THE BOEING COMPANY 
2022 SUSTAINABILITY REPORT
Sustainable 
Aerospace
Together

Contents
3
Introduction
3	
Message from Dave Calhoun
5	
Reflecting on Progress, Defining the 
Future of Flight
7	
2021 Sustainable Aerospace Journey 
8	
Map of Engagement
9
Approach & Governance
10	 Company Profile 
11	 Our Sustainability Journey 
12	 Sustainability Goals
13	 Report on Net Zero Indicator
15	 Governance and Risk Management
17	 Ethical and Compliant Business
21
People
23	 Employee Safety
24	 Employee Well-Being
27	 Global Equity, Diversity and Inclusion
31	 Professional Development, Education 
and Learning
32
Products & Services
34	 Global Aerospace Safety
37	 Sustainable Product Life Cycle
41	 Innovation and Clean Technology
47
Operations
49	 Enterprise Quality
51	 Climate Action
53	 Environmentally Responsible Operations
56	 Environmental Compliance and Biodiversity
58	 Responsible Supply Chain
60	 Data Privacy and Information Security
61
Communities
62	 Community Engagement
63	 Our Heroes
64	 Our Future
66	 Our Homes
67
Reporting
68	 Key ESG Data
72	 GRI Index
82	 SASB Index
84	 TCFD Index
85	 U.N. Sustainable Development Goals
87	 Awards and Recognition
87	 Memberships and Partnerships
88	 Forward-Looking Statements
Cover Photo: Carla Davis-Madgett, Vice President of Boeing’s Environment, Health & Safety organization, recently participated in a 
walk-through of the 787 manufacturing process in Boeing South Carolina with Paul Rollerson, a Fabrication Specialist. (Boeing photo) 
2022 Sustainability Report  2
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Message from Dave Calhoun
The aerospace manufacturing and aviation 
industries play a profound role in our world. 
Safety will always be our top priority. 
Sustainability represents an opportunity for 
us to define our next chapter together, with 
a focus on reducing carbon emissions and 
enabling people everywhere to travel and fly 
responsibly. These efforts make it possible 
for the next generation of aerospace workers 
to continue to enjoy rewarding careers, 
strengthen the fabric of the communities where 
we operate, and collaborate within our industry 
for environmental stewardship (E), social 
progress (S) and transparent governance (G).
Boeing’s mission is to protect, connect and 
explore our world and beyond. Every day, we 
are dedicated to carrying out our mission — 
safely and sustainably. Boeing is pursuing 
sustainable aerospace together because we 
know it is an imperative and because our 
teammates are committed to making the 
world better for future generations.
Throughout Boeing’s long history, we have 
looked for ways to enhance sustainability in 
everything we do. This commitment to 
innovate is deeply rooted in our core values, 
where we continue to reinforce safety as our 
top priority, strive for first-time quality and hold 
ourselves to the highest ethical standards to 
support a more sustainable future.
By 2050, our industry sees a world where air 
travel will carry over 10 billion passengers a 
year, support 180 million jobs and generate 
nearly $9 trillion in economic activity, all while 
furthering our goal of minimizing the impact 
on our planet and striving to achieve the 
commercial aviation industry’s ambition 
of net-zero carbon emissions. Aerospace also 
continues to be essential to national security, 
humanitarian and peacekeeping efforts around 
the globe. We are committed to preserving the 
societal, security and economic benefits of our 
industry, safely and sustainably. 
Advancing the future of flight and improving 
the world for future generations requires a 
multi-faceted approach. Our focus on ESG is 
embedded in our culture and our stakeholders’ 
expectations, including our current and 
future employees, customers, regulators, 
suppliers, communities and investors.
Environmental Stewardship
To address climate change, Boeing continues 
to collaborate with partners across the globe 
on innovation and clean technology to get 
commercial aviation to net-zero carbon 
emissions. We’re finding more efficient ways 
for our commercial and defense customers to 
operate their fleets, and we’re investing heavily 
in sustainable aviation fuels, considered the 
safest and most measurable solution to reduce 
aviation carbon emissions over the next 20 
to 30 years. We continue to test the latest 
technologies to cut emissions, reduce noise 
and enhance safety with our ecoDemonstrator 
program, which celebrates its 10th anniversary 
this year, while investing in and demonstrating 
alternative fuel solutions to inform the future 
of flight. We are committed to maintaining 
net-zero carbon emissions within our 
operations as we advance the design-for-
environment view of our defense and 
commercial products and build sustainability 
into every step of our product life cycle. 
Dave Calhoun, President and CEO
2022 Sustainability Report  3
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Social Progress
Our people are our most important asset. 
Employee safety and well-being is our priority. 
We have taken steps to create open, candid 
and respectful environments for all our 
teammates — not just within our four walls, 
but within the communities where we live and 
work. Boeing’s Seek, Speak & Listen habits 
are foundational to a culture of integrity and 
inclusion. We’re committed to increasing the 
representation of women and underrepresented 
racial and ethnic minorities at every level of 
our company. And we continue to invest in 
our future through technical and educational 
organizations that inspire the next generation 
of aerospace innovators.  
Global Engagement 
Most recently, our focus has been on our 
employees affected by the war in Ukraine. 
As a global company with over a century in 
flight and a long legacy of advancing human 
freedom, Boeing has continuously navigated 
challenging and shifting geopolitical dynamics 
and we will continue to do so in this case, 
guided by our values. We have taken action 
and will continue to follow the lead of the U.S. 
Government and focus on strictly adhering to 
the export controls and restrictions that have 
been announced governing work in Russia 
as a baseline, while also taking additional 
actions. As always, our first priority is safety 
and the safety of our employees in Ukraine 
has our total focus. We also announced a 
significant humanitarian assistance package 
to support the Ukrainian people affected by 
the ongoing conflict. I am incredibly proud of 
our teammates who have made their own 
donations in support of Ukrainian humanitarian 
relief, which the company is matching through 
our Boeing Gift Match Program.  
Transparent Governance
Our Board of Directors works closely with 
Boeing leaders to ensure we hold ourselves 
to the highest standards in our work, ethical 
conduct and information protection. We all 
sign a Code of Conduct annually and commit 
to prioritizing safety, quality and integrity and 
holding one another accountable. Through 
the Board’s Governance & Public Policy 
Committee, we have enhanced our practices 
and policies and formalized oversight of public 
policy, political advocacy and corporate 
sustainability practices — including matters 
related to environmental stewardship and 
climate change, and to diversity, equity 
and inclusion. 
Opportunity lies before us as we advance 
safe and sustainable aerospace, which is 
critical to our commercial and defense 
customers and to our communities at large. 
I am proud of our teams as they explore 
innovative ways to help us continue to take 
meaningful steps toward a more sustainable 
future. I invite you to join us on our journey 
as we advance the future of flight together, 
safely and sustainably. 
David L. Calhoun  
President and CEO
Our Values
How We Operate
Start with engineering 
excellence
Be accountable — 
from beginning to end
Apply Lean principles
Eliminate traveled work
Reward predictability and
stability — everywhere 
in our business
How We Act
Lead on safety, quality, 
integrity and sustainability
Foster a Just Culture 
grounded in humility, 
inclusion and transparency
Import best leadership practices
Earn stakeholder trust 
and preference
Respect one another and 
advance a global, diverse team
Innovate and operate to make the world better
2022 Sustainability Report  4
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Reflecting on Progress, Defining the Future of Flight
Boeing’s purpose is to protect, connect 
and explore our world and beyond. We have 
a responsibility to do it safely, with quality, 
integrity and sustainability. We strive to 
earn trust and ideally preference with our 
stakeholders through collaboration, humility, 
inclusion, transparency and learning. Above 
all else is safety. As air travel resumes around 
the globe and workplaces change, health 
and safety are always our top priority. We 
will continue working across the industry 
to enhance employee health and global 
aerospace safety; and you will see that 
addressed throughout this report. 
Boeing established its first Chief Sustainability 
Officer role and formed a Global Enterprise 
Sustainability organization in September 
2020, but that was not the beginning of our 
focus on sustainability. Many environmental, 
social and governance (ESG) elements have 
been part of Boeing’s fabric throughout our 
106-year aerospace history, and we must 
always learn and continuously improve. In 
1929, Bill Boeing said, “Our job is to keep 
everlastingly at research and experiment,
to adapt our laboratories to production 
as soon as practicable…to let no new 
improvement in flying equipment pass us by.” 
This philosophy endures today as we move 
forward and pursue sustainable aerospace 
with our stakeholders across Boeing’s 
commercial, defense and services businesses. 
Through collaboration with our stakeholders, 
we learned a lot in 2021 and we see exciting 
opportunity going forward. While we still have 
more to learn, the following are a few 
reflections on the journey.  
Our stakeholders increasingly 
value sustainability.
ESG efforts are increasingly important to 
our current and future employees, our 
customers, our suppliers, our regulators, our 
communities and our financial stakeholders. 
We must continue to engage and listen 
to them about what’s important, bring the 
outside in and collaborate on solutions. 
Last year, we described six sustainability 
goals that will define sustainability progress 
for Boeing and its stakeholders. This year 
we added several waypoints and metrics 
to measure progress (see Page 12). We 
also explicitly included sustainability in our 
enterprise values and strategic objectives 
to further embed the importance and the 
opportunity and, for the first time, Boeing is 
including compensation incentives tied to 
sustainability performance. 
The industry is committed to 
combating climate change and it 
will require collective action. 
Aerospace has always been about efficiency 
and has competed on innovation and fuel 
efficiency to meet customers’ expectations. 
Climate change and decarbonizing aerospace 
have further increased the urgency for 
progress. Airlines, defense customers, leasing 
companies and governments around the 
globe are aligning to bold climate change 
ambitions. We support the commercial 
aviation industry’s ambition to achieve 
net-zero carbon emissions by 2050. Boeing’s 
strategy to decarbonize aviation is focused 
on four key areas: fleet renewal, operational 
efficiency, renewable energy transition and 
advanced technologies. We are engaged in 
studies, tests, research and partnering across 
these areas and the industry to learn together 
and provide customers with sustainable 
product life cycle insights and solutions to help 
them meet their climate change commitments.  
Aerospace protects and connects; 
people will continue to take flight.
Aerospace plays a profound role in our world 
and enables societal benefits. Aerospace 
connects and protects, and while the 
COVID-19 pandemic challenged the industry 
it also reminded us of our industry’s value. 
People all over the world yearned to be 
connected to others and global air transport 
delivered necessary products and goods to 
people’s doorsteps. Billions of passengers fly 
every year to connect with loved ones, explore 
new places and understand cultures, engage 
in commerce and care for those in need. 
Dave mentioned the industry’s vision for 
sustainable growth by 2050, which will 
require us to work, learn and solve challenges 
together to create future opportunities for 
passengers, workers and economies. At 
the same time, aerospace continues to be 
essential to national security, humanitarian 
and peacekeeping efforts, which are social 
responsibilities the world too often reminds 
us remain much needed. Our industry has 
a responsibility to preserve and grow the 
societal and economic benefits of aerospace, 
safely and sustainably. 
Chris Raymond, Chief Sustainability Officer 
2022 Sustainability Report  5
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Nicola Sturgeon (center), Scotland’s first female First Minister and the first female leader of any of the devolved U.K. administrations, met with women attending the Boeing
Innovation Forum after touring the ecoDemonstrator at Glasgow Airport. (Boeing photo)
Partnerships, innovation and 
learning together are critical to 
our collective success.
To explore and mature sustainable solutions, 
we must continue to work together with 
partners — across our communities, our 
industry, academia, governments and 
non-governmental organizations, and 
philanthropic foundations — given each 
have a role to play in tackling climate change 
and aerospace decarbonization. In October 
2021, we hosted a Boeing Innovation 
Forum in Glasgow. We convened customers, 
government officials, manufacturers, 
academia and future talent to discuss the 
future of sustainable aerospace. It was an 
enlightening few days as expert stakeholders 
hosted panels on future sustainable solutions. 
Perhaps most inspiring was that this forum 
lent itself to diverse perspectives, given the 
range of participants and talent. The First 
Minister of Scotland Nicola Sturgeon opened 
the day with inspiring remarks and announced 
plans for The Newton Flight Academy at 
Glasgow Science Center. This Boeing-
supported academy is used to teach students 
about aviation-related STEM concepts and 
inspire our next generation of leaders. Boeing’s 
ecoDemonstrator was a popular attraction at 
the event. The ecoDemonstrator program 
celebrates its 10th anniversary this year and 
continues to take technologies out of a lab and 
test them in the sky with airline and industry 
partners. It is perhaps one of the best and 
most visual representations of how innovation 
and partnerships are informing and maturing 
sustainable technologies for current and 
future aircraft. 
Boeing also participated in COP26, where the 
world convened to discuss climate change 
across all industries and on a global scale. 
There, the World Economic Forum, in 
partnership with US Special Presidential 
Envoy for Climate John Kerry, announced the 
First Movers Coalition — a new platform for 
companies to make purchasing commitments 
that create new market demand for low-
carbon technologies. Boeing is honored to be 
a founding member. This is just one example 
of companies and governments collaborating 
together to advance and accelerate progress. 
Forward, the Future of Flight
Going forward, we will remain focused on 
employee well-being and safety; global 
aviation safety; equity, diversity and inclusion; 
sustainable operations; innovation and clean 
tech; and global community engagement; 
among many other important elements.
As we look to the future of flight, aerospace 
innovation is energized by how to decarbonize 
the industry. Boeing’s strategy is focused 
on four key areas. Continued fleet renewal 
with more fuel-efficient aircraft and operational 
efficiencies will remain critically important 
levers to reduce carbon emissions. 
Renewable energy will intersect aviation in 
new, exciting ways with the industrialization 
and growth of new sustainable aviation fuel 
(SAF) pathways, technology innovation, and 
production volumes. SAF and the parallel 
research, studies and demonstrations of 
electric and hydrogen applications, the 
renewable energy total life-cycle accounting, 
zero climate impact aircraft design concepts, 
safe certification and infrastructure implications, 
coupled with a sustainable product life-cycle 
approach, will drive our industry talent, 
partnerships, innovation and policies going 
forward. It is an exciting era for aerospace. 
These are ambitious challenges. Throughout 
our industry and our company history, we 
have had the resolve and teamwork to bring 
jet travel to the world and take people to the 
moon. We must continue to help humanity 
take flight in every sense while protecting our 
planet for generations to come. As Bill Boeing 
also said, “We are embarked as pioneers on 
a new science and industry in which our 
problems are so new and unusual that it 
behooves no one to dismiss any novel idea 
with the statement that ‘It can’t be done!’” 
In that spirit, we are on a journey to solve 
sustainable aerospace challenges together. 
We appreciate our stakeholders’ partnership 
for shared successes as we move forward. 
Onward,
Chris Raymond
Chief Sustainability Officer
2022 Sustainability Report  6
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

2021 Sustainable Aerospace Journey
Boeing innovated and partnered across the industry 
in 2021, making significant progress toward our 
industry’s net-zero commitments and goals.
January 
Committed to deliver
100% SAF capable
airplanes by 2030
February
Became founding 
member of MIT Climate and 
Sustainability Consortium
April
ENERGY STAR Partner 
of the Year Award for 
Sustained Excellence
June
Announced Alaska 
Airlines as 2021 
ecoDemonstrator partner
July
Announced partnership with 
SkyNRG to scale availability 
and use of sustainable 
aviation fuels globally
Highlighted sustainable 
technologies at congressional 
event in Washington, D.C.
August
Showcased new 
technologies tested 
on ecoDemonstrator 
to STEM-focused 
students, part of the 
Alaska Native Science 
& Engineering Program
September
Amplified SAF ambitions 
during White House 
sustainability roundtable
Showcased sustainable 
technologies on 
ecoDemonstrator at Boeing 
Field in Seattle
October
Partnered with United 
Airlines on first passenger 
flight with 100% SAF in 
one engine
Partnered with 
Etihad Airways on 
sustainable flight
Partnered with Rolls-Royce 
on 100% SAF flight
Partnered with NASA 
Langley Research Center 
to test the emissions of 
SAF on ecoDemonstrator
Supported commercial 
aviation industry’s 
ambition to achieve 
net-zero carbon emissions 
by 2050
Hosted Innovation Forum in 
Glasgow, convening industry 
to discuss decarbonizing 
aerospace within the region 
and globally
November
Became founding member of First 
Movers Coalition, partnering with 
leading companies to accelerate 
new technology development 
to reduce emissions
Hosted 2021 STEM event at San 
Francisco International Airport to 
showcase ecoDemonstrator’s 
sustainable technologies
Participated in COP26, 
highlighting our perspectives, 
innovations and partnerships 
for a more sustainable 
aerospace future
Expanded sustainability 
alliance with Etihad Airways
December
Conducted successful testing with NASA and 
DARPA on a large, fully composite, linerless 
cryogenic fuel tank with the capacity to hold 
16,000 gallons (over 60,500 liters) of liquid hydrogen
Bought 2 million gallons 
(7.6 million liters) of SAF 
blended with EPIC Fuels 
to power Commercial 
Airplanes operations
in Washington state 
and South Carolina 
through 2022
2022 Sustainability Report  7
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Map of Engagement
Sustainable Aerospace Together
Boeing remains committed to pioneering 
sustainable aerospace for current and future 
generations. This involves a long history of 
innovative solutions with our people, and 
partnerships that are foundational to all we 
do. While the activities on the map are not 
exhaustive, they give an indication of the 
actions we’ve taken and the partnerships 
we’ve formed around the globe to 
decarbonize aerospace.
Learn more about our global presence
and partnerships.
People and Presence
Products and Services 
Efficient Operations 
Communities and Industry 
People and Presence
Locations with Boeing teammates and 
key partners focused on advancing 
sustainable aerospace efforts.
• Abu Dhabi, UAE
• Amsterdam, Netherlands
• Beijing, China
• Brasilia, Brazil
• Brussels, Belgium
• Brisbane, Australia
• London, U.K.
• Pulau Ujong, Singapore
• Tokyo, Japan
• Washington D.C., U.S. 
Communities and Industry
• Aerospace Industries Association (AIA)
• Aerospace Defence, Security and Space
• Air Transport Action Group (ATAG)
  (Geneva, Switzerland)     
• Aircraft Fleet Recycling Association
  (AFRA)
• Airlines for America (A4A)
• Airlines for Europe
• Association of Aerospace Industries
  (Singapore)
• Boeing Aerospace Technology Institute 
   Accelerator project     
• Commercial Aviation Alternative Fuels
   Initiative (CAAFI)
• International Aerospace Environmental
   Group (IAEG)
• International Air Transport Association
   (IATA)
• International Civil Aviation Organization
   (ICAO)   
• Jet Zero Council (London, UK) 
• MIT Climate & Sustainability Consortium 
• Nordic Initiative for Sustainable Aviation
• Roundtable on Sustainable Biomaterials
  (Geneva, Switzerland)
• Sustainable Aviation Buyers Alliance
  (SABA), BC-SMART
• Sustainable Aviation Fuel Alliance of
  Australia and New Zealand (SAFAANZ)
• UK Sustainable Aviation
• World Economic Forum Clean Skies for
   Tomorrow Coalition (Cologny, Switzerland)
STEM Newton Rooms
• Angers Mobile Room (France)
• Bari Mobile Room (Italy)
• Beijing Room (China)
• Dijon Mobile Room (France)
• Hoogerheide Mobile Room (Netherlands)
• Łódź Permanent Room (Poland)
• Lyon Mobile Room (France)
• Ourense Permanent Room (Spain)
• STEM Education (Turkey)
Recycling
Solar-Powered
Paint Facility
Energy Star
Award
100% Renewable
Energy Facility
Hydrokinetic Turbines
Air Trafﬁc
Management
Research
Aircraft Recycling
Sustainable Aviation
Fuels Supply
Chain Development
Sustainable Aviation
Fuels Initiative
Sustainable Aviation
Fuels Collaboration
Resin Infusion and 
Carbon Fiber Recycling
Guam Solar Facility
Aluminum Recycling
Sustainable Aviation Fuels
Flight and Research
Sustainable
Aviation Fuels
Sustainable Aviation
Fuels Roadmap
HEFA+ Fuel Commercialization
Sustainable Aviation
Fuels Research
Air Space
Capabilities
Small Farm
Sustainable Aviation
Fuels Initiative
Air Trafﬁc
Management
Research 
Air Trafﬁc
Management
Research 
Air Trafﬁc
Management
Research 
Air Trafﬁc
Management
Research 
2022 Sustainability Report  8
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Approach &
Governance
Section Key Topics
Company Profile
Our Sustainability Journey
Sustainability Goals
Report on Net Zero Indicator
Governance and Risk Management
Ethical and Compliant Business
Boeing Defense, Space & Security satellite orbits Earth. (Boeing image)
2022 Sustainability Report  9
Contents
People
Introduction
Communities
Operations
Approach & Governance
Products & Services
Reporting

