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In addition to our Story of Inclusion, we’ve worked toward the diversity goals we made in 2020.
These goals are intended to create more diverse, equitable, and inclusive job opportunities and Candidate pipelines, while fostering a welcoming and inclusive environment to help all Employees grow and develop.
Senior leadership diversity: Measuring progress toward increasing diversity in Senior Leadership and talent pipelines.
communities we serve to maintain concentration on DEI.
Diversity Hiring Training: Created diversity hiring courses to help Leaders recognize and minimize unconscious bias in the workplace and to promote DEI in the hiring process.
Diversity Council: Continued to leverage our Diversity Council as a strategic asset for Southwest.
Onboard, Southwest continues to provide a hospitable environment for our traveling Customers, including enhanced cleaning practices.
Environmental sustainability is an important part of our future, which is why we’ve steadily increased our focus in this area as a Company—including the creation of the Environmental Sustainability Team in targets, advancing our sustainable aviation fuel (SAF) strategy, and launching a carbon-offset program that allows...
For years, Southwest’s shown its Heart for the Planet by operating efficiently and respecting the environment.
Environmental sustainability remains an ongoing priority for our future and we’ve set a goal to achieve carbon neutrality by 2050.
We recognize the importance for the aviation industry to address its environmental impact.
Addressing these challenges requires collaboration across the entire aviation value chain including government, industry associations, energy companies, aircraft and engine manufacturers, and more.
In announced our long-term goal to achieve carbon neutrality by 2050, along with our near-term, 10-year environmental sustainability plan.
Offset emissions by providing the first U.S.-based airline carbon offset offer with loyalty points, and for every dollar contributed toward offsetting Southwest’s carbon emissions, Southwest matches the contribution.
Whether on the ground or in the air, reducing our carbon emissions intensity is a core part of our environmental sustainability strategy.
consumption and the cost associated with it, there’s strong motivation to pursue fuel efficiency initiatives that minimize fuel consumption and emissions, as well as maintain a low-cost advantage in the airline industry.
Since in fuel efficiency improvements, excluding new aircraft purchases.
Initiatives addressing our performance both in the air and on the ground include routinely performing engine washes, single engine taxiing when practicable, using electric ground power when available while aircraft park at airport gates, and installing fuel-saving winglets on all aircraft across our fleet.
Our fuel efficiency strategy depends on modernizing our fleet, optimizing our routes, and deploying initiatives, policies, and programs to enhance efficiency during every step of the flight cycle.
New aircraft bring enormous opportunities for Southwest to reduce its carbon emissions intensity.
We plan to modernize our fleet with more fuel-efficient Boeing MAX aircraft.
This order book underscores our commitment to modernizing our fleet with more fuel-efficient aircraft.
RNP combines the capabilities of advanced aircraft avionics, satellite navigation (instead of less precise ground-based navigation), and new flight procedures to enhance navigational and operational capabilities, improve fuel efficiency, and minimize greenhouse gas emissions.
The FAA publishes RNP approaches, which, as of December 2021, included 66 of the airports Southwest serves, and our use of these approaches saved more than 750,000 gallons of fuel in 2021 alone.
We’ve deployed numerous policies, programs, and practices to encourage fuel-saving behaviors while on the runway and at the jet bridge.
Single Engine Taxiing (SET) is performed when practical to conserve fuel and reduce costs.
Once an aircraft is parked and equipment is plugged in, the system also allows Pilots to shut down the aircraft’s auxiliary power unit, which reduces fuel burn.
At Southwest, we recognize the critical role SAF plays in our environmental sustainability journey.
In world amounted to less than 0.1% of global jet fuel consumption.29 As a member of Airlines for America, we support its goal to work with government leaders and other stakeholders to make three billion gallons of cost competitive SAF available to U.S. aircraft operators by 2030.
As a Company, we entered into memoranda of understanding with leading energy companies Phillips and Marathon Petroleum Corporation to facilitate the development and production of commercialized SAF.
Southwest also entered into a with Velocys for 219 million gallons of SAF that, according to Velocys, had the lowest carbon intensity announced as of November 10, 2021.30 As announced by Velocys, once blended with conventional jet fuel, the SAF could produce the equivalent of 575 million gallons of net-zero fuel and av...
We also established a partnership with Neste, a leading supplier of renewable diesel and SAF, for up to five million gallons of SAF through December engage with select corporate partners including Deloitte and Zurich North America in beta program agreements to support SAF utilization in our operations.
When we all work together to achieve a more sustainable future, we can create lasting impacts.
