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From YouTube: Community Recovery Task Force: Airport - May 7, 2020
Description
You are watching the Charlotte City Council Community Recovery Task Force Committee Meeting (Airport) from Thursday, May 7th. Thanks for watching.
To learn more about this committee and more, please visit Charlottenc.gov/citycouncil/committees.
A
B
Three
I
hope
everyone
can
hear
me
I
apologize
to
the
delay
and
started
this
meeting.
We've
had
some
technical
difficulties
for
getting
walked
in
on
WebEx,
but
want
to
get
underway
quickly
remind
you
that
this
meeting
can
be
viewed
by
the
public
in
the
media
on
the
government.
Channel,
the
city's
Facebook
page
or
the
city's
YouTube
page
and
I
would
like
to
quickly
call
the
roll
to
do
a
sound
check.
So
when
I
call
your
name
just
please
stay
here
so
I'm
here
enjoying
member
of
City,
Council,
Devin,
Clark
and
Egleston.
B
B
We're
all
here,
good
morning,
everybody
I'd
like
to
remind
you
that
public
comments
can
be
submitted
to
us
for
consideration
by
the
panel
at
their
port
task
force
at
Charlotte
NC
code.
So
anybody
who
is
viewing
would
like
to
submit
a
comment
for
us
to
consider
and
talk
about
at
a
future
meeting.
Please
do
so
and
under
some
circumstances
we
may
arrange
to
actually
have
you
join
us
on
the
call.
B
So
today's
meeting
is
about
the
airline
and
they
will
be
represented,
go
to
capably
by
American
Airlines
to
represent
90%
of
the
traffic
at
Charlotte
Douglas
Airport,
an
outstanding
business
partner,
we're
very
proud
to
have
to
be
the
second
largest
talk
with
the
largest
airline
in
the
world
and
with
that
I'd
like
to
hand
over
to
Tracy
Montross
Regional
Director
government
affairs
Casey.
How
are
you
good.
D
Morning,
mr.
chairman,
and
thank
you
so
much
for
the
opportunity
to
be
with
you
all
today,
members
of
council
and
others
with
the
committee,
it's
nice
to
see
your
faces.
Well,
you
may
be
familiar
with
me
if
I
represent
American
Airlines
with
Charlotte
City
Council
and
our
local
stakeholders.
I
have
the
privilege
this
morning
of
introducing
two
executives
from
American
Mike
Minerva,
who
is
vice
president
of
airport
and
government
government
affairs,
who's
on
the
line
and
deadly
who
is
vice
president
of
the
hub
operation
here
at
CLT.
D
They've
got
quite
a
bit
of
experience,
dealing
with
a
whole
host
of
issues
within
the
aviation
industry
and
I
think
that
that
insight
will
be
helpful
as
we
consider
the
pandemic
and
its
effect
on
air
travel
so
without
further
delay,
I'm
going
to
turn
it
over
to
deck.
Please
begin
the
presentation
Wendy
if
you
would
put
up
full
of
our.
F
F
However,
I've
moved
over
about
three
years
ago
into
this
job
and
that's
fqo
customer
experience
so
I'm
the
local
representative
for
American
Airlines,
here
in
Charlotte
and
I'm
responsible
for
Americans
of
Miranda's
here
in
Charlotte.
If
you
could
please
run
to
the
next
slide,
Thanks
so
I
will
actually
I'll
go.
Tell
do,
is
get
Mike
maneuver
an
opportunity
to
introduce
himself
as
well
before
I
start
going
so
Mike.
If
you
wanted
to
introduce
yourself.
F
All
right
thanks,
Mike
I,
think
you
can
do
you
want
as
old
as
me
is
with
you
the
same
okay,
just
moving
on
then
so
the
one
thing
I
will
say
in
this
is
we're
living
in
an
extremely
dynamic
environment,
and
you
know
I
would
say.
The
information
in
this
package
is
probably
good.
As
of
of
May
20
20
at
10
a.m.
bachchi.
F
Well,
in
31
you
know
we,
we
are
adapting
daily
to
the
changes
that
are
occurring
and,
quite
honestly,
we
don't
know
what
tomorrow
will
bring
and
we
just
adapt
to
that
and
that's
kind
of
what
we've
done
as
an
industry
for
many
years.
So
moving
on
just
a
little
background
on
American
we've
been
around
for
95
years,
we
have
roughly
130
thousand
employees
company-wide
about
85
percent
of
our
employees
are
unionized
we're
property,
the
highest
percentage
of
unionized
workers
of
any
US
airline.
F
We
have
a
corporate
headquarters
located
in
Fort,
Worth
Texas
and,
as
it
said,
we
are
the
world's
largest
airline.
We
have
ten
hubs
and
our
broad
network
really
provides.
You
know
sixty
seven
hundred
and
forty
five
daily
departures
to
340
destinations
in
57
countries.
So
we
we
do
have
a
lot
of
breadth.
F
We
will
get
through
this
like
we
always
have.
So
you
go
to
the
next
slide.
Please
sorry,
keeping
up
with
my
notes.
Okay,
so
just
a
little
background
here
for
Charlotte,
we
have
over
12,000
team
members.
Here
we
spend
more
than
1.4
billion
dollars
on
payroll
locally.
If
you
can
see
the
distribution
of
team
members,
you
know
we.
We
have
a
pretty
diverse
group
of
jobs.
Here
in
Charlotte
we
have
a
large
population
of
flight
attendants.
We
have
pilots
fleet
service,
which
is
our
ranked
team
that
move
our
baggage
and
great.