Company Profile
The Boeing Company
As a leading global aerospace company, 
Boeing develops, manufactures and services 
commercial airplanes, defense products 
and space systems for customers in over 
150 countries. As a top U.S. exporter, the 
company leverages the talents of a global 
supplier base to advance economic 
opportunity, sustainability and community 
impact. Boeing’s diverse team is committed 
to innovating for the future; leading with 
sustainability; and cultivating a culture 
based on the company’s core values of 
safety, quality and integrity. Learn more 
at boeing.com.
Commercial Airplanes
This business develops, produces and 
markets commercial jet aircraft and provides 
fleet support services, principally to the 
commercial airline industry worldwide. We 
are a leading producer of commercial aircraft 
and offer a family of commercial jetliners 
designed to meet a broad spectrum of 
global passenger and cargo requirements 
of airlines. This family of commercial jet 
aircraft in production includes the 737 
narrow-body model and the 747, 767, 777 
and 787 wide-body models. Development 
continues on the 777X program and certain 
737 MAX derivatives.
Defense, Space & Security
This business offers leading and innovative 
solutions for global defense, government and 
commercial customers across a portfolio that 
includes mobility and surveillance aircraft, 
fighter jets, military rotorcraft, human space 
exploration programs, satellites, autonomous 
systems, strategic deterrence and weapons 
systems. Through strategic investments in 
research and development, Defense, Space 
& Security is focused on providing the most 
digitally advanced, simply and efficiently 
produced solutions to our global customers.
Global Services
This business provides services to our 
commercial and defense customers 
worldwide. Boeing Global Services sustains 
aerospace platforms and systems with a full 
spectrum of products and services, including 
supply chain and logistics management; 
engineering, maintenance and modifications; 
upgrades and conversions; spare parts; 
pilot and maintenance training systems 
and services; technical and maintenance 
documents; and data analytics and 
digital services.
Boeing Capital
Boeing Capital Corporation is a global 
provider of financing solutions. A wholly- 
owned subsidiary of The Boeing Company, 
Boeing Capital offers asset-backed lending 
and leasing; concentrating on assets that 
are critical to the core operations of Boeing 
customers. Boeing Capital's primary mission 
is to support the other Boeing business units 
by ensuring customers have the financing 
they need to buy and take delivery of their 
Boeing products.
  In 2021, Boeing Capital Corporation reached out to the financial community, airline customers and lessors to proactively discuss 
the importance of sustainability. Watch their custom video targeted toward financiers and investors.
$19B Commercial Airplanes
$27B Defense, Space & Security
$0.3B Boeing Capital 
$16B Global Services
$62B
2021 Revenue
$2.6T Defense
$3.2T Commercial
$3.2T Services
2021 Boeing
Market Outlook
$9T
72,494 Enterprise 
35,926 Commercial Airplanes
18,271 Global Services
14,891 Defense, Space & Security
141K+
2021 Employment
10-Year Served Market
11% Outside the U.S.
2022 Sustainability Report  10
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Our Sustainability Journey
Boeing is committed to protecting, connecting 
and exploring our world and beyond, 
safely and sustainably. Our commitment 
to sustainability is rooted in our company 
values and our stakeholders’ expectations. 
It encompasses our focus on environmental 
stewardship, social progress and inclusion 
as well as values-based, transparent 
governance. Since the publication of our 
inaugural Sustainability Report in 2021, we 
have been engaging with our stakeholders, 
advancing our efforts in support of our 
sustainability goals, and continuing to learn 
and to mature our approaches. 
Stakeholder-Driven Transparency
Boeing is committed to transparency. 
Through our annual disclosure and reporting 
cycle, we compile and share a broad set of 
data, information and operating examples 
that are relevant to our stakeholders, including 
our employees, customers, industry partners, 
investors, regulatory authorities, communities 
and others. Using the most widely applicable 
disclosure frameworks, Boeing reports 
each year on our financial performance 
and company priorities; our employee 
demographics and progress toward achieving 
equity, diversity and inclusion commitments; 
our environmental, social and governance 
performance; our community investments and 
advocacy; and our industry-leading aerospace 
market outlooks.
Throughout 2021, we brought together a 
comprehensive stakeholder engagement 
strategy that focused on engaging with key 
stakeholders through proactive ongoing 
dialogue, surveys, industry forums and 
events, and monitoring external data. We 
look forward to continuing to evolve and 
refine our stakeholder engagement strategy 
throughout 2022 and beyond.
Embedding Sustainability at Boeing
We continue to embed sustainability across 
our business, building on this important 
work and evolving our approaches. We 
have organized our sustainability efforts 
around four key pillars: People, Products 
& Services, Operations and Communities. 
Our sustainability priorities and enterprise 
initiatives are managed through these pillars, 
with key goals and metrics monitored by 
company leaders including our Global 
Sustainability Council. (See full list of key 
metrics in the Reporting section, Page 68.) 
Our efforts reflect the shared value we 
create with our key stakeholders. You will 
see our sustainability priorities, listed below, 
emphasized in this report. The collaborative 
nature of our mutual relationships informs 
these priorities and our sustainability goals, 
driving long-term value for our stakeholders. 
•	Ethical and Compliant Business 
•	Employee Safety and Well-Being 
•	Global Equity, Diversity and Inclusion 
•	Professional Development, Education
and Learning  
•	Aerospace Safety 
•	Climate Action 
•	Environmentally Responsible Operations
•	Economic Performance 
•	Responsible Supply Chain
•	Data Privacy and Information Security 
•	Community Engagement 
Reporting Approach and Alignment 
To address the diverse interests of our 
stakeholders, we have brought together a 
detailed overview of our environmental, social 
and governance (ESG) activities and data in 
this report. We are providing indexes with 
alignment to the Global Reporting Initiative 
(GRI), Sustainability Accounting Standards 
Board (SASB), Task Force on Climate-related 
Financial Disclosures (TCFD) and the United 
Nations Sustainable Development Goals 
(U.N. SDGs) in the Reporting section. We 
support the objectives of the Paris Agreement 
and consider climate change to be an urgent 
issue. We demonstrate the importance of 
climate considerations to the company by 
aligning our governance, strategy, risk 
management, metrics and targets to the 
TCFD core elements. To supplement this 
report, we publish additional information 
at boeing.com/sustainability.
Boeing Ties Sustainability to Compensation
Boeing enhanced its incentive plans as part 
of its full package of benefits for employees 
and managers in 2022 to include two new 
operational performance measures – one 
for climate and one for equity, diversity and 
inclusion – building on the 2021 measures of 
product safety, employee safety and quality. 
Together, these measures account for 
25% of the total incentive with financial 
performance making up the other 75%.
To meet the climate metric, employees 
are challenged to reduce energy at major 
sites by 5%, compared with a 2019 
baseline, which ties to the company’s carbon 
emissions reduction goal. Employees are 
urged to advance diversity by having all 
manager-and-above requisitions adhere 
to 90% qualified, diverse candidates at the 
interview stage and by adding an absolute 
reduction in the percentage of direct 
placements over 2021.
In 2021, employees and managers were 
motivated by completing model-based 
engineering solution kits; completing 
specified design practices; reducing injuries 
and near-miss and hazard reporting; and 
improving rework percentages to support 
a focus on product safety, employee 
safety and quality. These efforts will 
continue in 2022.
The 2022 annual incentive plan design is 
largely based on the 2021 core design, 
measuring both financial performance 
at the company and business unit levels 
and operational performance across 
the enterprise.
2022 Sustainability Report  11
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Sustainability Goals
Goal Statement
2030 Target
Accomplishments
Employee Safety & Well-Being
We value human life and well-being above 
all else and take action accordingly; we 
strive to prevent all workplace injuries
•	 Top quartile Recordable Injury Rate (among 
sector benchmarked performance)
•	 ≥90% believe their manager supports their 
well-being
•	 13% Reduction in 2021 OSHA recordable cases compared with 2020
•	 Deployed EHS Strategic Framework to achieve step function change in program performance
•	 90% of employees surveyed responded positively when asked if they believe their manager supports their well-being
•	 Launched virtual tutoring and virtual therapy appointments; doubled back up care benefit in 2021
Global Aerospace Safety
Drive aerospace safety to prevent 
accidents, injury or loss of life with our 
Boeing culture and actions rooted in safety
•	 Drive aerospace safety via global aerospace 
safety initiatives to maintain downward trend 
of worldwide commercial jet fleet 10 Year 
Moving Average Fatal Accident Rate
•	 Steady progress implementing our enterprise SMS & strengthening our safety culture; a continuous improvement journey
•	 Established the independent Chief Aerospace Safety Office to align critical safety functions under one organization 
•	 Incorporated product safety, employee safety and quality metrics into our primary annual incentive structures
•	 Implementing competency based training through programs, product deployments and regulatory course approvals
Equity, Diversity & Inclusion
Address representation gaps and strengthen 
equity, diversity and inclusion so that all 
team members feel supported and inspired 
to reach their full potential
•	 Increase representation of women 
globally and underrepresented racial/
ethnic minorities in the U.S.
•	 Increased women and racial/ethnic minority representation at Boeing overall in 2021 as compared with the prior year
•	 Launched Seek, Speak, Listen (SS&L) habits to strengthen culture of inclusion and achieve better business outcomes
•	 96.6% of teammates completed SS&L training; 85% of teammates surveyed reported using the habits daily
•	 Increased transparency in GEDI Report by sharing data on women of color, disability, gender identity and sexual 
orientation for the first time
Sustainable Operations
Maintain net-zero future for Boeing 
operations (Scope 1 and 2) through 
conservation and renewable energy
Partner with supply chain for responsible 
business practices
•	 Achieve 55% absolute reduction in Scope 1 
and 2 GHG from 2017 baseline1
•	 Maintain net-zero emissions for Scope 1 and 2
•	 Achieve 100% renewable electricity
•	 Work with our suppliers to increase GHG 
reporting and proactively address climate 
change driven risks
•	 Achieved 15% absolute GHG reduction at year end 2021 from 2017 baseline toward 2030 goal (Scope 1 and 2)1
•	 Maintained net-zero emissions for Scope 1 and 2 for second year in a row
•	 Achieved 28% renewable electricity in 2021
•	 Implemented supplier code of conduct aligned to ESG elements including climate change and environment priorities 
•	 Launched supplier engagement via CDP Climate Change submissions to report emissions, assess reduction 
targets/progress and identify collaboration opportunities
Innovation & Clean Tech
Enable the transition to carbon neutral 
aerospace through investments and 
partnerships for fleet efficiency 
improvements, sustainable aviation 
fuel and future platform technologies
•	 Support the commercial aviation industry’s 
ambition to achieve net-zero carbon 
emissions for global civil aviation 
operations by 2050
•	 Current and future commercial airplanes 
will be 100% SAF capable
•	 Build and certify our first zero-emission, 
electric, autonomous aircraft
•	 Launched five-year ecoDemonstrator program partnership with NASA to collect and analyze data on SAF emissions
•	 Partnered with SkyNRG to scale up the availability and use of SAF
•	 Purchased 2M gallons of SAF, in 2021, for use in 2022 commercial operations
•	 Announced $450M investment in the Wisk JV and increased Boeing-Wisk engineering collaboration effort with 100+ 
engineers working on avionics, autonomy, certification, electrification and model-based systems engineering
Community Engagement
Build better, more equitable communities 
through corporate investments, employee 
engagement programs and advocacy efforts
•	 Expand opportunities for more than 
12.5 million youth, veterans, veteran’s 
families and underserved individuals across 
communities around the world
•	 Reached 2.7M young women and girls in STEM through community programs, grants and sponsorships
•	 Invested $13M across 108 grants supporting skills development and training for veterans
•	 Supported 107K students in 158 schools via grant to Medical University of South Carolina school-based wellness initiative
•	 Funded Northwestern University FUSE STEAM Chicagoland program serving 6,000 under-represented students
1. The 2030 GHG reduction target is set with an operational boundary of The Boeing Company, and includes all Scope 1 and Scope 2 emissions.
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Report on Net Zero Indicator
At our 2022 Annual Meeting of Shareholders, our Board recommended a vote in favor of —  
and our shareholders approved — a shareholder proposal requesting a report on the Net 
Zero Indicator, which is defined as the Climate Action 100+ Benchmark’s Indicator 1. The 
requested report, evaluating and disclosing if and how we meet the criteria of the Net Zero 
Indicator, including Scope 3 Use of Sold Products emissions, is set forth below.
Climate Action 100+ Net Zero Benchmark Indicator 1: Our Approach
What’s Included
Scope 1 and 2
Scope 3
Scope 3
Direct Company Activities
Downstream Activities
Upstream Activities
Manufacturing 
and Other Facilities
Commercial
Defense and Space
Supply Chain
Climate Action 
100+ Net Zero 
Company
Benchmark:
Indicator 1
Indicator 1: Partially meets
Metric 1.1.a: 
The company has made a qualitative net-zero 
GHG emissions ambition statement that 
explicitly includes at least 95% of Scope 
1 and 2 emissions. 
Metric 1.1.b: 
•	 The company’s net-zero GHG emissions ambition covers the most relevant Scope 3 GHG 
emissions categories for the company’s sector. 
•	 Boeing is classified as Other Transport, for which the Category 11 — Use of Sold Products 
is the only relevant Scope 3 category1.
Climate Action 100+ does not list purchased 
goods and services, capital goods, or 
upstream transportation and distribution 
as relevant Scope 3 categories for the 
company’s sector.
Company 
Assessment
Meets: Boeing’s ambitions and actions for 
Scopes 1 and 2 meet the Climate Action 100+ 
Net Zero Company Benchmark Disclosure 
Indicator 1.
Partially meets: Our active engagement and support for the commercial aviation industry’s 
net-zero ambition largely — but not fully — aligns with the Climate Action 100+ Net Zero 
Benchmark Disclosure Indicator 1 objective for addressing Scope 3 emissions by working 
with and supporting aviation’s decarbonization, without establishing company-specific 
Scope 3 GHG reduction targets at this time.
Not applicable: See above
Company
Ambitions 
and Actions
We have set several 2030 goals to support 
GHG action on operational emissions:
•	 Reduce Scope 1 and 2 GHG emissions by 
55% from 2017 levels
•	 Maintain net-zero emissions for Scope 1 and 2
•	 Achieve 100% renewable electricity
Our strategy to reduce Scope 1 and 2 
emissions is founded on science and aligns 
to a reduction pathway for a 1.5°C scenario, 
in support of global goals. 
We address Scope 3, Category 11 (Use of Sold Products) emissions collaboratively as an industry; this approach makes sense for 
our sector. In support of a net-zero transition, the first step is to ensure we have a path that is credible and aligned with the industry in 
support of the global GHG emissions reduction goals.
•	 Boeing supports the commercial aviation industry’s ambition to achieve net-zero carbon emissions 
for global civil aviation operations by 2050, which focuses on Use of Sold Products.
•	 Boeing has established a goal that current and future commercial aircraft will be 100% SAF 
capable by 2030.
•	 Boeing is actively working with our government customers to understand and support their 
future requirements.
Boeing works with our suppliers to increase 
GHG reporting and proactively address climate 
change-driven risks.
1. Climate Action 100+ Net Zero Company Benchmark (v1.1) sector classification & Scope 3 emissions application.
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Report on Net Zero Indicator (continued)
The aerospace industry as a whole and Boeing face significant climate change-driven risks and 
opportunities as well as the need to decarbonize for sustained long-term growth. We believe that 
safe and sustainable aviation is an imperative for our commercial and defense customers, communities 
and employees. This is a primary strategic focus for Boeing; our efforts are outlined below.
Boeing strives to reduce operational greenhouse gas (GHG) emissions, both during times of growth and during times of challenge. 
Boeing achieved net-zero carbon emissions at manufacturing sites and other facilities (Scope 1 and 2) and in its business travel (Scope 3, Category 6) in 2020 and 2021 by expanding 
conservation and renewable energy use, while securing responsible offsets for the remaining GHG emissions. The company’s ambition includes our goals to reduce operational GHG 
emissions, maintain net-zero emissions for Scope 1 and 2, and increase our adoption of renewable energy sources. Read more about how we reduce operational GHG on Page 51.
Achieving aviation industry climate objectives to decarbonize requires a portfolio of solutions and partnerships. Boeing is working to advance 
the development of key technologies to further these objectives. 
On the products side, Boeing committed that its commercial airplanes will be capable to fly on 100% SAF by 2030. Long term, we support the commercial aviation industry’s ambition
to achieve net-zero carbon emissions for global civil aviation operations by 2050. We are partnering across the industry with the goal to reimagine and ultimately decarbonize commercial 
aviation in the second half of this century. Learn more about our plans to decarbonize commercial aviation on Page 41.
Boeing is actively developing low-carbon transition plans to meet long-term goals with meaningful milestones. 
In October 2021, we announced our support for the commercial aviation industry’s ambition to achieve net-zero carbon emissions for global civil aviation operations by 2050. 
By supporting this industry goal, we are addressing emissions from the use of Boeing’s sold commercial aircraft (Scope 3 Category 11) which is estimated to comprise greater than 
90% of Boeing’s total GHG emissions, and therefore defined as the only relevant category of Scope 3 emissions for Boeing under the Climate Action 100+ Net Zero Benchmark.1 Our 
active support for the commercial aviation industry’s net-zero ambition largely — but not fully — aligns with the Climate Action 100+ Net Zero Indicator objective for addressing Scope 3 
emissions. In 2021, Boeing disclosed our Scope 3 Use of Sold Product emissions for commercial aircraft, an important step toward understanding our contributions and potential 
reduction pathways. Due to the unique aspects of our sector including global scope, long product life-span, and financial and technological decarbonization challenges, Scope 3, 
Category 11 emissions are best addressed as a collaborative effort across the industry. In support of a net-zero transition, the first step is to ensure we have a path that is credible and 
aligned with the commercial aviation industry in support of its global reduction goals. Boeing’s existing Scope 3 ambitions to support our commercial industry’s net-zero goals do not 
address (i) our defense portfolio, where we are actively working with our government customers to understand and support their future requirements, or (ii) our supply chain, where we are 
working with our suppliers to increase GHG reporting and proactively address climate change-driven risks to create resilience and stability within our supply base. Read more about our 
work to decarbonize commercial aviation on Page 41.
Boeing protects, connects and explores our world and beyond, safely and sustainably. We believe that safe and sustainable aerospace is an imperative for all of our stakeholders. Achieving 
desired decarbonization will require continued partnerships with airlines, industry, governments and research institutions over decades. Learn more about our goals and partnerships to 
decarbonize aerospace on Page 8.
1. This relevance is based on the sector classification and Scope 3 emissions application of the Climate Action 100+ Net Zero Company Benchmark v1.1 (March 2022). 
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Governance and Risk Management
Corporate Governance
The Board of Directors has extensive oversight 
of strategy development, company culture, 
the company’s safety programs and initiatives, 
political and charitable contributions, corporate 
sustainability and key strategic, operational 
and compliance risks. Our Board has 
adopted a set of Corporate Governance 
Principles to assist the Board in the exercise 
of its responsibilities. Along with Boeing’s 
Certificate of Incorporation and By-Laws and 
charters of the committees of the Board, it 
provides an effective framework for Boeing’s 
governance. The Governance & Public Policy 
(GPP) Committee reviews our governance 
practices and policies on an ongoing 
basis and, where appropriate, proposes 
modifications to the Board. Our corporate 
governance materials are available at 
www.boeing.com/company/general-info/
corporate-governance.page.  
Sustainability Governance 
Sustainability is rooted in Boeing’s values. 
The Board oversees a variety of sustainability 
topics and in 2021, the GPP Committee 
charter was amended to expressly include 
oversight of our practices — relating to 
corporate sustainability, including matters 
related to environmental stewardship and 
climate change, and to diversity, equity and 
inclusion. Chris Raymond is Boeing’s Chief 
Sustainability Officer (CSO), a Boeing 
Executive Council position reporting to 
Boeing’s Chief Executive Officer. As CSO, 
Raymond reports the progress of Boeing’s 
sustainability objectives and stakeholder-
oriented reports regularly to the GPP 
Committee and the full Board.
Raymond is responsible for advancing 
Boeing’s approach to sustainability, 
focusing on priorities, stakeholder-oriented 
reporting and company performance. He 
leads the Global Enterprise Sustainability 
organization, designed to sharpen our focus 
on key environmental, social and governance 
efforts through dedicated leadership alignment 
in these areas. Raymond’s team includes 
a Chief Engineer who advances sustainability 
technologies as well as future mobility 
applications and a Global Sustainability 
Policy and Partnerships leader who 
strengthens our company focus on 
sustainability outside the United States. 
Reinforcing our commitment and 
enterprise approach, a Global Sustainability 
Council composed of global leaders from 
across our business units and functions 
was established to provide executive 
leadership, advocacy and partnership with 
the sustainability organization to advance 
our objectives and strategy. This council 
works to partner and advance sustainability 
objectives and strategy throughout the 
enterprise. The council also oversees 
subcouncils with focuses on policy, 
customers, sustainability and enterprise 
services, sustainable aviation fuels, finance 
and governance, and technology and 
future mobility.
Oversight of Political Activity
Together, the Board, the GPP Committee 
and senior leadership, are committed to 
ensuring that our political activities align with 
the company’s values, business strategies, 
long-term shareholder interests and long-
term strategic imperatives. 
At Boeing, oversight of political activities 
starts at the top. The Board works closely 
with the Executive Vice President (EVP) of 
Government Operations on the oversight 
of our engagement in the political process. 
This includes regular discussions about the 
company’s public policy priorities; the 
company’s memberships in and payments 
to trade associations and other tax-exempt 
organizations; Boeing Political Action 
Committee (BPAC) strategy and expenditures; 
and the company’s network of compliance 
procedures related to these activities. The 
GPP Committee leads the oversight activities 
on these issues and makes appropriate 
recommendations to the full Board about 
Boeing’s engagement in the political process. 
The EVP of Government Operations also 
works closely with the Law and Global 
Compliance organization to ensure that the 
company’s political activities adhere to all 
legal requirements and company policies 
and procedures as well as meet the highest 
ethical standards and Boeing’s values. 
Each year, the Company’s Compliance 
Risk Management and Enterprise Risk 
Management boards provide the Board with 
an update and overview of the effectiveness of 
the policies and procedures in place to ensure 
that the company’s political activities meet 
these high standards. 
You can review the company’s oversight and 
internal compliance procedures for political 
activities here. 
Oversight of Sustainability
Board of Directors
Governance & Public Policy Committee
Oversees Boeing’s sustainability policies 
and practices, including matters related to 
environmental stewardship and climate change
Subcouncils
Chief Sustainability Ofﬁcer
Executive Council Member
Leads Global Enterprise Sustainability
Responsible for enterprise-wide sustainability 
strategy, focusing on priorities, stakeholder-
oriented reporting and company performance
Global Sustainability Council
& Extended Council
Global leaders from across business units 
and functions provide leadership, 
partnership and action to advance 
objectives and strategy for sustainability
Technology &
Future Mobility
Finance &
Governance
Policy
Sustainability & 
Enterprise Services
Customers
Sustainable
Aviation Fuel
2022 Sustainability Report  15
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The Board’s Oversight of Risk
Boeing takes measured risks as an innovation 
leader. The Board and senior management 
avoid imprudent risks and mitigate strategic, 
operational and compliance risks to 
emphasize safety, quality, integrity and 
sustainability. Senior management supervises 
day-to-day risk management, including creating 
relevant policies and procedures. The Board 
oversees and assesses the execution of and 
approach to risk management. The Board 
evaluates significant risks during corporate 
strategy reviews and develops long-range 
business plans, including significant new 
development programs.
The Board and its standing committees 
regularly review strategic, operational, 
financial, compensation and compliance 
risks with senior management. For further 
details on our risk management practices, 
see our Proxy Statement.  
Product Safety
The Aerospace Safety Committee (ASC), 
established in 2019, is responsible for directly 
overseeing engineering, design, development, 
manufacturing, production, operations, 
maintenance and delivery of aerospace 
products and services in order to ensure the 
safety of our commercial, defense, space and 
other aerospace products and services. The 
ASC also consults with the Compensation 
Committee, linking safety review and 
individual executive performance.
Diversity and Inclusion
The Board oversees diversity and inclusion 
efforts, including supervision of outreach 
efforts as well as reviews of workplace 
diversity metrics and complaints received — 
and corrective actions taken — related to 
behavior inconsistent with Boeing’s values. 
The Board is committed to its membership’s 
diversity, with 42% of directors, including the 
Audit, Compensation and GPP committee 
chairs, who represent gender, racial or ethnic 
diversity (as of report publication).
Climate Change
The Board participates in strategy 
development for our products, services 
and operations, including the integral 
environmental sustainability strategy that 
considers current and future impact of 
products and services. The Board oversees 
climate-related risks, goals and opportunities, 
including reducing greenhouse gas emissions 
in operations and maintaining net-zero at 
manufacturing and other facilities.
Boeing has robust processes to control 
risks and provide management and Board 
oversight. See graphic on this page. For 
further details on our identified risks, see 
our Annual Report.
Business Continuity Management
Boeing navigated challenges in 2021 that 
added to the company’s risk profile, including:
•	COVID-19 related economic 
and workplace disruptions.
•	Social and political issues.
•	Organizational and structural challenges.
•	Regulatory review of the 737 MAX.
Through Business Continuity Management 
(BCM) we identify vulnerabilities and develop 
recovery strategies to minimize the impact of 
potential threats or disruptions. Our BCM 
is built on five preparedness programs: 
Business, Emergency, Information 
Technology, Supply Chain and Human 
Resources. All come together to aid 
recovery from emergencies or disasters.
Tax Governance and Compliance
We are committed to being a responsible 
taxpayer wherever we operate. Our global 
tax team is responsible for maintaining 
the highest compliance standards, being 
transparent in our dealings with authorities 
and sustaining robust internal controls for 
risk management. Boeing’s principled tax 
approach is grounded in ethical business 
practices and tax guidance that follows 
business substance. 
  Please visit our website for information 
about Boeing’s approach to global tax
governance and compliance. 
Enterprise Risk Management
Compliance Risk Management
Audit Committee
The Audit Committee receives annual reports on Boeing’s Enterprise Risk Management (ERM) 
and Compliance Risk Management (CRM) processes and regular reporting on the company’s 
compliance and ethics programs from the Company’s Controller and Chief Compliance Ofﬁcer. 
Enterprise Risk Management and 
Compliance Risk Management
Annual Employee Training
All employees, from senior leaders to new workers, receive annual training on 
compliance risk areas tailored to their speciﬁc work, including U.S. Department of Defense 
procurement rules, proper handling of sensitive information and anti-corruption.
The full Board of Directors reviews 
enterprise risks on a regular basis as well 
as conducts regular reviews of our ethics 
and business conduct programs. ERM 
assesses strategic risks to the company 
and industry, including topics within the 
environmental, social and governance 
elements of sustainability, such as 
climate and policy change. 
The CRM, jointly co-chaired by Boeing’s Chief 
Compliance Ofﬁcer and Controller, includes senior 
company leaders who identify, evaluate and 
prioritize the most signiﬁcant compliance risks; 
assess mitigation strategies; and provide visibility 
to Boeing’s CEO and Audit Committee of the 
board. The CRM also regularly pressure-tests the 
risk mitigation measures to ensure the strongest 
compliance program possible.
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Ethical and Compliant Business
Boeing’s Board Champions Company 
Values, Ethics 
Boeing’s Board recognizes that the company’s 
long-term interests are advanced when 
members are responsive to the concerns 
of customers, employees, public officials, 
shareholders, suppliers and the communities 
we serve. The Board actively fosters a 
corporate culture that puts safety, quality, 
integrity and sustainability at the forefront 
of all that we do. Board members commit 
to, and use, a Code of Ethics as guiding 
principles; the code emphasizes the 
importance of compliance with all applicable 
laws, rules and regulations; maintaining 
confidentiality; avoiding any conflicts of 
interest; and reporting of illegal or 
unethical behavior. 
The Audit Committee and the full Board 
oversee our compliance and ethics programs 
through close collaboration with Boeing’s Chief 
Compliance Officer (CCO) and periodic reviews 
of program metrics. These touchpoints provide 
visibility to the Board of significant compliance 
and ethics risks, as well as, specific cases that 
are identified through the company’s various 
reporting channels.
Code of Conduct: Emphasizing the 
Importance of How We Do Our Work
At Boeing, our first commitment is to the 
people and customers who rely on our 
products and services to protect, connect, 
and explore our world and beyond. Each of 
us has a personal responsibility to honor that 
promise and to serve as stewards of our 
company’s legacy of aerospace excellence 
and innovation. New employees sign 
the Code of Conduct and complete 
Recommitment training when they join 
the company — and we all reaffirm this 
commitment every year.
Compliance is everyone’s responsibility 
at Boeing. Employees must hold themselves 
— and each other — accountable to following 
all rules and regulations and to doing what is 
right. In 2022, our Recommitment training 
featured real stories told by Boeing employees 
and company leaders that reinforced our 
commitment to put safety and quality above 
all else; to hold ourselves accountable to 
follow all policies and procedures; to be 
transparent with all stakeholders, including 
government regulators and customers; and 
to treat co-workers, customers, regulators 
and stakeholders with respect. It also 
reminded everyone of their obligation to 
speak up and be a voice for others when 
something does not align with our values.
Robust Anti-Corruption Program
Integrity is a core company value and Boeing 
strictly forbids bribery and corruption of 
any kind. Boeing’s robust anti-corruption 
program includes extensive controls, rigorous 
policies and procedures, and an annual risk 
assessment to ensure effectiveness and 
identify potential enhancement opportunities.
Boeing publishes an internal policy that 
explains its anti-corruption and anti-bribery 
requirements and expectations for employees, 
while making its guidelines for ethical business 
conduct publicly available to employees and 
other stakeholders. The company also makes 
employees aware of their federally protected 
whistleblower rights, which are designed to 
protect employees against retaliation for 
reporting potential wrongdoing by a U.S. 
contractor or subcontractor.
Commitments and Actions on 
Human Rights
Boeing is committed to responsible business 
practices and promoting positive change 
while simultaneously creating value for 
our customers, shareholders and other 
stakeholders. In recognition of this 
commitment, the company has developed 
policies and practices designed to enforce our 
Code of Basic Working Conditions and Human 
Rights. We expect similar commitments and 
behaviors from our suppliers, incorporate 
these expectations into our supplier 
contracts, and verify that they are being 
met through in-person engagements and 
third-party monitors.
There is nothing we can’t accomplish when we work together 
and lead with our values. At the end of the day, how we do 
our work is just as important as the work we do. It’s up to all 
of us to hold ourselves accountable to the highest standards.”
Uma Amuluru, Chief Compliance Officer and Vice President, 
Global Compliance
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Efficient and Trusted 
Reporting Mechanisms 
Boeing provides several confidential and 
anonymous reporting options for employees 
to report concerns, seek guidance or share 
ideas. Reporting channels include managers; 
the U.S. Domestic and International Ethics 
hotlines; Compliance and Ethics Officers 
embedded in the business; and the Speak 
Up website that houses online portals for 
employees to report issues. Retaliation 
against reporting parties is strictly prohibited: 
action is taken against violators of our 
anti-retaliation policies. 
We are enhancing our ability to analyze 
available reporting data to identify areas of 
concern and understand the root cause of 
the problem, allowing us to promptly escalate 
issues to appropriate leaders and work with 
business partners to mitigate and address 
risks. The chart below demonstrates Boeing’s 
robust reporting culture and Boeing’s efforts 
to respond. Additionally, our anonymous 
reporting rate of 13% is lower than other 
published benchmarks, which suggests 
employees generally trust management 
to address their concerns and do not 
fear retaliation.
  Employees are encouraged to raise 
concerns through The Boeing Ethics 
Line (1-888-970-7171) or through the 
Integrity Counts website.
Understanding Ethical Concerns
2021 Data1 
2,167
inquiries2
1,730
conflict of interest 
determinations
3,503
investigative requests
7,400
total contacts with Ethics 
submitted for employees in 2021
2,896
of investigative 
requests had enough 
 information to 
 investigate3
of investigated 
requests were 
substantiated3,4
51%
1. Data reflects the reporting period of November 2020 
through October 2021. 
2. Inquiries comprise Requests for Guidance and 
Information Requests. Requests for Guidance are 
situations where employees are seeking guidance when 
facing ethical dilemmas or when they need assistance in 
understanding company policies or expected behaviors. 
Information Requests are situations where employees 
are seeking general information. Both demonstrate 
awareness of Boeing’s Compliance and Ethics program, 
but Requests for Guidance are viewed as the most 
positive types of contact.
3. Investigated matters are considered unsubstantiated 
when the investigation findings do not support a 
violation of policy or expected behaviors or where 
there is not sufficient evidence of misconduct.
4. Ongoing evaluations demonstrate that Boeing’s 
substantiation rate is slightly higher than other 
published benchmarks, indicating an effective 
investigation process and informed reporting by 
company employees.
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Focus on Continuous Improvement
The past few years have challenged our 
company like never before, reinforcing our 
unwavering focus on safety, quality, integrity and 
transparency. We recognize the need to drive 
continuous improvement in all that we do and in 
the past year have taken the following action:
•	Advanced our enterprise wide Safety 
Management System (SMS), which 
facilitates timely collection and analysis 
of data in order to embed safety in every 
aspect of how we design, build and 
support our products and our services.
•	Strengthened our Global Compliance 
organization and compliance program by 
aligning teams, revamping trainings and 
processes, and launching new employee-
focused efforts to enable compliant company 
performance across all of our locations 
around the globe.
•	Demonstrated a commitment to promoting 
a just culture grounded in humility, inclusion 
and transparency that protects and treats 
people fairly when they report safety, quality 
and compliance concerns.
•	Built Seek, Speak & Listen habits to 
foster open and transparent dialogue in 
all employee interactions.
•	Fostered a diverse, inclusive and open 
workplace environment that encourages 
teammates to voice concerns, raise issues 
and share ideas.
•	Published the Boeing Supplier Code of 
Conduct, which provides a clear set of 
expectations for suppliers doing business 
with Boeing, that is consistent with our 
policies, principles and sustainability efforts. 
We expect suppliers to adhere to the Boeing 
Supplier Code of Conduct throughout the 
time they do business with us and notify 
Boeing of any instances where expectations 
are not met.
These steps have been vital in driving 
near-term progress and ensuring the long-term 
health of our company. We will continue to 
refine and improve our program to meet 
the needs of a dynamic business and 
compliance environment.
Simple Habits Drive Culture Change
Over the past year, individuals, teams and 
leaders around the world have helped 
build an inclusive culture of trust, care and 
connection, by focusing on three simple 
habits — Seek, Speak & Listen (SS&L) that 
guide how we work together.
These habits help us learn from others’ 
diverse perspectives, speak up about issues 
or ideas and listen with openness and 
curiosity. Embedding these habits in everything 
we do helps us to continuously improve, 
build stronger teams and live our values.  
SS&L is fundamental to who we are as a 
company and how we work together — 85% 
of team members surveyed said they use the 
habits in their day-to-day interactions. With 
this open and inclusive culture, improved 
business outcomes follow — in safety, quality, 
production, performance and inclusion. 
By embracing these habits, we make 
better decisions, drive innovation and build 
connection. We seek out the places where 
things aren’t going well, where anxiety may 
be brewing, so we can learn and address 
issues before they become problems; where 
we get all perspectives on the table and every 
team member feels safe to speak up; and 
where we listen to each other with humility. 
We will continue to embed the habits into 
our daily work, processes, systems and 
communications to hold ourselves 
accountable and keep moving forward.  
Seek
Because awareness can 
teach us and help us improve
Speak
Because it’s the right thing to 
do and every voice matters 
Listen
Because listening builds trust 
and leads to better decisions 
Seeking, speaking and listening are driving an open 
and inclusive culture with improved business outcomes —
in safety, quality, production, performance and inclusion.
2022 Sustainability Report  19
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Developing Future Leaders and Embodying Integrity
In 2021, Boeing launched a new Ethics 
Ambassador Program designed to ensure 
our future leaders embody integrity, and to 
further connect the compliance program 
to the business.
Piloted at Boeing Philadelphia in April 2021, 
the Ethics Ambassador Program is a 
leadership development program developed 
for Boeing employees embedded within 
the business to amplify our values and 
extend the reach of the company’s Global 
Compliance efforts at local sites. Ethics 
Ambassadors serve as local advocates to 
encourage employees to speak up, while 
bringing forward localized trends to help 
monitor and reduce compliance risks and 
ensure employees adhere to the company’s 
Code of Conduct. 
Boeing Philadelphia Ethics Ambassadors 
Christine Vasko, Tasha Silas and Ieisha Hinson 
each provide a friendly face for more than 
4,000 local employees who have questions 
or concerns about compliance or ethics.
“Employees can come to us directly, but 
I always have my eyes and ears open for 
pockets of anxiety that we need to look 
at before they potentially escalate into 
something problematic,” said Vasko, who 
is an Engineering Manager. “Generally, we 
recommend that our teammates talk to 
their manager or to our site’s compliance and 
ethics officer. But before doing that, we will 
talk things through with someone by giving 
them our undivided attention and asking 
curious, nonjudgmental questions.”
To date, the Ambassadors have engaged 
more than 2,500 teammates, sharing 
information about compliance and ethics via 
floor walks, staff meetings, diversity council 
and business resource group briefings, and 
new-employee orientation sessions. The 
program was recently launched at sites in 
Mesa, New Orleans and North Charleston 
with plans to expand to additional sites in 
the future.
Tasha Silas, 
Philadelphia Ethics
Ambassador and 
Manufacturing 
Operations Analyst
Ieisha Hinson, 
Philadelphia Ethics 
Ambassador and 
Materials & 
Process Engineer
Christine Vasko, 
Philadelphia Ethics 
Ambassador and 
Mechanical Engineer
2022 Sustainability Report  20
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

