exo-is/governance-reporting-on-listed-companies huggingface dataset:
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74
About This Report
6
Highlights
3
Connecting Within Our Communities
65
Safety
7
Climate Lobbying
52
People 
12
A Message from Ed Bastian
1
Climate and the Environment
29
Appendix
80
TABLE OF CONTENTS
TRAVEL CAN CHANGE THE WORLD. FOR GOOD.
INTRODUCTION
In 2022, Delta soared out of the pandemic era 
and into stabilization and recovery. We returned 
to the skies and found that, once again, the world 
is a better place thanks to the miracle of safe, 
efficient and comfortable air travel that connects 
people and communities worldwide.
All of this is possible thanks to the dedication, 
passion and hard work of the 90,000+ people of 
Delta Air Lines. Because of their efforts, Delta was 
the most awarded airline in the country in 2022, 
earning
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1
Building a More Equitable World
Delta is committed to pushing toward a more 
just and equitable world for all. That includes 
a commitment to improving the diversity of 
our people at all levels of the company, with 
measurable goals and transparency that we 
outline in our annual “Close the Gap” report. 
While we still have a long journey ahead, we 
are heartened to report that Delta increased the 
representation of women, Black talent and other 
underrepresented racial and ethnic groups in 
roles across the company in 2022.
Additionally, Delta accelerated an essential 
partnership with OneTen, an organization 
that aims to hire, promote and advance one 
million Black individuals into family-sustaining 
careers over ten years.
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2
2022 HIGHLIGHTS
SAFETY IS OUR 	
	
	
TOP PRIORITY
Proactively reduce risks  
by identifying, assessing, mitigating 
and/or eliminating hazards that may 
cause incidents, accidents or injuries 
to customers and employees
Zero  
serious customer injuries 
in 2022
GOVERNANCE 
Maintain a corporate governance 
program aligned with evolving  
best practices
•	
Appointed Greg Creed and Leslie Hale  
to the Board of Directors
•	
Board Committee Charters updated  
to clarify the allocation of ESG oversight  
in line with existing responsibilities
PEOPLE	
	
	
	
