2009 delta corporate responsibility report

2009 DELTA CorporATErEsponsibiLiTy rEporTbuiLDing A bETTEr AirLinE, noT jusT A biggEr onE

2009 DELTA CorporATE rEsponsibiLiTy rEporT

AbouT This rEporT

This report provides a summary of Delta Air Lines inc.’s corporate responsibility activities and performance since we published our last report, Aiming High 2007: The Path to Corporate Responsibility. unless otherwise noted, data presented cover 2007, 2008 and 2009, with significant events included through june 2010. Delta self-declares this report to meet application level C of the global reporting initiative (gri) g3 sustainability reporting guidelines. This report covers Delta’s mainline operations in the united states; regional carriers and international facilities are not included in this report.

For more information about this report, please contact: helen howes, Managing Director – safety, health and Environment Delta Air Lines inc. email: [email protected]

ConTEnTs

CEo Letter . . . . . . . . . . . . . . . . . . . 1

About Delta . . . . . . . . . . . . . . . . . . . 2

governance and Ethics . . . . . . . . . . . . . . . 3

Environment . . . . . . . . . . . . . . . . . . 5

safety . . . . . . . . . . . . . . . . . . . . 12

Employees . . . . . . . . . . . . . . . . . . . 15

Community partnerships: Delta’s Force for global good . . . . . 17

Economic performance . . . . . . . . . . . . . . . 20

gri index . . . . . . . . . . . . . . . . . . . 21

DELTA 2009 CorporATE rEsponsibiLiTy rEporT 1

it is our people and our values that distinguish Delta Air Lines from other airlines. We all fly airplanes, but our people and our values create the innovation and customer service that are our competitive advantage. At Delta, we’ve long relied on our “rules of the road” as the foundation for a culture of trust, integrity and respect. Above all else, we are uncompromising in our commitment to the safety and security of our employees and our passengers.

This corporate responsibility report describes our environmental, safety, community and financial performance for 2007–2009. it is the first such report for the new Delta, and we consider it the baseline for future performance.

We have made progress toward our goal of reducing the airline’s Co2 emissions from 2005 levels. in 2009, the reduction in Delta’s fuel consumption versus the prior year was the equivalent of removing nearly 400,000 passenger cars from the road for one year. similarly, we continue to improve Delta’s industry-leading, comprehensive recycling program, which launched in 2007. in 2009 Delta diverted nearly 60 percent of its waste from landfills.

Every day Delta reaffirms our commitment to continuous improvement in safety through our daily processes, compliance training and participation in industry safety programs. Whenever there is a serious workplace incident or accident, Delta immediately investigates the root causes and implements appropriate measures to prevent similar incidents in the future.

We take great pride in our dedication to supporting our communities. From building homes with habitat for humanity to raising funds for the breast Cancer research Foundation to supporting disaster relief efforts, Delta is dedicated to improving the standards of living and the environment in the communities where we and our customers live and work. Delta people generously support important causes with both their time and their money.

in addition to this report, you can find more information on delta.com about our company and our commitment to our employees, customers, and the communities we serve.

sincerely,

richard h. Anderson

LETTEr FroM riChArD h. AnDErson, CEo

2 DELTA 2009 CorporATE rEsponsibiLiTy rEporT

Delta Air Lines inc. serves more than 160 million customers each year. We employ more than 70,000 employees worldwide and operate a mainline fleet of more than 700 aircraft. our global operations are headquartered in Atlanta, georgia, adjacent to the hartsfield-jackson Atlanta international Airport. For additional information about Delta’s operations, the destinations we serve and recent changes to our company, please see our 2009 Annual report located at: www.delta.com/about_delta/investor_relations/annual_report_proxy_statement/index.jsp

Delta is a founding member of the skyTeam global airline alliance. The goal of skyTeam is to link the route networks of the member airlines, providing opportunities for improved passenger and cargo connections while offering enhanced customer service through mutual codesharing arrangements, reciprocal frequent-flyer programs, expanded lounge access, and consistent service at airports worldwide. Additional information about skyTeam is available at www.skyteam.com/news/facts/index.html

AbouT DELTA

Delta’s passenger and cargo services have a global reach:

Over 360 destinations

Nearly 70 countries

Six continents

Nearly 6,000 daily flights

hub locations:• hartsfield-jackson Atlanta international Airport (ATL)• Cincinnati/northern Kentucky international Airport (CVg)• Detroit Metropolitan Wayne County Airport (DTW)• Los Angeles international Airport (LAX)• Memphis international Airport (MEM)• Minneapolis-st. paul international Airport (Msp)• new york City: john F. Kennedy international Airport (jFK)• salt Lake City international Airport (sLC)• Amsterdam schiphol Airport (AMs)

• paris-Charles de gaulle Airport (CDg)• Tokyo-narita international Airport (nrT)

JAPAN

Seattle/Tacoma

Honolulu

Atlanta

Detroit

Los AngelesShanghai

Beijing

Tokyo - Narita (NRT)

Singapore

Guam

Portland

Minneapolis/St. Paul

Seoul

Nagoya

Bangkok

Osaka

San Francisco

Guangzhou

Hong Kong

Manila

Saipan

Taipei

Busan

Salt Lake City NewYork(JFK)

Ho Chi Minh City

Tahiti

Hangzhou

Shenyang

Dalian

Xi’an

Changsha

Auckland

KualaLumpur

Melbourne

Brisbane

AomoriAkita

Sapporo

Fukuoka

Niigata

Nagasaki Oita

Okayama

Komatsu

Hakodate

Kagoshima

Tokyo - Narita (NRT)

OsakaNagoya

Sydney

Harbin

Kunming

Kota Kinabalu

Chiang MaiHanoi

Phuket

Phnom PenhSiem Reap

Tokyo - Haneda (HND)

Tokyo - Haneda (HND)