F
We
have
maintenance,
team
and
passenger
service
teams
that
stuff
the
clubs,
and
you
know
all
the
folks
see
you
could
see
above
wing
and
then
have
a
management
and
support
staff
team
for
every
one
of
those
groups
as
well,
and
then
we
also
run
probably
among,
if
not
the
largest
amongst
the
largest
regional
hub
for
regional,
small,
smaller
regional
aircraft.
You
know
in
the
world
and
our
wholly
owned
carriers
are
a
large
number
of
our
team
members
and
the
distribution
of
their
folks
is
about.
F
You
know
it's
very
similar
to
the
group
that
is
laid
out
above
so
we
are
the
fifth
largest
employer
in
Mecklenburg,
and
you
know
we
also
obviously
have
many
employers
in
the
area
that
support
the
airport
operations.
Here
you
know
the
economic
output
of
Americans
hub
here
in
Charlotte
is
more
than
thirteen
point
two
billion
dollars
for
the
region.
I
think
many
folks
were
here
on
February,
twenty
twenty,
which
feels
like
an
eternity
ago
when
we
celebrated
you
know
that
big
milestone
of
700
daily
flights,
at
which
point
we
were
149
destinations
in
25
countries.
F
Obviously
things
there's
a
little
little
different
right
now.
We,
as
always
as
a
company,
provided
strong
support
for
the
child
operation.
In
recent
years,
we've
committed
to
more
than
seven
hundred
and
forty
million
dollars
in
terminal
and
Eppley
airfield
improvements
at
Charlotte.
You
know,
through
our
rates
of
charge,
with
committed
to
invest
more
than
six
hundred
and
thirty
eight
million
dollars
for
the
destination
CLT
projects.
F
We
also
have
a
new
regional
baggage
transfer
facility,
which
was
opened
last
year
and
then,
of
course,
as
you
know,
a
land
acquisition
and
field
improvements,
expansion
of
our
terminal
lobby,
which
a
benefit
for
everybody,
a
lot
of
newly
constructed
roadways
and
parking
facilities-
and
you
know
I-
think
it's
fair
to
say
that
you
know
it's
not
just
America
and
the
benefits
from
all
of
these,
particularly
a
North,
is
a
very
good
example.
You
know
our
our
rates
and
charges
also
support
other
airlines
and
new
entrants
that
have
benefit
from
that
investment.
F
Along
with
that,
we
also
have
invested
over
100
million
dollars
in
areas
that
are
lease
places
around
the
terminal.
A
lot
of
these
of
obviously
to
create
a
much
better
work
environment
for
our
team
members.
We
have
various
off,
therefore,
facilities.
We
also
address
all
of
our
many,
if
not
all,
of
our
break
rooms,
our
on-site
medical
clinic.
Now
that
is
available
for
our
team,
and
we
also
have
refreshed
the
Admirals
Club
in
the
on
the
B,
concourse
and
okay.
Go
to
the
next
slide,
please,
okay!
F
So
last
week
you
know,
if
you
look
at
the
data,
TSA
screamed
about
nine
hundred
and
eighty-one
thousand
people,
the
airport
checkpoints,
the
good
news,
I
guess
you
could
say
that
was
up
27%
from
the
previous
week
and
it
was
up
43%
from
the
week
that
ended
April
18th,
you
know
that's
the
good
news.
The
unfortunate
part
of
this,
as
you
can
see
in
the
chart,
is
that
we
are
still
down
as
an
industry
95%
and
they
think
it's
fair
to
say
and
I
think
you
saw
that
would
be
concessionaire
presentations
as
well.
F
F
Okay,
so
you
know
what
have
we
been
doing?
Obviously,
the
in
an
environment
like
this
cash
is
king
and
you
know
we
have
to
preserve
liquidity
like
every
other
business
out
there,
and
so
we
had
to
make
some
quick
actions
as
an
airline
we've
reduced
our
system
capacity,
we
were
down
80%
in
april/may,
weird
right
now
we
we
plan
to
beat
it
down
about
70
percent
in
June,
and
that
would
be
70
percent
of
domestic
about
80
percent
of
international
I.
F
Think
when
you
compare
it
to
the
same
period
last
year,
you
know
I,
think
one
of
the
bright
spots
for
us
here
in
Charlotte
is
that
we've
been
the
leap,
monks,
the
least
impacted
hubs-
and
you
know,
obviously
one
of
the
big
reasons
for
that
is.
You
know
we're
a
low,
low
cost
operation
through
all
the
work
that
we've
done
with
our
partners
at
CLP,
and
you
know
that
makes
pioneer
an
attractive
proposition
for
us,
and
it
also
gives
us
the
ability
to
really
give
our
customers
more
in
an
environment
where
we
had
less
flight.
F
We
also
have
the
option
to
provide
a
lot
more
connections
for
people
that
do
want
to
fly
during
this
time,
so
we've
also
reduced
our
expenditures
in
2020
by
more
than
twelve
billion
dollars,
including
fuel
we've
gone
through
a
process
of
accelerating
fleet
retirements.
We
announced
our
pp19
fleet
is
retiring
of
757
fleet,
o
767
and
our
a330
300s,
and
obviously
that
is.
H
F
Particular
cost
benefit
for
us
at
home
and
also
is
reflected
in
package
to
model
we've
suspended
all
of
our
non-essential
heart.
We
paused
non-contract
pay
increases
primarily,
of
course,
for
our
leaders
and
managers.
We've
reduced
executive
pay
and
board
pay
deferred,
marketing
expense,
any
really
any
expenditures
that
are
non-essential
marketing
expenses.
