2006 Corporate Philanthropy Report (PDF 4M) - The Boeing Company

Corporate Philanthropy Report
Boeing Global Corporate Citizenship
Seiya Kawamoto/Getty Images
An overview of The Boeing Company’s
involvement in the communities where we
have a business presence around the world

Boeing takes its commitment to being a good corporate
citizen very seriously. In fact, good corporate citizenship is a
core value of our company and is integral to the way we
conduct business around the globe. In addition to this being
a social imperative for us, we see improving the quality of life
in communities where we live and work as a key element to
remaining viable and vital in today’s global marketplace.
community
Jim McNerney
Chairman, President
and Chief Executive Officer
Boeing’s commitment to good corporate citizenship is evidenced
both in and out of the workplace at all levels of the
organization. In fact, members of our Executive Council are
personally involved in their communities through service on
nonprofit governance boards and other activities.
Just a few examples include Laurette Koellner, who heads
up Boeing International. She serves on the Dean’s Executive
Council for the College of Business Administration
at the University of Central Florida and is on the board of
directors of the National Bureau of Asian Research.
James Bell, our chief financial officer, is on the national
board of directors for New Leaders for New Schools, an
organization profiled in this report.
Andy goodwin photo
Scott Carson, who leads the Commercial Airplanes business,
is on the board of governors of the Washington State
2

University Foundation, while
Jim Albaugh, Scott’s counterpart
at Integrated Defense
Systems, sits on the board of
the Smithsonian National Air
and Space Museum.
Rick Stephens
Senior Vice President,
Human Resources
and Administration
We are both involved in our
communities as well. Rick,
who oversees our global corporate
citizenship efforts, is
passionate about bringing
people and groups together
to align and integrate education
and workforce initiatives,
and his community involvement
reflects this. Among other activities, Jim is on the
board of directors for the Field Museum in Chicago.
While good citizenship and all that entails can be a powerful
tool in our communities, corporations cannot influence lasting
change alone. We believe the expertise to solve community
problems lies in the local community. Boeing is proud to
partner with a number of nonprofit and non-governmental
organizations around the world that have this on-the-ground
expertise, and this report spotlights a sampling of the good
work that these organizations accomplish.
Good corporate citizenship is a journey, not an end in
itself. Just as we look for new and more innovative ways
to make our products and serve our customers, we
always are looking for new and more innovative ways to
serve the communities in which we live and work. It’s how
we do business, and it’s how we approach the world.
MATT FERGUSON PHOTO
Table of contents
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48
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65
Introduction
Financials
Europe and Israel
France
Germany
Great Britain
Israel
Italy
Russia
Spain
Turkey
Middle East
Africa
South/East
West/Central
Asia Pacific
Australia
China
India
Japan
South Korea
Southeast Asia
North America
Canada
United States
Disaster Relief
Contact Information
Jim McNerney
Chairman, President
and Chief Executive Officer
Rick Stephens
Senior Vice President,
Human Resources and Administration

Pictured is a woman in Sri Lanka, one of the
countries affected by the 2004 Southeast Asia
tsunami. Boeing corporate and employee/
retiree contributions to tsunami-relief efforts
totaled more than $4.5 million.
Photo courtesy of care (Josh Estey)
About Boeing Corporate Philanthropy
The Boeing Company strives to be a global corporate
leader, working in concert with others to shape a world
where individuals can thrive and every community is a
vibrant place to live. We believe that by helping develop
capabilities of people and the environment around them
that we enable a world of endless opportunity.
As the pie charts on the following page indicate, the
majority of our contributions are directed to the communities
in the United States where most of our employees
reside. Recognizing that a large portion of our customers,
our partners—as well as an increasing number
of our employees—live outside our borders, we must
be as committed to those communities as we are to
those in the United States.
It was with that intent that we launched a formal international
corporate citizenship program in 2002. This report
is intended to share that global perspective through the
pictures and stories of those we have engaged with as
employees of Boeing and as citizens of the many nations
of which we are a part.
Our goal is nothing less than to enable the development
of communities so that their citizenry is educated, creative,
civic minded, environmentally conscious, healthy
and economically self-sustained. It is with that goal in
mind that we make our investments.
Those investments are much more than money. They
include the sharing of intellectual capital and employee
community involvement—through both companysponsored
volunteerism and the Employees Community
Fund of The Boeing Company, one of the largest employee-owned
and managed funds of its kind in the world.
As Boeing becomes increasingly more global, we expect
that our community involvement will expand and mature—
much like our relationships will expand and mature with
our customers and partners—around the world.

What We Give: Cash Contributions
Boeing corporate contributions are dispersed locally based on local need by a global network of dedicated individuals
with detailed knowledge of our communities and the ability to place that knowledge into the context of the big picture.
We focus our contributions in the areas of arts, civic, environment, education, and health and human services. Each focus
area has objectives that provide direction and detail to guide our community involvement. Locally, Global Corporate Citizenship
representatives then further refine objectives for impact on assessed community needs.
2006* Global Corporate Cash
Contributions by Focus Area
2006* Employee/Retiree
and Board Member Giving
Arts
$8,700,000
Civic
$2,830,000
Environment
$1,320,000
3%
18%
Education
$20,800,000
Employee/
Retiree Gifts
$9,330,000
Boeing
Executive
Board Gifts
$311,000
22%
.07%
6%
43%
Health and Human
Services
$14,900,000
31%
Total: $48,550,000
.03%
Boeing
Leadership
Gifts
$131,000
77%
Employees
Community
Fund**
$32,000,000
Total: $41,772,560
2006* International Giving/Total
Global Cash Contributions Budget
2006* International Corporate
Cash Contributions
7.2%
International
Contributions
$3,500,000
Africa
$210,000
Asia Pacific
$35,000
5% 6%
Canada
$175,000
10%
42%
U.S.
Contributions
$45,050,000
92.8%
Middle
East
$1,295,000
37%
Europe/Israel
$1,470,000
Total: $48,550,000
Total: $3,500,000
* Pie charts on this page contain the best available data as of Nov. 15, 2006. The budget for cash contributions in 2006 is $48.5 million.
Final 2006 data will be posted on our Web site (www.boeing.com) in early 2007.
** Preliminary estimate based on 2005 Employees Community Fund contributions

EUROPE AND ISRAEL
FRANCE
GERMANY
GREAT BRITAIN
ISRAEL
ITALY
RUSSIA/Commonwealth
of Independent States
SPAIN
TURKEY
community

FRANCE
Food for the Spirit
The relationship between Les Restaurants du Coeur
(“Les Restos”) and its patrons begins as an uneasy alliance.
For many, however, what is initially perceived as a
last resort is in actuality a new beginning.
Jean-Francois is one of the working poor in France. He
earns 600 € monthly from his part-time job, far short of what
he needs to support his five children. Filling a critical gap is
Les Restos, which, among other services, provides a wellrounded
variety of food for this family and others like it.
“The first time I went to Les Restos, I felt very embarrassed.
I didn’t want the children to know we were having
difficulties. But we found there great comfort, both for the
stomach and for the spirit,” Jean-Francois said.
Now, inspired by the kindness he has experienced,
Jean-Francois volunteers at Les Restos. “When you see
others giving the gift of time, it motivates us to do our best
to change our personal situations for the better,” he said.
Litana, another Les Restos client, agrees but was reticent
as well in the beginning. “When you’re hungry and
you need to knock on Les Restos’ door, it is very hard
at first. In fact, I couldn’t do it the first time; I ran in the
opposite direction,” she recalled. “But then, the Les Restos’
team came to me at my home to tell me, ‘If you cannot
do it, we are here to help.’ And they have.”
Created by French humorist, Coluche, 21 years ago as
an anti-hunger organization, Les Restos has since expanded
its outreach to include other activities than adult and
infant food aid, such as personal services, infant support
centers (i.e., Restos Bébés du Coeur), emergency housing,
and cultural and leisure activities as well as camions
du Coeur, volunteer-staffed vans that deliver food to the
needy during the cold winter months.
Through a major grant from Boeing, Les Restaurants
du Coeur is able to operate this mobile winter campaign,
in addition to its 1,900 permanent facilities or centres
Restos. There, registered patrons obtain daily meals and
a host of other services that are essential but are out of
reach for people living near the poverty level.
Leatitia, a young mother who lived in the streets as
a teen, managed to overcome her problems after the
birth of her son. “At Les Restos du Coeur, I find food, a
hair-dresser, a dentist, but above all, I find people I can
count on,” she said.
Boeing France President Yves Galland explains that
the company’s support of Les Restos’ winter campaign is
an example of the company’s global philanthropic strategy,
focusing on the fundamental needs of countries and
communities where Boeing has a presence.
“Our philanthropic approach is not based on or driven
by business need,” Galland said. “Rather, the goal is to
give real help to the disadvantaged population living on
the margins of French society and to invest the resources
we have in the generous, supportive and exemplary Les
Restos du Coeur organization,” he said.
Although the issues of hunger and poverty transcend
borders, Francine Lebon, manager of sponsorships and
grants for Les Restos du Coeur, was initially surprised
when contacted by Boeing.
“At first, Boeing’s interest caught me off guard because
it was one of the first non-French organizations to approach
us. The relationship grew rapidly thanks to Boeing’s understanding
of our mission and its genuine desire to share
in it,” Lebon said.
For that Lebon is grateful. Jean Francois, Litana, Leatitia,
and countless other Les Restos patrons would no
doubt agree.
Fruits and vegetables are grown in one of the gardens owned by
Les Restos du Coeur to help feed the hungry in the area. Here in
Montreuil, a suburb of Paris, picking Batavia lettuce are Stéphane
Seys (left) and Elbekkaye Nahi. Boeing France supports Les
Restaurants du Coeur.
Gilles Rolle / REA photo

GERMANY
Hard Lessons
Made Easier
The 14-year-old talk show host looks nervously at his
audience. His guests on stage, Susi and Chantal, are arguing,
and the situation is getting out of hand. Their discussion
of a proposal to ban mobile phones from school
is becoming heated. Susi is angry because she feels her
friend only communicates with her mobile and not with
Susi. A mobile phone expert is asked to intercede, and he
joins the discussion on the stage.
This “talk show” is a part of the STEP 21 bus tour, a program
that reaches out to young people and encourages
them to examine and discuss topics such as tolerance and
responsibility. The students of the eighth grade of the Friedensburg
School in Berlin took part in the program and presented
their results to teachers, students and local media.
With a student body composed of 20 different nationalities,
tolerance and respect for diversity are critical needs at Friedensburg
School. What’s more, the environment at Friedensburg
is typical of many schools in Berlin.
STEP 21, the Youth Initiative for Tolerance and Responsibility,
provides media-oriented, school-based educational
A dialogue about tolerance and
responsibility using fun media
tools facilitates a deeper understanding
of core democratic values.
Standing is a STEP 21 representative
working with several
students on a project.
PHOTO COURTESY OF STEP 21

GERMANY
The STEP 21 bus tour provides training for teachers and workshops
for students in schools in more distant locations.
PHOTO COURTESY OF STEP 21
programs to facilitate dialogue about core democratic values
such as tolerance and responsibility. The program provides
schools with “media boxes” containing project-oriented
teaching and educational materials such as radio and
comic software, specially designed media, comics, films,
videos, music, etc. The materials capitalize on teens’ natural
interest in media and how it works.
STEP 21 was founded in 1998 with the support of three
international corporations—Bertelsmann, Daimler-Chrysler
and Siemens. Sonja Lahnstein, STEP 21 co-founder, based
the initiative on the belief that values such as tolerance and
responsibility should be addressed inside and outside of
school in a continuous dialogue.
“Youth unemployment and limited perspectives discourage
our young people from actively planning their lives.
Those from families with a lower educational background
and immigrant families are particularly disadvantaged,” said
Lahnstein. “STEP 21 supports young people in the difficult
phase of life between school and professional occupation.
Our organization conveys the social competencies that
young people need and that often are absent from school
and family environments,” she added.
“Boeing, a global player and multi-cultural enterprise,
exhibits social responsibility in Germany in an exemplary
way,” Lahnstein said. “Non-governmental organizations
such as STEP 21 depend on the support from business to
increase the social and media competencies and training
ability of young people. This form of support or partnership
is a step in the right direction.”
Boeing met with STEP 21 for the first time more than a
year ago to assess opportunities for working together to meet
both the organization’s objectives and Boeing’s philanthropic
strategies. Boeing supports the project STEP 21 through
philanthropic grants and relies on the organization’s capabilities
and experience to efficiently manage the project.
The Boeing-sponsored project enabled some 230
schools and youth institutions, many in socially disadvantaged
areas of the states of Berlin and Brandenburg, to
work with the STEP 21 media box. This included training the
trainers, introductory workshops, an interactive platform, a
help hotline, visits and follow-up with the schools, evaluation
of the results and dissemination activities.
“The cultural diversity that we have in Berlin is one of
the major assets of the city but also presents it with challenges
in the educational sector. We believe that our joint
project with STEP 21 will help deal with these challenges
by encouraging teachers and students to focus on reintegration,
tolerance and ethical values and by providing tools
and training to do so in a fun way,” said Béatrice Bracklo,
Communications director and Global Corporate Citizenship
representative for Boeing Germany.
Bracklo reports that Boeing will continue to provide
support to STEP 21 in 2007, enabling other schools and
students to benefit from the program in the same way
Friedensburg Oberschule did this year.
Boeing, a global player and
multi-cultural enterprise, meets
the obligations of its social
responsibility in Germany
in an exemplary way.”
—Sonja Lahnstein, co-founder,
STEP 21

GREAT BRITAIN
Imagining the
Possibilities
Innovation is the hallmark of the Advanced Manufacturing
Research Centre (AMRC), a partnership between Boeing
and the University of Sheffield’s faculty of Engineering. But
rarely are discoveries met with squeals of joy as they were
one day in July when students from Fir Vale High School
turned the facility into their very own exploratorium.
The educational field trip was an extension of Boeing’s
ongoing support for The Prince’s Trust, the leading youth
charity in the United Kingdom (U.K.), and one of its key
initiatives, the xl clubs. The xl network is a school- and
team-based program of personal development for pupils
who are at risk of truancy, under-achievement and expul-
10

