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CHANGES TO YOUR TRAVEL BENEFITS
Changing Between D1 and D2, D2R Classifications
LAA (Legacy AA) and LUS (Legacy US Airways) now have the same policy for changing between travel priority classifications.
Prior to the merger LAA did not permit non-revs to change from a D1 to a D2 status or from a D2 to a D1 status after check-in.
Prior to the merger LUS did permit non-revs to change from a D1 status to a D2 status or from a D2 status to a D1 status after check-in.
Effectively immediately all employees and retirees will now be permitted to switch from/to, a D1 or D2, D2R priority statuses up until one hour before domestic flights and two hours prior to international flights.
After check-in you must cancel your original PNR listing and create a new PNR to switch your boarding status from a D1 to D2, D2R, or from a D2, D2R to a D1. You MUST make this change in NRTP (Non-Revenue Travel Planner). Airport Agents CANNOT make any of these changes for an employee or retiree. So be certain to have the appropriate APPs downloaded to your mobile devices to access the NRTP.
Unfortunately for Sabre Retirees, you are not able to make any changes to your priority status classifications because American Airlines has not provided access to the NRTP to you and the Airport Agents cannot make these changes for you.
AA explains that this is the only solution in the short-term because the system cannot track or monitor the changes between travel statuses.
AMRRC does not necessarily agree with these changes because up until one-hour prior to the departure time of a domestic flight; the priority list will probably render itself inaccurate because both employees and retirees will be permitted to change their travel classifications up almost up until departure time of a domestic flight. Making plans for travel based on the number of non-revs listed for a flight in the NRTP will also make it more difficult to determine how many D1s, D2s, or D2Rs are listed are really going to travel in the classifications displayed when these can so easily be changed.
We hope these changes do not further create any more issues during the boarding process at the gates with double listings, or in any uncertainties as to whether the changes to the classifications were changed during the timeframes specified.
Please be considerate of other non-revenue travelers and cancel your flight listing(s) if you do not intend to travel on that flight.
Double Listings create MORE WORK for the gate agents trying to process non-revenue travelers. If there are double listings on the airport standby list, the agent must also process those names on the standby list as a No Answer or Cancel them. Double listings also create inaccurate numbers for those non-revenue travelers trying to plan a trip because more travelers have listed than plan on traveling.
Prior to the merger, LAA was NOT PERMITTED to ever double list for any flight. Prior to the merger LUS was PERMITTED to double list for flights. LUS also has many flight crews commuting and many still continue to double list for flights to ensure they get to work, and return home.
AA Human Resources notified AMRRC that AA is now issuing Retiree IDs for all retirees considered to be Mainline Airline retirees.
Retirees of Express Carriers will not be issued Retiree IDs. Express Carriers include PSA, Piedmont and Envoy.
Follow the instructions on the Application Form. Although, there is no place on the form to enter a date when you submit the form, we recommend entering a date in the upper right-hand corner of the form. Retain a photo-copy of the completed application for your records. The application form is available on Jetnet, however, for your convenience we have posted the exact form here for those retirees that wish to send their request by U.S. mail. CLICK HERE FOR THE RETIREE ID FORM.
Also, a great improvement will be included in the Application Process. You will be able to request your retiree ID electronically. Please follow the directions posted with the form on Retiree Jetnet. http://Retirees.AA.com
The following email will soon be posted to Retiree Jetnet soon.
We know that badges are important for retirees. They’re a helpful resource as you’re traveling and they allow you access to eligible discounts even when you’re not on the road. That’s why we’re pleased to share that we’re ready to start printing retiree ID badges for all mainline retirees. This is great news, especially for our Legacy US Airways retirees who, prior to now, were not issued IDs. If you have previously submitted a paper form request and would like to resubmit your request online, please feel free to do so as it will expedite the processing of your request. If you don’t resubmit, we’ll continue to work your original request (the online request is quicker though).
Please know that we expect a number of requests for this initial launch, and ask that you be patient with us as we work through all the printing and logistics.
To request your retiree ID, fill out the form and upload your picture.
If you have any questions or need assistance, please email the Retirement Services team at firstname.lastname@example.org or contact Retirement Services at 1-800-447-2000 and follow the prompts to Retirement Counseling.
The American Airlines Retirees Committee goal is to Preserve Retiree Benefits through Communications and Determination!
