Additional Climate-Related Disclosures
It is important for us to understand and respond to the impact of climate change on our business, including identifying and evaluating climate-related risks and opportunities and ensuring the resilience of our strategy and operations under different climate scenarios.
In this section, we summarize additional aspects of our approach to climate change in line with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). This section also provides updates on our advocacy related to federal, state and international climate policies.
Climate-Related Governance
The Board of Directors oversees climate-related matters, including through specific Board Committee responsibilities. The Corporate Governance Committee of the Board oversees our environmental sustainability strategy, goal setting and opportunities and risks, receiving updates on our progress through regular briefings — which occurred twice in 2024. The Audit Committee of the Board reviews our Enterprise Risk Management (ERM) processes, including climate-related risks, and oversees the reporting of environmental matters in our U.S. Securities and Exchange Commission filings.
The Finance Committee of the Board oversees investments, including the acquisition of new, more fuel-efficient aircraft and significant investments in new technologies. The full Board receives briefings as merited on climate-related matters, including updates on relevant risks and opportunities, goals and performance, and key initiatives.
At the management level, climate-related matters are overseen by our Executive Vice President - Chief External Affairs Officer, the Chief Sustainability Officer and several key executive-level councils, including the ESG Council, the Carbon Council, the Sustainable Aviation Fuel (SAF) Council and the Risk Council. Each is composed of members of the Delta Leadership Committee (DLC) as well as other senior executives from across the organization who help to implement our climate strategy and related risk mitigation efforts.
These councils are supported by cross-functional working teams led by divisional leaders and comprised of core collaborators. The teams prepare topics for education, as well as for discussions and decisions by the councils, and carry out related actions after each meeting. The working teams drive day-to-day progress across Delta’s sustainability strategy, helping to propel the organization forward through grassroots efforts, which are directed by council leadership and ultimately overseen by the Board.
Climate Risk Management
Delta’s climate strategy is informed and guided by the ongoing identification and assessment of climate-related risks and opportunities relevant to our business.
To help inform and strengthen our understanding and management of climate-related risks, we conducted an initial climate risk assessment and scenario analysis in 2021. In 2023, we undertook a more detailed assessment incorporating newer research findings, updated modeling and other improvements to enhance our understanding of climate-related risks — physical risks and transition risks — over the short, medium and long term.
The risk assessment process was conducted in alignment with the TCFD framework and included consultation with internal and external stakeholders and subject-matter experts, as well as an extensive review of external research and data sources. Delta’s overall ERM program helps inform how we assess and manage our climate-related risks. For each risk, we considered potential impact, as well as the likelihood of and timeframe for the risk to manifest, under multiple emissions scenarios. Where possible, potential financial impacts were assessed at a high level, with support and input from relevant internal teams. Consistent with the TCFD framework, risks and projected impacts do not factor in mitigation efforts. All risks outlined are speculative in nature, based on both internal and external assumptions and methodologies.
The results of our 2023 risk assessment, including the key physical and transition risks identified and their anticipated timelines, potential impacts and related management strategies, can be found on our website.
For more information, please see Delta’s Analysis of Climate-Related Physical Risks and Climate-Related Transition Risks.
Physical Risk Assessment
Extended interruptions in service or other disruptions resulting from climate-related physical events — such as extreme weather, flooding and sea-level rise — could have an adverse effect on Delta’s business if not mitigated. To identify and assess these risks, we evaluated the potential impact and likelihood of specific climate-related events occurring at our most strategically important domestic and international airports and other potentially vulnerable locations. Estimated impacts were assessed based on anticipated effects in 2050 under high-, medium- and low-emissions scenarios. Only the high-emissions scenario for physical risks is disclosed in this report due to the limited impact of the low-emissions scenario and Delta’s ability to mitigate them over relevant time horizons.
Transition Risk Assessment
Transition risks are those driven by potential market, policy and legal, technology and reputational effects arising from the transition to a low-carbon economy. Within our industry, this is likely to include financial and operational challenges related to the transition away from fossil-based jet fuel, possible changes in customer behavior and preferences and potential costs stemming from the regulation and/or pricing of continued GHG emissions.
For our updated analysis, the assessment of specific transition risks differed according to risk type, with several risks being multidimensional in their impact.
Estimated impacts were assessed based on anticipated effects in 2050 under high- and low-emissions scenarios. For transition risks, only the emissions scenario with the highest potential impact to Delta is disclosed in this report.
