Tag Archives: American Airlines

American to upgrade the Philadelphia – Los Angeles route

American Airlines Airbus A330-323 N276AY (msn 375) MIA (Bruce Drum). Image: 104356.

American Airlines will assign the Airbus A330-200 and the A330-300 to the Philadelphia – Los Angeles route starting on March 25, an upgrade from the current Airbus A321 service according to Airline Route.

The route operates daily.

Copyright Photo: American Airlines Airbus A330-323 N276AY (msn 375) MIA (Bruce Drum). Image: 104356.

American Airlines aircraft slide show (Airbus):


American to retire 45 of its older Boeing 737-800s

First AA 737-823, delivered on February 7, 1999

American Airlines, according to Bloomberg, is planning to phase out and retire 45 of its older Boeing 737-800s by 2020.

The company, which recently took delivery of its last Boeing 737-800, currently has 304 737-800s in service. This will be the peak number for the fleet as the airline continues to take delivery of newer MAX 8s. AA plans to have 100 MAX 8s in service by 2021.

American took delivery of its first 737-823 (N901AN, above) on February 7, 1999.

Copyright Photo: The original AA Boeing 737-800: American Airlines Boeing 737-823 WL N901AN (msn 29503) MIA (Bruce Drum). Image: 104635.

American Airlines aircraft slide show (Boeing, current livery):


American to start nonstop Philadelphia – Mexico City service

American Airlines Airbus A319-115 WL N9008U (msn 5786) CUR (Ton Jochems). Image: 938469.

American Airlines has announced it will begin nonstop Philadelphia – Mexico daily service on July 5.

The new route will be operated with Airbus A319s.

Copyright Photo: American Airlines Airbus A319-115 WL N9008U (msn 5786) CUR (Ton Jochems). Image: 938469.

American Airlines aircraft slide show (current livery, Airbus):


The airline feud on airport expansion at Chicago O’Hare: American versus United

From Reuters:

A new $8.5 billion plan to expand Chicago’s O’Hare International Airport ran into turbulence on Wednesday due to a gate dispute involving the airport’s two biggest carriers.

But Mayor Rahm Emanuel vowed to move ahead with the project despite opposition from American Airlines Group Inc.

That airline said it cannot sign a new lease needed for the project, citing a provision that gives United Airlines Inc five out of eight gates that all parties had agreed to designate for common use as late as Feb. 8.

“United’s last-minute secret deal with the city raises a number of questions and undermines competition and consumer choice,” American said in a statement.“We encourage city leaders to fix the lease and ensure competition remains vibrant at O’Hare.”

Chicago-based United called American’s claim“disingenuous” and countered that a deal with the city for five additional gates was reached in 2016.

“Our agreement with the city for five additional gates was made more than 18 months ago in response to American’s deal with city for five additional gates,” United said in a statement.“American has been aware of our agreement for over a year and has worked to block the implementation at every opportunity.”

O’Hare is the world’s second-busiest airport in terms of take-offs and landings after Atlanta’s Hartsfield–Jackson International Airport, according to an Airports Council International 2016 ranking.

American Airlines carriers accounted for 35.5 percent of passengers at O’Hare in 2016, versus 44.5 percent for United carriers, according to city data.

The eight-year expansion plan calls for replacing one of O’Hare’s existing terminals with a new global terminal, where United and American would be relocated. Other terminals would be renovated to expand gate capacity. Construction is scheduled to begin next year.

Emanuel said the expansion provides a level playing field for competition and that“multiple airlines” are on board with the plan, which he added is moving forward.

“The key thing for us as a city is to make sure we can compete and we’re not dependent on any one airline or how O’Hare was structured in the past to compete,” he told reporters.

The plan marks the biggest terminal expansion in O’Hare’s history, which dates back to the mid-1940s.

It relies on a new use and lease agreement with airlines that the mayor introduced to the Chicago City Council on Wednesday, along with a proposal to sell up to $4 billion of airport revenue bonds to start financing the project. The new lease would replace an existing 35-year deal that expires in May.

Chicago Chief Financial Officer Carole Brown said the bonds would be paid off with revenue generated by airlines, parking and concessions at O’Hare, as well as federally authorized passenger facility charges. She added that the timing for an initial bond sale would be the last quarter of 2018 at the earliest.

The city has already spent billions of dollars to reconfigure and extend runways at the airport.