Double spend with Black-owned  
businesses to $690M by 2025
Spent nearly $493M with Black-owned businesses in 2022
Increase diversity of qualified 
candidates and new hires
•	
Black
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3
CLIMATE AND THE ENVIRONMENT 
$1 billion investment 
through 2030
$116M in offsets purchased  
to cover travel and tickets 
Electrify 50% of our 
eligible Ground Service 
Equipment (GSE) fleet 	
	by 2025
Retired and replaced over 650 pieces 
of equipment with electrified GSE and 
achieved 25% electrification of GSE
Achieve net-zero 	 	
by 2050	
Secured Science-based Targets 
initiative (SBTi) validation of our 
medium-term science-based target to 
improve emissions intensity no later 
than 2035 compared to a 2019 baseline
In 2022 carbon emissions intensity 
improved 0.56% compared to 2019  
on a revenue ton kilometer basis.  
From 2021 to 2022 emissions  
intensity improved 12.7%.1
Accrue 3% fuel savings 
annually across the enti
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4
EMPLOYEE AWARDS
Fortune World’s 
Most Admired  
Companies 
(2023)
Glassdoor’s 2023 
Best Places to Work 
ranked 39 of 100
Business Travel News  
#1 Airline 
(2022)
2022 Disability Equality  
Index Best Places to Work  
(7th year in a row)
2022 Best Employers  
for Diversity list 
listed 98 of 500
CUSTOMER SERVICE AWARDS
Business Traveler USA
8 Awards  
across categories for passenger 
experience, product offerings and 
frequent flyer programs 
The Points Guy
Best U.S. Airline 
Newsweek 
Best Customer Service  
(2023)
Travel Weekly 
Readers’ Choice Awards  
(2022)
Cirium Platinum Award for 
Operational Excellence  
(2022)
U.S. News Best Travel Rewards 
for SkyMiles  
(2022-2023)
Conde Nast Traveler’s 2022  
Readers’ Choice Awards
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5
The 2022 ESG report presents a snapshot of the 
environmental, social and governance programs 
of Delta Air Lines, Inc. (Delta) since January 1, 
2022, with a focus on the period from January 
1, 2022 to December 31, 2022, unless otherwise 
stated. All references to “we,” “us” and “ours” 
are references to Delta. We continually seek 
to advance our ESG goals. Therefore, progress 
toward some of our short-, medium- and long-
term strategies and initiatives during the first 
quarter of 2023 is included in this report as well. 
We believe in transparency and structure in 
our reporting principles. This report is created 
by following the reporting standards of the 
Sustainability Accounting Standards Board 
(SASB) and the Task Forc
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6
SAFETY
Safety is our number one 
priority. As an airline, 
health, safety and security 
are non-negotiable and 
operating a safe and reliable 
airline is the underpinning 
of our success. We are 
grateful and privileged that 
our customers, colleagues 
and communities entrust 
us with their transportation 
needs. Safety for our 
employees and customers is 
a foundational commitment 
that permeates our culture.
In conjunction with our organization-wide safety 
policy, we designed the SMS to be proactive, 
predictive and data-driven in nature. Delta 
was an early adopter of SMS principles, and in 
2017, we were one of the first airlines to receive 
validation from the FAA several months before 
the requirement to do so.
As our SMS
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We continually aim to provide safe and clean transport for customers and 
a safe workplace for employees. We proudly transported more than 177 
million customers safely in 2022. Our ability to serve our large customer 
base is only possible with the reliability demonstrated daily through the 
unwavering commitment of our flight attendants, pilots, maintenance 
technicians and ground agents.
It is critical for Delta and the broader airline industry to utilize all the 
tools available to mitigate in-flight misconduct and maintain safe flight 
experiences for our customers. Delta maintains a zero-tolerance policy 
toward workplace violence. We provide de-escalation and self-defense 
training for flight attendants and other frontline
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Safety Through Global Cleanliness
As travel continues to pick up, cleanliness remains a fundamental element of Delta brand expectations. 
We are committed to delivering a world-class customer experience through the Delta CareStandardSM, 
our science-backed approach to health and safety. Global Cleanliness supports the Delta Brand Promise, 
as we move forward on our commitment to clean travel experiences. 
EMPLOYEE SAFETY
The safety of our employees in delivering operations 
is an enterprise-wide responsibility and is deeply 
embedded in our culture. 
We empower our employees to slow down or stop any operation if they 
feel it is necessary to maintain a safe work environment for our personnel 
and a safe travel experience for our c
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SAFETY PROGRAMS
Delta provides a suite of safety 
training that includes compliance 
requirements as well as tailored 
information relevant to an 
employee’s role:  
Regular quality assurance audits 
and employee interviews are 
performed at domestic and 
international airports to evaluate 
the implementation and success 
of these initiatives and programs. 
The audit findings and interview 
results are shared with leaders to 
proactively identify opportunity 
areas and best practices. 
Just Culture – one of our long-established safety initiatives 
– is at the forefront to emphasize its importance to new 
employees within Delta. Just Culture uses collaboration, 
observations and conversations, such as peer-to-peer or 
manager-to-em
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PEOPLE
OUR PEOPLE ARE OUR STRONGEST COMPETITIVE 
ADVANTAGE. THE DEDICATION, EFFICIENCY AND 
HIGH-QUALITY SERVICE THEY PROVIDE SETS US 
APART. WE INVEST HEAVILY IN OUR EMPLOYEES’ 
WELL-BEING AND CONSCIOUSLY STRIVE TO FOSTER A 
DIVERSE, EQUITABLE AND INCLUSIVE ENVIRONMENT.
OUR PEOPLE
The Delta Difference is our people and our shared commitment to 
living our values through caring for each other, and through teamwork, 
our people drive our success. Our values of Care, Integrity, Teamwork, 
Resilience and Servant Leadership guide us every day in everything we do. 
Our principal human capital management objectives are to attract, retain and develop people who 
understand and are committed to delivering the “Delta Difference” that is co
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We have 10 employee Business Resource 
Groups, with participation from one-
third of our employees, that are regularly 
tapped for feedback and leveraged for 
their unique knowledge and perspective. 
Our large divisions also support Employee 
Involvement Groups that focus on 
everything from improving the customer 
experience to enhancing work-life balance. 
We regularly hold executive-led, 
company-wide town hall discussions, 
communicating our ongoing commitment 
to our people and culture. In line with 
our open-door policy, our in-person and 
accessible online events with senior 
management team members facilitate 
communication across the company.
Our executive leaders and the Board 
of Directors also hear employee voices 
thr
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COMPENSATION AND BENEFITS
Delta’s Comprehensive Total Rewards Package
At Delta, our people drive our success. Together with training and development, our comprehensive total rewards package underscores our commitment and 
appreciation to the biggest contributor to our success – our team. Our overarching compensation philosophy is to provide industry-leading total compensation 
for industry-leading performance across all workgroups. 
PROFIT SHARING
For all employees, competitive base pay is 
just one piece of our larger compensation. 
Our Profit Sharing Program is industry 
leading and recognizes our employees’ 
contributions to meeting our financial 
targets. Each year that Delta earns a full-
year profit, 10% of adjusted profits
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Compensation Governance 
We are in the business of connecting the world. As a global 
company that aspires to employ a workforce that is as diverse 
as the customers we serve, it is essential that our employees 
are paid equitably. Our frontline employees are paid an 
hourly rate based on the length of service in their respective 
positions. For merit positions, we are committed to a yearly 
review of employee compensation to maintain equitable pay 
for comparable duties, responsibilities, skills and experience 
regardless of protected categories. 
Collective Bargaining 
We respect all employees’ legal rights, including the right 
to collective bargaining. This includes the right to decide 
whether to be represented by a union or remain union-free. 
Our U.S.-base
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Delta Wellness Areas of Focus
INSIGHTS AND INNOVATION
Data-driven insights from 
listening to our people to 
inform our investments
GLOBAL BENEFITS
Transform employer-led  
health care with best-in-class 
benefit design
CLINICAL CARE
Help our people find timely 
access to medical & mental 
health care with the highest 
quality & experience
The initiative is a combined effort across our 
organization to deliver programs that provide 
a holistic approach to overall wellness through 
physical, emotional, social and financial pillars.
Over the past two years, we enhanced our 
employee health and wellness program, which 
is unique to the industry. Dr. Henry Ting, a 
physician and former Mayo Clinic executive, 
leads this program as the
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These programs are voluntary, incentive-based 
reward programs focused on supporting our 
employees to improve their overall wellness.
In 2022, we began measuring total employee 
well-being through the Flourishing Index 
to guide equitable, effective program 
enhancements. Our wellness team uses key 
insights from the Flourishing Index to shape 
the program’s approach, producing the benefits 
listed in this section.
The Flourishing Index involves a 12-question 
survey developed by researchers at Harvard 
University. It provides baseline data on how  
our people are doing in areas spanning mental 
and physical health, close social relationships 
and financial and material stability. Additional 
one-on-one qualitative interviews con
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Training
Our objective accelerated in 2022, as we 
increased our employee base, hiring and 
training approximately 25,000 new employees. 
Attrition remains low at 7.8%,1 though slightly 
elevated from our historical average.
A key piece to improving our employee 
experience was modernizing our human 
resources tools and technology by increasing 
the use of iGrow, our online learning portal. 
Launched in 2021, iGrow offers career and 
professional development and an array of 
skill-building options. The tool is delivered in 
partnership with core content providers such as 
Harvard Business Publishing, enabling Delta to 
offer curated, self-paced growth paths, and is 
accessible globally to all Delta employees. 
These growth paths a
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Skills-First
Our equity-focused career development model 
emphasizes the value of skills and competencies 
over job histories and traditional degrees. 
Expanding our commitment to the OneTen 
coalition, in January 2022, we dropped our 
degree requirement for pilots following similar 
work we did in 2021 for our merit roles. While 
we work to catalog unique skills associated with 
specific roles, we have taken a more critical lens 
with job postings to ensure job requirements are 
clearer. Additionally, we expanded the usage of 
our internal “career talent profile” allowing our 
recruiters to search internal candidates by their 
experience and listed skills.
To complement our strategy, we launched our 
Skills-First Apprenticeship P
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ATTRACT & MOBILIZE TALENT
Expand recruitment outreach to 
build a diverse, skilled pipeline
	
