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Frontiers May 2015 Issue

may 2015 07 workforces are better at innovating and solving problems; they have higher sales revenues, more customers, larger market shares and greater relative profits than less-diverse companies. To ensure that Boeing becomes and remains one of those diverse companies, we are adopting a strategy based on three key pillars: culture, talent and marketplace. The culture pillar is based on the idea that we all want to belong, to be seen, heard, valued and respected. Among other things, we are working to develop an enterprisewide executive diversity council to help establish the strategy, determine the metrics for success, and build on our leaders’ significant support for diversity and inclusion. We also are working with Learning, Training and Development to roll out additional diversity-related training for hiring managers, to ensure all candidates and employees receive Strategic Focus on: • Culture • Talent • Marketplace a fair opportunity to compete for jobs and to secure development and advancement opportunities. Our talent pillar rests on the premise that Boeing will be inclusive and engaged with its employees. Our efforts in this area include leveraging succession plans and enhancing selection rates for all, including minorities and women, to identify the next generation of global leaders. We also are working to develop an enterprisewide strategy on diversity recruiting. Finally, our marketplace pillar encourages employees to think globally and act locally in order to improve the company’s standing in its markets throughout the world. We intend to do that, for instance, by strengthening our partnerships with Supplier Management to leverage the impact of our global suppliers, and with Global Corporate Citizenship to build the next generation of talent by investing in communities where we live and work. How can our employees enhance diversity and inclusion at Boeing? Sit with people who don’t look like you. Have lunch with people you don’t know. Learn about another culture—our Business Resource Groups are a great place to start, and every group is open to all employees. Move out of your comfort zone to make room for growth. What I believe you will find is that we are more similar than dissimilar. When our employees do those things they broaden their own perspectives, and that improves them personally, strengthens their teams, and reinforces the foundation of success for all of us at Boeing. n photo: Bob Ferguson | Boeing


Frontiers May 2015 Issue
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