People
Section Key Topics
Employee Safety
Employee Well-Being
Global Equity, Diversity and Inclusion
Professional Development, Education and Learning
F-15 Advance Technologies and Concepts Systems 
Engineer Indica Bennett using mixed reality smart glasses. 
(Boeing photo)
2022 Sustainability Report  21
Contents
People
Introduction
Communities
Operations
Approach & Governance
Products & Services
Reporting

People
Healthy and Empowered
Our story starts with our people. We 
commit to advancing a collaborative, 
inclusive and globally diverse culture that 
creates unique careers in aerospace.
Goal: Employee Safety and Well-Being
Value human life and well-being above all 
else and take action accordingly; we strive 
to prevent all workplace injuries
Goal: Equity, Diversity and Inclusion
Address representation gaps and strengthen 
equity, diversity and inclusion so that all team 
members feel supported and inspired to reach 
their full potential
2021 Highlights
Enhanced workplace safety via
27%
reduction of serious injuries 
from 2020 to 20211
Expanded
U.S. employee benefits
to include domestic 
partnerships
90%
of employees
surveyed say their 
manager supports 
their overall 
well-being
3.6M
total hours of 
employee training
1.5%
Increase
in racial/ethnic minority 
representation within 
our U.S. workforce 
from 2020 to 2021
Boeing ranked
#7
Best for Vets Employer by Military 
Times out of 144 companies
DiversityInc
#16
ranked Boeing 
on the 2022 Top 
50 Companies for Diversity
Disability:IN
recognized Boeing as one of 
Best Places to Work for Disability 
Inclusion for sixth year in a row
Published
aspirations for advancing 
equity, diversity and inclusion
in our first Global Equity, 
Diversity & Inclusion (GEDI) report
1. U.S., Canada and Australia employees only.
2022 Sustainability Report  22
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Employee Safety
Boeing knows that operating to keep ourselves and our 
teammates safe in the workplace is everyone’s responsibility. 
Safety is central to everything we do for ourselves, those we 
care about and our communities.
Leveraging Technology to Improve Workplace Safety
For over a century, Boeing has empowered employees 
to incorporate the latest technology into production 
processes. This increases workplace safety, quality and 
efficiency simultaneously. 
Through automation and robotics, Boeing has greatly enhanced 
workplace safety and reduced employee exposure to some 
high hazards. Serious injuries significantly decreased by 27% 
from 83 in 2020 to 61 in 2021.1 Currently, the majority of 
workplace injuries are ergonomic. This is another key area 
where Boeing is improving designs and using technology 
to safeguard against injuries. 
“We’ve worked to make advancements to the equipment 
we use daily by developing ergonomically designed tools 
and other equipment,” said Erik Pham, Boeing Environment, 
Health & Safety Senior Director. “We also use exoskeleton 
technology to help protect our employees in a variety of ways, 
such as repetitive motion stress injuries and overhead work. 
Over 200 units have been deployed and are being used 
throughout Commercial Airplanes programs. Qualitative 
benefits were immediately realized as data is being collected 
to evaluate quantitative benefits. These wearable technologies 
target repetitive motion that could cause ergonomic issues 
and, by alleviating some of that burden off the user, minimizes 
some risks and injuries.”
Pham said the company goes beyond regulatory compliance 
and leverages technology to mitigate or prevent workplace 
safety risks and injuries. Boeing is working toward incorporating 
sensor technology and augmented reality into the workplace. 
Technology is instrumental in preventing fatalities and in reducing 
serious and ergonomic injuries. It’s tangible evidence of Boeing’s 
prioritized values of safety, quality, integrity and sustainability.
1. Represents U.S., Canada and Australia employees only.
Working on a 767 in Everett, 
Washington, mechanic 
Jason Turner is much more
comfortable thanks to a 
shoulder support exoskeleton.
(Boeing photo)
By enhancing Boeing’s safety culture through 
risk reduction, creating a safe work environment 
and ensuring productive processes and 
interactions, all employees can leave work 
as safely as they arrived.” 
Erik Pham, Boeing Environment, Health & Safety 
Senior Director
39:1
Near Miss to Hazard
(includes COVID-19 cases)
98%
Found/Fixed Metric
0.53
Lost Workday
(includes COVID-19 cases)
1,026
Health and Safety
Training Courses
Available
2022 Sustainability Report  23
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Employee Well-Being
Boeing takes a holistic approach to employee safety and 
overall well-being, including physical, financial and mental 
health components at work and at home. We value human 
life and well-being above all else and take action to improve 
many aspects of an employee’s life.
Innovative Care Options Support Employees 
Through the Pandemic 
As the COVID-19 pandemic continued through the entirety 
of 2021, Boeing employees and their families, as with 
communities across the globe, faced numerous challenges 
to their physical and emotional well-being. To address these 
challenges, Boeing introduced innovative programs in the U.S. 
to provide employees with the care they needed, when and 
where they needed it. 
Building on an existing platform of physical and emotional 
coaching services, Boeing added access to virtual primary 
care, behavioral health and musculoskeletal support for those 
employees who prefer to take advantage of care from the safety 
and convenience of their homes — at no cost in 2021. With 
increased demand for behavioral health services, confidential 
video-based visits with a coach or therapist for anxiety, 
depression, grief, self-confidence and medication management 
proved to be particularly valuable during the pandemic. 
In addition, to help busy parents and other caregivers, Boeing 
doubled the number of back-up child and adult/elder care 
days subsidized by the company to 20 days per eligible 
employee per year. Back-up care may be used when a 
regular caregiver is unavailable — all too common during 
the pandemic — and the employee needs to work.
Boeing opened several company locations as public COVID-19 vaccination 
sites, including this one at Auburn, Washington. (Boeing photo)
Boeing Expands Benefits to Include 
Domestic Partners
Employees said that Boeing could be doing more to support 
its diverse workforce. And they were right. Our actions 
as a company need to reflect our values, which means 
supporting not only our employees, but also the people 
most important to them.
Effective June 1, 2021, Boeing expanded eligibility for certain 
benefits to cover all qualifying domestic partners of U.S. 
employees. These benefits include features of the company’s 
health, life and accident insurance programs, as well as 
retirement, relocation and leave of absence benefits.
New domestic partner benefits include the following: 
Employees are able to cover their domestic 
partner and their domestic partner’s eligible 
children under their health care plan.
An employee may request a leave of absence 
to take care of their domestic partner or 
dependents of a domestic partner with a 
serious health condition.
Pension plan participants can elect a joint 
and survivor payment option with their 
domestic partner as the beneficiary. 
This change was made as part of our ongoing effort to create a 
more inclusive work environment where everyone is respected 
and feels valued. The company also believes that extending 
these benefits to employees in domestic partnerships will 
allow us to attract and retain the best team and talent.
2022 Sustainability Report  24
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Proactive Steps to Protect Employee 
Health and Safety
The COVID-19 pandemic continues to affect 
lives and businesses. In 2021, Boeing’s 
Crisis Management Working Group took 
steps to help protect the health and safety 
of employees and maintain business 
continuity. As vaccines became available, 
we encouraged employees to get vaccinated, 
followed government requirements, provided 
resources and support, offered paid time 
off for vaccinations, and supported several 
injection clinics for employees and their 
families. We provided access to virtual 
primary care physicians and behavioral health 
clinicians at no cost for employees in the U.S. 
and various global locations. We continued 
virtual work options, with many employees 
telecommuting. We maintained safety 
protocols at our sites, including face coverings, 
physical distance and enhanced cleaning 
requirements. We continued daily self-health 
checks and operated a phone line to allow 
employees to promptly report positive 
COVID-19 test results directly to Boeing. 
As part of that reporting process, we managed 
a robust contact-tracing program to identify 
those who had been in close contact in 
the workplace with employees who tested 
positive for COVID-19.
Our greatest strength as a company is our 
people. Prioritizing their well-being and 
providing them opportunities to speak up and 
be heard is critically important for creating an 
inclusive workplace. I seek to empower and 
uplift my teammates to provide them space 
for creativity, growth and a sense of purpose 
because when they succeed, we all succeed.” 
Stephanie Pope, President and CEO, 
Boeing Global Services
Employees and Their Families Find 
Success With Free Tutoring Program 
Leah Lenzner’s daughter was in the first 
grade and falling behind her classmates in 
reading skills when Leah decided to jump 
on a new program offered at Boeing: tutoring 
for students. 
Boeing started offering free tutoring in early 
2021 to support employees in response to 
the challenges many families were facing 
during the COVID-19 pandemic. Through 
Boeing’s partnership with Bright Horizons, 
Varsity Tutors offers educational tutoring for 
children in grades K-12 including virtual 
private tutoring, small group academic 
support, personalized action plans to meet 
academic goals, and support for children 
with functional needs. Eligible U.S. employees 
can receive up to 80 hours of company-paid 
tutoring per year.
Lenzner, a strength analyst on the T-7A 
program, contacted Varsity Tutors and 
enrolled her daughter, where she was 
matched with a reading specialist. By the 
end of the school year, Leah’s daughter 
moved up in her reading level, so they 
decided to continue the tutoring during the 
summer. When her daughter started second 
grade, she was at the appropriate reading 
level for her grade. 
Leah recommends the tutoring program to 
other Boeing employees, citing the ease in 
scheduling the service and the benefit it 
provides to children. 
“The tutors know what they are doing,” 
Lenzner said. “They knew how to help her 
by offering teaching that was targeted to 
what she needed.” 
Leah Lenzner, Boeing St. Louis strength analyst on the T-7A program, used a company-provided tutoring program during 
the pandemic to help her daughter, Zoe, with reading skills. (Boeing photo)
2022 Sustainability Report  25
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People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Polish Employees Help Colleagues 
Flee Ukraine 
Poland has received more than 3 million 
refugees from Ukraine, more than all other 
countries combined. Employees from all three 
Boeing sites in Poland have helped colleagues 
from Kyiv find safe shelter and amenities, with 
all the means to continue their work.
“I thank all our colleagues for their truly 
outstanding display of humanity,” said Rafal 
Stepnowski, head of Government Relations 
at Boeing Poland. 
How Boeing Employees Helped Each Other:
•	Initiated employee aid efforts from Polish 
sites in Gdansk, Warsaw and Rzeszow 
when the crisis emerged and continue to 
respond to needs as they emerge.
•	Enrolled schoolchildren, found COVID-19 
boosters and sourced veterinarians for pets.
•	Transformed a former gym in Gdansk 
(Northern Poland) into a room filled with 
supplies for colleagues from Ukraine, offering 
everything from hygiene products and 
clothes to strollers and children’s games. 
•	Purchased and collected essentials in 
Gdansk, where supplies were still available, 
and then drove eight hours south in a rented 
car to deliver them to Rzeszów, near the 
Ukrainian border.
•	Provided warm meals to refugees via a 
Boeing Warsaw employee, who drove to the 
border with her family food truck to serve 
refugees waiting in line. Colleagues supplied 
the necessary provisions, cleaning supplies 
and dishes.
•	Helped organize 1,000 accommodations 
for refugees in cooperation with the local 
technical university in Rzeszow to support 
the high volume of incoming refugees.
•	Picked up people in Ukraine with their cars 
to compensate for overwhelmed public 
transport close to the border, some directly 
welcomed into employees’ homes. 
How Boeing Assisted Employees in Need:
•	Providing resources via the Employee 
Assistance Program for Boeing 
Ukrainian colleagues.
•	Offered hotel accommodations and then 
transitioned to individual apartments. 
Ukrainian colleagues on arrival in Poland 
were given a prepaid Boeing credit card to 
buy basic necessities — food, clothing, 
over-the-counter medicines and toiletries. 
•	Supporting fundraising and donations, 
including Boeing gifting $2 million for those 
displaced by the conflict, by matching 
qualifying employee donations made 
through YourCause, Boeing’s employee 
engagement portal.
Top: Anna Samchuk, a Boeing employee from Kyiv, stands in a room at the Boeing site in Gdansk that is filled with 
clothes and supplies donated by her local colleagues. (Boeing photo)
Bottom: Boeing employees carry supplies to a shelter for Ukrainian refugees in the Polish city of Rzeszów. (Boeing photo)
2022 Sustainability Report  26
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Global Equity, Diversity and Inclusion
Progress on Our Equity, Diversity 
and Inclusion Commitments
Over the past year, we have seen the value 
inclusion brings to our global team as we 
continue to advance our equity, diversity and 
inclusion commitments. Although there is 
more work to be done, we are encouraged 
by our progress, especially in light of 
the COVID-19 pandemic and dynamic 
business environment. 
In 2021, women and racial/ethnic minority 
representation at Boeing increased overall 
as compared with the prior year. And, in the 
second half of 2021, exit rates for women, 
men and teammates of all races were within 
0.1 point of one another, meaning the rate 
of people exiting was relatively equal among 
race and gender. For the first time, we shared 
data related to women of color, disability, 
gender identity and sexual orientation.
In 2021, we established a set of near-term 
aspirations that we are striving to achieve 
by 2025 and introduced the Seek, Speak & 
Listen habits to build stronger teams and 
drive better business outcomes. While we are 
moving in the right direction, we want — and 
need — to accelerate change. In the spirit 
of Seek, Speak & Listen, we will continue 
seeking out and listening to ensure that we 
foster a culture of belonging and inclusion. 
With nearly 142,000 team members across 
the U.S. and in over 65 countries, we remain 
committed to recruiting, supporting and 
developing diverse talent. 
 Learn more about our team and the actions 
we’re taking to recruit, support and develop 
diverse talent while creating an inclusive 
culture where everyone is seen, heard, 
valued and respected in the 2022 Global
Equity, Diversity & Inclusion Report.
Gender1
Race and Ethnicity2
76.3% Men
23.2% Women
0.5% Undisclosed
71.9% Men
24.6% Women
3.4% Undisclosed
67.1% White
14.6% Asian
7.4% Hispanic/Latino/a/x
6.6% Black
0.8% Native American
0.7% Paciﬁc Islander
2.3% 2 or More Races
32.7%
Racial and Ethnic
Minorities
24.6%
Women
23.2%
Women
U.S. Overall
U.S. Overall
International Overall
+.3pt
+.3pt
+1.5pt
U.S. Veterans3

Veterans
14.6%
-.2pt
U.S. Disability4
Self-ID 
participation rate
Self-ID as having 
a disability
28%
6.4%
U.S. LGBTQIA+5
Gender identity self-ID 
participation rate
Sexual orientation self-
ID participation rate
7.1%
6.1%
Above data based on voluntary, confidential self-identification by employees.
1. All data on gender is collected globally. Numbers for gender may not total 100% due to team members who identify 
as non-binary or who choose not to disclose. Data is segmented to show U.S. and International, which indicates
 team members outside the U.S. 
2. Race identification formatting was changed in 2021 to more correctly reflect the identities of employees. Race and 
ethnicity data reflects the U.S. workforce only. Numbers may not total 100% due to inclusion of people who choose 
not to disclose or due to rounding. Racial and ethnic minority representation includes Asian, Black, Hispanic/
Latino/a/x, Native American, Pacific Islander and Two or More Races as defined by the U.S. Equal Employment 
Opportunity Commission.
3. A veteran is defined as a person who served in the active military, naval, or air service and who was discharged 
or released therefrom under conditions other than dishonorable. 
4. A disability is defined as a physical or mental impairment or medical condition that substantially limits a major life 
activity, or a history or record of such an impairment or medical condition.
5. LGBTQIA+ is a term that includes people of all genders and sexualities, such as lesbian, gay, bisexual, transgender, 
questioning, queer, intersex, asexual, pansexual and all others.
 pt change from previous year
2022 Sustainability Report  27
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Introduction
Communities
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Reporting
Approach & Governance
Products & Services

Inspiring the Next Generation to 
Build the Future
Through his leadership both inside and outside 
of Boeing, Ted Colbert, CEO of Boeing 
Defense, Space & Security, is developing 
the next generation of science, technology, 
engineering and mathematics (STEM) leaders 
and making Boeing — and the communities 
in which we operate — more inclusive. 
His efforts were recognized earlier this year 
when he was awarded the 2022 Black 
Engineer of the Year Award, a prestigious 
award recognizing a public or private sector 
leader who has expanded opportunities for 
African Americans in STEM. 
“Boeing’s commitment to equity, diversity and 
inclusion is first and foremost about treating 
each other with respect while acknowledging 
differences at the same time. When we not 
only recognize but also respectfully accept 
how race, gender, ability, age and life 
experience affect the perspective people 
bring to challenges and opportunities, we 
improve the way we innovate and problem 
solve together,” said Colbert upon receiving 
the accolade.  
From championing employee resource 
groups to supporting Historically Black 
Colleges and Universities, Colbert’s leadership 
has made a profound impact on shaping 
Boeing’s diversity and inclusion initiatives. 
A member of the Racial Equity Task Force, 
Colbert has advocated for increasing Black 
employee representation at Boeing in the 
U.S. by 20% and spearheaded Boeing 
partnerships with minority-focused STEM 
programming and the Thurgood Marshall 
College Fund, the nation’s largest organization 
representing the Black college community. 
Ted Colbert, CEO of Boeing Defense, Space & Security is the 2022 Black Engineer of the Year. (Boeing photo)
2022 Sustainability Report  28
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People
Introduction
Communities
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Reporting
Approach & Governance
Products & Services

Racial Equity Task Force Celebrates Progress
Boeing’s Racial Equity Task Force was established as a think 
tank, to elevate and amplify the voices of our workforce. The 
team has worked to advance Boeing’s action plan to root out 
racism, advance progress on key measures of equity and 
inclusion, and strengthen the company’s commitment 
to community investments and diverse suppliers.
The Racial Equity Task Force has partnered with Boeing’s 
Global Equity, Diversity & Inclusion team to engage thousands 
of employees; strengthen the Black experience; help 
employees identify and interrupt bias; improve retention; 
and disrupt the perception that equity, diversity and inclusion 
are optional parts of our culture. 
“The task force has worked to drive change by incorporating 
feedback from our stakeholders to outline a path forward for 
combating racial injustice and building a culture of inclusion 
and racial equity,” said Paris Forest, Senior Director of Boeing 
Information Technology & Data Analytics and co-chair of the 
Racial Equity Task Force.
Recommendations from this team, derived from listening to 
employees from across the company, have been elevated as 
priorities for the company and include improved ethics and 
HR processes, further enforcement of the company’s 
anti-harassment and anti-discrimination policies, tying 
equity, diversity and inclusion to performance incentives, 
presentation of All In: Advancing Inclusion training and 
strengthening expectations for inclusive interviews. 
We’re seeing progress, but will still have work to do 
and it will take all of us to get where we want to be.”
Tommy Preston, Jr., Vice President of Ethics and 
Co-chair of the Racial Equity Task Force
Racial Equity Task Force Members left to right, top to bottom: Alonso Acosta, 
William Ampofo, Annette Bade, David Baker, Earica Bines, David Canada, Mallory 
Floyd, Paris Forest, Komako Gillan, Charli Greene, Syed Hussain, Charity Ikpe, 
Christopher Miller, Elia Morales, Teresa Olympio, Tommy Preston, Edward Rawl, 
Jamal Redman, Aro Royston, Ritu Sharma, Wyatt Truschel, Alex Tsosie, Brandon 
Tyson, Chinyere Udoh, Christine Vasko, Scott Walston
2022 Sustainability Report  29
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Introduction
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Reporting
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Products & Services

