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Customer Service Operations People Network Finance 2013 Flight Plan Customer serviCe operations people network FinanCe • Earn J.D. Power award for customer • Maintain industry-leading safety • Provide a safe work environment • Win in NYC and deliver new JFK T4 • Achieve 2013 earnings and service among network carriers performance for employees terminal on budget in May cash flow targets • Achieve top-tier ranking in all DOT • Achieve top-tier system performance • Embrace Delta’s “Rules of the Road” • Build our brand and presence in West • Exercise vigilant cost controls to consumer metrics against Delta’s with goals of 99.3% for completion as the foundation of Delta’s culture Coast gateways in conjunction with maintain industry-leading nonfuel competitive set factor, 85.1% for on-time arrivals and • Promote a culture of open, honest Alaska Airlines and other partners CASM by reducing structural costs by $ • Utilize customer surveys to improve 5.00 for system baggage handling and direct communication • Maintain system PRASM premium of at least 1B over the next two years • Be industry leader in D0 customer service in airports, • Treat each other with dignity at least 105% • Mitigate high fuel expenses through Reservations, In-Flight and • Improve international completion factor and respect • Maintain 110% domestic PRASM successful hedging and revenue Delta Connection to 99.5% management • Continue building a great place to work premium while upgauging fleet $ • Boost trans-Pacific flight attendant • Achieve Cargo goals of 95% for DASH and achieve a 5% overall improvement • Improve relative PRASM performance • Deliver projected returns of 1B of customer survey results transfers, NFD, and domestic mail on the 2013 Employee Survey in all international entities annual revenue from ancillary and seat-related initiatives • Enhance the role of pilots in providing • Achieve industry-standard taxi times • Embrace diverse people, thinking • Develop industry-leading international excellent customer service • Provide industry-best service recovery and styles; increase the diversity of partnerships • Grow cargo revenues faster than A4A average and meet revenue goals • Increase “net promoter” score for and notifications leadership • Grow corporate agency share premium both Domestic and International • Earn top ranking for clean and • Pay profit sharing at or above target; by 7% • Continue prudent capital management service by 10% cabin condition earn 21 or more Shared Rewards to maintain minimum liquidity of • Improve SkyTeam connectivity for the $5.0B and pay down net debt to $10B • Reduce bag claims for trans-Atlantic • Achieve a Delta Connection experience payments benefit of our customers JV customers consistent with mainline • Develop Delta’s future leadership team • Generate 10% return on • Successfully restructure domestic invested capital • Win Business Travel News survey • Achieve 1.5% fuel efficiency fleet and route system by reducing • Successfully launch international improvement and reduce greenhouse the 50-seat RJ footprint and upgauging • Grow profits by 30% from Wi-Fi product and complete 33% gas emissions below 2012 levels with mainline fleet growth Commercial Aviation Services, including Delta Private Jets, of fleet by year-end • Successfully manage the Monroe Delta TechOps, DGS and MLT Trainer Refinery to produce at least $300M of value Build a Better airline Be Safe, reliaBle and work together, Build a diverSified, profitaBle deliver induStry-leading CuStomer foCuSed win together worldwide network and finanCial reSultS gloBal allianCe.
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