2021 Global Equity, Diversity & Inclusion Report

Sharing our data and defining our path forward

Creating the most innovative aerospace products and services on earth requires a diverse and inclusive global team. For the first time in our company’s history, we are sharing our diversity numbers and outlining the steps we’re taking to improve.

Join Us on the Path to Greater Inclusion

Equity, diversity and inclusion are crucial to all of us: our employees, our stakeholders and our communities.

These principles are also foundational to our business success and our social sustainability goals, as they are critical drivers of quality, safety and innovation. Yet we know that for many, these basic principles remain an ideal, not a reality. In 2020, we asked our teammates to help us shape a culture where everyone is included, valued, respected and supported in reaching their full potential. We resolved to confront discrimination, inequities and injustice and accelerate our efforts to advance equity for all. Between June 2020 and April 21, 2021, the company terminated 65 employees and took other corrective action against 53 employees for engaging in, or being a part of, racist, discriminatory or otherwise hateful conduct.

We recognize there is much room to improve. We welcome and encourage you to join us as we measure progress against our commitments to advance equity, diversity and inclusion within Boeing and beyond. This will be a marathon, not a sprint, and we will report our progress and share our data every year.

Transparently sharing our progress now and every year going forward will help hold us accountable for achieving the goals that we’ve set to improve in all of these areas. This work is a business imperative because diversity and inclusion are critical drivers of quality, of safety and innovation. And quite frankly, every important thing we do would be better with an inclusive culture.

David Calhoun
President and Chief Executive Officer,
The Boeing Company

Our Data

Our diversity numbers are on par with the aerospace and defense industry but we want to do better. We know we have work to do to first lead our industry and then become among the leading companies worldwide.


Women represent 23% of our United States workforce and 24% outside of the United States — in line with the broader aerospace and defense industry. We are working to increase the percentage of women in our company and across aerospace, engineering and defense vocations.

Overall Gender chart for the U.S. Overall Gender chart for the non U.S.
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Gender Data: U.S.-based work locations of The Boeing Company, excluding subsidiaries except where noted.
* Executive Council gender data includes both U.S. and non-U.S. members.

Race and Ethnicity

Racial and ethnic minorities comprise roughly 31% of our workforce, slightly above the aerospace and defense industry average of 28%, and our Executive Council is composed of 35% racial/ethnic minorities.* We are committed to building a stronger pipeline so that we can improve the diversity of our teams for years to come.

Overall race and ethnicity breakdown chart
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Race and Ethnicity Data: U.S.-based work locations of The Boeing Company, excluding non-fully integrated subsidiaries that are not on Boeing HR systems.
* Executive Council Race and Ethnicity data does not include non-U.S. members. However, Susan Doniz, chief information officer and senior vice president of Information Technology & Data Analytics, openly identifies as Hispanic.
** “More” category includes American Indian/Alaskan Native, Native Hawaiian or Other Pacific Islander, and Two or More Races.


Military talent has been a part of our culture for more than a hundred years. We are honored that tens of thousands of men and women who selflessly served their country made Boeing their next mission. Veterans comprise 14.8% of our overall workforce and 24% of Boeing Defense, Space & Security and Boeing Global Services (4% higher than industry peers).

Overall veterans breakdown chart
Circle chart for Board of Directors

Veterans Data: U.S.-based work locations of The Boeing Company, excluding non-fully integrated subsidiaries that are not on Boeing HR systems.

Where is the data for other groups within Boeing?

We know the metrics provided in this report are incomplete. Everyone brings their own diversity to Boeing. This report provides visibility to the reliable data we have based on teammates’ voluntary self-identification, but it doesn’t reflect the full diversity of our workforce. We aim to gather sufficient credible data to share additional metrics in future reports.

Earlier in 2021 in the United States, we introduced voluntary self-identification for gender identity and sexual orientation. This is an important step in advancing inclusion.

Intersectional information is available in our 2020 Employment Information Report (EEO-1). Sharing our EEO-1 Report publicly reflects our commitment to transparency.

