Global Aero Logistics Scores Big with College Football Bowl Charters

/PRNewswire/ -- Global Aero Logistics Inc. has football fever in a big way this bowl season. Global's subsidiaries, North American Airlines and World Airways, will operate a total of 18 bowl charter trips to nine bowl games by the time the last whistle has blown in January.

"We are providing transportation for football teams, bands and fan groups throughout the United States," said Jeff Sanborn, Global's Chief Marketing Officer. "We know there is an annual scramble for air travel by the 68 bowl teams, so we enhanced our website to make requesting a charter quote easy to manage."

"With 197 to 355 seats, North American Airlines and World Airways are providing the right planes and the right service to please these college football groups," said Sanborn. "Our aircraft will be involved with a total of nine bowl games: Poinsettia, Capital One, Humanitarian, Texas, Sugar, Rose, Insight, Orange and GMAC."

Global Aero Logistics, based in Peachtree City, Ga., is the parent company of North American Airlines and World Airways. North American Airlines, founded in 1989 and based in Jamaica, N.Y., operates passenger charter flights using B-757 and B-767 aircraft. World Airways, founded in 1948 and based in Peachtree City, Ga., operates cargo and passenger charter flights using DC-10, MD-11 and B-747-400 aircraft.

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Delta to Manage 2009 Capacity Due to Global Economic Slowdown and Softening Traffic

T2F Note: The following is an excerpt sent to Delta employees this morning. The entire communication can be seen on the Delta website.

Delta Air Lines (NYSE: DAL) today issued the following memo to its more than 75,000 employees worldwide from CEO Richard Anderson and President Edward H. Bastian.

Subject:
Delta to Manage 2009 Capacity Due to Global Economic Slowdown and Softening Traffic

As always, we want to make certain that Delta people are the first to know about changes to our business. That is why we are sharing with you now that later this morning at an investment conference in New York, we will announce plans to decrease systemwide capacity, for both Delta and Northwest, during 2009. This action comes as a result of the global economic recession and weaker demand for air travel.

Systemwide 2009 capacity will be down 6-8% year over year. Domestic capacity will be down 8-10% and international capacity will be down approximately 3-5%. These numbers include the full impact of previously announced 2008 capacity reductions.

Delta has established itself as an industry leader. Once again, Delta must take the necessary steps to adjust our business accordingly and make certain seat capacity meets customer demand. These economic hurdles are difficult, and we remain committed to building our company on a durable financial foundation with industry-leading liquidity. Remember that speed wins so we will be decisive and not delay. As Rules of the Road states, “Speed in execution is the difference between success and failure.”

Even with the economic recession, we are achieving significant benefits from our merger and will continue to do so. The merger has allowed us to develop growth opportunities as we connect the networks to create new revenue streams neither airline could have achieved independently. We will continue to follow the Flight Plan to invest in and further diversify our international network in the Pacific, Africa, India and the Middle East to help mitigate the risk from specific regional economies. We will remain focused on, and continue to adapt to, the rapidly changing global economy to better align supply with demand.

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Delta and Northwest Merge, Creating Premier Global Airline

Delta Air Lines, Inc. (NYSE: DAL) and Northwest Airlines, Inc. today merged, creating a premier global airline with service to nearly all of the world’s major travel markets.

The new airline, called Delta and headquartered in Atlanta, will begin its first day as a combined company with a commitment to delivering excellent service to customers in 66 countries and more than 375 worldwide cities – more than any other airline; with a dedicated base of approximately 75,000 worldwide employees; and with a best-in-class cost structure and strong liquidity balance that better positions the company to adapt to the weakening global economy.

“The airline industry faces a very difficult economic environment around the world and this merger gives Delta increased flexibility to adapt to the economic challenges ahead,” said Delta CEO Richard Anderson. “With much of the work to bring our airlines together well under way, the new Delta will be at the front of the pack in achieving the benefits of consolidation and is well positioned to navigate the tough waters ahead in a difficult economy.”

With the completion of the merger, Northwest Airlines is now a wholly owned subsidiary of Delta. Customers should continue to check-in and do business directly with the airline operating their flight just as they did before the merger. Delta will continue operation of the airlines’ separate Web sites, www.delta.com and www.nwa.com, as well as the two airlines’ reservations systems and loyalty programs.

The companies will be integrated through a thoughtful process with customer benefits rolled out over the next 12-24 months, including:

The addition of Delta’s code to nearly all of the Northwest system by the end of 2008, creating thousands of additional connecting opportunities.

