facility to produce the fuel.Both achievements took just five and six months, respec-tively, to complete, and significantly enhanced the Corp-oration’s Falcon space launch vehicle proposal efforts.

JEFFERY T. HERMANTeam Representative

Naval Display System Proposal Team Lockheed Martin Maritime Systems and Sensors

TEAMWORK

For assembling a national team of suppliers and formanaging and producing, within an extremely tightschedule, a winning proposal for the U.S. Navy’sNaval Display System valued at more than $1 billion.

GENE K. HUDDLESTONTeam Representative

Medium Extended Air Defense System (MEADS) TeamLockheed Martin Missiles and Fire ControlLockheed Martin Space Systems Company

TEAMWORK

For successfully completing the final risk reductiondemonstration of the Medium Extended Air DefenseSystem (MEADS) — an event that convinced theU.S., Germany, and Italy to award the $3.4 billiondesign and development MEADS contract to theLockheed Martin-led team. The award represented afinal step in implementing the first internationaldevelopment program.

PAUL J. JONESTeam Representative

50 Years of Titan TeamLockheed Martin Space Systems

TEAMWORK

For dedicated service to the Titan launch vehicle pro-gram, which flew 368 times over its 50-year history,carrying strategic deterrence payloads as well as civil-ian spacecraft to Mars, Saturn, and beyond.

TEAM MEMBERS

Members of the entire 50 Years of Titan Team

STEPHEN G. JUSTICETeam Representative

Project 2 Pole Model TeamLockheed Martin Aeronautics Company

TEAMWORK

For delivering a complex pole model in half the timenormally required and providing exceptionally high-quality test data for a critical advanced developmentprogram.

TEAM MEMBERS

Stephen W. AdamsRandall G. DearingCary M. Depew

Terence E. MartinBrian K. Poduska

TEAM MEMBERS

Joan M. AdamsPhilip ArduiniNicholas BabeyGregory S. Branning Michael T. BrearleyJoseph F. CecalaSteven V. CzarneckiGregory E. DavisMatthew J. DeckerLynne M. DemetrosMichael L. DrakeMike Gartman

Thomas M. HallJohn M. HrustichMark E. McQueeneyBarbara Merritt Patrick J. NallyJohn OlsenJames H. SchaeferBruce R. SchermerhornPhilip A. ShawJeffrey StreznetckyPatricia WigginsJohn H. Yuhnick

TEAM MEMBERS

Gwen D. BoydLinda H. ChappellJean ChoquetteTom CiminoAnn T. CollinsRobert DadioShirley DelmarFatima EdwardsMelody Y. FarleyRobert GatchelKevin GillesBob Horacek

Joanne IngramKevin P. JackimowiczJoel A. JohnsonJoseph KaiserJuliana P. MaglathlinBill MorwoodRandolph L. MosherJohn B. SandersBrandy J. SheafferGeorge SimonRichard W. VigilBonita Volcy

TEAM MEMBERS

Michael F. EricksonSteven H. KarbanBeulah M. LhotkaPatrick J. Pierce

Thomas H. ReentsJohn C. RobertsonMary F. ShuttJohn H. Westergren

TEAM MEMBERS

Gary P. BelcherWilliam T. Boyd, Jr.Linda W. BrummettSusan E. CowanBilly J. CurbTimothy J. EnoDavid P. Gibbs IIIRobert A. GrubbsMark T. HousmanFrederick W. Kent, Jr.John P. LaibleGene E. Lowery

Clyde E. LuceJerry G. McNuttPaul H. MoellerAlan R. MokayJames D. ParkmanBrandon L. ReeseJoseph G. SteffensVincent J. Tedesco, Jr.Robert C. WalkerRichard B. WavellRonald B. WestbrookStephen C. Williams

TEAM MEMBERS

Bobby L. AdamsWilliam C. ByersRonald F. CapodieciBonawynn K. CarterBenjamin P. ClaryJason P. EhrichCharles D. ErbJoseph M. GhesquiereFernando GonzalesLynn E. GrantJames R. Gurney, Jr.Jason J. Hillman

William M. HoodAndrew F. Johnson, Jr.Glenn E. JohnsonRandall L. JonkerBryan W. KreimendahlEdgar V. MedinaBruce Y. OgimachiSteven P. RavenscroftEric M. RoqueniCraig D. SmithKenneth W. Striplin, Sr.John L. Thomas

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BRUCE L. KISTLERTeam Representative

W80-3 Abnormal Mechanical Advanced Scientific Computing Verification and Validation Milestone TeamSandia National Laboratories

TEAMWORK

For planning, performing, and documenting a seriesof experiments and corresponding analyses to supportthe W80-3 qualification process, an essential elementfor ensuring the safety and reliability of the nuclearweapons stockpile.

