Performance And Goals

Commitment to Corporate Responsibility — Performance and Goals

American Airlines Performance And Goals

We are proud of the progress we've made toward meeting our 2011 goals and in achieving recognition for excellence in customer service and safety, environmental performance, diversity and inclusion, and community engagement. Although we anticipate many changes in 2012 as a result of restructuring, we look forward to delivering on our steadfast commitment to corporate responsibility as we restore American Airlines to industry leadership, profitability and growth as America's Flag Carrier.


We seek to earn customer loyalty by meeting or exceeding our customers' expectations.

2011 Goals Progress 2012 Goals
Further advance certification levels across all operational groups with regard to the FAA's safety management system (SMS) program
  • Achieved Level 2 certification for all operational departments included in our SMS program, with our Flight Services department now certified at Level 3
Advance beyond Level 2 in 2012 for all departments associated with our SMS

Continue to improve our SMS to meet updates to Federal requirements

Continue improving on-time arrival and departure rates

  • Achieved our second best on-time arrival performance in the past five years

    American Eagle achieved a performance of just 0.7 percentage points under its best performance in five years
Focus investments in maintenance, airport resources and technology to improve on-time arrival and baggage handling

Continue to roll out enhancements to improve the customer travel experience, such as new technology that improves customer productivity

  • Announced a historic investment in fleet renewal, placing an order for 460 new Boeing and Airbus narrowbody planes to be delivered through 2022

    Provided customers with access to more personalized flight options and amenities such as Preferred Seats, Inflight Wi-Fi and Priority Boarding
Continue to develop and deploy customer travel innovations

Provide additional options to allow for customization of the travel experience for our Main Cabin customers

Focus investments to target Premium Customers
Further develop our joint business with British Airways, Iberia and Japan Airlines to provide a more seamless product for our customers
  • Commenced our joint business with Japan Airlines and deepened our cooperation with oneworld® partner Qantas Airways

    Increased codesharing with Cathay Pacific

    Expanded service at our cornerstone hubs with new domestic and international routes
Continue to strengthen our global network to serve customers' travel and connectivity needs

Add airberlin to the oneworld alliance in 2012
Maintain focus on the Customer Blueprint by leveraging teams dedicated to Customer Experience Leadership
  • Paid $8.6 million in rewards to 67,000 employees for their exceptional customer service
Improve the Customer Experience as demonstrated by key metrics resulting in greater financial rewards for employees


We act as good environmental stewards and implement innovative ideas and wise investments to minimize our environmental footprint.

Continue pursuit of excellence in environmental stewardships and disclosure
  • Received the best ranking, for the second year in a row, among U.S. airlines on Newsweek's annual Green Rankings list of the 500 largest publicly traded companies in America. American Airlines moved from No. 111 to No. 49, and was the top company in the transportation and logistics category
Enhance our reputation as an industry leader in environmental performance
Achieve a 134 million gallon annual rate of fuel savings through our Fuel Smart program
  • Exceeded our 2011 Fuel Smart goal by achieving an annual fuel savings rate of 141 million gallons

    Achieved greater fuel efficiency by optimizing our route selection, reducing fuel use, and by optimizing savings from existing initiatives
Achieve a 146 million gallon annual rate of fuel savings through our Fuel Smart program
Increase Utility Management Council energy savings to $12.5 million annually
  • Met our goal of increasing energy savings to $12.5 million annually

    Expecting to achieve the LEED® Silver certification of Admirals Club lounge renovation at San Francisco International Airport
Increase Utility Management Council energy savings to $13 million annually
Implement initiatives that reduce waste by 326,800 lbs. annually, which is the weight of a B777
  • Implemented initiatives that reduced waste by 1.3 million pounds annually (exceeded goal by almost 1 million pounds)

    Received FAA approval for cockpit use of iPads, saving paper and fuel
Implement data collection systems to better track waste minimization efforts

Achieve an Annualized Waste Minimization Rate of two million pounds
Maintain progress in improving CO2 efficiency of aircraft by an average of 1.5 percent annually between 2005 and 2025
  • Ordered 460 narrowbody jets from Airbus and Boeing to be delivered 2013 through 2022, putting us on track to have the youngest, most fuel-efficient fleet in North America in roughly five years

    Retired 21 MD-80 aircraft from service and introduced 15 Next-Generation Boeing 737-800s to our fleet
Continue improving CO2 efficiency of aircraft by an average of 1.5 percent annually between 2005 and 2025


We strive to make our company a good place for good people to work and build a career by creating and maintaining a safe, collaborative, inclusive and respectful work environment.

