Boeing

Global Engagement Summary

For 100 years, Boeing has been innovating to meet the needs of an ever-changing, fast-paced, worldwide environment. Our understanding of how to best connect and support people, businesses and communities allows us to operate and create value in, and for, almost every region of the world.

 

Creating shared value is what we do every day. We welcome you to experience Boeing.

empower

Building a stronger future for every generation of leaders — in our company, our industries and around the globe.

Learn more: Corporate Citizenship Report, Vision, Community Engagement, Diversity, Military and Veterans, Education

FEATURE STORIES

Winds of Change

For 34 years, Marlene Nelson always welcomed the journey.

At Boeing she had a diverse career: designing, building, selling, marketing, teaching, flying the finished product and improving the safety of Boeing airplanes.

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“If I could rewrite my career, it wouldn’t be any different,” Nelson said. “I like to think my time there changed Boeing a little, especially when I see more women in leadership roles now.”

“When I came to Boeing, I really wanted to get the big picture,” said Nelson.

She is a pioneer employee. A design engineer beginning in 1974, she helped create a bracket that held landing-gear hoses on the 747. She was involved in a trade study that considered the use of fly-by-wire spoilers for the 767.

She next spent a decade in flight training.  In 1986, Nelson became one of Boeing’s original women test pilots, logging 1,200 hours of 737 and 757 flight time over two years. Nelson helped launch the 747-400 Freighter.

Marlene Nelson

Marlene Nelson was chief project engineer, factory manager, test pilot and director of safety, among many roles she held at Boeing.

In the 1990s Nelson was recruited to lead flight operations engineering and two years later was named director of marketing. Three years later she became 747 chief project engineer. Nelson’s final Boeing position was director of Aviation Safety.

“If I could rewrite my career, it wouldn’t be any different,” Nelson said. “I like to think my time there changed Boeing a little, especially when I see more women in leadership roles now.”

Teaming up and taking off to take down cancer

Boeing, American Cancer Society partnership raises funds for research, education programs, advocacy efforts and patient services across the U.S.

In the spring of 2017, Boeing employees participated in an employee drive in support of the American Cancer Society.

Collectively, employees raised more than half a million dollars as part of the drive, money that will be used to fund cancer prevention research, education programs, advocacy efforts and patient services throughout the United States.

“A cancer diagnosis is one of the most feared medical diagnoses and unfortunately hits close to home for so many of us,” said Tim Keating, senior vice president of Government Operations. “I am so proud of our Boeing teammates and the overwhelming outpouring of support from sites across the country.

"We worked together as ‘One Boeing’ to accomplish a very lofty goal," Keating added, "and now our collective contributions have the ability to help improve the lives millions of cancer patients and survivors who continue to struggle with this terrible disease.”

Employees from Boeing Long Bridge gather in support  of the Boeing-ACS employee drive.

Employees from Boeing Long Bridge gather in support of the Boeing-ACS employee drive. Along with taking part in volunteer activities, employees helped raise more than half a million dollars to fund cancer prevention research, education programs, advocacy efforts and patient services. Click to view larger.

Getting to Mars

It's quite possible the first human to visit Mars could be learning the basics of reading, writing and arithmetic this very moment.

Looking toward to the next 100 years, Boeing supports and partners with thought-leading organizations such as Above and Beyond, FIRST, Iridescent, MIND Institute, Ounce of Prevention Fund, PBS Learning Media and Teaching Channel, to ignite their interest in science, technology and engineering.  Nearly 20,000 students and families have utilized the resources at various events worldwide.

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“Boeing’s commitment and partnership has helped us build a strategy for continued growth,” CEO, Iridescent

“Boeing’s commitment and partnership has helped us build a strategy for continued growth—this level of high-impact collaboration from a corporate philanthropy is really rate,” said Tara Chklovski, founder and CEO, Iridescent, “We were able to train more than 125 parents and educators to reach nearly 1000 students and families in-person and online.”