Learn more about our diverse employee communities in the gallery below.

Our Aspirations

To address our representation gaps and build a culture of inclusion, we have established a set of aspirations we will strive to achieve by 2025:

Icon for black representation in the united states
Increase the Black representation rate in the U.S. by 20%.
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Advance common understanding, shared experiences and mutual respect.
Icon for achieveing parity in retnetion rates
Achieve parity in retention rates of all groups.
Icon for reporting diversity metrics and progress
Report diversity metrics and progress annually.
Icon for closing representation gaps for historically underrepresented groups
Close representation gaps for historically underrepresented groups.
Icon for eliminating significant differences between the workplace experiences
Eliminate any statistically significant differences between the workplace experiences of underrepresented and at-representation groups.

Our Actions

To achieve our aspirations, we are galvanizing our entire workforce to advance equity, build diverse teams and create inclusion wherever our teams are. Our strategy supports these principles: Equity for All, Team of All and Inclusion by All. We’re taking specific actions to advance our strategy.

Equity for All

Fair and transparent systems and processes

Addressing our representation gaps by analyzing more than 1,200 unique job groups, identifying where our representation falls below benchmarks and developing specific action plans to close them.

Strengthening equity in our talent selection processes by requiring diverse slates and interview teams at executive levels and recommending them for all other roles, posting director-level positions for the first time, and requiring hiring managers to take bias mitigation training.

Enhancing our benefits to advance the health, wellness and safety for all team members by considering the needs of our diverse workforce in every benefits decision. This means partnering with a diverse network of counselors to support people of color and members of the LGBTQ+ community; offering benefits that assist working parents, such as tutoring and child care resources; and offering flexible and remote work arrangements where business permits.

Increasing equal access to professional networks and opportunities through new learning and development programs designed to build skills for the future.

Holding ourselves accountable to equal pay for equal work by conducting regular compensation reviews that look across gender, ethnicity and race to ensure equitable compensation at the time of hire and throughout every employee’s career. Compensation decisions are made every day, so this work requires ongoing diligence and commitment.

Profile image of Haesun

She’s just one of the women achieving their dreams in a gender-balanced workplace in Korea.

Read Haesun’s story

Team of All

Diverse representation at every level of our organization

Increasing diversity in our talent pool by improving representation in the STEM pipeline. In 2020, we partnered with hundreds of organizations that helped inspire an estimated 3.7 million young women in STEM. We continue to support educational institutions that serve underrepresented racial minorities, including 13 historically Black Colleges and Universities (HBCU), nine Hispanic-serving institutes and a $6 million partnership with the Thurgood Marshall College Fund. Boeing is also a member of Advancing Minorities’ Interest in Engineering (AMIE), which partners with all 15 HBCUs accredited by the Accreditation Board for Engineering and Technology.

Empowering our teammates through the more than 125 chapters of our employee-led global Business Resource Groups that advance inclusion and foster collaboration across our company and communities.

Advancing equity and social justice in our communities by investing — at minimum — $25 million in nonprofit organizations that advance equity by 2023.

Increasing diversity in our industry by supporting professional associations that serve underrepresented groups. This includes such organizations as the Society for Women Engineers (SWE), National Society of Black Engineers (NSBE), Society of Hispanic Professional Engineers (SHPE), Society of Asian Scientists and Engineers (SASE), American Indian Science and Engineering Society (AISES) and others.

Accelerating workforce development investment by $100 million since 2018. As of year-end 2020, $42 million has been invested in learning and reskilling programs that expand the concept of skills versus degrees and that open doors for qualified people across the spectrum.

Profile image of Chasity

This HBCU graduate went from interning to increasing HBCU graduate recruitment by 400%.

Read Chasity’s story

Inclusion by All

Every teammate supporting each other on the path to greater inclusion

Fostering a culture of transparency and accountability by keeping diversity and inclusion on the agenda. Every eight weeks, our Board of Directors reviews diversity results for specific site locations and for the enterprise. Every month, our Racial Equity Task Force works directly with members of our Executive Council to advance equity. Every day, our people leaders will be responsible for effectively demonstrating habits that are necessary for inclusion.