ROBERT N. LAZARUSLockheed Martin Missiles and Fire Control

EXCEPTIONAL SERVICE

For his tireless work organizing fishing tournaments,food drives, and other events that support paralyzedveterans and others who suffer from spinal injuries.

DAVID A. LYLE IITeam Representative

Automated Flight Support Services Proposal TeamLockheed Martin Information TechnologyLockheed Martin Transportation and Security

Solutions

TEAMWORK

For marrying the expertise of Lockheed MartinTransportation and Security Solutions with that ofLockheed Martin Information Technology to win theFederal Aviation Administration’s $1.9 billionAutomated Flight Support Services contract, a winthat will fuel additional growth throughout the infor-mation technology sector.

ABHIJIT MAHALANOBISLockheed Martin Missiles and Fire Control

TECHNICAL EXCELLENCE

For outstanding innovation and leadership in patternrecognition and signal and image processing, anexpertise that has placed Lockheed Martin at the fore-front of the automatic target-recognition field.

GERALD V. MAMROLTeam Representative

Mission INtegration and Development (MIND) TeamLockheed Martin Integrated Systems & Solutions

TEAMWORK

For successfully achieving every milestone on theMission INtegration and Development program sinceit began 6 years ago and earning the reputation as a“model program” because of its substantial cost underruns.

THOMAS J. McCORMICKLockheed Martin Integrated Systems & Solutions

TECHNICAL EXCELLENCE

For bringing a unique and valuable combination oftechnical excellence, team leadership, business acu-men, hard work, personal sacrifice, and a drivingdesire to make a positive difference to become one ofthe top system engineers in the business unit.

THOMAS G. McMILLAN, JR.Lockheed Martin Aeronautics Company

EXCEPTIONAL SERVICE

For facilitating the closure and delivery of the first F-16 Block 60 aircraft to the United Arab Emirates inJuly 2004.

MARY L. McNAMARATeam Representative

Lockheed Martin Center for Innovation TeamLockheed Martin Enterprise Information SystemsLockheed Martin Information TechnologyLockheed Martin Integrated Systems & SolutionsLockheed Martin Simulation, Training & SupportLockheed Martin Space Systems Company

TEAMWORK

For leveraging the depth and breadth of LockheedMartin talent to build the Center for Innovation(Lighthouse), a one-of-a-kind facility that representsthe Corporation’s commitment to providing innovativesolutions to win the global war on terrorism andensuring America’s security.

MARIANNE M. MILLERLockheed Martin Integrated Systems & Solutions

EXCEPTIONAL SERVICE

For exemplary service that led to her selection as thechief information officer of the National CounterTerrorism Center, a position normally staffed by agovernment employee.

DOUGLAS L. NICHOLLSTeam Representative

Harvest Moon TeamSandia National Laboratories

TEAMWORK

For developing forensic methods to extract data fromdamaged computer-recording media. This first-of-its-kind capability involved the creation of custom hard-ware, signal processing techniques, data processingsoftware, and damage remediation procedures.

ED PAYNETeam Representative

Warfighters’ Simulation (WARSIM) TeamLockheed Martin Simulation, Training & Support

TEAMWORK

For putting in place a series of user assessments andrequirements verification events to successfully testand deliver the V2.0 software for the Warfighters’Simulation, the Army’s next-generation constructivesimulation. WARSIM was selected in 2004 as one ofthe top five Defense Department programs.

BARBARA M. PERRYTeam Representative

Global Vision TeamLockheed Martin Corporate HeadquartersLockheed Martin Enterprise Information Systems

TEAMWORK

For developing Global Vision™, a real-time, secureenvironment that enables concept demonstrations, dis-tributed engineering, and the fielding of tomorrow’snetwork-centric solutions, connecting assets fromAeronautics, Space Systems, Integrated Systems &Solutions, Electronic Systems, and the Center forInnovation.