Boeing, along with select partners, co-created a set of free, downloadable educational resources that will be available into 2017.  By better supporting teachers and parents with the tools they need for problem-based learning and design thinking in the classroom, it is our hope that we will better prepare students to innovate for the future.

engineer teaching young students

A Boeing Engineer helps young students with engineering challenges to inspire skills development.

Enduring Commitment to Veterans

A key tenet of our workforce strategy is recognizing the unique value that service members, veterans and military families bring to their communities and jobs as a result of their service and sacrifice.

Their demonstrated leadership, integrity and collaborative approach helps us create value for our customers. Since 2011, Boeing has hired and trained more than 7,800 military veterans, which is one-third of total number of military veteran employees and 15 percent of our current workforce.

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Since 2011, Boeing hired and trained more than 7,000 military veterans..

In addition the company supports an estimated 800 events or organizations devoted to former serviceman each year, including an ongoing, 75-year relationship with the USO. More recently we have partnered with the National Park Service to increase opportunities for post 9/11 veterans and in 2016 we became a founding member of Joining Forces, a program led by the White House that provides veterans and their spouses with job, education and wellness resources.

“Boeing’s unwavering support of USO-Metro has empowered us to provide valuable services to hundreds of thousands of service members, their families, the wounded, ill and injured and their caregivers,” said Elaine Rogers, president and CEO, USO of Metro Washington—Baltimore.

Traci Fuller, military member

Boeing’s Traci Fuller (left) works with active and former military services members to discuss resources, opportunities and challenges they face in transition to the civilian sector.

SNAPSHOTS

Through a grant to The Mission Continues, Boeing supports 90 fellowships for veterans returning to civilian life that will establish them as future service leaders. Boeing also maintains 12 nationwide chapters of BEVA.

Having a focus on inclusion, communities, business partners, better lives for Veterans and educating the next generation of engineers and problem-solvers is critical to advancing society as well as the field of aerospace.

Working with South African Airways (SAA), Boeing is turning “energy tobacco” into sustainable aviation biofuel with farmers in South Africa’s Limpopo province who are harvesting a crop of nicotine-free, energy-rich tobacco plant. 

Boeing has supported nearly 1,500 FIRST teams with grants and employee mentors since 2008. In 2016 alone, more than 500 Boeing employees mentored more than 10,000 students across 22 states. Watch Video

partner

Boeing's global network of employees and suppliers provides unparalleled opportunities to meet the needs of our industry, customers and communities.

Learn more: Boeing International, Education, Government Operations, Suppliers

FEATURE STORIES

Boeing Proves Big in China

China Eastern Airlines celebrated the delivery of the 1,000th Boeing airplane to China, one of the world's most dynamic markets for commercial airplanes.

With more than 1.3 billion people, China has one of the fastest-growing economies and an expanding middle class looking to travel. To meet that need, Boeing forecasts China will need 6,020 new airplanes over the next two decades, accounting for 17 percent of worldwide demand for new airplanes, totaling a staggering $870 billion.

"We're pleased to be part of this historic delivery for Boeing and China," said Tang Bing, vice president of China Eastern Airlines. "We look forward to working with Boeing to leverage the reliability, comfort, economics and good environmental performance of Boeing airplanes and bring more value to our customers."

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China is a significant partner with Boeing in many areas — and the relationship is growing.

Chinese suppliers contribute parts and components to every current commercial airplane model we make, including the 737, 747, 767, 777 and 787. Today, more than 8,000 of our airplanes operating throughout the world use major parts and assemblies from China.

Boeing delivers it’s 1,000th Boeing airplane to China

Boeing delivers its 1,000th Boeing airplane to China.

Duwamish Cleanup

Over the last three years, Boeing completed a comprehensive cleanup of the waterway next to Plant 2 on the Lower Duwamish Waterway.

From divers to dredge equipment, this effort involved removing 265,000 cubic yards of sediment from the waterway and shoreline and replenishing the waterway bed with clean sand.