Educating our workforce about continuous improvement through teamwork. We are providing science-based practical training called Seek, Speak & Listen that will enable teammates to successfully identify, challenge and change behaviors in the workplace for the benefit of all.

Talking openly about race and racism at every level of our company. Managers received training and tools to facilitate honest and sometimes uncomfortable conversations with their team members. The resulting discussions raised awareness of teammates’ lived experiences, which catalyzed ideas for improvement. We’re continuing to build awareness through monthly discussion guides aimed at identifying and combating bias, and all employees are encouraged to speak up about any behavior that is contrary to our values.

Profile image of Jose
Jose Manuel

Pride inspired him to found our first international Hispanic and Latinx resource group.

Read Jose Manuel’s story

Racial equity

The United States and the world faced a racial reckoning in 2020, when glaring instances of racial injustice shook us to our core. Racial injustice is long-standing and still deeply ingrained in our society. By addressing the biggest challenges for the Black community, we will address the challenges for all. If we don’t get it right with respect to the Black community, we will never get it right for anyone else. As we strengthen equity and inclusion, all of our teams will be lifted up, and all teammates will be better for it.

Increasing representation

We are committed to combating racial inequities and holding ourselves accountable to creating an environment where Black employees see themselves represented at all levels of our organization. We’re aspiring to increase Black representation by 20% in the U.S., a goal we set after carefully analyzing representation and availability according to affirmative action methodology.

Fostering a culture of support

Diverse representation is the outcome of efforts to strengthen equity and inclusion in everything we do. As we consider our representation aspirations for the future, the big question is how. First and foremost, we need to support all teammates in advancing their careers. In 2020, our Black teammates responded significantly less favorably than our white teammates regarding their perception of the organization’s efforts to advance diverse candidates. We’re working to address this disparity by increasing support for all groups.

Enacting a measurable equity action plan

We recognize that change of this magnitude doesn’t just happen. It needs a carefully considered plan of action. Through open conversations, we gathered input from inside and outside of Boeing to inform our three-part equity action plan:

  1. Advance inclusion and equity for all.
  2. Confront racism head-on.
  3. Build and support a coalition among communities and suppliers.

Empowering diverse viewpoints

We established a Racial Equity Task Force that is focused on amplifying all voices at Boeing and leading the movement to make inclusion a top priority and responsibility for every teammate. This 20-person team is composed of teammates who represent a diverse mix of viewpoints and experiences from different sites, positions and backgrounds at Boeing.

Taking focused action

The task force members meet every week and work closely with our Global Equity, Diversity & Inclusion team as well as a steering team of Executive Council members who provide strategic guidance. They help identify innovative approaches to inclusion and racial equity using their unique experiences and insights to deepen our understanding of bias and our ability to interrupt it. The team has focused its efforts on important priorities including retention, understanding and interrupting racial bias, and strengthening the experience of Black teammates at Boeing.

Listening to and lifting up unheard voices

Racial Equity Task Force members partner with the Global Equity, Diversity & Inclusion team and Business Resource Groups to engage with teammates across the company. Through a mix of open town halls, focus groups and location-specific listening sessions, hundreds of teammates have shared their experiences, thoughts and insights with the task force. Themes from these conversations have informed recommendations to the Racial Equity Task Force Steering Committee and Executive Council.

Profile image of Oscar

This chemist has devoted his life to formulating opportunity for others for more than half a century.

Read Oscar’s story
This work requires everyone to be all in, to live our values and advance our global, diverse team.

While we can identify diversity challenges at the macro, systemic level, real change happens locally — through individual leaders and teams taking responsibility for inclusion within their organizations. There’s no one-size-fits-all solution.

