Wednesday, April 15, 2009

A Foundation of Diversity

Back again everyone! Today’s entry will be my final one as I have covered practically all of the general areas of public relations for Raytheon. Since originally today’s blog was supposed to be about “Corporate Crisis,” at the moment Raytheon is not experiencing any crises within the company right now. So instead I decided to talk about Raytheon’s approach on building a foundation of diversity throughout the company as well as discuss their non-discrimination policy.

To begin with, Raytheon has what’s called a “diversity wheel.” They work to achieve an inclusive culture through a variety of different subjects such as gender, race, religion, language etc... Both inside and outside of the company, Raytheon continues to seek, embrace and promote diversity as a core company value. Well…here is no surprise, Raytheon continues to promote its company’s positive image and here’s another reason to add to the long reputable list that gives the company its good name, by promoting diversity amongst its employees and clients. Plus, to fulfill Raytheon’s goal of customer success, the more diverse the environment is, the more creative the working atmosphere will be and the more energized and productive the company will be. John Harris, the vice-president of Contracts and Supply Chain and a member of the Executive Diversity Leadership Team, comments about this by stating, “We recognize that in order to be an organization where customer success is our mission, we must transform ourselves to a company that relies on answers from the many, to questions and challenges that our customer present us with. We must be an organization that is based on the key values of passion, diversity and thought, and a safe and supportive environment where everyone understands that they can, and will, be a part of the solution.” Finally, Raytheon has a policy within their company that refrains from discrimination. The policy of the company clearly states that recruiting, hiring, training and promoting for all job classifications will have no regard to race, religion, gender etc… and that they base all employment opportunities upon the individual’s qualifications and ability to perform the work that is assigned to them.

Well, that about wraps up our journey around the world of Raytheon. They are a company that not only specializes in defense mechanisms, but also contributes to the community. They provide educational and fun exhibits for families at theme parks and notable attractions. And, they are a corporation who promotes diversity both in and out of the company, and they care for they employees and shareholders. If you ever want to find more information about the company as well as topics I did not touch upon, check out the website at http://www.raytheon.com/. Thanks for staying updated on my posts and remember that Raytheon is a generous company that heavily depends on customer satisfaction.











John Harris

Sunday, April 5, 2009

Investor Relations


So after giving all you viewers the overall synopsis on Raytheon’s “Community Relations” program, today topic will focus on “Investor Relations” at Raytheon.

As I was looking through the 2007 annual report (2008 should be up soon), I noticed that in the 104 page report that they posted on their corporate website, the beginning of the report was more of a slick marketing piece making it easy for anyone to read but once it got into the budget, revenue reports, its annual SEC 10-K filings etc… it got too economical on me and therefore I had a little bit of a difficult time understanding how they manage their money. The goal of Raytheon’s annual report was focusing on key strategic pursuits, Technology and Mission Assurance to protect and grow their position in their four core defense markets: Sensing, Effects, C3I (Command, Control, Communications and Intelligence) and Mission Support. Also, to leverage their domain knowledge in these core defense markets, as well as in Mission Systems Integration, Homeland Security and Information Assurance/Information Operations. Finally, to expand their international business by increasing defense sales, seeking adjacent opportunities and be a customer focused company based on performance, relationships and solutions.

In the latest letter to the shareholders in the 2007 annual report, the messages that CEO William Swanson sends to his shareholders are that they increased sales by 8% as well as operating income by 20%. Also, a number of new technologies were created including the “see-through-wall” which is a mechanism that provides soldiers with situational awareness inside a building. Finally, Swanson stresses the fact at the end that customer satisfaction is their number one mission and he wants his company “to be the most admired defense and aerospace systems supplier through world-class people and technology.” Here, I feel that based on Swanson’s believable facts and his glowing and positive view on the company, investors will have more faith in their shares in Raytheon because it seems as though they have had nothing but success in the past up all the way through today. Lastly, as I began to read the company’s latest news release on its earnings (January, 2009), I simply just stopped reading after the first few pages because of the technical language used that I could not understand. However, CEO Swanson stated in the release, “Raytheon had a successful 2008 with strong bookings, a record backlog and solid growth in sales and operating income, Our advanced technologies, program performance and diverse portfolio of products and services are uniquely suited to meet customer requirements and position us well for the future.” This statement said by Swanson is well-written, believable and absolutely creditable. It shows his sincerity to the company and plus it instills confidence within its investors.

So, I hope my explanation of Raytheon’s “Investor Relations” gives everyone a better idea on how the company earns and manages their money and what shareholders and investors are looking for within a company. Unfortunately, my next week’s entry will be my last and it will focus on “Corporate Crisis” and how the PR people at Raytheon handle this kind of situations. Sayonara!




Raytheon's Leadership Team