Maintain our reputation as an industry leader in workforce diversity
  • Achieved a 100 percent rating on the HRC Corporate Equality Index for the 10th consecutive year

    Received the Diversity Council Honors Award from the Association of Diversity Councils. American Airlines was the only airline to be listed as having one of the nation's top 25 diversity councils

    Recognized for exceptional diversity and inclusion performance by organizations including Black Enterprise, Equal Opportunity Magazine and Diversity MBA Magazine. View our full list of 2011 awards
Continue investing in enhancing workforce diversity
Increase employee engagement in American's health and wellness program, Healthmatters
  • Introduced onsite wellness screenings to identify risks for diabetes, cholesterol and high blood pressure. Provided education about these chronic conditions. Deployed a public website to encourage spouse and domestic partner participation
Reach 40 percent employee participation rate in wellness programs, including health assessment and screenings
Enhance employee safety by expanding Partnership for Safety, American's employee safety program, to include additional departments
  • Re-engineered Partnership for Safety to reflect our evolving approach to safety integration

    Strengthened external relationships with OSHA and other partners and established provisions for greater clarity around safety oversight

    Achieved strong safety performance results, including a 13 percent year-over-year reduction in employee injuries and no repeat OSHA citations for the year
Implement an integrated safety refresher training for all management employees

Reduce Lost Work Case injuries by five percent year-over-year

Receive no OSHA repeat citations in 2012
  • Experienced one fatality when a ramp operator failed to properly engage a safety device and was fatally injured by a piece of heavy machinery
Redouble efforts toward goal of zero fatalities, and limit the number of accidents and injuries
Expand leadership training to include additional operational management levels
  • Offered the Leadership: Improving the Future Together (LIFT) training course for the second consecutive year, benefiting 786 employee participants

    American Airlines has been rated one of the 20 best companies for Leadership Development Programs in large corporations by Leadership Excellence Magazine
Maintain quality leadership training that is valued by employees. Achieve at least 75 percent of students rating leadership learning experience as excellent or very good
Continue bargaining in good faith with our labor unions
  • Continued collective bargaining negotiations in good faith with three primary labor unions

    Following the restructuring announcement, worked to put together comprehensive labor proposals to achieve necessary cost savings
Progress on our business plan to restore American to industry leadership, profitability and growth

Create the best outcome for the greatest possible number of people


We are a part of the communities we serve and are deeply committed to supporting important causes and local economic development.

Continue investing in new infrastructure projects and upgrades to existing facilities
  • Completed construction of an Admirals Club lounge at San Francisco which is anticipated to receive the prestigious LEED® Silver certification under the U.S. Green Building Council's Leadership in Energy and Environmental Design

    Made upgrades and improvements to airport facilities at Los Angeles International (LAX), New York LaGuardia (LGA), London Heathrow (LHR), Mexico City (MEX) and Brasilia, Brazil (BSB)
Continue investing in new infrastructure projects and upgrades to existing facilities
Continue to support supplier diversity efforts among key suppliers
  • Continued with diversity mandates for Tier 1 suppliers
Expand and strengthen the Diversified Supplier Program in cornerstone markets
Increase employee participation in the American Giving program
  • Employee contributions made through the American Giving program dropped slightly, to $962,000 in payroll pledges

    Volunteer hours increased from 38,000 in 2010 to 41,000 in 2011
Reach $1 million in donations through American Giving

Increase reported volunteer hours to 50,000

Increase by 10 percent overall participation in both employee giving and volunteering
Maintain American's support for our four primary giving focus areas: Susan G. Komen for the Cure®, veterans, kids and community
  • Maintained support for our four primary giving focus areas: Susan G. Komen for the Cure, veterans, kids and community
Continue support for American's four primary giving focus areas

Expand Kids in NeedSM program to include all children's charities under the Kids in Need umbrella
Increase the number of customers who are aware of and participate in customer giving initiatives
  • Total customer giving in 2011 valued at $7.3 million

    Included messaging in monthly customer communications

    Included cause-related ads in inflight magazines, such as American Way, Celebrated Living, Nexos and Lattitudes
Continue customer messaging, promotions and general awareness campaigns

Promote customer giving through social media channels
Continue to support community disaster relief efforts in times of need
  • Continued disaster relief efforts, focused on Japanese tsunami, Haitian earthquake and U.S. tornado and hurricane cleanup efforts

    AAdvantage® members contributed more than $1.8 million to Red Cross relief efforts that aided victims of earthquakes, hurricanes, tornados, and wildfires around the world
Engage communities to help them better prepare for disaster relief efforts

Stand ready to launch programs immediately in times of need, though we sincerely hope significant disasters do not occur in 2012

View a complete list of awards and recognition received in 2011.