Immediate complimentary upgrade reciprocity for elite members of both airlines’ loyalty programs, with airport lounge reciprocity continuing as usual.

The launch of a fully consolidated worldwide flight schedule in advance of summer 2009;

The introduction of elements of Delta’s brand throughout the Northwest system beginning in spring 2009, including Delta’s popular Richard Tyler designer uniforms, Delta’s livery, “signature cocktails,” enhanced in-flight entertainment and other onboard amenities.

The consolidation of the Delta and Northwest loyalty programs, ultimately including the ability to combine miles from SkyMiles and WorldPerks accounts at a one-to-one ratio.

The full integration of Delta and Northwest Web sites, kiosks, and customer-facing technology to ensure a consistent worldwide travel experience.

Delta has already invested significant resources to ensure a seamless transition for customers, including receiving clearance from the Federal Aviation Administration (FAA) of the airline’s plan to achieve a Single Operating Certificate over the next 14-16 months; adding extra staffing and technology at check-in counters and kiosks to provide added customer assistance beginning today; and posting complete merger information at www.delta.com and www.nwa.com to provide customers added assistance.

Employees share in success of combined company with equity stake, platform for future growth
As a result of the merger, employees will share in the success of the new company through an expanded ownership share in the combined company. In the coming days, Delta will distribute an equity stake to substantially all U.S.-based employees with international employees participating through cash payments in lieu of stock.

"Ensuring our employees are able to share in the benefits of the merger from the beginning is a prime example of the Delta Difference," Anderson said. "By sharing ownership with Delta’s people, we are not only recognizing the critical role employees will play in successfully integrating two customer-focused companies, we are also making good on a longstanding commitment that our employees will share in the success of the company."

Delta also has completed other key steps to ensure that employees benefit from the merger and are protected as the two companies’ workforces are combined. Specifically, Delta:

Completed an unprecedented agreement with the Delta and Northwest units of the Air Line Pilots Association, Intl. (ALPA) on a joint contract that unifies both pilot groups under one pilot working agreement effective tomorrow. Additionally, the two pilot groups have agreed to a collaborative process that will achieve a combined seniority list;

Committed that no frontline employees will be involuntarily furloughed as a result of the merger and that no hubs will be closed; and

Implemented a seniority protection policy that ensures that frontline employees of both airlines will be provided seniority protection through a fair-and-equitable process.

Financial footing strengthened, providing increased flexibility to adapt to challenging global economic conditions

The closing of the Delta-Northwest merger brings together two of the industry’s most financially secure airlines to produce a best-in-class cost structure and an industry-leading balance sheet. The transaction is expected to generate $2 billion or more in annual revenue and cost synergies from more effective aircraft utilization, a more comprehensive and diversified route system, and cost synergies from reduced overhead and improved operational efficiency. The company expects to incur one-time cash costs not exceeding $600 million to integrate the two airlines. As approved by both companies’ stockholders earlier this year, Northwest stockholders will receive 1.25 Delta shares for each Northwest share they own. Based on Delta’s closing stock price on Oct. 29, 2008, this exchange ratio is the equivalent of $9.99 per Northwest common share.

“In today’s economic climate, this merger makes even more sense because we can capture $2 billion in annual synergies and build the foundation for profitable growth through improved revenues, a best-in-class cost structure and a strong liquidity position,” said Edward Bastian, Delta’s president and chief financial officer, and the new CEO and president of NWA. “As we have proven, this is a different type of merger for the industry thanks to the complementary nature of the two airlines and the caliber of the people who will make this the most successful merger in airline history,” Bastian continued.

Delta closed the merger after receiving notice from the United States Department of Justice (DOJ) that it would not challenge the merger after reviewing its competitive impact. Earlier this year, the merger also received clearance from the European Commission.

Delta today also announced the members of its new Board of Directors, effective immediately. Delta Chairman of the Board Daniel Carp remains chairman while Northwest Chairman Roy Bostock becomes vice chairman. Other directors will include seven from Delta’s Board – Richard Anderson, John S. Brinzo, Eugene I. Davis, David R. Goode, Paula Rosput Reynolds, Kenneth C. Rogers, and Kenneth B. Woodrow, and four from Northwest’s Board – John M. Engler, Mickey P. Foret, Rodney E. Slater and former Northwest CEO Douglas Steenland. Delta had previously announced the structure of its new Board during the merger announcement last spring.
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