西南航空 (LUV) 2022 Q4 法說會逐字稿

Good day, and welcome to the Southwest Airlines Fourth Quarter and Full Year 2022 Conference Call. My name is Chad, and I will be moderating today's call. This call is being recorded, and a replay will be available on southwest.com in the Investor Relations section. (Operator Instructions)

美好的一天，歡迎來到西南航空公司第四季度和 2022 年全年電話會議。我叫查德，我將主持今天的電話會議。此通話正在錄音中，重播將在 southwest.com 的投資者關係部分提供。 （操作員說明）

At this time, I would like to turn the call over to Mr. Ryan Martinez, Vice President of Investor Relations. Please go ahead, sir.

在這個時候，我想把電話轉給投資者關係副總裁 Ryan Martinez 先生。請繼續，先生。

Thank you, operator, and welcome, everyone, to our Fourth Quarter and Full Year 2022 Conference Call. In just a moment, we will share our prepared remarks and then leave plenty of room for Q&A. Joining me on the call today is our President and CEO, Bob Jordan; Chief Operating Officer, Andrew Watterson; Executive Vice President and CFO, Tammy Romo; and Executive Vice President and Chief Commercial Officer, Ryan Green.

謝謝接線員，歡迎大家參加我們的 2022 年第四季度和全年電話會議。稍後，我們將分享我們準備好的評論，然後為問答留出足夠的空間。今天和我一起參加電話會議的是我們的總裁兼首席執行官 Bob Jordan；首席運營官安德魯·沃特森；執行副總裁兼首席財務官 Tammy Romo；執行副總裁兼首席商務官 Ryan Green。

A quick reminder that we will make forward-looking statements, which are based on our current expectation of future performance, and our actual results could differ from expectations. Also, we had special items in our fourth quarter results, which we excluded from our trends for non-GAAP purposes, and we will reference our non-GAAP results today. So please refer to our press release from this morning and our Investor Relations website for more information.

快速提醒一下，我們將根據我們目前對未來業績的預期做出前瞻性陳述，我們的實際結果可能與預期不同。此外，我們在第四季度的業績中有特殊項目，出於非 GAAP 目的，我們將其排除在我們的趨勢之外，我們今天將參考我們的非 GAAP 業績。因此，請參閱我們今天上午的新聞稿和我們的投資者關係網站以獲取更多信息。

And with that, Bob, I'll turn it over to you.

有了這個，鮑勃，我會把它交給你。

All right. Thank you, Ryan, and I appreciate everybody joining us this morning. Well, we're disappointed to report a Q4 net loss as we were on track to produce a healthy fourth quarter profit prior to December 21. We provided an 8-K investor update earlier this month that quantified the preliminary estimate of the financial impacts, so a Q4 loss is likely not a surprise, but I would like to take a few minutes to talk about the operational disruptions.

好的。謝謝你，Ryan，感謝大家今天早上加入我們。嗯，我們很失望地報告第四季度淨虧損，因為我們有望在 12 月 21 日之前產生健康的第四季度利潤。我們本月早些時候提供了 8-K 投資者更新，量化了財務影響的初步估計，因此，第四季度的虧損可能不足為奇，但我想花幾分鐘時間談談運營中斷。

And first and foremost, I want to apologize again to our customers and our employees for the impact the operational disruption had on them and on their holiday plans. We are intensely focused on reducing the risk of repeating that type of operational event, again, like we had last month. And we are highly focused on our customers and our plan going forward, and customer refunds and reimbursements remain a top focus. While I'm not proud of what happened, I am very proud of our people and all that they have done to take care of our customers and their needs.

首先，我想再次向我們的客戶和員工道歉，因為運營中斷對他們和他們的假期計劃造成了影響。我們非常專注於降低重複此類操作事件的風險，就像我們上個月那樣。我們高度關注我們的客戶和我們未來的計劃，客戶退款和報銷仍然是重中之重。雖然我對發生的事情並不感到自豪，但我為我們的員工以及他們為照顧我們的客戶和他們的需求所做的一切感到自豪。

Well, in terms of the events themselves, we canceled more than 16,700 flights from December 21 to December 31. The first few days through December 23 were specific to the winter storm, and we began to have additional disruptions in the operation on December 24. As the largest carrier in roughly half of the top 50 U.S. travel markets, we were impacted by rolling storms to an extraordinary degree. We experienced gridlock in many of our largest airports, along with a high frequency of short-notice cancellations, which created urgent and repeating efforts to repair the aircraft routings and then our pilot and flight attendant schedules.

嗯，就事件本身而言，從 12 月 21 日到 12 月 31 日，我們取消了 16,700 多個航班。到 12 月 23 日的前幾天是冬季風暴特有的，我們在 12 月 24 日的運營中開始有額外的中斷。作為美國前 50 大旅遊市場中大約一半的最大航空公司，我們受到了滾滾風暴的非同尋常的影響。我們在許多最大的機場都遇到了僵局，以及高頻率的臨時取消通知，這導致我們需要緊急和反复地努力修復飛機航線，然後是我們的飛行員和空乘人員的時間表。

Given the overwhelming volume of flight cancellations over multiple days, combined with manual work streams, we determined that the best course of action to get back on track operationally was to reduce our December 27 through December 29 flight activity by roughly 2/3, and that allowed us time to reset the operation to normal flight levels beginning on December 30.

考慮到多日內大量航班取消，再加上手動工作流，我們確定讓運營重回正軌的最佳行動方案是將 12 月 27 日至 12 月 29 日的航班活動減少大約 2/3，並且讓我們有時間從 12 月 30 日開始將操作重置為正常飛行水平。

But based on what we know at this point, our processes and technology generally worked as designed. But we were hit by an overwhelming volume of close-in cancellations, which put us behind in creating crew solutions, which, in turn, pushed us to manual efforts and solutions, and Andrew will cover that in detail more here in just a minute.

但根據我們目前所知，我們的流程和技術通常按設計運行。但是我們受到大量臨近取消的打擊，這使我們在創建機組解決方案方面落後了，這反過來又促使我們進行手動工作和解決方案，Andrew 稍後將在此處詳細介紹。

So we've got several streams of work underway. Immediately following the disruption, we moved swiftly to put mitigation efforts in place to reduce the risk of future operational disruptions and help fortify our operational resilience. Now we've created an early-indicator dashboard that closely monitors operational health and signals an alert if we approach predefined operational thresholds.

所以我們正在進行幾項工作。中斷發生後，我們立即採取行動採取緩解措施，以降低未來運營中斷的風險，並幫助增強我們的運營彈性。現在，我們已經創建了一個早期指標儀表板，可以密切監控運營狀況，並在我們接近預定義的運營閾值時發出警報。

We established supplemental operational staffing that can quickly mobilize to support crew recovery efforts at the first sign of a potential workload backlog. We enhanced our existing tools for crew members to communicate electronically to crew scheduling during irregular operations. And we're in the process of swiftly updating and upgrading our crew recovery tools and systems to solve the backlogged repair of crew member schedules, which was one of the key issues during the disruption.

我們建立了補充運營人員，可以在出現潛在工作量積壓的第一個跡象時迅速動員起來支持船員恢復工作。我們增強了機組成員現有的工具，以便在不正常操作期間以電子方式與機組人員進行溝通。我們正在迅速更新和升級我們的機組人員恢復工具和系統，以解決機組人員排班表的積壓維修問題，這是中斷期間的關鍵問題之一。

With these short-term risk mitigation steps in place or underway, we're taking additional steps to review the events and determine any additional changes to our plans. We worked early on with our Board of Directors, and they've established an Operations Review Committee that is working with our management to understand the events and help oversee the company's response.

隨著這些短期風險緩解措施到位或正在進行，我們正在採取額外措施來審查事件並確定對我們計劃的任何其他更改。我們很早就與董事會合作，他們成立了一個運營審查委員會，與我們的管理層合作，了解事件並幫助監督公司的反應。

We've engaged a third-party global aviation firm, Oliver Wyman, for a third-party assessment of the event and help make recommendations of additional mitigation elements for us to consider, and that work will conclude here over the next several weeks. And with that assessment and our own, we will reassess our 2023 plans, keeping in mind that we already had a robust operational modernization plan in place for 2023. And Andrew will walk you through that in greater detail as well.

我們已聘請第三方全球航空公司奧緯諮詢對事件進行第三方評估，並幫助提出其他緩解因素的建議供我們考慮，這項工作將在接下來的幾週內在這裡結束。通過該評估和我們自己的評估，我們將重新評估我們的 2023 年計劃，同時牢記我們已經為 2023 年制定了穩健的運營現代化計劃。Andrew 還將向您詳細介紹該計劃。

I want to reiterate that Southwest has a very long history of innovation and continuous improvement. We've been investing up to $1 billion per year on technology, both recurring and investment spend included.

我想重申，西南航空有著悠久的創新和持續改進歷史。我們每年在技術上的投資高達 10 億美元，包括經常性支出和投資支出。

And we have implemented numerous large-scale technology and business projects over the past 5 years, including things like the first implementation of the Amadeus reservation system in North America, co-developing and innovative network planning system that's now part of the Amadeus product portfolio; ETOPS certification and processes for Hawaii flying; new aircraft maintenance systems; GDS platform capabilities in connection to 3 other platforms; a new fare product; and automated ancillary services capabilities.

在過去的 5 年裡，我們實施了許多大型技術和業務項目，包括在北美首次實施 Amadeus 預訂系統、共同開發和創新的網絡規劃系統，該系統現已成為 Amadeus 產品組合的一部分；夏威夷飛行的 ETOPS 認證和流程；新的飛機維護系統；連接到其他 3 個平台的 GDS 平台功能；一種新的票價產品；和自動化輔助服務能力。

And we're in the process of wrapping up the replacement of our revenue management system, which actually involves 3 RM systems simultaneously in production, which is an absolute technical feat. That list is not meant to be comprehensive, but hopefully it gives you an idea of what we've done and what's underway.

我們正在完成收入管理系統的更換，這實際上涉及生產中同時使用 3 個 RM 系統，這絕對是一項技術壯舉。該列表並不全面，但希望它能讓您了解我們已經完成的工作和正在進行的工作。

We're also currently budgeted to spend $1.3 billion of our 2023 annual operating plan on investments, upgrade and maintenance of our IT systems, which is higher than what we spent in 2022. The recent disruptions will likely accelerate some of our plans to enhance our processes and technology, but I suspect that the operational modernization opportunities that Andrew outlined at Investor Day have largely captured the key work streams, and we will dedicate the capital needed to execute in a timely and efficient manner.

我們目前的預算還包括 2023 年年度運營計劃中的 13 億美元用於 IT 系統的投資、升級和維護，這高於我們 2022 年的支出。最近的中斷可能會加速我們的一些計劃，以加強我們的流程和技術，但我懷疑安德魯在投資者日概述的運營現代化機會在很大程度上抓住了關鍵的工作流，我們將投入所需的資金來及時有效地執行。

We currently plan to stick with our 2023 growth plans. We were properly staffed for our 2022 flight schedules, including the holidays, and we continue hiring this year to be properly staffed for our 2023 flight schedules. Our plans call for adding over 7,000 new employees in 2023, which is actually a decrease of nearly 40% from 2022 hiring levels. We have the order book from Boeing that we need in 2023.

我們目前計劃堅持我們的 2023 年增長計劃。我們為 2022 年的航班時刻表配備了適當的人員，包括假期，我們今年繼續招聘，為 2023 年的航班時刻表配備適當的人員。我們的計劃要求在 2023 年增加 7,000 多名新員工，這實際上比 2022 年的招聘水平減少了近 40%。我們有 2023 年所需的波音訂單。

And with the short-term mitigation elements that we put in place, we believe we are well prepared to execute our network restoration plans this year. Nearly all planned 2023 capacity additions will go to restoring the network and adding breadth and depth in existing Southwest markets. And that network restoration should significantly help our operational resilience efforts over the long term. Andrew will also cover that in more detail.

憑藉我們實施的短期緩解措施，我們相信我們已做好充分準備，可以在今年執行我們的網絡恢復計劃。幾乎所有計劃在 2023 年增加的容量都將用於恢復網絡並增加現有西南市場的廣度和深度。從長遠來看，網絡恢復應該會極大地幫助我們的運營彈性工作。安德魯還將更詳細地介紹這一點。

Finally, we continue to work hard on labor agreements for our people. And I'm very proud of the fact that we were able to reach agreements with several of our unions recently, including our flight instructors, our facilities maintenance techs, our customer service agents and, just earlier this week, a tentative agreement with our dispatchers. We continue negotiations with the unions representing our ramp and ops employees and mediation with unions representing our pilots and flight attendants. And we intend, as always, to have competitive market compensation packages for our people.

最後，我們繼續努力為我們的員工製定勞動協議。我感到非常自豪的是，我們最近能夠與我們的幾個工會達成協議，包括我們的飛行教員、我們的設施維護技術人員、我們的客戶服務代理，並且就在本週早些時候，我們與我們的調度員達成了初步協議.我們繼續與代表我們的停機坪和運營員工的工會進行談判，並與代表我們的飛行員和空乘人員的工會進行調解。我們打算一如既往地為我們的員工提供具有競爭力的市場薪酬方案。

In closing, we still made tremendous progress in 2022. And despite some impact here in Q1, we believe we still have a solid plan for 2023. We are holding ourselves accountable to the plans that we outlined at our early December Investor Day, and it is still our goal to achieve the long-term financial targets that we outlined. And I know that our people are up to the task. I'm just extremely proud of them for their dedication to the cause that is Southwest Airlines, and they remain absolutely our greatest asset, the heart and soul the company and a tremendous source of pride for me personally.

最後，我們在 2022 年仍然取得了巨大進展。儘管在第一季度受到了一些影響，但我們相信我們仍然有一個可靠的 2023 年計劃。我們對我們在 12 月初投資者日概述的計劃負責，並且它實現我們概述的長期財務目標仍然是我們的目標。我知道我們的員工能夠勝任這項任務。我為他們對西南航空公司事業的奉獻感到非常自豪，他們絕對是我們最大的資產，是公司的核心和靈魂，也是我個人感到無比自豪的源泉。

And with that, I will turn it over to Andrew.

然後，我將把它交給安德魯。

Thank you, Bob, and hello, everyone. I will focus the majority of my comments on the operational disruptions to provide some additional color to what Bob shared. We experienced a historic event with a combination of challenges we hadn't experienced before. However, as Bob mentioned, our crew scheduling software didn't stop working during the disruptions, but a combination of our processes and the technology couldn't keep up with the pace of cancellations at the height of the weather disruption.

謝謝你，鮑勃，大家好。我將把我的大部分評論集中在運營中斷上，以便為 Bob 分享的內容提供一些額外的色彩。我們經歷了一個歷史性的事件，其中包含我們以前從未經歷過的挑戰。然而，正如 Bob 所提到的，我們的船員排班軟件並沒有在中斷期間停止工作，但我們的流程和技術的結合無法跟上天氣中斷最嚴重時取消的速度。

That forced crew scheduling into fully manual mode to develop solutions, and they simply couldn't keep up with the volume of changes. Based on what we know today, it appears that the last domino to fall was when we could no longer use our automation for crew scheduling. Automation works very well for us, but when a problem gets stated, the automation doesn't have the ability to look backward as it tried to solve future problems.

這迫使船員調度進入完全手動模式來開發解決方案，他們根本跟不上變化量。根據我們今天所知道的，倒下的最後一張多米諾骨牌似乎是我們無法再使用我們的自動化來安排船員的時候。自動化對我們來說非常有效，但是當一個問題被陳述時，自動化沒有能力回頭看，因為它試圖解決未來的問題。

To simplify, the decision support tool helps us solve 2 issues: one, repair the assignments of individual crew members; and two, solve crew coverage problems for individual flights by reassigning crew members and using reserve crew members. If a crew member's individual schedule is not repaired before the next assignment begins, then we aren't able to use the automation to repair the individual schedule.

簡單來說，決策支持工具幫助我們解決了2個問題：一是修復個別船員的分配；二是通過重新分配機組人員和使用後備機組人員解決個別航班的機組人員覆蓋問題。如果在下一個任務開始之前沒有修復機組成員的個人日程安排，那麼我們將無法使用自動化來修復個人日程安排。

Consequently, without updated crew member schedules, the software can't reassign crew members to solve for flights with crew coverage issues. So the disruption uncovered a functional gap in our technology. However, this issue is in the process of being addressed.

因此，如果沒有更新機組成員時間表，該軟件就無法重新分配機組成員來解決存在機組覆蓋問題的航班。因此，中斷揭示了我們技術中的功能差距。但是，這個問題正在得到解決。

In terms of the moving parts of our point-to-point network, you can think of it in 3 buckets. You have the flight network, the aircraft network and the crew network. We feel very confident in the flight network and schedules we have published for sale, and we are very adequately staffed to operate our fourth quarter flight schedules. We feel very confident in our aircraft network, and we have a sophisticated technology product that we call the Baker that produces new aircraft solutions during irregular operations.