Reporting by Karen Pierog in Chicago; Editing by Matthew Lewis

On February 28, 2018 the City of Chicago made this announcement on the ORD expansion:

Mayor Rahm Emanuel introduced a historic plan between the City of Chicago and its airline partners that will create tens of thousands of jobs and transform O’Hare International Airport with the biggest terminal expansion ever, adding 25 percent more gate capacity, modernizing existing terminals and improving passengers’ experience.

“This plan is not just a game changer for O’Hare, it is a turning point for Chicago that will create tens of thousands of jobs for Chicagoans and strengthen our great city’s position as a national and global leader in travel, tourism and trade for generations,” said Mayor Emanuel. “My goal is to make O’Hare the best airport in the country, and I want to thank our airline partners for recognizing the value of this investment. We are looking forward to moving full steam ahead on this transformational plan that represents a watershed moment in Chicago’s economic future.”

The project will create 60,000 construction jobs through 2026 and ensures one of the City’s economic engines is positioned to drive significant growth for the region in the years and decades to come. Through the plans outlined in the agreement, passengers traveling through O’Hare will enjoy better customer service, fewer delays, more choices for travel, and a seamless journey to their destination.

Current Terminal Map:

“This agreement is a win for O’Hare and our customers, thanks to the investments the City and our airline partners are making to ensure our top connected airport is positioned to grow for the future,” said Chicago Department of Aviation Commissioner Ginger S. Evans. “Our plans will put O’Hare at the forefront of the industry, providing the absolute best value when it comes to customer service, efficiency and innovation. At the same time, we are committed to ensuring O’Hare’s economic power also strengthens our community, and will ensure that our investments bring more opportunities for all Chicagoans.”

Today’s announcement marks the first major capital improvements to O’Hare’s terminals in more than 25 years. A new Terminal Area Plan for O’Hare will completely redevelop the terminals and concourses, with Terminal 5 to undergo an upgrade and expansion, Terminal 2 to be largely demolished and rebuilt to include a brand new international arrivals facility, and renovations made to Terminals 1 and 3. These changes will expand gate capacity and set in motion a wide range of other improvements to significantly enhance airline performance and the overall passenger experience.

“As Chicago’s hometown airline, we are looking forward to continuing our investment in O’Hare and building our largest hub into the world-class airport this world-class city deserves,” said Oscar Munoz, United’s chief executive officer. “The improvements in our new agreement will help ensure we provide a superior travel experience for the more than 36 million United customers who fly through O’Hare each year. We thank Mayor Emanuel and Commissioner Evans for their ongoing support, and we look forward to collaborating further on this exciting project.”

Through a new capital program valued at more than $8.5 billion, O’Hare’s facilities will receive a major upgrade with the following benefits to passengers:

  • A new world-class international terminal, called the O’Hare Global Terminal, will streamline customs and immigration processing using advanced technologies, creating a seamless experience for connecting passengers;
  • O’Hare will rival U.S. hub competitors by becoming home to the first Global Alliance Hub in the country, giving passengers an easier connection to international destinations upon arrivals;
  • State-of-the-art security screening that will further reduce wait times and allow passengers more time to relax, shop, and dine;
  • Three new state-of-the-art baggage systems; and
  • New self-service technologies to make the flight check in process faster and easier for passengers.

“Delta’s ties to the Chicago market go back to the early days of commercial aviation more than 80 years ago and today our presence is vital to Delta’s strategy of connecting major business centers across the world for our customers,” said Holden Shannon, Delta’s Senior Vice President – Corporate Real Estate. “Delta supports these necessary O’Hare enhancements, including those at Terminal 5, where in the coming years we look forward to offering our SkyTeam customers a world-class product with the most convenient facilities on the airport.”

The upgrades are set to grow O’Hare’s overall terminal square footage by more than 60 percent, from 5.5 to 8.9 million square feet, and increase gate frontage by 25 percent. More gate capacity will enable O’Hare and its airline partners to reduce delays by improving access to gates for arriving aircraft. This will also enable O’Hare to handle a wider range of aircraft more efficiently, including larger aircraft that allows more passengers to be served at O’Hare.

“Spirit Airlines is proud to be a part of moving O’Hare International Airport forward. Spirit has invested resources over the past 18 months to reach a collaborative solution to propel the airport to the next level. We believe this plan will lead to a diverse, competitive and passenger-friendly airport,” said Ted Christie, President and Chief Financial Officer of Spirit Airlines. “We would like to thank the City of Chicago and the Chicago Department of Aviation for their tremendous work which will further O’Hare as a world-class travel hub.”