AMRRC, Inc. was incorporated as a 501(c4) tax exempt, nonprofit corporation, dedicated to represent all Retirees from American Airlines, from past mergers and to protect Retiree benefits for future Retirees.
AMRRC, Inc. will work to restore Retiree Earned Benefits and to meet the short term and long term challenges that are ahead. Retirees are proud of our decades of hard work that made American Airlines great. Retirees deserve Respect and the Earned Benefits, including travel pass benefits that were promised for our years of service as a part of our Retirement programs.
We look forward to working with old and new members for the long term.
Welcome to the New AMRRC, Inc. April 2015.
The views, comments and ideas expressed on the AMRRC Website do not represent those of the American Airlines Group and its subsidiaries. The logos, flight symbols, all service marks and trademarks contained herein are property of their respective owners. AMRRC is not associated with AAG.
Join us in our efforts to restore our pass policy, for equal rights for ALL Retirees, without discrimination to specific work groups, including TWA, USAir, Sabre and other Retirees from AMR. Thank you.
Included below is a letter which was recently sent to American Airlines from the President of the Allied Pilots Association. It is an impressive letter and every employee and retiree is encouraged to read it. It has also been the subject of a number of news articles.
It identifies many areas in the Company which need the review and attention of management that all customers, employees and retirees expect from American Airlines.
No one remembers who the third person on the Olympic podium was as the national anthem played for the gold and silver medal winners. Sadly, that is becoming the daily reality here at the "new" American Airlines.
We have lately been witness to an unending series of operational and contractual errors, thanks to management's focus on maximizing revenues and minimizing costs. This "on the cheap" philosophy is incompatible with a global, premium service carrier like American Airlines. We were initially told by the new management team that the post-merger mission statement would be to "integrate, stabilize and innovate." What we have seen lately directly contradicts that oft-stated operating concept.
Among the latest in a long list of recent debacles: The decision to substitute the LUS vacation scheduling software for LAA current vacation bidding software. This resulted in an internal meltdown and subsequent panic of significant proportions. Even more important is that this kind of relatively simple error does not bode well for the operational and contractual challenges on the not-too-distant horizon. We have also seen massive pay errors for the most recent pay period for our pilots, including instances where reserves were paid only for actual time flown instead of full guarantee, state income tax incorrectly withheld and incorrect 401(k) pre-tax contributions, among other problems.
These self-induced messes could have easily been avoided by simply adhering to the original "adopt and go" methodology. We have enormous operational and contractual challenges coming our way in the form of a single FOS integration, Preferential Bidding System implementation, and single seniority list integration. Any single misstep in these critical areas will have serious operational consequences for our pilots, the traveling public and our company.
The aforementioned debacles have become representative of a larger systemic problem: Management's refusal to invest in both the employees and airline's infrastructure. This ongoing, myopic "target fixation" on revenue comes at the expense of investing in the airline's long-term success. The misalignment of management goals is beginning to bleed over to both our operational performance and customer service. A recent survey of a large group of corporate travelers asked who they view as the "least desirable airline." Resoundingly, the answer was American Airlines, with respondents citing poor customer service. When important corporate travelers were asked if dealing with American had gotten worse or better since the merger, the answer was "worse." The most common suggestion made by those surveyed was that management "needs to invest in their customer service and their people." I couldn't agree more.
In a global customer service industry, talking big but spending little won't begin to close the gap with our competition. Management must be willing to invest in both the employees and the operation. Absent that, American Airlines will never come close to fulfilling its slogan of "Going for Great." Recall Delta CEO Richard Anderson's statement that "American Airlines will never close the gap with Delta, simply because they aren't willing to invest in their employees." He made the statement on the eve of Delta announcing the largest profit-sharing payout in its history. In announcing the $1.5 billion payout Mr. Anderson said, "2015 was another record year on all fronts and we look forward to rewarding the Delta team for driving industry leading operational and financial performance. We have the best employees in the industry driving superior performance, which allows us to pay industry-leading total compensation."
In a recent employee town hall meeting, AAG CEO Doug Parker responded to a question regarding profit sharing and future compensation adjustments as other airline unions leapfrog American Airlines' pay rates. Mr. Parker responded there would not be any ad hoc annual share of profits and that he believes when you're the greatest airline in the world, you need to pay like it. He followed up that statement by emphasizing when you sign a contract, "that's the deal, that's it," adding there will be no "leapfrogging" considered until the next contract.