y
Expand talent pipeline through 
strategic diversity recruitment 
	
y
Leverage job data and talent 
profiles to direct-source 
applicants for open roles 
	
y
Fill 25% of merit roles by 
prioritizing internal mobility
ENGAGE & GROW TALENT 
Targeted development &  
career enrichment 
	
y
Ensure a foundation of success 
through enhanced onboarding 
	
y
Develop leaders at every level 
to be strong coaches and 
culture carriers who lead high-
performing teams 
	
y
Cultivate a diverse workforce 
of skilled, and job-ready talent 
through targeted development 
and career-enriching programs
TRANSPARENT &  
EQUITABLE PROCESSES
Remove bias and ensu
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INVESTMENTS IN OUR PEOPLE 
Family Leave and Caregiving Benefits
We support our team’s family moments – that 
means enhancing or adding new benefits so they 
can spend time with their new baby and have 
backup care when their regular sitter falls through. 
We announced in 2022 that for 2023 we were 
expanding maternity, parental and bonding 
leave, now including non-birthing, adoptive and 
surrogate parents, giving employees more time 
to focus on new family members. Birthing parents 
will receive 10 weeks maternity plus two weeks 
parental leave (12 paid weeks total) paid at 100%, 
regardless of delivery type. This increases from 
6-8 weeks of paid leave, depending on delivery 
type. We also provide two weeks of parental 
leave pa
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INVESTMENTS IN OUR PEOPLE (CONTINUED) 
Quantum Health Advocacy
Quantum Health, a best-in-class concierge 
advocacy provider responsible for services 
previously provided by Delta Health 
Direct. Nurses, benefits experts and claims 
specialists who know Delta’s benefits are 
there to help our employees save time, 
money and to serve as an advocate. 
Financial Well-being
Emergency Savings: We announced in late 
2022 a program launching in 2023 intended to 
help Delta people be more prepared for life’s 
unexpected moments. Beginning January 1, 
2023, eligible employees can earn up to $1,000 
from Delta to fuel their Emergency Savings 
when they complete a financial education 
and coaching program and contribute to an 
emergency savin
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DIVERSITY,  
EQUITY AND 
INCLUSION
Delta is committed to actively 
seeking diversity, boldly pursuing 
equity, consciously promoting 
inclusion and fostering a sense of 
belonging among employees. 
In 2022, we continued to progress on our 
commitments to being an anti-racist, anti-
discrimination organization while transparently 
sharing our results. As part of our commitment 
to transparency and based on feedback from 
internal and external stakeholders, we publish 
on our website our latest EEO-1 Report as 
submitted to the U.S. Equal Employment 
Opportunity Commission. 
WORKFORCE DIVERSITY1 , 2
Gender
Women
41.8%
Men
58.2%
Gen Y
1981-1996
39.0%
Gen Z
1997-2012
8.0%
Baby Boomers
1946-1964
15.1%
Gen X
1965-1980
37.9%
Age
White
50
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Our focus is on the three areas where the gaps 
between frontline and scale representation and 
leadership are the largest: women, Black talent and 
other underrepresented racial and ethnic groups. 
We intend to direct our efforts to other diversity 
areas, though we have found that these three are 
the most underrepresented and contain the most 
significant gaps. 
In 2022, we made meaningful progress toward this 
goal by increasing the percentage of Black officers 
and director-level employees to 10.5% from 5.8% in 
2020. Additional work remains to provide equitable 
internal and external career pathways to senior 
leadership roles.
OUR ‘CLOSE THE GAP’ STRATEGY
0
5
10
15
20
25
30
35
40
45
Women
2020
2022
2020
2022
Black
A snapsho
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Numerous factors contributed to our early 
and mid-career diverse talent growth, 
particularly among frontline leaders, including 
strengthening diversity metrics, capabilities and 
transparency, introducing a Skills-First talent 
approach, having more diverse hiring panels 
and creating apprenticeship opportunities. 
Highlights from these initiatives include:
	