“Alaska Airlines is proud to serve the Chicagoland area. As we work to continue our integration with Virgin America, we’re excited to finalize a new lease with the City of Chicago that provides for the modernization and expansion at one of our important markets, O’Hare International Airport,” said Matt Shelby, Alaska Airlines’ managing director of airport affairs and development. “This agreement will provide Alaska with preferential gates that are needed to keep providing our award-winning service.”

To support these critical infrastructure improvements, the City is seeking authority to issue up to $4 billion in bonds to help facilitate the start of these capital projects. This authority will provide flexibility to help the City and the Airlines minimize total financing costs and time bond issuances relative to expenditures and market conditions. The bonds will not be backed by taxpayer dollars; rather, they will be funded from O’Hare Aviation revenues, which include landing fees, terminal rent, and other fees paid by airlines, as well as non-airline sources, such as charges for parking and revenues from concessions in the terminals. The City plans to seek additional borrowing authority in the future as these capital projects move forward.

As O’Hare adds gates and improves its terminals, passenger volumes are expected to keep pace with a strong demand for air travel worldwide, which, according to aviation experts, will double to 14 billion air travelers in the next decade. By 2026, O’Hare is expected to serve nearly 100 million passengers, up from nearly 80 million served today. The economic impact on the region will be greater, with O’Hare 21 expected to provide at least $50 billion in economic contribution to the region, and to enable at least 460,000 jobs in the next eight years.

“This project will take real steps toward realizing western access at O’Hare, including employee parking and the first phase of a connecting tunnel. I appreciate the seriousness with which the City and the airlines are addressing this issue, which is good for the airport, local residents and the regional economy,” said DuPage County Chairman Dan Cronin.

With construction planned to begin next year, the Chicago Department of Aviation (CDA) and its partners across the city will establish a comprehensive workforce development program to connect residents to construction jobs and other airport employment opportunities. As projects are awarded, CDA will ensure that community hiring plans are in place and meaningful participation by MBE and WBE firms is achieved as a result of new contract provisions and programs instituted by the City of Chicago.

O’Hare’s expansion plans are being pursued by the City and the airlines as part of a new Use and Lease agreement, designed to replace the existing 35-year agreement that expires in May 2018. The new agreement establishes a more modern business arrangement to support O’Hare’s growing operations, with revised terms aligned to current industry standards.

The investments announced today are a part of Mayor Emanuel’s O’Hare 21 vision, which is currently underway, to modernize O’Hare International Airport by building more efficient, higher capacity facilities to support a modern, growing O’Hare. Terminal upgrades announced today will complement several O’Hare 21 projects underway today, including: the Terminal 5 and Terminal 3 gate expansion projects; the hotel development and expansion; construction on the new Multimodal Facility; and Runway 9C/27C, to be completed in 2020.




American and QANTAS file application to form joint business, may drop LAX and DFW Australian routes if not approved

American's second Boeing 787-9, delivered on October 5, 2016

American Airlines and QANTAS Airways have filed again an application with the U.S. Department of Transportation (DOT) seeking approval to form a joint business to better serve customers flying between North America and Australia and New Zealand.

The proposed joint business will significantly improve service, stimulate demand and unlock more than $300 million annually in consumer benefits that are not achievable through any other form of cooperation, including:

  • Up to $221 million in value from expanding codesharing between American and Qantas – opening more connections to more destinations.
  • Up to $89 million in value by offering a wider range of fare classes across each other’s networks, including lower fares and discounts.

The joint business will also give American and Qantas the opportunity to launch additional routes between the U.S. and Australia and New Zealand, including new flights to city pairs currently not served by either carrier.


An expanded relationship will encourage significant improvements in the overall customer experience, including additional frequent flyer benefits and investments in lounges, baggage systems and other infrastructure designed to better serve the carriers’ joint customers.

All these benefits will stimulate significant demand for new travel – generating up to 180,000 new trips between the U.S. and Australia and New Zealand every year.

Critically, if the joint business is not approved, American and QANTAS will have no choice but to further reduce codesharing on their networks. This will jeopardize the number of services and routes each carrier flies between the U.S. and Australia and New Zealand.