We
produce
contractors
and
stream
training
expenses
pretty
much
if
we
can
and
then
effective,
April
20th.
We
we
did
closed
our
training
center
for
pilots.
Here
in,
however,
we
do
plan
on
resuming
training
by
starting
on
Monday
May
11th.
F
Okay,
so
what
this
is
probably
one
of
the
more
dramatic
effects?
It's
certainly
something
when
you
see
the
videos
that
are
available
on
YouTube
the
many
videos
that
are
available
on
YouTube
apply
into
some
of
these
stations.
You
can
see
the
dramatic
impact
of
the
parking
that
we've
had
to
do
as
an
airline
and
obviously
as
they're
in
Airlines,
as
well
as
been
doing
the
same
thing.
We
have
actually
parked
470
aircraft.
They
are
parked
in
various
locations
around
the
country.
F
Just
to
give
you
a
perspective,
I
think
that
470
aircraft
fleet-
perhaps
all
of
this,
would
have
been
in
the
top
10
Airlines
of
the
world,
probably
like
number
seven.
So
as
you
can
imagine,
this
is
a
huge
impact.
We
have
a
large
number
of
our
aircraft
in
Tulsa.
Tulsa
is
an
ideal
location
for
us
to
store
our
planes
in
that
for
those
that
are
going
to
be
out
of
service
for
short,
a
period
of
time,
it's
close
to
our
maintenance
base.
F
We
have
one
of
the
largest
maintenance
facilities
in
the
world
is
run
by
our
team
and
so
they're
in
close
proximity
there,
and
then
we
also
have
other
aircraft
parking
various
areas
around
the
country,
particularly
in
places
where
we
have
maintenance
like
Pittsburgh
and
Dallas,
and
we
also
have
20
aircraft
park
in
Charlotte,
and
this
slide
says
60
and
I
think
it
just
goes
to
show.
You
know
when
we
talk
about
how
dynamic
things
up
and
I'm
there's
a
good
example
that,
since
we
put
this
presentation
together,
we
enough
for
plans
here
in
Charlotte.
F
F
We
allows
us
to
track
Nome
fleet,
so
perhaps
we
haven't
always
had
enough
time
to
to
train
on
because
it
was
maybe
infrequent
fleets
in
our
locations,
and
so
we
only
have
a
limited
number
of
folks
that
are
trained
on
mostly
so
we've
been
using
this
as
an
opportunity
to
bring
those
aircraft
into
the
stations
and
do
some
additional
training
I'm
good
example.
We
for
Charlotte
we've
started
training
on
the
triple
7
and
also
the
a321
do
that.
That's
obviously
been
great
for
us.
F
It
also,
you
know,
gives
us
an
aircraft
in
locations
where,
if
there
are
changes
in
demand
that
we
have
availability
for
those
airplanes
and
then
it
also
gives
us
the
opportunity
to
some
of
our
maintenance.
If
we
have
pre
scheduled
maintenance
that
we
need
to
get
done,
this
is
a
great
place
to
do
it
and
then,
of
course,
the
other
thing
that
it
gives
us
is.
It
gives
us
a
pool
of
aircraft
in
the
event
that
we
have
to
pull
an
aircraft
out
of
service.
F
We
can
pull
those
back
and
put
them
back
in
to
sit
down
as
a
replacement
for
an
aircraft
when
our
service.
Just
to
give
you
an
idea,
you
know
you
look
at
something
like
this
and
it
looks
like
the
sort
of
a
rental
car
parking
lot.
It's
a
very
different
proposition
parking
airplanes.
We
have
to
do
routine
maintenance
on
these
aircraft,
the
aircraft
like
to
fly
and,
as
a
result,
they
have
to
be
kind
of
exercised
and
to
stay
healthy.
F
Ok,
next
slide,
please,
so
you
know
the
challenge
when
you're
in
an
environment
like
this,
it
really
does
take
time
to
right-size
your
airline
to
deal
with
changes
in
us
in
the
schedule,
driven
by
capacity,
sorry,
driven
by
demand
that
affects
our
capacity.
You
know
our
when
we
look
at
these.
This
shows
our
planned
versus
actual
scheduled
for
May
and,
as
you
can
see,
we
are
down
significantly
and
these,
and
even
these
cancellations
don't
take
into
account
the
things
that
we
might
do
on
the
day
off.
H
F
Know
we've
made
further
cuts
as
as
required,
driven
by
our
low
customer
demand.
We
are
suspending
all
the
60%
of
our
international
capacity
for
the
peaks
I
must
travel
season
versus
the
same
period
last
year.
You
know
this
is
about
an
80%
reduction
in
pacific
capacity.
It's
about
65
percent
reduction
in
atlantic
and
about
a
48
percent
reduction
in
latin
american
capacity.
We
are
also
delaying
the
launch
of
new
routes
and
suspending
25
tolls
summer
seasonal
flights
until
the
summer
of
2021.
F
So
just
to
give
you
not
here
of
our
international
service
here
in
charlotte,
we
do
plan
to
launch
Heathrow
and
Munich
on
July
7th.
One
of
the
changes
that
will
be
occurring
will
be
that
we
get
to
welcome
the
triple
7
to
Charlotte,
which
we
have
not
seen
on
a
routine
basis.
So
the
team
is
getting
ready
for
that.
They're
excited
to
see
a
new
airplane,
and
so
we
will
be.
You
will
become
much
more
a
triple
7
station
and
then
we
also
will
have
our
seasonal
service
to
Rome,
Barcelona,
Dublin
and
Paris.