Palau

CARIBBEAN

New York (JFK, LGA)Salt Lake City

AtlantaMemphis

Detroit


Cincinnati

Boston

Cancún

Cozumel

Bogotá

Mexico City

São Paulo

Caracas

Lima

Monterrey

MontegoBay

Los Angeles

Orlando

Los Cabos

Aruba

Bermuda

GrandCayman

Guadalajara

Nassau

St. Maarten

Liberia PanamaCity

San Salvador

San José

Puerto Plata

SantoDomingo

St. Lucia

Buenos Aires

Belize City

Turks and Caicos

Barbados

Grand Bahama

Punta Cana

Antigua

Roatan

Managua

Acapulco

Quito

Guayaquil

CuraçaoBonaire

St. Kitts

Georgetown

Santiago

Raleigh/Durham

Manaus

Puerto Vallarta

Mazatlán

Rio de Janeiro

San Pedro Sula

Santiago

Kingston

Tegucigalpa

Guatemala City

Indianapolis

Milwaukee

Ixtapa/Zihuatanejo

Washington DC

Hartford/Springfield

SanJuan

St. Thomas

St. Croix

Nashville

Caracas

MontegoBay

Aruba

Grand Cayman

Nassau

Puerto Plata

SantoDomingo

St. Lucia

Turks and Caicos

Barbados

Grand Bahama

Punta Cana

Antigua

Curaçao

Bonaire

St. Kitts

Santiago

Kingston

St. Maarten

SanJuan

St. Thomas

St. Croix

ManzanilloPort-au-Prince

Port-au-Prince

Brasília

Grenada

Barranquilla

Cali

Cartagena

Medellín

Grenada

Exuma

Exuma

Paris(CDG)

London(LGW, LHR)

New York (JFK)

Salt Lake City

Atlanta

Portland

Seattle/Tacoma

Memphis

Detroit


Cincinnati

Málaga

Madrid

Barcelona

RomeAthens

FrankfurtShannon

Dublin

Moscow

Manchester

MunichStuttgart

DüsseldorfAmsterdam

Brussels

Copenhagen

MilanVenice

Kiev

Stockholm

Zürich

Nice

Pisa

Berlin

Budapest

Istanbul

Newark

Boston

Miami

Philadelphia

Washington DC(IAD)

Valencia

Pittsburgh

San Francisco

Los Angeles

MontrealToronto

Houston(IAH)

Prague

Dallas/Fort Worth

Chicago

Vancouver

Calgary

Lamezia Terme

MexicoCity

Lisbon

Biarritz ToulouseBordeaux

Clermont-Ferrand Turin

LyonGeneva

Paris (CDG)

London(LGW, LHR)

Shannon

Dublin

Aberdeen

Oslo

Stockholm

Gothenburg

Hamburg

Hannover

Nuremberg

StrasbourgMulhouse

Basel

Genoa

Pisa FlorenceRome

Naples

PalermoCatania

Bari Istanbul

Bucharest

Kiev

Vienna

PragueOstrava

Warsaw

KosiceBratislava

Budapest

Zagreb

Helsinki

Riga

Berlin

Reggio di Calabria

Bremen

Tirana

Bologna

Newcastle

BrestRennes

MadridBarcelona

Montpellier

Marseille

Nantes

Tallinn

Ljubljana

Vilnius

Amsterdam

Athens

Brussels

Copenhagen

Düsseldorf

Edinburgh

Frankfurt

Manchester

Milan

Munich

Nice

Stuttgart

Venice

Zürich

Bergen

Stavanger

Luxembourg

Sofia

Moscow

Cardi¢

Glasgow

Leeds/BradfordTees-side

Humberside

Norwich

Kristiansand

Trondheim

Billund

Caen

Lille

Lorient

Pau

Leipzig

Verona

Málaga

Birmingham Muenster

Krakow

Thessaloniki

VigoBilbao

Larnaca

Ancona

T’bilisi

Bristol Cologne

Linköping

Sandefjord

London City

Valencia

Parma

Trieste

Brindisi

Belgrade

Malta

u.s. routes not shown for clarity.


goVErnAnCE AnD EThiCsDelta’s solid corporate governance practices provide the foundation for our corporate responsibility program. our board of Directors receives quarterly reports from senior management on all aspects of our corporate governance and other performance. We are proud of the ratings we have received from independent third parties on our corporate governance and executive compensation programs.

We have developed a strong code of conduct for all employees that spell out each individual’s responsibility to other employees, customers, shareholders, business partners and the communities we serve.

The Delta commitment to ethical and financially responsible behavior begins with our board of Directors. Ten of its thirteen members are non-employee, independent members. in addition, at present, the roles of CEo and Chairman are held by different individuals, an arrangement that

strengthens the board’s independence and allows the CEo to focus on managing Delta’s business.

sTAKEhoLDEr EngAgEMEnT

Delta regularly engages with internal and external stakeholders, including customers, employees, investors, regulators, government officials, industry partners and the communities that we serve. our stakeholder communications include customer surveys and call centers, investor meetings, designated employee forums and email channels, participation in industry groups and community partnerships. We solicit input on a broad range of economic, environmental, health, safety and social issues to understand those that are important to our stakeholders and those that could impact the financial or operational performance of our company. The contents of this report have been prioritized based on this input.

For more information about our Code of Conduct, executive compensation or any other aspect of corporate governance at Delta, visit our website:

www.delta.com/about_delta/investor_relations/corporate_governance


EnVironMEnTDelta strives to operate in a way that minimizes the environmental impacts of our operations. We continually evaluate emerging technology for new options and alternatives to reduce our environmental footprint, including reduction and recycling of operational wastes, increased fuel efficiency, use of alternative fuels, electrification of equipment and providing our customers with opportunities for offsetting actions to counteract the effects of Co2 emissions. Waste reduction efforts are underway throughout Delta’s operations, from heavy maintenance hangars to office facilities.

MAnAgEMEnT sysTEM

We first introduced our Environmental Management system (EMs) in 2002. by 2006, approximately 85 u.s. stations with mainline service had implemented the EMs, and we continue to expand it to additional locations. The EMs helps us manage the environmental impacts of our operations and maintain compliance with national, state and local regulatory requirements. it includes many components of the internationally recognized standard for environmental management systems, iso 14001. The EMs references Delta’s environmental policy, objectives and targets, and it specifies roles and responsibilities, operating procedures, and inspection and document control requirements. Currently, quarterly scheduled reviews of the EMs to support continuous improvement.

Delta provides training to employees who are responsible for implementing the EMs programs to help them complete their job tasks and comply with federal, state and local regulations. Currently, we provide 13 different environmental courses, which cover topics such as hazardous waste, stormwater, spills and air emissions programs.

A critical element of the EMs is the development of an Environmental Management information system (EMis). An EMis uses technology to man-age environmental data, improve compliance and support environmental programs and processes across the company. We are currently implement-ing EMis modules for compliance task tracking and will implement chemical inventory manage-ment and air emissions modules later this year.

EnErgy AnD grEEnhousE gAsEs

our company plays a leading role in the development of a climate change strategy for the airline industry through the international Air Transport Association (iATA) and the Air Transport Association of America (ATA).