GREAT BRITAIN
Timothy Scherer, AMRC’s Public Relations and Communications
manager; Holger Krain, research assistant; and James Hughes,
Quality manager (standing, left to right) worked with the kids from
Fir Vale High School during their recent visit to the AMRC.
photo courtesy of AMRC
sion. Students in years 10 and 11 meet for three or more
hours weekly within the context of the school day. The
clubs are deliberately informal, but behind this informality
lies a rigorous curriculum that challenges members to
work together to achieve goals relating to their education,
training, employment and future.
“It’s a sad statistic that one in 20 young people in the
U.K. leave school at the age of 16 with no qualifications for
specific employment. The xl club scheme aims to combat
this trend by providing guidance and support,” said Nicette
Makkinga, Boeing Communications manager and Global
Corporate Citizenship representative for the U.K.
The morning of the Fir Vale excursion, engineers convened
for a presentation of Personal Air Vehicles of the
Future (PAV) designs that students had drafted and refined
in the weeks preceding the visit. Afterward, in a collaborative
effort reflective of day-to-day workings at the Cen-
ter, researchers and teens tackled the hypothetical task at
hand—applying the principles of aerodynamic design to
the creation of a new civilian aircraft. After a brief demonstration
of the technologies and equipment employed by
the AMRC, the students regrouped to apply their learning
to a model airplane-building activity.
External visits such as this play a key role in highlighting
for students the types of opportunities that are available
to them after leaving school,” said Makkinga. “Some
had no idea that the center—or the career opportunities it
represented—even existed,” she said.
Since its founding by the Prince of Wales in 1976, The
Prince’s Trust has supported more than a half million disadvantaged
young people across the U.K., providing them
with business start-up support, personal development,
mentoring and advice. Because of its education focus,
The Prince’s Trust’s xl club program is of special interest
to Boeing. Since 2004, Boeing has provided funding to
ensure that the xl clubs in South Yorkshire and the most
disadvantaged areas in London can continue to provide
essential support to 14- and 16-year-olds who face difficulties
in education. Cash grants have helped fund 141
xl clubs serving 650 young people. An additional grant is
earmarked for 2007.
“Boeing’s financial support has played a vital part in
helping 74 percent of the young people in all of our programs
go on to further education, training or employment
when they leave school,” said Sarah Winchester, corporate
partnerships manager of The Prince’s Trust.
“Without the donations made to our South Yorkshire
and London programs, we would not have had been able
to provide this crucial support to so many young people
struggling in school,” she added.
Dr. Rosemary Gault (far left) and some of the pupils of Fir Vale
High School examine the casing of a jet engine during a visit to
the Advanced Manufacturing Research Centre (AMRC), a partnership
between Boeing and the University of Sheffield’s faculty
of Engineering.
Photo courtesy of yorkshire post newpapers (Chris Lawton)
11

ISRAEL
Back from
the Depths
Orit was 16 years old when she witnessed a suicide
bombing at a mall in Natanya, Israel, that would change her
life forever. She was sitting on a crowded bus that stopped
directly in front of a suicide bomber seconds before he
blew himself up. Immediately following the blast, Orit and
the other witnesses on the bus ran out into the carnage.
Her senses were overwhelmed with the horrific scene
in front of her. Recalling her experience, she says, “I ran
through the depths of hell that day.”
Although Orit was physically unharmed, she was hospitalized
for four days following the attack due to acute trauma
and shock. In the year following the terrorist attack, Orit
developed severe Post Traumatic Stress Disorder (PTSD).
She couldn’t sleep, was afraid to leave her home, refused
to travel on buses, and developed other irrational fears.
Unfortunately, Orit was not eligible to receive subsidized
government therapy because she was not physically
injured in the attack. Like many Israelis who are
injured in terrorist attacks, Orit and her family lacked the
financial resources to obtain private therapy. But Orit was
in desperate need of professional psychological services
as her life was unraveling.
NATAL: Israel Trauma Center for Victims of Terror and
War, came to her aid. Boeing Israel has been a supporter
of the organization for several years. In fact, in 2005,
NATAL received a grant from the company to provide subsidized
therapy to 10 individuals
Orit joined one of the support groups in Natanya. The
mental health professional leading the support group recognized
Orit’s urgent need for intensive therapy, and soon
after she began therapy sessions with Udit, a freelance
therapist who works for NATAL in Natanya.
For the first two months of therapy, Udit focused on helping
Orit process her trauma and regain the internal strength
that she had lost as a result. Udit taught her various relaxation
techniques, and slowly Orit’s emotional and psychological
wounds began to heal. In addition to her therapy
sessions, Orit began to partake in group therapy sessions
in NATAL’s Social Therapeutic Club. Here, she was able to
meet others who had similar experiences to her own while
engaging in the therapeutic process of creating art.
Oftentimes, in art therapy, she painted baby birds and
small animals being held and protected by a strong pair of
arms. Toward the end of her therapy, she came to realize
that the strong arms in all of her paintings symbolized Udit.
She, in turn, was the baby bird being cradled. During her
last session of therapy with Udit, she gave her this note—
NATAL clients often engage in the therapeutic process of creating
art in order to reveal their deepest feelings. This picture
indicates that this particular client is beginning to adopt a more
positive attitude toward life thanks to NATAL.
Photo courtesy of NATAL
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“I came to you as a wounded baby bird desperately looking
for solid ground. You took me into your arms and protected
me from the world. You believed in me, took care of
me, and helped me find the strength to go on living. And
now, after several years, my wounds have healed, and I
have the power to fly again.”
Today Orit is a fully functioning, stable, healthy young
woman. She works full time for a large Israeli company
and no longer exhibits symptoms of PTSD.
This story is one of many, as NATAL’s mental health
professionals have provided subsidized therapeutic
services to thousands of individuals who suffer from
PTSD and acute trauma as a result of terrorism, war
and military service.
Judith Yovel Recanati, NATAL’s founder and chairperson,
explained the significance of the Boeing grant. “Boeing
has helped us fulfill our mission of providing support
to individuals who have suffered immeasurable traumas
and tragedy as a result of war and terrorism. Recognition
Saar Uziely (pictured right), clinical coordinator of Psychological
Services at NATAL, conducts a therapy session with a client.
NATAL works with professional freelance psychiatrists, psychologists
and therapists, all of whom specialize in Post Traumatic
Stress Disorder.
Photo courtesy of NATAL
and support from Boeing helps put NATAL on the map of
international nonprofits who really make a difference in
the world,” she said.
To date, NATAL works with 84 professional freelance
psychiatrists, psychologists and therapists throughout
Israel, all of whom specialize in PTSD. The aim of each and
every NATAL mental health therapist is the same—to help
their patients overcome their traumas and return to a normal
level of daily functioning.
Orit and others like her are happy to be among the
organization’s success stories.
13

ITALY
One newborn out of 1,000 in Italy is
affected by Down syndrome. Experts
say these children usually can do most
things that any young child can do,
although they generally start learning
these things later than other children.
PHOTO COURTESY OF AIPD
Protecting
Differences
The lesson in the following story by Italian writer Claudio
Imprudente beautifully illustrates the mission of nonprofit
organization Associazione Italiana Persone Down (AIPD),
the Italian Association for People with Down Syndrome.
Once upon a time there was a king called Trentatrè who
wanted to be fair to all.
“In my kingdom,” he thought, “everyone shall be treated
equally.” In a generous gesture, he released his canary from
its silver cage. The bird thanked the king and flew away.
Satisfied, the king did the same with a goldfish, but it fell
from the window and died. The king, surprised, thought,
“Maybe he didn’t like equality.” He told the court jester,
who suggested a change in tactics. So the king put his
remaining fish in the river, and they happily swam away.
Next, he put his blackbird in the river, but it drowned.
“Maybe he didn’t like equality,” the king thought again.
The king asked his jester, “What do I need to do to be
fair to everybody”
“Sire, to treat everyone the same way you have to treat
them all differently, because each one is different, unique,”
replied the court fool.
Since 1979, AIPD has been an advocate for the
social, mental and linguistic development of people with
Down syndrome, protecting their rights and assisting
their families with issues like education and full inclusion
in school and society.
One newborn out of 1,000 is affected by Down syndrome
in Italy. Experts say that children with Down syn-
14

ITALY
drome usually can do most things that any young child
can do; however, they generally start learning these things
later than other children.
But, thanks to new treatments and increased attention
to their needs, the outlook for these children is far brighter
than it once was. Their life spans have increased dramatically,
and today an increasing number of adults with
Down syndrome live semi-independently in community
group homes where they take care of themselves, develop
friendships, and work in their communities.
Even so, their lives are far from simple. Everyday obstacles
include bureaucratic red tape and lack of awareness
and understanding among the general public—issues that
are being addressed with the help of funding from Boeing.
To assist those who need an authoritative source of
information, in 2004 Boeing provided financial support for
the organization’s Telefono D project, a telephone help line
that serves as a comprehensive resource for issues faced
by individuals with Down syndrome and their families.
Common inquiries involve how to request public services
and clarification on basic—but not always respected—rights.
One mother called to say that her employer
would not allow her to take time off to assist her son.
Another family was told, wrongly, that their adult Down
syndrome son could not obtain an invalid pension unless
his civil rights were first revoked. In these and other
cases, AIPD came to the rescue with accurate information
and advice on how to best proceed.
Besides helping establish the telephone service, Boeing’s
2004 grant helped AIPD improve its Web site (www.
aipd.it) with useful information (including a frequently
asked questions section) and an online inquiry form. Further,
a new, improved edition of Quaderno AIPD, a guide
to assistance and protection, was published.
The information initiative has been a resounding success.
Since Boeing became involved with AIPD, the number
of requests for help has risen by 30 percent.
While the number of people served is impressive, the
impact on the dignity and self-determination of AIPD clients
is too great to measure.
The outlook for children with Down syndrome is far brighter
than it once was, with an increasing number of adults living
semi-independently in community group homes where they take
care of themselves and develop friendships.
PHOTO COURTESY OF AIPD
15

ITALY
Bedside Manners
Alone and frightened, a six-year-old girl lies in a hospital
bed in a foreign country. She does not understand
what is being said to her by the people in white coats and
is unable to tell them how she feels. She is afraid and
unreceptive toward the doctors and medical staff, making
it almost impossible for them to treat her.
Fortunately, the hospital has a wonderful resource for
just such situations. The “hospital clowns” of the Soccorso
Clown program are summoned for a visit with the girl.
Although the hospital clowns work closely with the doctors
and hospital administration, they enter the patient’s
room only at the invitation of the child. This is often the only
time in the child’s hospital stay when young patients can
decide for themselves what is best.
At first, the young girl is skeptical and distrustful, but after
a few brief visits from the clowns, who are skilled in working
gently and unobtrusively with young patients, she starts to
relax and realizes her fears were unfounded. She begins to
smile and then laugh, her anxiety now gone. She even performs
“fake magic” for the clowns and the other children
and staff members she encounters during her stay.
Yury Olshansky (also known as “Dr. Maisbaglia,” left), general
director of Soccorso Clown, and brother Vladimir (“Dr. Bobo”),
artistic director, apply special skills to the needs of chronically
and critically ill children in hospitals around Italy.
Photo Courtesy of Soccorso Clown
16

ITALY
Tiziana Scrocca (also known as
“Dr. Pasticcio,” left) performs her
“magical treatment” to a rapt audience
of patients. Since 2004, the
Soccorso Clown program has benefited
more than 60,000 hospitalized
children and their families.
Photo Courtesy of Soccorso Clown
In her improved state of mind, doctors and medical
staff are able to approach the child and treat her condition.
She now looks forward to the visits and runs to greet
her friends whenever they return to see her and the other
hospitalized young people.
The Soccorso Clown program is a nationally recognized
group of hospital clowns—experienced professional
actors, not volunteers—with specialties ranging from
music to magic, and trained to apply their special skills to
the needs of chronically and critically ill children in hospitals
throughout Italy. In fact, the program recently has been
adopted by the region of Tuscany as the training and work
standard for professional hospital clowns in Italy.
They do not wear heavy make-up or dress outlandishly—although
their medical equipment does include “funny
bone detectors” and “smile measuring sticks.” They
understand the world of the hospitalized child and are
always considerate in their dealings with the children.
Since it was formed in 1999 (known first as “Clown Aid,”
then in 1999 as Soccorso Clown), the program has helped
more than 60,000 hospitalized children and their families
face serious illness with a positive attitude in an atmosphere
of humor and relaxation. Stress is replaced by moments of
joy five times a week, 44 weeks a year, brought directly to
the bedsides of critically or chronically ill children.
Boeing provided cash grants to the Soccorso Clown
program in 2005 and 2006 to support two projects at Bambino
Gesu’ Pediatric Hospital in Rome that targeted both
the infectious diseases and AIDS wards. Both projects have
been deployed and have been successfully completed.
“We have been very impressed with the mission of
Soccorso Clown, especially the immediate and direct
impact that this program has on children, their families
and the hospital staff,” said Antonio De Palmas, Communications
director and Global Corporate Citizenship representative
for Boeing Italy. “But it was only after we went
to see the hospital clowns in action and talked to the doctors
that we could truly understand how hospital stays
can be made more tolerable through this program.”
Based on the Clown Care Unit of the Big Apple Circus
in the United States, Soccorso Clown has proved to be a
powerful partner with traditional medical therapy. In fact,
The American Pediatrics Journal (Oct. 2005) published
research confirming that pre-operative stress in children is
reduced by 50 percent when hospital clowns are there to
offer companionship and support.
Professor Alberto Vierucci, director of Pediatrics at
Meyer Hospital in Florence, concurs. “It has been scientifically
demonstrated that the clowns’ presence reduces
pain and suffering, often helping to lessen the child’s need
for pain medication.”
For Dr. Guido Castelli-Gattinaro, who works in the AIDS
Unit of the Bambino Gesu Hospital in Rome, seeing was
believing. “There was a thirteen-year-old child diagnosed in
the last stages of AIDS in the Immunology ward. After having
illustrated the delicacy of the situation, I was able to convince
my colleagues to introduce the hospital clowns to the
child,” Dr. Castelli-Gattinaro said. “Their visit improved her
condition so much so that it was possible to discharge her,
which was beyond the expectations of all those involved.”
17