F
Again,
this
goes
back.
To
my
caveat,
it
was
offered
on
things
are
changing
rapidly.
So
this
is
as
good
as
we
have
right
now
and
then,
of
course,
there
will
be
impact
on
Caribbean
service
driven
by
demand.
So
just
an
interesting
tidbit
from
last
week
was
that
we
actually
ranked
third
largest
North
American
Airport
by
departures
seats.
We
were
actually
larger
than
Atlanta,
which
just
tells
you
how
this
industry's
been
affected.
So
I
can
see.
Haley
smiling
so
good
news
on
that
front.
F
What
we
really
need
to
do
is
if
those
who
would
like
to
fill
those
seats-
and
so
that's
one
of
our
challenges,
moving
on
to
the
next
slide,
so
you
know
obviously
for
us
I'm
number,
you
know
the
number
one
priority
for
us
in
any
environment
is
the
safety
of
our
team
members
and
the
safety
of
our
customers,
and
you
know
that
will
always
be
the
focus
for
us.
It's
the
it's
the
basis
of
our
industry,
and
you
know
we've
done
a
lot
to
focus
on
this.
F
So
you
know
I,
think
it's
fair
to
say
that
the
customers
that
are
traveling
today
are
traveling
because
they
need
to.
We
don't
have
too
many
alleged
travelers.
This
is
a
lot
of
folks
that
are
going
to
see
family
members,
you
know,
need
help
or
their
folks
that
are
traveling
to
critical
business
needs
and.
A
F
You
know
we
are.
It
really
illustrates
the
fact
that
we
are
a
critical
infrastructure
industry.
So
we've
done
quite
a
few
things.
We've
been
enhancing
our
aircraft
cleaning
procedures,
we've
made
numerous
changes
and
we're
continuing
to
evolve
and
increase
our
the
amount
of
cleaning
that
we
do.
We've
been
providing
sanitizing
wipes
and
we
will
be
requiring
face
masks
starting
on
May
11th,
which
is
Monday.
That
was
a
recent
evolution.
F
We
are
limiting
customers
on
each
flight.
We
don't
assign
50%
of
our
middle
seats
and
we
have
a
process.
It
stops
several
days
ahead
to
give
people
options
to
move,
to
fly
to
the
last
one.
We've
been
extending
waivers,
we've
been
offering
refunds,
and
you
know,
we've
really
I
think
received
positive
feedback
from
our
customers.
On
the
things
that
we've
been
doing,
we
have
been
making
it
easier
for
customers
to
an
elite
status
this
year,
obviously
in
an
environment
where
a
lot
of
folks
are
not
traveling
as
much.
F
We
want
to
do
what
we
can
to
to
do
the
right
thing.
For
them.
We
have
extended
elite
status
into
early
2022
and
then
we've
also
extended
our
memberships
by
six
months.
As
well,
if
we
could
jump
to
the
next
screen,
please,
okay,
I'll
see
you
now.
The
big
piece
of
this
is
we've.
You
know,
gotta,
make
sure
we're
taking
great
care
of
our
team
Memphis-
and
you
know
this-
this
has
been
a
new
world,
obviously,
for
everybody,
we've
continued
to
refine
our
approach,
based
on
the
guidance
from
the
CDC
and
other
health
officials.
F
We
have
also
added
a
lot
of
resources
to
clean
a
worker.
It's
more
often
we
not
only
name
on
a
routine
basis,
but
we've
also,
you
know
we're
also
cleaning
them
on
demand.
That
is
one
of
those
things
that
you
know
we
felt
was
very
important.
We've
addressed
that,
in
addition,
we've
also
implemented
social
distancing
measures
we've.
F
In
addition
to
that,
you
know,
our
team
members
are
lots
of
wear
gloves
now,
we've
provided
hand,
sanitizer
I
would
say
and
hand
sanitizer.
That
has
been
a
interesting
logistical
challenge
for
us.
Our
team
in
Tulsa
has
done
a
terrific
job.
I
feel
like
we've
now
become
connoisseurs
of
hand.
Sanitizer
each
week
we
have
a
new
flavor,
so
I
was,
if
you
notice,
I,
was
smelling
my
hands
earlier
this
week
we
have
a
Japanese
sock,
a
kind
of
so
it's
it's
really
been
an
interesting.
F
Well,
we
you
know
providing
wipes
for
our
frontline
team
members,
as
I
said
on
the
social
distancing.
In
addition
to
the
voluntary
leaves,
we've
also
provided
some
additional
picnic
table
there.
Other
areas
where
folks
can
go.
We've
also
encouraged
our
employees
to
go
into
other
areas
of
the
airport
that
aren't
busy
and
so
I.
Think.
If
you
walk
on
it,
you
will
see
you
know
more
of
our
team
members
in
those
areas.
F
I
think
we're
going
to
have
the
fittest
workforce
that
we've
ever
had,
judging
by
the
number
of
people
that
are
walking
right
now
so
and
then
starting
yesterday,
what
we
did
implement
temperature
checks
or
our
team
members.
We
are
checking
temperatures
of
our
team
when
they
come
into
work.
We
will
begin
that
for
our
flight
crews
in
the
near
future.
F
So
you
know
the
bottom
line
for
us
as
well
as
we
you
know,
our
customers
have
told
us
that
they
really
would
be
more
comfortable
flying
if
our
team
members
wearing
face
coverings.
So
in
addition
to
asking
our
customers
to
weather
starting
on
May
11,
we
have
also
asked
at
which
you
know
are
we
required
our
team
members
to
wear
safe
to
wear
a
face
covering
starting.