Delta and our iATA industry partners have made the following commitments to reduce aviation-related Co2 emissions over the next 40 years:

• 1.5 percent average annual fuel efficiency improvement through 2020

• carbon-neutral growth starting in 2020• 50 percent reduction in Co2 emissions by

2050, relative to 2005

The airline industry plans to meet these targets through:

• technology enhancements (including low-carbon jet fuels)

• enhanced operational efficiencies• air traffic management and airport

infrastructure improvements• positive economic measures

We are doing our part to support these industry commitments. Within the airline industry, approximately 99 percent of greenhouse gas emissions result from jet fuel consumption. We have reduced fuel-related Co2 emissions by 35 percent since 2000 by purchasing new aircraft and retiring older aircraft, implementing new fuel-saving initiatives and procedures and replacing older ground handling equipment. in 2009, Delta used 1.7 billion fewer gallons of fuel (equivalent

2009 FuEL EFFiCiEnCy AnD rELATED Co2 EMissions

revenue passenger-Miles/gallon 52.5Available seat-Miles/gallon 63.4

revenue passenger-Miles/Metric Ton Co2 5,485Available seat-Miles/Metric Ton Co2 6,625

kg Co2/100 revenue passenger-Kilometers 11.33kg Co2/100 Available seat-Kilometers 9.38

Please visit our website to read the recently updated Delta Environmental Policy.


to 16.5 million metric tons of Co2) than in 2000, the equivalent of taking more than 2.9 million passenger cars off the road for a year (based on EpA’s emissions calculator). in 2009 our fuel-efficient fleet performed at 52.5 passenger-miles per gallon, better than a hybrid car transporting one person.

Delta owns over 12,000 mobile and portable motorized pieces of ground support Equipment (gsE) to support our aircraft. our 2009 gsE Co2 emissions are estimated to be 137,000 metric tons. Whenever feasible, we invest in electric gsE. We plan to significantly increase the number of electric gsE in the next few years. in addition, we have invested over $15 million nationwide in non-motorized and stationary gsE (such as pre-conditioned air, stationary ground power and passenger steps) that replaces some fuel-powered equipment. We have deployed more than 1,200 electric-powered and emission-free ground service vehicles – approximately 10 percent of our mobile fleet – to reduce pollution and lower our overall Co2 footprint.

in addition, Delta is pursuing several other methods to conserve energy and reduce or offset greenhouse gas emissions. At our Atlanta headquarters, we have installed variable speed drives on chillers, upgraded roof insulation and installed more efficient lighting systems to reduce energy consumption. We have also supported forestation projects to offset the climate change impacts of our operations, as have our customers (see sidebar on page 7).

in 2010, we plan to improve our greenhouse gas management program in a number of ways:

• expand the scope of our Co2 emissions inventory to include facilities and other energy consumption-related emissions

• seek third-party verification of our Co2 inventory

• establish a new emissions reduction goal

Fuel-efficient Fleet initiatives:

• since 2007, Delta has retired three 747-200s, two DC-10s and 43 DC-9s, replacing them with more fuel-efficient A330s, 737s and MD-90s. We have also retired our fleet of thirteen 747-200F freighters.

• Winglets, or wingtip extensions, improve fuel efficiency by 3 percent to 4 percent by reducing drag in flight. half of our fleet is currently equipped with winglets, and winglets are being installed on approximately 100 additional 737s, 757s and 767s.

• our trans-Atlantic A330s can carry 25 more passengers than our now-retired DC-10, but consume 13,000 fewer gallons of fuel per flight.

Fuel-saving procedures and projects (implemented 2007 to present):

• More efficient flight planning, dispatch procedures, flight operations procedures and air traffic control initiatives save 70 million gallons of fuel per year.

• single-engine taxi procedures save more than 7 million gallons of fuel per year.

• using high-speed towbarless tractors at 10 airports to move aircraft between hangars and gates instead of taxiing saves over 7 million gallons of fuel per year.

• replacing heavy meal carts with lightweight meal carts saves 2.2 million gallons of fuel per year.

• replacing cargo containers with new lighter models saves 1.6 million gallons of fuel per year.

• Adjusting the amount of water boarded on each flight to match anticipated usage reduces weight and saves over 1 million gallons of fuel per year.


0

5

10

15

20

25

30

35

40

'09'08'07'06'05

CO2 EMISSIONS FROM AIRCRAFT FUEL CONSUMPTION

Million M

etric Tons

0

5

10

15

20

25

30

35

40

'09'08'07'06'05

CO2 EMISSIONS FROM AIRCRAFT FUEL CONSUMPTION

Million M

etric Tons

Approximately 280,000 trees have been planted by The Nature Conservancy (TNC) and The Conservation Fund since 2007 thanks to the contributions of Delta and our customers who have purchased carbon offsets for the miles they fly. These trees will trap 122,000 metric tons of CO2 over their lifetime. Delta has also contributed more than $1 million to support TNC’s ongoing forest conservation and reforestation project in the Lower Mississippi River Valley near Monroe, Louisiana, Delta’s original home.

Alternative Fuels

Delta’s emerging climate change strategy supports the development, production and use of alternative fuels and the efforts of industry trade groups, iATA and ATA, to promote the commercialization of alternative fuels for aviation. over the next few years, our industry’s climate change efforts will focus heavily on collaborating with relevant stakeholders. An example of this collaboration is the Commercial Aviation Alternative Fuels initiative, a coalition of airlines, aircraft and engine manufacturers, energy producers, researchers and u.s. government agencies that focuses the efforts of commercial aviation to engage the emerging alternative fuels industry. Delta plans to develop expertise in all aspects of alternative fuels by participating in pilot projects. We have established an Alternative Fuels Committee to manage this effort.

Environment-Friendly Commute program

Delta has implemented rideshare programs in various cities across the u.s., promoting the use of alternative commuting options. We also support carpools, vanpools and telecommuting options. since 2004, these efforts have resulted in at least 6.6 million fewer miles being driven by our Atlanta employees.


WAsTE MiniMizATion/rECyCLing

our company is committed to reducing waste from our operations, properly managing the waste we generate and expanding opportunities to recycle waste wherever feasible. Delta subscribes to the waste management hierarchy of reduce, reuse, recycle and proper disposal. We have implemented programs to reduce the amount of paper our employees and passengers use, adopted new technologies and safely reduced the amount of deicing fluid we use.