Advancing Inclusion Through 
Neurodiverse Hiring Practices
Boeing teammates in Poland are realizing 
the benefits of a more inclusive workforce. 
By implementing an Autism at Work program 
first piloted at a U.S.-based Boeing site, 
European teammates are improving 
neurodiverse hiring practices locally.
In 2021, a Boeing Philadelphia team brought 
the talents of neurodivergent people to the 
company through the Autism at Work 
program. Traditional hiring selection processes 
may overlook strengths and unduly emphasize 
weaknesses of neurodivergent people, who 
are often unemployed or underemployed. 
The Autism at Work program draws on and 
develops the capabilities of college students 
with autism by providing work experiences 
and learning opportunities while they finish 
their degrees. After graduation, many are 
hired as part of Boeing’s workforce.
Scaling the Autism at Work program helps 
Boeing teams worldwide to replicate and 
customize best practices in neurodiverse hiring. 
“The Philadelphia team’s successful pilot 
program guided our efforts locally,” said Maja 
Tomczak, Engineering Manager for Boeing 
AvionX in Poland.
To grow and sustain inclusion of 
neurodivergent communities, the Poland 
team regularly advocates for hiring 
improvements by attending conferences 
and events and sharing best practices.
Maja Tomczak, an Engineering Manager for AvionX based 
in Gdansk, Poland, is helping to advance inclusion and 
increase awareness of neurodiversity. (Boeing photo)
Increasing awareness 
of neurodiversity was 
the first step to setting 
everyone on our team 
up for success.”
Maja Tomczak, Engineering 
Manager, AvionX in Poland
Boeing Women Take Spacewalk 
Support Lead 
Boeing women made history in November 2021 
when they became the first all-female Boeing 
team to lead the engineering support team for 
a spacewalk on the International Space Station 
(ISS). Left to right: Jennifer Hammond, Ahna 
Isaak and Sarah Morgan provided careful 
guidance and real-time problem-solving to 
the NASA flight controllers as astronauts Tom 
Marshburn and Kayla Barron executed their 
meticulous work aboard the orbiting laboratory. 
All three Boeing managers are veteran Mission 
Evaluation Room engineers, representing 
the Boeing engineering teams who have 
supported on-orbit operations throughout 
the 23 years the ISS has been in space.
(Boeing photo)
737-10 Flight Test Completed by 
All-Female Crew
In November, a 737-10 test and certification 
flight was executed by an all-female crew. 
Chief Pilot Jennifer Henderson attributed this 
milestone to Boeing’s attention to equity, 
diversity and inclusion over the years. Left 
to right: Rachel Soderberg, Colette Posse, 
Queondra Hendrix, Bailey Bonaci, Laura 
Garcia-Schmitz, Janet Prentice, Lauren 
Meyer, Chelsea Katan, Sarah Price and Patty 
Graves stand in the rear of 737-10 airplane 
model 1G001. With Jennifer Henderson 
and Heather Ross on the flight deck, they 
gathered stability and control data during 
a late October flight test. 
(Boeing photo)
2022 Sustainability Report  30
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Professional Development, Education and Learning
We attract and retain top talent by investing in our people, 
while supporting equity, diversity and inclusion. Boeing offers 
tuition reimbursement, learning, professional development 
and upskilling opportunities. Read more about our Total 
Rewards program.
Apprenticeships Shape the Future Workforce
Boeing is addressing the skilled-talent shortage with an 
innovative program to find underrepresented and nontraditional 
candidates motivated to acquire the skills to win the 
digital revolution. 
In mid-2021, Boeing’s Learning & Development experts 
brainstormed ways to combat hiring pressures from the 
COVID-19 pandemic and retiring baby boomers. College 
graduates were not providing the candidate volumes or skills 
needed for the latest technologies. 
Boeing’s Technical Apprenticeship Program (BTAP) was born 
to address this skill shortage and shape the future workforce. 
BTAP creates a high-quality career pathway for a diverse pool 
of candidates for cybersecurity, software engineering, data 
analysis and other jobs.
“We are addressing shortages while bringing powerful new 
perspectives to our business from diverse skill sets and talent, 
which will strengthen our technical ecosystem,” said Michael 
Fors, Boeing Learning & Development. “The socioeconomic 
impact will provide disrupted workers access to family-wage 
jobs while reducing pay inequity.” 
Boeing is committed to placing at least 1,000 technical 
apprentices into highly-skilled technical roles by 2025, as it 
scales up this innovative program. The first BTAP cohort 
began in April 2022. 
Learning Together Demonstrates Success 
Since early 2021, over 2,100 Boeing employees have 
completed degree and certificate programs using the 
Learning Together Program, our industry leading tuition 
assistance benefit, which provides generous funding at all 
levels and teammates can apply the educational benefit 
toward more than 300 colleges and universities globally.
Holistic Approach Grows Gender Equity in Our 
Trades Workforce
Boeing Aerostructures Australia is addressing the challenge of 
recruiting and retaining women in traditionally male-dominated 
talent pools of engineering, IT and mechanical trades.
Boeing is partnering with organizations, such as Women in 
Aviation, to introduce a four-year apprenticeship program 
that supports women’s engagement in aerospace skills 
or engineering. Growing a diverse and gender-equitable 
workforce is central to our business model.
The approach extends beyond developing practical skills to 
well-being, safety and belonging, across the following pillars:
Attract: Partnering with Aviation/Aerospace Australia, an 
independent nonprofit association focused on the long-term 
health and sustainability of Australia’s aviation sector, providing 
micro-credential courses to women interested in a career 
in aviation.
Recruit: Working with an organization that promotes, 
supports, connects and encourages females in nontraditional 
roles and trades. 
Retain: Engaging with an organization to deliver a tailored, 
respectful workplace training program, which incorporates 
feedback from former BAA apprentices and trade-qualified 
female employees, as well as aligns with BAA’s diversity and 
inclusion goals.
Educating Employees on Sustainability
Boeing launched a series of online, self-guided, digital 
learning modules providing a view into our sustainability vision 
and strategy, called the Aerospace Sustainability Foundations 
Training. The training also informs employees about sustainable 
behavior changes at work, at home and in our communities. 
All employees are encouraged to set aside an hour to earn the 
learning and development badge. 
(Boeing photo)
Boeing offering mentoring and 
support during an apprenticeship
is a fantastic idea. We need 
females in trades — their voice 
and perspective are important — 
and I like to think that we 
bring a different dynamic to 
the workforce.”
Liz Thornton, BAA Team Lead, 
737 Aileron assembly
2022 Sustainability Report  31
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Products
& Services
Section Key Topics
Global Aerospace Safety
Sustainable Product Life Cycle
Innovation and Clean Technology
787-9 flying above Mount Rainier (Boeing photo)
2022 Sustainability Report  32
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People
Introduction
Communities
Operations
Approach & Governance
Products & Services
Reporting

Products
and Services
Safe and Sustainable
We innovate for a better tomorrow. 
We demonstrate an unwavering 
commitment to safety, quality, integrity 
and sustainability in all that we do.
Goal: Global Aerospace Safety
Drive aerospace safety to prevent accidents, 
injury or loss of life with our Boeing culture 
and actions rooted in safety
Goal: Innovation and Clean Technology
Enable the transition to carbon-neutral aerospace 
through investments and partnerships for fleet 
efficiency improvements, sustainable aviation
fuel and future platform technologies
Read about our safety journey in the Chief 
Aerospace Safety Officer Report.
2021 Highlights
Safety Management System
implementation across 
enterprise, fostering positive 
safety culture
Partnered
with SkyNRG to scale up the availability 
and use of sustainable aviation fuel
2021 ecoDemonstrator tested 
20
new technologies that 
can make flying safer and 
more sustainable
Purchased
2M
gallons (7.6M liters) of 
SAF for 2022 commercial 
operations
Invested
$450M
in Wisk to advance autonomous 
electric flight
2021
Defense Award 
Recipient 
Aviation Week Network’s 65th Annual 
Laureate Awards recognized Boeing’s 
Air Teaming System and SAF initiatives
Completed 
6th hydrogen technology 
demonstration with successful
test of cryogenic fuel tank
2022 Sustainability Report  33
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Introduction
Communities
Operations
Reporting
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Products & Services

Global Aerospace Safety
We made significant strides toward 
strengthening our safety and quality culture 
in 2021, instilling renewed discipline and rigor 
throughout our operations to build and deliver 
products and services that achieve excellence. 
We are profoundly committed to regaining 
the trust of our customers, regulators, 
investors and other key stakeholders through 
transparency, integrity and delivering on our 
values and priorities. 
Enterprise Safety Management 
System Evolves
When a Boeing teammate noticed a pair 
of unclaimed safety glasses, they spoke 
up about the potential foreign object debris 
(FOD) and safety concern. Reporting the 
missing glasses via Boeing’s Speak Up 
website led to a new process for tracking 
personal protective equipment and preventing 
FOD on the job site. This is one of many 
stories exemplifying Boeing’s positive 
safety culture.
A positive safety culture has several critical 
elements, all of which are essential to enable 
Boeing to build and maintain the safest 
possible products and services. In a recent 
Boeing Innovation Quarterly article, Boeing 
Chief Aerospace Safety Officer Mike Delaney 
offered an inside look into positive safety 
culture as it relates to activating Boeing’s 
Safety Management System and advancing 
the safety of the company’s products 
and services. Read more about our safety 
journey in the Boeing Chief Aerospace 
Safety Officer Report. 
Boeing teammates can voice concerns, 
raise issues and share ideas through various 
methods, including the Speak Up website. 
This confidential reporting channel provides 
employees another avenue for sharing 
concerns when they see or experience 
something not aligned to Boeing’s values. 
Whether it’s reporting missing safety glasses 
or any other potential safety issue, every 
Boeing teammate has the opportunity and 
responsibility to create an environment in 
which everyone is respected, valued and 
inspired to contribute to the company’s 
shared success. 
Strengthening Aerospace Safety 
Safety is a collaborative journey to continuously 
improve how we identify potential safety risks 
and prevent incidents, hazards and risks — 
both now and in the future. Our enterprise 
Safety Management System (SMS) serves 
as an integrating framework for managing 
risks throughout the life cycle of our products 
and services. 
Over the past year, we’ve made steady 
progress implementing the SMS:
•	The U.S. Federal Aviation Administration 
(FAA) determined our Commercial Airplanes 
SMS was meeting regulatory expectations 
and operating as intended 
•	Over 128,000 Boeing teammates have 
completed SMS training since 2020
•	We continue to further implement the SMS 
into all parts of our company
Fostering a positive safety culture is 
foundational to the SMS. Our teams are 
empowered to voice concerns, raise issues 
and share ideas to improve product safety.
Positive Safety Culture
A positive safety culture is a key enabler for the Safety Management System to be successful. 
Informed
People are 
knowledgeable about 
the human, technical, 
organizational and 
environmental factors 
that determine the 
safety of the system 
as a whole. 
Flexible
People can adapt 
organizational 
processes when 
facing high temporary 
operations or certain 
kinds of danger, 
shifting from 
the conventional 
hierarchical mode 
to a flatter mode. 
Learning
People have the 
willingness and the 
competence to draw 
conclusions from 
safety information 
systems and the 
will to implement 
major reforms. 
Reporting
People are prepared 
to report their errors 
and experiences. 
Just
People are encouraged 
(even rewarded) for 
providing essential 
safety-related 
information. However, 
there is a clear line that 
differentiates between 
acceptable and 
unacceptable behavior. 
2022 Sustainability Report  34
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Engineering Excellence
A strong engineering foundation enables us 
to build and maintain our products with 
safety, quality, integrity and sustainability in 
the factory and in service. Our customers 
expect it. That’s why we will always take 
the time to get the engineering right.
Sustainable: Boeing Advances Transonic 
Truss-Braced Wing Concept
Boeing is advancing the design of the 
Transonic Truss-Braced Wing (TTBW) 
concept, which has the potential to make 
future airplanes more aerodynamic and 
environmentally sustainable. Under this 
configuration, fuel efficiency is estimated to 
improve by 9%. It is also designed to offer 
unprecedented aerodynamic efficiency while 
flying at Mach 0.80 — consistent with the 
current speed of commercial air travel. In 
partnership with NASA under the Sustainable 
Flight Demonstrator and the Subsonic Ultra 
Green Aircraft Research programs, Boeing is 
continuing to research and develop the TTBW 
concept before it is evaluated for future 
Boeing aircraft. 
Boeing is studying the Transonic Truss-Braced Wing concept, 
designed to be more aerodynamic and fuel efficient, through
a collaboration with NASA as part of the Subsonic Ultra 
Green Aircraft Research program. (Boeing illustration)
Engineers are problem solvers at heart. We are 
partnering across our industry to tackle one of 
the biggest challenges of our time, decarbonizing 
aerospace. Many people are really passionate 
and energized by this challenge and it inspires me 
daily to be a part of that. The determination and 
collaboration of many is what we need to get there.”
Ellen Ebner, Director, Sustainable Technologies, 
Sustainability & Future Mobility
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Products & Services

Inkjet-printing technology, still in development, created this test case orca livery 
for Alaska Airlines, demonstrating a promising, efficient and environmentally 
friendly process. (Boeing photo)
Improving First-Time Quality: Cracking Down on Defects
Welding is a fabrication process used to fuse together two or 
more parts with heat, pressure or both, forming a join as the 
parts cool. When welding aluminum, heat affected zone (HAZ) 
cracking can occur due to a number of variables. When this 
happens, it leads to significant rework. This affects quality, 
causing part supply and production impacts and adding cost. 
A cross-functional team of Boeing engineers and mechanics 
wanted to tackle this chronic problem, so they performed a 
robust root-cause analysis to identify all contributing factors. 
Based on the findings, they documented and implemented a 
new standard work and procedures process. Subsequently, 
all Boeing mechanics and welders were trained on the new 
procedures, welding equipment was evaluated and tested 
to optimize machine settings, and additional part-cleaning 
measures were put in place prior to assembly to reduce
the likelihood of HAZ defects. 
Thanks to this committed team, HAZ cracking has been 
reduced by over 35% each month, improving quality and 
efficiency and saving tens of thousands of dollars per month. 
Design Insights: New Livery Inkjet-Printing Process 
Could Offer Advantages
Boeing teams from across the globe worked together to 
adapt inkjet-printing technology to create photorealistic 
airplane liveries by precisely applying billions of dots of ink 
to curved surfaces using a rotatable, eight-axis print head. 
“This new inkjet printing process takes our aircraft livery and 
image-design efforts to the next level,” said Chip Frohlich, 
Director of Advanced Manufacturing for Commercial Airplanes 
Product Development. “If the customer can imagine it, 
we will be able to deliver it — from solid colors to photos. 
Eventually, we could operate it similarly to a car wash, without 
the multiple passes and cure cycles needed with traditional 
paint. Not only can the results be far more creative, but we 
also will have faster turnaround times and reduced costs.” 
Traditionally, it takes three to 12 production days to paint 
liveries. With inkjet printing, the time required for image 
application will be reduced to just a couple of days, even for 
complex designs, plus safety is improved by minimizing work 
at heights. It also provides better aerodynamics in flight, thanks 
to the elimination of paint steps and edges. In addition, with 
the reduction of up to 100 pounds (45 kilograms) of weight 
resulting from multiple paint layers being replaced by a single 
thin layer of ink, fuel efficiency is enhanced.
The technology is still in development and is not yet available 
to customers, but is showing great promise as a simpler and 
more environmentally preferred process. 
2022 Sustainability Report  36
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Sustainable Product Life Cycle
The Key to Boeing’s Product Life Cycle
From a customer’s initial request to the creation of the aircraft 
or product to its use and eventual retirement, every stage 
along the way can be engineered with Earth and all its 
inhabitants in mind. This is Boeing’s life-cycle approach: 
Design, build and deliver each of its products and services 
with the highest standards of safety, quality, integrity and 
sustainability. Digital solutions span many aspects of our 
product life cycle. 
Boeing’s product life-cycle strategy centers around creating 
a product with its own end of life taken into account. These 
examples demonstrate how Boeing technology is sustaining 
and maintaining fleets and accelerating product life-cycle 
development from design to production to use — all the 
time supporting customer’s efficiency needs.
 Read more about the 
Sustainable Product Life Cycle here. 
SUSTAINABLE
P
LIFE CYCLE
RODUCT
End of
Service
Demand/
Sales
Design/
Technology
Materials/
Feedstocks
Parts
Build/Test
Use
The MQ-25 T1 test asset refuels an F/A-18 Super Hornet for the first time. 
(Boeing photos)
Materials and Use 
MQ-25 Stingray: Mission and Design Efficiency Leads 
the Way 
Efficiency is a founding principle for the MQ-25 Stingray, the 
U.S. Navy’s first uncrewed aerial refueler. Instead of diverting 
F/A-18 Super Hornets from their fighter mission to refuel other 
carrier aircraft, the MQ-25 — with its highly efficient commercial 
engine and lightweight composite skins — will be able to stay in 
the air much longer, using little fuel itself to complete its mission. 
“Efficiency is part of the mission, but it’s also part of our design 
and production philosophy,” said Jim Young, Boeing MQ-25 
Chief Engineer. MQ-25 is a digitally native aircraft, with 3D 
models of every structure and system. Even their performance 
is modeled, which helps predict operations and sustainment. 
“Using the models — and validating them over more than 
120 flight-test hours and three refueling flights — has 
accelerated our confidence in this design and helped us 
identify improvements much earlier than traditional 
programs,” said Young.
The efficiency thread continues through MQ-25 production, 
where advanced manufacturing techniques eliminate the 
need for drilling during aircraft assembly. 
“As a result, our mechanics are holding digital tablets — 
not drills — that guide the assembly process,” Young said. 
“It’s not only safer and more ergonomic, but also helps 
increase quality and reduce foreign object debris. It’s all 
part of supporting the Navy’s air wing of the future.”
2022 Sustainability Report  37
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Products & Services

Uncrewed Aircraft Manufacturing Technology 
Rises to Sustainability Challenge
Safe and sustainable manufacturing technology developed for 
Boeing’s commercial airplanes has transitioned to improving 
efficiency of the Airpower Teaming System (ATS), the first 
military aircraft designed, developed and manufactured in 
Australia in over 50 years.
“Our team leverages several advanced technologies, including 
additive manufacturing, to produce the aircraft structures in 
the most efficient manner,” said Phil Crothers, Affordability 
and Technology Integration, ATS.  
Many of the resulting flyaway parts are made from 
composites — carbon-fiber reinforced plastic combined with 
an advanced resin-infusion process — which are much lighter 
than the more commonly used metallics, thereby reducing 
fuel use and emissions. Excess and end-of-life composite 
material can be recycled into laptop cases, car parts, 
rail-car undercarriages and other products.
“To evaluate the benefits of these measures and to uncover 
where we can strive further, we are conducting research
to address the full life-cycle impact of materials used in the 
aircraft,” said Crothers. “This is an essential part of our 
commitment to sustainability transparency.” 
Airpower Teaming System manufacturing underway at the Boeing Melbourne, 
Australia site. (Boeing photo)
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Using Data to Improve C–17 Readiness and 
Reduce Costs 
Deploying predictive technology in the area of fleet 
sustainment is a maintenance game-changer. Through the 
Boeing Aircraft Data Reasoner (ADR), C-17 airlifter service 
teams are identifying concerns before they become issues. 
Starting in 2015, the ADR system has been a part of 
operations for several of Boeing’s global defense customers. 
“We have seen proven results utilizing the data collected 
by the ADR,” said Brian Hansen, C-17 Digital Engineering 
Services Manager at Boeing. “The ADR enables customers 
to be proactive with data rather than waiting for something 
to happen.”
The ADR records over 65,000 parameters while executing 
approximately 36,000 sensor-based algorithms. The derived 
analytics enable data-driven decisions for C-17 operations 
by minimizing unscheduled repairs, reducing troubleshooting 
times and supporting crew training and safety initiatives, 
all while aligning with CBM+ principles.
Hansen said the ADR has also positively affected 
sustainability results by saving customers over 4.5 million 
pounds (2 million kilograms) of fuel and over 28,000 
maintenance hours over a six-year time frame. In addition, 
the ADR provided over 1,100 maintenance recommendations 
and mitigated over 17,000 non-mission-capable hours. 
“We owe it to our customers to keep the C-17 flying as 
efficiently as possible. ADR enables us to do just that,” 
said Hansen.
An aviator with the Royal Australian Air Force performs system checks on a 
C-17 with Boeing’s Aircraft Data Reasoner. (RAAF photo)
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Products & Services

