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

Company: BOEING CO
Filing Date: 2025-03-07
Form: DEF 14A
Chunk 25
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 increased reliance on data. All business units and functions participate in both the ERM and CRM processes, including an annual review to assess and prioritize the most critical risks facing the Company globally, implement appropriate mitigation measures, evaluate the effectiveness of mitigation strategies and controls, and identify important emerging risks. The results of the ERM and CRM processes are reviewed with both the Audit Committee and the full Board at least annually.

| 2025 Proxy Statement |     | 31 |

CORPORATE GOVERNANCE Safety Management System Our SMS is an integrating framework for managing safety risks throughout the life cycle of a product or service by identifying hazards, mitigating product safety risks, and continuously improving safety performance and other activities designed to promote and sustain a positive safety culture and shape policies that uphold our commitment to aerospace safety. The SMS infrastructure comprises four components designed to create a disciplined environment to manage safety risks and promote a positive safety culture: Safety Policy and Objectives, Safety Risk Management, Safety Assurance and Safety Promotion. Our SMS is continually evolving and improving. Our SMS includes a risk elevation process pursuant to which our business unit presidents regularly review safety risks, the associated risk mitigation and corrective action plans, and the relevant safety metrics to determine if additional resources and/or mitigation activities are necessary. Our business unit presidents determine those risks that will be briefed to our CEO during his SMS reviews, which occur at least bi-monthly.The Aerospace Safety Committee reviews SMS performance and the SMS Risk Register at every regular meeting. For more information on our SMS, see “Aerospace Safety and Quality” on page 1. Board Committee Risk Oversight Subject to the Board’s ultimate oversight, each of the six standing committees possesses primary responsibility for oversight of certain categories of risk associated with such committee’s areas of responsibility. The chair of each standing committee provides a summary of the matters discussed with the committee to the full Board following each committee meeting, and the minutes of each committee meeting are also provided to the full Board. A non-exhaustivelist of categories of risk overseen by each of the standing committees is summarized below. Human Capital Management The Board, through the Compensation Committee, is engaged in reviewing the Company’s strategies, initiatives, and programs with respect to human capital management, including talent recruitment, development, retention, employee engagement, and inclusion and belonging. Management Development and Succession Planning Strong and effective continuity of leadership is essential to our success. Accordingly, one of the Board’s principal responsibilities is to oversee the succession of our CEO and other senior leaders. The Board strives to maintain a

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