![]() Each year 10% of earnings before taxes and management compensation is paid out in bonuses. We started, just after our two-year restructuring, with an employee profit-sharing program that continues to differentiate us from our peers. To come back on top, Delta would have to further strengthen its culture and pursue more-innovative strategies. But we also realized that conventional moves would not be enough. And we would need to change our pricing model. We would need to revamp and reorganize our fleet and airport operations. carrier and partnering with foreign ones. ![]() We would need to add scale and expand our geographic reach by merging with another U.S. ![]() The first step was to adjust-along with other airlines-to new market realities. We could see a clear path through the woods. ![]() We knew that with the right strategies, we could break away from our competitors. However, in 2007, after emerging from bankruptcy, our company decided that we would be different.ĭelta already had the right culture and values and the right people, including directors with diverse expertise. The industry has in recent decades been known for short-term thinking, destructive decision making, and poor employee relations. carrier an industry leader again.Īt Delta we understand the perils of the traditional airline business model. The Idea: Unconventional moves-from employee profit-sharing to the purchase of an oil refinery-have made the U.S. Thanks to these and other unconventional moves, Delta is now one of the healthiest, most profitable airlines in the world. airline to own and control the data around it. And it took back its reservations system, becoming the only U.S. It moved toward vertical integration by acquiring the Trainer oil refinery, outside Philadelphia-a decision that shocked both aviation and oil industry observers, but succeeded in driving down the company’s fuel costs while making its executives smarter about hedging, buying, refining, and transporting fuel. Delta also deepened its foreign partnerships by buying a minority stake in three overseas carriers: Aeroméxico, Brazil’s GOL, and Virgin Atlantic-while strengthening its existing alliance with Air France–KLM. They began by instituting an employee profit-sharing program and a unique stock ownership plan that gives 15% of the company’s equity to pilots, flight attendants, ground crew members, and support staff. For major airlines in North America, Cirium considered the top 20 percent based on ASKs, flights and seats.When Delta emerged from bankruptcy, in 2007, its leaders knew that a full recovery would depend on innovative thinking. For the global airlines category, the company considered the top 10 percent of all passenger airlines by capacity and volume criteria-available seat kilometers, flights and seats-and the airline also must serve at least three regions. airports to make the top 10 were Detroit Metropolitan Wayne County Airport and Salt Lake City International Airport.Ĭirium used data from more than 600 global sources between June 1 and Dec. Tokyo's Haneda Airport had the highest percentage of on-time departures among international airports, followed by Sheremetyevo International Airport, Chengdu Shuangliu International Airport, Barcelona-El Prat Airport and Minneapolis-St. Globally, Delta came in fifth, with ANA taking the top spot with 95 percent of 2021 arrivals on time. Alaska Airlines, American Airlines and United Airlines followed, each with on-time arrival percentages at 80 percent or higher. Delta Air Lines had the best on-time performance among major North American carriers in 2021, with 87.8 percent of flights arriving within 15 minutes of the scheduled arrival time, according to airline data analytics supplier Cirium's annual report, released Wednesday.
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