From industry-trailing total compensation (including United Airlines, whose pilots just inked a two-year contract extension) to fatiguing and low quality of life (QOL) trips, degraded hotels, paycheck miscalculations, line construction to include "slash trips" that pay well below industry standard and create 19-20-plus day lines, the degrading effect of the "optimizer" on our QOL to obsession with D-0 door slamming on all customers and non-rev passengers under heavy threat of discipline for non-compliance, we have all witnessed a culture gone awry. In fact, as I write this, we're seeing yet another IT issue — jump-seat double-bookings for primary seats, creating more uncertainty and distraction for our pilots and the operation.
Additionally, there have been numerous instances of Labor Relations attempting to circumvent our contract, such as the expectation for short call reserve pilots to be physically residing within a predetermined circle around airports, along with unilateral report times from call-out to show time. While APA's strong opposition prevented any imposition of these extra-contractual provisions, they illustrate the culture path some in management have chosen.
Grievance filings are on the rise, with a variety of implementation issues at the forefront. For the last several days in advance of this week's snow event, APA has been attempting to secure sequence protection provisions for LUS pilot as swaths of trips are preemptively cancelled. It is inexcusable that for a company forecast to make a record profit of $6.3 billion, we continue to see mid-level management budget-driven decisions versus doing the right thing to generate support for operational reconstruction from the front-line pilot leaders.
Some months ago I sent you a message using the metaphor of "Big League Team, Minor League Spending." I closed that message with the following: "While it's not too late for a course correction, it will require a paradigm shift if management has any intention of bringing about a meaningful cultural change. It's not too late for that change to happen, but management must take bold steps to differentiate American Airlines from the United Airlines business model and demonstrate to all of us that it is on a path to give Delta Air Lines a true competitor. They can do that by investing in their employees and the operational issues that affect each of us on a daily basis."
It's a message that bears repeating.
I attended the State of the Airline Meeting at HDQ on Jan. 29, 2016. This is a Summary of the meeting and the Q & A which followed.
The earnings information presented at the State of the Airline was also presented on the live Webcast with Investors earlier in the morning. The Webcast is available on the American Airlines Website.
At the meeting Doug Parker quickly went through the numbers and profit information in the slide-show presentation comparing AA mostly to Delta and he said that Southwest Airlines is having an impact on AA’s business in the Dallas area.
There is a huge task ahead of AA with the implementation of one Flight Operating System (FOS) which was mentioned in Keith Wilson’s (President of APA) letter (“Going for Bronze”) to AA’s management staff earlier this week.
There were quite a lot of retirees in attendance of the meeting. I personally talked with at least eight retirees at the meeting. It was great to meet them because we have exchanged comments on AMRRC’s Facebook page.
I also talked with Cari Ulrich, Managing Director of Human Resources, for a while before and after the meeting. A few Directors of the AMRRC will be meeting with her next month to discuss some issues and recommendations that all non-revenue travelers are encountering. Cari understands that AMRRC is receiving significant feedback from the all retirees (LAA & LUS). She is genuinely open to meetings and discussions with us. There are some other concerns (other than DR2) that AMRRC feels we have an opportunity to improve for retirees at this time.
AMRRC will continue to keep all retirees informed of our efforts. Please always share your concerns, comments and ideas with us. We will be meeting with Cari Ulrich next month and are in the process of preparing an Agenda which includes question, concerns, and some recommendations to improve some of the problems that non-revenue travelers are encountering during their travels.
Session of the Meeting
QUESTION: Why is AA continuing to decline in the airline ratings and is now currently in last place?
• Answer: The Wall Street Journal continues to post ratings based on the “combined categories” upon which airlines are evaluated which is not the correct way to evaluate airlines. AA has also dropped in ratings because of the merger and customers having to get use to a combined airline and different processes, however, airport procedures are being aligned. Baggage ratings have declined because AA and US operated different baggage tracking systems but should improve.
QUESTION: Would it be possible for AA to provide additional D3s for each deceased parent of a retiree for a retiree’s adult children.
• Answer: Mr. Parker explained that this would dilute revenue for AA because if there were additional D3s provided to retirees for their deceased parent(s) then it would be unlikely that these individuals would purchase tickets on AA which would create a dilution of revenue.
AMRRC Comments: What Mr. Parker does not realize is that retirees are so enraged with AA for changing our travel priority to D2R that retirees are purchasing tickets on other airlines for themselves and their family.