Emissions Reporter: Air Astana 
Case Study
With a complex emissions-reporting process 
and a busy operation, employees at Air 
Astana, the flag carrier of Kazakhstan, used 
to spend hours manually sorting data and 
filling out forms to report on their annual 
carbon dioxide emissions for every single 
flight to ensure accurate reporting. 
Since adopting the Boeing Emissions Reporter 
(ER) solution in 2021, all that has changed.
Air Astana required a solution that automates 
the data sorting process and generates 
ready-to-use reports with clearly displayed 
results, reducing time spent on repetitive 
tasks that could otherwise be used for deeper 
analysis or completing other projects. ER’s 
tailored and automated data validation 
capabilities enable Air Astana to easily 
pinpoint all types of possible errors and 
address them more quickly.
This smart application is part of the Boeing 
Flight Data Analytics suite of fuel efficiency 
solutions that identifies broad opportunities to 
reduce fuel consumption, costs and emissions.
Key Benefits of ER Tool 
•	A single tool to meet multiple 
carbon-reporting requirements 
•	Accurate and automated report generation 
•	Secure, flexible and easy-to-use 
web-based tool 
•	Rapid implementation (one to two weeks)
•	Airline has full administrative control 
•	Efficient data validation and 
auditing process 
•	Enables compliance with legislative 
requirements 
•	Complements Boeing Fuel
Dashboard solution
Using Emissions Reporter, I no longer have to manually sort 
flights and fill out the report forms. It saves time and lets 
me focus on my other projects and tasks.”
Darya Sotskova, Operations Analyst, Air Astana 
Boeing’s Emissions Reporter enables customers of all sizes to easily report their carbon emissions and improve 
fuel efficiency by identifying broad opportunities to reduce fuel consumption, costs and emissions. (Stock photo)
2022 Sustainability Report  40
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Innovation and Clean Technology
The societal benefits of aerospace are immense. It protects 
and connects people, enables livelihoods and cargo, 
provides humanitarian relief and national security and allows 
for human exploration of space. In 2019, 4.5 billion people 
flew, $7 trillion in goods were exchanged and the aviation 
industry supported 87.7 million jobs (Aviation Benefits 
Beyond Borders). Air Transport Action Group analysis 
predicts that by 2050 air travel will carry over 10 billion 
passengers a year, support 180 million jobs and generate 
nearly $9 trillion in economic activity.
The aviation industry also created 900 million tons of 
carbon emissions in 2019, which is about 2% of the world’s 
emissions and ~12% of transportation’s emissions. As we look 
to create a sustainable future of flight, we are united with our 
customers and governments around the globe in establishing 
bold climate change goals and supporting civil aviation’s 
ambition to achieve net-zero carbon emissions by 2050. 
To ensure the benefits of aerospace remain available for 
generations to come, we have work to do. We’ve made great 
strides since the beginning of the jet age, but our greatest 
accomplishments are yet to come. In creating the future of 
flight, Boeing is focused on four key areas to decarbonize 
aviation. Throughout this section of the report, you will find 
examples of how Boeing is putting this strategy to work. 
Fleet Renewal
Each new generation of airplanes 
significantly reduces CO2 emissions
Operational Efficiency
Operate and fly more efficiently 
leveraging data and technology
Renewable Energy
Transition to renewable energy solutions
in our operations and our products
and services
Advanced Technology
Incorporate advanced digital tools, 
airframe, propulsion and systems
technology and energy solutions
Etihad Airways has utilized 787s to test new, sustainable operations for more 
than three years. (Etihad Airways photo)
Stan Deal, Boeing Commercial Airplanes President and CEO (left), and Tony Douglas, 
Group Chief Executive of Etihad Aviation Group, in November 2021. (Boeing photo)
Boeing and Etihad — Pioneering Sustainability 
Solutions Together
Boeing and Etihad Airways extended their partnership in 
November 2021, focusing on improving the efficiency of 
navigation and flight operations. The agreement builds upon 
the Etihad-dubbed “Greenliner program” that has utilized 
787s to test new, sustainable operations since the original 
partnership launched in 2019.
In past years, an Etihad 787 has served as the Boeing 
ecoDemonstrator platform, while the airline has been at the 
forefront of incorporating SAF into its fleet. This includes using 
SAF on 787 delivery flights and revenue flights, where Etihad 
has pioneered new approaches in developing a more 
sustainable network.  
2022 Sustainability Report  41
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Boeing and CSIRO Launch New 5-Year, AU$41M 
R&D Program
Boeing and CSIRO, Australia’s national science agency, 
have launched a five-year, AU$41 million ($29.5 million) 
research-and-development program to boost manufacturing 
safety and productivity and to improve aviation sustainability.
Building on a 32-year partnership, the program aims to 
advance sustainable aviation solutions that deliver on the 
great challenge of lowering emissions while expanding the 
global economy.
Projects include accelerating satellite communications and 
other space-related technologies and enhancing Boeing’s 
digital twin and model-based engineering capabilities. These 
initiatives will further improve the operational efficiency and 
sustainability of Boeing’s commercial, government and 
defense products.
The Rolls-Royce 747 flying test bed carried out a flight with one Trent 1000 
engine running on 100% SAF. (Rolls-Royce photo)
David Pook (left), Boeing Research & Technology Melbourne Centre Manager, 
and Shravan Singh, CSIRO Senior Technical Adviser to Boeing. (Boeing photo)
Advancing Sustainable Aviation Fuel 
Managing the various blends of sustainable aviation fuel 
(SAF) for Boeing’s commercial operations is no easy feat for 
fuel truck driver Terry Garl. Garl is a vital part of the Boeing 
Licensed Transportation fueling team that coordinates the 
storage and distribution of three different types of SAF at 
Seattle’s Boeing Field — the 100% SAF, a 50/50 blend 
(half SAF, half conventional jet fuel) used for the Boeing 
ecoDemonstrator program and a 30/70 blend previously 
reserved for delivery flights by customer request, in addition 
to various types of conventional jet fuel. 
When Boeing signed a deal to purchase 2 million gallons of 
SAF from EPIC Fuels for its commercial airplane operations 
for 2022, the largest announced SAF procurement by an 
airframer, Garl’s job became a bit easier. 
“We used to have to take our SAF deliveries and segregate 
them into a fuel truck,” said Garl. “Now with this large of a 
shipment, it goes straight into the fuel farms at each site. 
So any airplane being fueled at Boeing Field could get SAF 
in its tank.”  
By 2030, all commercial airplanes Boeing delivers will be 
capable to fly on 100% SAF — that was the commitment 
we made in January 2021. Keeping that promise requires 
steady progress and strong partnerships. Boeing is forging 
ahead with other stakeholders to advance this drop-in 
replacement for conventional jet fuel.
A key challenge of SAF is creating commercial-scale 
production of price-competitive supplies. Producing this 
level of SAF globally will require significant investment 
and policy changes. To address these challenges, 
Boeing announced a partnership with SkyNRG on scaling 
the availability and use of SAF globally, including an 
investment in SkyNRG’s SAF production project.
2022 Sustainability Report  42
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A big thumbs-up from the 100 passengers who flew on the United Airlines 737-8 
from O’Hare International Airport in Chicago to Ronald Reagan Washington 
National Airport in Virginia on Dec. 1, 2021, with 100% SAF in one engine. 
(United Airlines photo)
Sustainable Aviation Fuel Development 
is a Team Sport
No one entity can decarbonize aviation alone, so Boeing 
provided technical support for SAF flights with two customers 
on board 737 MAXs and for Rolls-Royce’s 100% SAF flight 
with its 747 test bed. In December, several Boeing leaders 
boarded a United Airlines 737-8 in Chicago for the first-ever 
passenger flight on 100% SAF in one engine. They flew to 
Washington, D.C., on 500 gallons (1,900 liters) of 100% SAF 
in one engine and an equivalent volume of conventional jet 
fuel in the other.
“United continues to lead from the front when it comes to 
climate change action,” United CEO Scott Kirby said on the 
day of the historic flight. “Today’s SAF flight is not only a 
significant milestone for efforts to decarbonize our industry, 
but when combined with the surge in commitments to produce 
and purchase alternative fuels, we’re demonstrating the 
scalable and impactful way companies can join together and 
play a role in addressing the biggest challenge of our lifetimes.” 
SAF advancements in aviation can happen on the ground as 
well. In late 2021, Boeing entered into a long-term partnership 
with the NASA Langley Research Center to test SAF emissions. 
The two aerospace pioneers joined forces to collect and 
analyze SAF emissions on the ground from the 2021 Boeing 
ecoDemonstrator, an Alaska Airlines 737-9. The testing 
included a flight with 100% SAF in one engine and conventional 
jet fuel in the other. The data collected thus far is consistent 
with the expectations of the benefits of the renewable fuel. 
Working with our industry partners, Boeing is conducting the 
research not only to make our commercial airplanes 100% 
SAF-capable, but also to better understand all aspects of 
SAF and how it will improve aviation sustainability. 
2022 Sustainability Report  43
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Alaska Airlines Partners with Boeing ecoDemonstrator to Innovate
The 2021 Boeing ecoDemonstrator leaned into the program’s 
mission — innovate, collaborate, accelerate. Since 2012, the 
ecoDemonstrator has tested over 200 technologies in a flying 
laboratory, enabling engineers to gain knowledge faster. Our 
collaboration with airlines, suppliers, government agencies 
and academia allows those learnings to be shared. Both 
accelerate the path to products, services and production 
for a more sustainable aerospace future.
“One of the best parts the ecoDemonstrator program is 
sharing the innovative work we do with others,” said Program 
Manager Rae Lutters. “Collaboration with industry partners 
is a key component of the program and Boeing’s strategy 
to decarbonize aviation. Alaska Airlines was instrumental 
in making this year’s program a success.”  
Boeing and Alaska Airlines partnered on the 2021 
ecoDemonstrator program using one of the airline’s new 
737 MAX airplanes. In addition to its test flights, it flew to 
Anchorage, Alaska; Washington, D.C.; San Francisco; 
Glasgow, Scotland; and the Dubai Airshow — all on a 50/50 
blend of sustainable aviation fuel (SAF) and conventional jet 
fuel, which is the current maximum allowable blend for 
commercial flights. 
“Alaska Airlines flies to some of the most beautiful places in the 
world and we care deeply about ensuring the communities, 
lands and natural habitats where we live and fly are strong and 
healthy for the long haul,” said Diana Birkett Rakow, Alaska 
Airlines Senior Vice President of Public Affairs & Sustainability. 
In 2021, 20 new technologies were tested that can reduce fuel 
use and noise, enhance safety and operational efficiency, and 
incorporate more sustainable materials. Those technologies 
include an acoustic lining inside the engine nacelle that 
reduces noise. Boeing and Alaska Airlines partnered with the 
National Oceanic and Atmospheric Administration on sensors 
that measure greenhouse gas emissions. Engineers conducted 
ground tests on a fire-extinguishing agent intended to replace 
Halon 1301. We also tested cabin interior sidewalls made from 
recycled carbon composite fiber, a by-product of our own 
production. The sidewalls can reduce noise and waste going 
to landfills and are lighter than the panels they replaced.
This was the eighth airplane to serve as a flying test bed 
for the ecoDemonstrator program, which will celebrate its 
10-year anniversary this year.
The 2021 Boeing ecoDemonstrator soars above Washington state’s San Juan Islands. (Boeing photo)
We've set a goal of achieving net-zero carbon 
emissions by 2040, but we can’t do it alone. That’s 
why partners like Boeing and programs like the 
ecoDemonstrator are so critical – to innovate and 
test new technologies and to work together to 
ensure they’re implemented and scalable. We are 
grateful for Boeing’s visionary leadership in setting 
a sustainable course for aviation.”
Diana Birkett Rakow, Alaska Airlines Senior 
Vice President of Public Affairs & Sustainability
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Propelling the Future of Aerospace 
The future of flight will take into account the 
latest digital design, test and production 
tools, airframe, and propulsion and systems 
technology. Boeing is at the forefront of 
informing the future of aerospace and  
understanding how alternative power and 
energy solutions such as hydrogen and 
electrification systems will apply across 
market segments and missions. 
We need green hydrogen — generated
using electrolysis powered by renewable 
electricity — to produce SAF. Beyond using 
hydrogen for SAF, the industry is considering 
using it as an energy carrier on board an 
aircraft. Boeing has innovated with hydrogen 
and fuel cell applications onboard aircraft for 
over 15 years. We have developed insights 
through five flight demonstration programs 
with crewed and uncrewed aircraft using 
hydrogen fuel cells and combustion engines. 
We also have substantial experience with 
hydrogen and especially cryogenic storage 
systems from our space and launch business.
Performing Under Pressure 
In late 2021, Boeing and the Defense 
Advanced Research Projects Agency (DARPA) 
conducted testing on a new type of large, 
fully composite, linerless cryogenic fuel tank, 
designed and manufactured by Boeing. 
It passed a series of burst tests at NASA’s 
Marshall Space Flight Center, validating the 
tank’s composite materials and fabrication 
methods and signifying that the technology is 
mature, ready and reliable for use in aerospace 
vehicles — in space and in the air.   
While this particular cryotank was designed 
for space applications, the lessons learned 
from this testing campaign, along with our 
previous hydrogen demonstration flight-test 
programs, mark an important leap in materi­
als technology for sustainable aviation. The 
30-foot (9-meter) tank has the capacity to 
hold 16,000 gallons (60,600 liters) of liquid 
hydrogen, the energy equivalent of about 
3,700 gallons (14,000 liters) of Jet A fuel, 
which is typical of a regional jet-sized airplane. 
Using hydrogen aboard a commercial aircraft 
can eliminate in-flight carbon emissions, which 
has exciting potential. But it also introduces a 
number of important engineering and life-cycle 
sustainability challenges that Boeing continues 
to actively assess. Read more here.
This cryotank designed for space has the capacity to hold 
This cryotank designed for space has the capacity to hold 16,000 gallons (60,600 liters) of liquid hydrogen, the energy 
equivalent of about 3,700 gallons (14,000 liters) of Jet A fuel, typical of a regional jet-sized airplane. (Boeing photo)
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Top: (Wisk photo) Bottom: (GE Aviation photo)
Advancing Electric Aerospace 
Our work in electric aviation is equally 
exciting. Boeing and Wisk are developing 
a two-passenger eVTOL air taxi which has 
flown more than 1,500 successful test flights 
since 2017. Boeing recently invested $450M
in addition to previous funding, establishing 
Wisk as one of the most well-funded 
Advanced Air Mobility companies in the 
world. Wisk’s 6th generation eVTOL aircraft 
will represent a first-ever candidate for the 
certification of autonomous, all-electric, 
passenger-carrying aircraft in the U.S.  
In early 2022, GE Aviation selected Boeing 
and its subsidiary Aurora Flight Sciences 
to support flight tests of its hybrid electric 
propulsion system using a modified Saab 
340B aircraft and CT7-9B turboprop 
engines. The flight tests are in support of 
NASA and its Electrified Powertrain Flight 
Demonstration project.
We’re taking these learnings and 
incorporating them into a series of flight 
concept developments to understand the 
art of the possible in sustainable technology 
applications across markets. 
Innovating Safe Return to Travel
Through the Confident Travel Initiative, Boeing 
has been working with airlines, industry 
organizations, infectious disease experts and 
behavioral specialists around the world to 
innovate and enhance health safeguards and 
develop new solutions. As air travel resumes 
and restrictions ease around the globe, the 
health and safety of those who fly is always 
our top priority. We continue working across 
the industry to enhance health safeguards 
and develop new solutions.
 Read more https://www.boeing.com/
confident-travel/
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Operations
Section Key Topics
Enterprise Quality
Climate Action
Environmentally Responsible Operations
Environmental Compliance and Biodiversity
Responsible Supply Chain
Data Privacy and Information Security
Mechanic Thipp Bounyasith, 737 Preflight, performs an airworthiness inspection 
in Renton, Washington. (Boeing photo)
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Operations
Responsible and Resilient
It’s not just what we do — it’s also 
how we do it. We strive to operate 
sustainably and engage transparently 
on behalf of our customers 
and stakeholders.
Goal: Sustainable Operations
Maintain a net-zero future for Boeing 
manufacturing and work-site operations 
through conservation, renewable energy 
and responsible offsets 
Partner with the supply chain for responsible 
business practices
2021 Highlights
Manufacturing and other facilities achieved
NET-ZERO
CO2e emissions again in 2021
Since 2017,
Boeing has reduced 
greenhouse gas emissions 
from our operations1 by 25%
Achieved 28%
renewable electricity in 2021 
on our path to 100% in 2030
Received 
EPA ENERGY STAR Partner 
of the Year Award for 
Sustained Excellence
72,000
employee actions
taken in a month in support of the Battle 
of the Buildings conservation program
Boeing spent
$4B+
with small and 
diverse suppliers
Supplier Code of Conduct
implemented
1. Greenhouse gas (GHG) emissions from our operations is calculated using GHG emissions from the energy (electricity and natural gas) consumption at Boeing’s Core Metric Sites. 
Core Metric Sites represent the majority (70%) of Boeing’s GHG footprint from operations. This is an absolute reduction in GHG emissions; no normalization has been applied.
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Enterprise Quality
Start with Quality to Finish with
Quality: Early Involvement Sets 
the Stage
The best way to achieve quality is by 
incorporating it into products and services 
from the beginning of design. Quality fuels 
sustainability by evaluating and improving 
efficiency, reducing waste and improving 
management processes.
For years, design and proposal teams in 
Phantom Works — a Boeing organization that 
innovates the next generation of aerospace 
and defense solutions — have been using 
Early Quality Involvement (EQI) methods and 
tools to ensure that quality is incorporated 
from the start. This helps to identify quality 
issues, concerns and risks that may surface 
and to prevent them from happening.
With Phantom Works’ success, teams are 
replicating EQI across Defense, Space & 
Security (BDS). BDS Total Quality is driving EQI 
methods and tools across BDS and integrates 
them into the Enterprise Standard Gated 
Process by which development programs 
are shepherded from initial concepts through 
deployment. All BDS Total Quality employees 
are asked to take a 10-minute trainer on EQI.
The EQI Toolset lays out a series of checklists 
and templates for program managers and 
others to follow as they pass through the first 
stages of new-product development, helping 
them identify crucial issues that could crop up 
and plan ahead for them, said Clark Rucker, 
Manager of BDS Integrated Quality. Rucker 
served on the Phantom Works Quality team 
when EQI was designed.
“The intent of EQI, then and now, is not to 
correct quality issues, but to avoid them in 
the first place,” Rucker said. 
Strengthening System Drives 
Higher Quality in Building and 
Delivering Products
The Boeing Quality Management System 
(QMS) is an established business management 
system meant to ensure customer, regulatory 
and business requirements are met. In 2021, 
the company continued to strengthen its 
system through application of the One Boeing 
Production System and lean principles, using 
new industry assessment tools and operating 
in alignment with a Safety Management 
System (SMS). QMS and SMS work together 
and are built into the company’s organizational 
policies, processes, procedures and resources. 
They are intended to enable teams to make a 
perfect copy — conforming and safe — every 
time. The Boeing QMS is based on AS9100, 
the internationally recognized and premier 
aerospace QMS standard. Like other major 
aerospace manufacturers, Boeing flows 
down AS9100 certification and compliance 
requirements to its suppliers to build a quality 
foundation that enables effective and efficient 
processes that meet multiple customer, 
regulatory and business requirements.
Boeing St. Louis employee Keith Gallup works on the MQ-25 uncrewed aerial refueling aircraft. (Boeing photo)
When I put safety and quality ﬁrst, I enable performance.
Quality is our customers’ fundamental expectation.
I am responsible for the quality of my work.
I believe all defects are preventable.
Own
Quality
Each teammate’s contributions to high-quality 
performance directly relate to the safety and quality 
of all products and services Boeing delivers. 
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Design Engineer Rupinder Aulakh checks 737 MAX electrical system architecture in Renton, Washington. (Boeing photo)
Getting it Right the First Time – Safe 
and Clean
The Boeing Production System (BPS) is the 
framework by which Boeing uses standards 
and problem solving to continually improve 
its production system. The goal is zero safety 
incidents, zero foreign object debris (FOD) 
and 100% first-pass quality. Teammates can 
expect a safe place to work, the right tools, 
training and materials, timely feedback and 
recognition, and ways to raise concerns and 
get the help they need. 
By learning, adopting and maturing the BPS 
standards across our global enterprise, we 
foster the predictability and discipline neces­
sary to operate with excellence and deliver 
results with first-time quality. As we apply lean 
principles and take steps to eliminate waste 
in every aspect of our business, we need to 
determine not only how to solve the problems 
that arise, but also how to prevent them from 
happening again.
BPS contributes to sustainability by improving 
efficiency, reducing waste and improving
management processes.
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Climate Action
Boeing achieved net-zero carbon emissions at manufacturing and other facilities 
and in business travel in 2021 for the second consecutive year. (Boeing photo)
Tackling Climate Change in Our Operations
Climate risks and opportunities inform our path toward 
sustainable aviation both in our products and in how we 
build them. More information — including identification of 
risks and opportunities and discussion of the mechanisms 
Boeing uses to manage risks and realize opportunities — 
is included in our annual CDP (formerly Climate Disclosure 
Project) report. Information about oversight, assessment and 
management of climate-related risks and opportunities is 
provided on Page 15 of this report. 
To achieve our goals related to the climate and to greenhouse 
gases (GHG), we actively monitor emissions, fuel use and 
energy efficiency. We have set targets for performance in 
each of these areas. As part of Boeing’s robust business 
continuity program, we also monitor the length and severity 
of business interruptions. The scope of monitoring includes 
damaging weather, natural disasters, pandemics and public 
health crises. It helps us understand how to increase resiliency 
in light of a changing climate. 
Net-Zero at Manufacturing and Facilities 
Boeing achieved net-zero carbon emissions at manufacturing 
and other facilities and in business travel in 2021 for the 
second consecutive year, by expanding conservation and 
renewable energy use while securing verified offsets for the 
remaining greenhouse gas emissions. 
Since 2008, Boeing has voluntarily and transparently reported 
greenhouse gas emissions from our operations in annual CDP 
disclosures. In 2021, CDP awarded Boeing a climate change 
grade of B; C for water security.  
Boeing’s greenhouse gas emissions reduction strategy 
is managed within the Global Enterprise Sustainability 
organization. The management team tracks performance, 
procures energy, and initiates energy and emissions reduction 
projects across the company. This organization is well 
positioned to set strategic goals for greenhouse gas 
emissions reduction and energy conservation and to play 
an active role in achieving these goals. 
Enterprise greenhouse gas emissions from operations are 
calculated after the conclusion of the reporting year. However, 
the emissions from natural gas and electricity usage at Core 
Metric Sites are calculated and monitored on a monthly basis 
through the use of utility bills and are continuously validated 
and updated throughout the reporting year. The emissions 
factors for these energy sources are validated at least 
annually and updated when appropriate following guidance 
from the World Resources Institute GHG Protocol. The energy 
data and emissions factors are verified as part of a third-
party limited assurance process.  
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Enhancing Nature to Benefit 
Humans Globally 
In 2021, we maintained manufacturing 
and other facilities net-zero emissions, 
specifically Boeing-controlled emissions and 
business travel. The company is continuously 
increasing renewable energy use, conserving 
resources and using carefully selected offsets 
to sustain this achievement.
Boeing chooses offsets that meet rigorous 
requirements set by Verified Carbon Standard 
(VCS), American Carbon Registry or Gold 
Standard. Many projects leverage the power 
of nature and are designed for the protection 
and restoration of forests. Boeing looks for 
“co-benefits” or the positive effects that a 
policy or measure aimed at one objective 
might have on other objectives. For example, 
forest health may be the main objective, and 
while other benefits extend to supporting 
local communities and protecting biodiversity. 
Since 2020, Boeing has been an official 
partner of the Aviation Carbon Exchange 
(ACE), a partnership between the International 
Air Transport Association (IATA) and XCHG 
company, CBL Markets. ACE is a centralized 
marketplace for airlines and other stakeholders 
to buy offsets eligible for the Carbon Offsetting 
and Reduction Scheme for International 
Aviation (CORSIA). 
Winston Creek Forest Carbon Project is located in 
western Washington in the shadow of Mount Rainier. 
(Winston Creek photo)
A few of the certified offsets Boeing 
invested in include:
Winston Creek Forest Carbon Project: 
Winston Creek is a 10,000 acre (4,047-
hectare) forest in south Washington state. 
A family-owned company established five 
generations ago works to lower atmospheric 
carbon dioxide levels by supporting improved 
forest management, such as wildlife habitat 
protection, watershed management and 
fostering mature trees through delayed 
harvesting, which substantially increases 
the volume of carbon sequestered.
Liangdu Afforestation Project: In the 
southwestern Chinese city of Liupanshui, this 
project is helping to convert 58,613 acres 
(23,720 hectares) of barren lands into budding 
forests by transforming rocky, dry land into a 
restored woodland, with burgeoning biodiversity 
that will benefit the local community. 
Indigenous Reservation of the Mataven 
Forest: Located in the Colombian indigenous 
territory of Orinoco-Amazon transition zone 
(Spanish acronym is RIU-SM), the project is 
REDD+, a United Nations-created framework 
to sustainably guide forest sector activities. 
RIU-SM is the fourth largest indigenous 
reservation in Colombia, consisting of about 4.6 
million acres (1.9 million hectares). Members 
aim to develop a participatory process to 
establish an integrated system of protected 
forests and lands to avoid deforestation.
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Environmentally Responsible Operations
Addressing GHG, Conserving  
Energy and Water, Reducing Solid 
and Hazardous Waste
Boeing invests in sustainable operations to 
drive our extremely high levels of industrial 
performance at our manufacturing sites. As 
we demonstrate progress on our goals for 
2030, our previously set 2025 targets will act 
as a milestone to guide our actions. All of our 
2025 goals are absolute targets and are not 
indexed to production levels or growth. Our 
progress on these 2025 goals is shown in  
the table and reflects how our performance 
was affected by changes associated with  
occupancy and operations during the 
COVID-19 pandemic in 2021. 
The aspirational 2030 goals/targets  
encompass more of our company and reach 
further than ever before. The companywide 
goals shown are converted to site-level 
goals annually. Site performance is assessed 
throughout the year to monitor challenges 
and opportunities to share best practices.  
In 2021, we continued to invest in the  
conservation projects that advance our  
operational environmental goals.
Performance Area1
2025 Goals Versus 2017
2021 Progress Toward 2025 Goals3
2030 Goals
Greenhouse 
Gas  
Emissions
Reduce emissions  
by 25%2 
25% reduction
Greenhouse gas emissions were 10% under plan primarily 
due to reduced production activities and procurement  
of renewables. 
•	 Net-zero emissions4
•	 55% GHG reduction  
from 2017 
•	 100% renewable electricity 
Energy
Reduce energy5  
consumption by 10% 
12.2% reduction
Despite cold northwestern U.S. weather in December, energy 
continued to be under plan overall for the enterprise, ending 
the 2021 reporting year at 9.8% under plan. Remote working 
conditions; reduced production activities; and conservation 
gains contributed.
•	 10% energy-intensity  
reduction from 2025 
Water
Reduce water  
withdrawal by 20% 
26.4% reduction
Water consumption was 18.9% under plan in 2021, primarily 
due to remote working conditions and reduced production. 
•	 5% reduction from 2025
Solid Waste
Reduce solid waste to 
landfill by 20% 
53% reduction
Solid waste was steady at 44% under plan in 2021. Reduced 
production rates and work-from-home operations throughout 
2021 drove this metric.
•	 30% reduction in waste  
produced from 2025
•	 Over 90% diversion from  
landfill or incineration
•	 Zero solid waste where  
applicable at major sites
Hazardous 
Waste
Reduce  
hazardous  
waste by 5%
28% reduction
Hazardous waste was 16% under plan in 2021. Key events, 
including improvements in treatments lines, were positive.  
Dealing with unused expired materials is an issue.
•	 5% hazardous waste  
reduction from 2025
1. Operational goals shown are absolute targets and not indexed to production levels or growth. 2021 performance was affected by changes associated with occupancy and  
operations during the COVID-19 pandemic, as well as conservation and changes in how Boeing purchases energy. The targets were established against a 2017 baseline.  
The 2025 goals will act as a milestone to guide actions and progress to the 2030 goals. 
2. The 2025 GHG reduction goal was set with an operational boundary of the Core Metric Sites, which represent the majority (70%) of Boeing’s operations, and includes emissions from 
electricity use and natural gas.
3. The 2030 GHG reduction goal is set with an operational boundary of The Boeing Company, and includes all Scope 1 and Scope 2 emissions.
4. The net-zero achievement covered Scope 1 and Scope 2 emissions for all manufacturing and work sites within the company’s operational control as well as Scope 3 – Business Travel.
5. Energy includes natural gas, other fuels and electricity.
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Sustainable Fix Keeps 52 Miles
of Nylon Out of Landfill
At the Boeing EnCore Interiors (BEI) facility in 
Seal Beach, California, technicians noticed 
a sticky situation on the shop floor: During 
737 floor panel fabrication, the double-sided 
tape used to create a vacuum seal during 
curing was difficult to work with and 
damaging tooling.
The materials used in the process were also 
single use, so over 11,000 rolls of tape and 
52 miles (84 kilometers) of nylon were making 
their way to the landfill each year.
“We knew we needed to find a solution 
that was better for our tooling and the 
environment,” said David Brink, General 
Manager of the facility. 
Alongside Boeing Research & Technology, 
the BEI team researched, tested and 
implemented a new design with a reusable 
silicone bag and nonadhesive zipper seal 
that doesn’t damage tooling.
The sustainable solution keeps 8.7 tons (7.9 
tonnes) of waste out of the landfill and saves 
an estimated $175,000 annually in material 
costs. There are also ergonomic benefits, 
as technicians no longer have to peel the 
double-sided tape off the tooling.
“Oftentimes a new project improves one 
area at the sacrifice of another for the greater 
good,” Brink said. “Implementing the reusable 
bag was a win on all fronts: financially, 
ergonomically and environmentally.” 
BEI is a Boeing subsidiary that supplies cabin 
products for new production and retrofit on 
Boeing and non-Boeing airplanes.
Boeing EnCore Interiors layup technicians Alberto Nieto Garcia (left) and Bang Nguyen laying out a silicone bag as part 
of the 737 floor panel fabrication process. The new reusable bagging system is expected to save an estimated $175,000 
annually in material costs. (David Brink photo)
Employee Acts Reduce Waste, 
Energy and Water Use 
Boeing celebrated Earth Day on April 22 by 
kicking off its Battle of the Buildings (BoB) 
competition, an annual event since 2018. 
BoB engages employees to conserve 
resources at manufacturing and office 
work sites. 
In 2021, employees at 163 sites in 39 
countries participated by taking over 72,000 
60-second actions to benefit the environment 
over a month. Boeing Munich emerged as 
the winner.
“The Battle of the Buildings really speaks to 
what so many of our employees care about,” 
said Maria Bethke, conservation team lead 
in Munich. “We were able to reduce waste 
and conserve energy by taking small yet 
meaningful, steps.”
Top 60-second actions included turning off 
lights, HVAC, electronics and equipment; 
sorting waste properly; refusing to use 
single-use plastic; and picking up foreign 
object debris and litter onsite. Conservation 
leaders used Boeing’s production system 
boards to engage manufacturing employees.
Other Boeing sites that excelled in the 
competition included employees from St. 
Louis; Mesa, Arizona; San Antonio, the 
Spares Distribution Center in Seattle and 
Boeing Distribution in Melbourne, Australia.
Conservation Manager Crystal Frost adapted 
the program from the U.S. Environmental 
Protection Agency (EPA), after Boeing 
participated in a 90-day pilot in 2016 and 
reduced energy use by 26 percent in 
several Renton, Washington, buildings.
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Circling Back Waste: Reduce, Redesign and Recapture 
This diagram reflects Boeing’s transition to a circular economy across our value chain. 
A circular economy reduces material use, redesigns materials to be less resource-intensive, 
and recaptures “waste” as a resource to manufacture new materials and products.
Waste Process Flow
Raw materials and 
manufacture of 
components and parts
Boeing activities, 
products and services
Use and end-of-service
for aerospace products 
and services
UPSTREAM IN VALUE CHAIN
CIRCULAR FLOW
LINEAR FLOW
BOEING OPERATIONS
DOWNSTREAM IN VALUE CHAIN
Upstream waste reduction practices
Boeing waste reduction practices
Downstream waste reduction practices
Upstream Waste 
Operational Waste 
Downstream Waste 
Waste reduction
practices
• Reuse & recycling 
to aerospace and 
non-aerospace 
applications
• Composting
Reuse & recycling 
to aerospace and 
non-aerospace 
applications
Reuse & recycling 
to aerospace and 
non-aerospace 
applications (up 
to 90% at end 
of service)
Disposal 
Disposal 
Waste reduction
practices
Disposal 
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Environmental Compliance and Biodiversity
Environmental Compliance is Good 
for Business, People and the Planet
A fundamental element of Boeing’s 
environmental policy is to maintain regulatory 
compliance. When noncompliance is 
identified in our environmental management 
systems, Boeing evaluates and analyzes the 
incident, implements corrective actions and 
shares process improvements to build the 
learning into the organization. Boeing had one 
federal reportable spill in 2021. A hot water 
boiler overflowed into the Boeing South 
Carolina campus storm drainage and pond 
retention system. The boiler water contained 
sodium nitrite, which is a rust inhibitor. 
One penalty greater than $10,000 ($16,450) 
was incurred in 2021, in connection with 
a hazardous waste inspection at Kennedy 
Space Center in Florida. Corrective actions 
have been identified and implemented to 
prevent recurrence. There were no allegations 
of waste release to the environment.
Biodiversity is the Essence of Nature 
Boeing owns thousands of acres of habitat 
across five locations that are being protected 
or restored. Each habitat is actively managed 
and maintained by site employees, nonprofit 
organizations or contract biologists. For 
some locations, additional agreements and 
monitoring are in place to ensure all legal, 
contractual and certification requirements 
are met.
Each habitat is certified by the Wildlife 
Habitat Council (WHC), with three certified 
at the Gold level. The WHC’s certification 
program is the only voluntary sustainability 
standard designed for broad-based 
biodiversity enhancement and conservation 
education activities on corporate landholdings. 
Recertification is required every two years. 
Boeing also partners with local 
nongovernmental and governmental 
organizations and third parties that vary 
by location, depending on project needs 
such as restoration and community 
educational activities.
Habitats Certified by Wildlife Habitat Council
Location
Size
Boeing Plant 2 in Seattle, WA
5 acres of marine habitat
Boeing South Carolina Keystone/
Fairlawn Project in North Charleston, SC
3,923 acres, including 2,025 acres of wetland
Emery Landfill in Wichita, KS
56.5 acres, including 35 acres of grassland
Pollinator Prairie in Olathe, KS
1.5 acres of pollinator gardens
Santa Susana in Canoga Park, CA
2,400 acres of diverse habitats
National Park Service collared 
mountain lion (P-62) and two 
of her cubs at Boeing’s Santa 
Susana Field Laboratory. (Roy 
Dunn, Cougarmagic, photo) 
An artist’s rendering of the Wallis 
Annenberg Wildlife Crossing, 
which will span the 101 Freeway 
in Los Angeles when complete. 
(Rendering courtesy of National 
Wildlife Federation)
Giving Protected Species Safe Passage Over 
10-Lane Highway 
As part of our commitment to sustainability — with a 
focus on environmental stewardship and biodiversity — 
Boeing donated $1 million to the National Wildlife 
Federation in February 2022 for the Wallis Annenberg 
Wildlife Crossing in Los Angeles. 
The crossing, with ceremonial groundbreaking in April 
2022, will span 10 lanes of U.S. Highway 101 to reconnect 
an integral wildlife zone near Boeing’s Santa Susana Field 
Laboratory. The wildlife crossing will be critical to saving the 
threatened local mountain lion population from extinction.  
Boeing has a history of partnership with the National 
Wildlife Federation, including donations for the wildlife 
crossing campaign, a long-term mountain lion study in 
the Santa Monica Mountains and educational outreach.
“We thank Boeing for their long-term partnership and 
support in helping to make this project a reality, as well 
as for their donations to our important community-based 
work, like Wildlife 2 Watts and building schoolyard 
habitats,” said Dirk Sellers, Chief Development Officer, 
National Wildlife Federation.
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Championing This Idea: ‘Commit to 
Do What You Can’
Environmental scientist Kristin Marshall is 
Boeing’s 2021 Environment Champion, an 
annual award given to an employee who 
exemplifies leadership by improving 
environmental performance and inspiring 
others to do the same.
Throughout her career, Marshall has been 
inspired by one of President Theodore 
Roosevelt’s favorite sayings: “Do what you 
can, with what you’ve got, where you are.” 
She encourages everyone at Boeing to act 
to ensure environmental sustainability.
Some examples of Marshall’s environmental 
commitment include leading the installation 
of an award-winning rain garden and working 
with a team to implement automated 
environmental monitoring at paint booths. 
“Many of the sustainability and environmental 
challenges we face are definitely huge in 
scale, but everyone at Boeing can — and 
should — contribute to the solution,” Marshall 
said. “You can figure out what single action 
you are going to take with the options you 
have and take action today, tomorrow and 
in the future.”
Kristin Marshall, Boeing’s 2021 Environment Champion (Boeing photo)
Shining a Focus on Safety, 
Sustainability and Clean Tools
In 2021, motivated teams of engineers and 
technical experts advanced the safety and 
sustainability of automated laser tool cleaning, 
earning a Boeing Technical Replication
Award for their efforts. Employees at Boeing 
Auburn in Washington pioneered the work, 
while the Composite Wing Center in Everett, 
Washington, advanced the concept and 
colleagues at Boeing Canada Winnipeg 
expanded it even further.
Conventional tool cleaning uses manual sanders 
or chemical processing, which adds ergonomic, 
safety and environmental concerns. Laser 
ablation nearly eliminates those risks. The 
teams’ solution has the following benefits:
•	Eliminates 100% of ergonomic/repetitive 
risks from manual sanding
•	Removes 100% of hazardous chemicals 
from de-painting 
•	Reduces hazardous waste by 90%  
•	Reduces worker exposure to hazardous 
chemicals
•	Reduces damage to tooling as a result 
of oversanding
We implemented this technique on tools to get our 
arms around how to use lasers in a manufacturing 
setting. Once we gained confidence, we graduated 
to other aircraft applications.”
Kay Blohowiak, Senior Technical Fellow, Boeing 
Research & Technology
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Responsible Supply Chain
Supply Chain: Important Role in Creating 
Positive Impact
Responsible supply chain practices are key to advancing 
industry ESG standards. It requires transparency about 
business processes and supplied goods, meeting stakeholder 
expectations, addressing due diligence regulations, and 
creating positive environmental and social impact. 
Boeing is driving a holistic approach to responsible supply 
chain practices that aligns to the Organization for Economic 
Co-operation and Development’s Due Diligence Guidance 
for Responsible Business Conduct.
In 2021, we co-founded an industry effort through the 
International Aerospace Environmental Group to establish a 
voluntary standard for ESG due diligence and to demonstrate 
stewardship. We remain committed to collaborating with 
suppliers to advance ESG efforts. 
Supplier Code of Conduct: Sustainable Business 
Conduct Extends to Suppliers
Ethical, responsible and sustainable business conduct is 
at the core of how Boeing operates: These core principles 
extend to our suppliers. The Boeing Supplier Code of 
Conduct, based on the International Forum on Business 
Ethical Conduct for the Aerospace and Defense Industry’s 
model code, provides suppliers with a set of responsible 
business conduct expectations consistent with our policies, 
principles and ESG efforts. 
How our suppliers operate is just as important as how we 
operate. Boeing remains committed to working with 
suppliers to source responsibly; create economic opportunity 
for diverse communities; proactively manage supply chain 
quality, readiness and health; and advance global sustainability 
and social responsibility. See Supplier Code of Conduct.
Boeing Partners With Diverse Suppliers
Boeing is committed to partnering with suppliers to create 
the world’s strongest and most capable aerospace supply 
chain; to provide opportunities to diverse suppliers (including 
women-owned, veteran-owned and minority-owned 
businesses) and to small businesses; and to support a 
healthy, stable supply base reflective of our global customers 
and communities. 
2021 Highlights
~5,100
Total Diverse Suppliers1 
and Small Businesses2
$4.2B
Total Amount Spent 
with Diverse Suppliers
and Small Businesses
450
Veteran
Owned
800
Women
Owned
550
Minority
Owned
330+
New Diverse Suppliers 
and Small Businesses 
Onboarded
1. Diverse suppliers refer to women-owned, veteran-owned or minority owned (independent of size).
2. Small business refers to a business that is independently owned and operated, is not dominant in the field of operations in which it is bidding and meets 
the NAICS size standards as prescribed in http://www.census.gov/epcd/naics02/naicod02.htm and Code of Federal Regulations, Title 13, Part 121.
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Reporting
Approach & Governance
Products & Services

