Delta is committed to providing safe and clean transport for customers and a safe workplace for employees.
At Delta, we realize the opportunity to leverage our brand’s trust to drive good vendor practices, touching every aspect of our business.
Delta’s mission to connect the world includes our commitment to being a strong partner to the communities where our employees live, work and serve
Delta has remained steadfast in our commitment to address climate change
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Our people are our strongest competitive advantage, and the high-quality service they provide sets us apart.
Delta has implemented a robust governance framework over ESG matters at the board and management levels.
Travel Can Change the World. For Good.
PEOPLE
01
Human Capital Management
Our people are our strongest competitive advantage, and the high-quality service they provide sets us apart.
We put our people first and seek to foster a sense of belonging at Delta, investing heavily in our employees’ well-being, and actively seeking diversity, boldly pursuing equity and consciously promoting inclusion.
The Delta Difference is our people and our shared commitment to living our values—Honesty, Integrity, Respect, Perseverance and Servant Leadership—every day, in everything we do.
Our principal human capital management objectives are to attract, retain and develop people who understand and are committed to delivering the Delta Difference that is core to our brand. To support these objectives, we have put in place programs that seek to:
Reward our people through highly competitive total compensation and benefit programs designed to share our success, promote teamwork and foster our people’s physical, emotional, social and financial well-being.
Drive employees’ professional and community engagement.
Prepare our employees for key roles and future leadership positions through a variety of training and development programs.
Enhance our culture through efforts aimed at making our workplace more engaging, equitable and inclusive.
Employee Engagement
We believe that listening, engaging and connecting with employees furthers our human capital management objectives. We have historically done so primarily through our open-door policy, digital communication across all levels of the company, in-person events with senior management and company-wide and division-specific surveys to evaluate employee satisfaction.
Since the onset of the pandemic, senior management has participated in regular company-wide town hall discussions with our employees, and our senior executive leadership team has regularly shared memos with all employees regarding our ongoing commitment to our people and our culture.
In addition, Delta ensures that executive leaders and the Board of Directors hear employee voices through the engagement of the Delta Board Council, which is made up of employee representatives from every major noncontract operating division and is designed to represent employee feedback, interests and perspectives.
Delta’s approach starts with investing in our employees. From them the Delta Difference flows to our customers, shareholders and back into our business. We call this the ‘virtuous circle’ that powers our success.
Ed Bastian
Chief Executive Officer
78%
of employees gave Delta a positive rating
One of the ways we measure employee engagement is through company-wide employee surveys.
In 2021, Delta conducted three pulse check-in surveys. More than 34,000 Delta employees responded to the surveys during 2021.
The average overall response rate for 2021 was 45% women and 55% men, with an average engagement score of 80, which is eight points higher than the U.S. industry benchmark.
Of the total number of participants, 78% of employees gave Delta a positive engagement rating.
Delta measures engagement as being happy working at Delta, being proud to tell others you work at Delta and being willing to recommend Delta to family and friends.