ࡱ>  "bjbj .J7z     + + + 8c | $+ ٖ!!(+!+!+!"""|~~~~~~a~ _%""_%_%~  +!+!5,5,5,_%X +! +!|5,_%|5,5,vX|+![TR+ %Xx>h0ٖyVϜ&(Ϝ|X|X|h Ϝ ""5,`#t#"""~~7)"""ٖ_%_%_%_%Ϝ""""""""" : NOTE: AMRs Chairman, Chief Executive Officer and President, Gerard Arpey, and its Executive Vice President-Finance and Planning and Chief Financial Officer, Tom Horton, will make a presentation to analysts during a teleconference on Wednesday, Oct. 21, starting at 1 p.m. CDT. Immediately after the analysts call, they will hold a question-and-answer conference call for media. The conference number is (612) 332-0725, the password is Mile SAAver. AMR Strengthens Liquidity, Network Despite Quarterly Loss Although AMR posted a third-quarter loss of $265 million, or 93 cents per share, excluding non-recurring charges, the company took dramatic steps in the quarter to strengthen its liquidity, network and fleet while continuing to show ancillary revenue growth amid a difficult economic environment (a recap of those steps is further below). The companys third-quarter results surpassed Thomson Financial First Call earnings consensus for a loss of 95 cents a share by two cents, excluding non-recurring charges. Later today youll hear additional third-quarter highlights from Mr. Arpey and Mr. Horton, including more on financing, revenue performance and capacity management. Meantime, as you report on AMRs results and prepare for the media call, below is relevant background information. Q3 2009 Highlights Other Revenue Increases AMR has continued to show improvement in generating ancillary revenue, a major focus of Mr. Arpey since assuming leadership of the company in spring 2003. Other revenue from sources such as confirmed flight changes, purchased upgrades, Buy-on-Board food services and baggage service charges continues to rise, as it has each year since 2002, and is 5 percent ahead of last years pace after three quarters (see graphic). Through 2008, this important revenue category, especially in a time of declining passenger traffic, has grown 58 percent from $1.4 billion in 2003.  Load Factor Rises to Record Level Americans mainline load factor, or percentage of seats filled, reached a record 83.9 percent during the quarter, up 1.8 points from last year and marking the highest percentage American has recorded in any quarter. Domestic load factor rose 2.4 points and Atlantic saw the largest international increase at 1.4 points. Reinforced Cash Position AMR leveraged its track record of paying back money it borrows, securing financing from GE Capital Aviation Services and Citi that dramatically improved its liquidity position within the industry. AMR ended the third quarter with $4.6 billion in cash and short-term investments, including a restricted balance of $459 million, and expects to include about $520 million in aggregate proceeds in its fourth-quarter balance from financings completed in October. This amount is up from the end of the second quarter of 2009, when AMR had $3.3 billion in cash and short-term investments, including a restricted balance of $460 million. Total debt was $15.7 billion at the end of the third quarter. While this was up from $15.4 billion in the year-ago quarter, it is down from almost $21 billion at the end of 2002. Customer Experience, Dependability Improve American began to make progress in 2008 on two of its most important