Forecast and Scenario Analysis
Scenario analysis helps us better understand and make strategic decisions in response to different possible climate futures.1 Given the differing nature of physical and transition risks, we have used different scenarios for each type. For physical risk analysis, we used the Representative Concentration Pathway (RCP) scenarios developed by the Intergovernmental Panel on Climate Change. For transition risk analysis, we used scenarios from the International Energy Agency’s (IEA) World Energy Outlook 2023.
| Physical Risk | Transition Risk | |
|---|---|---|
| Low-Emissions Scenario | RCP 2.6 | IEA Net-Zero Emissions by 2050 (NZE) |
| Projected warming by 2100 | 0.9—2.3°C | 1.5°C |
| Medium-Emissions Scenario | RCP 4.5 | Delta projections and IEA Announced Pledges Scenario (APS) |
| Projected warming by 2100 | 2—3°C | 1.7°C |
| High-Emissions Scenario | RCP 8.5 | IEA Stated Policies Scenario (STEPS) |
| Projected warming by 2100 | 3.2—5.4°C | 2.4°C |
- Climate-related scenario analysis involves assessing potential future developments under various climate scenarios. However, the inherent uncertainties and limitations in available data and scenario projections make this process complex, imprecise and subject to change, particularly as public policy, technology, customer preferences and other factors continue to rapidly evolve. We aim to continue evolving and updating our analysis as new information, data and analytical tools become available.
Analysis of Climate-Related Physical Risks
Risk
Extreme weather events1
Description
More frequent and intense extreme weather events, such as hurricanes or typhoons, could cause infrastructure damage and lead to service delays or cancellations at affected airports.
Furthermore, events like hurricanes in the Gulf may disrupt our fuel supply chain and operations, potentially resulting in higher fuel costs, increased costs for handling irregular operations or decreased revenue.
Time Horizon
Potential Impact (RCP 8.5)2
Risk Mitigation and Governance Strategies
Delta's in-house Meteorology team continuously monitors changing weather conditions and forecasts. They collaborate with our Operations and Customer Center (OCC) and other internal teams to adjust our operations as needed. This includes creating and distributing station-specific forecasts, assessing potential impacts on flight safety and scheduling, coordinating with airport authorities and more.
Our Airport Customer Service (ACS) Emergency Response Plan includes mandatory training, preseason preparations, and detailed procedures and checklists for pre-, during, and post-severe weather events. Key station activities include inspecting and preparing essential equipment, stocking emergency supplies, monitoring weather conditions and forecasts, and coordinating with OCC's Strategic Planning team and the ACS Emergency Preparation & Response team to address urgent needs. The Delta Notification System is also activated to check on employees and ensure their safety and well-being before and after the event.
Risk
Acute flooding
Description
Intense precipitation increases the risk of rapid-onset floods and flash floods in certain locations. Flooding events may damage Delta's assets or disrupt operations in affected areas, potentially leading to revenue loss.
TIME HORIZON
Potential Impact (RCP 8.5)2
RISK MITIGATION AND GOVERNANCE STRATEGIES
We continue to collaborate with our airport partners to mitigate the risk of flooding to infrastructure. For instance, Delta's new terminal at LaGuardia Airport was designed and constructed to meet the Port Authority of New York and New Jersey's Climate Resilience Design Guidelines, which surpass federal, state and local standards for addressing climate-related risks. Design features include floodproofing of low-level occupied areas and ensuring all critical infrastructure is elevated above the Design Flood Elevation specified by the Guidelines. Moreover, the Port Authority is implementing various initiatives to reinforce and improve existing airport infrastructure, such as installing pump systems to protect the airfield from flooding.
Risk
Increased temperature (extreme heat)
Description
Extreme heat events can reduce aircraft performance, disrupt navigational signals and satellite coverage, increase energy consumption for cooling and pose risks to outdoor workers.
TIME HORIZON
Potential Impact (RCP 8.5)2
RISK MITIGATION AND GOVERNANCE STRATEGIES
We continue to monitor temperatures at our hubs and refine our approach to managing the impact of extreme heat on our operations. This includes collaborating with aircraft manufacturers to evaluate and improve aircraft safety under these conditions. We are also adjusting our payload optimization strategies for high-heat days, such as implementing more aggressive and predictable seat capping measures, to minimize customer impact and revenue loss.
