American Airlines 1999 Annual Report Download - page 19

provided their input to management, which prepared
employee surveys and collected the opinions of nearly
10,000 employees. This extensive feedback was the
basis for important improvements in pay, work condi-
tions and communications.
In the current tight labor market, it is particularly
challenging to recruit and retain motivated and
talented people. To deal with this reality, American is
enhancing its recruitment processes and is concentrat-
ing on improved retention and performance through
a more focused approach to training.
Another positive change for American employees
is the creation of Super Saver Plus, a new company-
matched 401(k) program. The program, to be intro-
duced in January 2001, will be available to non-union
employees on the U.S. payroll as an alternative to the
company’s defined benefit pension plan. This new pro-
gram is based largely on the input of employees, many
of whom prefer the enhanced flexibility and control
that a 401(k) plan gives them versus a “ traditional”
pension plan. Employee feedback was also the driving
force behind the introduction of domestic partner
health benefits for American’s unmarried employees.
With about two-thirds of American’s employees
represented by a union, establishing positive and
productive relationships between the company and
those unions is very important. After a rocky start to
the year, American is working hard to rebuild its
relationship with its pilots’ union, the Allied Pilots
Association (APA). By late October, the company and
the APA were able to resolve a dispute over Reno
Air, as well as several other outstanding issues.
Both sides also agreed to begin negotiating a
possible extension to the existing contract, which is
17
ERJ 145
Manufacturer: Embraer
(Brazil)
Number in Fleet: 45
Number of Seats: 50
1977 1978 1979 1980 1981
Popular Super SAAver
fares, offering 35 to
45 percent savings,
lure travelers who
have never before
flown.
As Congress deregulates air
fares and routes,
American orders 30 Boeing
767s to accelerate the
retirement of aging 707s.
Moving its headquarters
from New York to
Dallas/Fort Worth
positions American
to compete more
efficiently in the
deregulated industry.
Robert L. Crandall becomes
president and chief operat-
ing officer and will take the
company’s helm as chair-
man and CEO on Al Casey’s
retirement in 1985.
AAdvantage rewards
frequent fliers with bonus
miles and starts a market-
ing revolution. The Dallas/
Fort Worth hub opens and
is followed by the Chicago
O’Hare hub a year later.
On January 25, 1999,
this 757, painted in
the 1959 livery,
commemorated
American’s 40th
anniversary of jet
service and our first
transcontinental
flight on January 25,
1959, by a Boeing 707.