customer-focused initiatives: improving dependability and the customer experience (CE), with progress continuing in 2009 demonstrating the effort is beginning to pay off. Americans CE effort includes more than 200 teams across its network working to identify issues and develop solutions, including investing in technology, across six key customer touch points. Year to date through September, American has seen complaints across the six focus areas decline by 28.5 percent. Americans A+14 on-time performance was 78.5 percent during the third quarter of 2009, an improvement of 4.6 percentage points compared to the same period in 2008. Year to date through the third quarter, Americans A+14 performance was 76.8 percent, up 9.8 percentage points versus the prior-year period. Through September, Americans year-to-date A+0 performance, measuring the time the airline arrived at the gate early or on time (without the 14-minute grace period), was 58.7 percent, up sharply from 44.7 percent for the same period in 2008. Fuel Cost Still Historically High Oil prices remain historically high and volatile. Though crude plummeted from a record of near $148 a barrel in mid-July 2008 and was down to about $50 a barrel in mid-April 2009, this week prices rose above $80 for the first time in a year. Though Americans average mainline fuel price per gallon for the quarter declined 42 percent versus last year, this quarters cost of $2.06 approaches two-and-a-half times the 85 cents per gallon American paid for jet fuel in Q3 2003, Mr. Arpeys first year heading AMR. In the third quarter of 2003, fuel expense represented 15.8 percent of total operating expenses. In contrast, in Q3 2009 it was 27.3 percent. AMR continues its Fuel Smart program, resulting from employees who saw an opportunity to safely reduce fuel consumption, as a proactive step the company is taking to combat rising oil prices. According to the Air Transport Association, despite the notion that jet fuel prices have plummeted from last years heights, the costs for the U.S. airline industry are still drastically high compared to the 1990s and are actually higher this year versus the first eight years of this decade: From 1991 to 2000, jet fuel averaged 59 cents per gallon. From 2001 to 2008, the cost averaged $1.53 per gallon, increasing more than two-and-a-half times. In 2009, through Oct. 14, the cost is up seven cents per gallon to $1.60. Bold Liquidity, Network Steps On Sept. 17 AMR announced several major steps to address near-term challenges and position the company for the long term, including: Since the end of the second quarter, via a series of transactions, it has obtained about $5 billion in additional liquidity and aircraft financing (see breakout in news release below) Bolstering its network with a network and schedule strategy that strengthens hub cities Dallas/Fort Worth, Chicago, Miami and New York, along with Los Angeles, by adding 110 daily flights for the summer 2010 season (compared to the winter 2009-10 schedule) while eliminating unprofitable flying Renewing its fleet with more efficient aircraft and making other improvements, such as: Obtaining additional financing for previously ordered 737-800s to replace MD-80s Adding a First Class cabin to American Eagles 25 Bombardier CRJ700 regional jets Signing a letter of intent to exercise options to buy 22 more two-class CRJ700s