TEAM MEMBERS

Brian BeloniaRoger BoydKen BryantMichael D. ChambersRussell Chandler Jeffrey CheskoBrian CooperMark DelektoTony DendyKelley DoaneKathleen C. FreemanHugh K. Giggy

Christal JudahKris KriegerWilliam H. LambTroy L. LandryMichael J. MillerBrett C. PennockJohn G. PolenTeddy SarnoJames T. SturmTom TruemanJim WilsonYvonne L. Wilson

TEAM MEMBERS

Joseph L. ArmeliKristina AustlidCraig S. CampesiDavid A. EhlersRhys D. John, Jr.Jeffrey A. KaplanFrank L. Ketterman

Michael E. MichaudDavid A. MorettiMichael T. RowanRobert F. SmithStephen J. WallaceKimberly A. YeagerCurt Zielinski

TEAM MEMBERS

Al BorreroGreta A. Chapman Loretta L. Deane Karl D. DeansAnthony L. Delia IIISteven A. Duquette Paul D. GilleySamuel A. Guthrie Thomas G. Haser Jonathan L. HaywardGregory T. JohnsonKenneth S. Leiter

Thomas K. Littlefield Thaddeus S. MaddenWilhelmina H. Marsh Sharon R. McClendonKirk A. Michealson Charles G. MorrisonJohn C. Munson Robert Pryor Matthew T. PyburnHugh G. Story David K. StruckCarl M. Upson

TEAM MEMBERS

Thomas I. BargerVance L. BehrFelipe CamposWilliam R. CordwellTimothy J. DrummondIreena A. ErtezaPeter EsherickHuri FraleyCharles V. Jakowatz, Jr.

Craig R. JorgensenFrank L. LuceroDavid B. MarksRobert J. MartinezChristine C. MitchellDeclan A. RiebM. Victoria VivianDaniel E. WahlMial E. Warren

TEAM MEMBERS

Elizabeth A. Albery-Pullin

Karla T. CarsonDonald R. ChampagneJohn R. EvansJames L. KollenbergRisa C. LarsenSean M. Neely

Timothy J. O’MalleyYolanda L. PettifordAndrew R. RedmondPeter E. RinehartVincent W. SalernoMichael W. TackaberryJames R. YdeWilliam H. Youmans III

TEAM MEMBERS

Edward L. DyerRobert S. FeitlinWilliam L. FisherVincent L. Jarvie

Kevin J. JohnsonC. Michael WherryJames H. Wilson

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TEAM MEMBERS

Neil T. DavieJay J. DikeArne S. GullerudKenneth W. GwinnPatricia D. HoughMichael D. JewJohn S. KorellisJames R. Koteras

Kenneth L. LeeSangwook LeeMonica L. Martinez-

CanalesSam X. McFaddenJakob T. OstienJames R. Stewart

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STEVEN R. PIERACCITeam Representative

Airborne Laser Turret TeamLockheed Martin Space Systems Company

TEAMWORK

For successfully refurbishing the surrogate turret,installing and integrating flight electronics, the opticalpath, and a new flight ball, and functionally testingthe entire assembly and delivering it to Edwards AirForce Base over an intensive 8-month period, whichwas critical for achieving the return to flight mile-stone by the end of 2004.

TIMOTHY J. REARDONLockheed Martin Integrated Systems & Solutions

LEADERSHIP

For outstanding leadership managing a mission-criticalprogram for a classified program, resulting in 42-per-cent sales growth and an award fee average that hasimproved from 93 percent to 98 percent in just 2 years.

WILLIAM R. REEVELockheed Martin Space Systems Company

LEADERSHIP

For many years of leadership resolving the most challenging technical issues facing Gravity Probe-B,which NASA launched in 2004 to provide critical science to either confirm or dispute Einstein’s Theoryof Relativity.

THOMAS M. ROBERDSTeam Representative

F/A-22 Flight Ops Hangar Build TeamLockheed Martin Aeronautics CompanyLockheed Martin Corporate Headquarters

TEAMWORK

For designing and constructing a critical F/A-22Flight Ops Facility to meet production schedules andaircraft deliveries — an accomplishment that reducedaircraft preparation and program costs, improvedsafety, and met budget and schedule goals.

FRANK J. RUSSLockheed Martin Integrated Systems & Solutions

EXCEPTIONAL SERVICE

For coordinating a team made up of multiple partners,vendors, and Lockheed Martin companies to developa cohesive solution for the Integrated WirelessNetwork proposal. Due to his diligence, the team wasdown-selected for the follow-on phase of the competi-tion — a considerable leap from the initial “outsider”role at the beginning of the proposal effort.

PAUL T. SCEARCETeam Representative

Mobile User Objective System (MUOS) Capture TeamLockheed Martin Space Systems Company

TEAMWORK

For exceptional teamwork delivering a winningMobile User Objective System proposal for a satellitedesign that provides low-risk, cost-effective, next-gen-eration mobile communications.

LYNNE H. SCHLUTERTeam Representative

Certified Earned Value Management System(EVMS) TeamSandia National Laboratories

TEAMWORK

For developing a certified Earned Value ManagementSystem — the very first in the Department of Energycomplex —for line item construction projects that costmore than $20 million.