就我們點對點網絡的移動部分而言，您可以將其分為 3 個桶。你有航班網絡、飛機網絡和機組人員網絡。我們對已發布的待售航班網絡和時刻表充滿信心，而且我們有足夠的人員來運營我們的第四季度航班時刻表。我們對我們的飛機網絡非常有信心，我們擁有一種我們稱之為 Baker 的尖端技術產品，可以在不正常運營期間產生新的飛機解決方案。

At no time during the disruption did the point-to-point journeys of the aircraft present us with an unsolvable problem. For our crew network, the functional gap that was revealed in our crew scheduling software is in the process of being addressed and should be updated in a matter of weeks, which represents quick work by GE Digital and our teams to address the most notable cause of the event that we are currently aware of.

在中斷期間，飛機的點對點旅行從未給我們帶來無法解決的問題。對於我們的船員網絡，我們的船員調度軟件中顯示的功能差距正在得到解決，應該在幾週內更新，這代表 GE Digital 和我們的團隊快速工作以解決最顯著的原因我們目前知道的事件。

So in terms of where we go from here, if this were to happen again, our access fall into 3 buckets: immediate mitigation efforts aimed at the last domino to fall; department level assessments and actions; and a systemic review supported by a third party. Bob covered the immediate mitigation efforts implemented, our dashboard, supplemental staffing, crew communication tool enhancements, et cetera. He also covered a third-party review of the events and the Board's involvement in working with management to oversee our response.

因此，就我們今後的發展方向而言，如果再次發生這種情況，我們的訪問權限分為 3 個類別：針對倒下的最後一張多米諾骨牌立即採取緩解措施；部門級評估和行動；以及由第三方支持的系統審查。 Bob 介紹了立即實施的緩解措施、我們的儀表板、補充人員配置、船員溝通工具增強等。他還介紹了第三方對事件的審查以及董事會參與與管理層合作以監督我們的回應。

I want to briefly cover the second bucket, which is department actions. Each department has undertaken its own analysis to identify additional measures the departments can make to improve its management of significant disruptions while leaving the cross-departmental improvements to the systemic analysis conducted with a third party.

我想簡單介紹一下第二個桶，即部門行動。每個部門都進行了自己的分析，以確定部門可以採取的其他措施來改進對重大中斷的管理，同時將跨部門改進留給與第三方進行的系統分析。

Some examples of the department efforts include: implementing a new crew scheduling phone system targeted for Q1 of 2023; create a network disruption pod and NOC, or network operation control center, to better integrate crew data and the flight cancellation decisions; increase the number of crew schedulers; evaluate our cold weather preparedness and items such as assessing VIP procedures, protocols and tools to increase throughput; ensuring we have sufficient ground support equipment fuel that is viable in subzero temperatures.

該部門努力的一些例子包括： 實施針對 2023 年第一季度的新船員排班電話系統；創建一個網絡中斷吊艙和 NOC，或網絡運營控制中心，以更好地整合機組人員數據和航班取消決策；增加船員調度員的數量；評估我們的寒冷天氣準備和項目，例如評估 VIP 程序、協議和工具以提高吞吐量；確保我們有足夠的地面支持設備燃料，可以在零度以下的溫度下使用。

This list isn't meant to be comprehensive either. Just to share with you that we have already identified some smaller scale opportunities for improvement, and we will have taken actions even before we get to the third-party recommendations. But in terms of the review by Oliver Wyman, we think it is a valuable exercise to understand how the accumulation events led us to the final result. And we still want to see if there are opportunities to improve performance on bad weather days to integrate and to modernize the operation efforts.

此列表也並不全面。只是想與您分享，我們已經確定了一些較小規模的改進機會，並且我們甚至在獲得第三方建議之前就已經採取了行動。但就 Oliver Wyman 的審查而言，我們認為這是了解積累事件如何導致我們得出最終結果的有價值的練習。我們仍然想看看是否有機會在惡劣天氣下提高性能，以整合和現代化運營工作。

We recently had an opportunity to test some of the new mitigation efforts implemented recently during the FAA technology outage earlier this month with a Notice to Air Missions or NOTAM system. Our NOC worked around the clock in constant contact with the FAA and the industry to make sure that NOTAM info was restored and valid before we pushed any of our flights. We took the time to ensure verification, safety and compliance, which is why we had not dispatched flights before the FAA ground stop, and it is another example that we will not sacrifice safety.

我們最近有機會通過空中任務通知或 NOTAM 系統測試最近在本月早些時候 FAA 技術中斷期間實施的一些新的緩解措施。我們的 NOC 全天候工作，與 FAA 和行業保持聯繫，以確保在我們推出任何航班之前，NOTAM 信息已恢復並有效。我們花時間確保驗證、安全和合規，這就是為什麼我們沒有在 FAA 地面停止之前派出航班，這是我們不會犧牲安全的另一個例子。

We did not sacrifice safety during the December event, the NOTAM event, and we simply won't going forward. Safety is paramount. And we used our new warning indicators. We deployed additional head count to assist crew scheduling, even though we didn't end up needing them. And we executed target cancellations that helped protect how we ended that day to assure a good start the following morning. So while we had a difficult start to that day, thanks to the swift actions taken and enhanced processes in place, we were #1 in the industry in on-time performance the next day.

在 12 月的事件，NOTAM 事件中，我們沒有犧牲安全，我們根本不會繼續前進。安全是最重要的。我們使用了新的警告指標。我們部署了額外的人數來協助船員安排，即使我們最終並不需要他們。我們執行了目標取消，這有助於保護我們當天的結束方式，以確保第二天早上有一個好的開始。因此，儘管那天我們的開局很艱難，但由於採取了迅速的行動並改進了流程，我們在第二天的準時率方面排名行業第一。

Part of the organizational changes, when I stepped into the Chief Operating Officer role, was to combine network planning with the operations functions in order to further align commercial and operations objectives. And we recently announced a related org change by promoting Adam Decaire, former VP, Network Planning, to SVP, Network Planning and Network Operations Control. The goal of this move is to create a tighter feedback loop between schedule design and schedule execution in order to add resiliency and reliability to our network. This is another action that I believe will help us tremendously.

當我擔任首席運營官一職時，部分組織變革是將網絡規劃與運營職能相結合，以進一步協調商業和運營目標。我們最近宣布了一項相關的組織變更，將前網絡規劃副總裁 Adam Decaire 提升為網絡規劃和網絡運營控制高級副總裁。此舉的目標是在計劃設計和計劃執行之間創建更緊密的反饋循環，以增加我們網絡的彈性和可靠性。我相信這是另一個對我們有很大幫助的行動。

Since the disruptions in late December, our operational performance has been solid. The month of January has seen several ATC outages, historic precipitation in California, where we are the largest carrier, and multiple snowstorms in Denver. Through Monday, the 23rd, we are #2 in on-time performance out of 10 airlines, trailing American Airlines by less than 1 percentage point.

自 12 月下旬中斷以來，我們的運營業績一直穩健。 1 月份出現了幾次 ATC 中斷，我們是最大的航空公司的加利福尼亞州出現了歷史性降水，丹佛出現了多場暴風雪。截至 23 日星期一，我們的準點率在 10 家航空公司中排名第二，落後美國航空公司不到 1 個百分點。

As a reminder of what we shared at Investor Day, I want to recap 2 areas: our operations focus areas and our capacity plan. First, much of what we are talking about in terms of operational improvement and technology upgrades I addressed at our December 7 Investor Day. In particular, in the areas of operating quality and frontline staffing and tools.

作為我們在投資者日分享的內容的提醒，我想回顧一下 2 個領域：我們的運營重點領域和我們的能力計劃。首先，我們在 12 月 7 日的投資者日上談到的運營改進和技術升級方面的大部分內容。特別是在運營質量和一線人員配備和工具方面。

In the area of operating quality, I noticed a focused area called network design recovery. While it was not planned as part of our 2023 delivery, at that point, we had begun work in that area at the time of Investor Day. We had already selected Oliver Wyman to assist us beginning this January. As part of our reevaluation of our 2023 priorities, we'll accelerate this work.

在運營質量方面，我注意到一個名為網絡設計恢復的重點領域。雖然它沒有計劃作為我們 2023 年交付的一部分，但那時我們已經在投資者日開始了該領域的工作。從今年 1 月開始，我們已經選擇了奧緯諮詢來協助我們。作為我們重新評估 2023 年優先事項的一部分，我們將加快這項工作。

In the area of frontline staffing and tools, I noted focus areas of mobility/digital tools and continuous improvement. Again, these weren't specifically slated to deliver by the end of 2023 but will be evaluated again as part of the reassessment of our plans given the challenges with crew communications we experienced.

在一線人員配置和工具領域，我注意到移動/數字工具和持續改進的重點領域。同樣，這些並未具體計劃在 2023 年底前交付，但鑑於我們在機組人員溝通方面遇到的挑戰，將作為重新評估我們計劃的一部分再次進行評估。

I want the third-party review to conclude before I opine on what exactly needs to be done and over what time line, but we have good line of sight to potential improvements in several operations areas that span multiple years, including 2023. Now we need to finalize our plan for 2023 and determine what sequence of improvements are most appropriate in terms of technology and tools investment.

我希望第三方審查在我就具體需要做什麼以及在什麼時間範圍內完成發表意見之前得出結論，但我們對跨越多年（包括 2023 年）的幾個運營領域的潛在改進有很好的看法。現在我們需要最終確定我們的 2023 年計劃，並確定在技術和工具投資方面最合適的改進順序。

And secondly, our 2023 capacity growth is now up to 16% to 17% year-over-year, but this is apples to apples in line with the old 15% that we outlined in Investor Day. Nothing has materially changed in our capacity plans for this year. The increase is simply due to lower capacity in Q4 2022 due to the flight cancellations. We were headed all along toward network restoration, and the December events had nothing to do with staffing levels or our capacity plans.

其次，我們 2023 年的產能同比增長現在高達 16% 至 17%，但這與我們在投資者日概述的舊 15% 一致。我們今年的產能計劃沒有任何實質性變化。增加的原因僅僅是由於航班取消導致 2022 年第四季度運力下降。我們一直致力於網絡恢復，而 12 月的事件與人員配備水平或我們的容量計劃無關。

Speaking to 2023 capacity plans, it is nearly all going back in the key Southwest markets and adding market depth. These are markets that we borrowed from to fund new airport expansions in the pandemic. And as leisure demand remains strong and business demand improves, we have opportunities to build this back up. And this is lower-risk capacity growth primarily in markets where we have the #1 or #2 share and a strong Southwest Airlines customer base.

談到 2023 年的產能計劃，它幾乎全部回到主要的西南市場並增加市場深度。這些是我們藉來的市場，用於在大流行期間為新機場擴建提供資金。隨著休閒需求依然強勁和商業需求改善，我們有機會建立這種支持。這是低風險的運力增長，主要是在我們擁有#1 或#2 份額和強大的西南航空公司客戶群的市場中。

Our goal is to have the network fully restored by the end of 2023. And by summer 2023, we should be about 90% done. And in doing so, it should help fortify the operation with better itineraries, depth and reaccommodation options for customers, crews and aircraft when we do have weather or delays that create irregular operations. So we plan to continue our investment in the network this year.

我們的目標是到 2023 年底完全恢復網絡。到 2023 年夏天，我們應該完成大約 90%。在這樣做的過程中，當我們確實遇到天氣或延誤導致運營不正常時，它應該有助於通過為客戶、機組人員和飛機提供更好的行程、深度和重新安置選擇來加強運營。因此，我們計劃今年繼續對網絡進行投資。

And on the topic of 2023 schedules, last month, we extended our flight schedule for sale from July 11 to August 14. This included depth in the Southwest points of strength as well as bringing back longer-haul markets, all part of our continued network restoration and accounts for anticipated travel demand for the peak summer travel period.

關於 2023 年航班時刻表，上個月，我們將待售航班時刻表從 7 月 11 日延長至 8 月 14 日。這包括深入西南優勢點以及恢復長途市場，這些都是我們持續網絡的一部分恢復並說明夏季旅遊高峰期的預期旅遊需求。

Denver grows at just over 300 flights a day, the highest ever daily total account for any Southwest Airport. And Baltimore hits approximately 220 day departures, which is higher than December 2019. We will peak with total daily flights of nearly 4,400 in July 2023. Our next schedule through October 4 will be published on February 9.

丹佛每天增加超過 300 個航班，是西南機場有史以來最高的每日航班總數。巴爾的摩的起飛時間約為 220 天，高於 2019 年 12 月。我們將在 2023 年 7 月達到每日航班總數近 4,400 架次的峰值。我們將於 2 月 9 日公佈截至 10 月 4 日的下一個時間表。

I want to wrap up by reiterating that we are intensely focused on reducing the risk of repeating the type of operational event we had last month. And we are also focused on moving forward and running a great operation each and every day. So while there will be lessons learned, we aren't losing focus on the fact on the blocking and tackling that is necessary to efficiently operate our network. I'm confident that our people will continue to do just that, and I'm thankful for their focus on running a safe and reliable operation and providing excellent customer service to our customers.

最後，我想重申，我們非常專注於降低重複上個月發生的運營事件類型的風險。我們還專注於向前邁進並每天開展出色的運營。因此，儘管我們會吸取教訓，但我們並沒有失去對有效運營我們網絡所必需的阻止和解決這一事實的關注。我相信我們的員工將繼續這樣做，我感謝他們專注於安全可靠地運營並為我們的客戶提供優質的客戶服務。

Finally, I would be remiss if I didn't commend the negotiating teams of TWU 557, who represents our flight instructors; and AMFA, who represents our facilities maintenance technicians. These negotiating teams worked tirelessly to reach agreements for their memberships, and I am pleased we can reward these employees with well-deserved pay increases and quality-of-life enhancements.

最後，如果我不讚揚代表我們飛行教員的TWU 557的談判小組，那是我的失職；和代表我們設施維護技術人員的 AMFA。這些談判團隊孜孜不倦地為他們的會員達成協議，我很高興我們可以獎勵這些員工當之無愧的加薪和提高生活質量。

I'm also pleased that we just recently reached a tentative agreement with TWU 550, who represents our flight dispatchers, and they will be voting on their TA soon. We continue negotiations with the unions representing our other work groups that await a tandem agreement to vote on, and we intend to continue to pay competitive market compensation packages to our employees.

我也很高興我們最近剛剛與代表我們航班調度員的 TWU 550 達成了初步協議，他們將很快對他們的 TA 進行投票。我們繼續與代表我們其他工作組的工會進行談判，等待串聯協議進行投票，我們打算繼續向我們的員工支付有競爭力的市場薪酬方案。

So with that, I will turn it over to Tammy.

因此，我將把它交給 Tammy。

Thank you, Andrew, and hello, everyone. I will provide a quick overview of our financial results and share some additional comments on our 2023 outlook.

謝謝你，安德魯，大家好。我將簡要概述我們的財務業績，並就我們的 2023 年展望分享一些額外的評論。

As a result of the operational disruptions in late December, driving a $620 million negative after-tax net impact, we reported a fourth quarter net loss of $226 million, excluding special items. These results are clearly disappointing and not where we expected to be. Our quarterly performance leading up to December 21 was strong and trending in line with our previous guidance expectation aside from CASM-X, which I will cover in a minute.

由於 12 月下旬的運營中斷，造成 6.2 億美元的稅後淨負面影響，我們報告第四季度淨虧損 2.26 億美元，不包括特殊項目。這些結果顯然令人失望，而不是我們預期的結果。我們在 12 月 21 日之前的季度表現強勁，趨勢與我們之前的指導預期一致，除了 CASM-X，我將在一分鐘內介紹。

As Bob mentioned, we still made tremendous progress in 2022 despite the operational setback in late December, generating full year 2022 net income of $723 million, excluding special items. Despite the negative revenue impact from the flight cancellations in December, we generated record fourth quarter operating revenues. Ryan will speak to our revenue performance and outlook here shortly, so I will turn to our cost performance and outlook.

正如 Bob 提到的，儘管 12 月下旬的運營受挫，但我們在 2022 年仍然取得了巨大進展，2022 年全年淨收入為 7.23 億美元，不包括特殊項目。儘管 12 月份的航班取消對收入產生了負面影響，但我們第四季度的營業收入創下了歷史新高。 Ryan 將很快在這裡談到我們的收入表現和前景，所以我將轉向我們的成本表現和前景。

Beginning with fuel, our fuel hedge performed well last year, especially in a volatile market environment. In total, our full year 2022 fuel hedge benefit was roughly $950 million, with roughly $170 million in fuel expense savings in fourth quarter alone. For 2023, we are 56% hedged in first quarter, 51% hedged in the second quarter and 47% hedged in second half 2023, which equates to 50% hedged for the full year.

從燃料開始，我們的燃料對沖去年表現良好，尤其是在動蕩的市場環境中。總的來說，我們 2022 年全年的燃油對沖收益約為 9.5 億美元，僅第四季度就節省了約 1.7 億美元的燃油費用。對於 2023 年，我們第一季度對沖 56%，第二季度對沖 51%，2023 年下半年對沖 47%，相當於全年對沖 50%。

Based on the January 20 forward curve, we now estimate our first quarter fuel price to be in the $3.25 to $3.35 per gallon range, up $0.25 from our previous guidance; and our full year 2023 fuel price to be in the $2.90 to $3 per gallon range, up $0.05 from our previous guidance. Our first quarter guidance includes $0.16 of hedging gains and a hedging premium expense of $0.06 per gallon.