Stitching Together Partnerships, Developing 
Global Suppliers
Partnerships are the building blocks for growth and opportunity. 
A new supplier in Ethiopia has hired and trained its first 
employees to manufacture airplane insulation blankets for 
Boeing, thanks to a partnership between an established 
Italian supplier and a Boeing Commercial Airplanes customer. 
Skytecno and Ethiopian Airlines established the Ethiopian 
Sky Technologies joint venture in April 2021. 
The partnership’s origins trace back about six years, when 
a Boeing Supplier Development team conducted a capability 
assessment in Ethiopia and found skills in textiles and 
assembly work. Boeing reached out to Geven/Skytecno, 
an insulation-blanket supplier in Italy, to help form the joint 
venture with Ethiopian Airlines.
“This partnership helps to expand our sourcing options and 
to build aerospace manufacturing skills in Ethiopia,” said 
Savas Bostanci, Project Manager, Boeing International. 
Boeing helps foster collaborations such as Ethiopian Sky 
Technologies as part of its commitment to partnering with 
suppliers to source responsibly and to create economic 
opportunity for diverse communities.
Supplier Diversity: Partnerships Advance 
Boeing and Indigenous Businesses
Boeing Australia and the Indigenous Defence and Infrastructure 
Consortium (iDiC) have been creating win-win solutions since 
signing a groundbreaking five-year relational agreement to 
grow and support businesses owned and/or controlled by 
Indigenous mainland and Torres Strait Islander Australians.  
“Boeing and iDiC have worked together to create a true 
partnership based on trust and aligned values,” said Adam 
Goodes, Chief Executive Officer and Director of iDiC. “In the 
pursuit of growth for Indigenous businesses, we operate as 
one team.”
The contractual model is based on a co-created vision 
and guiding principles that ensure reciprocity, trust building, 
transparency and compatibility in daily interactions, aiming 
for both parties to operate as a united ethical body. 
Partnership successes include:
•	Supporting TQCSI-Yaran to become the first Indigenous 
person-owned business in Australia qualified to audit 
and certify against the AS9100 series Quality 
Management System — the international standard 
for the aerospace industry.
•	Partnering with Willyama, one of Australia’s leading 
Indigenous person-owned and veteran-owned professional 
services companies, to deliver cybersecurity capability 
in support of the Australian Defence Force (ADF).
•	Partnering with the iDiC and its partner PSG Holdings 
in a tender submission to develop next-generation military 
satellite communications capability for the ADF.
•	Boeing Defence Australia’s aggregated 
spend with Indigenous businesses has 
grown to over AU$24.5M since 2009.
Ethiopian Sky Technologies employees produce insulation blankets in their new facility in Addis Ababa, Ethiopia. (Boeing photo)
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Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Data Privacy and Information Security
Data privacy and information security 
remain key priorities as Boeing continues 
transforming to meet the needs of our 
workforce and the changing compliance 
landscape, and to counter sophisticated 
cyber threats. Innovative and effective 
security controls and the safeguarding of 
personal information are central to every 
one of our processes at every layer.
Protecting Privacy
Boeing’s Global Privacy Office is responsible 
for overseeing the management, use and 
security of personal information held by 
the company, including personal data from 
employees, customers and suppliers. 
To manage the varying requirements for 
safeguarding personal information, we employ 
a principles-based approach to data privacy 
that aligns with applicable privacy laws and 
frameworks in the United States, European 
Union members and other countries. 
Our privacy team works across the 
enterprise to collaborate and advise on 
privacy compliance. The program is deployed 
through a community structure, with Privacy 
Focals and Privacy Champs embedded in 
business areas across the company to 
promote data protection awareness and 
best practices. At the heart of our privacy 
program is the “Privacy by Design” approach, 
which factors privacy requirements into the 
development of products, services or systems 
that utilize personal information. This approach 
ensures that technical controls and 
administrative processes implement data 
protection principles, and that necessary 
safeguards are in place to comply with 
applicable privacy laws and regulations.
Information Security
Information security is critical to Boeing’s 
operations around the world. We continue 
to employ industry-leading security practices 
while leveraging software and product 
security engineering to protect networks, 
systems and information from cyber threats. 
With our global presence and the continued 
growth of malicious cyber activities, we 
maintain a dynamic, risk-based approach to 
cybersecurity that is structured around the 
National Institute of Standards and Technology 
(NIST) Cybersecurity Framework, contractual 
requirements and other global standards. 
To counter the ever-changing threat 
environment, we continue to focus on 
bolstering our perimeter and internal 
systems, and on honing processes for 
secure development and security review. 
Our ongoing efforts include incorporating 
zero trust principles building security into 
our products and services to better 
anticipate, withstand, recover and adapt 
to cyberattacks or other disruptions. We 
also are continuing to work jointly with our 
supply chain and other partners to align 
our cybersecurity strategies and adopt the 
latest best practices to protect our data 
and systems. As we evaluate and test our 
processes, we continue to engage industry 
and government associations — to employ 
third-party benchmarking, audits and threat 
intelligence feeds — to strengthen our 
cybersecurity efforts and allocate resources.
Cyber Governance
Boeing has established a Global Cybersecurity 
Governance Council to further strengthen 
governance and enhance coordination of our 
cybersecurity activities. The Council comes 
at an important time as Boeing enhances 
its cybersecurity posture around the world. 
Inside the company, digital transformation is 
speeding adoption of advanced technologies, 
while outside the company, sophisticated 
cyber actors who increasingly target critical 
infrastructure systems and operations pose 
a significant risk. 
The Council is a decision-making body 
responsible for developing and coordinating 
enterprise cybersecurity policy and strategy, 
as well as providing direction and guidance 
to Boeing cybersecurity functions and other 
stakeholders to integrate and align operations 
with the company’s priorities. Cross-enterprise 
action teams will be formed as needed to 
manage and implement key decisions. With 
our Chief Information Security Officer (CISO) 
serving as the chair, the Council will meet 
at least quarterly and report directly to the 
company’s Executive Council on progress 
toward specific cybersecurity objectives.  
Engineer During the Week, 
Environmental Steward on 
the Weekend
Ankita Sharma, an early-career Boeing 
engineer, plants trees along the banks of 
the Snoqualmie River near Seattle in her 
free time. Sharma joined other Boeing 
volunteers working with Stewardship 
Partners, a nonprofit that creates people- 
based solutions to engage Puget Sound 
communities as caretakers of the land and 
water that sustain us. The trees she planted 
at Changing Seasons Farm will shade the 
river, cooling the waters to improve the 
habitat for salmon spawning. 
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Communities
Section Key Topics
Community Engagement
Our Heroes
Our Future
Our Homes
Boeing volunteers build sustainable trails in the Cascade Range, near Seattle, 
with partners Mountain to Sound Greenway.
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Reporting

Community Engagement
Where Is Our Impact?
Through purposeful investments, employee 
engagement and advocacy efforts, Boeing 
supports partnerships and programs that align 
with our business, create value and help build 
better communities worldwide. Boeing 
charitable grants drive positive, lasting change 
in the communities where our employees and 
their families live and work. Boeing focuses on 
opportunities that inspire our future, empower 
our heroes and strengthen our homes, with 
an emphasis on advancing racial equity, 
protecting the environment and combating 
systemic racism.
In 2021, Boeing and its employees invested 
over $187 million and volunteered 290,000 
hours to help build better communities 
worldwide.
Since 2020, Boeing has committed over $30 
million to organizations working toward racial 
equity and social justice, including over $15.3 
million in 2021.
Goal: Community Engagement
Build better, more equitable communities 
through corporate investments, employee 
engagement programs and advocacy efforts
  Read about Boeing Global Engagement
2022 purposeful giving.
2021 Highlights
Approx.
$2B
in Boeing community 
investments over the 
last 10 years
Since 2020,
$30M
toward racial equity 
& social justice
More than
$187M
in community 
investments in 2021
$13M
to support humanitarian
relief, including COVID-19
$18.7M
in support of veterans 
programs in 2021
Boeing employees 
contributed more than $36.5M
to charitable causes 
in 2021
In 2021, we partnered with 
more than
13,900
community partners globally
More than
8M
students
reached through Boeing’s 
hands-on STEM learning program 
FUTURE U. since 2019
In 2021,
648
organizations
received contributions 
supporting STEM education 
and workforce development
37
unique
grants
supporting 
environmental 
programs 
in 2021
In 2021,
290,000
volunteer hours worldwide
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Our Heroes
Boeing Supports Veterans 
In March 2021, Boeing helped celebrate 
the most recent graduating class from the 
Adaptive Training Foundation’s (ATF) Military 
to the Mountains ReDefine course — an 
all-veteran class, composed of 10 veterans 
representing all branches of military service.
The ReDefine program, funded with support 
from Boeing, is a nine-week course that 
challenges veteran participants both physically 
and mentally, leading athletes to find 
confidence, mobility and hope. ATF places 
a high priority on recruiting veterans of color 
who are struggling with a physical disability 
or trauma. 
Boeing has invested in the Adaptive Training 
Foundation since 2017.
Graduates of the Adaptive Training Foundation’s first all-veteran class. (Adaptive Training Foundation photo)
There are not enough words to thank 
Boeing for what I’ve been able to get 
out here. It’s not just the physical; 
it’s the emotional — it’s the changes 
in me as a person and the changes 
in my family.”
Retired U.S. Air Force and U.S. Army 
1st Lt. Ellie Kennedy, Adaptive Training 
Foundation Participant
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Our Future
Coding Summer School Equips Next 
Generation in Kenya
Coding Summer School is a partnership 
between Boeing and ThinkYoung, launched 
in 2016 to address skills needed to meet 
future aviation workforce needs.
Students learn up-to-date skills in 
professionally designed, STEM-focused 
courses, augmented by inspiring guest 
lectures and hands-on activities. The program 
includes a session dedicated to coding 
skills related to the aviation industry, with 
hands-on activities involving robotics and 
drones. Students learn to code, design 
and build games and other mobile apps.  
Approximately 60 young people between 
13 and 25 years old participated in Coding 
Summer School in Nairobi, Kenya, in 2021. 
Over the past six years, ThinkYoung and 
Boeing have trained over 700 teenagers, 
60% of whom were girls. More Coding 
Schools are opening in 2022 in Kenya, 
Ethiopia and Rwanda.
Students participate in a Coding Summer School class in Nairobi, Kenya. (ThinkYoung photo)
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Boeing Supports Clemson Highly 
Skilled Diverse Workforce Plans
Boeing is partnering with Clemson University 
to help create pathways to higher education 
and to cultivate a diverse and highly skilled 
workforce. In 2021, Boeing sponsored 
Clemson’s Men of Color National Summit. 
The event brings together Black and 
Latino high school students from around 
the U.S. to expose them to inspiring leaders 
and mentors, with the goal of encouraging 
the students to attend college. 
Boeing also invested in the university’s 
year-round Tiger Alliance college mentorship 
program, created a scholarship for students 
pursuing STEM fields, and deepened 
collaboration with Clemson’s nationally 
acclaimed Call Me MISTER program to inspire 
young men of color to consider careers in 
STEM and advanced manufacturing. This 
investment in Clemson’s diversity, equity 
and inclusion initiatives is designed to close 
the opportunity gap for Black and Latino 
males, from cradle to career. Boeing is 
continuing to partner with Clemson on 
these initiatives in 2022.
Clemson Men of Color work toward being part of the 
highly skilled workforce. (Clemson University photo)
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Our Homes
Boeing and Uzbekistan Airways 
Support Humanitarian Flights 
Boeing and Uzbekistan Airways initiated 
their third humanitarian delivery flight when 
the airline’s newest 787 Dreamliner departed 
Everett, Washington, in May 2021. 
The shipment included hospital beds, 
mattresses and wheelchairs to equip medical 
facilities in Uzbekistan to improve care for the 
country’s most vulnerable population.
Boeing also announced a $100,000 donation 
to support Project C.U.R.E.’s (Commission on 
Urgent Relief and Equipment) efforts providing 
humanitarian medical supplies to Uzbekistan 
hospitals and medical facilities in the Aral Sea 
region. People living in this region experience 
high incidence of diseases and one of the 
world’s highest rates of infant mortality.
In total, Boeing donated $13 million to 
disaster response and humanitarian efforts, 
including COVID-19 relief, globally in 2021.
Pictured from left: Monte Frazier, Vice President, Russia 
and Central Asia, Boeing Commercial Airplanes Sales; 
Javlon Vakhabov, Ambassador of the Republic of 
Uzbekistan; Bill McSherry, Vice President, Government 
Operations, Boeing Commercial Airplanes; Dr. Douglas 
Jackson, Project C.U.R.E. President and CEO; and Melisa 
Esposti, Project C.U.R.E. Director of Government and 
NGO Relations. 
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Reporting
This Sustainability Report has been prepared in accordance with the GRI Standards: 
Core Option. The GRI Index on the following page indicates the location of each 
GRI disclosure within this Sustainability Report, on our external website or other Boeing 
reports, or it states the information directly. In the SASB Index and TCFD Index, we 
have aligned our disclosures with the recommended disclosures and metrics in the 
SASB Aerospace & Defense Standard and the TCFD framework. We will continue 
to evaluate our disclosure approach moving forward to ensure we are providing 
relevant information in an efficient and effective manner.
All data within Key ESG Data and the GRI, SASB and TCFD indexes is for the period 
from Jan. 1, 2021, through Dec. 31, 2021, unless otherwise noted.
Section Key Topics
Key ESG Data
GRI Index
SASB Index
TCFD Index
U.N. Sustainable Development Goals
Awards and Recognition/Memberships and Partnerships
Forward-Looking Statements
Boeing worked with local community stakeholders to create the Pollinator Prairie in 
Olathe, near Kansas City, Kansas, as part of its cleanup effort at the former Chemical 
Commodities Inc. site. The habitat consists of mostly native plants that provide bees, 
birds and butterflies food, shelter and safe areas for breeding. (Boeing photo)
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Reporting