RUSSIA/CIS
Children pictured here take part in weekly speech and music therapy
sessions at Downside Up Early Intervention Centre (pictured
here) to improve speech, rhythmic coordination and other skills.
PHOTO COURTESY OF Downside Up
Ending the Isolation
When Yulia Egenburg was born with Down syndrome,
the shock shattered her family. Doctors advised the family
to abandon the baby. Yulia’s mother could not accept
such callous advice. Her father, unable to face the challenge
of raising a child with Down syndrome, left.
Time proved the doctors wrong. When she was five,
Yulia enrolled in Downside Up Early Intervention Centre
in Moscow. Initially, the sheltered girl clung to her mother.
But the special form of therapy, which uses music to
improve coordination, speech and other communication
skills, gradually transformed the girl. After a year of
speech and music sessions, she began to expand her
vocabulary and spend time playing with other children
without her mother by her side. Now, singing is Yulia’s
favorite thing to do. She mimics the teacher’s piano playing,
and plays “school” at home.
“Yulia asks me to turn on music, starts dancing, and
then places her dolls the same way as her speech and
music teacher does. Then the lesson begins. She sings a
song to them, tells them a poem, and practices a finger
play,” her mother said.
Downside Up Early Intervention Centre is the only institution
in Russia that provides professional help to Down
syndrome children and their families. For Yulia and children
like her, Downside Up is one of the few educational
and developmental resources available. Early intervention
programs are scarce, and attitudes among many doctors,
educators and society in general are that Down syndrome
children have limited potential.
“We are striving to use
our resources for a positive
impact and to create strong
partnerships between
business and society.”
Olga Kostrubina, Global Corporate
Citizenship representative, Boeing Russia
18

RUSSIA/CIS
Each year, 60 children take part in weekly speech and
music therapy sessions designed to improve speech,
rhythmic coordination and other communication skills that
will help them integrate into society and prepare them for
admittance to educational institutions.
Parents learn how to use music at home for their
child’s development. In the long run, Downside Up contributes
to ending isolation of child and parent from the
community and encourages parents’ return to an active
social life. In 2006 alone, more than 750 families from
throughout Russia were helped.
Downside Up was founded in 1996 by British and
French businessmen and their relatives who were concerned
by the plight of Down syndrome children. Boeing’s
involvement with the organization dates almost to its
beginning. The company has embraced Downside Up’s
mission with financial support, while employees have
opened their hearts by donating money, furniture, and
equipment. Employees also have participated in the Red
Square Charity Bike, a massive fund- and awarenessbuilding
event televised nationally.
Irina Menshenina, Downside Up funding and marketing
director, praised Boeing’s continued involvement. “Boe-
ing’s support means a lot to us given that Downside Up
receives no support from the state and depends solely
on the support of the private sector. Also, in Russia, corporations
are just starting to be involved in philanthropy.
Boeing sets a good example for other companies.”
Boeing Russia’s Global Corporate Citizenship representative,
Olga Kostrubina, explained how the company’s
involvement with Downside Up exemplifies Boeing’s philanthropic
strategy. “Boeing seeks to understand and respond
to the needs of the local community. Creating equal opportunities
for challenged, underserved populations is an outgrowth
of that concern. Supporting this charitable effort is
our social investment in the community. We are striving to
use our resources for a positive impact and to create strong
partnerships between business and society,” she said.
Yulia Egenburg (left) practices every day with her speech therapist
at Downside Up, where she enrolled when she was five
years old. In 2006 alone, more than 750 families from throughout
Russia were helped by this organization.
PHOTO COURTESY OF Downside Up
19

SPAIN
Seeing the Light
Mónica is 32 years old and has a seven-year-old
child. She is a former victim of domestic violence. She
doesn’t remember how it all started; she only knows that
after having suffered abuse for more than four years, one
day she made the decision to leave Barcelona and run
away from her partner.
“He made me feel worthless. I wasn’t able to do anything
without his supervision and approval. He called me
every day, so many times that I started to hate my cell
phone,” she said. Mónica moved from place to place in
fear until one day someone told her about the Asociación
Nuevo Amanecer and its house of refuge.
She came to this Asociación at the end of 2005. It
helped to be with people who understood what she was
going through. Today she is a totally new woman, free and
feeling much more daring than before. Mónica currently
works at the Asociación where she’s in charge of the nursery,
providing support to more than 15 women and 20 children
who currently live in the house.
Not everyone is as lucky as Mónica. During the first nine
months of the year, there have been 47,485 cases just like
hers, and more than 59 women have died as a consequence
of their partners’ violence.
The current focus of the Asociación Nuevo Amanecer
was influenced by the public’s growing awareness of
the problem. At the beginning, the Asociación was devoted
to rehabilitating young drug addicts. In 1997, because
of the steep increase of female victims of domestic violence
as well as a personal connection to the problem,
Milagros Rodríguez led the Asociación in starting a shelter
to help abused women and their children to recover
and build new lives.
Kids enjoy time with moms in the play room at the Nuevo
Amanecer facility. Pictured left to right are clients Victoria
Herrera Duran, Constanza Salamanca Marquez, José Daniel
Lee Salamanca and Mónica Poveda Mena.
Asociación Nuevo Amanecer provides medical, psychological,
educational, legal and social support to its clients
and runs a 24-hour hotline that receives hundreds of calls
on a daily basis from women in need of some kind of counseling.
More than 571 women and 547 children have sought
refuge at the Asociación since it opened its doors in 1997.
But with an ever increasing number of women and children
seeking shelter from abuse, the Asociación recently
found itself in need of extra space to care for them. A grant
from Boeing Spain made this possible.
“Boeing Spain decided to support this effort because it
was apparent that Asociación Nuevo Amanecer was doing
outstanding work in addressing this dramatic issue,” said
Chantal Dorange, Communications director and Global
Corporate Citizenship representative for Boeing Spain.
“We knew our contribution would make a difference to the
people being helped by the Asociación.”
That certainly has been the case. The contribution
helped renovate more than 20 areas, making previously
unsuitable rooms habitable and totally restoring a kitchen,
bathrooms and a dining room. A large refrigerator has been
installed as well as a first-aid station and other necessities.
Thanks to the renovation, Nuevo Amanecer’s shelter can
now support an additional 80 women and 60 children.
According to Beatriz Quintana, a volunteer working
at Asociación Nuevo Amanecer, “Whenever someone is
a victim of abuse and has had to leave it all behind, the
ability to come to a place where you can stay comfortably
with your children really helps to speed up the recovery
process. That’s why our top priority was to improve the
quality of our facilities.”
This good work has not gone unnoticed. Madrid’s
Regional Government recognized the outstanding work
delivered by Nuevo Amanecer, providing a new shelter
house where the organization can help even more women
to see the light at the end of the tunnel.
José Antonio Rojo PHOTO
21

SPAIN
The Good Fight
Juan, María and Esther are students in their second
year of secondary school. But today, instead of their normal
mathematics, Spanish and geography classes, they
will be taking part in workshops on self-esteem, social
skills and decision making. Their school is one of the 197
centers taking part in the drug-addiction prevention program
run by Asociación Proyecto Hombre.
Proyecto Hombre was founded in 1984 with the mission
of offering a solution to the problem of drug addiction.
Using an educational-therapeutic system, this nonprofit
organization helps drug addicts move from dependency
to independence and become useful members of society.
The organization currently has 26 centers in 15 Spanish
regions, which help more than 16,000 drug addicts a year.
According to Juan Francisco Orsi, director of the
Madrid Prevention Program, “At Proyecto Hombre, we
are very conscious of how important it is to start awareness
campaigns among the youngest members of society.
At first, we believed that information was the best
prevention. Then we realized that prevention was much
more far-reaching and information is just one part of it.
That is why we set up the “Entre Todos” (“All Together”)
project, with the main goal of involving families, together
with the schools and kids, in the prevention process.”
But despite broad efforts aimed at warning young
Spaniards about drug and alcohol addiction, an increasing
number are starting to use tobacco, alcohol and other
types of drugs as early as 13 years old.
“When we were looking for an organization to support,
we were struck by Proyecto Hombre’s work in the
area of prevention,” said Chantal Dorange, Communications
director and Global Corporate Citizenship representative
for Boeing Spain. “Helping to get this message to
as many young people and their parents as possible is
assisting the fight against substance abuse,” she said.
With the help of Boeing Spain and the excellent work
of Proyecto Hombre, more than 54,000 people, including
students, teachers and parents at 197 schools, took part
in the drug addiction prevention program in 2004. That
number jumped to 90,000 in 2005. The project, which
The Proyecto Hombre team plans curriculum for students.
Pictured from left to right are Juan Francisco Orsi, director of
the Madrid Prevention Program, and collaborators Ana Maria
Garcia, Susana Delgado, Javier Cabañero, Amaia Oña and
Patricia Vázquez.
José Antonio Rojo PHOTO
22

SPAIN
The team reviews upcoming events in which students may be
interested in participating. Pictured are (left to right), Ana Maria
Garcia, Susana Delgado and Javier Cabañero.
José Antonio Rojo PHOTO
initially was only for young people in their second year
of secondary education, has been expanded to include
third- and fourth-year secondary school students and 5th
and 6th graders in elementary school.
“But there is still a great amount of work to be done,”
according to Proyecto Hombre press officer Adela Ríos.
“We want to firmly establish the prevention program in the
primary school system to ensure that children are made
aware as soon as possible before becoming at risk. And
we have increasingly tried to involve families so that they
can act as educators in this mission as well.
“We also aim to develop programs using new technologies,
which we hope will expand our reach,” she continued.
“In short, we are determined to use all the resources
possible so that the plague of drug addiction is no longer
part of Spanish family life.”
“We want to firmly establish
the prevention program in
the primary school system to
ensure that children are made
aware as soon as possible
before becoming at risk.”
—Adela Ríos, press officer,
Asociación Proyecto Hombre
23

TURKEY
Back on
Solid Ground
It was the year of devastation. Two earthquakes hit
Turkey in 1999, both above seven on the Richter scale.
The first one was in August. The second one came that
November when the deep wounds of the first one were
still quite raw. The epicenter was Bolu, approximately 200
km from both Istanbul and Ankara. As is usually the case
in these disasters, the children suffered the most.
Founded in 1886, Inkilap Elementary School is among
the oldest schools in Bolu. It has 650 students and is
supported mostly from families who have to stretch
to make ends meet in these difficult times. But times
became even more difficult during the disaster. Worst of
all, hope—the most important element in human survival—was
scarce, almost nonexistent.
“We were all in a state of shock after the earthquake,”
said Sabri Satiroglu, headmaster of Inkilap Elementary
The Boeing annex to the Inkilap Elementary School (pictured)
was constructed in compliance with the specifications of the
Turkish construction code for earthquake zones. Eight classrooms,
restrooms, and two teacher’s rooms were built in a centrally
heated area of 660 square meters.
PHOTO COURTESY OF Inkilap Elementary School
24

TURKEY
School in Bolu. “That’s exactly when we got to know how
much Boeing cares.”
The construction of the Boeing annex to the Inkilap
Elementary School started the following June. It was
constructed in compliance with the specifications of the
Turkish code of construction for earthquake zones. Eight
classrooms, restrooms and two teachers’ rooms were
built in a centrally heated area of 660 square meters.
Boeing and the Ministry of Education provided the furnishings
for the annex.
There was much to celebrate in September 2000 when
the academic year started. The students recited poems
that they memorized and danced in their folkloric costumes.
“Boeing did the right thing by helping this school,”
said Mehmet Ali Turker, governor of Bolu, as he cut the
ribbon to open the Boeing annex. “Our young children
will benefit greatly by this generous gift and will always
remember Boeing, which was with them during their time
of need.” Hope was back in the air.
“The first time you assist someone, you’re helping. The
second time you help, it is because you care,” said Greg
Pepin, president of Boeing Turkey. In keeping with that
sentiment, a computer lab and a science lab were the next
Boeing-funded projects.
Ayca Karasu Bekin of Boeing Turkey recalls the thrill of
one young student visiting the computer lab. “I touched
a computer!” the boy exclaimed in amazement. Everyone
was enchanted by the science lab as well, which was
something the children had never seen before.
Boeing continued to care and over the years the help
continued as well. Hope had to be sustained. A standalone
library was constructed and fully furnished with
furniture and books.
Later, the library was followed by sporting goods, which
led to regional placement for the Inkilap Elementary School
volleyball team—widely known as the “Boeing Team”
because their uniforms sport the Boeing logo.
Next came the wall lockers; and while some may consider
them non-essential for this school, these proved
to be a very important element for the students who
yearned for some personal space after living in such
small quarters in their houses.
“We were ranked second to last place in our regional
academic testing. Now we are ranked as the second best
school in the Bolu region,” says Ali Riza Karaibrahimoglu,
the newly appointed headmaster. “Boeing has every right
The new computer lab in the Boeing annex fascinated the
students, many of whom had not seen a computer before. “I
touched a computer!” one boy exclaimed in amazement.
PHOTO COURTESY OF Inkilap Elementary School
to be proud as this elevated ranking was achieved with
Boeing’s contributions.”
Last but not least, Boeing sends students from Inkilap
Elementary School to Space Camp located in Izmir every
summer and winter break.
“Inkilap School has been a great opportunity for Boeing
to give back to the people of Turkey,” said Pepin.
“Our involvement here conveys Boeing’s commitment to
improving the quality of education in the communities
where we live and work.”
Inkilap is just one example of this commitment. Since
2000, Boeing has supplied funds for fully equipping computer
labs for 11 different grade schools in almost every
region of Turkey and has completely renovated three
schools in the most deprived regions of the country.
Inkilap School is now a short stopover for Boeing people
traveling by car between Ankara and Istanbul. They
come for inspiration and a cup of “bitter coffee.” Turkish
tradition states that bitter coffee will be remembered
for 40 years. No doubt Boeing, its dedication to the education
of the children of Bolu, and its efforts to keep hope
alive will be remembered in the hearts of these children for
even longer than that.
25

