Company: BA
Filing Date: 2025-04-04
Form Type: DEFA14A
Source: 0001193125-25-073540
Chunk: 6

Company: BOEING CO
Filing Date: 2025-04-04
Form: DEFA14A
Chunk 6
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 2024 annual incentive plan or long-term incentive program. Slide reflects outcomes for all other NEOs Payouts tied directly to performance 9 Copyright © 2025 Boeing. All rights reserved.

KELLY ORTBERG’S COMPENSATION In connection with Ortberg’s election as CEO in 2024 and to immediately align his interests with those of our shareholders, the Board approved the following competitive compensation elements: Element Amount and Key Features 2024 CEO Target Compensation 1 Reflects Mr. Ortberg’s target compensation for Base Salary $1,500,000 year of hire Cash Award $1,250,000 Fixed 15% 15% $8,000,000 vesting in three annual installments on each of the first, second and third RSU Award anniversaries of grant date Cash 15% $8,000,000 with an exercise price of 120% of the stock price on grant date; vests in three Premium-Priced Stock Option Stock-Based installments of 25%, 25% and 50% on each of the second, third and fourth anniversaries of Award 85% grant date Variable 85% 85% The Board approved the following compensation elements for 2025: Fixed Pay Element Amount and Key Features Long-Term Incentive Base Salary $1,500,000 Annual Incentive Target $3,000,000 Long-Term Incentive Target $17,500,000 Total Target Direct $22,000,000 Compensation 1 Represents annual base salary rate Compensation package designed to attract, retain and incentivize our new CEO 10 while aligning with shareholder interests Copyright © 2025 Boeing. All rights reserved.

2025 COMPENSATION – KEY CHANGES Compensation Committee approved key changes to our compensation program aimed at promoting accountability, focusing on strategic and operational Company priorities and appropriately incentivizing our leadership team 2025 Annual Incentive Plan 2025 - 2027 Long-Term Incentive Program Instead of separate incentive scores for each business unit, the 2025 plan has a single enterprise incentive score based on financial performance Instead of PRSUs (55%) and RSUs (45%), the 2025-2027 program is (80%) and operational performance (20%) to unify our workforce behind the comprised of PPSOs (55%) and RSUs (45%) core work we must do to restore trust with our stakeholders Financial Performance: PPSOs: ü Based on pre-established targets for free cash flow,