根據 1 月 20 日的遠期曲線，我們現在估計第一季度燃油價格在每加侖 3.25 美元至 3.35 美元之間，比我們之前的指導價格上漲 0.25 美元；我們的 2023 年全年燃油價格將在每加侖 2.90 美元至 3 美元的範圍內，比我們之前的指導價格上漲 0.05 美元。我們的第一季度指引包括 0.16 美元的對沖收益和 0.06 美元/加侖的對沖溢價費用。

We recently added to our 2024 fuel hedge portfolio and are now 39% hedged, with a fair market value of nearly $561 million in total for 2023 and 2024. We will continue to seek cost-effective opportunities to expand our hedging portfolio in 2024 with the goal to get to roughly 50% hedging protection.

我們最近增加了我們的 2024 年燃料對沖投資組合，現在已對沖 39%，2023 年和 2024 年的公允市值總計接近 5.61 億美元。我們將繼續尋求具有成本效益的機會，以在 2024 年擴大我們的對沖組合目標是獲得大約 50% 的對沖保護。

Moving to our nonfuel cost. We experienced a significant cost increase in fourth quarter, primarily as a result of the December operational disruptions, including a lower capacity from the flight cancellations. The year over 3-year negative impact to fourth quarter CASM, excluding special items, fuel and profit sharing, our CASM-X was 23 points.

轉向我們的非燃料成本。我們在第四季度經歷了顯著的成本增加，這主要是由於 12 月的運營中斷，包括航班取消導致的運力下降。對第四季度 CASM 的 3 年多的負面影響，不包括特殊項目、燃料和利潤分享，我們的 CASM-X 為 23 點。

In addition to the impact from lower ASM, the majority of this headwind was driven by the estimated redemption value of Rapid Reward points offered to customers impacted as a gesture of goodwill and travel expense reimbursements to customers. There was also premium pay and additional compensation for employees, but that made up a much smaller portion of the 23-point CASM-X impact.

除了較低的 ASM 的影響外，這種逆風的主要原因是提供給客戶的 Rapid Reward 積分的估計兌換價值受到影響，作為對客戶的善意和差旅費用報銷的姿態。也有員工的保費和額外補償，但這只佔 23 點 CASM-X 影響的一小部分。

Excluding the impact from the operational disruptions, our fourth quarter CASM-X was roughly 4 points higher than the high end of our previous guidance range of up 14% to 18% compared with fourth quarter 2019. This was primarily due to additional labor accruals at year-end.

排除運營中斷的影響，與 2019 年第四季度相比，我們第四季度的 CASM-X 比我們先前指導範圍的上限高出 14% 至 18% 大約 4 個百分點。這主要是由於額外的應計勞動力年底。

As a reminder, we have been accruing for all open labor contracts since April 1, 2022, and these accruals are dynamic as we continuously evaluate market compensation. Looking forward, we continue to experience year-over-year inflationary cost pressures as well as cost headwinds due to operating at suboptimal productivity levels.

提醒一下，自 2022 年 4 月 1 日以來，我們一直在對所有未結勞動合同進行累積，隨著我們不斷評估市場薪酬，這些累積是動態的。展望未來，由於在次優生產力水平下運營，我們將繼續經歷同比通脹成本壓力以及成本逆風。

We now estimate first quarter CASM-X to increase in the range of 2% to 4% year-over-year, which is approximately 2 points higher than our previous guidance of flat to up 2%. This 2-point increase is due to the continuation of premium pay for a portion of January relating to the December operational disruptions as well as an increase in labor accruals for open contracts.

我們現在估計第一季度 CASM-X 同比增長 2% 至 4%，比我們之前持平至增長 2% 的指引高出約 2 個百分點。這 2 個百分點的增長是由於 1 月份的部分時間繼續支付與 12 月份運營中斷相關的保費，以及未結合同的應計勞動力增加。

For full year 2023, we now estimate CASM-X to decrease in the range of 6% to 8% year-over-year compared with previous guidance of down 1% to 3%. The vast majority of the change in guidance is related to the year-over-year impact from lower fourth quarter 2022 capacity as well as higher fourth quarter 2022 costs attributable to the December 2022 operational disruptions.

對於 2023 年全年，我們現在估計 CASM-X 同比下降 6% 至 8%，而之前的指引為下降 1% 至 3%。指引的絕大部分變化與 2022 年第四季度產能下降以及 2022 年 12 月運營中斷導致的 2022 年第四季度成本上升的同比影響有關。

We have also increased our labor accruals this year, which results in a slight offset year-over-year. Putting aside the effects of the December operational disruptions, we continue to expect our second half 2023 CASM-X trends to improve from first half 2023 year-over-year.

今年我們還增加了應計勞動力，這導致同比略有抵消。撇開 12 月運營中斷的影響，我們繼續預計我們的 2023 年下半年 CASM-X 趨勢將比 2023 年上半年有所改善。

Turning to our fleet. We ended 2022 with 770 aircraft, which is net of 26-700 retirements. We received a total of 68 aircraft deliveries from Boeing, all MAX 8s, which was 2 more than our previous expectation of 66 aircraft. However, we are still short of 46 aircraft from the 114 contractually scheduled 2022 MAX deliveries due to Boeing supply chain challenges and the timing of the -7 certification. These 46 orders are reflected as 2023 deliveries in the order book included in our press release this morning.

轉向我們的艦隊。到 2022 年，我們擁有 770 架飛機，其中扣除了 26-700 架退役飛機。我們一共收到了 68 架波音交付的飛機，都是 MAX 8，比我們之前預期的 66 架飛機多了 2 架。然而，由於波音供應鏈挑戰和-7 認證的時間安排，我們仍然缺少合同規定的 2022 MAX 交付的 114 架飛機中的 46 架飛機。這 46 份訂單在我們今天上午的新聞稿中包含的訂單簿中反映為 2023 年交付。

However, we don't expect to be caught up on MAX deliveries by the end of this year. We continue to expect 100 MAX-8s this year, which remains our planning assumption. And we continue to expect to retire 27-700 aircraft, which will bring our fleet count to 843 at the end of this year. We have also recently exercised options for delivery in 2024, as outlined in our press release.

但是，我們預計到今年年底不會趕上 MAX 的交付量。我們繼續期望今年有 100 台 MAX-8，這仍然是我們的計劃假設。我們繼續期望退役 27-700 架飛機，這將使我們的機隊數量在今年年底達到 843 架。正如我們的新聞稿所述，我們最近還行使了 2024 年交付的選擇權。

Our full year 2022 CapEx was $3.9 billion, relatively in line with our previous guidance. In regards to our CapEx plans for this year, we continue to estimate spend to be in the range of $4 billion to $4.5 billion, which includes $1.2 billion in non-aircraft capital spending.

我們 2022 年全年的資本支出為 39 億美元，與我們之前的指引基本一致。關於我們今年的資本支出計劃，我們繼續估計支出在 40 億至 45 億美元之間，其中包括 12 億美元的非飛機資本支出。

Bob and Andrew touched on our current thoughts regarding technology spend this year in light of the operational disruptions, but I want to reiterate that we are focused on executing our operational modernization plans outlined at Investor Day, which includes our current expectation to spend approximately $1.3 billion this year, including both capital and recurring spend on technology investments, upgrades and system maintenance. And our total CapEx range should allow for additional CapEx investments as needed.

鑑於運營中斷，Bob 和 Andrew 談到了我們目前對今年技術支出的想法，但我想重申，我們專注於執行投資者日概述的運營現代化計劃，其中包括我們目前預計支出約 13 億美元今年，包括用於技術投資、升級和系統維護的資本和經常性支出。我們的總資本支出範圍應允許根據需要進行額外的資本支出投資。

Moving to our balance sheet. We ended the year with cash and short-term investments of $12.3 billion after paying a total of $3.1 billion to retire $2.9 billion in principal of debt and finance lease obligations during 2022. This includes the $1.2 billion principal prepayment of our 2023 notes, which leaves a modest $85 million in scheduled debt repayments this year. Our leverage is at a very manageable 47%, which we expect to decline over the next several years. Our balance sheet remains strong, and we continue to be the only U.S. airline with an investment-grade rating by all 3 rating agencies.

轉到我們的資產負債表。我們在 2022 年共支付了 31 億美元以償還 29 億美元的債務本金和融資租賃義務後，以 123 億美元的現金和短期投資結束了這一年。這包括我們 2023 年票據的 12 億美元本金預付款，這使得今年計劃償還的債務僅為 8500 萬美元。我們的槓桿率處於非常可控的 47%，我們預計在未來幾年內會下降。我們的資產負債表依然強勁，我們仍然是唯一一家獲得所有 3 家評級機構的投資級評級的美國航空公司。

In closing, I am immensely proud of the progress our people made throughout 2022 and their continued resiliency through numerous unexpected challenges. While the last several weeks have been tough, we have not lost sight of the priorities and focus areas that we outlined at Investor Day. In addition to the operational modernization plans we already mentioned, we are eager to wrap up negotiations with all of our open contract labor groups.

最後，我為我們的員工在整個 2022 年取得的進步以及他們在無數意想不到的挑戰中保持的韌性感到無比自豪。雖然過去幾週很艱難，但我們並沒有忘記我們在投資者日概述的優先事項和重點領域。除了我們已經提到的運營現代化計劃之外，我們還渴望結束與我們所有公開合同勞工團體的談判。

Although it's disappointing, we expect another loss in first quarter this year due to a carryover revenue drag from the operational disruption. We remain steadfast in our focus to generate consistent quarterly profitability. And even with the first quarter headwinds, our 2023 plan continues to support solid profits with year-over-year margin expansion for full year 2023.

儘管令人失望，但由於運營中斷導致結轉收入拖累，我們預計今年第一季度將再次出現虧損。我們始終堅定不移地專注於產生穩定的季度盈利能力。即使在第一季度逆風的情況下，我們的 2023 年計劃仍將通過 2023 年全年利潤率的同比增長繼續支持穩固的利潤。

Furthermore, we remain determined to achieve our long-term financial targets to grow our profits, margins and returns while delivering on our commitment to provide outstanding customer service and reliable operations that have been a source of tremendous pride over our 51-year history.

此外，我們仍然決心實現我們的長期財務目標，以增加我們的利潤、利潤和回報，同時兌現我們提供卓越客戶服務和可靠運營的承諾，這在我們 51 年的歷史中一直是我們引以為豪的源泉。

And with that, I will turn it over to Ryan.

有了這個，我會把它交給瑞安。

Thank you, Tammy. I'll provide a bit more detail on fourth quarter trends and our revenue outlook for first quarter. First, as Bob mentioned, we are very focused on taking care of our customers impacted by the operational disruptions last month.

謝謝你，塔米。我將提供有關第四季度趨勢和我們第一季度收入前景的更多細節。首先，正如 Bob 提到的，我們非常專注於照顧受上個月運營中斷影響的客戶。

We've sent gestures of goodwill. We processed all bags for return to customers. We processed nearly all customer refunds and have completed more than 80% of the reimbursement requests we've received from customers for reasonable expenses related to alternative transportation. We're processing the remaining requests as quickly as possible and plan to have those largely completed by next week. We will continue working hard every day until all requests are resolved.

我們已發出善意的姿態。我們處理了所有袋子以退還給客戶。我們處理了幾乎所有的客戶退款，並完成了我們從客戶那裡收到的與替代運輸相關的合理費用的報銷請求中的 80% 以上。我們正在盡快處理剩餘的請求，併計劃在下週之前完成大部分請求。我們將繼續每天努力工作，直到所有請求都得到解決。

Turning to our trends. At our Investor Day in early December, we shared that our fourth quarter revenue outlook remains strong. Leisure revenue trends were strong, both in load factors and yields and for both holiday and nonholiday time periods. Managed business revenues also continue to be strong, and all of that held true right up to the operational disruptions that began on December 21, and we were tracking right in line with our operating revenue guidance to that point. But in the last 10 days of the month, we incurred an estimated $410 million revenue penalty due to the operational disruptions.

轉向我們的趨勢。在 12 月初的投資者日，我們分享了我們第四季度的收入前景依然強勁。休閒收入趨勢強勁，無論是在載客率和收益方面，還是在節假日和非節假日期間。託管業務收入也繼續強勁，所有這一切一直持續到 12 月 21 日開始的運營中斷，我們一直在按照我們的營業收入指導進行跟踪。但在本月的最後 10 天，由於運營中斷，我們遭受了約 4.1 億美元的收入損失。

As the end of December is typically a low demand period for business travel, we experienced less of an impact on business travel trends than with leisure. We still came in at the better end of our managed business revenues fourth quarter guidance range at down 20% compared with fourth quarter of 2019. And despite the $410 million impact, we still generated record fourth quarter revenues of $6.2 billion and a record passenger yield of $0.177.

由於 12 月底通常是商務旅行的低需求期，我們對商務旅行趨勢的影響小於對休閒的影響。與 2019 年第四季度相比，我們第四季度的管理業務收入指導範圍仍然下降了 20%。儘管產生了 4.1 億美元的影響，我們仍然創造了創紀錄的第四季度收入 62 億美元和創紀錄的乘客收益率0.177 美元。

We saw other positive contributors in the fourth quarter from our loyalty program, with fourth quarter records in new co-brand card acquisitions and retail sales. In addition, we benefited from the continuation of increased take rates for upgraded boarding, and our portfolio of new cities and development markets also performed in line with expectations in fourth quarter, absent the event. So in all, there was plenty to be encouraged by in terms of underlying trends in the fourth quarter.

我們在第四季度從我們的忠誠度計劃中看到了其他積極的貢獻者，第四季度在新的聯名卡收購和零售銷售方面創下了新紀錄。此外，我們受益於升級登機率的持續提高，我們的新城市和開發市場組合在第四季度的表現也符合預期，沒有事件發生。因此，總的來說，第四季度的潛在趨勢有很多值得鼓舞的地方。

We continue to feel good about our 2023 revenue plan. Admittedly, we are starting off first quarter with a $300 million to $350 million headwind, which we assume is attributable to the operational disruptions in December. However, booking trends have improved sequentially this month, and we believe the vast majority of the first quarter impact is isolated to January and February travel.

我們繼續對我們的 2023 年收入計劃感到滿意。誠然，我們在第一季度開始時遇到了 3 億至 3.5 億美元的逆風，我們認為這是由於 12 月的運營中斷造成的。然而，本月預訂趨勢環比改善，我們認為第一季度的絕大部分影響僅限於 1 月和 2 月的旅行。

For March 2023, leisure booking and yield trends appear strong and in line with what we would expect from a high-demand travel month. And based on recent improvements in close-in booking trends, we expect March 2023 managed business revenues to be roughly restored to pre-pandemic 2019 levels. Beyond that, we expect that our GDS and Southwest business initiatives will provide the opportunity to grow managed business revenues sequentially beyond March.

2023 年 3 月，休閒預訂和收益趨勢似乎強勁，符合我們對高需求旅游月份的預期。根據最近近距離預訂趨勢的改善，我們預計 2023 年 3 月的託管業務收入將大致恢復到 2019 年大流行前的水平。除此之外，我們預計我們的 GDS 和西南業務計劃將提供機會，在 3 月之後繼續增加託管業務收入。

So we are optimistic about both the improving sequential trends we're seeing as well as the early read on March bookings. And based on these trends, we currently expect first quarter operating revenues to increase in the range of 20% to 24% year-over-year. And then finally, while we have limited visibility further out on the booking curve, we continue to see no noticeable signs of a slowdown in macro travel demand and our booking trends.

因此，我們對我們看到的不斷改善的連續趨勢以及 3 月份預訂的早期數據持樂觀態度。基於這些趨勢，我們目前預計第一季度營業收入將同比增長 20% 至 24%。最後，雖然我們對預訂曲線的可見度有限，但我們仍然沒有看到宏觀旅行需求和預訂趨勢放緩的明顯跡象。

Our commercial focus areas and initiatives that we outlined at Investor Day remain unchanged. We continue to focus on driving value from network restoration, new market maturation, Southwest business and GDS, our new fare product, revenue management system modernization and in-flight customer experience enhancements.

我們在投資者日概述的商業重點領域和舉措保持不變。我們繼續專注於通過網絡恢復、新市場成熟、西南業務和 GDS、我們的新票價產品、收入管理系統現代化和機上客戶體驗增強來推動價值。

In closing, I want to acknowledge that we are mindful that we have a few new headwinds in 2023, both on the revenue and the cost side. And as a result, we will continue to work even harder on our revenue plans and revenue generation this year. Ultimately, we need to offset higher costs, and revenue is part of that equation. We still believe there is strong demand ahead of us, and we're encouraged by the revenue trends we currently see in March.

最後，我想承認，我們注意到 2023 年在收入和成本方面都會遇到一些新的不利因素。因此，我們將在今年的收入計劃和創收方面更加努力。最終，我們需要抵消更高的成本，而收入是其中的一部分。我們仍然相信我們前面有強勁的需求，我們對我們目前在 3 月份看到的收入趨勢感到鼓舞。

So with that, I turn it back over to Ryan Martinez.