MIDDLE EAST
MIDDLE EAST
community
26

MIDDLE EAST
Power to Change
While teen years are typically filled with doubt and
angst about the future, the situation can be more complex
in countries like Bahrain, where tradition permeates
many aspects of society. Take the case of a senior at the Al
Hedaya Secondary School for Boys. His father had raised
him to believe unquestioningly that one day he would work
in the government Ministry; a good job, but one for which
he lacked passion. What’s more, the boy felt powerless to
change the situation because he knew no other options.
In 2005, an alternative came in the guise of Ali Al Janahi,
an executive with the Bank of Bahrain and Kuwait and
a volunteer with inJAz Bahrain, part of the worldwide
organization Junior Achievement (JA). Over the next ten
weeks, his Success Skills program challenged the boy
and his classmates on every level.
Exercises prepare students to make informed, intelligent
decisions about their future and acquire soughtafter
skills for the business world. Personal presentation,
CV development and interviewing techniques provide a
glimpse of life after school. Most importantly, students
emerge with a better understanding of the relationship
between what they learn in the classroom and real life.
“I used to come to school just because I had to. Today, I
look forward to learning more and working harder because
of my future,” said the boy. “This experience has given
me an opportunity to re-open discussions with my father
about my career. I can look at different career opportunities
or start my own business and be an entrepreneur. The
sky is the limit,” he said.
Like its JA counterparts throughout the world, inJAz
Bahrain leverages partnerships between business and
education to foster, recognize and reward outstanding
Students are guided by volunteer May Al Sayegh (standing),
during their Girls Entrepreneurship Program exercises. The goal
of inJAz Bahrain is to prepare students to make informed, intelligent
decisions about their future and acquire sought-after skills
for the business world.
performance while encouraging creativity, fun, and professional
growth and development. Developing competency
skills, shaping attitudes toward work, providing
mentors and role models from the community, and affirming
productive behaviors are strategies utilized to prepare
students for the future.
“The top priority and future of the Arab world is the
youth,” said John B. Craig, president, Boeing Middle East.
“Incorporating inJAz Bahrain programs in the classroom
is an accomplishment in the Arab education system. Programs
that promote entrepreneurship and encourage
young Arabs to shape their individuality and values in a
rapidly changing world align to our overall social strategy.
Ultimately, being a good corporate citizen by supporting
the youth of the region will bring stability and further economic
wealth here,” Craig said.
Boeing’s partnership with the fledgling organization
consists of volunteer hours and a grant that has provided
programs to 30 classrooms in nine public schools and will
create student centers serving 27,000 students. The centers
will provide students computer and reference resources,
including access to a virtual student center that will
contain information on careers, setting up a business, and
continuing education. It also will link Bahrain students with
other JA students worldwide via the Internet.
“It gives me great pleasure to associate inJAz Bahrain
with one of the world’s leading companies—Boeing,”
said Sheikha Hessa bint Khalifa Al Khalifa, executive
director inJAz Bahrain. “Their contribution has achieved
the goals of inspiring the youth of Bahrain. This is clearly
seen in the student’s performance and enhancement
of their personal economic and business skills. Implementation
of inJAz programs in the classroom helps create
leaders and innovators. Our thanks go to the talented
team at The Boeing Company,” she said.
Photo courtesy of inJAz Bahrain
27

AFRICA
SOUTH AND EAST REGIONS
WEST AND CENTRAL REGIONS
community
28

SOUTH AND EAST AFRICA
A Well of Hope
In the northern part of South Africa lies the province of
Limpopo, home of beautiful forests and grasslands. Yet it’s
also an area that has some of the nation’s hottest temperatures
and inconsistent rainfall.
The heat can play havoc on families and communities,
especially in rural areas where students attend schools an
hour or two from any town. Worried parents know their
children will need to compete for higher-skilled jobs in an
economy recovering from policies of the past.
Yet in a typical rural Limpopo school, there is no running
water. Rising temperatures not only can disrupt the concentration
of students and teachers, but it also can force the
school day to be curtailed, if not canceled, because of a lack
of water. That shortage also limits the use of the few toilets
that are installed. Remaining options are inconvenient pit
latrines that require expensive chemicals for sanitation.
In March 2001, Boeing opened its South Africa office,
connecting the regions of southern and east Africa. A
Ghana office also opened, linking west and central Africa.
The goal of Boeing Africa is to build strong relationships
between Boeing and government, business and community
leaders on the continent.
Boeing Africa’s community projects focused on two
areas: education and health. Among the organizations
supported by Boeing Africa that assist in these areas is
the Water for Schools Project, which helps schools in
Limpopo build wells for clean water. The organization
requires participating schools to raise a quarter of the
money needed to bore a well and supply the accompanying
hardware such as a pump and tanks before outside
donations are added. “Local involvement helps sustainability,”
said Janet Parkin, board member and administrator
of Water for Schools.
Since this project started five years ago, Boeing has
been the largest contributor, sponsoring wells at 12
schools so far. The water is used not only for drinking and
sanitary facilities, but it’s also used for hands-on instruction
in gardening and farming.
Some school gardens supply vegetables for school
lunch programs. Others sell extra produce to raise money
for the school. “With a better learning environment,” Parkin
said, “some of the schools have found an increase
in the pass rate.” The entire region benefits when school
principals can raise money selling surplus water to parents
after school hours—leading to healthier community
gardens and livestock.
Kuseni Maluleke, principal of Hanyani Secondary
School, said to Boeing, “You have given us health for our
communities, a future for our students and hope for all
those yet to start school.”
Left: The heat can play havoc on
families and communities, especially
in rural areas where students attend
schools an hour or two from any town.
The new well has allowed students
like this one to enjoy fresh drinking
water every day.
Right: Some school gardens supply
vegetables for school lunch programs,
while others sell extra produce to
raise money for the school. Pictured
are students learning about agriculture
while tending the school garden.
Photo courtesy of Cassi Kotze

AFRICA
WEST AND CENTRAL AFRICA
Breaking Down Walls
The story behind the Niger Delta Friendship Library
reads like an epic, complete with warring tribes, selfless
heroes and visitors from afar. A happy ending, however,
was never in doubt, thanks to the generous and cooperative
spirit in which the project was conceived and the
devotion of the people involved.
What began as a dialogue between peace advocates
at a conference evolved into a library that would change
the social landscape of the Oporodza region in Niger
Delta (Nigeria). A grant from Boeing transformed a wonderful
but under-funded idea into a project with broad and
ongoing impact.
The project was initiated by U.S.-based Global Citizen
Journey (GCJ), a small grassroots organization purposely
fueled by volunteer efforts in order to preserve the “citizen
initiative” nature of its work. The United States team
was chosen based on expertise and overseas and service
experience. In Niger Delta, the sponsoring organization,
Niger Delta Professionals for Development (NIDPRO-
DEV), handpicked a wide variety of individuals in terms of
gender, ethnic, religious and professional backgrounds.
Because the concept of voluntary service is novel in Niger
Delta, delegates from each team were paired with the
hope of inspiring follow-up projects in the future.
Identification of the need for a library arose from the
community itself. The schools in the region are so poorly
funded they often operate without books; those that do
exist are substandard. The library project was chosen with
the intent to enhance the educational system, attract the
attention and support of the government to the area, and
30

WEST AND CENTRAL AFRICA
Left: Children sit outside the Niger Friendship Library enjoying
one of more than 1,900 books that the library houses, which
includes six full sets of Nigerian primary and secondary curriculum
textbooks.
Right: A boy appears deep in thought as he reads a book with
his classmate inside the library.
LEFT: pamela dore PHOTO, RIGHT: kendra E. Thornbury photo
increase the educational level of the local population, resulting
in increased community identity, pride and prosperity.
The September 2005 foundation-laying ceremony
was attended by many dignitaries, including representatives
of the Delta State Government, who had never
before visited such a remote location. The ceremony
also brought together high-ranking individuals of the Ijaw
and Itsekiri tribes, who, just a few years earlier, had been
engaged in bloody conflict.
Nigerian national media covered this event extensively,
describing it as reflective of both a new peaceful relationship
between the tribes and a courageous and welcome
intervention by U.S. nonprofit organizations. The
country’s national daily newspaper, Vanguard, covered
the project in a story headlined, “Americans Break Wall of
Jericho between Ijaw, Itsekiri.”
Construction on the library was completed three
months later. The one-story, fully landscaped facility consists
of a large reading room, librarian office, media room,
reception area and restroom facilities. More than 1,900
books, most provided by the U.S. delegation, line the
custom-made bookcases. Six full sets of Nigerian primary
and secondary curriculum textbooks are available as well
as computers and audio/visual equipment. Solar power
panels will be added in the next phase of the project. Outside,
a tall pole, bearing the word “peace” in a dozen languages
presents a hope for the future.
According to Chamsou Andjorin, Boeing Global Corporate
Citizenship representative for West and Central
Africa, Boeing’s intent in supporting the library project
was to help bring people together who never would have
the inclination otherwise. “We hope the library will help
create an environment for the youth of these conflicting
communities to share knowledge and build trust among
each other,” he said.
The U.S. Consul General to Nigeria, Brian Browne, also
made a recent visit to the library and spoke about the
importance of the program.
“When people are busy building or creating something,
they have no time to destroy or tear down something else.
One cannot be a builder and a destroyer at the same time.
The two no more go together than peace can be war or
darkness can be light,” Browne said.
“Public libraries represent an important theme from
American history: access to education and knowledge
for everyone . . . for men, for women, for children, for our
elderly, for immigrants and for visitors and guests,” he
continued. “They represent our common desire to grow
and develop as human beings and to help develop the
communities and societies in which we live.”
“One cannot be a builder and
a destroyer at the same time.
The two no more go together
than peace can be war or
darkness can be light.”
—Brian Browne,
U.S. Consul General to Nigeria
31

ASIA PACIFIC
AUSTRALIA
CHINA
INDIA
JAPAN
SOUTH KOREA
SOUTHEAST ASIA
community
32

AUSTRALIA
Clearing the Path
Education is not a goal, but a journey. But if the guideposts
are missing, the trip can be an arduous one. A
bright student, Tammie dreamed about attending university,
the first in her family with such plans. However, the
promise afforded by higher education was overshadowed
by confusion about the process and fear about how she
was going to pay for it. For lack of direction, her dream
was about to derail.
Steering Tammie back on track was a job custom-made
for The Smith Family and its Learning for Life program.
This Australian social enterprise organization helps disadvantaged
families better their futures through education. It
is an ambitious undertaking, and one which Boeing Australia
has supported for several years.
According to the organization, more than 700,000 Australian
children are growing up in jobless families. The corresponding
financial impact affects these families’ ability
to support their children’s educational needs. With limited
access to educational opportunities, these youths face a
potential lifetime of disadvantage.
The Smith Family’s Learning for Life program gives
disadvantaged children the opportunity to reach their
potential through a two-part program of financial assistance
and mentoring.
Financial aid can take the form of university scholarships
or money for uniforms, textbooks, supplies. By eliminating
financial concerns, The Smith Family aims to cultivate
positive attitudes toward education.
Mentoring draws out the best in students, helping them
overcome home-life obstacles. Workers with backgrounds
in education, social work or psychology team with students
and their families to maximize the value of their education.
One such beneficiary is young Queenslander Katina
Clark, one of the 40,000 students who have received
Of the 40,000 students who have received support from The
Smith Family’s Learning for Life program over the years, Katina
Clark (pictured) and her three brothers completed high school
thanks to their involvement in the program.
PHOTO courtesy of The Smith Family
support from Learning for Life over the years. Katina and
her three brothers completed high school thanks to their
involvement in the program. Dreaming of a career in foreign
affairs in Asia, Katina has continued her studies and
is now in her second year at Queensland University of
Technology. Scholarship money was applied to the purchase
of a computer, books and the cost of transportation
to and from the university.
According to The Smith Family’s chief operating officer,
Paul Henderson, Boeing’s support is crucial to the
lives of a number of children relying on the Learning for
Life program.
“Boeing’s investment, now in its second year, ensures
that more than 200 financially disadvantaged Australian
students have access to a Learning for Life worker
who coordinates a range of education programs, such as
homework clubs, computer clubs and peer reading support,”
said Henderson.
“Education is one of the most important things we can
give our children,” said Margaret Hobbs, business manager
and Global Corporate Citizenship representative for
Boeing Australia. “The Smith Family does an exceptional
job of encouraging and supporting these kids both financially
and emotionally, helping them to make the most
of their education.”
In Tammie’s case, The Smith Family helped clear the
path. A Learning for Life scholarship provided financial
relief for her family, enabling her to attend Newcastle University,
where she graduated with honors. Today she works
as a research coordinator at the Immunology Department
of John Hunter Hospital in Newcastle. As much as she
cherishes the scholarship, she extols the mentoring aspect
of the program with providing the contacts and work experience
she needed to get ahead in this competitive field.
Knowing how important mentoring was for her, Tammie
is now a mentor herself, working with a young student who
is studying science in school.
“I wouldn’t be where I am now if it weren’t for Learning
for Life,” Tammie said. “I’m really pleased to have the
opportunity to give something back.”
33

AUSTRALIA
A Caring Presence
The excitement was palpable as the curtain rose on Bell
Shakespeare Theatre Company’s production of Romeo and
Juliet at the Sydney Opera House. Hair and makeup—perfect;
wardrobe—impeccable. Row 14 never looked better.
It was the first-ever Shakespearean play for the young
men and women, another horizon broadened through
YWCA Big Brothers Big Sisters, a community partner of
Boeing Australia. Boeing made this special night possible
for the group, thanks to its existing relationship with
the theater company.
According to Margaret Hobbs, business manager and
Global Citizenship representative for this office, Boeing
Australia supports Bell Shakespeare through business contributions,
and Big Brothers Big Sisters with philanthropic
dollars. Bell was founded with the vision of bringing Shakespeare
to disadvantaged and geographically remote sectors
of the Australian community. “The business supports
Bell in part because the troupe performs in some of the farflung
places where Boeing staff work,” noted Hobbs. “It
was great to be able to bring the two together.”
YWCA Big Brothers Big Sisters New South Wales and
Brisbane provide mentoring, support and guidance to children
who are experiencing difficulties at home and who lack
positive role models. According to the agency, children are
particularly vulnerable to familial stress caused by separation
and divorce, unemployment, drugs, alcohol, mental ill-
34