We require all ground employees to complete training to recognize the signs and symptoms of heat stress and heat stroke. We adhere to breathability standards to ensure our employee uniforms function well in hot conditions. On high-heat days, we offer various additional services, including water stations and cooling towels, to keep our employees safe and comfortable.
In 2024, we expanded our temperature alert system to include heat alerts, enabling local stations to be notified of hot weather conditions. These alerts will help teams implement their hot weather plans to prepare employees, ground support equipment, and ensure cool cabin temperatures.
Risk
Sea-level rise
Description
Rising sea levels could permanently inundate low-lying infrastructure at certain airports, disrupting Delta's business and operations.
TIME HORIZON
Potential Impact (RCP 8.5)2
RISK MITIGATION AND GOVERNANCE STRATEGIES
Our partners at vulnerable airports are taking various steps to address the risks associated with rising sea levels. For example, the Port Authority of New York and New Jersey has completed a $2.3 billion Hurricane Sandy recovery and hardening program at LaGuardia Airport and recently conducted an updated climate risk assessment. This assessment will prioritize future mitigation projects, including those addressing sea-level rise.
Time Horizons:
Potential Impact:
Analysis of Climate-Related Transition Risks
Risk
Uncertainty of future supply of fossil jet fuel
Risk type
Technology, Market, Policy/Legal
Description
The availability of fossil jet fuel could be affected by national and global climate policies, as well as by changes in global economic conditions, geopolitical events, technological advancements, or other factors. Fuel supply disruptions may lead to increased costs or operational challenges.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
Delta's ownership of Monroe Energy, LLC (Monroe), and its operation of the Trainer Refinery in Pennsylvania is part of our strategy to mitigate the cost and supply risks associated with jet fuel. By owning a refinery, we can help mitigate the impact of refining margins on jet fuel prices.
As part of this strategy, we actively engage with policymakers and regulators on behalf of both Delta and Monroe to advocate for climate policies that do not unduly impact the existing jet fuel market. For more information, see Climate Lobbying.
Additionally, our fleet renewal and fuel savings strategies continue to improve fuel efficiency, reducing our exposure to the cost and supply risks associated with jet fuel. For more information, see Efficient Aircraft Operations and Fleet Renewal.
Risk
Uncertainty of future SAF availability and cost competitiveness
Risk type
Technology, Market, Policy/Legal
Description
Currently, annual sustainable aviation fuel (SAF) production is insufficient to meet even one week of global airline demand.
Additionally, the future availability and price of SAF are highly uncertain and dependent on various factors, including public and private investment, supportive policies, technological advancements and broader economic conditions. Many of these factors may not develop as anticipated. If future supply is inadequate, we may fail to achieve our emissions goals, potentially impacting our reputation, market share and revenues. Even if future SAF demand can be met, prices may remain higher compared to traditional jet fuel, leading to increased costs.
Reputational and policy risks associated with potential competition between conventional biofuels and food sources were considered but deemed negligible.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
We continue to actively engage with our industry, supply chain, investors, policymakers and other stakeholders to support technological development and scale the emerging SAF market. This includes making forward supply commitments, forming coalitions like the Minnesota SAF Hub and advocating for supportive policies. For more information, see Cleaner Fuel and Climate Lobbying.
Risk
Policy/legal risks associated with carbon pricing and other regulatory requirements that increase operating costs
Risk type
Policy/Legal
Description
Existing or emerging policies and regulations designed to price carbon emissions may increase operating costs. These costs could be more significant if imposed in the medium term rather than the long term, as our emissions decline in a net-zero scenario.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
We closely monitor emerging policies and regulations to identify potential risks and opportunities, allowing us to adapt our business accordingly. Our Government Affairs team, in collaboration with our Sustainability team and Law Department, leads awareness efforts and coordinates responses to proposed policies and regulations.
Additionally, Delta actively engages with policymakers and regulators through direct lobbying and participation in industry trade associations, including Airlines for America and the International Air Transport Association. Our Climate Lobbying Principles emphasize supporting measures that facilitate a smooth and efficient transition for this challenging sector, rather than punitive measures that could hinder investment in necessary technologies or limit flexibility in achieving transition goals. For more information, see Climate Lobbying.
Description
Policies and regulations to mitigate climate change could potentially include measures such as restrictions on short-haul flights in certain markets, which could result in increased costs and/or decreased revenues for Delta.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
We closely monitor emerging policies and regulations to identify potential risks and opportunities, allowing us to adapt our business accordingly. Our Government Affairs team, in collaboration with our Sustainability team and Law Department, leads awareness efforts and coordinates responses to proposed policies and regulations.