ARTHUR E. SHERIDANTeam Representative

Joint Strike Fighter Short Take-Off VerticalLanding (JSF STOVL) Weight Attack TeamLockheed Martin Aeronautics Company

TEAMWORK

For executing an intensive effort to re-establish anoperationally viable JSF STOVL configuration, identi-fying 2,600 pounds of weight savings and 600 poundsof thrust improvements.

JEFFREY S. SHOOKTeam Representative

Defense Systems – Hybrid TeamLockheed Martin Space Systems Company

TEAMWORK

For excellence in engineering, integration, development,and operations of a major National Asset developed byDefense Systems. The team’s superior performance hasresulted in a critical new National Asset achieving itsinitial operating capability for the U.S. Government — a continuation of two decades of 100-percent missionsuccess for the Defense Systems Program.

TEAM MEMBERS

Members of the entire Defense Systems – Hybrid Team

JOE J. SNELLTeam Representative

Global Combat Support Systems-Air ForceNetCentric Enterprise Services/Air Force PortalWorld Wide Rollout TeamLockheed Martin Integrated Systems & Solutions

TEAMWORK

For talent, teamwork, and personal sacrifice to deploythe largest Department of Defense NetCentricEnterprise Services capability serving 600,000 usersand 100 mission applications.

JEFFREY A. VANDEN BEUKELTeam Representative

Gravity Probe B TeamLockheed Martin Space Systems Company

TEAMWORK

For exceptional leadership designing, testing, process-ing, and launching Gravity Probe B, one of the mostchallenging science experiments ever conceived totest Einstein’s Theory of General Relativity.

BECKY B. WALLACELockheed Martin Missiles and Fire Control

LEADERSHIP

For demonstrated leadership that resulted in LockheedMartin winning the Compact Kinetic Energy Missileprogram competition, an important strategic win forthe company.

JONATHAN K. WITTERKnolls Atomic Power Laboratory

TECHNICAL EXCELLENCE

For exceptional leadership and technical accomplish-ment that led to the development of the Space PowerPlant for the Prometheus project.

TEAM MEMBERS

Alex AuyeungChristopher J. CirvesMichelle B. ClementeDaniel J. CorreiaMarc A. DeboniHoward P. DemroffJesse W. FisherAlbert GegaregianGulnara Ghorbanian Gregory J. HartMichael HartMark D. Hatch

Timothy R. HilbyRoger L. HoltzenChristopher LockettMichael B. LundManish MoradiaNha NguyenStephen R. PincusJeffrey S. SasaoMinh TranMichael K. WalshSteven R. WestNathan D. Youel

TEAM MEMBERS

Vernon K. AikenMichael R. BeauchampHarold H. CastonaDennis W. EdwardsCheryl V. Gurnell-PiersonH.J. HaynesJohn H. HickmanH.T. Kuykendall, Jr.Gary Lanning

J.A. Ledford, Jr.John H. Lukehart, Jr.Frank D. McMillanRobert D. NehrbossByron K. PeaceBill J. PerryCarl S. PlasketBarbara S. ReynoldsPhillip W. WamplerRonald O. Wikander

TEAM MEMBERS

Brian T. BanducciDana L. BaumgardnerJames F. BerkeAndrew R. DonovanThomas M. DowdRobert H. FrankievichDerek U. GerlachDonna S. HaroClare A. HelbergerGregory L. HoJohn J. JacobsonDavid V. Kennedy

Lawrence E. LaneMichael P. LubranoRichard N. MatsuokaRichard B. MlakerJeffrey W. PaylorSteven R. PetersonCarolina L. PiavisWayne R. PrigatanoMichael A. RapineCraig J. RentonJohn C. ThackerJames E. Tomczak

TEAM MEMBERS

Donald L. CookJenny S. DubbsSteven G. FattorJennifer K. Girand

Walter M. Heimer Jennifer A. MedinaHoward J. RoyerPaul H. Schlavin

TEAM MEMBERS

Derek J. AttawayVan C. BlakeJerry W. BrantleyRoy P. BullardSantiago A. BulnesLinda G. CarterMark A. CountsJohn W. DeemEric M. GullTimothy M. HazenJohn E. HoffschwelleW.C. Kennedy, Jr.Phillip E. Klendworth

Jerry P. LasterSusan K. LebeauJeffrey K. McConnellBernard A. OlsonPaul H. ParksDana C. PhelpsDavid C. RappDouglas S. SandersJeff SchweissRichard C. SimsChristopher D.

