Boeing announced:

As the National Archives Freedom Plane Tour comes to a close, the team reflects on an extraordinary journey that brought history to life during America’s 250th anniversary.

Catch up quick: Inspired by the Bicentennial Freedom Train, the Freedom Plane tour launched on March 2, making original founding-era documents accessible to Americans across the country. This unprecedented tour was more than a series of events—it was a nationwide tribute to the enduring spirit of freedom and the founding principles of America.

National Archives Freedom Plane Tour Recap Video

The 2026 National Archives Freedom Plane Tour, in honor of America’s 250th, is showcased in this recap video. Play Video

Watch a recap of the National Archives Freedom Plane National Tour. (© Ben Applebaum photo)

Boeing Backs America: Behind the scenes, hundreds of Boeing employees contributed to the success of the eight-city tour. The tour required precise planning and employees from every business unit across the company played an integral role. The impeccable care and secure transport of these treasured artifacts highlighted Boeing’s unwavering commitment—not only to safety, quality and aerospace excellence but also to supporting the country, uplifting America’s history, and engaging communities in meaningful ways.

By the numbers: 

6

Months on tour

8

Freedom Plane tour cities

9

Original Founding-era documents

12,960

Miles the Freedom Plane traveled

30

Boeing flight crew employees who supported

77

Military members who supported arrival events

Over 100,000

Visitors who viewed the documents on tour

What they’re saying:

• “As we close out the Freedom Plane tour, I couldn’t be prouder of the dedication and expertise our Boeing team brought to this historic mission,” said Jeff Shockey, executive vice president of Boeing Government Operations, Global Public Policy & Corporate Strategy. “Supporting the preservation and celebration of the country’s founding documents during its 250th anniversary was an honor and a powerful reminder of the many ways Boeing Backs America.”
• “The Boeing Company is one of those iconic, great American brands who has been a partner of the National Archives and National Archives Foundation for more than two decades,” said Patrick Madden, CEO of the National Archives Foundation. “Boeing employees can take pride in this special partnership, and I share our gratitude for this deep commitment to America’s history.”

What’s next? On Aug. 17, the Freedom Plane returned to Washington, D.C. with the nine original Founding-era documents, which are now tucked away from public view. To safeguard these irreplaceable Founding-era documents for future generations, the National Archives limits their exposure to very low light levels. As a general rule, these documents receive no more than 365 days of low-light exposure spread out over a ten-year period and are stored in dark vaults the remaining time.

The tour commenced on March 2 in Washington, D.C. where the documents were loaded and then transported to Kansas City, Missouri for the first leg of the tour. 
Left to right, Jim Byron, former Senior Advisor to the Archivist of the United States, The Honorable Monica Crowley, Chief of Protocol of the United States, Jeff Shockey, executive vice president of Boeing Government Operations, Global Public Policy & Corporate Strategy, Patrick Madden, CEO of the National Archives Foundation. (© Ben Applebaum) 

Boeing published this report:

A lot can happen in 15 years – just ask 787 Engineering leader Tyler Savell.

He had just joined Boeing as a Systems Integration intern a few months before the 787 Dreamliner received type certification on Aug. 26, 2011.

“I remember there was a lot of anticipation at that time because we knew it meant we’d soon be able to start delivering those first airplanes,” Savell said. “Meanwhile, we were already working on what was coming next with the development of the 787-9 and 787-10.”

Type certification cleared the way for the “all-new, game-changing 787opens in a new tab” to enter airline service worldwide. In the decade-and-a-half since, Boeing has expanded the 787 into a true widebody family of airplanes and applied lessons learned from the growing in-service fleet – and Savell has experienced significant milestones of his own.

Tyler Savell looks at the nose of a 787 in the Final Assembly building. 

“Since then, we’ve had two children,” Savell said. “And for me professionally, it’s exciting to be leading the team that is helping to hire our own next generation. There are teammates joining Boeing today who will help determine what this program looks like another 15 years from now.”

On Aug. 26, 2011, FAA Administrator Randy Babbitt (right) presented the U.S. Type Certificate, which verifies that the 787 has been tested and found to be in compliance with all federal regulations, to 787 Chief Pilot Mike Carriker and 787 Vice President and Chief Project Engineer Mike Sinnett.