QUESTION: Why did AA provide free travel to all employees and retirees if D3s are considered a dilution of revenue? Wouldn’t free travel be considered a dilution of revenue?
• Answer: Mr. Parker does not believe that free travel is a delution of revenue because if the employee/retiree can’t get on, they don’t go. I guess Mr. Parker has “yet” to consider free travel as a loss of an income revenue stream to AA because there are costs associated to the collection of non-revenue service charges.
QUESTION: What is the status of fully funding the PENSION PLAN and to what percentage level is the Pension Plan funded?
• Answer: Mr. Parker replied there is no reason to worry about the AA’s Pension Plan because of the profits AA is currently making. He further stated that the Pension Plan is funded to the percentage that it should be.
QUESTION: When will Sabre Retirees be provided access to Jetnet/NRTP for their AA travel benefits?
• Answer: Elise Eberwein (Exec. VP) and Cari Ulrich (Managing Director, HR) advised that they are currently working on but could not provide an implementation date. However, after the Q&A, Elise and Cari personally discussed this with the Sabre retirees in attendance and are looking at some system fixes to accommodate the access as soon as possible. AMRRC will continue this discussion with AA because Cari Ulrich agrees that Sabre Retirees should have access to the on-line tools available to manage their travel benefits.
AA ended 2015 with a $3.3 billion profit in the 4th quarter capping off a record-breaking year. The 4th quarter profit counted a $3 billion special credit stemming from a change in its tax valuation allowance.
For all of 2015, American posted a record profit, including special items, of $7.6 billion or $11.07 per share. It had reported a $2.9 billion profit the previous year.
The company expects to save approximately $2 billion from reduced crude oil price in 2016.
"We knocked it out of the park," American Airlines chairman and CEO Doug Parker said on the company's investors call.
American Airlines announced Friday that the company increased annual profits, surging 50% from $4.2 billion in 2014 to $6.3 billion last year. In the fourth quarter, the airline reported $1.3 billion in profits at $2.00 per diluted share— beating average Analysts expectations of $1.96. Parker commended his company for having such a successful year while working through the complex integration of American Airlines and US Airways.
Much of the American's increased profitability can be attributed to 41% reduction in fuel costs, which translated into a savings of nearly $4.4 billion. However, the airline also reported a 3.9% drop in total revenue to $41 billion for the year. In general, lower revenue can also be attributed lower fuel prices which leads to lower tickets prices. However, American maintains record profitability and margins of 12 to 14%.
American blamed the decline to a strong US dollar, increased capacity competition in markets, such as, its home base in Dallas (with Southwest Airlines), and a drop in international fuel surcharges. The airline is also experiencing softness in traditionally strong markets in China and Japan. Furthermore, Brazil's sluggish economy has affected American's operations. In a matter of months, Brazil's share of the company's revenue dropped from 6.1% to just 2%.
Analysts on the investors call questioned American's decision to finance its new aircraft purchases even though it holds $6.9 billion in cash and short-term investments. The airline is expected to take delivery of more than 100 new aircraft this year.
"We've paid off our high interest rate debt and with the ability to get financing at less than 4%, it doesn't make sense for us and our investors to pay cash," a company executive said. "Also, due to the financing of the aircraft, we need to hold higher levels of collateral."
In terms of the effect the Zika Virus is having on the American and its significant Latin and South American operations, the airline said that it has procedures in place to keep their aircraft clean and its crews safe while abroad. Further, it has not seen much in terms of refunds due to the outbreak.
Shares of American Airlines are down slightly in morning trading.
The above article was posted from the Business Insider. http://www.businessinsider.com/american-airlines-earnings-2016-1
If you or a family member was left behind and the flight left with open seats, please let AMRRC know. We are collecting this data because AA management is not aware that this is occurring and we want to provide them with this information.
It is not the Agent’s fault when this occurs, but rather, because of the very strict D (minus) 10 minute boarding rule directive issued by the Company. The agent MUST close the Terminal Door to the Jet-bridge 10 minutes prior to the departure time of the flight.
AMRRC has established a new EMAIL Address exclusively for you to send us the flight information when this occurs.
Please include a copy of the list, OR provide the (1) Flight Number, (2) Date, (3) From/To, (4) Departure Time , (5) how many seats were open. You can obtain this information at: Mobi.aa.com. Please also include your name, as sometimes the sender’s email address is not reflective of your name.