因此，我將其轉回給 Ryan Martinez。

Thank you, sir. We have analysts queued up for questions. (Operator Instructions) And operator, please go ahead and begin our analyst Q&A.

謝謝你，先生。我們有分析師排隊提問。 （操作員說明）和操作員，請繼續並開始我們的分析師問答。

And the first question will be from Ravi Shanker with Morgan Stanley.

第一個問題將來自摩根士丹利的 Ravi Shanker。

Bob, thanks to you and the team for all the detail. Again, there was a lot of detail there, but if you were to just take a step back and look at the bigger picture here, there have been a few operating issues for, I'd say, the last 18 months or so. Is this just a series of unfortunate events given unprecedented circumstances?

鮑勃，感謝你和團隊提供的所有細節。同樣，那裡有很多細節，但如果你退後一步，看看這裡的大局，我會說，在過去 18 個月左右的時間裡，存在一些運營問題。這只是在前所未有的情況下發生的一系列不幸事件嗎？

Or do you take a step back and say, hey, we have not invested in kind of tech and systems and things that we should have, now we're catching up and kind of going forward? I think if that kind of realization and understanding sort of determines your response. And maybe, also, kind of if the regulators are focusing on this, kind of how they will react to it?

或者你退後一步說，嘿，我們沒有投資於我們應該擁有的技術和系統以及東西，現在我們正在迎頭趕上並向前邁進？我認為如果那種認識和理解決定了你的反應。也許，如果監管機構關注這一點，他們將如何應對？

Ravi, yes, thank you so much. I think I'd separate it into 3 pieces. Number one, we invest a lot in technology. We've invested roughly $1 billion a year, and that will be even higher here in 2023. And so there's been no lack of investment. You've seen us implement things recently like in an industry-leading aircraft routing and maintenance system.

拉維，是的，非常感謝你。我想我會把它分成 3 塊。第一，我們在技術上投入了大量資金。我們每年投資大約 10 億美元，到 2023 年還會更高。因此不乏投資。您已經看到我們最近在行業領先的飛機航線和維護系統中實現了一些東西。

It's just this year, we put in an entire new people and human capital management system and the ongoing. technology is always a journey. And so there are always things to work on. And again, as we've gotten larger and more complex, there are continued investments in things like bag tracking and software that's used in the stations and transfer -- bag transfer driver applications.

就在今年，我們建立了一個全新的人員和人力資本管理系統，並且正在進行中。技術永遠是一段旅程。所以總有事情要做。再一次，隨著我們變得越來越大和越來越複雜，人們繼續投資於行李跟踪和用於車站和轉運的軟件——行李轉運司機應用程序。

And I could go on and on and on. So that's why you heard us at Investor Day and prior lay out one of our foundational strategies was modernize the operation. Again, not because of -- we're radically behind but because we need to invest in the operation, just as we continue to grow and continue to remain efficient.

我可以繼續下去。因此，這就是為什麼您在投資者日聽到我們的消息，並且之前製定了我們的一項基本戰略是使運營現代化。再一次，不是因為——我們完全落後了，而是因為我們需要投資於運營，就像我們繼續增長並繼續保持高效一樣。

I think if you take this event, this event was different. We saw just a historic level of weather activity across the country that hit so many cities continuing for days. Again, I'm not going to -- I don't want to blame just this on weather because it continued well after that. That caused an historic level of cancellations that turned into an historic level of aircraft reroutings that led to an historic level of crew reroutings or rescheduling. That ultimately was something we've never seen at that level, and it just overwhelmed the technology and the processes.

我想如果你參加這個活動，這個活動就不一樣了。我們看到全國各地的天氣活動達到歷史水平，襲擊瞭如此多的城市，持續了好幾天。再說一次，我不會——我不想把這歸咎於天氣，因為在那之後天氣一直很好。這導致歷史水平的取消變成了歷史水平的飛機改道，導致了歷史水平的機組人員改道或重新安排。這最終是我們在那個級別上從未見過的東西，它只是壓倒了技術和流程。

And the technology, by the way, in crew scheduling, there's been some, I think, bad information. It worked as designed. We just never had seen this level of activity. And so ultimately, all of that coming at crew scheduling put us to the point where, rather than solving future problems, in other words, new routings for crew was solving past problems. And that's what the software was really not designed to do because we had never seen that before. It's never been a requirement.

順便說一下，在船員排班方面的技術，我認為有一些不好的信息。它按設計工作。我們只是從未見過這種活動水平。因此，最終，所有這些出現在船員排班上的事情都讓我們陷入了這樣的境地，換句話說，船員的新航線不是在解決未來的問題，而是在解決過去的問題。而這正是該軟件的真正設計目的，因為我們以前從未見過。這從來都不是一個要求。

I'm glad to say that our folks at technology working with GE Digital have very quickly identified an enhancement and upgrade to deal with that. And that upgrade to the SkySolver is actually complete and in test right now, so they moved very quickly. So I don't know that -- I think this event was very different, but I would acknowledge that there are things that we need to work on as we continue to grow the operation and become even more efficient and use technology.

我很高興地說，我們與 GE Digital 合作的技術人員很快就確定了一個增強和升級來處理這個問題。對 SkySolver 的升級實際上已經完成並正在測試中，因此他們行動非常迅速。所以我不知道 - 我認為這次活動非常不同，但我承認，隨著我們繼續發展業務並變得更加高效和使用技術，我們需要做一些事情。

And Andrew, if you want to -- anything you want to add there?

安德魯，如果你想——你想在那裡添加什麼？

No, I think this functional gap was also -- other airlines use the software, and they had not asked for that gap to be covered either. So it was new for us. It's new for -- this tool at GE Digital is sold to not just us. And so it's not a common practice. It gets so far behind on issues resolved. In this situation, it did.

不，我認為這個功能差距也是——其他航空公司使用該軟件，他們也沒有要求彌補這個差距。所以這對我們來說是新的。這是新的——GE Digital 的這個工具不僅賣給我們。所以這不是一種常見的做法。它在已解決的問題上遠遠落後。在這種情況下，它做到了。

We have a lot of medium-sized cities that are in this swathe of a weather. And we saw, as we got increased stress in the operation because of the cold weather, it led to incremental cancellations we talked about.

我們有很多中等城市都處於這種天氣。我們看到，由於寒冷的天氣，我們的運營壓力越來越大，這導致了我們談到的越來越多的取消。

We precanceled, as we always do, in large weather events. But then the larger than impacted -- larger-than-expected distress in the operation from the weather led us to more cancellations closer in, and that's what gave us a problem, which manifested in this kind of past issue that the solver could not take care of.

我們一如既往地預先取消了大型天氣事件。但隨後，由於天氣原因造成的影響大於預期的操作困難導致我們在更近的時間內取消了更多，這就是給我們帶來問題的原因，這體現在解決者無法解決的過去問題中照顧。

And Ravi, the only other thing, not to go on, but I'll add is just the -- this was a significant event. We disrupted thousands and thousands of customers at a critical point in time and really made a mess here for our employees and our customers. And I can't apologize enough for that.

拉維，唯一沒有繼續的事情，但我要補充的是——這是一個重要事件。我們在關鍵時間點打擾了成千上萬的客戶，給我們的員工和客戶帶來了麻煩。我對此深表歉意。

And I own that, and we will do everything it takes to ensure that we don't have an event like that again, which is why we're doing short-term things that Andrew talked about. We've got this assessment coming here in weeks from Oliver Wyman, and we will take the learnings there and implement those. So you -- but just at the end of the day, that kind of disruption cannot happen again.

我擁有它，我們將盡一切努力確保我們不會再發生這樣的事件，這就是為什麼我們正在做安德魯談到的短期事情。幾週後，我們從奧緯諮詢那裡得到了這個評估，我們將在那裡吸取教訓並加以實施。所以你 - 但就在一天結束時，那種破壞不會再次發生。

Got it. That is very clear. Maybe as a quick follow-up. I think you said that the 2023 revenue impact seems to be isolated at Jan and Feb. What was the driver of that? Is that just kind of recovering the schedule to normal? Or did you see a buyer strike?

知道了。這是很清楚的。也許作為快速跟進。我想你說過 2023 年的收入影響似乎在 1 月和 2 月是孤立的。這是什麼驅動因素？這只是恢復正常的時間表嗎？或者你看到買家罷工了嗎？

And do you have any indication that, from a reputational standpoint -- because, obviously, we know that Southwest is one of the most beloved like airline brand in the country. Kind of are you seeing any eroding of that in customer confidence?

從聲譽的角度來看，您是否有任何跡象表明——因為很明顯，我們知道西南航空公司是該國最受歡迎的航空公司品牌之一。您是否看到客戶信心受到任何侵蝕？

Yes, sir. I'll have Ryan jump in here, too. But I think we had, yes, a couple of things. You had, obviously, the return portion of trips that were affected during the holiday period that were then canceled that led into January. You have -- it's a low period of the year to start with. And so bookings and travel are generally low. I think you had a period of time there where we weren't -- just weren't taking as many bookings as we would typically.

是的先生。我會讓 Ryan 也加入進來。但我認為我們有，是的，有幾件事。很明顯，你有在假期期間受到影響的旅行的返程部分，這些旅行隨後被取消，導致進入 1 月。你有 - 這是一年中的低谷期。因此，預訂量和旅行量普遍較低。我認為你在那裡有一段時間我們不在 - 只是沒有像往常那樣接受那麼多的預訂。

I'm sure you had some Bookaway. The good thing is our customers are very loyal, and it's -- we're seeing that. Our March and forward booking trends in leisure look really strong. They look normal. They look in line with the plan that we presented at Investor Day. Our managed business looks like it will roughly -- currently get -- current trends will be roughly in line with 2019 and restored to 2019.

我相信你有一些 Bookaway。好消息是我們的客戶非常忠誠，而且 - 我們正在看到這一點。我們 3 月和未來的休閒預訂趨勢看起來非常強勁。他們看起來很正常。他們看起來與我們在投資者日提出的計劃一致。我們管理的業務看起來將大致——目前得到——當前趨勢將大致與 2019 年一致並恢復到 2019 年。

We had a sale recently. That sale went really well. We gave our customers affected over 2 million, basically, codes or 25,000 Rapid Rewards points. And we're seeing our customers redeem those quickly at an even faster-than-typical rate for something like that -- this gesture of goodwill.

我們最近有一次促銷。那次銷售非常順利。我們為受影響的客戶提供了超過 200 萬個代碼或 25,000 個 Rapid Rewards 積分。我們看到我們的客戶以比通常更快的速度快速贖回這些東西——這種善意的姿態。

So while we disrupted our customers, and I'm very sorry for that, we are seeing our customers be loyal to Southwest Airlines. And we're seeing kind of normal trends March and beyond. Ryan?

因此，雖然我們打擾了我們的客戶，對此我感到非常抱歉，但我們看到我們的客戶忠於西南航空公司。我們看到了 3 月及以後的一些正常趨勢。賴安？

Yes. I'll just give some additional color here. The first quarter is a tale of 2 halves. In the first quarter -- the first half of the quarter is very low-demand time period, and that was impacted by the cancellations like Bob mentioned. And then it's just very tough with the hangover from the operational event kind of the first couple of weeks in January to get real traction.

是的。我只是在這裡給一些額外的顏色。第一節是兩個半場的故事。在第一季度——上半季度是需求非常低的時期，這受到了 Bob 提到的取消的影響。然後，在 1 月份的前幾週，運營事件的遺留問題很難獲得真正的牽引力。

We did not want -- if you go out and look at the fares that we have published for this time period, there are regular kind of routine promotional fares. We didn't think it would help to be overly promotional in this time period. But then when you get into the second half of the quarter and President's Day and beyond and kind of into March, as Bob mentioned, both loads and yields look like we're on plan.

我們不想——如果你出去看看我們在這段時間發布的票價，就會發現有常規的常規促銷票價。我們不認為在這段時間過度宣傳會有幫助。但是當你進入本季度下半段和總統日及以後，進入三月份時，正如鮑勃提到的那樣，負荷和收益率看起來都在計劃之中。

March right now is roughly 40% booked. So that's enough to give us a good read on the month. And if you just kind of take the load in yields where they sit today and project that out forward and kind of what we would expect from here and what that implies for March overall, I think we're going to be very pleased with the performance in the month of March.

3 月現在大約預訂了 40%。因此，這足以讓我們對本月有一個很好的了解。而且，如果您只是承擔他們今天所處的收益率的負擔，並預測出我們對這裡的期望以及這對 3 月份的總體影響，我認為我們會對錶現感到非常滿意在三月份。

So we're not seeing any sort of elevated cancellation rates for March. As Bob mentioned, March performed very well, responded very well to the sale. And so it just feels like it's -- we're kind of back on plan here in March. And then if you look at managed business travels, it's very early in the managed business travel booking curve, but those -- what we can see, those also look encouraging.

所以我們沒有看到 3 月份的取消率有任何上升。正如 Bob 提到的，March 表現非常好，對銷售的反應非常好。所以感覺就像是 - 我們在 3 月份回到了計劃中。然後，如果您查看託管商務旅行，它在託管商務旅行預訂曲線中處於非常早的階段，但那些 - 我們可以看到，那些看起來也令人鼓舞。

So yes, so the second half of the quarter, I think we're going to hopefully get back to the momentum we were seeing in the fourth quarter before the event. And we'll continue to monitor customer sentiment as we go forward here. But yes, the customers expect us to do the right thing here, but largely, they're loyal and sticking with us.

所以是的，所以本季度的後半段，我認為我們將有希望回到我們在活動開始前第四節看到的勢頭。我們將繼續監控客戶情緒，因為我們在這裡前進。但是，是的，客戶希望我們在這裡做正確的事，但在很大程度上，他們是忠誠的並堅持與我們在一起。

The next question will be from Scott Group from Wolfe Research.

下一個問題將來自 Wolfe Research 的 Scott Group。

So I know you guys don't have revenue or RASM guidance for the year. But it seems like the industry is sort of moving at this flattish RASM metric for the year. Would you expect to keep pace with the industry? Or as you sort of rebuild credibility, customer loyalty, whatever -- however you want to call it, do you approach pricing any differently than maybe the overall market this year?

所以我知道你們今年沒有收入或 RASM 指導。但似乎該行業正在朝著今年這一持平的 RASM 指標邁進。您希望跟上行業的步伐嗎？或者當你重建信譽、客戶忠誠度等等時——不管你怎麼稱呼它，你的定價方式是否與今年的整體市場有什麼不同？

It was a little hard to hear. It was a little hard to hear there, but I think that the question was really relative to the industry and performance. Do we expect to price any differently? I think we're not going to comment on forward pricing here beyond what's kind of out there on the shelf and what you all can see. But what I will say is that the go-to-market and promotional plan that we have executed thus far and thus far in this year is the exact same go-to-market and promotional plan that we had relative to before the event.

有點難聽。那裡的聲音有點難聽，但我認為這個問題確實與行業和性能有關。我們期望定價有什麼不同嗎？我認為我們不會在這裡評論遠期定價，除了貨架上的那種和你們都可以看到的。但我要說的是，我們今年迄今執行的上市和促銷計劃與活動前的上市和促銷計劃完全相同。

So we're approaching things kind of per normal here. And I would expect, as we kind of get back on the plan in March and beyond, I expect that it will be just a normal year here in terms of how we manage things going forward.

所以我們在這里處理的事情有點正常。我預計，隨著我們在 3 月及以後重新制定計劃，我預計就我們如何管理未來的事情而言，這將是正常的一年。

Yields -- loads and yields have been very strong. Going back to the post-Omicron environment last year. We had record yields in the fourth quarter even despite the event, and those yields would have been higher without the event. So we're -- it's a strong fare environment now, and I expect that to continue.

產量——負荷和產量一直非常強勁。回到去年的後 Omicron 環境。即使發生了這一事件，我們在第四季度的收益率也創下了歷史新高，如果沒有這一事件，這些收益率會更高。所以我們 - 現在是一個強大的票價環境，我希望這種情況會繼續下去。

And you know, obviously, we have the -- one of our strategic initiatives is the new Chase agreement. And we're seeing strong Rapid Rewards redemptions here right now as well, which is helping.

你知道，很明顯，我們有——我們的戰略舉措之一是新的大通協議。我們現在也在這裡看到了強勁的快速獎勵贖回，這很有幫助。

Okay. And then, hopefully, this sounds better, but I understand you don't think you need to cut capacity. But as you talk about kind of reduced risk, why not be a little bit maybe more prudent and cut some capacity and get through a period of better operations where you really ramp up the capacity?

好的。然後，希望這聽起來更好，但我知道你認為你不需要削減產能。但是當你談到降低風險時，為什麼不更謹慎一點，削減一些產能，度過一段更好的運營時期，在那裡你真正提高產能？

Yes, Scott, I think the -- I mean, you would do that if you felt like there was a reason that it helps. So we actually feel the opposite. Number one, the event in December really had nothing to do with staffing. We were fully staffed. In fact, we hit our -- we beat our hiring goals in 2022. A lot of that is set up for our 2023 capacity.