Thompson

TEAM MEMBERS

Michael J. ActonRandy L. AndrewsElizabeth A. BerghornSharon BestSteven E. ChodkowskiSteven R. CoxWilliam DelahantyKathleen EspositoVincent E. ForesterPatricia E. FulgieriRobert T. HammondSteve R. Kreidler

Mark C. LepkowskiEric Z. MaassKevin L. McCroanPaul D. McEneryMichael E. MerrittPaul E. MontagueJoseph A. OrsenSusan R. PickettLauren H. QuinnWilliam J. SchuhleLynn L. StruzinskyJohn Wunder

TEAM MEMBERS

Mark R. AndersonNorman R. BennettRichard A. CampbellSatyam V. DaveRaymon L. HowardBruce L. HoymanWilliam G. JacobsenRussell S. KatzLim O. MarSean P. McCullyJames R. Nix

Arthur T. PhillipsWilliam R. ReeveMichael T.SchermerhornRobert J. SchultzMichael W. SisleyDale D. StephensJoseph C. SurzynSamuel T. SwihartThomas J. WelshRichard A. Whelan

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Employees Pulling For USO Care Packages Lockheed Martin Maritime Systems & Sensors employees in Syracuse, N.Y., pull a 15-ton air field emergency vehicle across the runway at Hancock Field AirNational Guard Base to raise money for the Lockheed Martin Employees Care program, which provides USO Care Packages for U.S. troops abroad. EmployeesGary Stewart, Dawn O’Neill, Vincent Cook, Heath Foster, Larry Tucker, Eric Wiehenstroer, Bill Leiker, Brian Bodnar, Dan Martin and Paul Dehm pulled the fully-loaded fire truck 145 feet in 30 seconds. Last year, the “Pulling For Our Troops” team raised more than $1,300 for Care Packages; this year, the team has more than$2,000 in employee pledges to support the troops. Lockheed Martin employees can show their appreciation of U.S. troops with the donation of a USO Care Packagethrough the Lockheed Martin Employees Care program. Since partnering with the USO in February 2004 to establish the Employees Care program, employees haveraised more than $675,000. For each $25 donation, employees sponsor a Care Package containing items requested by soldiers, including prepaid worldwide phonecards, disposable cameras, CDs, playing cards, toiletries, and more. Employees can include a personal note for a service member and may contribute a Care Packageas a gift in the name of a family member or friend. Employees can make a donation at www.lockheedmartinemployeescare.com.

When Jay Hansen, equipment engineer-ing director at Maritime Systems &Sensors in Moorestown, N.J., picked upthe phone, he didn’t recognize the voiceon the other end: And with good reasonsince the man had been a Boy Scout inthe business-sponsored Explorer Postthat Hansen had led 24 years ago.

Once the man gave his name,Hansen immediately remembered thehigh school boy who was driven to pur-sue a lofty dream: “I wanna work forWalt Disney!” the boy had exclaimed.

“I saw in this boy a lot of poten-tial,” Hansen recalls. “He was deter-mined and bright – a real quick study.”Hansen says the youngster had designedand built a robotic parrot and wantedhelp to interface it to a computer and towrite the software to run it.

“We worked both at the ExplorerPost meetings and at his home to get hisrobot programmed and up and running,”Hansen says. “During many of our

working sessions we discussed careerpaths and the merits of skipping collegeto go right to work.”

Years later, Hansen read in aPhiladelphia newspaper that the youngman had sent a tape of the robot to theDisney Corporation and had subse-quently been hired. His “dream job”consisted of designing robots and con-troller consoles used in Disney themepark exhibits and productions.

Recently, the grateful man soughtout his childhood mentor. “This boyexpressed his gratitude to me manytimes over the course of our worktogether, which told me a lot about hischaracter. But to still value that relation-ship after all of this time is prettyremarkable,” Hansen acknowledges.

Hansen says this particular men-toring relationship may not be typical.“It wasn’t even identified as ‘mentoring’back then. It was just somebody seekingsomeone else’s guidance. There was no

formal program in place to pair peopleup,” Hansen explains. “Some of the bestmentoring relationships tend to just hap-pen, often resulting from an individualsearching for support from a person theyrespect and admire.”

Hansen is quick to add that men-toring should never be a one-way street.“I learn as much from people I mentoras they learn from me, sometimes more.For example, we can learn a lot fromtoday’s younger generation on the appli-cation of personal technology and whyit’s important for us to embrace these

technologies in the business. These freshperspectives can offer new approachesto solving problems and help keep usmoving forward,” Hansen says.

Reflecting on the “out-of-the-blue” phone call, Hansen admits he gotthe better end of the deal. “During thecall, the young man extended his grati-tude by offering to personally show myentire family around the park and gobehind the scenes to see his work.”

