Quotes from Dennis Muilenburg

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

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

If we ramp up capabilities in China, including additional 737-related work, the actions that we'll take are actions that ultimately allow us to grow jobs in the U.S.

As we continue to drive the benefits of integrating our enterprise skills, capabilities, and experience - what we call operating as 'One Boeing' - we will find new and better ways to engage and inspire employees, deliver innovation that drives customer success, and produce results to fuel future growth and prosperity for all our stakeholders.

I think tax reform is the single most important thing we can do in this country to unleash economic energy. It's going to unleash growth.

We need to stay on the leading edge of technology, that technology in our products, in our internal process and manufacturing. But most importantly, we need the talent. It's multidisciplinary talent. It's talent that knows how to operate globally, that has technology savvy and a business savvy.

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

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.

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.

It's very important that we all have a common understanding of our purpose as a business - what we aspire to - and a strategy for achieving it.

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

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.

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

Every airplane sale overseas generates U.S. jobs.

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

Substantial services growth is core to Boeing's strategy.

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