AUSTRALIA
Big Brother David (left) enjoys spending time with his “Little”
Richard. Since its incorporation in Australia 30 years ago, Big
Brothers Big Sisters has been a steady, caring presence for
more than 3,000 children.
PHOTO courtesy of Big Brothers Big Sisters Australia
ness and domestic violence. Fully trained and screened volunteers
are matched with a child. They spend time together
in both everyday and special activities, such as the
Romeo and Juliet outing. Time spent with a caring adult
increases the child’s self-esteem while building trust and
confidence. This has a positive effect on the child’s other
relationships, increasing his or her potential at home, in
school and in the community. In fact, research shows that
children with a Big Brother or Big Sister are 46 percent less
likely to begin using illegal drugs and 27 percent less likely
to begin using alcohol.
In the Sydney program, children are predominantly from
single-parent, welfare-dependent families. Many lack positive
role models and are unable to solve day-to-day problems.
The one-to-one Big Brothers Big Sisters model fills
an important need, which is why Boeing Australia has supported
the organization for several years.
Big Sister Rebecca Glenn, a journalist for ABC Radio,
notes that the benefits are mutual. “I’ve also had strong
empathy with kids facing challenges in life and got
involved because I wanted to do something positive in
the community. What I hadn’t expected was to get as
much, if not more, out of the program as my ‘little sis,’
Paloma. It’s been immensely rewarding; she is a part of
my life now,” Glenn said.
Financial support from Boeing has enabled the Sydney
operation to expand its program to include such activities
as a Circus Skills workshop—where participants learn
juggling, rope climbing, plate-spinning, trapeze work, the
hoola hoop and how to walk on stilts—as well as a camp
for Big/Little matches.
With Boeing’s support, the Brisbane YWCA has formed
a small group mentoring program in the Big Brothers Big
Sisters vein, but with one adult for every three youths,
predominantly girls from refugee and economically and
socially disadvantaged families.
”Boeing’s support has enabled us not only to maintain
our Sydney program, but also to expand our program into
Brisbane where we are able to make a difference in the
lives of refugee girls who have a myriad of issues that often
go overlooked, such as displacement and cultural difficulties.
We focus on increasing communication skills, decision
making, respect for self and others, personal hygiene and
self-esteem,” said Rebecca Adams, Big Brothers Big Sisters
team coordinator.
Boeing Australia’s Hobbs says the YWCA Big Brothers
Big Sisters program is just one example of Boeing’s commitment
to good corporate citizenship. “Big Brothers Big
Sisters makes a profound and positive change in the way
these young people feel about themselves and how they
view the world. The organization provides positive role
models and opportunities that their current support system
may not have,” she said.
While data supports the program’s positive impact,
the most convincing endorsement comes from the participants
themselves.
“She’s my closest friend, someone I can really, really rely
on,” said Little Sister Kalika.
Financial support from Boeing has enabled the Sydney operation
to expand its program to include a circus skills workshop—where
participants learn juggling, rope climbing, plate-spinning, trapeze
work, the hoola hoop and how to walk on stilts. Pictured (on stilts)
are Nicole Sadegi (Little Sister) and Anna Papoutsakis (Big Sister).
PHOTO courtesy of Big Brothers Big Sisters Australia
35

CHINA
Seeing with the Heart
Sitting alone in a corner of the classroom, Li Hao felt it
hum with the activity of learning. Education brings opportunity,
his grandfather had told him, encouraging him to
try his hardest. Day by day, however, the nine-year old
slipped further and further behind his sighted classmates.
In China’s far-western Shaanxi Province, visually
impaired children like Li Hao and his older brother, Li Fan,
face a double disadvantage. The vast territory, remote
location and rugged terrain discourage creation of schools
for the visually impaired. Instead, such students typically
receive their education in general education classrooms
headed by teachers who have little or no training in how
to adapt their instruction to the special needs of their students.
Frequently, frustration sent Hao home in tears.
The brothers’ situation changed dramatically in 2004
with an initiative launched by The Golden Key Research
Center of Education for the Visually Impaired. One of China’s
first nonprofit organizations, Golden Key is dedicated
to the educational needs of China’s visually impaired children.
So successful are the educational theory and practices
pioneered by Golden Key that the organization’s
founder, Xu Bailun, was singled out for special honors
by the United Nations Educational Scientific and Cultural
Organization (UNESCO).
Xu Bailun, an architect who lost his sight in middle
age, has become a leading advocate for the concept of
integrated education, which places children with disabilities
and those without in the same classroom. “The key
is showing teachers how to work effectively with special
needs students,” he said. To date, this approach has
helped more than 3,500 students ages 7-15 with their
education. Many go on to learn vocational skills at centers
supported by Golden Key.
In 2003, a grant from Boeing China enabled Golden
Key to break another barrier—the launch of its program
in Shaanxi. The donations were part of Boeing’s long
tradition of community investment, notes David Wang,
president, Boeing China.
“It is part of our corporate heritage to give back to the
people and communities that have given so much to Boeing,”
he said. “Boeing and China have a 34-year history of
Li Hao now enjoys school, thanks to Golden Key, one of China’s
first nonprofit organizations, dedicated to the educational needs
of China’s visually impaired children.
Yuan Jingzhi photo
36

working together, during which time we have built a longterm,
mutually beneficial partnership. Boeing is proud of
this relationship and thanks the Chinese people for their
trust and support,” Wang added.
With a successful model already in place, the Shaanxi
Project was soon up and running. More than 160 personnel,
including teachers, oculists and administrators, were
trained. Inclusion programs were introduced in schools.
By 2005, with additional funding from Boeing, more than
120 visually impaired students had enrolled in schools that
were now equipped to serve them.
To the Li brothers, it was like the first day of school again,
but this time in an environment that can breed success.
“Boeing’s grant addresses not only academics, but
also humanitarian needs as well. Enabling blind children
Li Hao (left) and his brother Li Fan were among the first to enjoy
the benefits of the new Golden Key program in Shaanxi. Now
more than 120 visually impaired students like the brothers have
enrolled in schools that is now equipped to serve them.
Yuan Jingzhi photo
to attend village schools with their sighted friends is a
great gift,” said Bailun Xu. “The boys replaced their feelings
of humiliation with hope. They have their own expectations
for the future. Li Hao, who had surgery to improve
his eyesight, wants to be a doctor to cure people with eye
diseases. And Li Fan wants to be a social worker for the
Golden Key Project,” he said.
37

CHINA
Good for Business
In what could have been a page right out of a business
school textbook, Guangyao Xia learned that doing good
is good for business. His business plan for his environmentally
sound waste-management company proved to
be a money maker, besting the competition and providing
exciting growth opportunities. Not bad for a 17-year-old.
Xia was, in fact, a ground breaker. He was among the
first class of students at Bejing Chenjinglun High School to
participate in a “Student Company” program that Junior
Achievement China (JA China) introduced at the school
during the 2005-2006 school year. The hands-on program
engaged local businesses to introduce students to the
basics of commerce, invited students to develop a business
plan for a hypothetical company, and enabled them
to turn the plan into an actual business.
The waste-management business developed by Xia
and his team was structured to be “practical, profitable
and do good for the public.” The plan impressed JA China
leaders and the team received seed money from Boeing
China to start their business. The team hired student staff,
purchased equipment such as recycling bins, and contacted
recycling companies.
“Though we’re still in the preparation stage, I’ve already
learned a lot, such as about research, effective communications
and market development,” Xia said. “This program
is preparing us for the business world, which is important
because China will always need capable businessmen.”
Boeing has invested philanthropically in the JA China
program for high school students like Guangyao Xia. The
organizations’ common goal is to promote the entrepreneurial
spirit among China’s youth and foster understanding
of the role of business in society. This includes not only
how to develop a viable business plan, but also how to
organize and operate an actual business enterprise that
adheres to the highest ethical standards.
As in the real world, students develop business strategies,
sell stock, conduct stockholders’ meetings, elect officers,
produce and market real products or services, maintain
records and liquidate the business. Along the way, they
learn how leadership, interpersonal skills, effective management
and employee teamwork contribute to the success
of a business.
Because JA China relies on volunteers to bring programs
to schools, Boeing’s contribution was especially important.
The funding was used to train more than 60 business volunteers
and teachers in how to develop and deliver courses
in business plan creation, organizational effectiveness, business
management, finance, and business ethics. In a twoyear
period alone, these volunteers were able to bring the
“company” program to nearly 1,000 high school students.
“The company wouldn’t have been so successful without
the support from Boeing China. Its sponsorship is appreciated
by us today, and even more so tomorrow by students
who are trained and have gained lifelong skills for their
career and life,” said Irene Bao, program director, JA China.
George Liu (left), Communications director, Boeing China, gives
advice to two of the students from Chenjinglun High School who
participated in a JA China-organized Job Shadow Day at the
Boeing China offices in Beijing.
PHOTO courtesy of boeing china
38

David Wang, president of Boeing China, observes dual
benefits derived from the JA program. While the group’s
stated purpose is to educate and inspire young people to
value business and economics to improve the quality of
their lives, there is potential for a positive residual impact
on the country’s economy.
“The continuous growth of small and medium enterprises
over the course of the next 20 years is what will ultimately
dictate China’s future,” Wang said. “This growth
will require a workforce equipped with the capacity to go
beyond the fundamental skills taught in China’s current
educational system. JA China’s innovative programs supplement
a school’s existing curriculum. In addition, the
organization is perfectly positioned to have an influence on
current reforms in education through strategic relationships
with key schools,” he said.
Ken Yata (far right), an executive at Boeing China in Beijing,
hosted student company representatives from Chenjinglun
High School at Boeing’s offices: (left to right) are Jiao Yingying,
Communications director, Peng Wei, Ethics director, and Yang
Tianyu, Finance director.
cassi kotzi photo
Although success in business can be measured in many
terms—sales, profits, rankings, to name a few—the measure
of a JA participant’s success is something quite different. In
the words of secondary school student, Shen Yingyi:
“I told my mother that I’m not starting up the student
company for money. In fact, money couldn’t buy any of the
cherished experiences I have had doing this.”
39

INDIA
The Power of Books
The arrival of Room to Read’s library program marked a
new chapter in village history. School children, accustomed
to the straightforward format of their textbooks, were captivated
by the spellbinding stories and colorful illustrations in
the books delivered to their two-room school.
Parents marveled at their children’s eagerness to read
to the family each evening. Teachers welcomed the arrival
of the literary liaison who made books come alive with dramatic
readings, live performances and artistic interpretations.
The community began to visit the library to read the
latest news and take out books for themselves. So exciting
was the response to the new school library that the
community rallied to provide new desks for classrooms
and an honorarium for the part-time library teacher.
Such is the power of books, an understanding that has
been a core value of Room to Read, an international literary
organization that partners with communities in developing
countries to establish schools, libraries and other
educational infrastructure. Its early intervention strategies
empower children to access educational opportunities
that will ultimately improve socio-economic conditions for
themselves and their families, communities and country.
A challenge grant model facilitates community co-investment,
ensuring communities feel a sense of ownership
and commitment for long-term sustainability.
A grant from Boeing will enable Room to Read to expand
its library programs to 25 in schools in the state of Himachi
Pradesh, where Boeing has a presence. The impact on
2,000 children studying in these schools and their 100 teach-
A group of girls (pictured) experience the joy of reading thanks to
Room to Read, an international literary organization that partners
with communities in developing countries to establish schools,
libraries and other educational infrastructure.
PHOTO courtesy of Room to Read India
40

INDIA
ers will be significant. School libraries stocked with books in
local languages and English are being created and equipped
with furniture, educational games and puzzles, maps, charts
and posters to create a welcoming, child-friendly environment
that encourages a love of reading.
“Books are a powerful medium that open up the outside
world to these children,” said Anil Shrikhande, president,
Boeing India. “Boeing is proud to bring this lifealtering
opportunity to rural schools through our partnership
with Room to Read.”
Literacy is an important issue in India, where, despite
economic growth, the country lacks basic services for
much of its population. It is estimated that by 2020, more
than half of the world’s illiterate population will be in India.
Room to Read India works with disadvantaged communities,
rural and urban, to improve the educational infrastructure
with the goal of universal quality elementary
education for all children.
All Room to Read libraries are geared toward school
children ages six to 14. Books are donated in phases,
with sets of 200 to 225 titles provided about every six-toeight
months. By the end of three years, a school will have
received approximately 1,200 books. Genres range from
fairy tales to science, arts and crafts to novels. To date,
more than 375,000 books have been donated.
Room to Read’s holistic approach focuses on the
human as well as the literary factor. Volunteers and teachers
undergo intensive training to orient themselves to their
role in the library, library management and literacy activities.
To date, more than 800 teachers have been trained
to operate 900 Reading Rooms serving 157,000 children.
More than 375,000 books have been donated.
Teacher participants claim that the Room to Read program
has transformed school communities. Children are
becoming avid readers and more successful learners.
Teachers, energized by the influx of reading material, have
adopted more progressive instructional approaches. Book
fairs and other cultural events have emerged as community
outgrowths of the library program, contributing to what
is hoped to be the next chapter of this literary legacy.
“Boeing’s grant and its commitment to our mission
and vision will bring the lifelong gift of education to children
in India,” said Sunisha Ahuja, country director,
Room to Read India.
“We thank Boeing India for making a world of difference
to our program.”
The arrival of Room to Read’s library program marked a new
chapter in village history. Pictured here is a young girl captivated
by the spellbinding stories and colorful illustrations in the books
delivered to her two-room school.
PHOTO courtesy of Room to Read India
41