This
Friday
make
sure
our
flight
attendants
actually
started
this
on
May
1st.
F
So
we
will
have
all
of
our
team
members,
particularly
if
they
cannot
maintain
social
distancing
that
we
will
be
wearing
face
masks
at
certain
customer
areas.
We
have
also.
We
also
implemented
a
sick
time
program
for
those
folks
that
have
code
19
or
for
those
folks
that
have
been
loaded
into
quarantine.
One
of
the
other
things
we
have
been
working
corporately
with
us.
We
have
now
bought
ship
with
no
BOTS
and
we've
launched
priority
coded
testing
for
team
members
through
that
partnerships.
F
Okay,
moving
on
to
our
next
slide,
so
one
of
the
other
things
that
we
have
been
doing
is
really
the
you
know,
helping
with
caring
for
the
communities
in
which
we
live
and
serve.
So
we
have
been
transporting
we've
had
a
number
of
actually
all
we
all
normally
carry
cargo.
We've
actually
launched
several
international
flights
that
are
all
cargo
flight
flights
where
we've
actually
not
have
passengers
on
the
airplane.
Here,
we've
transported
six
point:
seven
million
pounds
of
weekly
critical
cargo,
and
you
can
imagine
cargo
these
days
as
traveling
is
PPE.
F
Those
are
the
kinds
of
things
we've
donated:
100,
plus
tons
of
food
to
food
banks
in
our
hubs.
I
can,
as
you
can
see
in
this
photo
here,
our
team
members
here
in
Charlotte.
You
know,
I
think
this
is
a
time
where
it's
difficult
for
everybody.
We
had
a
conversation
with
the
community
Camino
Community
Center,
just
talking
about
the
challenges
that
they
are
having
with
this
sheer
volume
of
people
and
detail,
and
so
our
team
members
really
stepped
up
and
they
were
able
to.
We
actually
fill
the
box
truck
and
donated
food.
F
As
we
actually
produced
about
a
thousand
mosques,
we
had
a
production
line,
that
of
team
members
with
sewing
machines
and
scissors
and
they
cut
these
mosques
out
and
they
did
a
fantastic
job
and
you
know
actually
still
I
have
mine,
I'm
freshly
cleaned
assure
that.
So
you
know
these.
What
we
were
making
and
they've
been
great
in
terms
of
helping
our
team
in
public.
Certainly,
you
know
you
have
a
face
color,
so
I
think
I
think
the
next
slide
is
yours.
Mike.
G
You
know
my
job
entails
really
the
Kennedy,
where
the
business
of
the
airline
and
business
of
the
airport
intersection
so
I'll
be
going
into
some
matters
about.
You
know
our
Airport
started
and
how
we
contribute
to
that
and
what
that
looks
like
going
forward,
but
I
want
to
start
just
talking
about
the
care
exact
what
it
was
and
what
apartment.
So
we
big
act
included
twenty
five
billion
dollars
for
passenger
carriers,
four
billion
for
cargo
and
three
billion
for
certain
contractors,
but
he
is
exclusively
for
wages,
salaries
and
benefits.
G
The
three
billion
I
do
want
to
make
this
clear,
because
I
see
Darrell
batten
on
and
I
watch,
some
of
hosting
parodies
presentations,
that
three
billion
is
not
available
for
four
rooms.
Concessionaires
and
I
know
they.
They
covered
that
I
just
want
to
make
clear
that
the
three
billion
dollars
is.
There
is
four
different
series
of
airline
contractors
ground
handlers,
caterers
and
all
of
that,
so
you
know
I
think.
G
Although
that's
not
completely
completely
grants,
we
do
have
some
obligation
to
repay
part
of
that,
but
the
American
Airlines
feature
that,
with
five
point,
eight
billion
dollars
that
money
has
to
be
used
on
payroll
and
it
comes
with
some
restrictions,
namely
that
without
involved
a
furlough
any
of
our
mainline
original
employees
through
the
end
of
September
of
2020,
there's
a
required
requirement
to
maintain
scheduled
service
to
the
we'll
call
our
spokes.
Obviously
our
houses
continue.
G
G
So
that
is
that's
not
quite
done
so
with
five
point,
eight
billion
without
the
I
could
have
twenty
five
billion
passenger
here
that
were
the
grant
so
partial
grants
and
then
there's
another
25
billion
and
possible
lung.
So
that's
what
it's
four
point
two
seven
would
come
from
next
likely.
G
So
then
the
money
that
comes
to
us
in
the
grants-
and
it
comes
with
a
prohibition
on
furloughs
I-
want
to
talk
a
little
bit
about
how
that
works
and
how
that
benefits.
American
our
benefits
our
team
members
on
how
it
even
benefits
the
communities
we
serve
clean
up,
Charlotte
and
will
State
North
Carolina
so
because
the
money
can
only
be
used
for
payroll
or
we
get
that
sudden
get.
We
can't
get
any
airplane
ownership
costs
or
usage
costs
of
fuel.
We
can't
use
it
for
our
Airport
grant
hanging
out.
G
It's
strictly
there
to
support
the
payroll,
and
that
was
to
avoid
a
situation
in
which
airlines
would
have.
No
choice
gives
a
lot
of
demands
to
furlough
a
lot
of
employees,
which
would
obviously
cause
hardship
to
the
furloughed
employees.
It
also
would
have
a
furlough
would
make
it
difficult
for
us
to
recover
as
demand
recovers,
and
that's
because
you
know
we
need
furlough
workers
in
a
Union
environment
and
seniority
system.