“The agreement with Velocys is a major advancement in our environmental sustainability strategy, furthering our goal to replace total jet fuel consumption with sustainable aviation fuel by 2030.
We’re thrilled to partner with to launch a carbon offset offer that allows Customers to earn Rewards® bonus points per dollar contributed to help Southwest offset its carbon emissions, up to a maximum of 500 Rapid Rewards bonus points per month.
In addition to our offset offerings to address our scope air-related emissions, we also purchased Renewable Energy Certificates (RECs) certified by an industry-recognized thirdparty to target our scope 2 electricity emissions.
While fundamentally different instruments with different impacts, both offsets and RECs address our emissions footprint.
“Our carbon offset program is an important component of our larger environmental sustainability plan to reduce, replace, offset, and partner.
Day (NFF), which allowed us to plant 1,000 trees for each of Southwest’s 50 years of service.
Once planted, the native ecosystems, improve water and air quality, and reduce soil erosion throughout California, Georgia, and Oregon.
We continued to experience unpredictable pandemic related impacts to passenger demand and bookings throughout 2021.
Despite these impacts, overall leisure demand and fares remained solid in third and fourth quarter demand rebounded quickly and remained resilient through the holiday period in fourth quarter 2021.
The unpredictable nature of travel demand, combined with our increase in capacity and the reduction in our available workforce, contributed to periodic operational challenges, primarily in late summer and October 2021.
We experienced negative impacts to our operating costs per available seat mile due to lower capacity levels, which resulted in lower asset utilization and productivity.
This delivery schedule offers tremendous flexibility for our fleet plans through modernizing our fleet with more fuel-efficient aircraft.
continues to serve our airline as a strategic advisor, focusing primarily on our environmental sustainability plans.
exceptional Leaders, Hess and Reynolds bring a wide range of experiences, diversity in Culture, perspectives, and thought Leadership to our Board of Directors.
Key topics Southwest recognizes the importance of key topics in our environmental, social, and governance efforts, as these key topics help us strategically address ESG issues that matter most to our business and our Stakeholders.
Due to changing dynamics in our operating environment, we believe that Southwest’s key topics will logically shift over time.
Major events (e.g., the COVID pandemic as well as recent hiring/retention efforts) and increased environmental and social topic focus over the past two years have resulted in changes to our operating environment.
In of Directors updated the Compensation Committee’s Charter to reflect the committee’s existing practice of assisting the Board of Directors with its oversight of human resources policies and practices, including the Company's diversity, equity, and inclusion (DEI) philosophy, practices, and initiatives.
The Board does not have a formal policy with regard to Board member diversity.
Rather, diversity is one of many factors considered by the Board in assessing the qualifications of Board candidates.
Furthermore, in considering diversity, the Board takes into account various types of diversity, including, for example, diversity of experience, geography, gender, ethnicity, and race, with the goals of obtaining diverse perspectives and encouraging constructive debate.
The ERM Team meets with Risk Champions and Risk Owners on a quarterly and as needed basis to identify, evaluate, document, and track risks and mitigation strategies, and escalates critical risks to the Risk Committee.
The Risk Committee meets quarterly to review risk status and mitigation and validates appropriate actions are in place.
The CESG considers feedback from various Stakeholders and works collaboratively with other executive steering groups to take a holistic approach when considering social, economic, and environmental topics.
Southwest strives to continually improve the awareness and transparency of its governance of environmental and social topics.
Employees, Customers, and other Stakeholders by acting as good environmental stewards, fostering a creative and innovative workforce, and giving back to the communities it serves.
The Environmental Sustainability Executive Steering Group is an executive forum for decision-making related to environmental sustainability.
Southwest Airlines is committed to providing a stable work environment with equal opportunity for learning and personal growth.
It is expected that Employees of Southwest Airlines act responsibly to maintain a positive working environment, allowing each Employee to perform at his/her maximum potential.
Recruitment & Retention Southwest Airlines seeks to provide a stable work environment with equal opportunity for learning and personal growth.
To better support career development, diversity, equity, and inclusion, and retention efforts, we introduced our Career Mobility Program.
We actively engage with Employee forums, such as our President’s Council, Diversity Council, and Culture Ambassadors, which are comprised primarily of Frontline Employees.
Recognizing, respecting, and valuing differences is at the core of who we are at Southwest Airlines and encompasses our approach to Diversity, Equity, & Inclusion (DEI).
Since Airlines, utilizing diversity of thought and experience.
Southwest is dedicated to advancing DEI and as we continue our journey, we intend to maintain our efforts to cultivate a workforce and Leadership Team that reflects the diversity of the communities we serve.