“Boeing really listened to what the community wanted and actually implemented a more stringent cleanup than possibly could have been required,” said Bill Pease, a resident of the nearby South Park community. “We’re pretty excited that the cleanup was done with a lot of care and with a lot of integrity.”

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“We did this cleanup and restored habitat because we knew we could make a difference in the waterway and community,” said Steve Tochko, Boeing remediation manager.

Duwamish Waterway

Restoration in progress on the Lower Duwamish Waterway near Seattle, Wash.

Demolition of the old B-17 facility freed up the space needed to restore 1-mile (1.6 kilometers) of shoreline—the largest habitat restoration project in the Duwamish. The team carved out intertidal wetlands and brought in piles of woody debris and 170,000 native plants to provide food and refuge for fish and wildlife, improving Puget Sound salmon runs.

“We did this cleanup and restored habitat because we knew we could make a difference in the waterway and community,” said Steve Tochko, Boeing remediation manager.

Teaming in Brazil to Develop Aerospace Technologies

The new Boeing Research & Technology–Brazil (BR&T-Brazil) center is focused on sustainable aviation biofuel development, advanced air traffic management, remote sensing, advanced metals and bio-materials, and support and services technologies.

The center is located in the São José dos Campos Technology Park.

“As part of Boeing’s long-term commitment to Brazil, Boeing Research & Technology–Brazil will focus on collaborative R&D that will benefit Brazilian companies and the people of Brazil, while supporting Boeing’s technology development goals,” Donna Hrinak, president of Boeing Brazil and Boeing Latin America.

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The new facility is Boeing’s sixth advanced research center outside of the United States, joining centers in Europe, Australia, India, China and Russia.

The center’s staff will initially conduct and coordinate ongoing projects with the Federal University of Minas Gerais (UFMG) and University of São Paulo (USP), companies such as Embraer and Brazil’s Department of Aerospace Science and Technology (DCTA) and National Institute for Space Research (INPE).

GOL, a Brazilian airline

The joint biofuels research effort in Brazil announced by Boeing and Embraer also will include further work with GOL, a Brazilian airline.

Winning FIRST experience inspires engineers to inspire students

Every year, starting in January, FIRST Robotics teams are presented with a new game challenge.

Under strict rules, limited resources, and an intense six-week time limit, teams of 20 or more students are required to raise funds, design a team "brand," hone teamwork skills, and build and program industrial-size robots to play a difficult field game against like-minded competitors. It’s as close to real-world engineering as a student can get.

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Mentoring for this program is such a great opportunity to make a difference in the lives of the future generations of scientists, engineers. It is great to see where they start and where they eventually go.

“I learned so much throughout the mentoring process,” said Boeing employee and FIRST mentor, Jonathan Muckey. “Mentoring for this program is such a great opportunity to make a difference in the lives of the future generations of scientists, engineers. It is great to see where they start and where they eventually go.”

Each FIRST robotics team is supported by a group of volunteer mentors like Muckey, who help guide the students and bring engineering concepts to life. In 2016, over 500 Boeing employees mentored more than 10,000 students in FIRST teams.

FIRST Team 330 – The Beach Bots – is a Hermosa Beach, California based robotics team supported by a group of Boeing mentors and funded through a series of Boeing grants that help cover the cost of the team's registration fee and part kits.

FIRST Team 330 – The Beach Bots – is a Hermosa Beach, California based robotics team supported by a group of Boeing mentors and funded through a series of Boeing grants that help cover the cost of the team's registration fee and part kits.

“As a Boeing employee and FIRST mentor, I can attest to the impact this program has on young people,” said Muckey. “The FIRST robotics program teaches students the important lessons of leadership, teamwork and innovation – attributes that will help them both in competition and in their future careers.”

SNAPSHOTS

In 2016, Boeing honored 16 suppliers who focus on quality, delivery, support and affordability.