“This airplane embodies the hopes and dreams of everyone fortunate enough to work on it. Their dreams are now coming true,” said former Boeing Commercial Airplanes President and CEO Jim Albaugh on the occasion of the 787’s certification in 2011opens in a new tab.

The widebody that changes what’s possible: The 787 has carried more than one billion passengers and helped airlines open more than 540 new, nonstop routes that were never previously served. Its composite airframe design and fuel efficiency set a new benchmark for advanced materials and manufacturing.

“Over the past 15 years, we’ve taken the foundation established with the original 787 and continued building on it,” said John Murphy, 787 chief project engineer. “Each advancement reflects the same focus: understanding what our airline customers need and continuing to evolve the airplane safely to meet those needs.”

Earlier this year, the FAA cleared an increase in the maximum takeoff weights for the 787-9 and 787-10, providing more payload or more range and opening new opportunities and greater flexibility for airlines.

All 787-9 and 787-10 airplanes assembled as of December 2025 are structurally capable of the higher weight. Certified operating weight is designated per airplane and can affect airport fees and route planning. For those reasons, airlines can choose to activate the capability at delivery or later. Offering iMTOW as an option lets carriers match certified capability to their network economics.

Evolution extending beyond the airplane itself: Strong customer demand for the 787, which has earned it the title of the bestselling passenger widebody in history, is also driving continued investment in the program and its production systemopens in a new tab. Boeing is expanding its 787 footprint and capabilities to support higher production rates and meet customer demand in the years ahead.

“Our expansion is one of the most visible signs of how much opportunity still lies ahead for the 787 Dreamliner,” said Scott Stocker, vice president and general manager of the 787 program. “When you see the investment being made in this program, it reinforces that we’re not just celebrating every team member across the enterprise who helped create this airplane and what the 787 has accomplished. We’re preparing for what comes next.” 

Second 787 Final Assembly construction progress

Located at Boeing South Carolina.Play Video

More milestones to come this year: Just a month after the 787 achieved type certification in 2011, the first delivery to ANAopens in a new tab (All Nippon Airways) occurred on Sept. 26, 2011, with entry into service following shortly after on Oct. 26, 2011.

“When I think about 15 years, I don’t just think about how we started,” said Murphy. “We’ve continued to listen to our customers and apply that knowledge to make an already incredibly capable airplane even better. That continuous evolution is what helps shape the 787.”

Want to own a piece of 787 history? Check out BoeingStore.comopens in a new tab to purchase a 15-year commemorative, limited-edition PlaneTags collectible, made from material from ZA004, the program’s last 787-8 test airplane that retired earlier this year.

Boeing announced:

The U.S. Federal Aviation Administration (FAA) has granted Boeing the amended type certificate (ATC) for the 737-7, clearing the way for commercial service.

Boeing worked under the oversight of the FAA through a multi‑year certification effort that included extensive flight and ground testing, human factors reviews and system safety assessments.

Why it matters: This important certification validates the rigor of the airplane’s design and clears the way for Boeing to provide the 737 MAX family to a new segment of the market.

The 737-7, the longest-range member of the 737 MAX family, offers a range of up to 3,800 nautical miles (7,040 km) and is particularly designed for airline customers flying out of airports at high altitudes and hot climates.

The 737 MAX family order book stands at more than 7,200 airplanes, of which 2,360 have been delivered through the end of June 2026.

What’s next: Teammates have started refurbishment work on the previously built 737-7 airplanes.

More about the MAX family:

The 737-7 seats 135-160 passengers in a two-class configuration and offers a range of up to 3,800 nautical miles (for the course of an eight-hour flight). The airplane reduces fuel use and carbon dioxide emissions by about 20% and lowers the noise footprint by about 50% compared with the airplanes it typically replaces.