Additionally, Delta actively engages with policymakers and regulators through direct lobbying and participation in industry trade associations, including Airlines for America and the International Air Transport Association. Our Climate Lobbying Principles emphasize supporting measures that facilitate a smooth and efficient transition for this challenging sector, rather than punitive measures that could hinder investment in necessary technologies or limit flexibility in achieving transition goals. For more information, see Climate Lobbying.
Risk
Behavioral changes and development of alternative transportation modes lead to reduced demand in air travel
Risk type
Market
Description
Business air travel demand could decline or recover more slowly due to the increased use of alternatives like virtual meetings or events. Additionally, growing climate concerns and the availability of lower-carbon alternatives, such as high-speed rail in certain regions, may reduce demand for air travel, potentially leading to decreased revenue.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
We recognize that the climate impact of air travel is a growing concern for our customers. Our science-based emissions targets and other climate-related goals are designed to drive progress toward our net-zero emissions goal by 2050 while continuing to provide safe and reliable transportation for our customers.
We also engage with our corporate customers on sustainability by providing emissions data for their travel and offering opportunities to invest in SAF together. This collaborative approach addresses both our Scope 1 (Delta) and Scope 3 (our customers) emissions using an in-sector solution.
Risk
Lack of technology advancements to meet the need for revolutionary fleet3
Risk type
Technology/Market
Description
Our ability to further improve fuel efficiency and reduce the carbon intensity of our fleet depends on the cost and availability of necessary technologies. These factors, in turn, are influenced by investment, supportive policies, the supply of raw materials and other complex variables. If critical advancements are delayed or not fully realized, or if the cost of new technologies is prohibitive, we may face increased costs and/or fail to achieve our emissions goals. This could negatively impact our reputation, market share and revenue.
TIME HORIZON
POTENTIAL IMPACT (NZE/STEPS Scenario)1
RISK MITIGATION AND GOVERNANCE STRATEGIES
Delta's Revolutionary Fleet strategy emphasizes early-stage technology development to commercialize new innovations that will power the future of flight. This includes our participation in Airbus' ZEROe hydrogen-powered aircraft initiative and Boeing and NASA's Sustainable Flight Demonstrator Project. For more information, see Revolutionary Fleet.
Time Horizons:
Potential Impact:
Metrics and Targets
GHG Emissions Inventory
Our GHG inventory encompasses emissions from all operations directly controlled by Delta, including Endeavor, Delta Vacations, Delta Material Services and Delta Flight Products. Emissions from Monroe Energy, our wholly owned subsidiary, are excluded except for those categorized as Scope 3, Category 3 emissions (see below).1
To enhance the accuracy and comprehensiveness of our GHG inventory, we have identified an opportunity to improve Scope 3 emissions reporting. In 2024, we began including Category 5, waste generated in operations, in our Scope 3 emissions calculations. With the addition of this category, we have now captured all of Delta’s most relevant and material upstream and downstream Scope 3 emissions categories.
- Consistent with the GHG Protocol, we report GHG emissions from business activities under Delta’s operational control. Monroe files GHG emissions reports annually with the U.S. Environmental Protection Agency. View the publicly available Monroe GHG emissions reportopens in a new window.
Delta’s GHG emissions inventory is calculated and verified in accordance with the GHG Protocol, which aligns with the SBTi framework. More detailed figures are provided on the Historical GHG Emissions Data page and our Emissions Verification statement page.
Scope 1
Consists of all direct emissions generated by Delta’s airline operations, including the combustion of jet fuel and SAF by Delta mainline aircraft and wholly owned subsidiaries, fuel use for ground support equipment and other ground operations, and chemical use.
Scope 2
Consists of GHG emissions resulting from the generation of electricity, heat or steam purchased by Delta in owned and leased facilities, such as airport spaces.
Scope 3
In 2024, we expanded the Scope 3 emissions categories we calculate and report to include Category 5, waste generated in operations. With the addition of this category, we have finalized our Scope 3 GHG inventory. Delta continues to calculate and disclose our indirect value chain emissions from purchased goods and services; capital goods; upstream transportation; well-to-wake GHG emissions from jet fuel from Delta Connection carriers that we do not wholly own; emissions from jet fuel and SAF production from our suppliers, including business travel; employee commuting; and investments (Categories 1, 2, 3, 4, 5, 6, 7 and 15).
