Our Approach

Materiality Analysis

American Airlines Corporate Responsibility

“Corporate responsibility” is a term that is often used to cover a broad range of issues — from safety performance to customer service, from community engagement to governance and ethics. Over the past few years, we have worked to refine our understanding of those key corporate responsibility issues that are of the highest importance to our stakeholders and our company. We focus on these “material” issues in setting programmatic objectives and to bind the scope of external reporting.

The foundation of our issues prioritization approach is the comprehensive materiality analysis we undertook during the development of our 2009 and 2010 Corporate Responsibility Reports. The analysis took into account multiple sources of stakeholder input including customer concerns and requests, employee feedback, peer reporting and industry and trade association priorities. We also conducted an internal survey of company managers and executives to assess specific issues with regard to their potential impact on American’s brand and reputation, revenue, employee engagement and regulatory exposure, among other criteria. Throughout the process, we incorporated consideration of the precautionary principle in identifying issues that potentially pose significant risks to our organization, and referred to relevant Global Reporting Initiative (GRI) Guidelines protocols and guidance documents.

By pairing the outcomes of our internal survey with consolidated stakeholder feedback, we arrived at a list of key issues that are central to our corporate responsibility and business success:

These issues align closely with our strategic framework, underscoring the fact that we consider corporate responsibility to be an integral part of how we do business. The inclusion of financial viability in the materiality analysis further reflects our belief that we need to be a strong, profitable business in order to truly fulfill our stakeholders’ expectations for superior environmental, social and governance performance — now, and into the future. The Chapter 11 restructuring that is currently underway will allow us to regain our leadership in the airline industry. For more details on the restructuring process, please visit: www.restructuringamr.com.

This report discusses the steps we’re taking to address each of our material issues and progress toward related goals and objectives.

Engaging With Stakeholders

Each day, we touch the lives of a tremendous number of people. These people are our customers, the community members in the locations where we live and work, our own employees, investors and shareholders, the suppliers and vendors who provide us with goods and services, and the regulators with whom we work to ensure that we are always operating safely and responsibly.

We engage with our stakeholders through a variety of communications channels and use the feedback they give us to continually improve our services and operations. For example, this report is a ready resource for employees to learn about the breadth of our corporate responsibility initiatives; at the same time, it provides customers (both individuals and our corporate clients) information on our commitment to issues such as environmental performance and the optimization of their travel experience.

We enter into more in-depth engagements with specific stakeholders based on both their potential impact on our company and the value that a deep understanding of their concerns can create. A good example is the time and energy we devote to customer listening posts and focus groups — two ways that we learn how we can enhance our services. The table below provides additional detail regarding our interactions with stakeholders.


Types And Frequency Of Engagement

Strategic Relevance Of Engagement


Regulatory filings, annual and quarterly reports
Annual meetings, board interactions
Press releases and online information, including the Restructuring website

Shareholders, analysts and current as well as potential investors need to have a clear understanding of our strategic framework and tactical plans in order to properly assess their investment in the company. By providing clear and timely information to this stakeholder group, we build confidence and establish relationships that position us for continued growth.

For complete information, visit the Profile section of this report and the Investor Relations page of our corporate website, AA.com.


Customer correspondence
Visits to the corporate website
Frequent online surveys
In-person focus groups
Personal contact during flight experience with reservations and gate agents, flight crews
AAdvantage® customer service

Our success as a business relies on anticipating the needs of our customers and exceeding their expectations in terms of customer service and product offerings. By establishing open lines of communication with our customers, we can identify and address areas of weak performance, deliver innovations to meet customer preferences and position ourselves as the airline of choice for any travel purpose.

For complete information, visit the Customers section of this report.


Internal newsletters (quarterly)
Emails and announcements (daily)
Labor negotiations updates
Independent work group Advisory Boards

Our employees are at once the external face of the company and the internal heart of our operations. Our continuous, two-way communication with employees ensures that we effectively set expectations for performance, that we understand and respond to concerns and grievances and that we maintain a working environment that is welcoming, safe, professional and productive.

For complete information, visit the Employees section of this report.


Briefings to local and state officials
Philanthropic activities and employee outreach to communities (ongoing)
Member of the United States Council of Mayors

We are an integral part of communities around the world. By reaching out through both formal channels of engagement and through informal interaction, we better understand the needs and concerns of the communities where we work and play. Through these interactions, we build relationships of trust and respect and are viewed as a valued member of the broader community.

For complete information, visit the Communities section of this report.

Industry and Trade Associations

Ongoing participation in trade associations and industry groups including:

  • Airlines for America (A4A)
  • International Air Transportation Association (IATA)
  • Regional Airline Association (RAA)

Our involvement allows us to gain insight into core issues for the airline industry as a whole and to advocate jointly for regulations that support a healthy, competitive industry. Through involvement in these organizations, we also benefit from the opportunity to share technical expertise and operational knowledge that leads to better customer safety, service and overall efficiency.


Ongoing engagement through permitting, compliance and reporting activities
Anti-trust immunity proceedings
Safety testing, audits and screenings

The airline industry is one of the most heavily regulated sectors today. We work with numerous regulatory agencies and bodies on a local, state, national and international level to ensure that our operations are safe, environmentally sound and socially responsible. We also provide input into national and international public policy.