Boeing 2009 Annual Report Download - page 8

6
Environmental Footprint Reduction*
(Percent)
Performance indicators
normalized to revenue.
Energy: MMBtu/$ million
CO2 Emissions:
metric ton/$ million
Hazardous Waste:
ton/$ million
Charitable
Grants 57.00
Business
Donations 45.47
Employee
Contributions 39.47
In-kind
Donations 0.95
Total $142.89
$ million
CO2 Emissions
Intensity 31
Energy Efficiency 32
Hazardous Waste 38
Progress Achieved %
Investing in Our Communities
0.7%
27.6%
31.8%
39.9%
0302 04 05 06 07 08 09
25%
0%
50%
75%
100%
*Major U.S. sites
In addition to more
than $142 million
from Boeing, its
employees and The
Boeing Company
Charitable Trust,
Boeing employees
volunteered many
hours to help improve
lives and communi-
ties worldwide.
On a revenue-
adjusted basis,
Boeing has
reduced CO2
emissions by 31
percent, energy
consumption by
32 percent and
hazardous-waste
generation by 38
percent since 2002.
This consolidation and alignment allows
us to eliminate redundancies while
expanding capabilities to speed new
products to market.
Maintain Our Financial Strength
In 2009, employee teams across the
company rose to the challenge of
improving productivity through Lean+
and our other growth-and-productivity
initiatives. That focus, along with disci-
plined cash management, helped Boeing
generate $5.6 billion of operating cash
fl ow while at the same time enabling
signifi cant investments in programs (such
as the 787 and 747-8) that will grow our
business in the years ahead. We also
issued $5 billion of corporate debt at
very attractive rates.
In starting 2010 with more than
$11 billion of cash and marketable
securities, Boeing has suffi cient liquidity
to continue investing in our development
efforts and growth strategies — while
navigating ongoing market uncertainties.
And we have renewed our commitment
to manage our fi nances just as tightly this
year as we did last.
Empower a New Generation of Leaders
I believe we have the best overall team
in the industry. But our goal is to develop
an even better team for the future. So
we have proactively moved promising
leaders into key positions based on how
well they perform their jobs, develop their
own teams, act with integrity and model
the company’s Leadership Attributes
(chart the course, set high expectations,
inspire others, fi nd a way, live the Boeing
values and deliver results). We will continue
to develop and promote leaders on this
basis, stretching ourselves to make Boeing
a better company with each passing day.
Corporate Citizenship
Boeing and its people continue to make
steady progress in protecting the environ-
ment and helping to meet vital needs in
communities all around the world.
We remain on track to achieve ag-
gressive fi ve-year targets for 25-percent
improvements in greenhouse-gas
emissions intensity, energy effi ciency,
recycling rates and hazardous waste
at our major manufacturing facilities.
Our team also showed tremendous
generosity of spirit throughout the
global recession. In total, Boeing, its
employees and The Boeing Company
Charitable Trust contributed more than
$142 million — and employees also
volunteered many hours of their time and
expertise — to help improve lives and
communities worldwide in 2009.
In Closing
These are challenging times for most
businesses. They are challenging for us.
The people of Boeing have been tested.
And we have pulled together. I believe
the actions we are taking today will make
this company even more competitive for
decades to come. We are energized,
focused on shared objectives and ready
to take advantage of the tremendous
opportunities that call out for this com-
pany’s unique strengths. I am honored
to lead the Boeing team as we strive to
make this the strongest, best and best-
integrated aerospace-based company in
the world — for today and tomorrow.
Jim McNerney
Chairman, President and
Chief Executive Offi cer