For example, QANTAS may be forced to reduce the frequency of, downgauge or potentially cancel its Airbus A380 service between Sydney and Dallas/Fort Worth (below), and American may further reduce its services between Los Angeles and Sydney and Auckland. These routes rely on codeshare support from each airline’s feeder network via their respective hub cities to be economically viable.

American and QANTAS look forward to working together to deliver new routes, a more seamless travel experience and greater access to lower fares under a joint business.

Top Copyright Photo: American Airlines Boeing 787-9 Dreamliner N821AN (msn 40640) LAX (Michael B. Ing). Image: 935286.

American Airlines aircraft slide show (current livery, Boeing):

QANTAS Airways aircraft slide show:

Bottom Copyright Photo: QANTAS Airways Airbus A380-842 VH-OQC (msn 022) LHR (SPA). Image: 931099.

Named "Paul McGinness"


American assigns the Boeing 737 MAX 8 to the Miami – Barbados route

MAX 8, first flight on December 13, 2017

American Airlines will assign the new Boeing 737-8 MAX 8 to the Miami – Bridgetown, Barbados route starting on May 4, 2018 according to Airline Route.

Copyright Photo: American Airlines Boeing 737-8 MAX 8 N308RD (msn 44446) BFI (Joe G. Walker). Image: 940368.

American Airlines aircraft slide show:



American Airlines Group reports fourth quarter and full year 2017 profit

American's second Boeing 787-9, delivered on October 5, 2016

American Airlines Group Inc. on January 25, 2018 reported its fourth quarter and full year 2017 results, including these highlights:

  • Reported a full year 2017 pre-tax profit of $3.1 billion, or $3.8 billion excluding net special items1, and a full year net profit of $1.9 billion, or $2.4 billion excluding net special items
  • Reported a fourth-quarter 2017 pre-tax profit of $425 million, or $739 million excluding net special items, and a fourth-quarter net profit of $258 million, or $455 million excluding net special items
  • 2017 earnings were $3.90 per diluted share, or $4.88 per diluted share excluding net special items. Fourth-quarter earnings were $0.54 per diluted share, or $0.95 per diluted share excluding net special items
  • Accrued $241 million for the company’s profit sharing program in 2017, including $46 million in the fourth quarter
  • Returned $1.7 billion to shareholders in 2017, including the repurchase of 33.9 million shares and dividend payments of $198 million

Pre-tax earnings excluding net special items for the fourth quarter of 2017 were $739 million, a $34 million decrease from the fourth quarter of 2016. For the full year 2017, pre-tax earnings excluding net special items were $3.8 billion, a decrease of $1.2 billion from 2016.

“2017 was a remarkable year for American Airlines. We made enormous progress as a company as we continued to make significant investments in our team members, product and operation, and those investments are beginning to pay off,” said Chairman and CEO Doug Parker. “Our operation continues to deliver record-setting performance for the company, and the credit goes to our team members who are simply the best in the business.

“We enter 2018 with strong momentum. Demand for American’s reliable, friendly service remains strong, our network is expanding, and the products we are bringing to market are resonating with customers.”

Fourth-Quarter and Full Year 2017 Revenue and Expenses

Strong close-in demand and improving yields drove an 8.3 percent year-over-year increase in fourth-quarter total revenue, to $10.6 billion. Passenger yields grew in all geographic regions, including 11.0 percent growth in trans-Atlantic and 7.9 percent growth in Latin America. Cargo revenue was up 19.7 percent to $232 million due to higher volumes and a 6.7 percent increase in cargo yield. Other revenue was up 8.1 percent to $1.3 billion. Fourth-quarter total revenue per available seat mile increased by 5.6 percent compared to 2016 on a 2.5 percent increase in total available seat miles.

Total fourth-quarter operating expenses were $9.9 billion, up 9.8 percent year-over-year due primarily to a 23.5 percent increase in consolidated fuel expense and a 7.0 percent increase in salaries and benefits resulting from the company’s investments in its team members. Total fourth-quarter cost per available seat mile (CASM) was 14.71 cents, up 7.1 percent from fourth-quarter 2016. Excluding fuel and special items, total fourth-quarter CASM was 11.25 cents, up 3.8 percent year-over-year.

Strategic Objectives

The company continues to focus on four long-term strategic objectives: Create a World-Class Customer Experience, Make Culture a Competitive Advantage, Ensure Long-Term Financial Strength, and Think Forward, Lead Forward.