Delta has implemented e-ticket programs for 99.9 percent of all interline ticketing within the u.s. and 99.2 percent of ticketing with our international partners. The office printers at our Atlanta headquarters have been set to double-sided printing, significantly reducing paper

consumption. We have expanded our recycling efforts to include in-flight recycling, office waste, employee recycling centers and aircraft carpet recycling.

We generated over two million pounds of non-hazardous waste in 2009, of which we recycled 58 percent (see Environmental Data Table on page 11).This represents a 22 percent improvement in our recycling rate from 2007 to 2009. As we improve our internal waste minimization programs, we expect to identify new opportunities to increase recycling and reduce waste generation.

in fall 2007, we launched an aircraft carpet recycling partnership with Mohawk Aviation Carpet. since 2007, the program has diverted more than 92,000 square yards (19 acres) of carpeting from landfills.

in-Flight recycling

We instituted the first comprehensive in-flight recycling program in the industry in june 2007. Through the combined efforts of Delta’s flight attendants, cabin service crews and catering teams, our in-flight recycling program has diverted 4.1 million pounds (2,053 tons) of aluminum, plastic and paper products from community landfills between june 2007 and june 2009. Delta’s recycling efforts have allowed us to build two habitat for humanity homes with rebates earned from 2007 and 2008. net proceeds from our 2009 in-flight recycling have been donated to Delta’s Force for global good (see page 17 for more information) and will support the building of a third habitat home. We currently collect passenger recyclables on domestic flights into 25 cities. The chart below shows recycling volumes for the past three and one-half years for the 12 cities where our recycled materials are not combined with airport recycled materials. our paper recycling volume increased significantly in 2009, due to the recycling of in-flight magazines as a result of the Delta-northwest merger. 2010 recycling volumes are on track to match 2008 volumes.

0

200

400

600

800

1,000

1,200

CommingledMixed PlasticAluminumPaper

2010 (through June)200920082007

IN-FLIGHT RECYCLING

Tons


CoMpLiAnCE

Delta’s Environmental Compliance department is responsible for developing and communicating the policies and procedures required for compliance and then ensuring compliance through our environmental audit program. The audit program helps improve compliance at the stations, promotes accountability for environmental performance and increases environmental awareness throughout our operations. upon completion of the audits, findings, concerns and observations are entered into a database and communicated with the station. The database provides a mechanism to ensure the required corrective actions are completed and documented in a timely manner.

Delta has numerous environmental permits and licenses governing operations at domestic locations. specific environmental media covered by these regulatory requirements include air emissions, hazardous and solid waste, industrial wastewater, stormwater, drinking water, storage tanks and chemical management. During the past three years, we have demonstrated exceptional compliance with our environmental obligations. The only significant environmental fine in the past three years was a $4,900 penalty paid to

Employee Engagement in Waste Reduction and Recycling

We engage our employees to help raise awareness of environmental issues and to help them make a positive difference for the environment, at work and at home. some examples of these employee engagement activities include:

on october 1, 2007, we opened our on-site Employee recycling Center (ErC) at our World headquarters general offices in Atlanta. The ErC was created as a tool to educate Delta employees on the benefits of recycling and to provide recycling services to those living in communities with a limited ability to recycle materials generated at home. Employees can recycle aluminum cans, steel cans, plastic bottles and jugs of all types, newspapers, magazines, phone books, junk mail, paperboard boxes, cardboard boxes and glass.

The success of the ErC led Delta to expand our recycling efforts throughout our World headquarters offices, and in February 2008 we implemented a full-scale, desk-side office paper recycling program. in addition, recycle bins are available throughout the campus for plastic bottles and aluminum cans generated by employees while at work.

since opening its doors in 2007, the ErC has recycled a total of 1,012 tons of material including 21,680 pounds of aluminum cans, 62,760 pounds of plastics, 456,024 pounds of mixed paper, 1,086,740 pounds of office paper and 5,100 pounds of tin cans.

• Delta hosts an annual household hazardous Waste recycling Day in Atlanta, allowing employees to properly dispose or recycle various household materials such as used oil, antifreeze and lead acid batteries. The rebates from used oil collected since 2005 have been donated directly to Christian City to support local assisted living for children and seniors.

• in 2009, Delta hosted three e-Waste Collection events, one in Cincinnati and two in Atlanta, as a way to raise awareness of the importance of properly disposing or recycling obsolete or broken consumer electronics. Employees brought items such as pCs, computer monitors, printers, fax machines, stereo equipment, VCrs, cordless telephones and TVs. The events collected over 27,000 pounds of e-waste from 300 employees.

between 2007 and june 2010, Delta received a total of 121 exceedances and noncompliance violations, two of which were monetary penalties equaling $6,247. The chart below depicts the exceedances and violations by media type. Approximately 59 percent of the exceedances and violations came from our large Atlanta operations. Also, wastewater exceedances, included in the ‘other’ category, experienced a spike early in 2010 due to equipment failure caused by unusually low temperatures at the Atlanta Wastewater Treatment Facility.

0

10

20

30

40

50

OtherWasteWaterAir

2010 (through June)200920082007

EXCEEDANCES AND VIOLATIONS

0

10

20

30

40

50

OtherWasteWaterAir

2010 (through June)200920082007

EXCEEDANCES AND VIOLATIONS

resolve a violation of Florida aboveground storage tank requirements at our Tampa reservations center. Delta has received several minor penalties (<$1,000) and warning notices during the past three years; however, these were administrative in nature (e.g., late report submittals) and were promptly resolved through follow-up with the appropriate regulatory authority.

Note: Water category is comprised of exceedances in chemical management, NPDES, spills and stormwater. The Waste category is comprised of hazardous waste and waste exceedances, and the Other category includes exceedances in EPCRA, tanks and wastewater.

ATLAnTA EMpLoyEE rECyCLing CEnTEr

year: 2007 2008 2009 2010 (through June)

Total Tons recycled 26 280 520 221


EnVironMEnTAL AWArDs

Received iN 2009 :

organization Description

Atlanta business Chronicle “green save” award for our efforts in recycling, water conservation and environment-friendly commute options

EpA national partnership for Environmental priorities Award for eliminating lead from our drop hammer metal forming operations

EpA region 4 recognition from the WasteWise program for our recycling contributions in 2007 and 2008

Essential suite Excellence Award for Aerospace nEshAp Compliance program and Excellence Award for outstanding Environmental Management system

hartsfield Area Transportation Management Association

Employee Commute program; bEsT Workplaces for Commuters

Received iN 2008 :

organization Description

EpA WasteWise gold Achievement Award for Employee Education

EpA’s Design for the Environment (DfE) program

recognition for the use of preKote, an environmentally friendly, non-chromium aircraft surface pretreatment

Minnesota pollution Control Agency

2007 Minnesota governor’s Award for Excellence in Waste and pollution prevention

port of portland (oregon) recognition for outstanding recycling program in 2007 and 2008

For information about additional Delta awards, please visit our website at http://news.delta.com/index.php?s=18&cat=43

Air EMissions

Delta tracks air emissions from our operations in Minneapolis-st. paul and Atlanta, which are the only two Delta sites that are required to have air permits. We collect data on emissions of carbon monoxide, nitrogen oxides, particulate matter, sulfur dioxide and volatile organic compounds.