In June 2015, Boeing opened a new, 80,000-square-foot (7,400-square-meter) research and technology center in Alabama devoted to the creation and development of analytics and simulation technologies. 

Through a partnership between Boeing and the University of Sheffield in the United Kingdom, more than 250 advanced apprentices a year will receive training while delivering real-world industry solutions at the Advanced Manufacturing Research Centre.

Around the world, Boeing is developing partnerships that benefit its customers and business partners as well as local economies. Watch Video

innovate

Boeing is innovating by delivering advanced technologies and constantly re-examining our capabilities and processes to ensure that our company is as strong and vital as our heritage.

Learn more: Environment Report, Beyond Earth, History, Build Something Better

FEATURE STORIES

World’s First All-Electric Propulsion Satellite Begins Operations

The ABS-3A, a 702SP (small platform) satellite, built by Boeing for Bermuda-based ABS, is now operational, expanding ABS’ communications services in the Americas, Europe, the Middle East and Africa.

“The operational ABS-3A satellite and ABS-2A, launching in 2016, will further strengthen and solidify our global expansion and offer flexible capacity to our growing fleet,” said Tom Choi, CEO of ABS. “We believe Boeing’s innovative portfolio can help us to affordably grow now and in the future.”

The ABS-3A spacecraft was the world’s first all-electric propulsion satellite to be built and launched – part of a stacked pair launched last year with a 702SP satellite built for Eutelsat, based in Paris. The spacecraft’s all-electric xenon-ion propulsion system contains a sufficient quantity of the inert, non-hazardous element xenon to extend the satellite’s operations beyond the expected spacecraft design life of 15 years.

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“We believe Boeing’s innovative portfolio can help us to affordably grow now and in the future.”

Boeing is under contract to build a second 702SP satellite for ABS, designated ABS-2A, which will be delivered and launched this year.

702SP satellites stacked in factory

Two 702SP satellites are shown stacked in the Boeing factory.

Built to the MAX

Saying that the "airplane just felt right," 737 MAX Chief Pilot Ed Wilson declared the first flight of Boeing's new single-aisle airplane "a success" shortly after it touched down at Boeing Field after its first successful test flight.

"The 737 MAX just felt right in flight, giving us confidence that this airplane will meet our customers' expectations," Wilson said.

Several hundred mechanics mastered skills required to build Boeing’s most advanced single-aisle airplane, which promises a 14 percent fuel savings compared to today’s Next-Generation 737. This improvement will come from the new LEAP-1B engine supplied by CFM International.  Additional savings come from aerodynamic changes such as aft body reshaping, use of Advanced Technology winglets and new systems to support those changes.

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“The 737 MAX just felt right in flight, giving us confidence that this airplane will meet our customers' expectations.”

737 Max with crowd

The 737 MAX 8 debuts to employees in early December.

The MAX represents the culmination of more than four years of design and engineering—as well as the immense transformation of the Renton site that makes possible not only the seamless assembly of a new jetliner but the uninterrupted production in the same factory of 42 737s every month.  The superior fuel efficiency of the 737 MAX reduces carbon emissions and it has a 40 percent smaller noise footprint than today's single-aisle airplanes.

Great Idea Mentor

Not long after Angela Li started at Boeing as a college intern five years ago, she was bitten by the invention bug.

She participated in invention workshops and spent time with mentors who taught her the craft of innovation. And now Li, an avionics design engineer for Boeing Commercial Airplanes, can take credit for inventing systems to increase the safety of 767 fuel tanks during lightning strikes and methods for using a unique new graphite-based material called graphene in aerospace applications.

“Angela was great to mentor because she wasn’t just willing to learn, she was eager, and she had good ideas,” said Wayne Howe, a Boeing Technical Fellow and one of Li’s co-inventors on pending Boeing patents.

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“People often think that you have to be a rocket scientist to invent something here, but that’s not the case,” Tillotson said.