Key ESG Data
Environmental Data
Energy1
Megawatt hours
Terajoules
Natural gas
1,683,000
6,059
Jet kerosene
786,000
2,830
Fuel oil #2
107,000
385
Motor gasoline
21,000
76
Propane
10,000
36
Liquefied petroleum gas
–
–
Total nonrenewable fuels
2,607,000
9,385
Sustainable aviation fuel
4,000
14
Total renewable fuels
4,000
14
Purchased nonrenewable electricity
1,474,000
5,306
Purchased renewable electricity2
574,000
2,066
Total purchased electricity
2,048,000
7,373
Total energy use
4,659,000
16,772
Percentage of total energy that is renewable
12%
Percentage of total energy that is
grid electricity
32%
Energy intensity
0.00007 kWh/$ revenue
1. Data represents 100% of the company.
2. Renewable electricity data excludes any renewable energy that is part of the grid by default, 
in alignment with SASB and other frameworks. Notably, Boeing operates in a number of grids 
that rely significantly on renewable sources.
•	 Boeing did not sell any electricity, heating or cooling energy.
Water
Kilogallons
Megaliters
Total water 
withdrawal from 
water-stressed 
areas
Off-site water sources
Surface water withdrawal
639,501
2,421
–
Combination of surface water 
and groundwater withdrawal
366,460
1,387
21%
Water1
Kilogallons
Megaliters
Total water withdrawal from water-stressed areas2
Groundwater withdrawal
89,855
 340
30%
Reclaimed water (not withdrawn)
3,114
12
–
Total water withdrawal
1,095,816
4,148
10%
On-site water sources
On-site well water use
4,755
18
100%
On-site water reclamation
9,576
36
–
1. Data represents 83% of operations by square footage. 
2. Water-stressed areas are those with high or extremely high water stress in the World Resources Institute Aqueduct Model.
•	 Boeing does not use seawater.
Emissions1
Tons CO2e
Metric tons CO2e
Scope 1 GHG2,3
675,000
612,000
Scope 2 GHG — location-based2,3
833,000
756,000
Scope 2 GHG — market-based2,3
492,000
446,000
Scope 3 GHG — business travel
57,000
52,000
Scope 3 GHG — use of sold products (Commercial Airplanes)3,4
306,000,000
278,000,000
Scope 3 GHG — use of sold products (Defense, Space and Security)3,5
24,000,000
22,000,000
Total calculated GHG excluding sold products
1,224,000
1,110,000
Core metrics sites GHG — location-based
701,000
636,000
Core metrics sites GHG — market-based
375,000
340,000
GHG intensity6
0.00002 MT/$ revenue
1. Emissions (Enterprise Scope 1, Scope 2, and Scope 3 Categories 5 and 11) data is verified by an accredited independent third party to 
the level of limited assurance, see assurance statements. To read further and to see restated 2020 GHG data, visit our GHG supplement. 
2. Scopes 1 and 2 data represents 100% of the company.
3. For Scopes 1, 2 and 3, we calculate emissions from CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3 for this dataset.
4. Use of sold products emissions are based on estimated lifetime emissions of Boeing Commercial Airplanes product deliveries in 2021, 
including direct emissions from combustion of fuel (242M metric tons) and indirect emissions from production of fuel (36M metric tons).
5. Use of sold products emissions are based on estimated lifetime emissions of Boeing Defense, Space & Security aircraft product 
deliveries in 2021, including direct emissions from combustion of fuel (19M metric tons) and indirect emissions from production of 
fuel (3M metric tons). 
6. GHG intensity includes Scope 1 and Scope 2 (market-based) GHG (CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3).
•	 Core metrics sites data represents emissions of CO2, CH4 and N2O where we track a subset of emissions from natural gas 
combustion and purchased electricity associated with sites that represent the majority (70%) of Boeing operations.
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Environmental Data
Waste1 
Tonnes
Hazardous waste incinerated for energy recovery
 590
Hazardous waste incinerated without energy recovery
 843
Hazardous waste sent to landfill
 1,977
Hazardous waste otherwise disposed
 2,651
Percentage of hazardous waste recycled
0.996%
Total hazardous waste generated
6,122
Nonhazardous waste incinerated for energy recovery
286
Nonhazardous waste incinerated without energy recovery
365
Nonhazardous waste sent to landfill
149
Nonhazardous waste otherwise disposed
11,138
Percentage of nonhazardous waste recycled
0.36%
Total nonhazardous waste generated
11,981
Universal waste incinerated for energy recovery
4
Universal waste incinerated without energy recovery
2
Universal waste sent to landfill
11
Universal waste otherwise disposed
123
Percentage of universal waste recycled
10%
Total universal waste generated
155
Waste
Tonnes
Solid waste incinerated for energy recovery
2,291
Solid waste sent to landfill
7,801
Percentage of solid waste recycled, reused and composted
78%
Total solid waste generated (includes all recycled, reused 
and composted materials)
44,959
Total waste incinerated for energy recovery
3,171
Total waste incinerated without energy recovery
1,210
Total waste sent to landfill
9,938
Total waste otherwise disposed
13,912
Percentage of total waste recycled
55%
Total waste generated2
63,217
Environmental Penalties
Incidents incurring a penalty over US$10,000 (all operations)
1
Total of penalties over US$10,000 (all operations)1
$16,450 
1. See page 56 of this report for further details about this incident and penalty.
Waste — Spills
Number of aggregate spills (all operations)1
1
Quantity spilled (all operations)
203kg
Quantity of spilled material recovered (all operations)
0
1. Data represents number of federally reportable aggregate spills.
1. Waste data represents 
approximately 83% of 
operations by square footage.
2. Total waste generated 
includes all recycled, reused 
and composted material. 
3. Compliance data represents
all operations.
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People1
Global Equity, Diversity and Inclusion
Employee Representation
Total Boeing employees
142,000
Non-U.S. employees
11%
Total Boeing employees covered by collective bargaining agreements
33%
U.S. employees who are veterans2
14.6%
1. Unless otherwise indicated, data presented are snapshots taken in December of the year referenced.
2. Veteran data reflects the U.S. workforce only based on voluntary, confidential self-identification. A veteran is 
defined as a person who served in the active military, naval, or air service and who was discharged or released 
therefrom under conditions other than dishonorable.
Female Representation1,3,4
Overall (U.S.)
23.2%
Overall (Non-U.S.)5
24.6%
Board of Directors
25.0%
Executive Council6
19.0%
Executives
33.5%
Managers 
22.8%
New hires
23.9%
3. All data on gender is collected globally.
4. Numbers for gender may not total 100% due to team members who identify as non-binary 
or who choose not to disclose.
5. Non-U.S. indicates team members outside the U.S. 
6. Executive Council gender data includes both U.S. and non-U.S. leaders.
Racial and Ethnic Minority Representation7
Overall
32.7%
Board of Directors
25.0%
Executive Council8
33.3%
Executives 
22.5%
Managers 
24.3%
New hires 
42.5%
7. Race and ethnicity data reflects the U.S. workforce only. Numbers may not total 100% due to inclusion of people 
who choose not to disclose or due to rounding. Racial and ethnic minority representation includes Asian, Black, 
Hispanic/Latino/a/x, Native American, Pacific Islander and Two or More Races as defined by the U.S. Equal Em­
ployment Opportunity Commission.
8. Race and ethnicity data reflects U.S. leaders only; however, Susan Doniz, Chief Information Officer and Senior Vice 
President of Information Technology & Data Analytics, based in Canada, identifies as Hispanic.  
Employee Training1
Total Hours Employee Training
3,600,000
Average Employee Training Hours per Learner
23.6
Total Mandatory Employee Training Hours
1,000,000
Average Mandatory Employee Training Hours per Learner
6.8
Average Voluntary Employee Training Hours
17
1. Mandatory and voluntary employee training hours represent different types of learning that are stored in separate 
data sources. Training data residing in Boeing’s Learning Management System (LMS) includes mandatory and 
compliance training. Voluntary training is not considered mandatory and represents hours spent participating in 
learning tracked outside of our LMS.
Health and Well-Being1
Fatalities as a result of work-related injury
0
Lost workday case rate2
0.53
Near-miss/hazard ratio to recordable injuries2
39:1
Found/fixed metric
98%
1. Injury data represents U.S., Canadian and Australian operations; New Miss/Hazard Reports represent 
global operations.
2. Includes COVID-19 cases.
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Communities
Community Engagement
Community giving1
$187,100,000
Total volunteer hours
 290,000
Number of community partners
13,957
Contributions supporting STEM education and workforce 
development programs
$56,300,000
Total number of organizations receiving contributions supporting 
STEM education and workforce development programs
648
Contributions to veterans organizations
$18,700,000
Total organizations receiving contributions supporting 
veterans programs
416
Contributions to organizations supporting racial equity 
and social justice
$15,300,000
Total number of countries where contributions were made
70
Total international partners receiving contributions
459
Approximate students reached through Boeing's hands-on STEM 
learning program FUTURE U
645,963
Humanitarian response, including COVID-19
$13,000,000
Total number of contributions supporting 
environmental programs
482
1. Community giving is inclusive of Boeing and employee giving.
Governance
Ethics Metrics
Inquiries
2,167
Conflict of interest determinations
1,730
Investigative requests
3,503
Total contacts to Ethics & Business Conduct1
7,400
Investigative requests with enough information to investigate2
2,896
Percentage of investigated requests that were substantiated3,4
51%
1. Inquiries comprise Requests for Guidance and Information Requests. Requests for Guidance are situations where 
employees are seeking guidance when facing ethical dilemmas or when they need assistance in understanding 
company policies or expected behaviors. Information Requests are situations where employees are seeking 
general information. Both demonstrate awareness of Boeing’s Compliance and Ethics program, but Requests 
for Guidance are viewed as the most positive types of contact.
2. Data reflects the reporting period of November 2020 through October 2021.
3. Investigated matters are considered unsubstantiated when the investigation findings do not support a violation 
of policy or expected behaviors or where there is not sufficient evidence of misconduct. 
4. Ongoing evaluations demonstrate that Boeing’s substantiation rate is slightly higher than other published 
benchmarks, indicating an effective investigation process and informed reporting by company employees.
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GRI Index
Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 102: General Disclosures
102-1
Name of the organization
The Boeing Company 
AR Form 10-K, Cover Page
102-2
Activities, brands, products and services
Company Profile, Page 10
AR Form 10-K, Pages 1-6   
AR Form 10-K, Pages 146-155
Boeing Overview
102-3
Location of headquarters
Arlington, VA (as of May 2022)
AR Form 10-K, Cover Page
102-4
Location of operations
Company Profile, Page 10
State Impact
Global Impact
Boeing International
AR Form 10-K, Page 21
102-5
Ownership and legal form
AR Form 10-K, Cover Page
102-6
Markets served
Company Profile, Page 10
AR Form 10-K, Page 21
102-7
Scale of the organization
Company Profile, Page 10
AR Form 10-K, Pages 2, 21, 26,  32-44, 58, 60
PR, Page 64
102-8
Information on employees and other workers
Global Diversity, Equity and Inclusion, 
Page 27
AR Form 10-K, Pages 2-3
Boeing 2022 Global Equity, Diversity & Inclusion Report 
102-9
Supply chain
Key ESG Data, Page 68
State Impact
Global Impact
Boeing Suppliers
102-10
Significant changes to the organization and its supply chain
PR, Page 1
102-11
Precautionary Principle or approach
Boeing has a robust enterprise risk management (ERM) process, which is described 
in the Governance and Risk Management section. While the Precautionary Principle 
is not specifically applied as part of our ERM, we do consider environmental protection 
as a fundamental part of our approach to business. For example, the Due Diligence 
program conducts reviews designed to reduce risks and to facilitate efficient 
environment, health and safety integration of acquired properties and business 
operations. Environmental considerations are also included in our life-cycle 
assessments of products and projects. Life-cycle assessments are discussed 
further in the Products & Services section of this report.
102-12
External initiatives
U.N. SDGs, Page 85;
Awards and Recognition/Memberships 
and Partnerships, Page 87
2022 Boeing Global Engagement Portfolio, Pages 40-41 
102-13
Membership of associations 
Awards and Recognition/Memberships 
and Partnerships, Page 87
Trade Association Memberships
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  72
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 102: General Disclosures (continued)
102-14
Statement from senior decision-maker
Message from Dave Calhoun, Page 3
AR Form 10-K, Page 4
PR Page 1
102-15
Key impacts, risks and opportunities
Approach and Governance, Pages 9-20;
Governance and Risk Management, 
Pages 15-16
AR Form 10-K, Page 18
PR, Pages 28-33
102-16
Values, principles, standards and norms of behavior 
Ethical and Compliant Business, 
Pages 17-20
Our Principles; Our Values; Ethics and Compliance; Code of Ethical Business 
Conduct for Members of the Board of Directors; Boeing Code of Conduct; 
Supplier Code of Conduct; Conflict Minerals Policy; Code of Basic Working
Conditions and Human Rights; Boeing Australia Modern Slavery Statement; 
Boeing UK Modern Slavery Statement
102-17
Mechanisms for advice and concerns about ethics
Ethical and Compliant Business, Pages 17-
20; Key ESG Data, Page 68
Ethical Business Conduct Guidelines
102-18
Governance structure 
Approach and Governance, Pages 9-20; 
Governance and Risk Management, Pages 
15-16; Global Aerospace Safety, Pages 34-36
Board Governance
PR, Pages 16-18 
102-19
Delegating authority
Governance and Risk Management, Pages 15-16
PR, Page 28 
102-20
Executive-level responsibility for economic, environmental 
and social topics 
Governance and Risk Management, 
Pages 15-16
PR, Pages 21; 28
102-22
Composition of the highest governance body and its 
committees
Board Governance
PR, Pages 16-18 
102-23
Chair of the highest governance body
The Board chair is not an executive officer of the company. 
PR, Page 16; Board Chair Profile
102-24
Nominating and selecting the highest governance body
PR, Pages 7-8
102-25
Conflicts of interest
PR, Pages 23; 26
102-26
Role of highest governance body in setting purpose, 
values and strategy
Governance and Risk Management, 
Pages 15-16
PR, Page 28
102-27
Collective knowledge of highest governance body
Governance and Risk Management, Pages 15-16
PR, Page 28
102-28
Evaluating the highest governance body’s performance
PR, Page 22
102-29
Identifying and managing economic, environmental 
and social impacts
Approach and Governance, Pages 9-20
AR Form 10-K, Page 18
PR, Page 28
102-30
Effectiveness of risk management processes
Governance and Risk Management, 
Pages 15-16
PR, Page 28
102-31
Review of economic, environmental and social topics
Governance and Risk Management, Pages 15-16
PR, Pages 18; 28
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  73
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 102: General Disclosures (continued)
102-32
Highest governance body’s role in sustainability reporting
Governance and Risk Management, Pages 15-16
PR, Page 28
102-33
Communicating critical concerns (to highest 
governing body)
Ethical and Compliant Business,
Pages 17-20
Ethical Business Conduct Guidelines
PR, Page 23 
Critical concerns submitted through external and internal reporting portals are 
reported by the Chief Compliance Officer to the Chief Executive Officer, Chief Legal 
Officer, Audit Committee and Board of Directors. For critical concerns, the issue 
details, findings and response are disclosed. In addition, the data identifies case 
trends, including reporting channels, case categories, organizations, locations and 
types of corrective actions taken.
102-34
Nature and total number of critical concerns
Ethical and Compliant Business, Pages 17-
20; Key ESG Data, Page 68 
 
102-35
Remuneration policies (for the highest governance 
body and senior executives for the following types of 
remuneration)
Our Sustainability Journey, Page 11
PR, Pages 36-55
102-36
Process for determining remuneration
PR, Pages 41-46
102-37
Stakeholders' involvement in remuneration
 
PR, Page 43
102-38
Annual total compensation ratio
 
PR, Page 67 
102-40
List of stakeholder groups 
Our Sustainability Journey, Page 11
102-41
Collective bargaining agreements
AR Form 10-K, Page 3
Boeing respects the rights of our employees to choose – or not to choose – a 
representative body. In fact, about 47,000 of our employees around the world are 
included in some type of representative body, including Works Councils, Unions 
and Employee Committees. This population includes those represented by the 
IAM, SPEEA, UAW, AMWU and Unifor collective bargaining agreements as
well as other collective agreements and representative organizations. Boeing 
aims for strict compliance with applicable legislation, regulation and requirements 
regarding employees’ preference to choose a representative body or not.
102-42
Identifying and selecting stakeholders 
Our Sustainability Journey, Page 11
102-43
Approach to stakeholder engagement
Our Sustainability Journey, Page 11
PR, Page 4 
102-44
Key topics and concerns raised
Our Sustainability Journey, Page 11
PR, Pages 28-33
102-45
Entities included in the consolidated financial statements 
 
The Boeing Company and Subsidiaries
Exhibit 21 to AR Form 10-K 
102-46
Defining report content and topic boundaries 
Our Sustainability Journey, Page 11
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  74
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 102: General Disclosures (continued)
102-47
List of material topics 
Our Sustainability Journey, Page 11
102-48
Restatements of information
 
•	 Water Data: Over the past several years, there has been substantial shift in 
work location arrangements for Boeing employees across the globe. Large 
proportions of headcount have transitioned into either fully virtual or hybrid 
(virtual and in person) work schedules. As a result, head count is no longer a 
meaningful descriptor of our data boundary. Instead, Boeing will utilize building 
size (square footage) to describe data boundaries, which is consistent with the 
GHG reporting boundary.
•	 Waste Data: Data for 2020 hazardous waste was restated due to an omission 
of international site data. Data for 2020 hazardous waste, universal waste and 
nonhazardous waste was restated due to an omission in whole or part of data 
considered “otherwise disposed” in the GRI framework. Data for 2020 solid 
waste was restated due to an omission of recycled waste from the total waste 
generated. The total waste generated and percentage of waste recycled 
calculations across all waste categories were also restated following the 
correction of the previously described omissions.
•	 GHG: For restatements related to GHG data, please see GHG supplement.
102-49
Changes in reporting 
 
None.
102-50
Reporting period 
 
1/1/2021-12/31/2021, unless otherwise noted
102-51
Date of most recent report 
 
July 26, 2021
102-52
Reporting cycle
 
Annual
102-53
Contact point for questions regarding the report 
 
Boeing Communications
Email: media@boeing.com
Mailing Address: 929 Long Bridge Drive, Arlington, VA 22202
102-54
Claims of reporting in accordance with the GRI Standards
Our Sustainability Journey, Page 11
The Boeing Sustainability Report has been prepared in accordance with the Global 
Reporting Initiative (GRI) Standards: Core Option.
102-55
GRI content index
 GRI Index, Page 72
102-56
External assurance
Select environmental data have been externally verified by DNV GL. See statement.
GRI 201: Economic Performance
103-1, 
103-2, 
103-3
Explanation of Economic Performance as a material topic 
and its Boundary, the management approach and its 
components and the evaluation of the management approach
Our Sustainability Journey, Page 11
Company Profile, Page 10
Corporate Governance; Approach to Taxes; PR, Pages 16-20, 22, 36-41
201-1
Direct economic value generated and distributed
Company Profile, Page 10;
Community Engagement by the Numbers, 
Page 62; Key ESG Data, Page 68
AR Form 10-K, Pages 16, 60-62
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  75
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People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 201: Economic Performance (continued)
201-2
Financial implications and other risks and opportunities due 
to climate change
Report on Net Zero Indicator, Pages 13-14; 
Innovation and Clean Technology, Pages 41-
46; Climate Action, Pages 51-53
CDP climate report1 C2.3a, C2.4a 
AR Form 10-K, Pages 5, 17-18
201-3
Defined benefit plan obligations and other retirement plans
AR Form 10-K, Pages 99-106
Benefits
GRI 203: Indirect Economic Impacts
103-1, 
103-2, 103-3
Explanation of Indirect Economic Performance as a 
material topic and its Boundary, the management 
approach and its components and the evaluation 
of the management approach
Our Sustainability Journey, Page 11;
Communities, Pages 61-66
Community Engagement
2022 Boeing Global Engagement Portfolio
203-2
Significant indirect economic impacts
Communities, Pages 61-66
Community Engagement
2022 Boeing Global Engagement Portfolio
GRI 204: Procurement Practices
103-1, 
103-2, 103-3
Explanation of Procurement Practices as a material topic 
and its Boundary, the management approach and its com­
ponents and the evaluation of the management approach
Our Sustainability Journey, Page 11;    
Responsible Supply Chain, Pages 58-59;    
Key ESG Data, Page 68
Supplier Code of Conduct
204-1
Proportion of spending on local suppliers 
90% of our suppliers are local to our significant locations of operations, and spend
with these local suppliers comprised 81% of our supplier spend. Local suppliers 
are defined as domestic in relation to the location of operation and significant 
locations of operation are defined as major operational areas as determined by 
square footage.
GRI 205: Anti-Corruption
103-1, 
103-2, 103-3
Explanation of Anti-Corruption as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;   
Ethical and Compliant Business, Pages 17-20
Anti-Corruption Program
205-1
Operations assessed for risks related to corruption
Ethical and Compliant Business, Pages 17-20
Anti-Corruption Program
205-2
Communication and training about anti-corruption policies 
and procedures
Ethical and Compliant Business, Pages 17-20
Anti-Corruption Program
GRI 301: Materials
103-1, 
103-2, 103-3
Explanation of Materials as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Sustainable Product Life Cycle, Pages 37-40;
Responsible Supply Chain, Pages 58-59
Environment 
Airplane and Carbon Fiber Recycling 
Conflict Mineral Policy
301-1
Materials used by weight or volume
AR Form 10-K, Page 5
AR = 2021 Annual Report 
PR = 2022 Proxy Report
1. Boeing participates annually in the CDP climate report. Our most recent response is available on our website here in accordance with the CDP reporting schedule.  
2022 Sustainability Report  76
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People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 302: Energy
103-1, 
103-2, 
103-3
Explanation of Energy as a material topic and its Boundary, 
the management approach and its components and the 
evaluation of the management approach
Our Sustainability Journey, Page 11;
Environmentally Responsible Operations, 
Pages 53-55;
Key ESG Data, Page 68
Environmental Policy
302-1
Energy consumption within the organization
Key ESG Data, Page 68
CDP climate report1 C8.2a
302-3
Energy intensity
Key ESG Data, Page 68
CDP climate report1
302-4
Reduction of energy consumption
Environmentally Responsible Operations, 
Pages 53-55
CDP climate report1
GRI 303: Water
103-1, 
103-2, 
103-3
Explanation of Water as a material topic and its Boundary, 
the management approach and its components and the 
evaluation of the management approach
Our Sustainability Journey, Page 11;
Environmentally Responsible Operations, 
Pages 53-55;
Key ESG Data, Page 68
Environmental Policy
CDP Water Report
303-1
Interactions with water as a shared resource
Environmentally Responsible Operations, 
Pages 53-55;
Key ESG Data, Page 68
CDP Water Report
303-2
Management of water discharge-related impacts 
Environmentally Responsible Operations, 
Pages 53-55
CDP Water Report
303-3
Water withdrawal
Key ESG Data, Page 68
CDP Water Report
GRI 304: Biodiversity
103-1, 
103-2, 
103-3
Explanation of Biodiversity as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Environmental Compliance and 
Biodiversity, Page 56       
Environmental Policy
304-3
Habitats protected or restored 
Environmental Compliance and Biodiversity, 
Page 56
GRI 305: Emissions
103-1, 
103-2, 
103-3
Explanation of Emissions as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Innovation and Clean Technology, 
Pages 41-46; 
Climate Action, Pages 51-52
Environmental Policy
CDP climate report1 C2.3a and C1
305-1
Direct (Scope 1) GHG emissions
Key ESG Data, Page 68
CDP climate report1 C6.1 
AR = 2021 Annual Report 
PR = 2022 Proxy Report
1. Boeing participates annually in the CDP climate report. Our most recent response is available on our website here in accordance with the CDP reporting schedule.  
2022 Sustainability Report  77
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 305: Emissions (continued)
305-2
Energy indirect (Scope 2) GHG emissions
Key ESG Data, Page 68
CDP climate report1 C6.3 
305-3
Other indirect (Scope 3) GHG emissions
Key ESG Data, Page 68
CDP climate report1 C6.5 
305-4
GHG emissions intensity
Key ESG Data, Page 68
CDP climate report1 C6.10 
305-5
Reduction of GHG emissions
Environmentally Responsible Operations, 
Pages 53-55
CDP climate report1 C4
GRI 306: Waste
103-1, 
103-2, 
103-3
Explanation of Waste as a material topic and its Boundary, 
the management approach and its components and the 
evaluation of the management approach
Our Sustainability Journey, Page 11;
Environmentally Responsible Operations, 
Pages 53-55;
Key ESG Data, Page 68
Environmental Policy
76% of Boeing operations are covered, based on square footage. All major 
manufacturing sites are covered by ISO14001 external certification.
306-1
Waste generation and significant waste-related impacts
Environmentally Responsible Operations, 
Pages 53-55
306-2
Management of significant waste-related impacts
Environmentally Responsible Operations, 
Pages 53-55
306-5
Waste directed to disposal
Key ESG Data, Page 68
GRI 307: Environmental Compliance
103-1, 
103-2, 
103-3
Explanation of Environmental Compliance as a material topic 
and its Boundary, the management approach and its com­
ponents and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Governance and Risk Management, 
Pages 15-16
Environmental Policy
Environmental: ISO 14001 Certifications
76% of Boeing operations are covered, based on square footage. All major 
manufacturing sites are covered by ISO14001 external certification.
AR Form 10-K Pages 5, 18
307-1
Noncompliance with environmental laws and regulations
Environmental Compliance and Biodiversity, 
Page 56;
Key ESG Data, Page 68
GRI 308: Supplier Environmental Assessment
103-1, 
103-2, 
103-3
Explanation of Supplier Environmental Assessments as 
a material topic and its Boundary, the management 
approach and its components and the evaluation of 
the management approach
Our Sustainability Journey, Page 11;
Responsible Supply Chain, Pages 58-59
Supplier Code of Conduct
308-1
New suppliers that were screened using 
environmental criteria
Boeing does not screen suppliers using environmental criteria.
AR = 2021 Annual Report 
PR = 2022 Proxy Report
1. Boeing participates annually in the CDP climate report. Our most recent response is available on our website here in accordance with the CDP reporting schedule.  
2022 Sustainability Report  78
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 401: Employment
103-1, 
103-2, 
103-3
Explanation of Employment as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
People, Pages 21-31
Working Here
401-3
Parental leave 
Employee Well-Being, Page 24
Benefits
GRI 402: Labor/Management Relations
103-1, 
103-2, 
103-3
Explanation of Labor/Management Relations as a material 
topic and its Boundary, the management approach and 
its components and the evaluation of the management 
approach
People, Pages 21-31
AR Form 10-K, Pages 2-4
402-1
Minimum notice periods regarding operational changes 
We provide advance notice in accordance with all applicable legal and/or 
contractual requirements in the different locations where we operate.
GRI 403: Occupational Health and Safety
103-1, 
103-2, 
103-3
Explanation of Occupational Health and Safety as a 
material topic and its Boundary, the management 
approach and its components and the evaluation 
of the management approach
Our Sustainability Journey, Page 11;
Employee Safety, Page 23;
Key ESG Data, Page 68
Safety Management System Policy 
Safety at Boeing
403-1
Occupational health and safety management system
Ethical and Compliant Business, Pages 17-
20; Employee Safety, Page 23;
Employee Well-Being, Page 24
403-2
Hazard identification, risk assessment and incident 
investigation
Employee Safety, Page 23
403-5
Worker training on occupational health and safety
Employee Safety, Page 23
403-6
Promotion of worker health
Employee Safety, Page 23;
Professional Development, Education 
and Training, Page 31
403-8
Workers covered by an occupational health and safety 
management system
Employee Safety, Page 23
 