y
Our DEI Council evolved into a two-tiered 
Council and DEI Executive Committee 
– resulting in greater cross-divisional 
accountability focused on accelerating 
Manager-level (Grade 10) Black talent
	
y
Our multi-faceted retention and career 
growth plans for top internal Black talent 
resulted in increased intentionality in 
retaining senior Black talent
	
y
Our targete
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1.	
100 Black Men  
of America
2.	
100 Black Men of 
Atlanta/Emerging 100
3.	
Atlanta Business 
League - Super Tuesday 
Conference
4.	
Atlanta Global 
Research & Education  
Collaborative (AGREC)
5.	
City of Refuge
6.	
Clark Atlanta -  
Jazz Under the Stars/ 
Spirit of Greatness Gala
7.	
Clayton County  
Public Schools
8.	
Elizabeth State 
University
9.	
FIVE
10.	 FlikShop
11.	 Georgia School 
Counselor Association
12.	 Goalsetter
13.	 Hampton University
14.	 John Lewis Case 
Comp/Emory
15.	 NAACP
16.	 National Black MBA 
Association
17.	 National Center for 
Civil and Human Rights
18.	 National Society  
of Black Engineers
19.	 National Urban League
20.	 Next Gen Men  
& Women
21.	 OneTen
22.	 Organization of 
Black Aerospace 
Pr
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SEEKING DIVERSITY WITHIN OUR SUPPLIERS
For more than 20 years, Delta has been committed to creating a world-class, inclusive supply 
chain that reflects the diversity of our global customer base. The foundation of our Supplier 
Diversity & Inclusion is partnerships with advocacy organizations.
We proudly build relationships with high-
quality small businesses or enterprises owned 
by women, veterans, members of the LGBTQ+ 
community, individuals with disabilities or 
individuals who are part of underrepresented 
racial and ethnic groups.
In 2022, Delta increased its diverse suppliers 
within our supply chain network by 24% to 
1,400 suppliers. To further draw awareness to 
our diverse suppliers, we launched the Diverse 
Supplier N
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In the fall of 2022, we collaborated with the 
Women’s Business Enterprise National Council 
to assist over 125 women entrepreneurs with 
crafting and refining their strategic business 
plans. We actively participated in Disability:IN’s 
certification committee to help train and certify 
disabled and veteran disabled entrepreneurs. 
We also partner with the U.S. Small Business 
Administration to help ensure that small 
business enterprises have an equitable 
opportunity to participate in our requests for 
proposals. We work with these partners to 
deliver value throughout our supply chain and 
enable us to create an exceptional experience 
for our customers.
Launched in August 2022, Delta customers 
departing Atlanta were treated
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CLIMATE AND THE 
ENVIRONMENT
By the time this is published, we will have 
shared broadly Delta’s go-forward sustainability 
strategy that is rooted in two pillars: Embedding 
Sustainability In Everything We Do; and 
Eliminating Our Climate Impact From Flying. 
Within these pillars, all of our work – ongoing and 
ahead of us – will be organized under these focus 
areas: the travel experience, supply chain, ground 
operations, efficient aircraft operations, clean 
fuel and revolutionary fleet. Work is already well 
underway in all these areas.
I’m more optimistic than ever about our future 
because of the progress we’ve made and the 
foundation we’ve laid to accelerate. All of this 
work is as important to our business as it is to
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Improving  
Emissions Intensity 
In July 2022, SBTi approved our medium-term 
goal to reduce well-to-wake Scope 1 and 3 jet fuel 
greenhouse gas emissions by 45% per revenue  
ton kilometer by 2035 from a 2019 base year.1  
This approval indicates that our Scope 1 and 3  
target ambitions align with the Paris Agreement’s 
goal of limiting global warming to well below  
2.0°C above pre-industrial levels.
In 2022 carbon emissions intensity improved  
0.56% compared to 2019 on a revenue ton 
kilometer basis. From 2021 to 2022 emissions 
intensity improved 12.7%.2
Net-Zero by 2050:
We believe that nobody better connects the 
world than Delta. Our mission to do so in a 
sustainable manner is as essential to the success 
of our business
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THE TRAVEL EXPERIENCE 
We are accelerating our efforts to build a more 
sustainable travel experience by reducing 
single-use plastics on board, reducing food 
waste and introducing sustainability in the 
products and amenities we deliver to our 
customers. We refreshed our onboard product 
offerings in early 2022, and as a result of our 
initial single-use plastic replacement strategy, 
we reduced onboard single-use plastic 
consumption by approximately 4.9 million 
pounds per year. 
GROUND OPERATIONS  
AND FACILITIES
As of December 2022, we electrified 25% 
of our eligible core and critical ground 
equipment fleets necessary to service an 
aircraft at the gate, such as baggage tractors, 
belt loaders, aircraft tow tractors and o
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OUR DECARBONIZATION 
PATHWAY (CONTINUED)
Decarbonizing Aviation
We expect progress toward our climate goals, particularly our 
decarbonization efforts, to be driven by the following levers: fleet 
renewal, sustainable aviation fuel and operational improvements. 
Technological innovation concerning these levers, stakeholder 
engagement and coalition and policy development will be critical 
to reaching our goals. We mention our cross-collaboration and 
partnerships in this section, and our climate lobbying efforts are 
detailed later in this report.
The graphic model illustrates one potential pathway to achieve 
net-zero by 2050. This pathway is a proposal subject to numerous 
assumptions and uncertainties, many of which are outside
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ELIMINATING OUR CLIMATE IMPACT FROM FLYING 
Fleet
Fleet renewal is our greatest opportunity to 
improve our fuel efficiency and emissions 
intensity. We have established sustainability 
considerations as one of the core pillars 
guiding our fleet strategy and capital allocation 
decisions concerning our fleet.
We plan to continue our fleet renewal initiative 
to support our environmental sustainability 
efforts. We expect fleet renewal to play a 
significant role in progressing our climate goals. 
In the short term, this means aiming for annual 
improvements in fleet-wide fuel efficiency 
each year through 2035, which, if achieved, 
would represent a meaningful reduction in 
fuel consumption rate from 2019 to 2035. 
Following 2035
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SUSTAINABLE AVIATION FUEL
SAF is a liquid hydrocarbon fuel synthetically produced using renewable or waste-derived 
feedstock. It will play a key role in aviation’s decarbonization pathway but is currently 
unavailable at scale or price parity with conventional jet fuel.
For the aviation industry to achieve net-zero by 2050, an 
exponential increase to 330–445 billion gallons of SAF per 	 	
year by 2050 could be required.1 
Critical building blocks for scaling SAF include:
GOVERNMENT INCENTIVES: 
Performance-based, as well as feedstock- and technology-
neutral incentives are required to help drive investment toward 
the development of SAF at a reasonable cost. For example, at the 
federal level, a 10-year SAF-specific Blenders Tax
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Life Cycle Emissions of Fuel
From Well-to-Wake
Life cycle emissions account for the GHG emissions at every stage of 
the fuel’s life – from development and production to its ultimate use. 
We have reported “tank-to-wake” combustion emissions since 2005 as 