He and Senior Technical Fellow Brian Tillotson travel across Boeing sites to teach employees like Li how to turn their ideas into patentable inventions.

Angelia Li, avionics engineer, is learning the craft of innovation from Boeing mentors

Angelia Li, avionics engineer, is learning the craft of innovation from Boeing mentors

Helping Customers Optimize

Boeing and Swiss International Air Lines (SWISS) will increase efficiency and streamline maintenance performance tasks across the airline’s global operations using our new tools: Airplane Health Management, Maintenance Performance Toolbox and Loadable Software Airplane Part Services.

Each will leverage real-time information to optimize SWISS airplane maintenance
performance operations. SWISS will implement these with its new fleet of Boeing 777 airplanes. Boeing Airplane Health Management services improve operational performance by using airplane data to advise maintenance staff and engineers on actionable solutions that can reduce delays, cancellations and diversions through better decision making. With the goal of turning information into action, each tool is designed to reduce repair turnaround times, eliminate redundant tasks and maximize knowledge transfer and retention.

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With the goal of turning information into action, each tool is designed to reduce repair turnaround times, eliminate redundant tasks and maximize knowledge transfer and retention

The Maintenance Performance Toolbox modules chosen by SWISS will reduce the time needed to access aircraft-specific technical information and establish digital maintenance record keeping, eliminating paper-based materials. The toolbox solutions also establish a searchable library of fleet-wide maintenance data, including customized maintenance documents created by SWISS, to
meet their specific operational needs.

Boeing volunteers help sort through recycleing at the LSG Sky Chefs’ facility

SWISS Boeing 777 airplane.

SNAPSHOTS

We have active biofuel development projects on six continents, including in the United States, Europe, China, Japan, Middle East, Southeast Asia, Brazil, southern Africa, and Australia.

From airplanes to GPS and the classroom to space exploration, Boeing is a part of history and modern life. View defining moments from the company’s history via one of the largest archives of its kind including relics, documents, photos and film.

The first test flight of NASA’s Space Launch System in 2017 will lead to critical heavy-lift launch capability that will enable human exploration beyond Earth orbit.

Bringing innovations from its airplane assembly lines to GPS production, Boeing is helping to make GPS service available wherever, whenever it is needed. Watch Video

perform

Boeing is a global, principled organization with core strengths in innovation, productivity and disciplined execution. Guided by integrity, our strong operational performance allows us to succeed in our business and for our stakeholders.

Learn more: 2016 Annual Report, Corporate Governance, Employee Safety, Ethics & Compliance

FEATURE STORIES

Safety First: Going for Zero

Go for Zero’ aims to reduce workplace injuries as Boeing builds a robust safety culture.

Thanks to a new tool, climbing on the exterior sections of a 747 fuselage in the Everett, Wash., factory is not only easier but safer for John Hopp and other mechanics.

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“Each of us has a role in creating a safer workplace,” Hopp said. “My teammates are watching out for my safety, and I’m doing the same thing for them.”

The new 747 fuselage tool is but one example of workplace safety improvements and changing attitudes about safety across Boeing since last year’s launch of Go for Zero — One Day at a Time. The companywide safety-enhancement effort aims to eliminate workplace injuries.

Leaders say the effort helped drive down employee injuries that led to missed work to a record low in 2013. Now we are significantly raising the goal and aiming to reduce injuries 25 percent every year.

Boeing Fabrication’s Boby McDonald (from left), Melanie Faulkner, Tony Hamilton and Jenifer Cameron are part of a team that conducts “listening tours” among shop-flor workers at the Frederickson and Auburn, Wash., factories to gather direct input on safety issues.

Boeing Fabrication’s Bobby McDonald (from left), Melanie Faulkner, Tony Hamilton and Jennifer Cameron are part of a team that conducts “listening tours” among shop-floor workers at the Frederickson and Auburn, Wash., factories to gather direct input on safety issues.