403-9
Work-related injuries
Employee Safety, Page 23;
Key ESG Data, Page 68
GRI 404: Training and Education
103-1, 
103-2, 
103-3
Explanation of Training and Education as a material topic 
and its Boundary, the management approach and its com­
ponents and the evaluation of the management approach
Our Sustainability Journey, Page 11
AR Form 10-K, Page 3
Careers
Benefits
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  79
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People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 404: Training and Education (continued)
404-1
Average hours of training per year per employee
Key ESG Data, Page 68; 
Professional Development, Education 
and Training, Page 31
AR Form 10-K, Page 3
Benefits
404-2
Programs for upgrading employee skills and transition 
assistance programs
Key ESG Data, Page 68; 
Professional Development, Education 
and Training, Page 31
AR Form 10-K, Page 3
Benefits
GRI 405: Diversity and Equal Opportunity
103-1, 
103-2, 
103-3
Explanation of Diversity and Equal Opportunity as a 
material topic and its Boundary, the management 
approach and its components and the evaluation 
of the management approach
Our Sustainability Journey, Page 11;
Global Equity, Diversity and Inclusion, 
Pages 27-30;
Key ESG Data, Page 68
PR, Pages 8-9, 10-15
Boeing 2022 Global Equity, Diversity & Inclusion Report
EEO-1
405-1
Diversity of governance bodies and employees
Gender, Equity, Diversity and Inclusion, Pages 
27-30; Governance and Risk Management, 
Pages 15-16; Key ESG Data, Page 68
PR, Pages 8-9, 10-15
Boeing 2022 Global Equity, Diversity & Inclusion Report
GRI 406: Nondiscrimination
103-1, 
103-2, 
103-3
Explanation of Nondiscrimination as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Ethical and Compliant Business, Pages 17-
20; Key ESG Data, Page 68
PR, Pages 8-9, 10-15
Boeing 2022 Global Equity, Diversity & Inclusion Report
406-1
Incidents of discrimination and corrective actions taken
Global Equity, Diversity and Inclusion, 
Pages 27-30; Key ESG Data, Page 68
Boeing 2022 Global Equity, Diversity & Inclusion Report
GRI 407: Freedom of Association and Collective Bargaining
103-1, 
103-2, 
103-3
Explanation of Freedom of Association and Collective 
Bargaining as a material topic and its Boundary, the 
management approach and its components and the 
evaluation of the management approach
Our Sustainability Journey, Page 11; 
People, Pages 21-31; 
Key ESG Data, Page 68
AR Form 10-K, Page 20
Human Rights
Basic Working Conditions and Human Rights in Boeing's Supply Chain
407-1
Operations and suppliers in which the right to freedom 
of association and collective bargaining may be at risk
Ethical and Compliant Business, Pages 17-20
AR Form 10-K, Page 20
GRI 413: Local Communities
103-1, 
103-2, 
103-3
Explanation of Local Communities as a material topic 
and its Boundary, the management approach and its 
components and the evaluation of the management 
approach
Our Sustainability Journey, Page 11; 
Communities, Pages 61-66; 
Key ESG Data, Page 68
Community Engagement
413-1
Operations with local community engagement, impact 
assessments and development programs (percentage 
of operations) 
Communities, Pages 61-66
2022 Boeing Global Engagement Portfolio
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  80
Contents
People
Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Disclosure
Disclosure Title
Sustainability Report Section(s) 
Additional Reference(s)/Link(s)
GRI 414: Supplier Social Assessment
103-1, 
103-2, 
103-3
Explanation of Supplier Social Assessment as a material 
topic and its Boundary, the management approach and 
its components and the evaluation of the management 
approach
Our Sustainability Journey, Page 11;
Responsible Supply Chain, Pages 58-59;
Key ESG Data, Page 68
Boeing Supplier Code of Conduct
Boeing Australia Modern Slavery Statement
Boeing UK Modern Slavery Statement
414-1
New suppliers that were screened using social criteria
 
Boeing does not screen suppliers using social criteria.
GRI 416: Customer Health and Safety
103-1, 
103-2, 
103-3
Explanation of Customer Health and Safety as a material 
topic and its Boundary, the management approach and 
its components and the evaluation of the management 
approach
Our Sustainability Journey, Page 11;
Global Aerospace Safety, Pages 34-36
Chief Aerospace Safety Officer Report
Aerospace Safety Committee Charter
Confident Travel Initiative
Aviation Safety
Supplier Quality
416-1
Assessment of the health and safety impacts of product 
and service categories
Employee Safety, Page 23;
Employee Well-Being, Pages 24-26;
Global Aerospace Safety, Pages 34-36
Confident Travel Initiative
Statistical Summary of Commercial Jet Airplane Accidents
416-2
Incidents of noncompliance concerning the health and 
safety impacts of products and services
Global Aerospace Safety, Pages 34-36
AR Form 10-K, Pages 2-3 
PR, Page 1 
SASB RT-AE-250a.3
Statistical Summary of Commercial Jet Airplane Accidents
GRI 418: Customer Privacy
103-1, 
103-2,
103-3
Explanation of Customer Privacy as a material topic and its 
Boundary, the management approach and its components 
and the evaluation of the management approach
Our Sustainability Journey, Page 11;
Key ESG Data, Page 68
AR Form 10-K, Page 17
418-1
Substantiated complaints concerning breaches of 
customer privacy and losses of customer data
Data Privacy and Information Security, 
Page 60 
SASB RT-AE-230a.2
GRI 419: Socioeconomic Compliance
103-1, 
103-2, 
103-3
Explanation of Socioeconomic Compliance as a 
material topic and its Boundary, the management 
approach and its components and the evaluation 
of the management approach
Our Sustainability Journey, Page 11;
Company Profile, Page 10
AR Form 10-K
419-1
Noncompliance with laws and regulations in the social 
and economic area
 
We are not aware of any items that we believe would be responsive to 419-1a.
AR = 2021 Annual Report 
PR = 2022 Proxy Report
2022 Sustainability Report  81
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People
Introduction
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Operations
Reporting
Approach & Governance
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SASB Index
Accounting Metric
Code
Boeing Metric or Qualitative Disclosure(s) and Disclosure Location(s) 
Energy Management
Total energy consumed
RT-AE-130a.1
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
CDP climate report
Percentage of grid electricity
RT-AE-130a.1
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
Percentage of renewable energy
RT-AE-130a.1
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
Hazardous Waste Management
Amount of hazardous waste generated
RT-AE-150a.1
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
Percentage of hazardous waste recycled
RT-AE-150a.1
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
Number and aggregate quantity of 
reportable spills
RT-AE-150a.2
Environmental Compliance and Biodiversity, Pages 56-57; Key ESG Data, Page 68
Quantity recovered from reportable spills
RT-AE-150a.2
N/A (no reportable spills per SASB application guidance)
Data Security
Description of approach to identifying 
and addressing data security risks in 
company operations
RT-AE-230a.2
Boeing takes a risk-based approach to managing the security of its data and has a documented low-risk appetite for cybersecurity and 
data protection. This approach starts early in the development life cycle and is supported by a partnership between IT and various functions 
with responsibility for data protection regulations and intellectual property protection. In benchmarking against industry, Boeing has found that 
its cross-functional approach to data protection is unique and provides a comprehensive view of data security risks throughout the life cycle 
of information. Data is classified by sensitivity and the protective controls required for each sensitivity level are documented, implemented 
and audited on a regular basis. Regular reviews of systems are meant to ensure that the appropriate controls are in place and provide 
opportunities to evaluate risk as change occurs in the operational and cyber environments. If an issue or data security risk is identified, there 
are clear reporting channels and remediation timelines established based on system and data criticality. Corrective Action Plans are put in 
place and monitored to completion. Strong partnerships between IT and Boeing Legal ensure that issues are addressed in a timely manner 
and reporting of incidents to the appropriate regulatory bodies occurs as required.
Description of approach to identifying and 
addressing data security risks in products
RT-AE-230a.2
Product Security Engineering provides a disciplined approach to the development and sustainment of our products, which is essential to 
ensuring mission assurance/resiliency and security. Security is integrated into our engineering processes starting from concept development, 
ensuring that we develop products that are secure by design. Key cyber attributes and adversity (or threat) to the system are identified during 
requirements engineering, allocated throughout design, implemented and validated during development, fully tested, and supported during 
sustainment. Additionally, Boeing works to ensure that our products are designed to anticipate, withstand, recover, and adapt to cyber 
attack. Specifically, our internal design practices have high-level requirements to baseline and monitor data flow and system behavior, detect 
anomalies, and actively manage system configuration. The ability of our systems to understand normal operations and rapidly detect and 
mitigate abnormalities, combined with the security engineering focus of our development processes, provides Boeing’s programs with a 
proactive approach to risk management. Product Security is also integrated into the Boeing enterprise Incident Response process. We work 
seamlessly with stakeholders to rapidly identify, analyze and mitigate vulnerabilities and breaches across our portfolio.
AR = 2021 Annual Report 
PR = 2022 Proxy Report
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Introduction
Communities
Operations
Reporting
Approach & Governance
Products & Services

Accounting Metric
Code
Boeing Metric or Qualitative Disclosure(s) and Disclosure Location(s) 
Product Safety
Number of Airworthiness Directives received
RT-AE-250a.3
53 (see the FAA Dynamic Regulatory System)
Statistical Summary of Commercial Jet Airplane Accidents
Fuel Economy and Emissions in Use-Phase
Revenue from alternative-energy-related 
products
RT-AE-410a.1
Per ASTM standards, all commercial turbojet airplanes are certified to fly revenue passengers with a blend of up to 50% sustainable
aviation fuels derived from biomass and other sustainable sources. Boeing Commercial Airplanes 2021 revenues ($19.5M) are listed in 
our AR Form 10-K, Page 26; CDP1 C4.5a
Description of approach and discussion of 
strategy to address fuel economy and GHG 
emissions of products
RT-AE-410a.2
2021 Sustainable Aerospace Safety, Page 7;
Innovation and Clean Technology, Pages 41-46
Materials Sourcing
Description of the management of risks 
associated with the use of critical materials
RT-AE-440a.1
AR Form 10-K, Page 5 
We are highly dependent on the availability of essential materials, parts and subassemblies from our suppliers and subcontractors. The most
important raw materials required for our aerospace products are aluminum (sheet, plate, forgings and extrusions), titanium (sheet, plate,
forgings and extrusions) and composites (including carbon and boron). Although alternative sources generally exist for these raw materials,
qualification of the sources could take a year or more. Many major components and product equipment items are procured or subcontracted
on a sole-source basis with a number of companies.
Business Ethics
Discussion of processes to manage business 
ethics risks throughout the value chain
RT-AE-510a.3
Ethical and Compliant Business, Pages 16-20;
Ethics and Compliance
Anti-Corruption
Suppliers:
Suppliers are encouraged to model their ethics program in accordance with the Federal Sentencing Guidelines and industry best practices. 
Boeing believes that our suppliers and partners share the goal of maintaining the highest standards of business conduct, as defined in our 
Boeing Supplier Code of Conduct. This shared goal helps enable compliant company performance across all geographic locations. We also 
recognize that continued, collaborative partnership between our company, suppliers and other third parties leads to relationships built on trust 
and respect — which leads to enhanced business performance. Suppliers
Activity Metrics
Production by reportable segment
RT-AE-000.A
AR Form 10-K, Pages 142-156; 
Orders and Deliveries
Patents: 5,331 in 2021 (U.S. and foreign); 61,034 since 1962 (U.S. and non-U.S.)
Number of employees
RT-AE-000.B
142,000
Key ESG Data, Page 68
AR = 2021 Annual Report 
PR = 2022 Proxy Report
1. Boeing participates annually in the CDP climate report. Our most recent response is available on our website here in accordance with the CDP reporting schedule.  
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Communities
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Approach & Governance
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TCFD Index
Disclosure
TCFD Recommended Disclosure
Sustainability Report Section(s) 
Additional Reference(s) 
Governance
Describe the Board’s oversight of climate-related risks and opportunities
Governance and Risk Management, 
Pages 15-16; 
Climate Action, Pages 51-52
CDP climate report1 C1.1b 
Describe management’s role in assessing and managing climate-related risks 
and opportunities
Governance and Risk Management, 
Pages 15-16; 
Climate Action, Pages 51-52
CDP climate report1 C1.2, C1.2a 
Strategy
Describe the climate-related risks and opportunities the organization has 
identified over the short, medium and long term
CDP climate report1 C2.3a, C2.4a 
Describe the impact of climate-related risks and opportunities on the 
organization’s businesses, strategy and financial planning
 
CDP climate report1 C2.3a, C2.4a, C3.3, C3.4 
Describe the potential impact of different scenarios, including a 2˚C scenario, 
on the organization’s businesses, strategy and financial planning
CDP climate report1 C3.2a
Risk 
Management
Describe the organization’s process for identifying and assessing 
climate-related risks
Governance and Risk Management, 
Pages 15-16
CDP climate report1 C2.1, C2.2, C2.2a
Describe the organization’s processes for managing climate-related risks
Governance and Risk Management, 
Pages 15-16
CDP climate report1 C2.1, C2.2 
Describe how processes for identifying, assessing and managing climate-
related risks are integrated into the organization’s overall risk management
Governance and Risk Management, 
Pages 15-16
CDP climate report1 C2.1, C2.2 
Metrics
and Targets
Disclose the metrics used by the organization to assess climate-related risks 
and opportunities in line with its strategy and risk-management process
 
CDP climate report1 C4.1, C4.2, C9.1 
Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse 
gas (GHG) emissions and the related risks
Key ESG Data, Page 68
CDP climate report1 C6.1, C6.3, C6.5 
Describe the targets used by the organization to manage climate-related risks 
and opportunities and performance against targets
Climate Action, Pages 51-52;
Environmentally Responsible Operations, 
Pages 53-55
CDP climate report1 C4.1, C4.1a, C4.2, C4.2b, C4.2c
Boeing supports the commercial aviation industry’s 
ambition to achieve net-zero carbon emissions for global 
civil aviation operations by 2050, which focuses on Use 
of Sold Products.
AR = 2021 Annual Report 
PR = 2022 Proxy Report
1. Boeing participates annually in the CDP climate report. Our most recent response is available on our website here in accordance with the CDP reporting schedule.  
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The U.N. Sustainable Development Goals (SDG) are a universal call to action 
to end poverty, protect the planet, and improve the lives and prospects 
of everyone, everywhere.1 Boeing believes in all 17 SDGs and has identified 
alignment between the following 10 goals and our efforts to support the 
outcomes that make the world a better place for all.
Goal
Key SDG Sub-Indicators
2021 Progress
Good Health & 
Well-Being
3.2, 3.3, 3.9
•	Since Go for Zero’s introduction in 2013, Boeing has seen significant reductions in serious safety accidents and injuries. More than 
128,000 Boeing teammates have completed Safety Management System (SMS) training since 2020.
•	To help busy parents and other caregivers, Boeing doubled the number of backup child and adult/elder care days subsidized by the 
company to 20 days per eligible employee per year.
•	Boeing added access to virtual primary care, behavioral health and musculoskeletal support for those employees who prefer to take 
advantage of care from the safety and convenience of their homes — at no cost in 2021. With increased demand for behavioral 
health services, confidential video-based visits with a coach or therapist for anxiety, depression, grief, self-confidence and medication 
management proved to be particularly valuable during the pandemic.2
Quality 
Education
4.3, 4.4, 4.5
•	We support STEM education and seek to inspire the next generation of innovators, contributing nearly $56.3M across 648 grants to 
support STEM education and workforce development programs in 2020. For example, Coding Summer School is a partnership 
between Boeing and ThinkYoung which has trained over 700 teenagers, 60% of which were girls, over the last six years. Additional 
Coding Schools are opening in 2022 in Kenya, Ethiopia and Rwanda.
•	In 2021, we provided employees with over 3.5 million hours of training.
Gender Equality
5.5.2
•	In 2021, women and racial/ethnic minority representation at Boeing increased overall as compared with the prior year.
•	In the second half of 2021, exit rates for women, men and teammates of all races were within 0.1 point of each other, meaning the 
rate of people exiting was relatively equal among race and gender.
•	For the first time, we shared data related to women of color, disability, gender identity and sexual orientation.
Affordable & 
Clean Energy
7.2.1, 7.8.1
•	Our team is shaping the future of sustainable aviation through research and technology development focused on unlocking the 
potential of sustainable fuels, improved flight performance and renewable energy applications.
•	Boeing is committed to delivering commercial airplanes that are capable to fly on 100% sustainable aviation fuel by 2030.
•	Boeing has set a goal of achieving 100% renewable energy in operations by 2030.
Decent Work & 
Economic Growth
8.2, 8.3, 8.4
•	Through The Boeing Technical Apprenticeship Program (BTAP) we are committed to placing at least 1,000 technical apprentices into 
high-skill, technical roles by 2025.
•	Boeing and its employees donated more than $187 million and contributed 290,000 volunteer hours to 13,957 community partners 
in 2021 to help build better communities worldwide.
•	Boeing contracts with approximately 11,000 suppliers globally. In 2021, we spent nearly $38 billion with suppliers from 58 countries 
and in all 50 U.S. states.
1. Source: https://www.un.org/sustainabledevelopment/development-agenda/
2. While some benefit programs are global, certain programs and offerings vary by country, subject to program availability, local laws and customs.
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Goal
Key SDG Sub-Indicators
2021 Progress
Industry, Innovation 
& Infrastructure
9.1.2, 9.3.1, 9.4.1, 9.5.1, 9.5.2, 
9.8.1
•	 In January 2022, Boeing announced a $450M investment in addition to previous funding, establishing Wisk as one of the most
well-funded Advanced Air Mobility companies in the world. Wisk’s sixth-generation eVTOL aircraft will represent a first-ever candidate
for the certification of autonomous, all-electric, passenger-carrying aircraft in the U.S.
•	 In January 2022, GE Aviation announced it had selected Boeing and Aurora to support flight tests of its hybrid electric propulsion
system, a big step forward in exploring electric for the future of commercial flight to reduce carbon emissions.
•	 In late 2021, we conducted testing with DARPA on a new type of large, fully composite, linerless cryogenic fuel tank, designed and
manufactured by Boeing. While this particular cryotank was designed for space applications, the lessons learned from this testing
campaign, along with our previous hydrogen demonstration flight-test programs, mark an important leap in materials technology for
sustainable aviation.
Reduced
Inequalities
10.7.2
•	 The Racial Equity Task Force has partnered with the Global Equity, Diversity & Inclusion team to engage thousands of employees,
strengthen the Black experience, help employees identify and interrupt bias, improve retention, and disrupt the perception that
equity, diversity and inclusion are optional parts of our culture.
•	 In 2021, a Boeing Philadelphia team brought the talents of neurodiverse individuals to Boeing through the Autism at Work program.
The program leverages the capabilities of those with autism by providing work experiences and development opportunities while
they finish their degrees. After graduation, many are hired as part of Boeing’s workforce.
Responsible 
Consumption 
& Production
12.2, 12.4, 12.5.1, 12.6.1, 12.7
•	 Boeing has set goals to reduce greenhouse gas emissions by 25%, water consumption and solid waste to landfill by 20%,
energy use by 10% and hazardous waste by 5% within its operations by 2025 (compared with 2017 levels).
•	 Since our baseline year of 2017, Boeing has increased our global renewable energy by 64%, reduced our global Direct GHG
Emissions by 15%1 and reduced GHG emissions from major manufacturing sites by 24%.1,2
•	 In 2021, employees at 163 sites in 39 countries participated by taking more than 72,000 60-second actions to benefit the
environment each day for over a month.
Climate Action
13.1
•	 In 2021, Boeing became founding member of the First Movers Coalition, partners with leading companies across sectors
to accelerate development of new technologies to reduce emissions.
•	 Boeing supports the commercial aviation industry’s ambition to achieve net-zero carbon emissions, for Scope 3 emissions
(Category 11), by 2050. Achieving the desired decarbonization requires continued partnerships with airlines, industry,
governments and research institutions over decades.
Partnerships for 
the Goals
17.16, 17.17
•	 Boeing and CSIRO, Australia’s national science agency, have launched a five-year, AU$41 million (US $29.5 million) research
program with focus areas that include digital twin and model-based engineering, space and technologies used to boost
manufacturing safety and productivity, and helping to improve aviation sustainability.
•	In 2021, we co-founded an industry effort through the International Aerospace Environmental Group to establish a voluntary
standard for ESG due diligence and to demonstrate stewardship. We remain committed to collaborating with suppliers to advance
ESG efforts.
1. Scope 1 and 2 Market. 
2. Major Manufacturing Sites or Metric sites.
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Awards and Recognition
People
•	 American Indian Science and Engineering
Society Top 50 Workplace for Indigenous
STEM Professionals
•	 Career Communications Group Inc.
Top Supporters of HBCU Engineering
Schools – Industry (No. 4 in 2022)
•	 Disability:IN Best Places to Work for
Disability Inclusion (achieved score of 
100% for 6th consecutive year)
•	 DiversityInc Top 50 Companies for
Diversity (No. 16 in 2022)
•	 HIRE Vets Medallion Award (Platinum
in 2021)
•	 Human Rights Campaign Corporate
Equality Index (achieved score of 100%
in 2022)
•	 LinkedIn Top Companies – United States
(No. 20 in 2022)
•	 Military Friendly Employers (Gold in 2022)
•	 Military Times Best for Vets: Employers
(No. 7 in 2021)
•	 National Organization on Disability –
Leading Disability Employer
Communities
•	 CSR China Top 100 in 2021
Products and Services
•	Aviation Week Network’s Laureate Awards
(Defense award recipient in 2021)
•	Aviation Week Program Excellence Award
for Prime Sustainment Work (received for
International Space Station support in 2021)
•	Clarivate Top 100 Global Innovators
•	SME 2021 Excellence in Manufacturing
Training Award
Operations
•	 U.S. Environmental Protection Agency (EPA)
Green Power Partnership Fortune 500
Partner List (No. 26)
•	 EPA ENERGY STAR Partner of the Year 
Award for Sustained Excellence
•	 2022 Military Friendly Top 10 Supplier
Diversity (No. 1)
•	 Aviation Week Network’s Laureate Awards
(Commercial award recipient for SAF 
initiative in 2021)
Memberships and Partnerships
•	Aerospace Industries Association
of America Inc.
•	Air Transport Action Group
•	Aircraft Fleet Recycling Association
•	Alliance of Western Energy Consumers
•	American Indian Science
and Engineering Society
•	Association for Unmanned Vehicle
Systems International
•	Association of Washington Business
•	Brazil-U.S. Business Council
•	Business Roundtable
•	Corporate Eco Forum
•	Dallas Regional Chamber
•	Disability:IN
•	FIRST Robotics
•	General Aviation Manufacturers Association
•	Great Seattle Chamber of Commerce
•	International Aerospace
Environmental Group
•	International Air Transport Association
•	International Aviation Womens Association
•	International Civil Aviation Organization
•	MIT Climate & Sustainability Consortium
•	National Association of Manufacturers
•	 National Society of Black Engineers
•	 Newton Europe
•	 Out in Science, Technology, Engineering,
and Mathematics
•	 Renewable Energy Buyers Alliance
•	 Responsible Business Alliance
•	 Roundtable on Sustainable Biomaterials
•	 St. Louis Regional Chamber of Commerce
•	 Society of Asian Scientists and Engineers
•	 Society of Hispanic Professional Engineers
•	 Society of Women Engineers
•	 Sustainability 50/World 50
•	 United Service Organization
•	United States Council for International
Business
•	 U.S. Chamber of Commerce
•	 Washington Roundtable
•	 Wildlife Habitat Council
•	 World Economic Forum
•	 Women in Aviation International
•	 World Economic Forum
•	 Yale Center for Natural Carbon Capture
   For a list of community partners, refer 
to Pages 38-41 of the 2022 Boeing 
Global Engagement Portfolio.
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Forward-Looking Statements
Caution Concerning Forward-Looking Statements
Certain statements in this report may be 
“forward-looking” within the meaning of 
the Private Securities Litigation Reform 
Act of 1995. Words such as “may,” 
“should,” “expects,” “intends,” “projects,” 
“plans,” “believes,” “estimates,” “targets,” 
“anticipates” and similar expressions generally 
identify these forward-looking statements. 
Examples of forward-looking statements 
include statements relating to our future 
plans, business prospects, financial condition 
and operating results, as well as any other 
statement that does not directly relate to any 
historical or current fact. Forward-looking 
statements are based on expectations 
and assumptions that we believe to be 
reasonable when made, but that may not 
prove to be accurate. These statements 
are not guarantees and are subject to risks, 
uncertainties and changes in circumstances 
that are difficult to predict.
Many factors could cause actual results to 
differ materially and adversely from these 
forward-looking statements, including the 
COVID-19 pandemic and related industry 
effects impacts; the 737 MAX, including the 
timing and conditions of remaining 737 MAX 
regulatory approvals, lower than planned 
production rates and/or delivery rates, and 
additional considerations to customers and 
suppliers; economic conditions in the United 
States and globally; general market and 
industry conditions as they may affect us or 
our customers; reliance on our commercial 
customers, our U.S. Government customers 
and our suppliers; the overall health of 
our aircraft production system, as well 
as the other important factors disclosed 
previously and from time to time in The 
Boeing Company’s filings with the 
Securities and Exchange Commission. 
Any forward-looking statement speaks only 
as of the date on which it is made, and we 
assume no obligation to update or revise 
any such statement, whether as a result of 
new information, future events or otherwise, 
except as required by law.
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The Boeing Company
929 Long Bridge Drive,  
Arlington, VA, 22202, USA
THE BOEING FAMILY OF REPORTS 
We are continually collecting, assessing and making available data 
about our company and the broader aerospace ecosystem to keep 
our employees, customers, communities, industry partners, investors 
and other stakeholders informed and engaged.
Annual Report and Proxy Statement
View our Annual Report and Proxy 
Statement to find additional information 
about our financial performance and 
Boeing business practices. boeing.com/
annual-report.
Global Equity, Diversity & Inclusion  
We believe in a culture and workplace where 
everyone is respected, valued and inspired 
to reach their fullest potential. Learn more 
about our Global Equity, Diversity & Inclusion 
efforts at boeing.com/diversity.
Community Engagement
Through purposeful investments, employee 
engagement and thoughtful advocacy efforts, 
Boeing and its employees are helping build 
better communities worldwide. Learn more 
at boeing.com/community.
Copyright © 2022 Boeing. All rights reserved.