part of our greenhouse gas emissions inventory. Sustainable aviation 
fuel emissions are reported on a full life cycle “well-to-wake” basis to 
demonstrate the emissions reductions. Beginning in 2021, and again in 
2022, our GHG emissions data includes “well-to-wake” fuel emissions 
to increase transparency and follow SBTi guidance. 
Life cycle emissions from SAF can currently be up to 80% lower than 
conventional jet fuel because the feedstock production either absorbs 
carbon
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AIRCRAFT OPERATIONS
Carbon Council’s  
Operational Improvements
As we work to execute and track 
operational initiatives that reduce jet 
fuel consumption and improve emissions 
intensity, Delta’s Carbon Council manages 
fuel burn and drives reductions in fuel 
consumption through cross-divisional 
collaboration. Our Carbon Council is 
an established group of senior leaders 
overseeing Delta’s operational trajectory 
to advance fuel efficiency and progress 
toward our medium- and long-term 
sustainability goals.
Strategic working groups support 
our Carbon Council to drive further 
improvement in fuel efficiency. The working 
groups consist of relevant business units, 
each chosen for focused collaboration on 
specific initiatives
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OFFSETS
Offsets will play a role in compliance with the global 
CORSIA scheme and ultimately achieving net-zero by 2050.
For Delta to reach net-zero, out-of-sector solutions will likely complement 
fleet, SAF, operational initiatives and other in-sector technology improvements. 
Removal projects that absorb incremental and additional CO2 from the 
atmosphere, such as afforestation and reforestation, or technology, such as 
direct air capture and carbon sequestration, will be necessary. 
While our primary focus is on decarbonizing aviation and reaching net-zero 
by 2050, we have also supported out-of-sector solutions for many years by 
purchasing carbon offsets. Deforestation needs to be halted by 2030 to achieve 
global climate go
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GHG EMISSIONS INVENTORY 
In the GHG emissions inventory below, CO2e numbers cover all GHG emissions as carbon dioxide equivalents. 
CO2 numbers only include carbon dioxide.
GHG Emissions Inventory1  
(metric tons)
2019 CO2e 
2020 CO2e 
2021 CO2e 
2021 CO2 
only
2022 CO2e
2022 CO2 
only
Scope 1  Mainline Jet Fuel Combustion
34,967,854
15,681,970
22,647,716
22,510,910
28,905,698
28,731,090
Scope 1  Wholly Owned Subsidiaries Fuel Combustion
2,181,283
1,342,575
1,745,400
1,734,856
1,668,437
1,658,358
Scope 1  Other
179,284
150,360
168,140
162,838
166,865
161,488
Scope 2 Total
295,889
274,076
246,219
245,048
203,486
202,944
Scope 3 Calculated2
12,893,328
5,935,956
8,561,092
 2,338,830
12,302,246
2,250,299
Sum of Emissions Above
50,517,
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EMBEDDING SUSTAINABILITY IN EVERYTHING WE DO
The Travel Experience
We are dedicated to our efforts to accelerate the 
transition to a more sustainable and people-first 
future for air travel. In 2022, we continued our 
initiative to largely eliminate single-use plastics 
onboard our aircraft and introduced new, more 
sustainable products. Additionally, we diverted 
2 million pounds of waste from the landfill. We 
analyzed passenger consumption to understand 
what they consumed onboard, allowing our 
team to onboard provisions accordingly. 
Understanding consumption prevents wasted 
products and saves fuel through reduced weight 
onboard our aircraft. 
REDUCING ONBOARD SINGLE-USE PLASTICS
In early 2022, we refreshed our onboard pro
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SKY CLUBS
Delta Sky Clubs have eliminated pre-
packaging for most food items and aim to 
use biodegradable or recyclable packaging 
options where feasible. Most clubs also have 
limited plastic products and have switched to 
compostable or reusable serviceware.
Minneapolis−Saint Paul, Seattle–Tacoma and 	
San Francisco International Airport clubs aim to 
be zero waste, defined as 90% landfill diversion. 
These clubs recycle, compost and provide 
reusable food service items.
RESUMING ONBOARD RECYCLING 
Many airports halted their recycling programs 
during the pandemic. We have been working 
with each of these airports to help support 
them in all efforts to resume their programs. 
Our teams continue working with airports 
affected
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GROUND SUPPORT EQUIPMENT 
ELECTRIFICATION PROGRESS 
Ground Support  
Equipment (GSE) Progress
To reduce fuel burned by GSE that service 
aircraft between flights, we set a goal to achieve 
a 25% eGSE fleet by the end of 2022 and are 
planning for additional investments to achieve 
a 50% electric fleet (including 100% of electric 
core eligible GSE in 5 hubs) by the end of 2025 
and a 100% electric GSE fleet in Delta’s hubs 
by 2035. Delta is replacing internal combustion 
engine (gas and diesel) ground support 
equipment units with electrically powered 
equivalents. Electrified products offer improved 
sustainability and emissions (zero operating 
emissions, low noise and improved operator 
air quality), safety (more safety featur
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PROGRESS IN OUR SUPPLY CHAIN 
Expanding ESG  
Standards for Suppliers  
Our focus on creating a world-class supply 
chain includes sustainable sourcing and 
furthers a significant long-term commitment to 
ethical and responsible procurement practices.
We utilize EcoVadis, a sustainability ratings 
platform for global supply chains, to evaluate 
ESG matters in our supply chain. We work 
collaboratively with suppliers to complete 
the EcoVadis assessment, obtain clear results 
through actionable scorecards and develop 
corrective action plans when needed across 
areas such as environment, human rights 
and sustainable procurement. A total of 256 
suppliers have been assessed, including 107 of 
our top 200, surpassing our 2022 goal.
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ENGAGING STAKEHOLDERS, 
BUILDING COALITIONS AND 
DRIVING POLICY DEVELOPMENT
We recognize many factors surrounding our 
climate goals are outside our control and 
will require significant capital investment, 
government policies and incentives, dedicated 
research and development and transformation 
of some of the world’s largest industries. Two 
critical components of advancing and achieving 
our climate goals are effective public policy 
engagement and stakeholder engagement 
across sectors within and outside the aviation 
industry to bring cost-effective solutions under 
all levers to scale.
We have joined coalitions and partnerships 
centered around guiding ambitions. We 
describe a selection of those partnerships and 
coalitio
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CLIMATE RISKS AND 
OPPORTUNITIES
Our exposure to climate-related risks and 
opportunities informs our approach to climate 
and decarbonization.
As part of an industry that operates globally and is difficult to 
decarbonize, airlines are susceptible to climate-related risks 
such as extreme weather and increasing fuel costs. Identifying 
and understanding those risks and their potential impacts on 
our business is an important part of framing our overall climate 
strategy in response to an ever-changing climate landscape. 
Our Enterprise Risk Management framework integrates specific 
climate risks into safety and security, operational, strategic, 
financial and legal and compliance risk assessments. In 2021, 
Delta conducted a clim
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KEY TRANSITION RISKS  Short-Term: Before 2025; Medium-Term: 2025–2035; Long-Term: 2036 and beyond
 