The department is committed to driving meaningful change recognizing that there is always 
 more we can do to make our environment even better, 
 even more accepting.
It’s about respect: Our pride in Southwest Airlines fuels our unity.
Company goals to strengthen and improve efforts to create more diverse, equitable, and inclusive job opportunities and candidate pipelines while championing a welcoming environment for all Employees.
Today, we are making steady progress in our processes to increase racial and gender diversity in Leadership.
Additional strides include evolving the Company's talent acquisition processes by requiring diverse candidate pools, inclusion training for all hiring Leaders, and the creation of a Diversity Recruiting Center of Excellence (COE).
introduced the ability for Employees to develop diversity focused groups.
In centralized resource for our Employees to learn about the skills, experiences, and education needed for their next career step at Southwest.
expand the programs reach to every Employee. believes our focus on diversity training enables enhanced Teamwork and innovation.
supports our commitment to foster an inclusive environment where Employees embrace differences and feel a sense of belonging.
The Operational Philosophy provides a framework to offer Employees a safe work environment, our Customers a safe travel experience, and in turn, position Southwest Airlines for success.
During the past couple of years with significant changes to the operational environment, we were able to use data to evaluate and confirm the effectiveness of our risk controls and target areas to improve performance.
We also make investments in infrastructure and services that more broadly affect the communities we serve in terms of jobs, access to services, or other impacts.
Part of our approach to fleet management also involves a focus on fleet modernization as we recognize the importance of operating aircraft that are more fuel efficient, optimal for our operation, and which provide our Customers a comfortable experience.
To support that goal, we have firm orders for more than through 2031 to replace older 737-700s—bringing more fuel efficiency and lowering operating costs.
reduced fuel burn and overall CO engine, and inherently contributes to an increased range.
Ö ¼ To manage the potential impacts of extreme weather events, such as hurricanes, we have a comprehensive hazardous weather event response plan in place, which engages approximately forty Teams throughout the organization to effectively respond and mitigate impacts to our business.
We are also considering the addition of wildfires to the evaluation process, determining when to suspend operations based on a set threshold of wildfire impacts/severity and air quality.
By leveraging various knowledge bases, expanding data sources and new methods of air traffic management, we can more proactively respond to inclement weather, equipment outages, and other factors that can potentially cause delays and cancellations.
In addition to physical effects of weather disruptions, regulatory bodies are increasingly focused on climate change and reducing greenhouse gas emissions.
Future policy, legal, regulatory, or other market developments could require us to reduce emissions, modify our supply chain practices or aspects of operations, make capital investments to purchase specific types of equipment or technologies, secure carbon offset credits, or otherwise incur additional costs related to ...
Accordingly, we: Actively monitor emerging regulations and analyze their risks or opportunities to our business. Have voluntarily set environmental sustainability plans, targets, and goals in addition to responding to legislative and regulatory requirements. Engage with regulators and industry associations such as AAvi...
As part of the Carbon Offsetting and Reduction Scheme for International Aviation ("CORSIA") program, are currently monitoring our international emissions for reporting purposes.
We also face the possibility of consumer concerns about the impacts of climate change, which may mean some Customers choose to fly less frequently or fly on an airline they perceive as operating in a manner that is more sustainable to the climate.
We have also worked on business travel programs, engaging with our corporate clients Deloitte and Zurich North America on SAF beta partnerships to help support the utilization of SAF in our operation, and launched the Green Incentive Program in 2021.
The Green Incentive Program is a performance-based incentive program where corporate Customers are provided the opportunity to earn and use funds for their company's sustainability initiatives, which could include offsets or other initiatives.
We actively communicate the status of our emissions and progress towards our climate goals in our One Report.
We have voluntarily reported our Scope greenhouse gas emissions (GHG) through CDP (formerly the Carbon Disclosure Project) for the past 10 years, and we continue to strive to provide our Stakeholders with transparency.
Airlines are inherently dependent upon energy to operate, and jet fuel is one of our most volatile and unpredictable costs, making it an area of great interest to our Stakeholders.
While the price of fuel is largely influenced by external factors, our consumption of fuel is an area where we can make a difference, and we are self-motivated to be as fuel efficient as possible.
Our fuel efficiency strategy is based on modernizing our fleet, optimizing our routes, and deploying initiatives, policies, and programs to optimize efficiency during every step of the flight cycle.
In have saved 7.5 million incremental gallons over the prior year, and our fuel efficiency (measured in ASMs per gallon) increased by 4.6% compared with 2019 levels.
This Team implements, tracks, and reports progress on various fuel saving measures, seeking to increase alignment across the operation and increase fuel efficiency.