for delivery in mid-2010, with these aircraft expected to be fully financed     Media Background Information for AMRs Q3 2009 Earnings  DATE \@ "M/d/yyyy" 10/21/2009 page  PAGE 1 -;     , 6 { | ŷqbqbqSA#h}fha6s5CJOJQJ^JaJhe5CJOJQJ^JaJh\o5CJOJQJ^JaJ#hQv ha6s5CJOJQJ^JaJ#h}fha6s6CJOJQJ^JaJ&h}fha6s56CJOJQJ^JaJha6sCJOJQJ^JaJheCJOJQJ^JaJh\oCJOJQJ^JaJh#CJOJQJ^JaJh"CJOJQJ^JaJ h}fha6sCJOJQJ^JaJ Q R   + , D  & Fgd+r & F gd+rgdd & F gddgddgdEgd9~gda6sgda6s   $ P Q R ` e ʼxjx\\H7H h s56CJOJQJ^JaJ&hdVh9~56CJOJQJ^JaJh5+CJOJQJ^JaJh*A8CJOJQJ^JaJh9,CJOJQJ^JaJ&hi5h9~5>*CJOJQJ^JaJ h=5>*CJOJQJ^JaJ h9~5>*CJOJQJ^JaJh9~CJOJQJ^JaJ&h}fha6s56CJOJQJ^JaJ#h}fha6s6CJOJQJ^JaJh#6CJOJQJ^JaJ  Z    ʵʒsbQsQsQs=&h29h295>*CJOJQJ^JaJ h`ghECJOJQJ^JaJ h{- hECJOJQJ^JaJhECJOJQJ^JaJ h4hECJOJQJ^JaJh9~CJOJQJ^JaJ)hGh9~56>*CJOJQJ^JaJ)hGh s56>*CJOJQJ^JaJ&hdVh9~56CJOJQJ^JaJ h s56CJOJQJ^JaJ h9~56CJOJQJ^JaJ  + , 2 : C D h[]fͼzhZK9#hW#hd5CJOJQJ^JaJhd5CJOJQJ^JaJh*A8CJOJQJ^JaJ#h<hd5CJOJQJ^JaJ#hdhd5CJOJQJ^JaJ h=phdCJOJQJ^JaJhdCJOJQJ^JaJ hd5>*CJOJQJ^JaJ hg\F5>*CJOJQJ^JaJh +pCJOJQJ^JaJ&h29h295>*CJOJQJ^JaJ h295>*CJOJQJ^JaJfw~оzfXF4X4#h+rh5F5CJOJQJ^JaJ#h}bh5F5CJOJQJ^JaJh5FCJOJQJ^JaJ&hyRhh]5>*CJOJQJ^JaJ h}b5>*CJOJQJ^JaJ hyRh5>*CJOJQJ^JaJ&hyRhh5F5>*CJOJQJ^JaJh<CJOJQJ^JaJ#jh<CJOJQJU^JaJhdCJOJQJ^JaJ hhdCJOJQJ^JaJ h/bhdCJOJQJ^JaJ '6G~AKgs°ТІrdVdH6H6H#h+rh+r5CJOJQJ^JaJh+rCJOJQJ^JaJh<CJOJQJ^JaJhyRhCJOJQJ^JaJ&h+rh+r5>*CJOJQJ^JaJh]CJOJQJ^JaJh*A8CJOJQJ^JaJhgCJOJQJ^JaJ#h}bh}b5CJOJQJ^JaJh}bCJOJQJ^JaJh5FCJOJQJ^JaJ#h+rh5F5CJOJQJ^JaJhh5CJOJQJ^JaJ %lxz{-.Cȷȷwiw[J hr5>*CJOJQJ^JaJhCJOJQJ^JaJhPCJOJQJ^JaJh +pCJOJQJ^JaJ hjhjCJOJQJ^JaJhj5CJOJQJ^JaJ#h}fhj5CJOJQJ^JaJ h}fhjCJOJQJ^JaJhjCJOJQJ^JaJh{CJOJQJ^JaJh+rCJOJQJ^JaJhTCJOJQJ^JaJz-.Y |Q6p & F p7$8$H$^gd & FgdW & F gd-NYgd>gd-NY & FgdQ1 & F[$\$gdQ1)gdrgdrgda6s & Fgd +p & Fgd+rCPXYKSist|   )OSͿͿ͠|n`nTKTBh{0J5\hW(0J5\h hr0J5\hQ1CJOJQJ^JaJh:CJOJQJ^JaJ#h4ThW:5CJOJQJ^JaJ#h4Thr5CJOJQJ^JaJ hDhrCJOJQJ^JaJh{CJOJQJ^JaJhCJOJQJ^JaJhrCJOJQJ^JaJ hr5>*CJOJQJ^JaJ&huyhr5>*CJOJQJ^JaJSbnrz|ryWXYZ[cvwɷɩɩɩxfxfxXhk=?CJOJQJ^JaJ#hSh 5CJOJQJ^JaJ#hSh5,5CJOJQJ^JaJh CJOJQJ^JaJ h h5,CJOJQJ^JaJhW:CJOJQJ^JaJ#hShW:5CJOJQJ^JaJ hW:hW:CJOJQJ^JaJhShr0J\ hW(0J\h hr0J5\h0J5\vz(/:?KƸoaSaAa#h<hB5CJOJQJ^JaJh<CJOJQJ^JaJhBCJOJQJ^JaJ h2Xh-NYCJOJQJ^JaJh@CJOJQJ^JaJh4{CJOJQJ^JaJh{CJOJQJ^JaJhCJOJQJ^JaJh>CJOJQJ^JaJh@CJOJQJaJh<CJOJQJaJ hW5>*CJOJQJ^JaJ h-NY5>*CJOJQJ^JaJKUY_`adefw47CппuguUFUuuh*.5CJOJQJ^JaJ#hB!hW5CJOJQJ^JaJh*.CJOJQJ^JaJ hB!hWCJOJQJ^JaJh4{CJOJQJ^JaJh-NYCJOJQJ^JaJh<CJOJQJ^JaJh-NY5CJOJQJ^JaJ h2Xh-NYCJOJQJ^JaJhBCJOJQJ^JaJhB5CJOJQJ^JaJ#h2Xh-NY5CJOJQJ^JaJCDEFGOPQ\^c}>456oͿvgXGg hB!hCJOJQJ^JaJh4{CJOJQJ\^JaJhCJOJQJ\^JaJhCJOJQJ^JaJh -CJOJQJ^JaJ h4hCJOJQJ^JaJhexCJOJQJ^JaJhCJOJQJ^JaJhWCJOJQJ^JaJ hB!hWCJOJQJ^JaJh*.5CJOJQJ^JaJ#hB!hW5CJOJQJ^JaJop:;R 3 O ` ﭙwiwWwWwWwIhTCJOJQJ^JaJ#h?Ghg\F5CJOJQJ^JaJhnTCJOJQJ^JaJhg\FCJOJQJ^JaJ&hEhW5>*CJOJQJ^JaJ&hEhE5>*CJOJQJ^JaJhCJOJQJ^JaJ h5CJOJQJ\^JaJ&h"h5CJOJQJ\^JaJhCJOJQJ\^JaJ h"hCJOJQJ^JaJ;x H!!6"7"9":"<"="?"@"B"C"{"|"" & Fgdg\F & Fgdg\Fgdg\Fgda6sgd & F p7$8$H$^gd` a g n y !!H!b!!!"5"7"8":";"=">"@"A"C"z"{"|"}"""""ֵ֛pepTp h&6CJOJQJmHnHuhT6CJOJQJjhT6CJOJQJUhThTOJQJhT5CJOJQJh$[jh$[U#h{- hg\F5CJOJQJ^JaJh(i5CJOJQJ^JaJ#h?Ghg\F5CJOJQJ^JaJhg\FCJOJQJ^JaJhTCJOJQJ^JaJhPCJOJQJ^JaJ """"""""""""̾hg\FCJOJQJ^JaJh$[hTh&0JmHnHu hT0JjhT0JU hT6hT6CJOJQJ """"gda6s,1h/ =!"#8$`% [DdWWP  C ,AOtherRev1RZƒtӛe>,ZDFZƒtӛe>,JFIF``C    $.' 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