Boeing 2015 Annual Report Download - page 6

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2015 defense-related milestones included
The first flight of the KC-46A tanker and its first
international sale to Japan;
The first EA-18G rollout to the Royal Australian
Air Force;
The fourth and final AEW&C delivery to Turkey;
Completion of the final C-17 after a successful
20-year production run; and
The selection of the 747-8 to replace the current
U.S. presidential aircraft.
We also added to our leadership in space with
A successful flight software demonstration on
the CST-100 spacecraft;
A five-year contract extension to provide engineer-
ing support services, resources and personnel for
International Space Station operations;
NASA’s completion of the critical design review of
the Space Launch System, including the Boeing-
built core rocket stage and avionics system; and
12 successful launches in 2015 by our United
Launch Alliance joint venture, extending our
streak to more than 100 launches.
Overall, the strength of our defense and space
business stems from our solid portfolio of products
and services; disciplined investments in innovation;
leveraging enterprise capabilities and technologies
for future programs such as the T-X trainer, JSTARS
recapitalization and numerous unmanned systems;
and driving new levels of affordability and productiv-
ity through our ongoing market-based affordability
and Partnering for Success efforts. With this in mind,
and with early signs of an improving U.S. defense
budget environment, we remain confident about
our prospects for continued success in the global
defense, space and security market worth $3 trillion
over the next decade.
ONE BOEING
Many 2015 achievements harnessed the unique
power and potential of “One Boeing,” including
the successful first flight of the KC-46A tanker,
reaching key production and delivery milestones
on the 787 program, winning reauthorization of the
U.S. Export-Import Bank, and making important
growth investments in our people, products and
services. Continued progress on enterprisewide
efforts, including quality, productivity and workplace
safety, are strengthening our competitiveness in the
marketplace and driving lasting improvements across
the company.
Strategic growth and diversification of our manufactur-
ing and engineering footprint are further enhancing
our capabilities and capacities, improving business
continuity and productivity, and increasing our access
to new talent and technology. In 2015, $700 million
of new construction and building expansions totaling
3.9 million square feet provided additional capability
for increased production rates and new programs,
including 777X, 787-10 and 737 MAX. Boeing South
Carolina strengthened airplane design and perfor-
mance with a new propulsion system facility, and
we opened 13 new engineering career-development
centers across the globe to ensure we have the best
team and talent to support our continued leadership
in innovation.
OUR NEXT 100 YEARS
After a decade of restoration and renewal and con-
tinued momentum gains in 2015, Boeing is stronger,
healthier and more competitive than ever.
But no matter how well we’re doing or how far we’ve
come, we know our future in this “more for less”
world is not guaranteed and the standards and goals
we set for ourselves must be bold. Attractive, grow-
ing markets such as ours draw increasingly capable
new competitors and inspire existing challengers to
do better. Global economic and geopolitical tides are
changing constantly, and our customers consistently
demand more value for less money. And when it
comes to talent, influence and capital, we compete
with the world’s best global companies. In short,
success going forward will require the very best
from our team and ever-higher levels of business
performance throughout the company.
With our storied past as inspiration for the future, our
mission is to be the world’s aerospace leader and
an enduring global industrial champion—with world-
class performance in all dimensions. To achieve
these goals in our second century, we are centering
our efforts on two overarching strategies; first, to
continue building strength-on-strength to deliver on
our existing plans and commitments, and improve
them where needed. And, second, to stretch our-
selves beyond those plans to sharpen and accelerate
our pace of progress on key growth and productivity
efforts to achieve our full potential.