0

50

100

150

200

250

300

Volatile Organic Compounds

Sulfur Dioxide

Particulate Matter

Nitrogen Oxides

Carbon Monoxide

200920082007

AIR EMISSIONS FROM FACILITIES

Tons

Note: Data is from ATL (2007-2009) and from MSP (2007-2008)


EnVironMEnTAL pErForMAnCE DATA

performance indicator unit of Measure 2007 2008 2009 % Change

07-09

WaSte 1

hazardous waste generated pounds 1,525,144 1,526,817 1,393,169 (9%)

nonhazardous waste landfilled or incinerated pounds 1,429,197 1,655,568 1,095,506 (23%)

nonhazardous waste recycled pounds 1,337,634 1,286,270 1,561,928 17%

percent nonhazardous waste recycled 48% 44% 58% 10%

Facility aiR emiSSiONS 2

Co emissions tons/year 68.54 65.57 46.0 n/A2

noX emissions tons/year 133.66 123.2 97.8 n/A2

pM emissions tons/year 14.87 16.08 7.37 n/A2

so2 emissions tons/year 17.68 18.71 13.0 n/A2

VoC emissions tons/year 210.28 266.35 233.9 n/A2

SpillS

Class i spills3 number 76 55 43 (57%)

Class ii spills3 number 85 55 45 (53%)

regulatory reportable4 number n/A n/A 51

NOiSe 5 Delta aircraft are 100 % compliant with stage 3 criteria as required by the Federal Aviation Administration (FAA).

(1) Waste data is presented for 100% of pre-merger Delta stations as reported on required monthly waste generation reports and 80% of pre-merger northwest stations.

(2) Data presented is from Delta’s Atlanta and Minneapolis-st. paul operations. ATL: 2007-2009, Msp: 2007-2008. The percent change cannot be determined for this data because Msp air emissions are not available for 2009.

(3) Class i: emergency situation, reaches soil/water or >25 gal; Class ii: non-emergency, between 5 and 25 gal and does not reach soil/water(4) regulatory reportable spills and spill costs were not tracked in 2007 and 2008. (5) As of june 2010, 72% of Delta’s actively flying mainline aircraft meet the more stringent stage 4 criteria. Delta expects this percentage to grow to 75% by year

end based on currently planned fleet retirements and additions.Delta’s Technical Operations Center at Hartsfield-Jackson Atlanta International Airport


EMpLoyEE sAFETy

Each member of Delta’s Corporate Leadership Team recommits annually to our safety/security policy that is sent to Delta’s more than 70,000 employees worldwide which states that “providing safe, secure operations is Delta Air Lines’ first and most fundamental obligation to our customers and employees, as well as to the communities we serve.”

Delta’s Corporate safety organization is responsible for establishing safety policies and procedures; assisting the operating departments to identify, evaluate and resolve hazards; monitoring and reporting on safety performance; and acting as the interface with regulatory agencies. Each of the operating divisions have their own safety teams that focus on developing and implementing safety programs.

Despite these efforts, we are deeply saddened to report three work-related fatalities during the first half of 2010. in each case, management took immediate action to investigate the root causes and put in place appropriate measures to prevent these incidents from recurring. These were the first fatalities to occur in the Delta operations since 2006.

overall, Delta’s oshA recordable occupational injury/illness rate for 2009 reflects a 10 percent improvement over the previous year. Delta’s Days Away, restricted or Transferred (DArT) rate also demonstrates a similar improvement trend. our safety performance is significantly stronger than the industry average, based on a comparison of 2008 metrics (the most recent year for which industry averages are available).

Delta runs an internal awards program for our facilities based on excellence in safety and operational metrics. We also recognize individuals who perform exceptional acts to save lives, prevent aircraft damage or minimize a crisis.

oshA Voluntary protection programs

Voluntary protection programs (Vpp) were created by the u.s. occupational safety and health Administration (oshA) to recognize outstanding safety and health management systems and performance. Delta was the first and continues to be the only major airline to participate in these site-specific programs, which foster a collaborative relationship between corporate management, employees and oshA. Delta is one of only seven u.s. companies to participate in Corporate Vpp. Vpp challenges us to continually improve our safety efforts and maintain our leadership stance in this area.

since receiving our first Vpp facility designation in Atlanta in 2001, 11 other Delta locations have achieved Vpp star status, recognizing those facilities that have attained injury and illness rates at or below the national average for their industry.

sAFETysafety is the highest value at Delta. it is our job to make sure that every passenger is transported safely to his or her destination. Equally important, we are dedicated to providing a safe workplace for everyone who works at Delta.

0

2

4

6

8

10

2010 (Q1)200920082007

OSHA RECORDABLE CASE RATE

Bureau of Labor Statistics most recent industry average (2008)

0

2

4

6

8

10

2010 (Q1)200920082007

OSHA DART RATE

Bureau of Labor Statistics most recent industry average (2008)

DELTA’S STAR STATUS VPP LOCATIONS

Atlanta (4 locations); Augusta, GA; Colorado Springs, CO; Columbus, OH;

Jacksonville, FL; Kansas City, MO; Melbourne, FL; St. Louis, MO; Washington, DC


industrial hygiene

The goal of Delta’s industrial hygiene program is to provide healthy, comfortable and productive workplaces. Delta’s policy is to maintain workplace exposures to noise, heat, radiation, vibration and infectious or hazardous substances below “best practice” limits established by nationally recognized organizations such as the American Conference of governmental industrial hygienists (ACgih). in 2007 oshA recognized our hexavalent chromium compliance program as a best practice.

Transport of hazardous Materials

We transport hazardous materials (hazmat) on our aircraft in full compliance with applicable regulations and provide annual training for our employees who accept, ship and handle hazmat shipments. our Dangerous goods Council meets monthly and consists of representatives from all divisions at Delta who work with hazmat to discuss procedures, incidents and regulatory changes to ensure that hazmat moves safely through the Delta system.