Other members of the 737 MAX family, beyond the 737-7, offer unique capabilities to customers around the world including:

• The 737-8 seats 160-180 passengers and offers a range of up to 3,500 nautical miles. It can profitably fly in almost any short and medium-haul market.
• The 737-9 has three more seating rows compared to the 737-8 and seats 175-195 passengers with a range of up to 3,300 nautical miles.
• The largest airplane in the family, the 737-10 offers greater fuel efficiency and the best per-seat economics of any single-aisle airplane. It seats 185-210 passengers with a range of up to 3,100 nautical miles. Boeing is working toward certification of the 737-10 later this year.

The Boeing 737-7 (MAX 7) order book is anchored by a few key airline customers worldwide:

• Southwest Airlines: 302 aircraft on order. Southwest is the launch customer and largest buyer for the MAX 7, planning to use the type to replace its aging Boeing 737-700 fleet.
• Allegiant Air: 30 aircraft on order (part of a broader multi-variant MAX agreement with Boeing that includes options for additional airframes).
• SKY Airline: 10 aircraft on order.
• Luxair: 4 aircraft on order (including firm orders and commitments as part of its fleet modernization strategy).

All photos by Boeing.

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From Boeing:

Photo: A close up of the wing of the 777-9 currently undergoing fatigue testing. (Patrick Rodwell photo)

The test rig’s hydraulics hummed and whirred like a roller coaster up its first big hill. A massive wing rose and fell in a steady cadence — like a physical therapist testing a shoulder joint — while hundreds of sensors watched every micrometer of movement. 

This airplane was the fourth Boeing 777-9 produced, rolled straight from the factory in Everett, Washington, into a custom-made fatigue test rig. It’s a rare honor as the company dedicates an airframe on each of its major commercial models to run through this gauntlet.

Demonstrating durability before day one: Full-scale fatigue testing validates how the airplane’s structure will age in service. In addition to a fleet that conducts rigorous ground and flight testing, this fatigue test airframe will be cycled 120,000 complete flight cycles to validate structural robustness, inspection methods and maintenance intervals. 

“We’re applying loads to the wings, to the fuselage, we’re pressurizing the fuselage,” said David Pocasangre, 777-9 fatigue test. “And we’re doing it in such a way to simulate a flight to get ourselves through the equivalent of more than three lifetimes on an airframe.”

How the rig simulates flights: Each simulated flight replicates the full sequence from preflight ground operations into the air and back — taxi, takeoff, climb, cruise, descent, landing and to taxiing once more — and engineers have coded a spectrum of mission profiles into the rig.

“We will run this airplane through a complete ground-air-ground flight profile; so that’s from the gate, to the gate and everything in between,” said Lee McNeil, 777-9 structures technical fellow. “The airframe thinks it’s actually in flight.”

Flights are rated on an A to E scale: E flights, the vast majority, are short hops in benign weather; A flights are the most intense long hauls, designed to reproduce challenging encounters such as thunderstorms over mountain passes. 

• The variation reflects how likely the airplane is to see each condition in service and ensures the simulations test out normal conditions as well as rarer extremes. 
• The rig averages roughly 160 such cycles in 24 hours, compressing decades of service into months.

Layered testing builds confidence: The full-scale fatigue test sits atop Boeing’s “building block” approach. Engineers begin with thousands of material “coupon” tests – stress testing small, representative samples in extreme conditions – before moving to parts and assemblies, evaluating each of the various bits and pieces before committing a full airplane to the rig. 

“Fatigue testing helps us show the design is really robust; it’s a safe airplane,” said Daniele Hovington, 777-9 fatigue test. “I’m looking forward to actually flying on a 777-9 myself.”

Progress made: The campaign has surpassed 63,000 flight cycles — well over one lifetime — and results so far match expectations, according to the company. 

The test yields practical guidance: “We test to learn — and to give airlines predictable, dependable guidance to help keep their operations on schedule,” said Lacaux.

Why it matters to airlines and passengers: For carriers, fatigue testing validates the design and supports predictable maintenance planning. For passengers, the benefit is assurance: the airplane has been exercised far beyond routine service so operators can rely on a platform whose structural performance and inspection regimes are proven.

As the rig cycles on and the wings bend in that steady cadence, every flex and data point helps engineers turn simulated years into actionable insight — helping position the 777-9 to meet the long arc of service life expected by airlines worldwide.