Risk Type
Potential Financial/Operational Impact
Time  
Horizon
Management Strategies
Policy/Legal
Carbon pricing mechanisms could increase the price of aircraft fuel and could significantly impact 
our operating costs. We may be exposed to duplicative emissions pricing if a “patchwork” of 
international carbon schemes are applied as opposed to a harmonized global approach.
An increase in SAF mandates in various jurisdictions may result in increased operating costs due 
to the SAF premium or penalty in cases where SAF supply is not sufficient to meet the mandate. 
Additional regulatory policies governing aircraft emissions in the U.
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Risk Type
Potential Financial/Operational Impact
Time  
Horizon
Management Strategies
Market 
Business air travel could decline or recover at slower rates due to the increased use of alternatives 
such as virtual meetings and events. This could result in a decline in revenue.
Demand for short-haul, regional flights could shift to lower-carbon alternatives such as high-speed 
rail in certain regions. Although such shifts are not expected to be material to Delta, this could also 
result in a decline in revenue.
In addition to risks from potential changes to environmental regulation and policy, the transition 
to lower-carbon technologies, such as SAF, or changes in consumer preferences resulting from 
a negative perception of the en
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KEY PHYSICAL RISKS Short-Term: Before 2025; Medium-Term: 2025–2035; Long-Term: 2036 and beyond
Our risk analysis assessed 21 of our most strategically important domestic and international airport locations and indicated that, with the exception of the airport noted below, the potential physical impacts 
(flooding and sea level rise, extreme weather events and increased temperature) under the scenarios used were projected to be negligible.
Risk Type
Potential Financial/Operational Impact
Time  
Horizon
Management Strategies
Acute Flooding
Under a worst-case emissions scenario (RCP 8.5), acute flooding events 
at LaGuardia Airport (LGA) could potentially result in damage to airport 
infrastructure, such as runways.
Long
We have comp
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Risk Type
Potential Financial/Operational Impact
Time  
Horizon
Management Strategies
Resource 
Efficiency
Continuing to increase operational efficiency and deploy technical 
improvements that result in aircraft fuel efficiency could lower our fuel 
expenses and reduce our GHG emissions.
Short, 
Medium, 
Long
We plan to continue to renew our fleet by retiring less efficient aircraft and investing in newer generation 
models.
We have established sustainability considerations as one of our key core pillars that guide our fleet 
strategy and our capital allocation decisions with respect to fleet. We continue to identify opportunities 
to further improve fuel efficiency. The Carbon Council plans to continue to focus on initiatives to
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ENVIRONMENTAL COMPLIANCE
The Environmental Compliance & Health teams establish Delta’s strategy, 
policies and systems to support compliance and implementation of best 
management practices to minimize environmental impacts and protect the 
health of our employees, customers and the communities we serve. 
The programs serve as the environmental foundation of our sustainability efforts.
	