是的，斯科特，我認為——我的意思是，如果你覺得有幫助的理由，你就會這樣做。所以我們實際上感覺相反。第一，12 月的活動確實與人員配置無關。我們人手充足。事實上，我們在 2022 年實現了我們的招聘目標。其中很多是為我們 2023 年的產能而設立的。

We're having no trouble hiring, including having no trouble hiring pilots. The -- almost all of the capacity in 2023 is going into restoring the network. It's going into existing city pairs, adding depth and breadth. And all that is not just good for our customers, it's good for the operation and operational reliability. So we actually feel the reverse, which is the restoration of capacity will be helpful in terms of operational reliability, not hurtful.

我們在招聘方面沒有問題，包括在招聘飛行員方面沒有問題。 2023 年幾乎所有產能都將用於恢復網絡。它進入現有的城市對，增加深度和廣度。所有這一切不僅對我們的客戶有好處，對運營和運營可靠性也有好處。所以我們實際上感覺恰恰相反，容量的恢復將有助於運行可靠性，而不是有害的。

So then the only other reason would be because you don't believe you can execute your hiring plans, which we are having no issue executing our hiring plans. We're actually a little ahead here in terms of staffing up for 2023. Andrew, do you want to add anything?

那麼唯一的其他原因是因為你不相信你可以執行你的招聘計劃，我們在執行我們的招聘計劃時沒有問題。就 2023 年的人員配備而言，我們實際上有點領先。安德魯，你想補充什麼嗎？

I'd also say if you -- if one was worried about, can you operate this level of capacity, you would expect that to show up in your operating performance. And I mentioned that we were #2 through Monday. I just got -- rather seeing here the updated numbers through yesterday, and we're #1 in the industry in OTP for the month of January.

我還要說，如果你 - 如果有人擔心，你能否運行這種水平的容量，你會期望它會出現在你的運營績效中。我提到我們在周一之前排名第二。我剛剛——寧願在這裡看到截至昨天的更新數字，我們在 1 月份的 OTP 行業排名第一。

For the month of December, we were #5 out of 10 airlines even with the disruption, and we're #4 going into the disruption, and we were #3 during Thanksgiving, #3 for the month of November. So it's obvious that we're able to operate the capacity that we have out there. It's not sitting out, owing from the fact we're above average in the industry with regard to that.

在 12 月份，即使出現中斷，我們在 10 家航空公司中排名第 5，我們在中斷中排名第 4，我們在感恩節期間排名第 3，在 11 月份排名第 3。所以很明顯，我們能夠發揮我們現有的能力。它並沒有坐視不理，因為我們在這方面高於行業平均水平。

So not showing that as a root cause. We're hesitant to make adjustments given that we think it could also be helpful as we go forward. But once again, we're going to get down to the root causes. And then when they show up, we will take actions based on the root causes.

所以沒有將其顯示為根本原因。考慮到我們認為這在我們前進的過程中也可能有所幫助，因此我們對做出調整猶豫不決。但再一次，我們要找到根本原因。然後當他們出現時，我們將根據根本原因採取行動。

There's lots of solutions that people want to throw out there to us. But when you kind of take action on a potential solution and you don't understand if it addresses the problem, all you're doing is wasting resources and not necessarily addressing the problem. So we want to bottom out the problem, even though it takes a little bit longer than people would like, and then address those problems so it doesn't happen again.

人們想向我們拋出很多解決方案。但是，當你對一個潛在的解決方案採取行動時，你不明白它是否能解決問題，你所做的只是浪費資源，不一定能解決問題。所以我們想徹底解決這個問題，即使它比人們希望的要花更長的時間，然後解決這些問題，這樣它就不會再發生了。

The next question will be from Brandon Oglenski with Barclays.

下一個問題將來自巴克萊銀行的 Brandon Oglenski。

So Andrew, maybe if I can follow up there. I mean, if I listen to this call, it sounds like you guys were properly staffed. The technology really wasn't the problem, apart from this GE Digital issue. And you guys are talking about the network not being the issue. Cost guidance, CapEx guidance, all that really hasn't changed this year. So the outlook just kind of missed a beat but keeps going on.

那麼安德魯，也許我可以跟進那裡。我的意思是，如果我聽到這個電話，聽起來你們的人員配備得當。除了這個 GE Digital 問題之外，技術確實不是問題。你們在談論網絡不是問題所在。成本指導、資本支出指導，所有這些在今年都沒有改變。因此，前景只是錯過了一個節拍，但仍在繼續。

The problem is you guys did cancel a lot more flights than your competitors. And if I look at your completion factor this month, I think you will be trailing your competitors. Just look at yesterday, I think about a 6% cancel rate. So I guess, what confidence can you give investors and your customers and your other stakeholders here that this was really just a one-off issue and not something that is more structural within the company?

問題是你們確實比競爭對手取消了更多的航班。如果我在本月查看您的完成係數，我認為您將落後於您的競爭對手。看看昨天，我想到了 6% 的取消率。所以我想，你能給投資者、你的客戶和其他利益相關者多大的信心，讓他們相信這真的只是一次性問題，而不是公司內部更具結構性的問題？

Yes. I wouldn't call it a GE Digital issue. That software they sold to us and others performs well in normal times. This is a use case that nobody defined for them. So in their defense, the software works fine. Now we did get to a bad spot there.

是的。我不會將其稱為 GE Digital 問題。他們賣給我們和其他人的軟件在正常情況下表現良好。這是一個沒有人為他們定義的用例。因此，在他們的辯護中，該軟件運行良好。現在我們確實到了一個糟糕的地方。

With regards to our cancellation percentages, yesterday was 6%, there was snow in Midway. So Midway has specific operational restrictions. It's very tight quarters. And so when you have de-icing and winds coming from the wrong direction, it's prudent to be a little more cautious. And we cancel a little bit more because it was a low time of season, as Ryan talked about, a low time of year. So we could reaccommodate all those customers that were canceled out of Midway on the subsequent flights because we canceled them the day before.

關於我們的取消百分比，昨天是 6%，中途島下雪了。所以 Midway 有特定的操作限制。這是非常狹窄的地方。因此，當除冰和風從錯誤的方向吹來時，謹慎一點是明智的。我們取消了一點，因為正如瑞安所說，這是一個淡季，一年中的淡季。因此，我們可以重新安排所有那些因我們前一天取消而在後續航班上取消中途島的客戶。

So we ended up beating our competitors by 20 points of OTP yesterday. They canceled less, but they delayed then hundreds of thousands of customers by canceling fewer. We made hundreds of thousands of customers on time and a handful had their flight canceled but were reaccommodated. So overall, we believe we gave a superior customer service yesterday.

所以我們昨天以 20 點的 OTP 擊敗了我們的競爭對手。他們取消的少了，但他們通過減少取消而耽誤了數十萬客戶。我們準時接待了數十萬名客戶，其中少數人的航班被取消但又重新安排了住宿。所以總的來說，我們相信我們昨天提供了優質的客戶服務。

The day before that, that same storm system generated severe thunderstorms in Houston, including tornadoes near Houston Hobby that even put the ATC tower down for a while. We had 0% cancels in Houston for that and Hobby for that day because we have the infrastructure there to handle it.

在那之前的一天，同樣的風暴系統在休斯敦產生了嚴重的雷暴，包括休斯頓霍比附近的龍捲風，甚至使 ATC 塔倒塌了一段時間。那天我們在休斯敦和霍比取消了 0%，因為我們在那裡有處理它的基礎設施。

Up North, the carrier that operates out of Intercontinental canceled 20% of their flights in that day to handle it. So in that situation, a very flattering compare. But once again, I imagine they would say they have infrastructure issues. They're different than Hobby. So a lot of times, those percentages look deceiving if it's about a specific airport in particular.

在北方，在洲際運營的航空公司當天取消了 20% 的航班來應對。所以在那種情況下，一個非常討人喜歡的比較。但再一次，我想他們會說他們有基礎設施問題。它們與 Hobby 不同。所以很多時候，如果它是關於特定機場的，那麼這些百分比看起來是騙人的。

And so you have to look at the environment that's caused you to cancel. You have to be safe and understand how you accommodate your customers. Net-net, it resulted in a very flat on-time performance for us yesterday and pushed us over the edge to be #1 for the industry. So I think that's a quality product. The customers loved it. NPS score is good for that kind of stuff. And so I think that's what our customers want to see.

所以你必須看看導致你取消的環境。您必須確保安全並了解如何接待客戶。 Net-net，它在昨天為我們帶來了非常平淡的準時表現，並將我們推向了行業第一的邊緣。所以我認為這是一個優質的產品。顧客喜歡它。 NPS 分數對這類東西很有用。所以我認為這就是我們的客戶希望看到的。

Yes. And if you take the data in January is very way down the weeds here, but it's very polluted by the January 11 NOTAM issue, where there were all kinds of issues as well. For most of -- prior to the day you're talking about here, most of the days, I think the 15 days or so prior to that, we were 99 -- in the 99-plus, a couple of several days in the 99.9% completion factor range, several days canceling 1 flight. So you just have to watch the aggregate because if you have an anomaly in a day that's very different, like the day Andrew described or the NOTAM day, it will throw that -- it will throw it off. Obviously, you know that.

是的。而且，如果您獲取 1 月份的數據，這裡的雜草非常多，但是 1 月 11 日的 NOTAM 問題嚴重污染了它，那裡也存在各種問題。對於大多數時間——在你在這裡談論的那一天之前，大部分時間，我認為在那之前的 15 天左右，我們是 99——在 99 以上，有幾天在99.9% 的完成係數範圍，幾天取消 1 個航班。所以你只需要觀察聚合，因為如果你在一天中有一個非常不同的異常，就像安德魯描述的那一天或 NOTAM 的那一天，它會拋出它 - 它會拋出它。顯然，你知道這一點。

I'd say in the NOTAM day, as I mentioned in my remarks, we didn't push before the ground stop. So basically, that means we got a much later start because we were being safe, and we wanted the FAA to tell us that, that was validated before we pushed because that's how we read the regulations. Therefore, we ended up with more cancellations that day, a significant number more than some of our competitors there. And so that inflates the numbers for January overall.

我會說在 NOTAM 那天，正如我在評論中提到的那樣，我們沒有在地面停止之前推進。所以基本上，這意味著我們的起步時間要晚得多，因為我們是安全的，我們希望美國聯邦航空局告訴我們，這在我們推動之前已經過驗證，因為這就是我們閱讀法規的方式。因此，那天我們取消的人數更多，比我們那裡的一些競爭對手要多得多。因此，這會誇大 1 月份的總體數字。

But once again, it was safe, and we ended up being set up nicely for the next day. And then lastly, when you look at our competitors, don't forget, they outsource 40% to 50% of the departures to some low-wage regionals on behalf. The customer doesn't realize that. So when they give you a number that says, we canceled this many, make sure you're including all of their branded operations, not just their main line.

但再一次，它是安全的，我們最終為第二天做好了準備。最後，當你看看我們的競爭對手時，別忘了，他們將 40% 到 50% 的離職代表外包給一些低工資的地區。客戶沒有意識到這一點。所以當他們給你一個數字說，我們取消了這麼多，確保你包括他們所有的品牌業務，而不僅僅是他們的主線。

And for sure, we do look at seats and flights impacted. But I guess, coming off this call, where is the urgency to ensure that, specific to you guys, this doesn't happen again? I mean does it come in the form of more urgency on the pilot contract? Do you need to look at more non-aircraft CapEx? I mean just help investors get their arms around it, please.

可以肯定的是，我們確實會查看受影響的座位和航班。但我想，在結束這個電話會議後，確保這種情況不會再次發生的緊迫性在哪裡？我的意思是它是否以更緊迫的形式出現在試點合同上？您是否需要查看更多非飛機資本支出？我的意思是請幫助投資者擁抱它。

I think the urgency is across the board. There's nothing -- everything is on the table. And as Andrew pointed out, we went through in his remarks, we have things that we're doing right now, early warning dashboards, staffing up, crew scheduling. We're looking at de-icing procedures top to bottom. We're buying more engine covers for extremely cold weather. We're looking at fuel mixes for ground equipment when you have subzero temperatures on and on and on.

我認為緊迫性是全面的。什麼都沒有——一切都擺在桌面上。正如安德魯指出的那樣，我們在他的評論中進行了說明，我們有我們現在正在做的事情，預警儀表板，人員配備，船員安排。我們正在自上而下地研究除冰程序。我們正在購買更多的發動機罩以應對極冷的天氣。當您不斷處於零下溫度時，我們正在研究地面設備的混合燃料。

We're also waiting patiently here, and it will be weeks, not months, to get the Oliver Wyman report to understand root causes and what we need to do there. But we will do everything that it takes, whether that is buying engine covers, technology changes, whatever that list may be, to ensure that this kind of event doesn't happen again.

我們也在這裡耐心等待，這將需要數周而不是數月的時間才能獲得奧緯諮詢的報告，以了解根本原因以及我們需要在那裡做些什麼。但我們將盡一切努力，無論是購買發動機罩、技術變革，還是任何清單，以確保此類事件不會再次發生。

I disconnect contracts because the -- we've had -- we've made great progress. We've got -- we've gotten 5 agreements here in the last couple of months with our unions. I'm very, very proud of that, our negotiators, and I'm very proud of our union partners.

我取消合同是因為——我們已經——取得了很大進展。在過去的幾個月裡，我們與工會達成了 5 項協議。我為此感到非常非常自豪，我們的談判代表，我為我們的工會夥伴感到非常自豪。

We have a couple more to go. We're making, I think, really good progress. We have 2 of those that are in mediation, pilots and flight attendants. That mediation process is a defined process controlled by the mediator. The mediator controls the schedule, the meeting times, the meeting dates, but we're making progress in both of those as well.

我們還有幾個要去。我認為，我們正在取得非常好的進展。我們有 2 名調解員，飛行員和空乘人員。該調解過程是由調解者控制的定義過程。調解員控制著日程安排、會議時間、會議日期，但我們也在這兩個方面取得了進展。

We're eager to finish those up. Our employees are terrific. We're going to -- well, we've always paid well, and we're going to pay well. We're going to have market-competitive compensation. You know that, we know that, and our employees know that. So I am eager to wrap those up, but mediation is a process.

我們渴望完成這些。我們的員工很棒。我們將 - 好吧，我們一直支付得很好，而且我們會支付得很好。我們將獲得具有市場競爭力的薪酬。你知道，我們知道，我們的員工也知道。所以我很想總結一下，但調解是一個過程。

I'd say that we know what happened to the last under the fall, as I call it, we've put in place with urgency. And that was the urgency we had, make sure the same thing doesn't repeat itself. So we have the safeguards for that, same thing, not to repeat itself, but we think there could be common root causes. That's why when we take the time between the weather starting and us getting to that kind of position with our crew scheduling software.

我想說的是，我們知道去年秋天發生了什麼，正如我所說，我們已經緊急落實到位。這就是我們的緊迫性，確保同樣的事情不會重演。所以我們有保障措施，同樣的事情不會重演，但我們認為可能存在共同的根本原因。這就是為什麼我們在天氣開始和我們使用我們的船員調度軟件到達那種位置之間花時間。

Lots of decisions were made, lots of coordination between our ground operations, our control center, our crew scheduling. Lots of equipment that was used to handle cold weather. Something in there, in that sequence of events, led us to the spot we were at the end. And so immediately protect that situation to not happen again and then follow the string upstream to find the series of actions that led us to there and resolve those.

做出了很多決定，在我們的地面操作、我們的控制中心、我們的機組調度之間進行了大量協調。許多用於應對寒冷天氣的設備。在那一連串的事件中，有些東西把我們帶到了最後的地方。因此，立即保護這種情況不會再次發生，然後沿著上游的字符串找到導致我們到達那裡的一系列行動並解決這些問題。

And so that's what we're taking the time to do. It's a couple of weeks. I think it's worthwhile to take a few weeks since we have the kind of emergency stuff done to find those root causes that you can address, and that may require incremental spending or maybe require incremental management effort. And we shall see, but we certainly have intention and plans to have that start up right away after that report is done.

這就是我們花時間做的事情。這是幾個星期。我認為花幾週的時間是值得的，因為我們已經完成了一些緊急工作來找到你可以解決的根本原因，這可能需要增加支出或者可能需要增加管理工作。我們將會看到，但我們當然有意向併計劃在該報告完成後立即啟動它。

And then I know we're going on and on. It's just so important. The last thing I would add is that we -- while this event was something significant and something we are absolutely not proud of, we've got a 51-year history of operating really, really well. We were operating really well prior to this event. We had good performance in '22 leading up to December 21, good performance at the holidays, Thanksgiving, Labor Day, et cetera. So never forget that we are -- we haven't always -- always will be a terrific operator.

然後我知道我們會繼續下去。這太重要了。我要補充的最後一件事是我們 - 雖然這次活動意義重大，我們絕對不會為此感到自豪，但我們已經有 51 年的運營歷史，非常非常好。在此事件之前，我們的運作非常好。我們在 12 月 21 日之前的 22 年表現良好，在假期、感恩節、勞動節等節日表現良好。所以永遠不要忘記我們是——我們並不總是——永遠是一個了不起的運營商。

The main point here is we will attack this head-on. Whatever we need to work on here, especially once we understand the OW report, we will attack it with a sense of urgency. We will boost our spending if that's technology, if we need to, but we will do everything to double down to make sure that this does not happen again. It's critical.

