Raytheon 2005 Annual Report Download - page 5

engage these young students, but their response has
been both rewarding and promising. To see a young
student’s face light up when he or she finally understands
the linkage between the latest video game and mechanical,
electrical or software engineering — it is a great feeling
and an investment in our country’s future.
Integrity
Raytheon has a long-established ethics program, and
our Ethics and Compliance Office is highly respected
among its peers. We engage all of our employees and
the Board of Directors in ethics learning, and we have
vehicles in place to enable employees not only to report
concerns — anonymously if they wish — but to seek
advice before they make difficult decisions. We are now
taking our program to the next level — to move from
ethics “training” to ethics “education,” from developing
a skill in a course to creating an ongoing commitment
to understanding the issues and preserving an open
culture of communication and respect. We see ethics
awareness as a continuous process that must involve
every employee.
Your Company
In our most recent company-wide employee survey,
we exceeded normative rankings in 13 of 16 categories
for which we benchmark externally. In other words,
Raytheon’s employees are saying they feel good about
the company — and you can count me among them.
We believe that we are on the right path to customer
success and shareholder value — and we appreciate
your confidence in us as we continue this journey.
A proud member of the Raytheon team,
William H. Swanson
Chairman and Chief Executive Officer
March 2006
We believe strongly that our inclusive culture is a key
differentiator in today’s competitive talent landscape.
Our employees and potential employees have a choice,
and we want them to choose Raytheon.
We also need to successfully reach across the generations
in our workplace to leverage differences for success.
Many of our men and women in uniform are of the
same generation that is now just entering the workforce.
New generations in our company will increasingly be
developing solutions for their generational peers in the
field. Whether one is a “Boomer”,“Gen X”or “Gen Y”/
“Millennial” employee, we have created an inclusive
culture that values and respects different opinions —
indeed, a culture that seeks them out in order to best
analyze a problem or create a solution for our customers.
As a result, we have created an energized environment
that embraces change for the opportunities — not the
challenges — it provides.
Our talent discussions go well beyond the challenges of
today; we also need to be sure the pipeline of future
engineering talent is strong. We believe that U.S. industry
faces a tough challenge in this area and we are trying to
help. We have taken a leadership position with the
Business-Higher Education Forum’s Science, Technology,
Engineering and Mathematics (STEM) Initiative —
and are proud of our efforts in this area and of our
diversity recruiting efforts on campuses.
In 2005, we launched a new community outreach
program called MathMovesUto encourage 6th- to
8th-graders to get excited about math and its potential.
We want to connect young minds to the possibility of
an exciting and successful career path — one that can
match this generation’s specific interest in technology
with a career in engineering, research, programming
and science. We have only just begun our efforts to
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