G
What
comes
with
that
is
certain
rights
of
employees
to
displace
other
employees
and
you're
in
doubt,
kind
of
scrambling
the
eggs
of
the
yawn
and
causing
on
a
disruption
as
well.
Individuals
who
may,
in
order
to
stay
actively
employed,
may
need
to
go
bump
an
employee
in
another
city
and
they
may
need
to
move
and
then,
when
you
start
back
up,
he
reversed
that
process,
and
so
that's
really
not
good
for
anyone.
We
didn't
want
to
go
through
that.
They
didn't
want
to
team
members
to
go
through
that.
G
So
that's
how
the
industry
came
together
and
working
with
Congress
and
Business
Administration
to
come
up
with
this
program.
Additionally,
because
the
employees
stay
active
and
continue
to
get
paid,
there's
a
number
of
benefits
to
the
broader
economy.
So
you'll
see
on
this
slide
that
just
looking
at
the
North
Carolina
Bay's
American
Airlines
employees,
that
meant
that
the
additional
37
billion
in
federal
income
tax
continued
to
be
will
continue
to
be
paid.
G
I
may
see
numbers
for
state
income,
tax,
payroll
tax
and
then
there
was
also
an
avoidance
of
a
cost
to
the
state
federal
government
for
unemployment
compensation
scat,
because
these
employees
remain
active,
continue
to
be
paid
they're,
not
filing
for
unemployment.
The
carrots
are
concluded
that
federal
components
to
add
on
to
that
employment
applications.
You
see
that
that's
money
that
doesn't
come
out
of
the
stretchers
in
several
state
government.
G
In
addition,
of
course,
because
people
are
getting
paid
that
that
just
create
additional
disposable
income,
so
we
are,
you
saw
what
that
presented
in
terms
of
the
TSA
throughput
system,
why
the
number
of
flights
we've
reduced.
Overall,
we
have
introduced
employees,
so
we
have
far
more
employees
than
we
have
work
for
those
employees,
but
what
the
care
that
does,
at
least
to
the
end
of
September,
it
allows
them
to
stay
active
and
keep
getting
paid,
and
so
that
you
know,
has
all
those
benefits
to
all
the
various
clothes
fit.
G
So
so
it
really,
if
you
know
he
was,
it-
was
a
way
of
trying
to
keep
workers,
businesses
and
the
economy
overall
from
really
going
under
during
a
time
when
demand
did
Yara
next
slide,
please,
okay,
so
now
to
drill
down
a
little
bit
more
into
beer
for
itself
in
the
CLT
and
how
airports
work
in
general.
Airports
are
self-sustaining
enterprises
with
a
cost
paid
by
the
users
of
the
facilities,
so
you
know
whatever
whatever
it
takes
to
run
an
airport
that
comes
from
federal
grants
which
can
happen.
G
Ticket
price,
absolutely
facility
charges
come
out
of
the
ticket
price
and
tenant
rents
and
fees
and
another
other
revenues
generated
at
the
airport
by
the
airport.
But
it's
all
a
self
containing
economic
system.
It
doesn't
require
any
state
or
local
taxes
to
to
support
the
cost
of
the
airport.
Its
third
bullet
here
this
is
probably
the
simplest
way
of
understanding
airport
finance,
which
is
you
take
the
total
cost
of
running
an
airport
operations
and
maintenance
cost,
and
the
debt
service
on
is
bonds.
G
All
the
things
that
takes
around
Airport
is
a
year
and
then,
on
the
cost
side.
On
the
revenue
side,
you
have
all
the
amount
generated
by
all
these
various
sources
other
than
airline
right.
So
we'll
set
that
aside
for
a
second
concessions,
parking
rental
cars,
all
the
other
businesses
in
Airport,
the
difference
between
the
cost,
supporting
the
airport
and
the
amount
that
comes
in
from
all
those
other
sources
that
seem
out
the
airlines
pay.
G
Okay,
so
this
is
the
slide
that
went
for
that
arrow
and
the
words
at
the
bottom.
We
encrypt
from
what
Frank
cable
presented
earlier
to
this
group,
the
table
versus
a
so
so,
if
you
look
at
fiscal
year,
19
actual
that
number
at
the
bottom,
232
million.
So
that's
how
much
it
costs
to
run
the
airport
in
its
2019
fiscal
years,
the
non
airline
Breton's
Terminal
concessions
parking
all
those
other
things
I'm
out
of
two
hundred
and
fifty
four,
and
that
meant
that
the
the
airline
share
the
rates
and
charges
and
landing
fees
with
78.
G
So
then,
if
you
look
over,
what
dear
fort
is
budgeted
for
sewing
20
you'll
see
the
non
airline
revenues
were
almost
exactly
the
same,
so
by
the
same
amount
of
money,
that's
being
generated
from
all
those
other
sources
that
the
cost
to
run
the
airport
went
up
from
232
to
245,
nothing
which
is
then,
but
that
increase
is
something
there
Americans
awkward
silence.
It's
not
one
make
it
sound
like
there's
a
controversy
about
that.
You
wanna
wear
of
the
budget
and
fully
agreed
with
that
about
so
you'll.
G
Twelve
million
dollars
so
that
and
and
that's
really
the
illustration
of
how
this
works
at
an
airport
Iran,
the
chief
of
the
airport-
does
its
best
to
keep
it
just
cost
low
and
to
generate
those
long.
Airline
revenues
are
barely
Charlotte,
did
the
efforts
of
a
trajectory
and,
and
then
the
airline's
pay.
What
is
less
so.
