Company: BA
Filing Date: 2025-03-07
Form Type: DEF 14A
Source: 0001193125-25-049921
Chunk: 46

Company: BOEING CO
Filing Date: 2025-03-07
Form: DEF 14A
Chunk 46
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 participate in plans governed by our annual incentive scores (including employees who are subject to collective bargaining agreements) can also earn incentives based on safety and quality performance measured at the site level, with metrics largely aligned to those utilized in our annual incentive plan. In early 2024, we also developed quantitative product safety-related goals for each of our NEOs (other than Mr. Ortberg, who joined the Company in August 2024). Performance against these pre-setmetrics, as well as each executive’s overall contributions with respect to safety and quality, were considered by the Compensation Committee in determining NEO individual performance scores. While we continue to adapt our incentive plan to our changing circumstances, our standard for howour goals must be achieved remain unchanged—through a constant and shared commitment to our core values of safety, quality, integrity and sustainability. These values are at the core of how the Company operates. We are working to create a culture where all employees feel empowered to speak up, ask for guidance and report concerns, including those related to ethics, safety and quality. Our leaders are expected to lead by example and live by these values every day, and their performance in these areas is considered for purposes of individual performance assessments impacting pay decisions.

| 2025 Proxy Statement |     | 49 |

COMPENSATION DISCUSSION AND ANALYSIS How We Align Pay to Shareholder Interests Our executive compensation and benefit programs are centered around a core objective—ensuring that our executives are focused on building long-term, sustainable growth for our shareholders in a manner consistent with our core values and our strategic plan. We do this by attracting, retaining and rewarding leaders who effectively drive strong financial and operating performance through their commitment to the foundational goals underlying our business model: safety, quality, engineering and operational excellence, sustainability and meeting our customer commitments.

| Pay for Performance           |     | A significant portion of pay for senior leaders is performance-contingent, variable and directly linked to individual and Company performance, including operational and financial performance that drives the creation of long-term shareholder value. Leaders are held accountable for business outcomes.                                                                                              |
| Commitment to Core Values     |     | Pay is directly linked to the executive’s commitments to our core values of safety, quality, integrity and sustainability, and incorporates specific and measurable metrics relating to safety and quality. Pay is subject to clawback, including in the event of certain types of misconduct or negligent conduct, particularly where such behavior compromises the safety of our products or services. |
| Market-Driven Competitive Pay |     | Pay is benchmark