Just ask Hansen where he’s goingnext spring. “I’m going to DisneyWorld!” he’ll tell you. �

Dream JobMentoring relationship turns theme park fantasy into reality

The mentoring efforts of Lockheed Martin Maritime Systems & Sensors’ Jay Hansen

help a young man’s childhood dream come true.

“It wasn’t even identified as ‘mentoring’ back then.

It was just somebody seeking someone else’s guidance.

There was no formal program in place to pair people up.

Some of the best mentoring relationships tend to just

happen, often resulting from an individual searching

for support from a person they respect and admire.”

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Lights! Camera!Ethics!Employees can enter fourthannual Ethics Film Festival

The Office of Ethics and Business Conductinvites all Lockheed Martin employees to par-ticipate in the fourth annual Ethics FilmFestival, a contest in which employees can entertheir homemade videos on any ethics-relatedtopic. The deadline for entry is Feb. 17, 2006.

The Ethics Film Festival is an opportu-nity for employees to share their views onethics-related topics and to help promote ethicsin the workplace. The top three entries will berecognized at the annual Ethics Conference inSpring 2006. Details on the conference will beannounced at a later date. Videos will be judgedbased on creativity and relevance to ethics.

“The first three Ethics Film Festivalswere a great success,” said Maryanne Lavan,vice president of Ethics and Business Conduct.“Entries have been received from all businessareas, with the videos covering a wide range oftopics. We are hoping to have even more partic-ipation for the 2006 Ethics Film Festival.”

Videos must be produced on the employ-ees’ own time and using their own equipment.Lockheed Martin or customer facilities mustnot be used. Videos can be produced in any for-mat and should be two minutes or less in length(although longer entries will be accepted).Employees may submit more than one entry,and individual or team entries are acceptable.

“Many of the entries from prior yearswere team projects, with employees using thevideo production as a team-building opportu-nity,” said Brian Sears, director of EthicsAwareness. “Some employees recruited familyand friends to be actors in their videos, and hada lot of fun in the process.”

The top three entries will be announcedin March. Submit completed videos and entryform to:

Brian SearsLockheed Martin Corporation6801 Rockledge Drive MP211Bethesda, MD 20817

Contest rules, entry form, helpful hints for video

production, and prior entries can be found on the

Ethics Web site at http://ethics.corp.lmco.com/

ethics/filmfestival.html. For additional information,

e-mail Brian Sears at brian.p.sears@lmco.com.Employees are invited to participate in the fourth annual Ethics Film Festival, a contest in which employees can enter

their homemade videos on any ethics-related topic.

Fleet Ballistic Missile Program Celebrates50th Anniversary And Twice As ManySuccessful Consecutive Launches

This year marked half a century of Lockheed Martin support to the Fleet Ballistic Missile(FBM) program, as the U.S. Navy’s Strategic Systems Programs (SSP) organization cele-brated its 50th anniversary. The SSP organization is responsible for the strategic weaponssystem aboard the FBM submarines that patrol the world’s international waters to protect theU.S. and its allies. Since the program’s inception, the FBM team has produced six genera-tions, each more capable than its predecessor: the Polaris (A1), Polaris (A2), Polaris (A3),Poseidon (C3), Trident I (C4) and the Trident II (D5) missile. First deployed in 1990 andscheduled for operational deployment until 2042, today’s Trident II D5 now is aboard 12 ofan eventual 14 Trident II-configured Ohio-class submarines. The D5 has achieved a recordof 100 percent success in 110 test launches since 1989. In the photo, Polaris is shown duringits historic underwater launching in 1960. It was the first time a submarine had ever fired aballistic missile while submerged. The missile was fired fromthe USS George Washington off Cape Canaveral. The bottomphoto shows a cake-cutting ceremony celebrating the anniver-sary. From left are Kelley Nee, newest member of the SSPorganization; RADM Bob Wertheim, USN (Ret.); RADM JohnShipway, USN (Ret.); Commodore Ian Corder,Royal Navy,Chief Strategic Systems Executive; RADM Charles Young,USN, Director, SSP; VADM George (Pete) Nanos, USN (Ret.);RADM Dennis Dwyer, USN (Ret.); VADM Ken Malley, USN(Ret.); and RADM John Mitchell, USN (Ret.). All of the retiredADMs in the photo are former directors of the Navy SSP. Seemore on Fleet Ballistic Missile in the November/December edi-tion of the corporate news video LM1.

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It has been several years since severalwidely publicized ethics scandalstouched the defense industry. In light ofthese ethical lapses, Lockheed MartinToday asked Eleanor Spector, vicepresident of Contracts, her perspectiveon the current government contractingenvironment and how it affectsLockheed Martin.