This
is
only
like,
if
you
think,
about
taking
on
new
projects
and
that
total,
including
revenues
which
again
we
look
at
as
a
cost
to
run
the
airport.
G
If
that
number
goes
up
and
the
non
Airlines
revenues
don't
go
up
the
amount
that
airlines
have
to
pay
interest
so
now
you
know
it
again.
Breath
might
do
this,
but
the
the
pandemic
affected
part
of
fiscal
year.
Twenty
so
you'll
see
a
big
drop-off
and
non
airline
revenues.
If
you
compared
to
fiscal
year,
nineteen,
actually
the
cigarette
drop
off
by
thirty
four
million,
but
the
airline
requirement
actually
went
up
so
even
though
it
cost
less
to
run
the
airport,
because
the
non
airline
revenues
were
lower,
we
end
up
having
to
pay
more.
G
So,
as
you
start
to
move
forward
into
fiscal
year,
twenty
one
once
again,
you'll
see
that
on
what
with
a
lot
fewer
flights,
a
lot
fewer
passengers,
the
amount
of
the
airlines
have
to
pay
to
the
airport
will
say
about
the
same,
even
though
you
can
also
see
the
doing
a
really
nice
job
under
the
current
budget,
they're
reducing
the
cost
of
running
the
airport
in
use.
So
that's
dropped.
You
know
even
from
the
2019
actual
drop
thirty
two
million
dollars.
G
So
you
know
what
everybody
is
totally
together
and
trying
to
do
the
airport's
trying
to
reduce
the
amount
needed
to
run
the
airport
and
try
to
keep
the
airline
contribution
flag,
which
is
took
on
an
absolute
basis
and
through
absolutely
nobody's
fault
at
all
on
a
unit
basis.
If
you
think
about
it,
we
measure
it
and
per
passenger
base.
G
So,
if
we're
paying
the
same
amount,
but
our
passengers
are
down
30
40
50,
60
percent,
whatever
they
happen
to
be,
then
in
point
in
time.
During
this,
then
our
cost
per
passenger
goes
way
way
up
and
Dec
mentioned.
One
of
the
things
that
made
Charlotte
successful
is
how
well
as
managed
which
means
is
its
cost
of,
and
men
as
well.
Now
this
increase
and
our
per
passenger
call
is
really
a
function
of
a
pandemic.
It's
not
a
function
of
their
port
management
or
airline
management
or
anything
else.
G
It
is
simply
an
amount
of
money
divided
by
the
number
of
passengers
and
when
we
have
fewer
passengers,
that
cost
goes
up
and,
as
I
said,
is
a
phenomenon
that
airlines
will
see
all
over
the
country.
So
this
is
not
a
fact
that
that's
bad
effect
on
our
cost
per
passenger
is
not
at
all
unique
at
future
Charlotte.
G
What
Charlotte
is
doing
very
well
very
responsibly
is
at
least
trying
to
keep
the
total
amount,
that
we
pay
level,
and
you
can
see
that
and
this
421
budget
they've
done
a
really
nice
job
of
that,
and
and
look
as
we
go
forward.
You
know
a
nervous
friend,
his
team
have
created
some
scenarios
that,
better
or
worse,
we
think
that
the
right
approach,
a
reasonable
approach.
We
think
that
projections
are
reasonable
when
it
comes
to
Shinzon
this,
let's
face
it,
everybody
was
guessing.
G
Nobody
knows
how
the
man
will
return,
how
quickly
in
what
way
we
you
know
we
may
have
in
order
to
help
spur
demand.
You
know
we
airlines
could
charge
less
for
their
tickets,
which
means
the
number
of
people
passing
through
TSA.
Checkpoints
will
go
on,
but
the
amount
of
revenues
that
we
are
and
will
go
up
by
less
a
smaller
percentage.
So
you
know
all
those
things
are
dynamic:
they
they
depend
on
the
macro
economy.
That
depends
on
the
behavior
of
individuals
and
how
comfortable
they
feel.
Why
and
that's
why?
G
A
lot
of
the
things
is
that
talked
about
that
we're
doing
they're
so
important,
because
we
know
that
that's
really
the
number
one
factor
right
now
for
passengers,
so
the
other
thing
I
want
to
talk
about
a
bit
with
it.
For
the
concessionaires
and
again
I
mentioned
Darryl
and
you
know,
host
is
a
great
partner
of
American.
They
provide
services
to
us
in
our
ad
local
clubs
and
I
watched
the
presentation
they
made
and
I
say
you
know,
let's
overall
agree
with
where
they're
coming
from
and
understand
this
situation.
G
The
airport
concessionaire
industry
is
vitally
important
for
the
airlines
and
you
know
we
know
that
they
need
to
survive.
They
need
a
lot
and
come
through
this.
Just
like
we
have
it's
just
a
matter
of
airport
finance
that
for
every
dollar
they
don't
give.
We
have
to
give
one.
So
you
know,
and
during
ordinary
times
there's
some
push
and
pull
that
goes
on
between
the
airlines
and
the
concessionaires
about
that
dynamics.
So
you
know
we
are,
were
the
ones
who
take
the
risk
in
that
relationship.
G
G
Sec
talked
about
pulling
aircraft
out
of
the
parking
spots
as
we
need
them,
and
and
it's
that
sort
of
thing
we've
done.
So
that's
what
we're
talking
to
the
airport
about
I.
Think
if
you
we
get
into
situations
that
are
worse
and
what
will
model
and
kind
of
the
CMT's
worst-case
scenario.
It's
actual
worst
case,
then
you
know,
then
all
parties
are
ready
for
that
financially.
If
that's
we
can.