這裡的要點是我們將正面攻擊它。無論我們在這裡需要做什麼，尤其是一旦我們了解了 OW 報告，我們都會以緊迫感來解決它。如果這是技術，我們將增加支出，如果我們需要的話，但我們將盡一切努力加倍努力，以確保這種情況不會再次發生。這很關鍵。

And the next question will be from Jamie Baker with JPMorgan.

下一個問題將來自摩根大通的傑米貝克。

Is interlining off the table?

襯布被淘汰了嗎？

No. I don't think interlining changes. If we had interlining there, then there may be some subset of customers that we could have reaccommodated. But other airlines were full this time of year as well. So we would have still had the same event. We still would be having this discussion even if we had interlining.

不，我不認為襯裡有變化。如果我們在那裡有聯運，那麼我們可能會重新安置一些客戶。但其他航空公司每年的這個時候也滿員。所以我們仍然會有同樣的事件。即使我們有聯程，我們仍然會進行這個討論。

Now domestic interlining is prohibited in the scope agreement with our pilots, so we have to get scope relief to do that. But should they accommodate us there when we put an interline, that made the margin help with some level of disruption. But you would still have the large, large majority of people would not have been accommodated through a direct interline.

現在與我們的飛行員簽訂的範圍協議中禁止國內聯運，因此我們必須獲得範圍減免才能做到這一點。但是，當我們進行聯運時，他們是否應該在那裡容納我們，這使得利潤率有助於一定程度的中斷。但是你仍然會有很大一部分人不會通過直達聯運得到滿足。

And second, Tammy, thanks for including the fact that you've updated your labor cost accruals. Just to clarify, the industry convention seems to be to exclude any planned retro pay or signing bonuses. I assume that's also true for Southwest?

其次，Tammy，感謝您更新了人工成本應計費用這一事實。需要澄清的是，行業慣例似乎排除了任何計劃中的追加薪酬或簽約獎金。我認為西南航空也是如此？

Jamie, we're doing our best to include the total cost to get these labor agreements over the finish line here. So as we shared back in December, the environment is dynamic, and we're continuously evaluating that. But our estimates include the total cost, I guess, is a better way to say that, to wrap up our contracts as well as recently, of course, ratify contracts.

傑米，我們正在盡最大努力包括在這裡完成這些勞動協議的總成本。因此，正如我們在 12 月分享的那樣，環境是動態的，我們正在不斷對其進行評估。但我們的估計包括總成本，我想，這是一個更好的說法，以結束我們的合同以及最近，當然，批准合同。

Got it. I'm sure you're looking forward to locking down the contracts. So I'll stop hounding you about it.

知道了。我相信你期待著鎖定合同。所以我不會再纏著你了。

Thanks, Jamie.

謝謝，傑米。

Thanks, Jamie.

謝謝，傑米。

Thank you.

謝謝你。

And our next question is from Duane Pfennigwerth from Evercore ISI.

我們的下一個問題來自 Evercore ISI 的 Duane Pfennigwerth。

I wanted to ask you about work rules and if they are modernized and aligned with operational recovery. There's been so much written about technology gaps fairly or unfairly. The media is really run with those talking points.

我想問您有關工作規則的問題，以及它們是否已現代化並與運營恢復保持一致。關於技術差距公平或不公平的文章太多了。媒體真的是在討論這些話題。

I'm not sure if you're willing to go there, but for example, do your pilots need to call into a call center to verbally confirm reassignment? It seems like the numbers that would have been required in this event would overwhelm any call center, and it feels like maybe there could be an app for that. Any thoughts on that would be great.

我不確定您是否願意去那裡，但是例如，您的飛行員是否需要致電呼叫中心以口頭確認重新分配？似乎在這次活動中需要的電話號碼會淹沒任何呼叫中心，而且感覺也許可以有一個應用程序來處理這個問題。對此的任何想法都會很棒。

Duane, this is Bob. I'll just start and then Andrew has got a lot more detail than I do, but I think I'd break it into 2 pieces. We have electronic notification in place for our crews. And there's more work to do there in terms of there's all kinds of things that you use electronic notification for. But that's -- yes, there's been some report that that's not in place. It's absolutely in place.

杜安，這是鮑勃。我會開始，然後 Andrew 得到的細節比我多得多，但我想我會把它分成兩部分。我們為我們的工作人員準備了電子通知。就您使用電子通知的各種事情而言，還有更多工作要做。但那是——是的，有一些報導稱這還沒有到位。絕對到位。

What we need to work on is the -- and it's a contractual change, electronic acknowledgment. So that's -- which I believe Andrew does not require. In other words, to know that, that has been acknowledged, for example, accepting a crew reroute. That's a contractual change to do that. But obviously, to -- for the operation, you have to know not simply that it was delivered electronically, but it was acknowledged, and it's going to happen.

我們需要做的是 - 這是合同變更，電子確認。這就是——我相信Andrew 不需要。換句話說，要知道這已經得到確認，例如，接受機組人員改道。這是一項合同變更。但很明顯，對於操作，你不僅要知道它是通過電子方式交付的，而且要知道它已經被確認，而且它將會發生。

So there is work to do. There is some work to do on the electronic notification, but we do have that capability. But there's also, I think, even more work to do on the contractual piece of this, which is the acknowledgment. And obviously, those 2 contracts are open, and that's a piece of what our negotiators and teams are working on.

所以還有工作要做。關於電子通知還有一些工作要做，但我們確實有這個能力。但我認為，在合同部分，即確認，還有更多工作要做。顯然，這 2 份合同是開放的，這是我們的談判人員和團隊正在努力的一部分。

But Andrew, if you want to add?

但是安德魯，如果你想補充？

Yes. I think crew communication was a problem during the event, not the problem. So we definitely want to improve that. We have some means, consistent with the current contracts, to have some level of electronic communication with our flight crews. Both have learned from this, and I think we will incorporate that in our negotiations.

是的。我認為船員溝通是活動期間的問題，而不是問題。所以我們絕對想改進它。根據當前合同，我們有一些方法可以與我們的機組人員進行某種程度的電子通信。雙方都從中吸取了教訓，我認為我們會將其納入我們的談判中。

And I think we will wait till we finish the negotiations before we kind of design the next generation of electronic communication tool with our crews because it must respect the contractual agreement. So I think this event will get us all aligned on the need for improving that. And once we get that ironed out in the open contracts, then we'll go and develop the next generation of that electronic communication.

我認為我們會等到談判結束後再與我們的工作人員一起設計下一代電子通信工具，因為它必須遵守合同協議。所以我認為這次活動將使我們所有人都一致認為需要改進它。一旦我們在公開合同中解決了這個問題，我們就會去開發下一代電子通信。

That's helpful. And then just on my follow-up, I'll stick with you, Andrew. Can you comment on what percent of your network is out and back flying? And I know it's too early to prescribe the medicine here. But any thoughts on your ability to increase out and back, or if that might be a potential solution?

這很有幫助。然後就在我的後續行動中，我會堅持你，安德魯。你能評論一下你的網絡有多少百分比在飛來飛去嗎？而且我知道現在在這裡開藥還為時過早。但是關於你增加來回增加的能力有什麼想法，或者這是否可能是一個潛在的解決方案？

I can't recall off the top of my head. I don't want to give you a number for fear of being wrong. We have, in the past -- this comes up a lot. We've put into our schedules in like test areas of the region out and back. So we did this in Midway, I think, 3 years ago or 4 years ago. And so we put this around the system to see if that improves anything by increasing out and back to certain percentages, and we haven't found that to be the case.

我想不起來了。我不想給你一個數字，怕弄錯。過去，我們經常出現這種情況。我們已經把我們的日程表安排在該地區的類似測試區域來回。所以我們在 Midway 做了這個，我想，3 年前或 4 年前。因此，我們將它放在系統周圍，看看是否可以通過增加和返回到特定百分比來改善任何事情，但我們還沒有發現這種情況。

We found other things we can put into our schedule to help with on-time performance. And part of the move actually with the moving network planning and our control center under one roof is because it is difficult to nail down how to incorporate recoverability into your schedule, even though everyone seems to have an opinion.

我們發現我們可以將其他事情放入我們的日程安排中以幫助準時執行。實際上，移動網絡規劃和我們的控制中心在同一個屋簷下的部分移動是因為很難確定如何將可恢復性納入您的日程安排，即使每個人似乎都有意見。

We know we can incorporate crew needs overall. We've gotten very good at that, maintenance needs, ground ops needs. We can model to a good level of detail the predicted overall on-time performance for a schedule. But how does one define what's a recoverable schedule is actually more difficult to [contract] the design than you might imagine.

我們知道我們可以將船員的需求納入整體。我們在這方面非常擅長，維護需求，地面操作需求。我們可以對計劃的預測整體準時性能進行非常詳細的建模。但是，如何定義什麼是可恢復的時間表實際上比您想像的更難[合同]設計。

So bringing the 2 groups together, we can create a tighter feedback loop through smaller continuous improvement efforts to test and learn smaller iterations of recoverability built into the network is the design -- the desire behind this idea of moving them under one organization, and they've already started that. We'll see cross-pollination of people who work on our control center now, working in our network planning to help design schedules, people who design schedules, doing a tour in the control center to learn what's like to operate it.

因此，將這兩個小組聚集在一起，我們可以通過較小的持續改進工作來創建一個更緊密的反饋循環，以測試和學習網絡中內置的可恢復性的較小迭代是設計——將他們轉移到一個組織的想法背後的願望，他們已經開始了。我們將看到現在在我們的控制中心工作的人員的交叉授粉，在我們的網絡規劃中工作以幫助設計時間表，設計時間表的人員，在控制中心進行參觀以了解操作它的感覺。

And so we think that tighter linkage should help us incrementally improve recoverability into the schedules. But we're definitely all ears about doing that, but they kind of out and back is something that gets thrown around. And really, we haven't seen how that can have a direct cause and effect improvement.

因此，我們認為更緊密的聯繫應該有助於我們逐步提高時間表的可恢復性。但我們肯定會全力以赴，但他們有點前後左右。事實上，我們還沒有看到這如何能有直接的因果關係改善。

And the next question will come from Savi Syth from Raymond James.

下一個問題將來自 Raymond James 的 Savi Syth。

Just on the hiring, you talked about staffing was not the issue. I was kind of curious if you could provide a little bit more color on the hiring plans this year and the cadence. Because if you look at your capacity growth, there's a lot more capacity growth in the second half. And I think that's something that kind of causes some concern given just a lot of growth coming in and given having to address some of these operational issues. So could you talk a little bit about the hiring cadence here?

就招聘而言，您談到人員配置不是問題。我很好奇你是否可以對今年的招聘計劃和節奏提供更多的色彩。因為如果你看看你的產能增長，下半年會有更多的產能增長。而且我認為，考慮到大量增長以及必須解決其中一些運營問題，這會引起一些擔憂。那麼你能談談這裡的招聘節奏嗎？

Savi, it's Bob. Absolutely. And then, Andrew, if you want to chime in, just in terms of where. But the -- yes, there's obviously timing to hire and there's timing to train and become proficient, especially in certain areas like the ramp. And so it's a piece of why we actually came in above our targeted hiring for '22 is to get ahead of that for '23. So some of that will be front loaded a bit in '23 as we prepare for capacity in the back half.

薩維，是鮑勃。絕對地。然後，安德魯，如果你想插話，就在哪裡。但是 - 是的，顯然有時間僱用並且有時間進行培訓並變得精通，特別是在某些領域，如坡道。因此，這就是為什麼我們實際上超過 22 年的目標招聘人數是為了領先於 23 年的招聘人數。因此，當我們為後半部分的容量做準備時，其中一些將在 23 年提前加載。

Our hiring in '23, the plans right now, I think we hired just over 11,000 in '22 net. It's roughly 7,000 net in '23. So it actually falls roughly 40%, again, because there's a piece of the '22 hiring that was a setup for '23. And again, we don't -- there's no evidence that we were not staffed for the holidays or that we're not currently staffed. We are well staffed.

我們在 23 年的招聘，現在的計劃，我認為我們在 22 年淨招聘了 11,000 多人。 23 年淨值約為 7,000。所以它實際上再次下降了大約 40%，因為 22 年的招聘中有一部分是為 23 年準備的。再一次，我們沒有——沒有證據表明我們沒有為假期配備人員，或者我們目前沒有人員配備。我們人員配備齊全。

The one exception in terms of the change from year-over-year pilots, we hired net, roughly, I think, just under 1,000 pilots in '22. The plan is to hire net, roughly 1,700, I think, in '23. So that actually is increasing. Our classes, we'll watch them every single day. We're just down meeting with potential new hires earlier this week. We're having no trouble attracting terrific pilots to Southwest Airlines, no trouble filling classes.

與去年同期相比，飛行員的變化是一個例外，我認為，我們在 22 年大約僱傭了不到 1,000 名飛行員。計劃是在 23 年僱用 net，大約 1,700 人。所以這實際上是在增加。我們的課程，我們每天都會看。本週早些時候，我們剛剛與潛在的新員工會面。我們可以毫不費力地吸引出色的飛行員加入西南航空公司，也可以輕鬆地填補課程空缺。

There's been some discussion of attrition. Are you seeing higher attrition in our pilot area? Our attrition last year, I think, in our flight ops group was under 1%. We've got a lot more new hires, which you would expect it to be a little bit elevated there. But it's, again, under 1% and roughly normal. So we're not seeing any issue attracting pilots to Southwest Airlines.

有一些關於損耗的討論。您是否看到我們試點地區的人員流失率更高？我認為，我們去年的飛行操作組人員流失率不到 1%。我們有更多的新員工，你會期望它在那裡有所提升。但它再次低於 1%，大致正常。所以我們沒有看到吸引飛行員到西南航空公司的任何問題。

But Andrew, I don't know if you want to talk any more detail about just where.

但是安德魯，我不知道你是否想談談關於具體地點的更多細節。

So in aggregate, we'll have less hiring this year than last year. And that's true for every work group, except for pilots. And so as we've mentioned before, we are pilot constrained in our flights. We're not flying all of the aircraft where we could. We're producing all the ASMs we could right now because of the number of pilots, not the productivity of pilots.

因此，總的來說，我們今年的招聘人數將少於去年。對於每個工作組來說都是如此，除了飛行員。因此，正如我們之前提到的，我們在飛行中受到飛行員的限制。我們並沒有盡可能地駕駛所有飛機。由於飛行員的數量，而不是飛行員的生產力，我們正在生產我們現在可以生產的所有 ASM。

And so as we run our training plan here this year, by the end of next -- excuse me, the back half of this year, we've told you before that we will no longer be pilot-constrained. And that's when we'll start using our full fleet, which is why you see the kind of pop-up in capacity there in the back half of the year.

因此，當我們今年在這裡運行我們的培訓計劃時，到明年年底 - 不好意思，今年下半年，我們之前已經告訴過你我們將不再受試點限制。那時我們將開始使用我們的全部機隊，這就是為什麼你會在今年下半年看到那種突然出現的容量。

The groups we've kind of pre-hired, they don't have as long as the training footprint as pilots do. So therefore, the proficiency they get is on the job, so to speak, for some of them. And that's why you see if you ever look out the window in an airport, you'll see different-colored vests. And those are people who are still in training, but OJT trainings, those who are fully proficient.

我們已經預先僱用的小組，他們沒有像飛行員那樣長的培訓足跡。因此，對於他們中的一些人來說，他們獲得的熟練程度可以說是在工作中。這就是為什麼如果你在機場向窗外看，你會看到不同顏色的背心。那些人還在接受培訓，但是在職培訓，那些完全精通的人。

And so you want them to be out in the network now taking some repetitions, if you will, so that when the capacity comes later in the year, they've had more experience. So that's why you'll see the numbers coming down as capacity goes up later in the year.

因此，如果您願意的話，您希望他們現在在網絡中進行一些重複，這樣當容量在今年晚些時候出現時，他們就會有更多的經驗。所以這就是為什麼你會看到隨著今年晚些時候產能的增加而下降的原因。

That's super helpful. And if I may, just on the -- it sounded like from a CapEx standpoint, if you needed to kind of increase in spend on some systems to kind of expedite some of the changes, it would fall within that CapEx. But I was kind of curious, from a resource standpoint, do you have that ability to kind of -- would you kind of pivot? Or would you be able to kind of increase the amount of tech activity that you do this year?

這非常有幫助。如果可以的話，就——從資本支出的角度來看，如果你需要增加一些系統的支出來加快一些變化，它就會落在資本支出的範圍內。但我有點好奇，從資源的角度來看，你有那種能力——你會有點支點嗎？或者您能否增加今年的科技活動數量？

Yes. We have -- for your first question, yes, I think that's captured in the ranges that we provided, number one. And then two, the technology spend in total was already increasing from 2022. And then three, your technology support is always a mix of employees and contractors and third parties that we use in terms of development. So yes, we have the ability to flex as needed.