Our Medium-Term SBTi-Validated Target
Reduction in well-to-wake Scope 1 and Scope 3 jet fuel GHG emissions of 45% per revenue ton kilometer by 2035 from a 2019 baseline.2
Progress
Reduction in our jet fuel-related GHG emissions per revenue ton kilometer in 2024
Science-Based Targets
Delta has set medium- and long-term climate goals aligned with Science Based Targets initiative (SBTi) guidelines. Our ultimate goal is to achieve net-zero emissions for our airline operations by 2050.
In 2022, SBTi validated Delta’s medium-term climate target — to reduce well-to-wake Scope 1 and 3 jet fuel GHG emissions 45% per revenue ton kilometer by 2035 from a 2019 base year.2 This target is aligned with holding warming well below 2°C. Validation of our 2050 net-zero goal, however, has been delayed pending updated SBTi guidance for setting aviation sector targets aligned with limiting warming to 1.5°C. We have been reevaluating with SBTi whether we can continue to wait for updated aviation guidance or whether we must withdraw and reapply for 2050 net-zero validation in the future.
Other Climate-Related Targets
As noted throughout this section, we are also pursuing a range of other targets on our glide path to net-zero emissions by 2050, which are summarized in Delta's Projected Net-Zero Roadmap infographic.
GHG Emissions Inventory (mT CO2e)
| 2019 (baseline) | 2022 | 2023 | 2024 | |
|---|---|---|---|---|
| Scope 1 Total | 37,328,421 | 30,741,000 | 35,891,846 | 37,284,766 |
| Scope 2 Total | 295,889 | 203,486 | 188,387 | 165,384 |
| Scope 3 Calculated3 | 10,946,766 | 12,299,299 | 20,099,1124 | 23,119,882 |
| SUM OF EMISSIONS | 48,571,076 | 43,243,785 | 56,179,344 | 60,570,033 |
Climate Lobbying
As part of the highly regulated global aviation industry, Delta advocates for thoughtful, harmonized policies that will help us achieve our net-zero-aligned climate and business goals. This includes building coalitions and engaging with policymakers, regulators, academics and thought leaders involved in developing and advancing relevant policies – especially those intended to commercialize the burgeoning SAF industry and support breakthrough innovations in flight.
Consistent with our commitment to transparent policy leadership, this summary provides a high-level overview of our 2024 climate lobbying activities, which are consistent with our net-zero by 2050 ambition and our policy principles. A more detailed analysis, inclusive of alignment with our trade association advocacy, can be found in the Appendix.
Climate Lobbying Principles
Our climate change policy principles provide a foundation for our advocacy and ensure consistency in our position development process. As a basis for navigating policies across the global markets, we embrace internationally and nationally harmonized policies to prevent the inconsistent application of policies that may result in competitive market distortions or send conflicting market signals. U.S. law, for example, recognizes the need for national consistency in aircraft regulation and preempts state and local regulation.
Delta believes climate policy for the aviation industry should also be:
- Sector-specific but augmented by complementary policies to support our broader sustainability strategy (e.g., electrification of GSE and operations)
- Preventative of revenue diversion for non-aviation climate mitigation purposes, ensuring we reinvest any revenue generated into this hard-to-abate sector and the diverse workforce it supports
- Grounded in science to ensure GHG emissions reductions are maximized and realized in a manner designed to minimize increased costs for travelers
- Performance-based, feedstock-neutral and technology-neutral, recognizing the innovations needed to decarbonize our sector are not yet commercially available at scale
- Supportive of the long-term capital investment necessary to sustain multidecade aviation infrastructure and equipment commitments
- Rooted in the need for operational safety, technological feasibility and economic reasonableness
- Designed to drive efficiency in fleet procurement, fuel burn and air traffic operations
- Designed to incentivize rather than mandate a zero-carbon trajectory at the lowest cost (e.g., tax incentives, grants, research and development investment, voluntary opt-in), as there is no scalable market where SAF can compete on a level playing field with the on-road fuels market
Oversight and Coordination
Delta’s climate policy development efforts are led by the Vice President, Government Affairs – Sustainability based in Washington, D.C., who reports to our Senior Vice President, Government Affairs. This leadership position is responsible for cross-functional collaboration with applicable business units, in partnership with our Chief Sustainability Officer, as well as coordination with lobbyists across our Federal, International, and State and Local Government Affairs teams to help foster a policy environment that will enable Delta’s net-zero climate objectives. In addition to our in-house lobbyists and business partners, we constructively engage with trade associations and collaborate with climate policy thought leaders.