However,
if
demand
recovers
more
quickly,
we
want
to
be
able
to
react
to
that.
G
We
will
be
ready
to
welcome
whatever
are
enabling
traffic
comes
in
late
artists
that
talked
mind
foredeck
and
thinking
about
a
lot
of
passengers
coming
through
at
one
time
there.
We
do
think
that
the
pandemic
will
bring
them
out
some
long-term
changes
to
air
travel.
We
don't
even
know
exactly
what
those
are,
and
so
a
lot
of
measures
that
that
talked
about
you
know
we're
putting
in
place
now.
Some
things
may
stay
around.
Other
things
may
be
temporary,
but
you
know
that's
what
we're
focusing
on.
G
As
we
run
the
airline
day-to-day
right
now
is
putting
measures
into
place.
They've
changed
rapidly.
That
also
touched
on
that
you
know
we.
We
have
measures
we
put
in
place
now.
I
can't
tell
you
that
tomorrow
we
will
come
out
with
something
different
or
next
week,
general
everything
has
been
normal
of
war
as
we've
gone
through.
This
I
can
just
tell
you
a
lot
of
the
internal
calls.
G
A
topic
will
come
up
about
something
that
we
might
do
or
say
local
government
I
do,
and
the
first
reaction
to
that
is
well
that
that
would
never
happen
as
you
think,
later
we're
implementing
it.
So
we've
learned
to
adjust
a
Bethpage,
nobody,
every
facet,
I
anymore,
at
big
new
ideas.
We
going
to
do
what
needs
to
be
done
to
instill
public
confidence
in
fines
and
meet
those
challenges.
We
do
you
think
we
will
be
a
stronger,
more
efficient
company
because
of
this
experience.
B
We
get
all
the
parties
involved
in
a
conversation,
so
build
on
what
we've
heard
and
Michael
wanting
to
tell
you
I
particularly
appreciated
your
explanation
of
the
airport
economics,
because
one
of
the
reasons
we've
had
to
have
all
these
presentations
is
the
sort
of
arcane
nature
of
business
relationships
at
the
airport.
It
is
the
zero-sum
game
I
would
mention.
Also
no
airport
funds
can
be
used
two
purposes
other
than
airport
needs.
That
was
the
subject
that
was
live
in
Charlotte
or
three
years
ago.
E
G
G
We,
you
know,
we
do
phase
this
short
term,
which
takes
the
medium-term
demands,
drop
and
liquidity
crisis,
and
all
of
that
which
you
know,
makes
it
difficult
over
the
next
couple
of
years
to
spend
look,
we
can
protect
it
in
the
long
term.
We
still
have
the
same
grand
plans
for
Charlotte
that
we've
always
had.
It
is
crucial
part
of
American
Airlines
Network
and
it
needs
to
grow
and
prove
so
I.
Don't
think
you'll
see
any.
You
know
if
you've
seen
the
prior
plans.
G
G
So
we're
also
looking
for
opportunities
to
accelerate
some
projects
or
things
differently,
because
there's
less
demand
at
the
airport,
your
clients,
your
passengers,
and
so
those
are
things
that
we
made.
You
know
that
students
save
some
money
to
do
the
same
project
for
some
project
bonds
already
been
sold
money
sitting
in
the
bank.
There
is
no
benefit
to
delaying
those
projects,
so
you
know
for
others
that
entail
higher
cost.
Those
are
the
ones
were
looking
at.
Okay,
I.
Do
this
really
as
an
issue
of
timing,
great.
F
Just
that,
unlike
if
I
can
be,
you
know
a
good
example
of
that
we
have
some
projects.
The
trench
drain
replacements
are
a
good
example
of
some
work
that
needed
to
be
done
on
the
rent,
because
we're
not
running
peaks
as
high
as
we
normally
would.
That
gives
us
the
ability
to
close
some
gates
and
do
some
repairs
that
would
have
otherwise
been
very
difficult,
so
I
would
say:
Jack
Christine
and
the
team
of
the
airport
done
a
great
job
watching
with
us
to
figure
out
okay.
What
what?
F
C
Good
morning,
Tracy
deccan
Mike,
thank
you
for
your
time,
set
Bennett
full
spectrum
Center
and
show
up
quarters
that
I
think
you
must
have
mentioned
in
your
comments
that
you
implement
it
face
combo
as
a
direct
reply
to
feedback
from
customers.
I
was
curious
in
and
how
that
feedback
was
gathered.
Was
that
any
direct
survey
there?
Any
other
findings
that
you
think
in
general.
The
poor
community
would
benefit
from
in
terms
of
what
would
make
customers
feel
secure
about
coming
to
the
connector
I
hear
from
thank
you,
yeah.
F
We
we
do
the
ILI's
survey,
our
customers
and
our
team.
You
know,
take
a
look
at
those
and
that
that
has
been
the
basis,
for
you
know
many
of
the
things
that
we
can
do
it.
Obviously,
the
most
important
thing
for
us
is
an
industry,
including
Airlines,
is
to
create
customer
confidence
and
so
going
through
a
lot
of
that
feedback,
and
that's
really
driving
I.
Think
for
all
the
airline's,
a
lot
of
what
we're
doing
in
your
cleaning.
F
Than
we
have
in
the
past
and
whatever
you
know,
we
work
closely
with
the
airport
team
and
then
we
identify
these
things.
You
know
we
we
work
together
to
implement,
so
we're
always
happy
to
share
whatever
information
we
have
and
then,
though
they
share
with
us.
So
you
know,
as
a
team
we'll
forgive
yourself.