是的。我們有 - 對於你的第一個問題，是的，我認為這是在我們提供的範圍內捕獲的，第一。第二，從 2022 年開始，技術支出總額已經在增加。第三，您的技術支持始終是我們在開發方面使用的員工、承包商和第三方的混合體。所以是的，我們有能力根據需要靈活調整。

It may not just be IT. It could be equipment. So we're not prejudging all the extra spend would be IT. It could be the case that we need new or different de-icing trucks or some other infrastructure at the airport. So there is nontech work that is likely to come out of this. It's not just tech. There was some tech shortcomings that we've addressed, and there could be more tech we do to get ourselves even better. But I think, undoubtedly, there will also be some other equipment and other kind of operating changes we make that don't fall in the technology realm.

可能不僅僅是 IT。它可能是設備。所以我們並沒有預先判斷所有的額外支出都是 IT 支出。可能是我們需要新的或不同的除冰車或機場的其他一些基礎設施。因此，非技術工作很可能由此產生。這不僅僅是技術。我們已經解決了一些技術缺陷，我們可以做更多的技術來讓自己變得更好。但我認為，毫無疑問，我們還會進行一些不屬於技術領域的其他設備和其他類型的操作更改。

And again, I think the range is wide. I think all of that would be captured in the CapEx range that we provided.

再一次，我認為範圍很廣。我認為所有這些都將包含在我們提供的資本支出範圍內。

Ladies and gentlemen, we have time for one more question, and we will take our last question from Conor Cunningham from Melius Research.

女士們，先生們，我們還有時間再問一個問題，我們將接受來自 Melius Research 的 Conor Cunningham 的最後一個問題。

Just on the Bookaway estimate that you gave for the first quarter, curious if you could parse out just how the corporate side of that's doing. When I think about you selling your network and what Southwest does great domestically, the operations are obviously going to be a big debate there. So just curious on how that commentary has gone so far or that conversation has gone so far.

就您對第一季度的 Bookaway 估計而言，很好奇您是否可以解析出企業方面的表現。當我想到你出售你的網絡以及西南航空公司在國內做得很好的時候，運營顯然會在那裡引起一場大辯論。所以只是好奇那個評論到目前為止是如何進行的，或者那個對話是如何進行的。

Yes, Conor, it's Ryan. Of course, immediately following the events, in the days following the event, we were out there talking to kind of general consumers, but also talking to corporate travel managers, to make sure we had a really good handle on sentiment and what they were needing to hear from us. And so -- and those conversations have continued. We're getting direct feedback from them as well.

是的，康納，是瑞安。當然，在活動結束後的幾天裡，我們立即與一般消費者交談，但也與企業差旅經理交談，以確保我們能夠很好地把握情緒和他們的需求聽取我們的意見。所以——這些對話還在繼續。我們也從他們那裡得到直接反饋。

And from a corporate travel standpoint, as you would expect, they outlined the need for us to be open and transparent about our mitigation plans, what we're doing to ensure that this doesn't happen again, making sure that we have plans in place to take care of customers and that we keep them regularly updated. And of course, we're doing all of those things. We're out in the field talking to them all of the time to making sure that they understand what we're doing.

從企業旅行的角度來看，正如您所期望的那樣，他們概述了我們需要對我們的緩解計劃保持公開和透明，我們正在做些什麼來確保這種情況不會再次發生，確保我們有計劃照顧客戶的地方，我們會定期更新它們。當然，我們正在做所有這些事情。我們一直在現場與他們交談，以確保他們了解我們在做什麼。

So when we asked them about their plans for 2023, the vast majority of those corporate travel managers say that they do not plan to reduce the level of flying on Southwest this year, which I think is a positive sign there. And then when you just look at the bookings from the managed business side as they've come in here in the first quarter, for sure, there was an impact in January. It was -- those first couple of weeks of the year, those are big booking months. The hangover was real given the proximity to the event. So there was definitely a hangover or there was an impact in January and some into the first part of February as well.

因此，當我們問及他們 2023 年的計劃時，絕大多數企業差旅經理表示，他們今年不打算減少西南航空的航班數量，我認為這是一個積極的跡象。然後當你只看第一季度管理業務方面的預訂時，肯定會在 1 月份產生影響。那是 - 一年中的前幾週，那是大量預訂的月份。考慮到事件的臨近，宿醉是真實的。所以肯定有宿醉，或者在 1 月份有影響，一些影響到 2 月上旬。

But when I look at February bookings and kind of where we're -- what we're trending towards here, and we're kind of getting into the meat of the booking curve for managed business travel so we've got a good look at it, February is much better than January. In fact, I think February is sequentially better. It will likely turn out that February is going to be sequentially better than where we ended in the fourth quarter.

但是，當我查看 2 月份的預訂以及我們所處的位置時——我們在這裡的趨勢是什麼，我們有點進入託管商務旅行預訂曲線的核心，所以我們有一個很好的了解就此而言，2 月比 1 月好得多。事實上，我認為 2 月的順序更好。很可能會證明 2 月份的情況會比我們在第四季度結束時的情況更好。

And then, of course, as we get to March, we're expecting that we're roughly back to pre-pandemic levels on the managed business side. So we've got -- we're certainly focused on that market. That's a big part of our plans for the year, and we'll keep after it. But as we get further into the quarter here, I'm encouraged by how resilient they've been.

然後，當然，到了 3 月，我們預計在託管業務方面我們將大致恢復到大流行前的水平。所以我們已經 - 我們當然專注於那個市場。這是我們今年計劃的重要組成部分，我們會堅持下去。但隨著我們進一步進入本季度，我對他們的彈性感到鼓舞。

Okay. And then just on the -- you talked about the crew network issue in your prepared remarks and that you're rolling out a new system in the next couple of weeks. Just curious on how much collaboration you have with your pilots and maybe your other in-flight crew members when looking for a fix there. Did they have an influence at all? Or were you not allowed to talk? Like can you just maybe talk a little bit about the overall culture there with them and talking about the fixes?

好的。然後就在 - 你在準備好的評論中談到了船員網絡問題，你將在接下來的幾週內推出一個新系統。只是想知道您在尋找解決方案時與您的飛行員以及您的其他機上機組人員有多少合作。他們有影響嗎？還是不允許你說話？比如你能不能和他們談談那裡的整體文化並談談修復？

Well, I think I'm not quite sure if I'm getting your question, but if I don't, please redirect me. So the system is -- that what we call SkySolver, it's called something else by the manufacturer. It had a -- this functional gap I talked about. We are putting in a fix to that, as we call it, patch and upgrade. You will now have the functionality to be able to solve the past crew member problems such that they don't hamper us in the future.

好吧，我想我不太確定我是否收到了你的問題，但如果我沒有收到，請重定向我。所以這個系統是——我們稱之為 SkySolver，製造商稱之為其他東西。它有一個 - 我談到的這個功能差距。我們正在對此進行修復，正如我們所說的那樣，補丁和升級。您現在將擁有能夠解決過去的船員問題的功能，這樣他們就不會在未來妨礙我們。

Now this is not something that we -- our crew members would be -- and their unions would be happy that we fixed this problem because they didn't like the result of having a fix in there. And so I think from that perspective, they would like -- they want us to get the job done, so to speak.

現在這不是我們 - 我們的機組人員 - 他們的工會會很高興我們解決了這個問題，因為他們不喜歡在那裡修復的結果。所以我認為從這個角度來看，他們希望 - 他們希望我們完成工作，可以這麼說。

As far as the culture, we're in mediation. We're in negotiations in the final stages. And so that's always noisy, if you will. They would like certain changes. And where it's coming down to is a lot of the changes they're asking for on the scheduling side, and this was a scheduling issue. And so it kind of dovetailed nicely for them to be able to kind of give input on it.

就文化而言，我們正在調解。我們正在進行最後階段的談判。所以這總是很吵，如果你願意的話。他們想要某些改變。歸根結底，他們要求在日程安排方面做出很多改變，這是一個日程安排問題。因此，他們能夠就此提供意見，這有點吻合。

And I think those things we can improve upon, and we're happy to take those suggestions. And we actually have a big confab with them coming up here in a couple of weeks, where they're going to come in and get our subject matter experts together and talk about how we can improve on the scheduling front.

我認為我們可以改進這些事情，我們很樂意採納這些建議。事實上，我們與他們在幾週後來到這裡舉行了一次大型會議，他們將進來並召集我們的主題專家，討論我們如何在日程安排方面進行改進。

And I even sat down at one of the other unions yesterday, the day before, for the same reason. So we welcome their input. We want to establish a good professional relationship for them of how we can jointly improve. And so maybe this is a silver lining as we can start down that path.

出於同樣的原因，昨天，也就是前一天，我什至在其他一個工會坐了下來。所以我們歡迎他們的意見。我們希望為他們建立良好的專業關係，共同改進。因此，也許這是一線希望，因為我們可以沿著這條路開始。

And I just -- just to add. Yes, you've seen a lot in the news that there are things that our unions have said that we have asked for, "for years" and things like to work on notification. And we agree, there's work to do on notification. I just want you to know, yes, we agree with them, and that work is going on in negotiations here. And I'm optimistic that we'll get there.

我只是 - 只是想補充一下。是的，您在新聞中看到了很多我們的工會所說的事情，我們“多年來”一直在要求這些事情，比如通知方面的工作。我們同意，在通知方面還有很多工作要做。我只是想讓你知道，是的，我們同意他們的觀點，而且這裡的談判正在進行中。我很樂觀，我們會到達那裡。

Second, we've got this Oliver Wyman report that we'll wrap up here quickly. And it's a comprehensive review, and it's a wide-ranging collaborative review with a lot of parties, parties that were involved, including the frontline in Denver, for example, and the NOC and leaders that were involved. But we're also including our union leadership in that work to gather their feedback as well because they're valued partners, and we want to listen and understand.

其次，我們收到了這份 Oliver Wyman 報告，我們將在此處快速結束。這是一個全面的審查，這是一個廣泛的合作審查，涉及很多方面，涉及的各方，包括丹佛的前線，以及國家奧委會和相關領導人。但我們也讓我們的工會領導參與這項工作，以收集他們的反饋，因為他們是重要的合作夥伴，我們希望傾聽和理解。

And then as Andrew said, you've got things that are more wrapped up in negotiation like scheduling rules, that I don't know that I attached to the event, and the operational disruption. That's a normal part of negotiations, just like compensation. But -- and we'll be moving through that as we continue to move through mediation. But no, we value our union partners, and we're listening to them certainly in terms of their viewpoints of what happened in our December issues.

然後正如安德魯所說，你有更多的事情在談判中被包裹起來，比如日程安排規則，我不知道我對事件的依戀，以及運營中斷。這是談判的正常部分，就像補償一樣。但是——我們將在繼續進行調解的同時解決這個問題。但不，我們重視我們的工會合作夥伴，我們當然會聽取他們對我們 12 月刊中發生的事情的看法。

Yes. And we've already said for this, once a report comes out and that will identify areas we need to improve upon, we will work with them to jointly develop solutions in the applicable areas for them. So I think we're committed to them being part of the solution as we look to take advantage of the lessons learned reported.

是的。對此我們已經說過，一旦報告出來，確定我們需要改進的地方，我們將與他們合作，共同為他們制定適用領域的解決方案。因此，我認為我們致力於讓他們成為解決方案的一部分，因為我們希望利用所報告的經驗教訓。

Okay. Well, that wraps up the analyst portion of our call today. I appreciate everyone joining, and hope you all have a great day.

好的。好吧，我們今天電話會議的分析師部分到此結束。我感謝大家的加入，希望你們都有美好的一天。

Thank you. Ladies and gentlemen, we will now begin with our media portion of today's call. I'd like to first introduce Ms. Linda Rutherford, Chief Administration and Communications Officer.

謝謝你。女士們，先生們，我們現在開始今天電話會議的媒體部分。我想首先介紹首席行政和通訊官 Linda Rutherford 女士。

Thank you, Chad, and welcome to the members of the media on today's call. We can go ahead and get started for the Q&A portion. Chad, if you'll get them queued up for us.

謝謝乍得，歡迎媒體成員參加今天的電話會議。我們可以繼續並開始問答部分。乍得，如果你能讓他們為我們排隊。

(Operator Instructions) And our first question will be from Dawn Gilbertson from The Wall Street Journal.

（操作員說明）我們的第一個問題將來自《華爾街日報》的 Dawn Gilbertson。

I have 2 questions. The first one is for Bob or Andrew or both, and the second one is for Ryan. The first one is, you guys seem to be sending some mixed messages here. You clearly state the staffing sign issue. Andrew just said crew communication was a problem, but not the problem. And then you mentioned this functional gap and said other airlines didn't -- also didn't have this gap addressed. But isn't it because the scope of your issues here were so large, that's why it exposed this system?

我有兩個問題。第一個是給 Bob 或 Andrew 或兩者的，第二個是給 Ryan 的。第一個是，你們似乎在這裡發送了一些混合信息。您清楚地說明了人員配備標誌問題。安德魯只是說船員溝通是個問題，但不是問題。然後你提到了這個功能差距，並說其他航空公司沒有 - 也沒有解決這個差距。但是不就是因為你們這裡的問題涉及面太大，所以才會暴露這個系統嗎？

So I guess, what I'm asking here is, how much of the -- without waiting for the Oliver Wyman report how much of this was bad decision-making on Southwest Airlines? Or what was the problem, please?

所以我想，我在這裡要問的是，有多少 - 沒有等待 Oliver Wyman 報告，其中有多少是西南航空公司的錯誤決策？或者請問是什麼問題？

Well, the reason we do the work is to find the problem. I know we'd like to know it now and not later, but that's the point of it, respectfully. But we know that the -- when this kind of functional gap showed up was because you had a lot of close-in cancels. As I mentioned earlier, we frequently -- if we're seeing a storm come in, you do cancels in advance. So I cancel today for tomorrow, just like we did, yes, recently with Midway. And so that we had done for the storm. Then we got ourselves in a position where we're making lots of cancels close in.

好吧，我們做這項工作的原因是為了發現問題。我知道我們現在想知道，而不是以後，但這就是重點，恭敬地。但我們知道 - 當出現這種功能差距時，是因為你有很多近距離取消。正如我之前提到的，我們經常 - 如果我們看到暴風雨來臨，你會提前取消。所以我明天取消今天，就像我們最近與 Midway 所做的一樣。所以我們已經為風暴做了。然後我們讓自己處於一個我們正在關閉大量取消的位置。

And as Bob mentioned, from the 23rd, which was still a weather event and towards the 24th, towards a transition to a crew event, sometime in that time frame, this level of close-in cancels led us to get behind and then we lost the use of the automation. And when we lose use of the automation, there's just not enough hours in the day for the crew schedules to catch up manually. They almost did a couple of times, but we know, ultimately, we didn't.

正如 Bob 提到的那樣，從 23 日開始，這仍然是天氣事件，到 24 日，過渡到船員事件，在那個時間範圍內的某個時候，這種接近取消的水平導致我們落後，然後我們輸了自動化的使用。當我們失去對自動化的使用時，一天中沒有足夠的時間讓工作人員手動趕上。他們幾乎做了幾次，但我們知道，最終我們沒有。

And so then the question becomes, well, what were the sequence of events that led you to that point? We've had a lot of these close-in cancels. That is what we're trying to get to the bottom of so we can address that. And so we don't know that right now. So that's why we don't give you a very clear answer on that specific thing, even though we understand where ultimately that led to.

那麼問題就變成了，嗯，導致你走到那一步的事件順序是什麼？我們已經有很多這樣的近距離取消。這就是我們試圖弄清真相的原因，因此我們可以解決這個問題。所以我們現在還不知道。所以這就是為什麼我們沒有就那個特定的事情給你一個非常明確的答案，即使我們知道最終導致的結果。

Okay. That's helpful. So you're saying that you guys had, obviously, a lot more last-minute cancellations than others since they recovered much more quickly, even though you don't know why that was at this point? Is that correct?

好的。這很有幫助。所以你說你們顯然比其他人有更多的最後一刻取消，因為他們恢復得更快，即使你不知道為什麼會這樣？那是對的嗎？

I'm not necessarily saying versus others. I mean, for ourselves, we have a lot of close-in cancels, and that's what led to our problem is what we believe at this point in time. I've not done a comparative that I have in front of me that I can tell you that -- what the others did at the same time. That will also be part of the work that we'll look at as well.

我不一定要說與其他人。我的意思是，對於我們自己來說，我們有很多臨近取消，這就是導致我們問題的原因，這就是我們目前所相信的。我沒有做過我面前的比較，我可以告訴你——其他人同時做了什麼。這也將是我們將要研究的工作的一部分。

But as far as what I can see right now, what I'm suspecting at this point in time is that was the sequence. But once again, you need to kind of dig into it with both interviewing people to understand who did what, when, so to speak, with the interviews, and then also with the data to corroborate that, that was actually what happened.