Profile image of Sara Bowen
Sara Bowen
Vice President, Global Equity, Diversity & Inclusion, The Boeing Company

Local challenges and changes

Real change takes place on the ground. In our factories, laboratories, conference rooms and offices. As a part of our commitment to share where we stand and how we’ll improve, we’re spotlighting four locations where we have experienced challenges. In each of these four examples, we detail the opportunity, components of the local leadership’s action plan, and progress to date.

United States map highlighting Philadelphia, Pennsylvania

Increase diversity representation


Black and female representation was below expectations in several job groups based on local labor market data.

Action plan

We identified six job groups that are focus areas for Black representation and six that are focus areas for female representation. In order to address gaps and boost overall inclusion, a comprehensive plan was developed to:

  • Engage our teammates to develop and operationalize a diversity action plan.
  • Expand our recruitment outreach through partnership with local municipalities and minority institutions.
  • Reduce potential for selection bias by requiring diverse interview teams augmented with volunteer panelists from our Business Resource Groups.
  • Create a more inclusive culture by reiterating our zero-tolerance stance against racism and hateful acts, firing employees who violated our Equal Employment Opportunity (EEO) policy, and providing inclusion tools and resources.

Progress to date

  • 7,000 employees participated in a three-day diversity and inclusion summit.
  • Representation increased in one-third of job groups.
  • The first-ever minority development program kicked off in January.
United States map highlighting Puget Sound Area, Washington state

Build inclusive behaviors


Our racial equity pulse survey suggested our operations teammates’ perception of support for diverse talent is below the Boeing average.

Action plan

To better support diverse talent, our team in Puget Sound is building inclusive behaviors through the following actions:

  • Making inclusion a priority by holding candid conversations about race at all levels of the organization.
  • Furthering our commitment to an inclusive environment by launching the Boeing Commercial Airplanes first-line leader immersive learning experience — FLL Acceleration — with an emphasis on inclusion and diversity.
  • Investing in diverse high schools across Washington state and sponsoring internships to build a diverse pipeline of manufacturing talent.
  • Strengthening our culture by reinforcing our zero-tolerance commitment against racism and hateful acts and by providing additional inclusion tools and resources to promote speaking up and listening.

Progress to date

  • Leaders across Puget Sound discussed the Black experience in 2020 and are continuing conversations to identify and interrupt bias throughout 2021.
  • More than 100 first-line leaders have participated in the immersive learning experience including eight modules specifically focused on creating a diverse and inclusive environment. An additional 1,500 first-line leaders will participate by year-end.
  • More than half of students enrolled in the Boeing-sponsored high school manufacturing program in King County identify as racial/ethnic minorities and 11% identify as female. In the 2021 Core Plus Aerospace high school manufacturing internship program, 48% of students identify as racial/ethnic minorities and 40% identify as female or nonbinary.
  • In addition to firing employees who violated our EEO policy, we are requiring all teammates to practice the Seek, Speak & Listen habits as a way of identifying issues before they become problems and strengthening our teams.
United States map highlighting North Charleston Area, South Carolina

Increase opportunity for diverse talent


Our site presented opportunities to develop diverse talent and strengthen diversity within management, professional positions, and production and maintenance.

Action plan

To support career progression and inspire more young people to pursue careers in STEM we initiated multiple actions:

  • Established a talent cohort program to develop underrepresented talent with structured curriculum, networking opportunities and executive sponsorship over a 12-month period.
  • Developed a virtual classroom experience and online curricula to bolster our on-site DreamLearners program, which provides inspiring STEM education to students and community members, particularly from diverse and underrepresented groups, across the state.
  • Continued partnership and investment in HBCUs across South Carolina to strengthen diversity within the STEM pipeline and attract a diverse future workforce.

Progress to date

  • As of March 2021, more than 850,000 South Carolina students and community members had participated in DreamLearners.
  • We engaged the first cohort of 32 diverse emerging-leaders, 10% of whom have already received promotions.
  • In 2020, Boeing increased HBCU interns by 50% at Boeing South Carolina and invested $1.8 million in HBCUs across the state.
United States map highlighting Bengaluru, Karnataka India

Increase gender representation


Gender representation was on par with industry benchmarks but below desired levels.