Create a World-Class Customer Experience

American began 2017 by being named Air Transport World’s Airline of the Year in recognition of its successful integration and significant investment in its product and people. This is a recognition American had not received since 1988. Also in 2017, American:

  • Recorded its best on-time departure and arrival performance since 2003, and its best baggage handling performance since DOT began reporting in 1994
  • Launched new products to meet customer demand, including the expansion of American’s best-in-class lounges by opening Flagship First Dining, a new exclusive experience for customers in First Class on international and A321T transcontinental flights. American now offers Flagship First Dining in Miami, Los Angeles, and New York- JFK. Importantly, American is the only U.S. airline that offers international First Class
  • Operated the youngest fleet among its peers and invested $4.1 billion in new aircraft, including its first Boeing 737 MAX. By the end of 2018, the company expects to induct a total of 20 new MAX aircraft, which will replace older, less fuel efficient aircraft
  • Introduced new streaming-capable satellite-based internet access on the 737 MAX, which will be rolled out across most of the domestic mainline fleet
  • Introduced Basic Economy, a product to compete with ultra low-cost carriers. This product is now offered nationwide and to leisure markets in Mexico and most of the Caribbean
  • Rolled out Premium Economy, which offers a wider seat, more legroom, an amenity kit, and enhanced meal choices on international flights. Currently 64 widebody aircraft offer this product. American expects to offer Premium Economy on most of its widebody fleet by the spring of 2019
  • Expanded the airline’s global footprint by launching Los Angeles-to-Beijing service; and announcing service from Philadelphia to Prague, Czech Republic, and Budapest, Hungary; Dallas-Fort Worth to Reykjavik-Keflavik, Iceland; and Chicago-O’Hare to Venice, Italy, which will start this summer
  • Completed delivery of the last Boeing 737-800 and Airbus A321CEO aircraft
  • Painted the last aircraft in American’s new livery

“Customers are responding positively to the options American offers, from international First Class to Basic Economy,” said American Airlines President Robert Isom. “We are far ahead of our U.S. competitors in offering Premium Economy on our international flights, which comes just as we begin to prepare for the busy summer travel season. Importantly, this highly-differentiated product makes American’s international service consistent with its partners across the Atlantic and the Pacific, so customers can book their international Premium Economy trips seamlessly.

“American’s customers are noticing these significant product and network improvements. 2017 survey scores measuring our customers’ likelihood to recommend American were the highest they’ve been in company history,” Isom said.

Make Culture a Competitive Advantage

American is creating an environment that cares for frontline team members, provides competitive pay, and equips its team with the right tools to support its customers. During 2017, American:

  • Awarded each team member with two complimentary round-trip tickets across American’s global network to commemorate being named Air Transport Worlds 2017 Airline of the Year
  • After hurricanes hit the Caribbean and Florida, American Airlines team members worked together to help the people of San Juan, Puerto Rico and other affected parts of the region. American and its team members have delivered more than 2.5 million pounds of relief supplies and raised almost $2 million for the American Red Cross, in addition to other relief work
  • Invested more than $300 million in facilities and equipment including renovations to team member spaces, mobile devices for pilots and flight attendants, and the ongoing One Campus One Team initiative at the airline’s global support center in Fort Worth
  • Ensured team member pay remained competitive through initiatives such as a mid-contract salary increase for pilots and flight attendants and continued step increases from a mid-contract pay increase for mechanics and fleet service workers
  • Introduced a best-in-industry maternity and adoption benefit program to all team members including union-represented team members
  • Launched the company’s first team member survey in over a decade
  • Provided customer service skills training to 35,000 team members through Elevate the Everyday Experience training, and launched training for leaders that emphasizes supporting team members who directly serve customers
  • Announced that work on its CFM56-5B engines, which power much of American’s Airbus narrowbody fleet, would move in-house to its world-class maintenance team located in Tulsa, Oklahoma beginning later this year
  • Just this month, shared benefits of the recent Tax Cuts and Jobs Act by issuing $1,000 payments to all non-officer team members at American and its wholly-owned regional carriers. While American does not yet pay federal cash income taxes, the new tax law will reduce the company’s future tax bill and allow more investments in equipment and facilities

