Company: BA
Filing Date: 2025-03-07
Form Type: DEF 14A
Source: 0001193125-25-049921
Chunk: 27

Company: BOEING CO
Filing Date: 2025-03-07
Form: DEF 14A
Chunk 27
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 We have recently established a Global Talent, Development & Employee Experience organization within Human Resources. This organization is designed to build a pipeline of excellence and strengthen the employee experience across our company, enhancing our ability to retain key talent as they build their skills and experience. Additionally, we continue to focus on creating a culture where all employees feel empowered to speak up. Teammates across the Company invite different perspectives, share ideas and concerns, and act on what they hear. We also have engaged independent third-party experts to focus on building out a framework for culture change at Boeing, and to design and launch a new workforce survey to assess engagement and alignment with our cultural values. The frameworks developed will help us define and promote core values and behaviors, and provide recommendations on embedding cultural expectations and measures of progress into our processes and systems for all our employees across all levels, sites and skill codes. We plan to use the feedback gathered from our workforce survey – the results of which will be shared with the Board – to create actionable insights for management to refine initiatives, drive improvements and enhance the employee experience. The Board is engaged in overseeing the Company’s corporate culture. The Board and the Compensation Committee review our human capital management strategy on an annual basis, receiving updates on key talent metrics for the overall workforce, including those related to recruiting and talent development. To further develop its understanding of and engagement with the Company’s culture, the Board conducts periodic site visits both in conjunction with and outside its regular Board meetings to facilitate first-hand insight into our culture and provide opportunities to engage with employees on various programs. Cybersecurity Governance The Board has delegated oversight of risks related to cybersecurity to two Board committees, the Audit Committee and the Aerospace Safety Committee, and each committee reports on its activities and findings to the full Board after each meeting. The Audit Committee is charged with reviewing our cybersecurity processes for assessing key strategic, operational, and compliance risks. Our Chief Information Digital Officer and Senior Vice President, Information Technology & Data Analytics (CIDO) and our Chief Security Officer provide in-depthbriefings to the Audit Committee on cybersecurity risks at each of its bi-monthly meetings. These briefings include assessments of cyber risks, the threat landscape, updates on incidents, and reports on our investments in cybersecurity risk mitigation and governance. In addition, the Audit Committee has designated one of its members with expertise in cyber risk management to meet regularly with management and review our cybersecurity strategy and key initiatives and progress toward our objectives. In the event of a potentially material cybersecurity event, our incident response plan outlines that the Audit Committee Chair would be notified