“I’m incredibly proud of our teams,” said Lacaux. “What they bring for this airplane, and their dedication to getting it through certification and delivery, it inspires me every day.”

A wide view of the full-scale 777-9 rig in Everett, which has surpassed 63,000 flight cycles. 

(Patrick Rodwell photo)

Second Quarter 2022

• Operating cash flow of $0.1 billion; continue to expect positive free cash flow for 2022
• Increased 737 production to 31 per month; working with FAA on final actions to resume 787 deliveries
• Successfully completed CST-100 Starliner uncrewed Orbital Flight Test-2 (OFT-2)
• Revenue of $16.7 billion; GAAP earnings per share of $0.32 and core (non-GAAP)* loss per share of ($0.37)
• Total backlog of $372 billion; including over 4,200 commercial airplanes

The Boeing Company reported second-quarter revenue of $16.7 billion, GAAP earnings per share of $0.32 and core loss per share (non-GAAP)* of ($0.37), driven by lower defense volume and unfavorable performance, partially offset by higher commercial volume (Table 1). Boeing recorded positive operating cash flow of $0.1 billion.

“We made important progress across key programs in the second quarter and are building momentum in our turnaround,” said Dave Calhoun, Boeing President and Chief Executive Officer. “As we begin to hit key milestones, we were able to generate positive operating cash flow this quarter and remain on track to achieve positive free cash flow for 2022. While we are making meaningful progress, we have more work ahead. We will stay focused on safety, quality and transparency, as we drive stability, improve performance, and continue to invest in our future.”

 

Operating cash flow improved to $0.1 billion in the quarter, reflecting higher commercial deliveries and timing of receipts and expenditures (Table 2).

 

Cash and investments in marketable securities decreased to $11.4 billion, compared to $12.3 billion at the beginning of the quarter, primarily driven by debt repayment (Table 3). The company has access to credit facilities of $14.7 billion which remain undrawn.

Total company backlog at quarter-end was $372 billion.

Segment Results

Commercial Airplanes

 

Commercial Airplanes second-quarter revenue increased to $6.2 billion, driven by higher 737 deliveries, partially offset by lower 787 deliveries (Table 4). Operating margin of (3.9)% also reflects abnormal costs and period expenses, including higher R&D expense.

Boeing has nearly completed the global safe return to service of the 737 MAX and the fleet has flown more than 1.5 million total flight hours since late 2020. The 737 production rate increased to 31 airplanes per month during the quarter.

On the 787 program, the company continues to work with the FAA to finalize actions to resume deliveries and is readying airplanes for delivery. The program is producing at a very low rate and will continue to do so until deliveries resume, with an expected gradual return to five per month over time. The company still anticipates 787 abnormal costs of approximately $2 billion, with most being incurred by the end of 2023, including $283 million recorded in the quarter.

Commercial Airplanes secured orders for 169 737 MAX airplanes and 13 freighters, including seven 777-8 Freighters from Lufthansa Group. Commercial Airplanes delivered 121 airplanes during the quarter and backlog included over 4,200 airplanes valued at $297 billion.Boeing

At quarter-end, Boeing Capital’s net portfolio balance was $1.6 billion. The change in loss from other unallocated items and eliminations was primarily due to the recognition of deferred compensation income as compared to expense recorded in the second quarter 2021. The second quarter effective tax rate primarily reflects tax expense on pretax earnings and an increase to the valuation allowance.

Boeing President and CEO Dave Calhoun shared the following message with employees today addressing the company’s second-quarter results:

Team,

This month, Boeing marked its 106th anniversary. Throughout our history, we have seen moments of triumph and moments of challenge. Through it all, our people have made the difference, and that could not ring truer today. As we report our second-quarter results, you will see that we are building momentum in our turnaround. Even as we navigate a difficult environment, we are making progress across key programs and are beginning to hit significant milestones.

Thanks to these efforts, we generated positive operating cash flow in the second quarter, and we remain on track to achieve positive free cash flow for 2022. This is underpinned by strong demand and our efforts to improve performance.

