Company: BA
Filing Date: 2025-03-07
Form Type: DEF 14A
Source: 0001193125-25-049921
Chunk: 59

Company: BOEING CO
Filing Date: 2025-03-07
Form: DEF 14A
Chunk 59
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 her new role, the Compensation Committee approved an annual incentive target for Ms. Pope of $2,000,000, as compared to $1,000,000 in her prior role leading the Global Services business. No further adjustments were made to Ms. Pope’s annual incentive target, including in connection with assuming an additional role in March 2024. In February 2025, the Compensation Committee approved an annual incentive payout of $87,213 for Ms. Pope, determined by multiplying her pro-ratedtarget (for the period January through March, when she was serving exclusively as Chief Operating Officer) by the enterprise incentive score of 19%, and multiplying the product by an individual performance score of 100%. Ms. Pope did not receive any payout attributable to her time spent leading the Commercial Airplanes business, as the incentive score for that business was 0%.

| 62 |     | 2025 Proxy Statement |

COMPENSATION DISCUSSION AND ANALYSIS Long-Term Incentive Award.Effective January 1, 2024, and in connection with her new role, the Compensation Committee approved a long-term incentive target of $10,000,000 for Ms. Pope for the 2024-2026 performance period, as compared to $5,500,000 for 2023 when she was leading the Global Services business. For the reason described on page 61, the Compensation Committee reduced the target value of Ms. Pope’s 2024 award, granted in the form of PPSOs and RSUs, by 22% to $7,791,487. Individual Performance Highlights.During 2024, Ms. Pope:

| • |     | Developed, and achieved FAA approval of, a safety and quality plan for Commercial Airplanes in May 2024, in the wake of the January 2024 door plug accident, and successfully executed 2024 elements of the multi-year plan, |

| • |     | Conducted safety and quality stand-down sessions at 32 sites with approximately 72,000 employees, gathering input that informed the Safety & Quality Plan, |

| • |     | Ensured that 99% of Commercial Airplanes employees completed product safety and quality training, |

| • |     | Redesigned our supply chain management and supplier engagement model to improve stability within the supply base, |

| • |     | Deployed an employee engagement plan focused on increasing leadership presence on the factory floor, first level leadership training, and encouraging employees to speak up, |

| • |