We measure the performance of the hazmat program using the following metrics: Voluntary self Disclosures made by Delta to the FAA for hazmat regulation infractions discovered by our employees, Letters of investigation issued by the FAA to further research a possible regulatory violation and civil penalties levied for more serious infractions.

Cabin Air Quality

For the safety and comfort of our employees as well as customers, Delta strives to provide clean, healthy and odor-free air on all of our aircraft. We actively support FAA-funded cabin air quality research by facilitating access to Delta flights for in-flight measurements. Our Flight Planning group recently modified the way it routes aircraft around high-ozone areas based on the results of such monitoring. We also actively support the development of cabin air quality standards and guidelines by the American Society of Heating, Refrigerating and Air-conditioning Engineers (ASHRAE).


CusToMEr sAFETy AnD sECuriTy

safety Management system

Delta’s safety Management system (sMs), in place since 2007, provides a structured framework for maintaining safe operations by identifying hazards, assessing and prioritizing risks, mitigating the identified hazards, and communicating and promoting lessons learned. Key to the success of the sMs are the safety round Table committees from each division (i.e., Airport Customer service, Delta Cargo, Flight Control, Flight operations, in-Flight service and Technical operations), which monitor operational risks and implement a unified strategy to address safety issues at the divisional and corporate levels.

Mandated by the international Civil Aviation organization, the sMs concept is an emerging regulatory standard in Canada and other countries worldwide. The Federal Aviation Administration (FAA) is developing standards for sMs, and Delta is the leading carrier in the FAA’s voluntary imple-mentation and regulatory efforts. As of november 2009, Delta’s sMs program has received the FAA’s Flight standards Level 1 and 2 certification and signed letters of validation. We are one of the select few carriers to achieve this status.

Flight safety

Delta’s Flight safety Department focuses on reducing risk and supporting safe flying operations by administering voluntary safety programs that prevent accidents and incidents. These voluntary programs include the Aviation safety Action program, Flight operational Quality Assurance program (FoQA), investigations, special Winter operations Airport program, Line safety Coordinator program and Line operations safety Audit program.

The FoQA program, for example, is a proactive safety tool designed to identify emerging trends and operational issues. recorded flight parameters are obtained from aircraft on a regular basis and analyzed to track and correct trends. We are monitoring data from over 500 aircraft across the fleet on a daily basis to identify performance issues and enhance safety.

security

Delta has developed a process that utilizes relevant historic information, as well as current data, to assess possible aviation-related security

risks. utilizing this process, an internal security threat analyst develops mitigation strategies that are often beyond regulatory requirements. Mitigation strategies could include independent oversight of security processes or the addition of specialized equipment.

security stewardship is also about providing direction and engaging with other likeminded organizations in a continuing effort to protect the aviation industry from harm. We are proud to participate in and lead a number of initiatives and activities both outside the industry and within the Air Transportation Association (ATA). Delta advocates for better collection, utilization and sharing of intelligence information. We are also working to promote better behavior analysis processes, increased coordination and government approval of emerging technology and the implementation of new technology to help secure the aviation industry while mitigating the hassles and impacts to our passengers.

Emergency response

The mission of our Emergency operations and planning group is to develop and maintain a state of readiness for the occurrence of any natural, man-made, technological or terrorist activity that could adversely affect the company, our employ-ees or customers. This is accomplished through leadership, planning and the use of simulated exercises that allow us to test every aspect of our response activity. Delta has made significant investments in training, facilities and technology to ensure all emergency resources can respond efficiently and effectively. We maintain a state-of-the-art emergency command center and utilize a company-wide, responder notification system.

our emergency response plan is complemented by the availability of the Delta Care Team. This program encompasses the vital elements of compassion, care and goodwill that our employees, customers and communities deserve in the event of an aviation disaster. The Delta Care Team consists of employee volunteers who are specially trained to assist survivors and/or family members at an accident site, their home locations or over the phone. While we hope our team of over 1,500 Delta professionals are never needed, we will always be prepared to provide a complete circle of support to those involved in a Delta, Delta subsidiary or airline business partner accident. While Delta has not realized a need for full deployment of the Care Team over the last three years, we have utilized small groups of the team to assist passengers and Delta employees during minor incidents.


Delta recognizes that our strength lies with our people. We are committed to providing each of our more than 70,000 employees with a workplace that is safe, professional, free of discrimination, and that promotes teamwork and trust.

We provide equal employment opportunities to all employees and job applicants regardless of race, color, religion, sex, age, national origin, sexual orientation, veteran status, citizenship status, marital status, parental status, political affiliation or disability. We do not tolerate harassment of any kind.

We respect the right of Delta people to decide for themselves whether they wish to have union representation. We also believe the unique Delta culture of cooperative relationships and problem-solving has worked well for our people, providing superior job security and competitive pay, benefits and work rules. As of December 31, 2009, unions represented approximately 39 percent of our employees.

DiVErsiTy

Delta is proud to embrace diverse people, thinking and styles. openness to diversity positions us for long-term success through understanding of the cultures and communities we serve, leveraging our global alliances and partnerships, and allowing us to target new customer segments.

Delta supports a variety of employee network groups, also known as affinity groups, providing forums for employees to gather socially and share ideas. Employee network groups have been established for Delta’s African-American, Asia-pacific, female, gay and lesbian and Latin American and hispanic employees, as well as for people with disabilities represented by the AbLE network (Advocacy, barrier-breaking accessibility, Leadership, and Education). These network groups also support a key part of our diversity strategy, which aims to further develop our workforce to reflect changing demographics. We have achieved, for the second consecutive year, a 100 percent rating on the corporate equality index, as recognized by the human rights Campaign.

CoMpEnsATion AnD TrAining

We strive to deliver a total compensation package that is competitive and that takes into account Delta’s overall financial health and performance. Total compensation at Delta encompasses salaries, performance-based rewards, various medical insurance options, health and wellness programs, profit-sharing, travel privileges for employees and eligible family members, training and development, retirement plans and much more. We monitor industry trends to ensure our programs are competitive and in line with other air carriers.

our shared rewards program is a monthly bonus program designed to reward employees for outstanding operating performance. in the last three calendar years, our pre-merger Delta u.s.-based employees received $875 in 2007, $800 in 2008 and $1,000 in 2009 in shared rewards payouts. This award is based on achievement of operational performance goals, such as on-time performance.