Spector leads over 900 highlyskilled contracts professionals whopossess extensive functional and pro-gram knowledge and play a strategicrole in the success of the Corporation.

One of their primary missions is todevelop creative contracting strategiesthat contribute to improved financialperformance, including structuring contracts to improve Return on InvestedCapital while enabling customer satis-faction and mission success.

“We seek to reduce risk andimprove margins and cash flowthroughout the contract life cycle fromdraft solicitation to contract closeout,”said Spector. “A strong and healthydefense industry benefits our sharehold-ers and our customers. At the heart ofour mission are well written contractsthat equitably balance risk between ourcustomers and Lockheed Martin.”

LM Today: What do you view as themost challenging aspect of your job?Spector: The contracts profession isdynamic. The playing field is changingconstantly. We strive to provide bestvalue to the customer while ensuring fairreturns and an appropriate allocation ofrisk. Obtaining consensus on contracting

strategies for proposals can be difficultbecause the stakes are high. My con-tracts professionals seek to identify allthe significant risks and develop mitiga-tion strategies. Proposal reviews arechallenging given our global customerbase and the complexity of the issues.

LM Today: There have been severalhigh-profile ethical lapses in the lastfew years involving defense contrac-tors. What is your perspective on theethical climate within the defenseindustry?Spector: The actions of a few indi-viduals can tarnish the reputation of acompany or entire industry. U.S.defense contractors are held to thehighest ethical standards in the world.Lockheed Martin maintains an extraor-dinarily strong ethical climate. Themessage to be honest and above-boardis frequent and consistent. I was awareof very few ethical lapses when Iworked for the government. In myalmost six years at Lockheed Martin, Ihave found the ethical climate to be asstrong or stronger than it was in gov-ernment. Ethics training is frequent atLockheed Martin and managementdemands ethical behavior in everythingwe do. I am proud of the high standardof ethical behavior that is nurtured andmaintained at Lockheed Martin.

LM Today: What can you shareabout our customer’s perspective onthese issues?Spector: American citizens and theU.S. Government demand the highestethical behavior from civil servants

and the defense industry. No onewants to do business with an unethicalcontractor. The Federal AcquisitionRegulation mandates that a contractormust have a satisfactory record ofintegrity and business ethics in orderto be awarded a contract. I believe ourcustomers consider Lockheed Martinto be a highly ethical contractor. OurCorporation's future depends on main-taining that reputation.

LM Today: Do you anticipate addi-tional government oversight ofdefense contracting? If so, how doyou think this will manifest itself?Spector: Individuals in the recenthigh-profile cases were punished underexisting laws. The current post-govern-ment employment and other ethicsregulations are comprehensive. I do notbelieve additional regulation or legisla-tion is needed to govern ethical behaviorin government contracting. I considerLockheed Martin to be at low risk evenif there is additional oversight becauseof the transparency and honesty of allour dealings.

LM Today: What are the highestrisk areas (from an ethics stand-point) facing a defense contractor?Spector: Perhaps the most obviousrisk is the size of the workforce. It isdifficult to be certain that every

employee is doing the right thing allthe time, no matter how high the ethi-cal standards or how much training isprovided. A single incident can have asignificant impact on a defense con-tractor. There are also unique ethicsrules that apply to defense contractorsthat may not apply to other compa-nies, such as:• Offering jobs to government

employees• Use of other contractors’ proprietary

information• U.S. Foreign Corrupt Practices Act

(generally does not apply to foreigncompanies in other countries)

• Protection of Source SelectionInformation

• Prohibition against claiming pay-ment for unallowable costs

As the largest defense contractor,Lockheed Martin must be continuouslyvigilant to ensure that an ethical envi-ronment is maintained.

LM Today: What are some of theethical gray areas that employeesface during the government con-tracting lifecycle, and how shouldemployees address these issues?Spector: The government contractinglifecycle includes various phases:identifying an opportunity, preparingand submitting a proposal, awardingand executing a contract, and then per-forming in accordance with contractspecifications. Anywhere in thisprocess an employee may face an ethical challenge.

For example, in today’s e-mailenvironment, sensitive or proprietaryinformation – ours and our competitors’– may end up in the wrong place.Employees need to notify the properauthorities within the company in suchsituations. As a government contractor,we need to avoid even the perception ofimpropriety in our day-to-day activities.