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The Environmental Compliance team provides subject matter expertise and program 
oversight for air quality, water quality, waste management and disposal, remediation  
of environmental contamination, emergency response and represents Delta in 
interactions with federal, state and local environmental agencies.
	
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The Environmental Health team pr
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Progress
We measure environmental 
performance through a series of 
metrics, which include releases, 
violations, hazardous waste 
generation and air emissions. 
We evaluate results year-over-
year to track progress.
2019
 2020
  2021
2022
RELEASES 
Total Recorded Releases1
93
56
91
110
Regulatory Reportable Releases
25
16
25
35
NOTICES OF VIOLATION2
Notices of Violation
2
4
02
1
Fines Associated with  
Notices of Violation
0
0
0
0
 2019
 2020
  2021
2022
HAZARDOUS WASTE
Waste (Tons)
670
338
589
592
Beginning in 2021, Delta tracks regulated air emissions from stationary sources 
beyond the emissions inventories required by the Clean Air Act and includes 
emissions from stationary sources at all domestic operations and chemical 
pu
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CLIMATE LOBBYING
Climate Advocacy Coordination
In 2022, we accelerated our efforts to build a 
more sustainable and people-first future by 
leading on climate policy issues. Acting on that 
commitment, Delta created the new role of Vice 
President, Government Affairs – Sustainability, 
based in Washington, DC reporting to our Global 
Head of Government Affairs with a dotted line 
to our Chief Sustainability Officer. The new 
function reflects a best practice in responsible 
climate lobbying by creating a focal point for 
leading and coordinating Delta’s advocacy 
strategies on international, federal, state and 
local climate policies. This structure empowers 
the entire Government Affairs function to 
strategically and collaborati
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DIRECT CLIMATE LOBBYING
Federal
In 2022, the Administration and Congress advanced the largest 
investments in climate change policy in history, putting the United 
States on a path to achieve a roughly 40% reduction in GHG 
emissions by 2030 and setting the stage for strong, incentive-
based global leadership. Notably, the Administration accelerated 
its 2021 SAF Grand Challenge commitment by finalizing a 
comprehensive SAF Grand Challenge Roadmap, outlining a 
government-wide strategy for scaling up SAF production in the U.S. 
and serving as a replicable model for international partners.
As part of Delta’s advocacy efforts in 2022, we positively influenced 
the federal policy environment through several key efforts targeting 
gov
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International
United Nations International Civil Aviation Organization (ICAO)
On the international level, 2022 marked the convening of the 
triannual 41st Assembly of the UN’s International Civil Aviation 
Organization (ICAO). The Assembly resulted in the adoption of a 
long-term aspirational goal to achieve net-zero carbon emissions 
for international aviation by 2050, representing one of the only 
global sector-specific goals of its kind, as well as the adoption of a 
new baseline – 85% of 2019 levels – for stabilizing GHG emissions 
from international aviation under ICAO’s Carbon Offsetting and 
Reduction Scheme for International Aviation (CORSIA). 
In partnership with A4A and the International Air Transport 
Association (IATA)
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MONROE – DIRECT LOBBYING
At the federal, state and local levels, we also engaged in lobbying activities designed to reduce costs and enhance 
options for compliance flexibility associated with Monroe’s operation of the Trainer refinery. We own Monroe as 
part of our strategy to mitigate the cost and supply risks associated with jet fuel. However, Monroe has experienced 
significant economic hardship under the federal Renewable Fuel Standard (RFS) because of a lack of transparency 
and other flaws in the renewable identification number (RIN) credit scheme under that program, which make 
compliance costs prohibitive due to arbitrarily high RINs prices. This market failure undermines the larger goals 
and objectives of the RFS progra
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INTERNATIONAL AIR TRANSPORT ASSOCIATION (IATA)
About
Climate Change Position
Areas of Influence & Alignment
IATA is the trade association for the world’s airlines with a 
mission to represent, lead and serve the airline industry. Its  
290 members comprise 83% of total air traffic, and it works 
with over 400 strategic partners to deliver solutions that   
shape aviation.
IATA recognizes the need to address the global challenge of 
climate change and has adopted an ambitious goal of net-
zero carbon emissions by 2050, in alignment with the Paris 
Agreement goal for global warming not to exceed 1.5°C.
IATA also reaffirmed its support of global aviation industry 
goals under ICAO by:
	
