Raytheon is committed to an inclusive culture that fully engages all employees and stakeholders to deliver superior business performance, where:

The Importance of an Inclusive Culture
Raytheon has facilities, businesses and customers in nearly every corner of the globe. Every day, members of our team interact with people from a diverse range of backgrounds. For this reason, diversity of talent and thought is the cornerstone of our ability to provide solutions to the global market. Our people are our greatest resource. Ultimately, if we are to achieve and sustain business success, our organization and our people must reflect the world in which we live.

Today, diversity and inclusion are more than just a competitive advantage — they’re a competitive imperative. The next steps in our companywide journey to inclusiveness will be critical. We will focus on talent retention, talent acquisition, internal diversity education and leveraging strategic goals that bring us closer to achieving a culture of inclusiveness.

A Matter of the Heart
Raytheon’s focus on customer success, growth and shareholder value would not be possible without talented people across the entire company. To retain and attract the best talent, it is essential that we continue our journey of inclusiveness. Nevertheless, we can’t all walk around with a 1,000-page book detailing how to get inclusiveness right — it simply isn’t realistic. Achieving inclusiveness therefore needs to be natural and intuitive, a matter not just of the head, but also the heart.

Integrating Diversity Promotes Inclusion
Raytheon’s 2005 Rdiversity Summit was designed to illustrate the power of an inclusive culture, enhance internal support for diversity and help participants become agents of change. The summit represented a significant turning point for the company. Designed as an engine to drive this transformation, the event took on new challenges and illustrated the power of active, inclusive engagement. To accomplish this, the company took the following steps:

INTEGRATED — Combined the Women’s Forum and Diversity Forum into one annual event under the common theme of inclusion.

VALIDATED — Through the use of interactive theater, brought to life how we integrate diversity into the fabric of our company to provide a more inclusive and more effective work environment.

EDUCATED — Prepared participants and supported their work as diversity change agents to help Raytheon realize the ultimate goal: “For all to see, own and deliver the vision of diversity and inclusion and Raytheon’s success.”

Hayward Bell, chief diversity officer, speaking at the 2005 Rdiversity Summit.

Successes to Date
We are pleased to have received recognition for our diversity efforts thus far. Individually, Bill Swanson, Raytheon Chairman and Chief Executive Officer, and Louise Francesconi, Raytheon vice president and president of the company’s Missile Systems business, were among those honored for their contributions to diversity in 2005. Bill Swanson was recognized at the Black Engineer of the Year Awards for his outstanding leadership and personal support in developing a strong culture of diversity within Raytheon, and Louise Francesconi received a Lifetime Achievement Award from the Women in Aerospace organization.

On the companywide level, Raytheon was awarded a perfect score by the Human Rights Campaign Foundation for its policies affecting gay, lesbian, bisexual and transgender employees, making it the first defense contractor to be so recognized by the foundation. The company also received two Nunn-Perry Awards for our work with small, disadvantaged businesses.

Improving Our Workforce Diversity
Raytheon is committed to building an inclusive culture at the workplace. We continue to strive to build a culture around recognizing, respecting and accepting individual differences. We must retain, attract and develop world-class people to be successful in our companywide journey to inclusiveness. This must be apparent from the leadership to every individual contributor.