More for Less

Inside the fuselage of a 737-900ER (Extended Range) on the Renton, Wash., assembly line, Boeing technical designer James Pounds watched as a mechanic prepared to make the first installation of a redesigned part for the airplane’s ventilation system.

He was part of an initial brainstorming group that began as an effort by the 737 Environmental Control Systems team to find a way to reduce cost and weight on the best-selling airplane. Working with longtime supplier PECO Astronics of Portland, Ore., which makes the 737 Environmental Control Systems, a Boeing team came up with an out-of-the-box solution. What had been a three-nozzle air distribution system on the 737 will be changed to one with only two nozzles.

The result?

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Boeing expects an eventual savings of about $4 million a year, along with a weight reduction of 26 pounds (12 kilograms) per airplane when the second phase of the project installs in 2015.

The supply chain accounts for about two-thirds the cost of Boeing products and services, so suppliers must be as vigilant as Boeing in looking for ways to reduce costs and streamline their operations, he and other Boeing leaders say.

Boeing is implimenting a lighter, simpler air distribution system in the 737 cabin.

Boeing is implementing a lighter, simpler air distribution system in the 737 cabin.

Adding Up Gains Savings

An easy-to-use calculator now ensures a precise amount of material is ordered to manufacture a Boeing part.

Before the calculator was part of the process for ordering raw material, a full sheet of composite material would be designated for an aircraft part that might only require a fraction of that amount.

“The former process would include leftover material and created unneeded inventory,” said Greg Moser, manufacturing engineer. Ordering the right amount of material is a critical step in reducing waste and cutting costs.

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“What we do is reflect what’s consumed in the building of the part, not the finished product,” said Brett Price, a manufacturing engineer who designed the calculator. “The calculator helps engineers order the right amount of material.”

Moser estimates in the past two years the calculator has helped Boeing’s South Carolina site reduce the amount of composite material ordered by 37 percent, or 44,000 pounds (20,000 kilograms), adding up to $1.1 million in avoided costs.

Brett Price inspects cutting to a section of foam

Brett Price inspects cuttings to a section of foam.

To help create this more efficient process, Moser and his teammates turned to the calculator, a best practice first developed at the interior parts fabrication facility in Everett, Wash.

Increasing Quality and Time Efficiency

Many of Phantom Works' Immersive Development (ImDev) capabilities are being applied to different programs across the Boeing enterprise.

Travis Durand, director of Engineering for Boeing Military Aircraft, utilized capabilities such as 3-D printing when he was chief engineer on the F-15 program.

“This was a complete redesign from the ground up,” he said. “Every single part was redesigned, put into 3-D models, and integrated with the use of these tools.”

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The result was a lot of savings not only in terms of shop hours coming off the assembly time but also in terms of the whole back office, including the supply chain.

The team says it spent fewer hours and had better-quality products all the way with the use of this environment and these tools.

“ImDev shortens product development cycle time and therefore shortens the cost of product development, and we do that by pulling together all the stakeholders early,” Dan Seal, ImDev program manager said. “When you do that, you get first-time quality, reduced cycle time and reduced cost. It’s an important step in our efforts to break the development cost curve.”

A team analyzes a model in the Mission Systems lab.

A team analyzes a model in the Mission Systems lab.

SNAPSHOTS

Boeing will nearly triple its footprint near Charleston International Airport with a new 230,000-square-foot (21,370-square-meter) facility to apply customer liveries, or paint jobs, to 787 Dreamliners, expected to open in 2016.

Boeing has seen results from its purposeful reduction of the environmental impact of operations and facilities. Among the measures: greenhouse gas emissions and zero-waste-to-landfill sites in the United States.

12 successful space launches in 2015 by our United Launch Alliance joint venture, extending the streak to more than 100 launches.

In December 2016 Boeing will nearly triple its footprint near Charleston International Airport with a new 360, 208 square foot facility to apply customer liveries, or paint jobs, to 787 Dreamliners.