In our Commercial Airplanes business, we increased 737 MAX production and improved deliveries, while working to drive stability in our factory and within the supply chain. We also continued to support the growing fleet, which has now safely flown more than 1.5 million flight hours with greater than 99% schedule reliability since the ungrounding.

Our 787 team is in the final stages of preparing to restart deliveries and continues to work through the comprehensive and transparent process with our regulator. There is no doubt that it has been a long road, but I am proud of our team for raising their hands, sharing information transparently and doing the hard work it takes to position us for success. I’ve spent a lot of time with our teams in North Charleston and Everett, and the work our mechanics, technicians and engineers are doing is exceptional. It’s detailed, disciplined and rigorous – and your efforts will have a positive impact for decades to come.

As we improve performance, the commercial market recovery is also gaining traction and customers are demonstrating their confidence and trust in Boeing, our products and our people. We are honored to have announced more than 200 airplane orders and commitments at the Farnborough International Airshow last week, including key orders for the 737 MAX, 787, freighters and services.

In our Defense, Space and Security business, our successful uncrewed CST-100 Starliner mission with NASA was a key moment for Boeing and I was proud to be with our team at Cape Canaveral for the launch. This orbital flight test was an important reminder of what we’re capable of achieving and a demonstration of our focus on engineering excellence. That said, we continue to work through hurdles on our fixed-price development programs amidst a challenging macro-economic environment, which had an impact on our results.

Meanwhile, our Global Services team had another strong quarter supporting commercial and government customers. As the commercial market recovers, and thanks to our team’s performance, BGS has largely returned to pre-pandemic levels faster than our expectations, demonstrated by strong revenue and operating margins this quarter.

As demand grows across our markets, we are partnering with our supply chain to ensure our industry can meet that demand now and into our future. Supply chain constraints and inflation continue to challenge our world – and our industry is no exception. Even with demand high, we won’t chase production rates or push our system too fast. With safety and quality at the forefront, we will prioritize stability and predictability because when we get those right, all other metrics will follow.

While we are making progress, we have more work to do. And as we focus on improving our performance today, we are making research and development investments to lay the foundation for our next generation of products and advance our sustainability efforts. Most importantly, we’re also investing in our people and hiring in key areas of engineering and manufacturing.

This is a pivotal moment in our 106-year legacy – and this team has the opportunity to define our future. Together, we are taking the right actions and heading in the right direction. Our programs are beginning to meet key milestones and our financials are starting to reflect our efforts. Our team is tested, prepared and ready to deliver – and I am confident in our future. Thank you for all that you do every day to support our customers, our company and each other.

Dave

Boeing’s 2022 Pilot and Technician Outlook (PTO) forecasts demand for 2.1 million new aviation personnel over the next 20 years to safely support the recovery in commercial air travel and meet rising long-term growth.

The long-term forecast shows that 602,000 pilots, 610,000 maintenance technicians and 899,000 cabin crew members will be needed to support the global commercial fleet over the next two decades. The worldwide fleet is expected to nearly double and grow to 47,080 airplanes by 2041, according to Boeing’s recently released Commercial Market Outlook.

This year’s PTO represents a 3.4 percent increase from 2021, excluding the Russia region, which is not forecast in this year’s PTO due to sanctions that prohibit exports of aircraft manufactured in western countries and market uncertainty. China, Europe and North America represent over half of the total new personnel demand. The fastest growing regions are Africa, Southeast Asia and South Asia, with all three regions expected to grow more than 4 percent over the forecast period.

“As the commercial aviation industry recovers from the pandemic and plans for long-term growth, we anticipate a steady and increasing demand for aviation personnel, as well as the ongoing need for highly effective training,” said Chris Broom, vice president, Commercial Training Solutions, Boeing Global Services. “Our customer-centric approach and digital expertise includes a commitment to delivering data driven, competency-based training and assessment solutions as well as technologies that meet the evolving needs of our customers.”

New digital solutions to enhance the efficacy and efficiency of training would include immersive learning experiences and virtual learning platforms.

Projected demand for new pilots, technicians and cabin crew by global region for the next 20 years is approximately:

Learn more about the Pilot and Technician Outlook