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Reaffirming CORSIA as an effective measure to
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AIRLINES FOR AMERICA (A4A)
About
Climate Change Position
Areas of Influence & Alignment
A4A is the primary trade association advocating for the 
leading U.S. airlines, both passenger and cargo carriers, on 
federal, state, local and international policies. A4A works 
collaboratively with industry stakeholders, federal agencies, the 
Administration, Congress, labor and other groups to improve 
aviation for the traveling and shipping public.
A4A is committed to advancing policy solutions to address 
climate change. A4A has committed to work with government 
leaders and other stakeholders on the following three goals, 
which it continues to affirm:
	
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Achieving net-zero carbon emissions by 2050
	
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Partnering with key stakeholders t
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U.S. CHAMBER OF COMMERCE
About
Climate Change Position
Areas of Influence & Alignment
The U.S. Chamber of Commerce is the world’s largest business 
organization representing the interests of more than 3 million 
businesses of all sizes, sectors and regions.
The Chamber recognizes that humans are contributing to our 
changing climate and that practical, flexible, predictable and 
durable policies to address climate change are needed. The 
Chamber believes an effective climate policy should:
	
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Support a market-based approach to accelerate GHG 
emissions reductions across the U.S. economy
	
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Leverage the power of business
	
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Maintain U.S. leadership in climate science
	
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Embrace technology and innovation
	
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Aggressively pursue
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BUSINESS ROUNDTABLE (BRT)
About
Climate Change Position
Areas of Influence & Alignment
BRT is an association of chief executive officers 
of America’s leading companies working to 
promote a thriving U.S. economy and expanded 
opportunity for all Americans through 
public policy. For more than 45 years, the 
membership of BRT has applied CEO expertise 
to the major issues facing the nation.
The BRT believes that to avoid the worst impacts of climate change, the world 
must work together to limit global temperature rise this century to well below 
2°C above preindustrial levels, consistent with the Paris Agreement. The BRT also 
acknowledges that the Intergovernmental Panel on Climate Change’s 2018 report 
limiting warming to no mo
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governance committees at a staff level and leverages the 
organization for direct engagement opportunities with 
diverse stakeholders influencing climate change policy. This 
enables us to provide input into the development of BRT 
policy position papers and resources.
We are appreciative of the BRT’s recognition that while a 
market-based climate strategy should apply broadly across 
the economy, no one policy or approach can fully address 
climate change across such a diverse economy and such 
diverse sources of GHG emissions. The BRT’s formal policy 
also notes that in unique circumstances, non-duplicative, 
tailored policies may be more effective or administratively 
feasible. For example, some emissions sources may face 
unique technological cha
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AMERICAN FUEL AND PETROCHEMICAL MANUFACTURERS (AFPM) 
About
Climate Change Position
Areas of Influence & Alignment
AFPM is the leading trade association representing the fuel and 
petrochemical manufacturing and refining industry.
Its mission includes, educating policymakers, the media and 
the public on the value its members and their products provide 
the nation and the world as well as providing strategic business 
and technical information to its members, among other items.
AFPM is committed to engaging in the discussion and 
development of sound climate change policies. The association 
acknowledges climate change is real and is committed to 
the development of sound policies that enable its members 
to supply the fuel and pe
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ANALYSIS
We have evaluated the lobbying activities of 
the trade associations above for alignment 
with our climate goals and policy principles. 
We analyzed alignment based on (i) whether the trade 
association has a climate position that supports the 
achievement of net-zero emissions by 2050 and/or temperature 
goals identified by the Intergovernmental Panel on Climate 
Change (IPCC) as the scientific underpinning of the Paris 
Agreement and (ii) whether specific trade association climate 
lobbying activities were consistent with our climate goals. 
The aviation-specific associations in which we are members 
have expressed strong support for achieving GHG emissions 
reductions in line with science, with both A4A and IATA having
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6.	 IATA has opposed per-flight emissions disclosures at the national 
level due to variance in emissions methodologies by state that 
could lead to inconsistent and non-comparable disclosures 
and instead urged that any such requirements use a standard 
international methodology, which IATA is currently developing. 
 
With respect to Delta’s non-aviation-specific trade 
associations, the U.S. Chamber has not specifically taken a 
public position on the stated temperature goals identified 
by the IPCC, which does not align with Delta’s climate goals; 
however, the Chamber has developed a clear climate change 
policy position and actively supported U.S. participation in the 
Paris Agreement while facilitating direct business engage
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ENGAGEMENT IS AN IMPORTANT 
LEVER OF INFLUENCE
Ultimately, we continue to believe our participation in diverse and 
multi-sector industry organizations, given our ambitious climate 
goals, helps positively influence the development and execution 
of climate policy positions and advocacy efforts. Participation in 
industry trade associations facilitates the identification, assessment 
and mitigation of risks and maximization of opportunities associated 
with emerging policy issues through constructive internal 
engagement and external advocacy, as appropriate.
With the continued utilization of our climate policy principles, we 
are sharing our expectations for climate advocacy with our trade 
associations and other stakeholders. Wh