INDIA
Just Like Family
Looking at the skillful craftwork, it was hard to believe
that such inspiration rose from so bleak a past. The teen
artist, Deepa, had been abused and abandoned as a child,
and she arrived at Udayan Ghar Shelter Home with deep
psychological problems. To help in the recovery process,
Deepa was put under the care of a surrogate family—mentor
mothers and sisters who helped ease her fears and
adjustment to life off the streets. In time, Deepa improved.
Recognizing her artistic talent, administrators enrolled her
in a special arts school, where she is beginning to realize
her potential as an artist and an individual.
In a virtual chain of helping hands, funding from
Boeing India enables The India Sponsor Foundation (ISF)
to accelerate social and economic change among the
country’s disenfranchised citizens. Acknowledging the
complexity of human needs, ISF oversees a multitude of
programs that range from foster care to advocacy for disabled
students. Now in its fifth year, the foundation acts
as a liaison between nonprofit organizations and corporate
stakeholders. ISF nurtures relationships, monitors
and evaluates results, and provides ongoing accounting
to donors. All projects target the poorest and most marginalized
sections of society.
“India ranks high on the United Nations’ Human Development
Index,” said Anil Shrikhande, president, Boeing
India. “Our association with the India Sponsor Foundation’s
exemplary efforts helps address critical challenges
faced by disadvantaged children throughout India.”
Boeing, which began its relationship with ISF in 2005,
has channeled its sponsorship into four major areas,
including the Udayan Ghar Shelter Home, which proved
to be the stabilizing force in Deepa’s life. Using a group
foster home model, the organization provides a warm,
caring environment designed to replicate that of a family
structure. For many orphaned and abandoned children,
Udayan Ghar Shelter Home provides their first sense of
For many orphaned and abandoned
children like those pictured
here, the Udayan Ghar
Shelter Home provides their
first sense of security and
belonging.
PHOTO Courtesy of Udayan Ghar
Shelter Home
42

security and belonging. Through Boeing’s sponsorship,
the family of Udayan Ghar has grown and flourished.
“The ISF-Boeing partnership is exemplary in that it goes
beyond advocacy and has brought tangible, direct benefits
to hundreds of disadvantaged children,” said Lekha Srivastava,
an ISF representative. “Further, the Boeing partnership
has encouraged other companies to emulate it. The
success of this partnership is the foundation for ISF and
Boeing to undertake many more such initiatives.”
Tending to physical as well as intellectual needs, Jan
Madyam, another Boeing-supported, ISF-linked program,
advocates for the rights of physically disabled students.
Using education and awareness-building campaigns, it
aims to change public perception about the abilities of
such students while putting in place the systems and structures
to foster success. For example, physically impaired
instructors provide role models for students and demonstrates
that physical limitations need not be disabling.
Children from the Udayan Ghar Shelter Home (pictured) appear
to be building a village with clay and paint. Using a group foster
home model, the organization provides a warm, caring environment
designed to replicate that of a family structure.
PHOTO Courtesy of Udayan Ghar Shelter Home
Education is at the core of Boeing’s community investment
with ISF and its partner organizations. From a vocational
outreach program at Tihar Jail to remedial classes
at a primary school for girls to computer training programs,
both traditional and non-traditional delivery systems
are employed to reach a broad base of learners.
With 40 to 50 million eligible children currently not attending
school, the task is enormous. Thanks to organizations
like the India Sponsor Foundation, it is not impossible.
43

JAPAN
Back in the Game
Since 1964, The Japanese Society for Rehabilitation of
Persons with Disabilities (JSRPD) has been a champion
of the physically impaired, giving voice to their cause and
helping clear hurdles so they can fully engage in society.
JSRPD seeks to fulfill material needs as well as provide
spiritual encouragement to their clients. A grant from
The Boeing Company seems to have accomplished both.
With a grant from Boeing, the organization was able to
purchase equipment to support two new programs, one
for sports and one for study.
In Japan, people with disabilities are less likely to be
part of the workforce, and their full participation in society
lags far behind that of other developed countries. The
programs provided by JSRPD are designed to change
that dynamic. When people are better able to communicate
with others, they can more actively engage in society,
which eventually leads to greater prosperity for all people,
disabled or otherwise.
Simply put, the sports program is meant to put people
with wheelchairs back in the game. JSRPD believes that
sports are beneficial for physical and mental health. Since
it is impossible to participate in vigorous sports on regular
wheelchairs, which lack the necessary safety features,
JSRPD sought out wheelchairs specially designed for this
44

JAPAN
Since 1964, The Japanese Society for Rehabilitation of Persons
with Disabilities (JSRPD) has been a champion of the physically
impaired. Pictured here are clients enjoying a game of basketball
thanks to specially designed wheelchairs.
Akira Uchida photo
use. These chairs enable people to play basketball, soccer
and tennis safely and in compliance with international
rules. The availability of the special wheelchairs has even
encouraged some of the disabled athletes to think about
joining an Olympic team in the future.
The enthusiasm about being able to play these team
sports is high among the organization’s clients. One player
didn’t even mind the fact that he broke his glasses during
a game, his excitement about playing basketball with
his teammates was so great.
The new study program for the visually impaired employs
special equipment to help clients read books, access information
on the Internet using Braille, read newspapers and
perform other activities. The availability of this high-quali-
ty support equipment, combined with training, has helped
participants significantly expand their horizons.
“We can now access much more information than
before,” thanks to the new equipment enabling use of the
Internet,” said a user.
“We appreciate what Boeing brought to our organization,
the wheelchairs for sports and special equipment
for reading books,” said Hiroyuki Murakami, JSRPD
accounting manager. “It has enabled persons with disabilities
to play sports that require a minimum number of
people, such as basketball. Our athletes used to have
problems finding enough players to form a team. But
now they enjoy practicing in formation as well as playing
basketball games.
“Additional Boeing funding enabled us to produce
compact discs for people with visual disabilities and to
purchase a Braille system,” Murakami continued. “The
CD program encourages children to read picture books,
and the Braille displays are helpful for blind and deaf persons
studying computer literacy. We appreciate Boeing’s
thoughtful support of our organization.”
JSRPD’s new study program for
the visually impaired employs
special equipment such as the
one pictured to help clients read
books, access information on the
Internet, read newspapers and
perform other activities.
Akira Uchida photo
45

JAPAN
Opening Doors
Despite a long history of opening doors for the mentally
disabled, the Nozominosono Support Foundation found it
impossible to push past 180 pounds of cold metal.
While liberating for patients, electric wheelchairs
proved to be formidable obstacles for staff who had
to transport chairs and their occupants to and from
appointments at area medical facilities. The combined
weight of chair and patient often tops 300 pounds. Getting
patients in and out of the transport car was daunting
for both workers and their charges.
Founded in 1971, the Nozominosono Support Foundation’s
activities revolve around its philosophy of
“increasing motivation of persons with mental disabilities
to live fuller lives.”
To that end, the foundation offers medical support,
short stay service and daycare for persons who reside
with their families.
A dedicated facility serves 400 residents who learn
how to live independently as well as together with others
and often make small salaries creating and selling craft
objects, cultivating agricultural products, taking care of
animals at the community farm, and other activities.
In addition to personal welfare services, the foundation
conducts research to promote understanding of key
mental health issues in an effort to promote greater understanding
and acceptance of the mentally impaired.
In 2004, the foundation appealed for Boeing’s support
to increase its accessibility by people confined to wheel-
Boeing Japan helped the
Nozominosono Support Foundation
purchase this vehicle equipped
with a wheelchair loader. Lifting
the combined weight of patient
and chair into a car every day was
impossible for one staff member to
handle alone.
Akira Uchida photo
46

chairs. A special vehicle with a wheelchair loader would
greatly simplify the process of taking patients to area hospitals,
but the cost was prohibitive. With the cash grant
from Boeing, the foundation was able to purchase a specially
equipped vehicle.
“Transporting people who use electric wheelchairs
imposed an increasingly heavy mental and physical burden,”
said Kenichi Kubo, general affairs supervisor for the Nozominosono
Support Foundation and the chief of this project.
“Lifting the combined weight of patient and chair into
a car every day was impossible for one staff member to
handle alone. The new vehicle has taken accessibility to
a new level,” Kubo said.
“Sometimes we have to take patients on an intravenous
drip to visit the neurosurgeons. In that case, we have to take
great care not to remove the needle. The car with wheelchair
loader helps on these occasions as well,” Kubo continued.
“The vehicle provides both the person with disabilities and
the staff members with mental and physical support.”
Boeing’s contribution has provided Nozominosono
Support Foundation clients better access to hospitals,
while alleviating the stress associated with transportation
issues. The special wheelchair-accessible vehicle has
become essential to their daily lives.
Nozominosono residents, like the ones shown here, often make
small salaries creating and selling craft objects, cultivating agricultural
products, taking care of animals at the community farm
and other activities.
Akira Uchida photo
“The new vehicle has taken
accessibility to a new level.”
—Kenichi Kubo, general affairs supervisor,
Nozominosono Support Foundation
47

SOUTH KOREA
The Sky’s the Limit
In their pursuit of future dreams, Jang-Ho Park and
Hyun-Wook Kim dug deep into the past.
The two Seoul Science High School students are members
of an aeronautics program made possible through a
grant from Boeing.
While fellow students explored futuristic designs for
unmanned aerial vehicles and micro air vehicles, the pair
set out to recreate an ancient aircraft, the Beeguh, or Flying
Wagon. According to Beeguh lore, the flying wagon
flew 12 km from Jinju Castle with several people on board
during a significant 16th century battle.
Books and the Internet provided some clues as to the
craft’s design. A visit to Jinju castle provided additional
perspective. The boys set to work, manufacturing a miniature
of the Beeguh with bamboo, leather and other materials.
Gunpowder provided propulsion for a launch and
short, but triumphant, flight.
Jang-Ho Park and Hyun-Wook Kim are among an elite
corps of highly motivated students in the Aerospace Membership
Program at Seoul Science High School. Admit-
tance to school is, in itself, an achievement. Students are
required to be in the top one percent of all students nationally.
Seventy percent graduate in their second year and go
on to university. The science curriculum is rigorous, and
the teachers and facilities are among the best in the country.
Still, to remain internationally competitive, the students
must be constantly challenged.
With help from Boeing, the school established an Aerospace
Education Lab to offer advanced studies in science
and engineering within a secondary school environment.
The lab was equipped with state-of-the-art computers,
audio-visual equipment and models of Boeing aircraft.
There, students pursue intensive study in aeronautical
engineering and science in preparation for university admittance.
The program has received accolades for its excellence
and has been the focus of several magazine articles.
In addition to the aerospace program, the Boeing
Aerospace Education Lab is used for conducting experiments,
teacher training, seminars and a “Student Invention
Class” summer program.
“It’s rewarding to see the enthusiasm and drive of these
students, and their joy in doing something they love,” said
Keetaek Hong, director of the Aerospace Student Program.
Student Tae Myung Huh articulated his and his classmates’
vision. “I have had a big dream to be the best engineer
in the aerospace field. I followed my dream by choosing
Seoul Science High School. As I prepare to study mechanical
engineering at the university level, I reflect on the role
that the Aerospace Lab has had. I am grateful to The Boeing
Company for providing this opportunity and strengthening
my desire to be the best engineer in the aerospace field.”
Left: After first-year student Wook Sun (pictured) read the book
Cosmos by American writer Carl Sagan, Wook became a member
of the Aerospace Membership Program at Seoul Science
High School. His dream is to become a space rocket designer.
Right: The sky is the limit for students at Seoul Science High
School. The science curriculum is rigorous, and the teachers
and facilities are among the best in the country.
frontline communications partners LLC photos
48

SOUTHEAST ASIA
At the Nam Dinh workshop in Vietnam,
a mother sits with her son, a patient
undergoing physiotherapy after surgery.
He was fitted with an ankle-foot
orthosis, through a program, partially
funded by Boeing.
Photo courtesy of vietnam veterans
foundation of america
On Their Own
Two Feet
When a little girl named Phuong Thuy was examined
earlier in 2005 at Bach Mai Rehabilitation Centre in Hanoi,
Vietnam, she had one request—that her left leg be amputated.
The congenitally short leg made Thuy self-conscious
about playing outside with her siblings and friends
and was likely to lead to curvature of her spine. But when
center staffers asked her to try an orthoprosthesis instead
of amputation, she agreed. The option of an assistive
device may not have been possible without a Vietnam
Veterans of America Foundation (VVAF) program, partially
funded by Boeing Southeast Asia.
The VVAF has operated the Physical Rehabilitation
Program for Persons with Disabilities in Vietnam since
1994. In late 2004, the VVAF asked Boeing for a grant
to support the purchase of materials and equipment to
produce assistive devices at two hospitals in Hanoi and
at Agape Hospital in rural Nam Dinh province. In 2005,
Boeing expanded its support to include VVAF’s Cambodia
program through a grant for rehabilitation projects in
Phnom Penh and two provinces.
Established in 1980 by a group of American veterans of
the U.S.-Vietnam War, the VVAF carries out humanitarian
50

SOUTHEAST ASIA
as well as rehabilitation programs and assistance in landmine
removal around the world. In Vietnam and Cambodia,
unexploded ordnance and landmines, along with birth
defects and disease, have left an estimated 700,000 citizens
needing assistive devices and physical therapy. The
VVAF is one organization that’s stepped up to fill that need.
The organization, which declares it has “transformed the
American experience of the Vietnam War into a mission of
compassion and justice,” was instrumental in normalizing
relations between the two nations, leading to the lifting of
the U.S. trade embargo with Vietnam in 1994.
Since 2004, Boeing has been an integral supporter of
VVAF’s expanding work in Vietnam and Cambodia to provide
rehabilitation services for people with disabilities. Boeing
first gave its support for a project in Vietnam as VVAF
and Vietnam’s Ministry of Health were collaborating to
address the unmet needs of people living in the rural areas
who were suffering from diseases or physical disabilities.
This 2004 support grant of $50,000 came at a pivotal
time as VVAF was making plans to establish orthotic works
in five provinces in northern Vietnam. Later that year, Boeing
expanded its support to include VVAF’s Cambodia program
through a grant for rehabilitation projects in Phnom
Penh and two provinces. In 2005, Boeing made another
grant toward VVAF’s continuing rehabilitation work in Vietnam,
with another planned this year.
“We are very pleased that Boeing has entrusted VVAF
with funds for our rehabilitation programs in Vietnam and
Cambodia,” said Tom Leckinger, VVAF country representative
in Vietnam. “We greatly appreciate The Boeing
Company’s contribution. It represents a significant commitment
to VVAF’s rehabilitation services and to orthotic
care in our outreach programs.”
“Good corporate citizenship is integral to who we are
as a company and important for us as a global business
entity,” said Paul Walters, regional vice president, Boeing
Southeast Asia.
“We wanted to contribute to the Vietnamese and Cambodian
communities in a meaningful way, and we felt that
working with the Vietnam Veterans of America Foundation
would ensure our contributions would be put to good
use. Boeing is very proud to be associated with VVAF in
its humanitarian programs with persons with disabilities
in Vietnam and Cambodia. We look forward to a long and
meaningful relationship with VVAF to improve the quality
of life of persons with disabilities,” said Walters.
From January 2004 to June 2006, 3,719 patients in
VVAF’s programs throughout Vietnam and Cambodia have
benefited from Boeing’s philanthropic generosity. The
6,055 assistive devices procured from the Boeing grant
since 2004 include 5,060 orthotic devices, 64 prosthesis,
639 wheelchairs and 292 sets of crutches.
In Phuong Thuy’s case, her assistive device changed
a quiet girl who dreamed of having her leg cut off into
one who could run and play. She’s one of 3,719 patients
who have been provided with assistive devices since the
Boeing grant.
A child, happy to be on her own two feet after receiving bilateral
ankle-foot orthoses, is one of 70,000 people in Vietnam and
nearby Cambodia to receive help from the Vietnam Veterans
Foundation of America, which carries out humanitarian and rehabilitation
programs and assistance in landmine removal around
the world.
Photo courtesy of vietnam veterans foundation of america
51