EMpLoyEEs DELTA EMpLoyEEs As oF juLy 2010

Airport operations Agents 23,230Cabin Crew 18,110Flight Crew 10,572Management/salaried 8,211Technicians and related 7,434reservation Agents 4,303other Frontline Employees 862total employees 72,722

DiVErsiTy AT DELTA As oF juLy 2010

Women 42%Ethnic Minority 32%

AVErAgE TrAining hours pEr EMpLoyEE by group pEr yEAr

business units salaried Employees

hourly Employees

Airport Customer service 47.1 42.8

Cargo 31.6 41

Flight operations 8.8 17–22*

in-Flight service 16.1 20

reservations 17.9 46.9

Technical operations 38.6 97.3

All other 8.4 9.7

* Varies by fleet and excludes initial training


Employee training is a critical element of employee retention, satisfaction and development. We provide our employees with numerous training opportunities throughout the year. All salaried employees are required to take the annual ethics training. other training requirements are specific to each department. however, any employee can go to the eLearning database to take online training courses they desire at any time.

in 2009 salaried employees were instructed to complete a one-hour online training course called “Ethics and Compliance at Delta”. As of year-end 2009, 92 percent of eligible salaried employees had completed the course.

Complaints or concerns related to Delta accounting, auditing, internal control, financial reporting or any other matter can be submitted anonymously and confidentially by calling the Delta Ethics and Compliance helpLine. The Audit Committee of the board of Directors oversees the resolution of these concerns.

WorKpLACE FLEXibiLiTy

Delta won the 2009 Alfred p. sloan Award for business Excellence in Workplace Flexibility, a national award that recognizes the company’s efforts to provide a variety of flexible workplace options that allow employees to perform their best at work and at home.

For example, in 2009, reservations sales launched a Work-at-home program that equips call center employees with Delta-provided computers and phones in their homes to allow them to take customer calls on flexible schedules. Also, employees in many areas, including Airport Customer service, can take advantage of flexible shift opportunities with liberal swapping and shift-trading policies, compressed work weeks (such as four 10-hour days), paid personal time off and personal leaves of absence. similarly, flight attendants can bid on a reduced schedule for additional time off when needed (as well as monthly personal leaves of convenience and four-, six-, nine- and twelve-month leaves).

hEALTh AnD WELLnEss

Delta has an extensive employee travel health program targeted at employees who travel internationally on company business. recognizing certain disease risks in non-u.s. Delta destinations, Delta provides education, travel health vaccination and preventive medication,

telephone consultation, medical treatment referral and case-specific follow-up to prevent or reduce disease exposure and transmission. The disease risks we encounter internationally are predominantly yellow fever, malaria, dengue fever and food/waterborne illness. Employee education focuses on promoting awareness, personal prevention measures, early symptom recognition and prompt medical treatment.

For all Delta employees and families enrolled in our employee health plan, there are numerous wellness resources available, including telephone access to nurses for medical advice whenever needed, assistance with understanding disease prevention and treatment and support for exercise and tobacco-cessation efforts. under Delta’s account based plans, preventive care services such as annual physicals, vaccines, screening mammography and colonoscopy exams are covered at 100 percent.

EMpLoyEEs CAring For EMpLoyEEs

Delta employees and retirees are supporting each other through the Delta Employee & retiree Care Fund, a nonprofit 501(c)(3) charitable organization run by Delta people for the benefit of Delta people. The Fund provides assistance to eligible Delta individuals and families who suffer a severe financial hardship from an unforeseen and unavoidable crisis, including medical conditions and natural disasters. Employees and retirees can make direct contributions to the Fund or can organize fundraisers, including recycling efforts at the office or at home. over 1,300 Delta family members have received assistance since the Care Fund launched in october 2007.

similar to the Care Fund, the Delta scholarship Fund is financially supported by employees for employees. since its inception in 2008, the Fund has awarded 153 scholarships to help eligible employees and family members around the world pursue a college degree. Awards can be used for tuition, fees, books and supplies.


Delta’s employees, customers and community partners together form a force for positive local and global change. Delta’s Force for global good is dedicated to improving standards of living and the environment where we and our customers live and work, particularly in the areas of advancing diversity, improving global wellness, bettering the environment and promoting arts and culture. several examples are highlighted in the stories that follow; more information is available at www.delta.com/globalgood.

hAbiTAT For huMAniTy

since 2006, Delta has partnered with habitat for humanity international, our first official Force for global good partner, to provide financial means and employee volunteers to build houses in the communities we serve. prior to that time, Delta worked with local habitat affiliates since 2000, building 32 homes in Atlanta alone to date. These projects, in our hub and key cities, are designed to create a “global village” of homes connected by the heart and hard work of Delta employees who volunteer their time. Last year, over 2,200 employees were involved in building houses in Atlanta, Cincinnati, Detroit, Memphis, new york and Chiang Mai, Thailand.

Delta will partner with habitat for humanity again for planned builds in 2010 in Atlanta, boston, Cincinnati, Los Angeles, Memphis, Minneapolis-st. paul, new york and El Monte, Chile.

CoMMuniTy pArTnErships: DELTA’s ForCE For gLobAL gooD


brEAsT CAnCEr rEsEArCh FounDATion

Delta’s customers and employees raised $1 million for The breast Cancer research Foundation (bCrF) in 2009, nearly double what had been raised the prior year. since 2005, Delta’s donations have funded the work of researchers dedicated to the mission of achieving prevention and finding a cure for breast cancer.

Delta commemorated our sixth year of support for bCrF in 2010 with a new signature pink plane – pink being the widely recognized color representing support for breast cancer research. The boeing 767-400Er aircraft extends Delta’s ‘pink’ message internationally.

proMoTing soCiAL jusTiCE

Delta and our employees and customers have met a $1 million fundraising goal issued by our CEo to support the creation of the Martin Luther King jr. national Memorial in Washington, D.C. When completed in fall 2011, the $120 million memorial will mark the first monument to an African-American on the national Mall, where visitors from America and the world come to reflect, honor and celebrate.

rELAy For LiFE

The American Cancer society relay For Life, the world’s largest movement to end cancer, receives broad support from Delta teams across the united states. in 2010, more than 100 Delta teams participated at relay events at high schools, parks and fairgrounds. our Atlanta relay teams raised over $165,000 for the American Cancer society, and in Minneapolis-st. paul, we sponsored the first annual airport relay For Life, raising $75,000. in May 2010, Delta put into service a relay For Life-branded 767-400Er aircraft, which is traveling the globe to raise awareness of cancer and to demonstrate the commitment of Delta people to supporting this cause.