Climate Policy Priorities and Direct Advocacy
In 2024, we continued to focus our advocacy on implementing and advancing policies needed to scale SAF deployment in the United States and internationally. Delta believes that performance-based, feedstock-neutral and technology-neutral incentives coupled with grant and loan guarantee programs are the primary policy levers needed to drive investment toward development of cost-competitive SAF, as mandates without complementary incentives will not address the structural price disadvantage SAF faces in the marketplace.
FEDERAL
Delta’s federal advocacy and engagement efforts were primarily centered on:
- Implementation of the first federal-level SAF incentives;
- Initiatives to enhance bipartisan support for developing the SAF market, inclusive of coalition building; and
- Accelerating other clean energy solutions in the U.S. consistent with our net-zero commitment.
Notably, our national SAF value chain coalition, Americans for Clean Aviation Fuels, celebrated its one-year anniversaryopens in a new window in November 2024 by continuing to bring leaders together across the complete value chain to highlight the economic and energy security benefits of building a robust U.S. market for SAF.
We also continued to support Monroe’s Pennsylvania-based Trainer Refinery in efforts to mitigate uncertainty under the Renewable Fuel Standard program and enhance investment in alternative fuels.
STATE
Delta believes that state-level policies are critical for enhancing our ability to scale cost-competitive SAF, building upon the foundation provided by the new federal incentives. To that end, we continued to lead advocacy efforts across Delta hub states. Notably, in Michigan, New York and Massachusetts, we worked with value chain partners to propose new SAF tax incentives and/or low carbon clean fuel standard (LCFS) policies with SAF included as an opt-in fuel that generates credits.
Notable outcomes of Delta’s state advocacy include:
- In California, in coordination with Airlines for America (A4A), we negotiated a voluntary landmark partnership between the California Air Resources Board and A4Aopens in a new window that seeks to expand cost competitive SAF availability to 200 million gallons in the state by 2035 as an alternative to the state’s original proposal to obligate jet fuel under the state LCFS.
- In our home state of Georgia, Delta constructively engaged the Georgia Study Committee on Advancing Forest Innovation to enable a legislative pathway for state adoption of future SAF policies that harness the state’s natural resources.
INTERNATIONAL
At Delta, we are constructively engaged directly, and in partnership, with our trade associations to scale a competitive global SAF market. In 2024, our Government Affairs team participated in the International Civil Aviation Organization’s Stocktaking Event on Aviation CO2 Emissions Reductions with observer status as delegates of the International Air Transport Association (IATA). Our policy advocacy efforts were primarily focused in the European Union (EU) and the United Kingdom (U.K.).
As SAF becomes a rising priority for global markets, we continue to encourage individual countries to pursue a whole-of-government approach to scaling SAF production, similar to the U.S. government’s SAF Grand Challenge Roadmap strategy, coupled with the recommendation that incentive-based policies are most critical for catalyzing new SAF markets and driving down the green price premium for SAF. We also identified opportunities to streamline implementation of existing measures — such as the U.K. SAF Mandate and the EU SAF mandate (ReFuelEU Aviation), which went into effect on January 1, 2025 — while ensuring the appropriate application of emerging policies related to non-CO2 emissions reporting in the EU.
Indirect Trade Association Advocacy
In addition to direct lobbying activities, we are members of sector-specific and multi-industry trade associations that engage in lobbying on a variety of matters, including climate change. We believe in the power of direct engagement and periodically assess the alignment of Delta and Monroe’s trade associations’ climate change-related advocacy with our own. Our assessment methodology is based on whether the trade association has a stated position that supports the achievement of net-zero emissions by 2050, consistent with the findings of the Intergovernmental Panel on Climate Change, coupled with analyses of specific lobbying activities. In 2024, we assessed the activities of key associations, including IATA, A4A, the U.S. Chamber of Commerce, Business Roundtable and American Fuel & Petrochemical Manufacturers. The full analysis is available in our Appendix.
Delta and Monroe’s membership in our respective trade associations, given our ambitious climate goals, helps positively influence the development and execution of climate policy positions and overall advocacy efforts while mitigating risks to our operation.