Action plan

With the aspiration of increasing female representation to 30% by 2030, our local leadership launched its Mission 30 plan. This plan goes beyond legal requirements to attract, retain and develop female managerial and technical talent through:

  • Increasing the safety of women commuting after hours with a formal safety program and custom mobile app.
  • Supporting the health and safety needs of expectant and new mothers with a range of programs that include dedicated Mothers Rooms at five locations.
  • Increasing child care support by building a national network of local daycare service providers for all employees across India.
  • Strengthening employee retention by creating flexible work hours and building a mentorship framework.

Progress to date

  • Representation of women has increased by more than 30%.
  • Women now compose more than a quarter of our site’s workforce, in a country where less than 11% of all engineers and engineering students are women.

Our Diverse Partnerships, Supply Chain and Communities

Accomplishing our goals requires us to seek out, develop and nurture active partnerships with organizations that are dedicated to creating a more just, diverse and equitable world.

We partner with a range of professional societies, educational institutions, community-based nonprofits and local businesses.

  • We support nearly 200 diverse professional organizations and External Technical Affiliations that help us meet our objectives related to recruiting, retention and education. During the last five years, our participation in diverse professional organization conferences such as the National Society of Black Engineers, Society of Women Engineers and Society of Hispanic Professional Engineers has resulted in nearly 1,000 diverse hires.
  • We continue to develop our long-standing relationships with dozens of universities and higher-education institutions to build future generations of innovators. We partner with these institutions to provide world-class, entry-level career programs.

Operating globally, buying locally

In 2020, we spent almost $5 billion with small and diverse suppliers around the world.And while that represents a positive economic impact to countless communities, we have more to do. Our global supplier diversity program is a critical element of our strategic sourcing efforts in both government and commercial contracting environments.

Every year, we purchase millions of products and services from more than 12,000 suppliers in almost 60 countries around the world. Through our involvement with U.S. and international affiliates including the National Minority Supplier Development Council, the Women’s Business Enterprise National Council and WEConnect International, we are able to engage small and diverse suppliers. Our supplier diversity advocacy team works hand in hand with these suppliers to maximize their business opportunities.

Advancing equity through public policy

We pledge to continue supporting and advocating for public policy initiatives at the local, state and federal levels that create opportunities and address disparities for underserved communities, underrepresented racial/ethnic groups and women.

Supporting public investment in growing the pipeline of talent for the jobs of tomorrow

As we continue to take direct action through our Boeing Global Engagement efforts, Boeing will support apprenticeship programs, public investment in STEM education and continuing education, and training and upskilling programs to advance diversity within the aerospace industry and beyond.

Encouraging policymakers to prioritize equitable, accessible and effective education programs

We believe that equitable access to quality education is a fundamental right and the cornerstone of preparing a future workforce that is diverse and ready to meet the challenges and opportunities the next generation will encounter. We will continue our efforts to encourage policymakers globally to prioritize equity in education and training programs and to provide the resources necessary to achieve meaningful improvement in both access and outcomes.

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Our Unique Stories Bring Us Together

We come from all walks of life, all cultures and backgrounds. Every day we work together to make Boeing a more equitable, diverse and inclusive place to work. And while we know that no single one of us has all the answers, together our perspectives can pave the path forward.

Meet us.

Kathleen 'KJ' Jolivette profile image

Flying high as a leader and as an ambassador for STEM

Gender, Race & Ethnicity, Veterans

Sioux. Veteran. American Indian Science and Engineering Society 2020 Professional of the Year. Leader. Meet Kathleen “KJ” Jolivette, Vice President of Boeing Defense, Space & Security.

Read KJ’s story
Anthony Anderson profile image

Opening up air travel to people with disabilities

Race & Ethnicity, Accessibility

‘People with a disability just want to find their own way, live their life and add their unique value to the world.’ Meet Anthony Anderson, Boeing payloads core manager.

Read Anthony’s story
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