NORTH AMERICA
CANADA
UNITED STATES
community
52

CANADA
Making the grade
A bright orange Gerbera daisy perches on the edge
of her easel as 12-year-old Sherissa Moneyas furrows
her brow in concentration. She starts with an outline of
the flower—in orange of course—then the stem in a dark
green. As she finishes the drawing she looks up expectantly,
waiting for her teacher’s reaction to her masterpiece.
While Sherissa cannot hear what the teacher is saying,
the interpreter’s hands convey the message, “Well
done!” Both relieved and delighted, Sherissa’s eyes
brighten in response.
A student at the Manitoba School for the Deaf (MSD)
since she was six years old, Winnipeg-born Sherissa has
attended Sign for Art classes at the Winnipeg Art Gallery
(WAG) once a week during the spring months for the
last three years. Children from the Manitoba School for
the Deaf, ranging from kindergarten to high school age,
work under the guidance of professional artist/instructors
using a variety of art materials, from clay to paint
and everything in between.
More than just a fun thing to do, the program nurtures
creative self-expression, hones problem-solving
skills and builds self-esteem in the participants, bridging
the sometimes vast divide between the hearing and
non-hearing worlds.
Just like the professional artists whose work they see
in the galleries, the students participate in an exhibition of
their work and a reception, hosted by The Boeing Company
at its plant in Winnipeg every year. “Just being able to
see the kids’ reactions when they attend the Art Show is
very gratifying,” noted Larry Leiter, Business Development
director at Boeing Winnipeg.
Boeing’s support extends beyond the use of the
space, however. In fact, the company, a supporter of
WAG for nearly 30 years, was instrumental in forging the
Two students at the Manitoba School for the Deaf, Sherissa
Moneyas (right) and Ryan Baldes, attend Sign for Art classes at
the Winnipeg Art Gallery (WAG), which allows them to express
themselves with different media not accessible to them in their
regular school curriculum.
Brian Gould Photography Inc.
relationship between the Art Gallery and the school more
than eight years ago.
“Boeing’s support has been consistently generous and
has allowed The Winnipeg Art Gallery to develop this exciting
and valuable program with partners that we may not
have connected with otherwise,” said Michael Boss, head
of WAG’s Studio Programs, of which Sign for Art is a part.
“As one who has been involved from the outset, I must
say it has truly been an eye-opening experience,” Boss
continued. “We have seen the partnership grow from tentative
beginnings to a highly valued and eagerly anticipated
program that we all look forward to each year.”
Nine-year-old Ryan Baldes is one such child. A resident
of Stoney Mountain, Manitoba, Ryan started at the School
for the Deaf in Grade 2 and has been part of the Sign for
Art program for two years. Unlike Sherissa, Ryan’s favorite
medium is clay. “I’ve learned a lot,” he said. “I’ve learned
to make a lot of different sculptures.”
“The program is very important to the children from the
School for the Deaf,” confirmed Terry Trupp, Communications
specialist and Global Corporate Citizenship representative
at the Winnipeg site. “It allows them to express
themselves with different media not accessible to them in
their regular school curriculum.
“While support often includes a cash grant, what’s
more important here is the strong partnership we’ve been
able to nurture between the MSD and the Winnipeg Art
Gallery,” Trupp continued.
“Our commitment to improving the communities where
our employees live and work certainly comes through in this
partnership,” said Leiter. Of note, Boeing Winnipeg employs
more than 20 deaf and hard of hearing employees and has
supported the deaf culture in other ways in the past.
According to all concerned, the Sign for Art Program
has had a very positive effect on the students from MSD.
“We have witnessed the pride the students feel when their
work is displayed in public and the program’s impact on
so many other areas of their lives. Sign for Art is a shining
example of how well art education works,” Boss said.
And who knows There may be a couple of original Baldes
or Moneyas pieces displayed in the Winnipeg Art Gallery
sooner than anyone thinks.
53

UNITED STATES
On Their Toes
Although she did not know it at the time, Jannina took
the first step toward a college degree when she set foot
in the Saint Joseph Ballet studio as a shy 11 year old.
Enticed by a love of dance, ultimately she found family,
opportunity and herself.
As a freshman at Concordia University, she looks back
on that day, wondering how things would have been different
had her father not persuaded her to audition. “I definitely
wouldn’t have enrolled at Concordia University. I
don’t know that I would have gone to any college or even
thought about it,” Jannina said.
Located in Santa Ana, Calif., Saint Joseph Ballet harnesses
the discipline of dance to empower low-income
youth to build self-esteem, self-confidence and a sense
of accomplishment. Students ages 9-19 train in modern
dance and ballet, growing artistically and emotionally
through progressively challenging programs. In a community
where drug abuse, gang activity, teen pregnancy and
delinquency are an ongoing presence, Saint Joseph Ballet
is an alternative that has transformed thousands of young
lives since its founding in 1983.
“Studies have documented a connection between fine
arts programming and academic performance,” said artistic
director Melanie Ríos Glaser. “Creativity can manifest
itself in artistic expression or be summoned for problemsolving
in the classroom. The skills gained—self-confidence,
discipline, creativity and a sense of accomplishment—can
be carried through life,” Ríos Glaser said.
While dance was the initial draw for Jannina, the organization’s
holistic approach of dance training, academic
programs and family services is what captivates dancers
and their families long-term. Shortly after joining, Jannina
found it hard not to think about college.
Now a freshman at Concordia University, Jannina credits the holistic
approach of dance training, academic programs and family services
at St. Joseph Ballet for her interest in higher education.
PHOTO courtesy of St. Joseph Ballet
“There is an underlying assumption that all Saint
Joseph dancers are destined for higher education,” said
Ríos Glaser. “We demonstrate our commitment to that
focus with tutoring, computer training, campus visits, SAT
and college essay workshops, financial aid and application
assistance. A college scholarship award is given to
every youth who has been enrolled in Saint Joseph Ballet
since his or her freshmen year and has maintained at
least a 2.5 grade point average.”
A leading donor for more than a decade, Boeing supports
the organization’s ambitious academic agenda,
which this year helped all 18 of the program’s seniors enroll
in college, provided additional scholarships for 46 alumni,
and tallied more than 2,500 hours of academic tutoring.
“One of the most rewarding outcomes of our involvement
with Saint Joseph Ballet is its impact on the community,”
said Nancy Lurwig, Global Corporate Citizenship
representative. “In an area where just 33 percent of
students go on to college, Saint Joseph’s graduates are
breaking barriers and challenging expectations.”
Additionally, Boeing’s contributions to the organization’s
capital campaign helped fund the building of a stateof-the-art
facility that includes three studios, an education
center, community center and volunteer suite.
“To think that just a few years ago, our academic area
was just a cluster of tables in a corner of our old studio;
these are very exciting times!” said Ríos Glaser.
Less tangible but just as significant is the culture of
family among dancers, staff volunteers and alumni. High
expectations are met with an equal measure of support.
Older students mentor younger ones. Alumni visit to inspire
and encourage others. When Jannina’s grades slipped,
her academic counselor helped her regain her A- average.
Similarly, when she struggled to advance to a challenging
dance level, her instructor urged her on gently, but firmly.
Now, officially an alumnus, Jannina leaves her brother, a
dancer, and her mother, an office volunteer, as her touchstones
to Saint Joseph Ballet. “I speak for all when I say
I’m very glad to have found this place.”
55

UNITED STATES
It’s in the Numbers
The progress demonstrated by the Bellevue School District
started with a healthy dose of courage and a long, hard
look in the mirror. Already known for its top performing
schools, the district nonetheless was committed to building
on existing successes and extending its promise to provide
every student with a top-of-the-line college prep education.
From a practical perspective, this means preparing students
to compete globally for jobs in expanding fields
such as science and engineering. However, when compared
to their international peers, U.S. students’ mathematical
knowledge and skill levels steadily decline after the
fourth grade and by high school lag behind other leading
industrialized nations. This inadequacy ultimately puts U.S.
students at a disadvantage for desirable jobs that require
advanced math skills. The lack of domestic mathematical
talent ultimately affects the nation’s economy by requiring
business to either import talent or export high-paying jobs,
an outcome that can be devastating to local communities.
“One of the common characteristics of countries whose
students outperform the United States is the existence of
a national curriculum and teachers who work together to
make it as rich and strong as possible,” said Dr. Michael
56

UNITED STATES
Easton Hazim (left) and Betty Nhan, fourth-grade teacher from
Bellevue School District review an assignment together. The
school district has a fully aligned, connected math curriculum
that eliminates repetition and gaps in learning as well as a more
rigorous learning objective that challenges students like Easton
to higher-level learning.
Craig Burlingame, Bellevue School District photo
Riley, superintendent. “Because it is well organized and
efficient, students can move through it in a more seamless
way and reach a higher level of performance.”
In 2003, with an eye toward bringing Bellevue’s curriculum
in line with the highest international standards, the district
partnered with Dr. William Schmidt, a professor at Michigan
State University. Dr. Schmidt serves as the national
research coordinator and executive director of the National
Center, which oversees U.S. participation in the Trends in
International Math and Science Study. An audit by Schmidt
and his team revealed that Bellevue’s math program was
not aligned with international standards. Findings included a
recommendation that the math program be restructured to
focus more deeply on fewer concepts in each grade so students
become proficient before moving on to new ones, an
approach that mirrors that in countries with the highest performing
math students.
In June 2003, with funding from Boeing, the district was
able to design and implement recommendations made
from the audit and create a coherent, comprehensive math
curriculum that is aligned to the highest international standards.
Boeing’s support allowed the district to introduce
needed changes in a compressed time period to ensure
that students immediately benefited from the improvements.
These changes included a fully aligned, connected
math curriculum that eliminates repetition and gaps in
learning, a more rigorous learning objective that challenges
students to higher-level learning, and an online curriculum
Web site that contains all the information and materials
teachers need to provide daily, high-level learning.
Since the curriculum was introduced in the 2005-2006
school year, there are indicators of positive results. There
was a 35 percent increase in the number of fifth grade students
testing into seventh grade math. For the upcoming
school year, 64 percent of seniors will be in an Advanced
Placement math course and 87 percent of graduating
seniors will be at or above the pre-calculus level.
One of these is Piya Banerjee. During her years at
Newport High School in Bellevue, Washington, Piya took
a total of eight Advanced Placement (AP) classes, including
Environmental Science, Calculus and Physics. Now a
student at the University of Washington, Piya credits the
curriculum at Newport High with her success.
While one might think that academic rigor would cause
more students to struggle academically, the opposite is
the case in the Bellevue School District. Since it began
encouraging all students to take AP/International Baccalaureate
classes, the dropout rate has decreased from 19
percent to just 10 percent.
Leveraging the success of the Bellevue experience, the
Seattle School District has launched a similar effort with
Boeing’s support and guidance and practical materials
from Bellevue, such as lesson plans and student assessments,
to expedite the necessary changes.
“One of the most significant aspects of the Boeing-
Bellevue International Math Standards Partnership,” said
Joyce Walters, Boeing Global Corporate Citizenship manager,
“is the universality of the curriculum and the ease with
which it can be replicated in other districts as a result.”
Piya Banerjee (pictured) graduated from Newport High School
in Bellevue, Wash., having completed a total of eight Advanced
Placement classes. Now a student at the University of Washington,
Piya credits the curriculum at Newport High with her success.
Craig Burlingame, Bellevue School District photo
57

UNITED STATES
Making a New Start
Despite William Terrell’s aptitude for tinkering and repair
work and an amiable disposition, drug and alcohol dependency
got in the way of steady work. He lived day-to-day,
sleeping in abandoned buildings and doing whatever was
necessary to get by. Life on the streets was tough, but
even tougher was the effort to turn things around.
Word on the streets of St. Louis, Mo. was that St. Patrick
Center offered troubled individuals a way to make a
new start. William joined the hundreds who came daily
for hot meals and a safe, warm and dry place to rest and/
or to receive services such as counseling, benefits assistance,
job training and housing.
St. Patrick Center is the largest homeless service
agency in Missouri, offering 19 programs in mental health,
employment training and basic living skills that assist
more than 10,000 homeless and at-risk individuals annually.
One-fifth of the organization’s clients are U.S. Armed
Forces veterans, including William. Both Boeing and its
employees, through corporate grants and grants made
by the Employees Community Fund of Boeing-St. Louis,
have supported the organization and its mission for more
than a decade.
For William, his experience with the Center had a
rocky beginning and was filled with false starts. Despite
employment at the Center’s Shamrock Kitchen, William
remained homeless and landed in jail on a trespassing
charge. Upon release, William was more determined than
ever to change his situation. He entered drug rehab at
St. Patrick Center and enrolled in a training program at
its McMurphy’s Grill, the first full-service restaurant that
trains the mentally ill and homeless on all facets of the
food-service business.
William parlayed his kitchen experience at McMurphy’s
into one at nearby Kitchen K as a night dishwasher
and maintenance man. Steadily employed, William
applied for and received permanent housing through St.
Patrick Center. It was the first time in 24 years that he had
a place to call his own.
William parlayed his kitchen experience at McMurphy’s Grill into a
position at another nearby restaurant. McMurphy’s is the nation’s
first full-service restaurant that trains the mentally ill and homeless
in all facets of the food-service business.
David Martin PHOTO
58

William Terrell (pictured) has St. Patrick Center to thank for
helping him turn his life around. Now with a permanent residence,
this is the first time in 24 years that William has a
place to call his own.
David Martin PHOTO
“I’ve had a taste of what it is to feel good about myself.
Once I started feeling good about myself, I couldn’t go back
to that old life,” William said. “I’ve been clean and sober for
three-and-a-half years. My life today is beautiful.”
Boeing’s partnership with St. Patrick Center dates back
to 1990, with funding earmarked specifically for the restaurant.
The impact of that initial grant inspired continued
support from both the Employees Community Fund and
Boeing corporate giving. As Boeing’s involvement grew,
so did St. Patrick Center services, which now include
substance abuse and mental health treatment, ongoing
recovery support, parent education, GED and basic education
classes, advanced computer training, job-readiness
and skills training, employment search assistance,
crisis intervention, and transitional shelter and permanent-housing
assistance. A daily lunch program and client
child care also are available.
“Boeing’s involvement with St. Joseph Patrick Center
exemplifies the company’s philanthropic investment strategy
of leveraging multiple resources on the local and corporate
levels,” said Jim Bafaro, Global Corporate Citizenship
representative in St. Louis. “McMurphy’s Grill was
embraced emotionally and financially by the Employees
Community Fund. Boeing has furthered that commitment
with additional funding to the Center.”
“The Boeing support reflects the very spirit of our mission,”
said Dan Buck, St. Patrick Center chief executive
officer. “It is consistent, holistic and multi-faceted. Boeing
gives us more than just dollars—they provide corporate
leadership, advocacy and volunteers. Boeing builds
aircraft but they also help us rebuild lives for those who
have been grounded by the weight of poverty and homelessness.
Together, St. Patrick Center and Boeing help
these people fly again!”
59

