A year after our CEO, Ed Bastian, committed to taking action on inequity and injustice, Delta remains focused on continuous improvement for our people and the communities where we live, work and serve. While we’ve improved over the past year, this is a journey, not a destination, and we still have a long way to go.
“We're making headway and know that even harder work remains ahead,” said Keyra Lynn Johnson, Delta’s Chief Diversity, Equity and Inclusion Officer. “Through transparency, we build accountability in an effort to ensure our actions don't simply reflect activity, but real progress.”
At Delta, we seek to reflect the world we live, work and serve in at all levels of our company. With a historic level of change in our employee and management base last year, we are building a more diverse organization and management team as we recover from the pandemic that will lead a new Delta into the future. We remain committed to doubling the percentage of Black Officers and Directors and growing the percentage of other Minority and Female Officers. We measure our progress with the goal of improving on a year-over-year basis through 2025 and beyond. Our Close the Gap strategy translates those words into action.
Through Delta’s Close the Gap reporting, we hold ourselves accountable for our plan to grow and attract talent in three demographics where the difference in representation between frontline employees and leaders remains the largest: Black employees, women and other ethnic minority groups.
Article Diversity, Equity & Inclusion 2021 Close the Gap Report In the midst of a global reckoning over racial inequity and injustice that began in 2020, we began an honest, open conversation about where we are as a company and where we need to be to fulfill our commitment to be an anti-racist, anti-discrimination organization.
Here is a look at the progress we have made since introducing the Close the Gap strategy in January 2021:
The data-driven approach to Close the Gap also helps us identify opportunities to do better, including growing, attracting and retaining Black talent at the Vice President and above level.
Every job posting is an opportunity for us to bring a person with new experience, perspectives, ideas and backgrounds onto our team. To achieve that goal, we must build a more equitable talent experience. Our efforts will continue to focus on removing barriers that prevent exposure to careers at Delta and attracting qualified, diverse candidates for underrepresented roles.
Leadership means living by example and advocating for positive change. As an industry leader, Delta is committed to engaging with local and national policymakers to promote justice and equity. This year we joined the Bipartisan Policy Center Business Alliance for Effective Democracy, which prioritizes policies that enhance the voting experience, inspire confidence in election results, and foster collaboration and bipartisanship in our governing institutions, especially Congress.
We’re also looking at ourselves, seeking opportunities to integrate equity principles across all of Delta’s people programs, including talent acquisition, healthcare, compensation, performance management, employee experience, learning, rewards, people operations and professional development practices.
In July, 7,000 Airport Customer Service and Cargo employees transitioned from part-time Ready Reserve roles to benefit-eligible Customer Service Agents. This change was a significant step forward to create more equity across our employee workgroups by providing access to all Delta benefits, including health care.
We believe creating opportunities means forging partnerships and supporting organizations that are making a difference.
Beyond our partnerships with civic organizations, we’re also seeking to double how much money we spend with Black-owned businesses by 2025. So far in 2021, we’ve reached only 27% of our annual target. We remain focused on increasing access to RFPs for Black- and minority-owned businesses.
Over the past year, Delta launched enhanced inclusion training for our employees. While the goal is to have every employee complete the training by the end of 2022, more than 52,800 of our employees have participated in the training so far. The training focuses on understanding, action and inclusive behaviors. In post-training surveys, employees have said the series helps them recognize how their actions might impact others and that they feel motivated to use the skills they learned.
To underscore the value of this training and build understanding within our employee base, we’ve launched a “Let’s Talk About It” townhall series that brings to the forefront issues that groups are facing daily for broader discussions with leaders and employees.
At Delta, our journey towards a more diverse, equitable and inclusive company started with listening, and more importantly, hearing from each other. Listening has inspired us to act in meaningful and strategic ways that we believe will ultimately make a lasting difference within our organization and the world our people serve.
“Are we where we want to be?” Johnson asked. “Not yet. And still, once Delta reaches these goals, we expect to set new ones that continue our journey, making us even stronger and reflective of the world we connect.”
At Delta, we are committed to Diversity, Equity & Inclusion in the broadest sense as part of our work to connect and reflect the world. Delta drives meaningful impact by actively seeking diversity, boldly pursuing equity and consciously promoting inclusion while holding ourselves accountable to these goals.
Delta's senior cross-divisional Diversity, Equity & Inclusion Council, made up by nearly 30 executive leaders, is charged with ensuring these goals are relevant and embedded throughout the organization. The company also has 10 Business Resource Groups with over 24,000 employee members, and these groups seek to ensure that diverse perspectives remain an intrinsic component of the decision-making process. As part of the company’s holistic, comprehensive DEI strategy, Delta has placed a focus on closing representation gaps and systemic change by becoming an anti-racism, anti-discrimination organization. Learn more here.
As a "Best Workplace for Diversity," Delta has been recognized as a "Best Workplace for Women" by Great Place To Work and Fortune for three years in a row, "Top-Rated Workplaces for Veterans" by Indeed, and "Best Place to Work for Disability Inclusion."
Statements made in this release that are not historical facts, including statements regarding our estimates, expectations, beliefs, intentions, projections, goals, aspirations, commitments or strategies for the future, should be considered “forward-looking statements” under the Securities Act of 1933, as amended, the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. Such statements are not guarantees or promised outcomes and should not be construed as such. All forward-looking statements involve a number of risks and uncertainties that could cause actual results to differ materially from the estimates, expectations, beliefs, intentions, projections, goals, aspirations, commitments and strategies reflected in or suggested by the forward-looking statements. These risks and uncertainties include, but are not limited to, those described in our filings with the Securities and Exchange Commission, including in our Annual Report on Form 10-K for the fiscal year ended Dec. 31, 2020 and our Quarterly Report on Form 10-Q for the quarterly period ended June 30, 2021. Caution should be taken not to place undue reliance on our forward-looking statements, which represent our views only as of the date of this release, and which we undertake no obligation to update except to the extent required by law.