Dennis Muilenburg

Substantial services growth is core to Boeing's strategy.

Robots allow our employees to work safely, faster, and at less cost.

We're not going to see an exclusively robotic factory, but we will see the optimum use of robots and people.

The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.

We treat the management-to-workforce relationship as very important and will continue to invest in that relationship.

This idea of mutual appreciation and partnerships and investment in our people is very important to me and will continue to be important.

Standing up Global Services will accelerate our capabilities across all Boeing services and support areas - from our traditional parts, modifications, and upgrades business to strengthening our data analytics and information-based offerings.

I think it's really important to have a long-term perspective.

Our commitment to integrity, our commitment to diversity and inclusion, to respecting our teammates - that's what makes this business work.

Our enduring values as a company are the most important of our mission and purpose.

We expect to be a prime in the fighter jet business for the long run. This is not a business we're getting out of at all.

We'll continue to take the right actions to make sure we're a profitable business.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

We work on things that really matter.

If you want to work in engineering and to have an impact that's global, come work in the aerospace sector.

Lives literally depend on what we do.

By harnessing our teammates' unique skills and passion for giving, our professional networks and partnerships, and our financial resources, we will inspire the dreamers and doers of tomorrow and drive positive, lasting change in our communities across the globe.

We aspire to be a top performer in every area of our business, and that includes leading in the communities where our employees and their families live and work.

We have ambitious goals for the future, and I know we will achieve them, in part, by working closely with our exceptional extended team.

It's really important for all of us to understand that healthy trade relationships between the U.S. and China are important.

The energy that's going into autonomous vehicles is very significant, and we expect to continue to invest there.

Global traffic has become very networked, very connected.

China is a very important growth market for us.

Our first use of cash is invested organically, secondly returning values our shareholders - roughly 100 percent free cash flow. And then thirdly, mergers, acquisitions, partnerships that complement our organic strategy. We are going to continue down that path.

We're going to continue to invest to win in the narrow-body marketplace.

We like competition.

As we deliver airplanes and we enable global travel and global cargo delivery, it provides overall economic growth around the world as well.

President Trump has had business leaders at the table. He's listening; he's engaging and making decisions that will help us grow the economy and, ultimately, U.S. manufacturing jobs.

I've witnessed firsthand the critical role suppliers - and especially the best ones - play in Boeing's success.

Our concept of One Boeing assumes an integrated business mix of deep commercial and military expertise applied across the global marketplace.

If the U.S. doesn't have an export credit agency, which is what the Export-Import Bank is, then we can't compete with other countries that do. Every other country in the world that competes in aerospace has an export credit agency.

People have to realize that not having an Ex-Im Bank has a direct impact on U.S. jobs. Not only that, it has a direct impact on long-term competitiveness in a global world.

If the U.S. were to not reauthorize the Ex-Im bank, it's in essence unilaterally disarming in a globally competitive environment.

It makes no economic sense for the U.S. not to have an export credit agency.

Our business thrives on free and open global trade.

As you begin to create more destinations, that will naturally create a stronger economic pipeline for space. And just as we have been the leader of commercial air travel for the first century, as we look to the second century of aviation, I would expect Boeing to be the leader in both air and space travel.

We have very close relationships with our Canadian customers.

We know our future's not guaranteed, so every day, we have to relentlessly pursue additional actions to drive our competitiveness.

We're not in the business of taking large operations in the U.S. and moving them overseas.

I think it's really important that we have a level playing field for global trade.

When you think about our 13,000 small and medium businesses in America that are part of our supply chain, and that's more than 1.5 million manufacturing jobs. So it's a significant job generator.

Every airplane sale overseas generates U.S. jobs.

Boeing has won in the marketplace for 100 years because of innovation, and we need to continue to invest in innovation for the future. And our cash generation strength is what allows us to do that.

I know things like a 20% corporate tax rate will allow us to be more competitive in the global marketplace. That's what our competitors enjoy today around the world. And when we're more competitive, we win in the marketplace, and that allows us to invest and grow for the future.

I've always thought of Boeing as the premier aerospace company in the world, so as I was coming up through school, it was the company I aspired to work for.

Our continued investment in productivity will add to our margins, and you'll see that reflected in the bottom line earnings.

Ambassador Kennedy brings to the Boeing board professional, diplomatic, and global perspectives that are highly valued in our rapidly evolving and increasingly competitive global business environment. Her diversity of experience and accompanying insights will broaden and strengthen our board in its deliberative and oversight roles for the company.

We can create opportunities to generate value by working across the entire breadth of Boeing.

I spent the first 15 years of my career in Seattle.

Eventually we're going to go to Mars, and I firmly believe the first person that sets foot on Mars will get there on a Boeing rocket.