If faced with an ethical gray area,an employee should first talk to his orher supervisor or manager. Often, peo-ple closest to the situation can resolveissues. However, if that is not anoption, the issue should be reported tothe local Ethics officer, or for govern-ment contracting issues, the local LegalDepartment. For other issues, employ-ees also can contact their HumanResources representative or call theEthics HelpLine at 800-LM-ETHICS. �

Lockheed Martin Corporation, Volume 11, Number 10Published for employees by Lockheed Martin Corporate Communications. Lockheed Martin Today archives

are available on the Lockheed Martin Intranet at http://pageone.global.lmco.com/pageone/. The award-

winning Lockheed Martin Today is printed on recycled paper using soy-based inks and is recyclable. For per-

mission to reprint or excerpt material, contact mona.coan@lmco.com.

To subscribe, change your mailing address or obtain additional copies of this publication,e-mail your request to: today@lmdistribute.com.

Corporate Communications

Dennis Boxx, senior vice president, Corporate Communications

Editorial Board

Mona Coan, Lockheed Martin Today editor and senior manager, Corporate Communications

Ginny Vasan, vice president, Executive and Internal Communications

Dave Waller, director, Human Resources Communications

Design/Art Direction

Concept Foundry

Contributors

Chip Eschenfelder, Jan Gottfredsen, Sheri Grone, Jeff Richmond, Brian Sears, Melissa Walton

Special Reporter

Rick Sauder

Photography/Art

David Sarnoff Library, Bo Edwards, Purdue University School of Aeronautics and Astronautics

Lockheed Martin Today may contain forward-looking statements relating to projected future financial performance that are consid-

ered forward-looking statements under the federal securities laws. These statements are not guarantees of the Corporation's future

performance as actual results may vary depending on a multitude of factors. Investors should review the Corporation’s filings

regarding risks and uncertainties associated with Lockheed Martin’s business. Refer to the Corporation’s SEC filings, including the

“Management’s Discussion and Analysis of Results of Operations and Financial Condition,” “Risk Factors and Forward Looking

Statements” and “Legal Proceedings” sections of the Corporation’s 2004 annual report on Form 10-K and 2005 quarterly reports on

Form 10-Q, copies of which may be obtained at the Corporation’s Web site at www.lockheedmartin.com or the SEC’s site at

www.sec.gov. The Corporation expressly disclaims a duty to provide updates to forward-looking statements, and the estimates and

assumptions associated with them, after the date of this Lockheed Martin Today to reflect the occurrence of subsequent events,

changed circumstances or changes in the Corporation's expectations. In addition, some or all of the following factors could affect

the Corporation's forward-looking statements: the ability to obtain or the timing of obtaining future government awards; the availabil-

ity of government funding and customer requirements both domestically and internationally; changes in government or customer pri-

orities due to program reviews or revisions to strategic objectives; difficulties in developing and producing operationally advanced

technology systems; the competitive environment; economic, business and political conditions domestically and internationally; pro-

gram performance; the timing and customer acceptance of product deliveries; performance issues with key suppliers and subcon-

tractors; and the Corporation's ability to achieve or realize savings for its customers or itself through its cost-cutting program and

other financial management programs. These are only some of the numerous factors that may affect the forward-looking statements

contained in Lockheed Martin Today.

Ethical AgreementCorporation’s vice president of Contracts offers views on today’s contracting environment

Holiday Gift ReminderAt this holiday time of year, the office of Ethics & Business Conductreceives numerous queries from employees on guidelines pertaining to giftgiving and receiving.

In accordance with the Corporation's policies and procedures, here area few reminders:• Employees may accept unsolicited meals, refreshments, entertainment

and other business courtesies on an occasional basis, provided:— The acceptance will foster goodwill and successful business

relations;— The courtesies are not lavish or extravagant under the circum-

stances;— The courtesies are not frequent or reflect a pattern from the same

entities or persons; and— The employee accepting the courtesies would feel comfortable

discussing the courtesies with his or her manager or coworker, orhaving the courtesies known by the public.

• Employees may not accept compensation, honoraria, funds or monetaryinstruments in any form or amount

• Employees may not accept any tangible gift that has a market value of$100 or more from any entity or person that does or seeks to do businesswith Lockheed Martin

• Employees who procure goods or services or are involved in the pro-curement process may not accept gifts from suppliers or vendors, exceptadvertising or promotional items of nominal value such as a pen, keychain, water bottle or similar items displaying a company’s logo. �

For answers to frequently asked questions, see the Lockheed Martin Todayarticle “Strictly Business” at http://pageone.global.lmco.com/pageone/

LMToday/article.cfm?LM_article_id=66. For more information, refer to

Corporate Policy Statement: CPS-008: Gifts, Gratuities, and Other Business

Courtesies at http://policy.global.lmco.com/p3/lockmart/cps/structure/index.cfm

or consult your local Ethics officer or company Legal counsel.

Eleanor Spector, vice president of Contracts

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