DisAsTEr rELiEF EFForTs

Following the devastating earthquake in haiti in january 2010, Delta worked with our partners, the American red Cross, CArE and uniCEF to provide online donation sites for Delta employees and customers to contribute to the relief efforts. Delta operated military and relief charters to port-au-prince, transporting military personnel, supplies and relief workers, while bringing u.s. citizens home safely. Delta also worked with CArE to deliver relief supplies and transported relief workers and medical personnel on scheduled flights from santo Domingo, Dominican republic.

From Left to right: richard h. Anderson, CEo of Delta Air Lines, harry E. johnson, sr., president and CEo of MLK Foundation, and Tim Mapes, sVp-Marketing of Delta Air Lines


beyond the tragedy in haiti, Delta’s national partnership with the American red Cross provides a variety of opportunities for us to help alleviate suffering. Delta people participate in blood drives, make financial contributions and serve as disaster response volunteers. The red Cross often moves volunteers to the scene of disasters using donated frequent-flyer miles from our skyMiles program.

proTECTing WiLDLiFE AnD hAbiTAT

Delta partners with a number of conservation organizations. We have contributed efforts to assist these organizations at the following events:

• Minneapolis-st. paul-based employees have participated in five habitat restoration projects sponsored by great river greening in st. paul since 2007. in 2009, Delta was honored by great river greening as its Corporate Environmental steward of the year.

• in 2009 and 2010, Delta employees partnered together in Earthshare of georgia’s “Corporate green Day Challenge” at Kennesaw Mountain national battlefield park by assisting with projects such as tree planting, rebuilding fences, maintaining landscaping, revamping picnic areas and providing other maintenance support.

• Delta employees have participated in the 2009 and 2010 raptor bowl in downtown Minneapolis to help raise money for the raptor Center at the university of Minnesota’s College of Veterinary Medicine. The raptor Center specializes in the medical care, rehabilitation, conservation and study of eagles, falcons, hawks and owls.

proMoTing ArTs AnD CuLTurE

Delta is an active partner in supporting community organizations, museums and exhibits that enlighten and inspire people to better themselves and their world. Current partnerships include the Detroit symphony orchestra, the high Museum of Art, the Walker Art Center, the orpheum Theatre, the national black Arts Festival, Tribeca Film Festival and many others.

in 2010, Delta was the recipient of the Corporation of the year Award from the georgia Association of Museums and galleries.

To celebrate Earth Day 2010, Delta volunteers participated in a two-day event to remove invasive species at The nature Conservancy’s ives road Fen preserve near Detroit, Michigan.


Delta’s financial performance contributes to the sustainability of the economic systems in which we operate. by providing wages and benefits, purchasing goods and services, and supporting communities through taxes and philanthropic contributions, our company is making an impact on a broad range of stakeholders.

EConoMiC VALuE gEnErATED AnD DisTribuTED1

(in $millions, except for share price)

Component 2007 2008 2009diRect ecONOmic value geNeRateda) revenues $31,682 $34,288 $28,063ecONOmic value diStRibutedb) non-labor operating costs $22,663 $26,970 $19,784c) Employee wages and benefits $6,915 $6,491 $6,838d) payments to providers of capital $1,131 $1,079 $1,278e) payments to government (millions)2

- income, federal and state - - - - property $46 $49 $47 - payroll3 $1,259 $797 $612 - other4, 5 $151 $205 $153

f) Community investments - Contributions $9.6 $7.0 $4.8

g) shareholder value - share price ($) at Dec. 31 $14.89 $11.46 $11.38 - share price range (during the year) $14.04 - $21.95 $4.00 - $18.99 $3.51 - $12.65

h) supplier spend - MWbE spend $206.7 $212.6 $203.3

i) Economic value retained (profit) - net profit $1,096 ($188) $291 - operating profit $2,104 $827 $1,442

notes:1. Excluding special items and the impact of fuel hedging.2. Taxes for Delta mainline operations only.3. payroll tax includes the employer portion and also taxes withheld by Delta from employee compensation.4. “other Taxes” is primarily sales/use tax and fuel excise tax. see note below regarding estimate of sales tax.5. These are estimates, particularly for sales tax (included in “other taxes”); we do not have good visibility to all of the sales tax

we pay due to some taxes being paid on invoice to our vendors. E.g., if we buy a piece of equipment outside of georgia and sales tax is charged by the vendor, the expense is part of the equipment expense and not a tax expense we track in the tax department.

Additional information can be found in our Annual report and proxy statement at www.delta.com/about_delta/investor_relations/annual_report_proxy_statement/.

EConoMiC pErForMAnCE


gri inDEXDelta self-declares that this report meets Application Level C of the global reporting initiative (gri) sustainability reporting guidelines.

suppLy ChAin

Delta Air Lines recognizes the critical role of small, minority and women-owned business enterprises (MWbEs) in the overall strength of the u.s. economy and ultimately to Delta stakeholders. We are committed to proactively identifying and building relationships with high quality MWbEs, and we expect our first-tier suppliers to do the same. our mission is to deliver value by developing partnerships with qualified diverse suppliers that can provide quality products and services in a competitive and global environment.

For more information, see www.delta.com/about_delta/partnering_with_delta/supplier_diversity/index.jsp.

gri indicator Topic page(s)EC1 Economic value generated and distributed 20EC3 Coverage of defined benefit plan see 10-K pages 13-14En18 initiatives to reduce greenhouse gas emissions and reductions achieved 5-6En22 Total weight of waste by type and disposal method 8, 11En23 Total number and volume of significant spills 11

En26 initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation 6-8

En28 Total value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations 9

LA4 percentage of employees covered by collective bargaining agreements 15

LA7 rates of injury, occupational diseases, lost days and absenteeism, and number of work related fatalities by region 12

LA8 Education, training, counseling, prevention and risk control programs in place to assist workforce members, their families or community members regarding serious diseases 16

LA10 Average hours of training per year per employee by employee category 15

so3 percentage of employees trained in organization’s anti-corruption policies and procedures 3

LA13 (partial) Composition of governance bodies and breakdown or employees per category according to gender, age group, minority group membership and other indicators of diversity 15

Optional

Mandatory

SelfDeclared

GRIChecked

ThirdParty

Checked

C2002In Accordance C+ B B+ A A+

Repo

rt Ex

tern

ally

Assu

red

Repo

rt Ex

tern

ally

Assu

red

Repo

rt Ex

tern

ally

Assu

red

2009 delta corporate responsibility report

Documents