UNITED STATES
The Skill to Lead
Terrence Carter relishes his role as principal number
cruncher. As head of Barton Elementary School on the
south side of Chicago, Ill., Carter and his staff find strength
in numbers with their data-driven approach to boosting
student achievement.
A former chief learning officer for a Fortune 500 company,
Carter saw how statistical information drove business
decisions and thought it could play a role in the educational
arena as well.
His theory proved correct. By monitoring student achievement,
analyzing their strengths and weaknesses and targeting
areas for improvement, the school was able to boost student
achievement on norm-referenced tests by 12 percent.
Carter is one of a new breed of school administrators.
With successful backgrounds in both business
and education—as a third-grade-teacher—he took the
step toward becoming a principal through New Leaders
for New Schools, a national nonprofit organization that
recruits and trains top-quality principals for urban public
schools.
As a core funding partner, Boeing has played an integral
role in the success of the New Leaders program in Chicago
by providing financial support in addition to mentoring
opportunities with Boeing executives, who provide coaching
to help tomorrow’s principals develop key strategic
leadership skills necessary for success.
60

UNITED STATES
Left: A young student at Whittier Elementary School in Chicago, Ill.,
listens intently during class. Whittier is one of the Chicago Public
Schools with a principal trained by New Leaders for New Schools.
Right: Tamara Sterling (left), currently principal of Simeon Career
Academy High School in Chicago, Ill., helps a student with her
studies at her previous school. Sterling completed a threeyear
program that included a year of intensive coursework and
hands-on training under a skilled mentor principal.
Sem Q Production photos
““The key to professional growth and advancement is a
quality education, and Boeing is committed to broadening
access to such in our inner cities,” said James Bell, Boeing
chief financial officer, former New Leaders mentor and
member of the organization’s national board of directors.
That commitment goes beyond simply financial contributions,”
Bell said. “Boeing executives have served as corporate
mentors working directly with school principals on
a one-on-one basis.”
Founded in 2000, with partnerships with school districts
in New York City, Chicago, Washington, D.C., Memphis,
San Francisco, Baltimore and most recently Milwaukee,
New Leaders for New Schools is committed to developing
a national corps of urban school principals with the overall
goal of increasing academic achievement for all students.
Aspiring principals complete a three-year program that
includes a year of intensive coursework and hands-on training
under a skilled mentor principal, two additional years of
coaching and support, and a national alumni network.
The program has received praise from many. In fact, it
has been recognized as a model principal training program
by the Progressive Policy Institute and as one of the “Top
20 Groups that are Changing the World” by Fast Company
magazine. The program also was selected by the U.S.
Department of Education as one of six school leadership
programs to be featured in a best practices guide.
Boeing’s support has grown beyond Chicago. In the
nation’s capital, a grant from Boeing’s Washington, D.C.,
Operations is helping New Leaders launch a pilot program
that targets each component responsible for student success:
principal, teachers, parents and students. While
principals continue to advance through the New Leaders
program, Boeing is aiding the professional development
of teachers by subsidizing their efforts toward National
Board Certification, the highest educational credential a
teacher can receive.
To encourage parents to become greater stakeholders
in their children’s education, an advocacy group, Turning
the Page, is helping parents work effectively with children
at home and teachers and administrators at school. Youth
mentoring completes the circle to ensure students are
physically and mentally engaged in the learning process.
Boeing’s involvement with New Leaders is just one
example of the company’s support of systemic and continuous
improvement in school systems, concentrating on
teacher effectiveness in literacy, math and science, and on
school leadership development.
“The Boeing Company has served as an integral,
active and thoughtful partner to our organization,” said
April Ervin, executive director of the New Leaders Chicago
program. “The company’s commitment to support initiatives
focused on improving the quality of public education
is an exemplary model of corporate philanthropy and
community involvement.”
61

DISASTER RELIEF
WORLDWIDE
community
62

DISASTER RELIEF
In Times of Need
Drought, famines, war, earthquakes, hurricanes, tsunamis—just
a short list of the natural and manmade disasters
that can befall a village, nation or region, creating chaos
where there once was order and devastation where there
once was plenty. Some disasters are fast onset, causing
massive destruction in the blink of an eye. Others emerge
slowly and, while less immediate, are most often more
deadly as they relentlessly take their toll over many years.
In either case, one thing is certain—people need help, they
need it fast, and they need it over the long term before true
recovery can take place.
Over the years, The Boeing Company has responded
to these calls for help, working with world-class disaster
relief agencies such as CARE, Mercy Corps and the Red
Cross to bring needed assistance to those affected by
various disasters around the globe.
Often this assistance is in the form of monetary grants
other times Boeing equipment figures prominently as
relief agencies provide assistance to remote areas. Often
the generosity of Boeing employees and retirees comes
into play, resulting in millions of dollars in contributions
that are matched by the company.
For example, employee and company contributions to
tsunami-relief efforts in Southeast Asia totaled more than
$4.5 million. Employee and retiree contributions accounted
for nearly $2 million of that total, excluding the company
match of almost $1.9 million and a corporate contribution
of $1 million. In this case, as in many others, Boeing’s
focus is not only on short-term relief, but also on long-term
rebuilding with the goal of restoring the affected area to
normalcy as soon as possible.
“It is hard to find solace in a disaster as enormous and
tragic as the 2004 tsunami in Asia. Yet, when you meet
Children enjoy fresh water in the aftermath of the 2004 Southeast
Asia tsunami. Boeing corporate and employee/retiree contributions
to tsunami-relief efforts in Southeast Asia totaled more than
$4.5 million. Employee and retiree contributions accounted for
nearly $2 million of that total.
firsthand the survivors who have been directly helped by
the outpouring of generosity from Boeing employees and
The Boeing Company, the power of ‘a neighbor helping a
neighbor’ really comes into sharp focus,” said Dr. Helene
Gayle, president and chief executive officer of CARE.
“While Boeing employees might be located thousands of
miles from the disaster, they are there beside CARE in spirit
as we help our global neighbors rebuild their livelihoods and
make life better for their families,” Dr. Gayle added.
Boeing contributed $1 million to Mercy Corps for rebuilding
in Pakistan after that country’s devastating earthquake.
And, in an effort to help ease the pain and suffering caused
by the ongoing war in the Darfur region of Sudan, in 2004
Boeing made a grant to CARE to support the organization’s
emergency programs there and in nearby Chad, which has
been inundated with refugees fleeing the conflict. Boeing
dollars went toward much-needed food, essential supplies
as well as water and sanitation and health initiatives.
International Disaster Relief
Since 2000, Boeing has made 23 grants to eight organizations
for international disaster relief totaling more than
$2.5 million in the following countries/regions (*company
match totaling $2 million):
• Australia • Mozambique *
• Czechoslovakia • Niger
• Democratic Republic
of Congo *
• Pakistan
• El Salvador * • Philippines
• Ethiopia • Southeast Asia (tsunami) *
• Haiti • Spain
• India * • Sudan
• Iran • Turkey
• Japan • Uganda
• Korea • Venezuela
• Mali • Vietnam *
• Mongolia
Photo courtesy of American Red Cross (Daniel Cima)
63

DISASTER RELIEF
Other recent examples include a grant to help build an
irrigation system to fight the effects of severe drought in
Ethiopia, and another to help people suffering from a devastating
swarm of locusts in Mali. Boeing provided support to
those affected by the food crisis in Niger in 2005, and contributed
toward the development of emergency preparedness
programs in the Ferghana Valley of Central Asia, a
patchwork of borders of former Soviet republics that is vulnerable
to landslides, avalanches and earthquakes. Relief
for flood devastation in Haiti after the impact of Hurricane
Jeanne in 2004 was the purpose of yet another grant.
“We are incredibly grateful for our continued partnership
with Boeing and its employees,” said Neal Keny-
Guyer, Mercy Corps’ chief executive officer. “In a time of
disaster, Boeing realizes that all of us, as global citizens,
have a duty to lend a hand to those in need.”
Through their support of humanitarian relief efforts, such
as the catastrophic December 2004 tsunami and the lesserknown
‘silent disaster’ in Uganda where decades of conflict
have forced 1.6 million people out of their homes, Boeing
has demonstrated its commitment to helping people and
communities recover,” Keny-Guyer continued. “They are
truly committed to making the world a better place.”
Disasters hit close at home as well as in far reaches
of the globe, as U.S.-based Boeing experienced in 2005.
Employee and company contributions to the American Red
Cross for Hurricane Katrina relief efforts in Louisiana and
Mississippi totaled more than $9.3 million. Those contribu-
tions consisted of a $1 million corporate contribution, nearly
$3.9 million contributed by Boeing employees and retirees,
and more than $3.8 million from a company matching
contribution. In addition, individual Employees Community
Fund boards and committees as well as sites from across
the company made nearly $650,000 in grants from their
own funds to local American Red Cross and other disaster
relief agencies to assist in the care of the displaced.
“We could not have fulfilled our humanitarian mission
along the Gulf Coast and across the country if it were not
for the tremendous support of partners such as The Boeing
Company and Boeing employees,” said Kathleen Loehr,
interim senior vice president of development for the American
Red Cross. “Wherever disaster hits—domestically or
internationally—Boeing is there to support the work of the
American Red Cross. We are sincerely grateful.”
While disasters will continue to happen, one other
thing will remain a constant as well—the desire to reach
out and help, the desire to make things better.
Community members take a fishing boat back to the sea post
tsunami. In the case of the tsunami, as in many others, Boeing’s
focus is not only on short-term relief but also on long-term
rebuilding with the goal of restoring the affected area to normalcy
as soon as possible.
PHOTO courtesy of Mercy Corps (Cate Gillon)

Contact Information For Featured Nonprofits
And Non-governmental Organizations
American Red Cross
2025 E Street, N.W.
Washington, D.C.
U.S.A. 20006
202-303-4850
Asociación Nuevo
Amanecer
+34 902116504
Asociación Proyecto
Hombre
Osa Mayor 19 Aravaca
Madrid, Spain 28023
+34 91 357 0104
Associazione Italiana
Persone Down
Viale delle Milizie 106
Rome, Italy
+39 63 723909
Bellevue Math
Standards Partnership
12111 NE First Street
Bellevue, Washington
U.S.A. 98015
425-456-4199
Big Brothers/Big
Sisters (YWCA NSW)
5-11 Wentworth Avenue
Sydney NSW Australia 2000
+61 2 9285 6262
CARE
70 East Lake Street, Suite 1430
Chicago, Illinois
U.S.A. 60601
312-641-1430
Downside Up
3rd Parkovays Street 14A
Moscow, Russian Federation
105043
+7 495 165 5536
Golden Key
33 En Ji Li, Haidian District
Beijing, China 100036
+86 10 88122497
India Sponsor
Foundation
B 110, Defence Colony
New Delhi
Delhi, India 110024
+91 11 6563 4460
inJAz Bahrain
P.O. Box 1705
Office 606/607,
6th floor, Entrance 3
Manama Center,
Government Road 316
Manama, Kingdom of Bahrain
+973 17225050
Inkilap Elementary School
Koroglu Cad. No. 17
Bolu, Turkey
90 312 285 4922
JA China
5F, Building 7
Ju Long Garden
Beijing, China 100027
86 10 6551 5235
Japanese Society
for Rehabilitation of
Persons with Disabilities
22-1,1-Chome,
Toyama, Shinjyuku
Tokyo, Japan 162-0052
+81 3 5273 0601
Les Restaurants
du Coeur
8 rue d’Athenes
Paris, France 75009
+33 1 53 32 23 29
Mercy Corps
3015 SW First Avenue
Portland, Oregon
U.S.A. 97201
503-796-6800
NATAL
Israel Trauma Center for Victims
of Terror and War
HaShomer 5
Tel Aviv, Israel 61041
972 3 5101047
New Leaders
for New Schools
National Office
30 West 26th Street,
Second Floor
New York, New York
U.S.A. 10010
646-792-1070
Nigerian Friendship
Library
(The Compassionate
Listening Project)
20940 Jack Davis Place
Indianola, Washington
U.S.A. 98342
360-297-2280
Nozominosono Support
Foundation
2120-2 Terao-machi
Takasaki-city, Japan 370-0865
+81 27 325 1501
Room to Read
P.O. Box 29127
The Presidio
San Francisco, California
U.S.A. 94129
415-561-3331
Seoul Science
High School
1-1, Hyehwa-dong, Jongno-gu
Seoul 110-530 Korea
822 740 6210
Soccorso Clown Project
Via Leone X,8
Florence, Italy 50129
+39 0 5547 0305
St. Joseph Ballet
1810 N Main Street
Santa Ana, California
U.S.A. 92706
714-541-8314
St. Patrick Center
800 N Tucker Boulevard
St. Louis, Missouri
U.S.A. 63101
314-802-0683
STEP 21
The Youth Initiative for Tolerance
and Responsibility
Steinhöft 7 “Haus am Fleet”
20459 Hamburg
+49 40 37859612
The Prince’s Trust
18 Park Square East
London, United Kingdom
NW 14LH
00 4420 7543 1234
The Smith Family
Level 8, 35 Pitt Street
Sydney NSW 2000
02 9085 7222
Water for Schools
21 Vorster Street
Limpopo Province
South Africa 920
155160572
Vietnam Veterans
of America Foundation
(VVAF)
1025 Vermont Avenue, N.W.,
7th Floor
Washington, D.C.
U.S.A. 20005
202-483-9222
Winnipeg Art Gallery
300 Memorial Boulevard
Winnipeg, Manitoba
Canada R3A OB4
204-786-6641
6

The Boeing Company
100 North Riverside Plaza
Chicago, IL 60606-1596
U.S.A.