Safety is at the core of who we are at Boeing,
and the recent 737 MAX accidents will always weigh heavily on us.
They have reminded us again of the importance of the work we do
and have only intensified our commitment to excellence and to continuously improve the safety of our products and services.
We know we can always do better.
That’s why I asked our Boeing Board of Directors in April
to assemble a special, independent committee
to review our existing policies and processes
for the design, development, manufacture, and support of our airplanes.
Over the past five months,
members of the Committee on Airplane Policies and Processes
deeply and rigorously explored these aspects of our business.
They spoke with Boeing team members
and examined our current approaches to airplane design and development
in a thorough review that included external perspectives
from leaders and technical experts with experience in regulated industries
where safety is also paramount.
With the information they compiled,
committee members made several recommendations
focused on further improving safety throughout the company
and the broader aerospace ecosystem.
We shared the full details of those findings last week.
My team and I fully embrace our board’s recommendations
and are taking immediate steps to implement them across the company
in partnership with our people
while also continuing and expanding our ongoing efforts
to go above and beyond
by strengthening safety across Boeing and the broader aviation industry.
With the committee’s input,
we’re establishing a new Product and Services Safety organization
that will review all aspects of product safety
and maintain oversight of our Accident Investigation Team
and the company’s safety review boards.
We’ve announced Beth Pasztor as its leader.
Additionally, we’re strengthening and elevating our Engineering function
through a direct reporting line to Boeing’s chief engineer, Greg Hyslop.
These changes will enhance our team and amplify our focus on safety,
while benefitting our customers and operational performance.
They’ll also intensify our focus on learning,
tools and talent development across the company.
We’ll also establish a formal Design Requirements Program,
enhance our Continued Operation Safety Program,
partner with our airline customers to ensure flight deck designs
continue to anticipate the needs of future pilot populations,
and expand the reach of our Boeing Safety Promotion Center.
That’s in addition to steps our board has already taken
to reaffirm its commitment to safety,
including establishing a permanent Aerospace Safety Committee
and adding safety-related experience
as one of the criteria for future directors.
Ensuring the safety of the flying public, pilots and crew
is our top priority as we work to return the 737 MAX to service.
In addition to implementing the recommendations,
we are committed to reaching even higher.
We’re already driving an integrated enterprise approach to safety,
quality and integrity — all represented in our enduring values—
that strengthens our vision and strategy
and serves to reinforce
and improve our foundation of operational excellence.
For example, through expanded use of our safety management systems
and elevation of our safety review boards,
we’ve standardized safety policy and objectives,
we’re sharing best practices, managing risk, assessing performance,
increasing visibility and accountability,
and accelerating our safety culture.
Look no further than our work on the 777X
where we’re applying lessons learned from other areas of the company
to strengthen our system safety analysis, software audits and more.
Similar One Boeing efforts are happening across the enterprise—today.
In addition, we’re investing in our people,
including creating new safety-focused leadership positions
such as Beth’s and highlighting the importance of safety and quality
with this year’s expanded Safety Promise
and combined Chairman’s Quality and Safety Awards.
Looking to the future, we’ll continue to find areas to improve,
including exploring ways we can strengthen global aviation safety
in partnership with stakeholders across the aerospace community.
As our industry grows and changes,
the current aerospace ecosystem’s infrastructure
will be increasingly stressed.
We see specific areas where we believe Boeing can make a difference
in improving safety.
One example is the need for talent
that scales with the growth of our industry.
We’ll need to recruit and train the next generation,
including a focus on pilot and maintenance technician training
and building the STEM pipeline.
We also see opportunity in areas such as product design,
infrastructure, regulation and new technologies.
At this defining moment,
Boeing must take an expanded leadership role
with a heightened focus on safety.
We’ll keep learning from the recent accidents,
stay true to our values,
and come through this better and stronger as a company and industry.
Thank you to our board and the committee members
for their thorough work and ongoing support.
Thanks also to our Boeing team
who will implement the recommendations,
drive further safety improvements both for our products and services
and the broader industry,
and demonstrate our enduring values around safety, quality, and integrity.