Ensure Long-Term Financial Strength

American has taken significant steps forward to ensure its long-term competitiveness in the global aviation industry. In the four full years since the merger closed, the company’s cumulative pre-tax earnings excluding net special items were $19.4 billion. American is focused on capturing the efficiencies created by the merger, delivering on its earnings potential, and creating value for its owners. In 2017, American:

  • Returned $1.7 billion to shareholders through share repurchases and dividends, bringing the total since mid-2014 to $11.4 billion. These repurchases have reduced the share count by 37 percent to 475.5 million shares at the end of 2017. As of December 31, 2017, the company had approximately $450 million remaining of its current $2.0 billion share repurchase authority2
  • Announced, at American’s Media & Investor Day last fall, $3.9 billion in revenue and cost initiatives expected to be realized by the end of 2021. These projects are on track and are expected to improve the customer experience, drive revenue improvements, and deliver cost efficiencies
  • Completed several innovative and landmark transactions in 2017 that provided efficient financing for the company. These transactions included repricing approximately $5 billion in term loans at industry-leading rates, extending and increasing its revolving credit facility, and setting a new benchmark rate for subordinated aircraft debt in the EETC market
  • On January 25, 2018, declared a dividend of $0.10 per share, to be paid on February 20, 2018, to stockholders of record as of February 6, 2018

Think Forward, Lead Forward

American is committed to re-establishing itself as an industry leader by creating an action-oriented culture that moves quickly to bring products to market, embraces technological change, and quickly seizes upon new opportunities for its network and product. In 2017, American:

  • Announced a $200 million equity stake in China Southern Airlines, leading to a growing codeshare with the largest airline in China
  • Executed an amended and restated trans-Atlantic Joint Business Agreement that extends the term of the agreement with the company’s partners
  • Adopted next-generation technology such as cloud hosting and machine learning to speed time to value
  • Announced a commitment for more than $1.6 billion for improvements of LAX Terminals 4 and 5, setting the stage for American to receive additional gate space, strengthen its Pacific gateway and to be the pre-eminent airline for Los Angeles
  • Built a five-gate expansion at Chicago O’Hare Terminal 3, which is expected to open in April, giving American a new advantage at this key competitive hub

Parker summarized: “As an airline, we will always operate in a just-in-time environment, however, we recognize we must lead for the long term. This means we must be more nimble in our problem solving and in how we innovate and develop the right products, technology, and network both for customers of today and the future. Ultimately, all of this work will produce a company built for the long term, led by a team that thinks long-term, sees the potential of future opportunities, and brings innovative concepts to market quickly and efficiently.”

Guidance and Investor Update

American expects its first-quarter 2018 TRASM to increase approximately 2.0 to 4.0 percent year-over-year, which reflects expected continued improvement in demand for both business and leisure travel. The company also expects its first-quarter 2018 pre-tax margin excluding special items to be between 2.0 and 4.0 percent.3 In addition, based on the guidance issued today and current business conditions, American presently expects its 2018 diluted earnings per share excluding net special items to be between $5.50 and $6.50. 3



  1. In the fourth quarter, the company recognized $314 million in net special items before the effect of income taxes. Mainline special items principally consisted of a $123 million charge for the $1,000 cash bonus and associated payroll taxes granted to employees in recognition of recent tax reform, $81 million of merger integration expenses, $58 million of fleet restructuring expenses, and a $20 million net charge resulting from fair value adjustments to bankruptcy obligations. Regional special items of $23 million principally consisted of a charge related to the $1,000 cash bonus and associated payroll taxes discussed above for employees at the company’s regional subsidiaries. The company also recognized a nonoperating special charge of $11 million and an income tax net special benefit of $7 million. See the accompanying notes in the Financial Tables section of this press release for further explanation, including a reconciliation of all GAAP to non-GAAP financial information.
  2. Share repurchases under the buyback program may be made through a variety of methods, which may include open market purchases, privately negotiated transactions, block trades or accelerated share repurchase transactions. Any such repurchases will be made from time to time subject to market and economic conditions, applicable legal requirements and other relevant factors. The program does not obligate the company to repurchase any specific number of shares or continue a dividend for any fixed period, and may be suspended at any time at the company’s discretion.
  3. American is unable to reconcile certain forward-looking projections to GAAP as the nature or amount of special items cannot be determined at this time.

Copyright Photo: American Airlines Boeing 787-9 Dreamliner N821AN (msn 40640) LAX (Michael B. Ing). Image: 935286.

American Airlines aircraft slide show (Boeing):