但就我現在所見，我現在懷疑的是順序。但再一次，你需要對採訪的人進行深入研究，以了解誰在採訪中做了什麼，可以這麼說，然後還需要數據來證實，這確實發生了。

So it's -- I wouldn't call it tedious, but it's detailed work to fit that picture all together and come up with a time line that shows with good fidelity and backed up with data of what happened and what that led to.

所以它——我不會稱之為乏味，但它是一項詳細的工作，可以將所有圖片放在一起並提出一個時間線，該時間線可以很好地保真度顯示並用發生的事情和導致的事情的數據進行備份。

Okay. The second question is for Ryan or somebody or maybe Tammy. Can you guys attach them -- I know you've given the total dollar figure, but can you attach some dollar figures to the dollar figure of refunds, the dollar number? I know you're only 80% through on reimbursements. And also on reimbursements, I'm curious, did you guys, because of the scale and scope of this and the damage to your reputation, did you broaden the definition of reasonable as you're going through all these expenses?

好的。第二個問題是給 Ryan 或其他人或 Tammy 的。你們能附上它們嗎——我知道你們已經給出了總美元數字，但是你們能不能在退款的美元數字上附上一些美元數字，美元數字？我知道你只完成了 80% 的報銷。還有關於報銷，我很好奇，你們有沒有因為這個的規模和範圍以及對你們聲譽的損害，在你們經歷所有這些開支時擴大了合理的定義？

Yes, I'll take the first part and then let Tammy take the financials. Throughout the event, right away, we promised. We knew it was the right thing to do that we had significantly impacted holiday travel plans here. We knew it was the right thing to do to offer refunds and then to offer reasonable -- to reimburse for reasonable expenses related to alternative transportation.

是的，我將負責第一部分，然後讓 Tammy 負責財務。在整個活動期間，我們立即承諾。我們知道我們對這裡的假期旅行計劃產生了重大影響，這是正確的做法。我們知道提供退款是正確的做法，然後提供合理的——補償與替代交通相關的合理費用。

And the direction that we gave the teams were to be generous in that regard and lean towards the customer. And so I think a lot of these decisions are subjective, but I think the team did a really good job of balancing, understanding what is reasonable and leaning towards the customer in order to do the right thing by them. So I think it was -- admittedly, it's a subjective element that you've got to kind of find where the line is there, but I think our teams leaned into the customer and largely did the right thing there.

我們給團隊的方向是在這方面慷慨大方並傾向於客戶。所以我認為這些決定中有很多都是主觀的，但我認為團隊在平衡、理解什麼是合理的並傾向於客戶以便他們做正確的事情方面做得非常好。所以我認為這是 - 不可否認，這是一個主觀因素，你必須找到這條線在哪裡，但我認為我們的團隊傾向於客戶並在那裡做了正確的事情。

Tammy?

塔米？

Yes. And on the financial impact, as we shared in the release, the total cost impact was $390 million for the fourth quarter. And the lion's share of that was the customer reimbursements and the Rapid Reward points that we offer to our employees and that we expect to be redeemed. So there was a much smaller portion that related to premium pay that we paid to our employees. So the lion's share of that was the customer reimbursements and Rapid Reward points. We haven't given the specific dollar amount of that, but it was probably roughly 50-50 between those 2 categories.

是的。至於財務影響，正如我們在新聞稿中分享的那樣，第四季度的總成本影響為 3.9 億美元。其中最大的份額是客戶報銷和我們向員工提供的快速獎勵積分，我們希望能夠兌換這些積分。因此，與我們支付給員工的保費相關的部分要小得多。因此，其中最大的份額是客戶報銷和快速獎勵積分。我們沒有給出具體的金額，但這兩個類別之間可能大約是 50-50。

And Dawn, I'll just add one more thing here. The -- and those customers that were most severely impacted that we issued the gesture of goodwill for, we issued those Rapid Reward points roughly 3 weeks ago. And when we look at those customers today, 25% of them already have future travel booked on Southwest Airlines. So -- and in 3 weeks, that's really pretty good.

Dawn，我再補充一件事。我們向其表示善意的那些受影響最嚴重的客戶，我們大約在 3 週前發布了這些快速獎勵積分。當我們今天查看這些客戶時，他們中有 25% 已經在西南航空公司預訂了未來的旅行。所以 - 在 3 週內，這真的非常好。

So I think that it is a -- I take that as a sign of confidence that customers understand. They understand that we messed up there. We did everything that we could to make it right, and that 1/4 of them already have future travel booked on Southwest.

所以我認為這是 - 我認為這是客戶理解的信心標誌。他們知道我們在那裡搞砸了。我們已盡一切努力做到正確，其中 1/4 的人已經預訂了西南航空的未來旅行。

And Dawn, just...

而黎明，只是...

With those points?

有了那些點？

Not necessarily with those points, some of them with those points and some of them being cash, just future travel.

不一定有那些點數，其中一些有那些點數，其中一些是現金，只是未來的旅行。

Dawn, just the fact -- I think it changes day to day, but on the reimbursements, which are obviously the most complicated thing around, I think our goal -- we're tracking to be 95% complete by tomorrow and then have them all wrapped up by next -- probably early next week. So we're moving through them very quickly.

黎明，事實就是這樣——我認為它每天都在變化，但在報銷方面，這顯然是最複雜的事情，我認為我們的目標——我們正在跟踪到明天完成 95%，然後再進行下週結束——可能是下周初。所以我們正在非常快速地通過它們。

And the next question is from Kyle Arnold with Dallas Morning News.

下一個問題來自達拉斯晨報的凱爾阿諾德。

I was curious, could you talk a little bit more about that $1.3 billion in technology spending? Is that back-end infrastructure? And does that include things like the upgrades to WiFi and the in-flight improvements that you're making this year?

我很好奇，你能多談談這 13 億美元的技術支出嗎？那是後端基礎設施嗎？這是否包括諸如 WiFi 升級和您今年所做的機上改進之類的事情？

The technology spend, yes, it would include all -- everything that you referenced. And again, the $1.3 billion includes technology, the upgrades and the ongoing maintenance of the system. But the WiFi piece of that, it does not include, so that would be incremental.

技術支出，是的，它將包括您提到的所有內容。同樣，這 13 億美元包括系統的技術、升級和持續維護。但是其中的 WiFi 部分不包括在內，因此這將是增量的。

Yes. It's really our investment and ongoing support of the -- of our technology infrastructure, including all investments, but it's not the customer investments like the WiFi on the aircraft.

是的。這確實是我們對技術基礎設施的投資和持續支持，包括所有投資，但不是像飛機上的 WiFi 這樣的客戶投資。

And are there any specific upgrades like you guys have worked on the maintenance systems, anything that you are actively working on? It was probably in place before the December event, but any other systems that will get an upgrade this year as part of your plans?

是否有任何特定的升級，比如你們在維護系統上所做的工作，你們正在積極致力於什麼？它可能在 12 月活動之前就已經到位，但作為您計劃的一部分，今年還有其他系統會升級嗎？

We have a couple that are ongoing at different levels of maturation, if you will. So we just finished up with the maintenance replacement just recently. That was a big event. We're in the middle of upgrading our ground ops infrastructure. So one of our efforts, you may have seen it from Investor Day, it's called paperless turn.

如果您願意的話，我們有一對夫婦正處於不同的成熟水平。所以我們最近剛剛完成了維護更換。那是一件大事。我們正在升級我們的地面行動基礎設施。所以我們的一項努力，你可能已經從投資者日看到了，它被稱為無紙化轉彎。

So we're upgrading -- and that comes in so many releases, some of which have already deployed. And that will allow us to eliminate all of our paper in our turn. That's part of our modernizing operation within our control center. And we have an operation system and a flight planning system, both of those have RFPs that have already been completed and the work has been awarded.

所以我們正在升級——它出現在很多版本中，其中一些已經部署。這將使我們能夠依次消除所有論文。這是我們在控制中心內進行現代化操作的一部分。我們有一個操作系統和一個飛行計劃系統，這兩個系統都有已經完成的 RFP，並且已經完成了工作。

And then in our crew system, we have just completed an RFI, which is what you do before you exit and do an RFP. And so we'll get the results of that and great lessons learned from this event and then proceed with the next step on the crew stuff. So each of the big operating areas has tech workers underway. And as you would expect, some are further ahead than others.

然後在我們的船員系統中，我們剛剛完成了一個 RFI，這是你在退出並執行 RFP 之前所做的。因此，我們得到了結果以及從這次事件中吸取的重要教訓，然後將繼續下一步的工作人員工作。因此，每個大型運營區域都有技術人員在工作。正如您所預料的那樣，有些人比其他人走得更遠。

And Kyle, that $1.3 billion is across the enterprise. There's a lot of commercial systems that are being upgraded and invested in as well. So it's across the enterprise.

凱爾，這 13 億美元是整個企業的。還有很多商業系統正在升級和投資。所以這是整個企業。

The next question is from Lori Aratani with Washington Post.

下一個問題來自華盛頓郵報的 Lori Aratani。

I know that the DOT yesterday had announced a little more detail about some of the issues that they're looking into in regards to your December issues, and they mentioned that they are examining whether your schedules may have been unrealistic. I wondered if you guys had any comment on that.

我知道 DOT 昨天宣布了一些關於他們正在調查的關於您的 12 月問題的更多細節，他們提到他們正在檢查您的時間表是否不切實際。我想知道你們對此有何評論。

Yes, we saw that. And we know, as Bob said, we messed up, and that will include scrutiny from regulators and like officials. So we understand that, and we'll cooperate fully. As I mentioned in one of the analyst reviews, if you -- if one were worried about with your schedule operable, then you'd expect to see poor on-time performance, poor reliability.

是的，我們看到了。我們知道，正如鮑勃所說，我們搞砸了，這將包括來自監管機構和官員的審查。所以我們理解這一點，我們將全力合作。正如我在一位分析師評論中提到的那樣，如果你 - 如果有人擔心你的時間表可操作，那麼你會期望看到準時性能差，可靠性差。

And to the contrary, really, well before the Christmas vacation, including Thanksgiving vacation in November, we've been running above average in the industry, culminating being #1 this month. So you don't see the signs of a schedule that is out of whack with the resources' ability to operate given our strong operating performance over the last 3 months.

相反，實際上，在聖誕節假期之前，包括 11 月的感恩節假期，我們的表現一直高於行業平均水平，最終成為本月的第一名。因此，鑑於我們在過去 3 個月的強勁運營表現，您看不到與資源運營能力不符的時間表跡象。

And just generally, there's a lot of talk about hearings and, obviously, the coordination with the DOT. And we're obviously coordinating and cooperating with our oversight committees. And I mean, we welcome the discussion. We welcome the focus on the resiliency of the aviation system. We've had several personal conversations with the Secretary just in terms of how we're doing and our focus on our customers and his focus on customers as well, and we're aligned, obviously there. So we would -- we'll support all of this, as you would expect.

總的來說，有很多關於聽證會的討論，很明顯，還有與 DOT 的協調。我們顯然正在與我們的監督委員會進行協調和合作。我的意思是，我們歡迎討論。我們歡迎關注航空系統的彈性。我們已經就我們的工作方式以及我們對客戶的關注以及他對客戶的關注與秘書進行了幾次個人對話，顯然我們是一致的。所以我們會——我們會支持所有這些，正如您所期望的那樣。

The next question is from Chris Isidore with CNN.

下一個問題來自 CNN 的 Chris Isidore。

So I'm wondering if you think that the computer system used for crew scheduling can be repaired? Or if your intention is to replace it entirely as part of this process? And whichever solution is used, do you have any estimate for how much it will cost to either fix or repair it? And how long it will take before the repaired or new system is fully in place?

所以我想知道您是否認為用於船員排班的計算機系統可以修復？或者，如果您打算在此過程中完全替換它？無論使用哪種解決方案，您是否估計修復或修理它需要多少費用？修復後的系統或新系統完全到位需要多長時間？

Thank you. As we mentioned earlier, there's an upgrade already in our test system from GE Digital. So the upgrades in there. Goodness, we haven't even talked costs, so I'm not sure if it's going to cost us anything or not. But it will be upgraded here and the production in a few weeks' time, and we think this addresses the shortcoming we have for this specific instance.

謝謝你。正如我們之前提到的，GE Digital 已經對我們的測試系統進行了升級。所以升級在那裡。天哪，我們甚至還沒有談過成本，所以我不確定這是否會讓我們付出任何代價。但它將在幾週後在這里和生產中進行升級，我們認為這解決了我們在這個特定實例中的缺點。

And just to get a reminder that this GE system, SkySolver, it's an industry tool that many airlines use. It performs well, and it performed as it should. And even in our event, what was revealed was this requirement that no one has ever seen, we had never seen, where the -- you have this need to solve past problems because there are so many problems coming and just volume coming out of the system.

提醒一下，這個 GE 系統 SkySolver 是許多航空公司使用的行業工具。它表現良好，並且表現出應有的表現。甚至在我們的活動中，揭示的是這個要求，沒有人見過，我們也從未見過，你需要解決過去的問題，因為有太多的問題來了，而且只是數量出來了系統。

And working with GE, they have put a fix in place and now in test in weeks, I mean, a record time. So the software, again, it's industry-standard crew scheduling or rescheduling software that we and others use. And it did perform, as intended, during the event.

與 GE 合作，他們已經實施了修復，現在在數週內進行測試，我的意思是，這是一個創紀錄的時間。因此，該軟件再次是我們和其他人使用的行業標準船員安排或重新安排軟件。它確實在活動期間按預期執行。

So just to be clear, the problems with crew members letting you know where they were and where things stood, having to call in rather than having an app to notify, you don't see a need to change the system fundamentally to have a more electronic form of notification?

所以要明確一點，機組人員讓你知道他們在哪里和東西在哪裡的問題，必須打電話而不是有一個應用程序來通知，你認為沒有必要從根本上改變系統以獲得更多電子形式的通知？

Yes, that's different. Andrew?

是的，那是不同的。安德魯？

Yes. And as I mentioned earlier, that was a problem. We have been this a problem, it wasn't the problem for this situation. It was a symptom of the problem. And so our contracts with our crews right now require telephone calls in these situations. In other situations, we have some level of electronic communication available now. We will make incremental improvements to that. Some have already been deployed now and some will be deployed in the next few months.

是的。正如我之前提到的，這是一個問題。我們一直是個問題，這不是這種情況的問題。這是問題的徵兆。因此，我們現在與我們的工作人員簽訂的合同要求在這些情況下打電話。在其他情況下，我們現在可以使用某種程度的電子通信。我們將對此進行漸進式改進。有些現在已經部署，有些將在未來幾個月內部署。

But to have a more comprehensive electronic communication requires changes to the contract with the crew members. Those are open right now. We're discussing it with our unions. And should they agree, then we will develop new crew communication tools, consistent with the contract, for development as soon as practical.

但要進行更全面的電子通信，需要修改與機組人員的合同。那些現在是開放的。我們正在與我們的工會討論這個問題。如果他們同意，那麼我們將根據合同開發新的船員通訊工具，以便盡快開發。

Have you raised the possibility of opening the contract for that one issue and having to -- because as we understand it from the statements from the unions during December, they were not fans of the current system. Having an agreement on a new notification and new electronic crew notification system now before you get to the entire contract itself because the entire contract itself could obviously take months.

你是否提出了為那個問題打開合同並且不得不這樣做的可能性——因為我們從工會在 12 月份的聲明中了解到，他們不是當前系統的支持者。在你開始整個合同之前就新的通知和新的電子船員通知系統達成協議，因為整個合同本身顯然需要幾個月的時間。

Well, the entire contract's been [there] for a while, we're in mediation, which, hopefully, as Bob said, means we're towards the tail end of it, and it's not -- we would certainly be open to that if they want to do that. They've not told us that they want to do that. But if they want a site agreement before based on just communications, we will certainly do that. But right now, the approach has been to have that incorporated into this final push of the current contracts, and I think that's wise and practical for us to work on. So we're happy either way. But right now, we've seen no indication than the current path.

好吧，整個合同已經 [在那裡] 有一段時間了，我們正在進行調解，希望正如 Bob 所說，這意味著我們已經接近尾聲，但事實並非如此——我們當然會對此持開放態度如果他們想這樣做。他們沒有告訴我們他們想這樣做。但是，如果他們希望之前僅基於溝通就達成站點協議，我們當然會這樣做。但現在，方法是將其納入當前合同的最後推動，我認為這對我們來說是明智和實用的。所以無論哪種方式我們都很高興。但是現在，除了當前路徑之外，我們沒有看到任何跡象。

And at this time, we have time for one more additional question, and that question will be from Richard Velotta from Las Vegas Review Journal.

現在，我們還有時間提出另一個問題，這個問題將來自拉斯維加斯評論雜誌的 Richard Velotta。

You indicated that added capacity by Southwest to several destinations will not be curtailed despite what happened in December. But we're hearing that Harry Reid International is starting to have internal capacity problems, and that airlines might not have much choice in terms of when their operations occur. Has Southwest had any problem scheduling their times of operations as the airline schedule grows in Las Vegas? And do you think the future capacity issues in Las Vegas could curtail flights in the future?

您表示，儘管 12 月發生了什麼，但西南航空向幾個目的地增加的運力不會減少。但我們聽說 Harry Reid International 開始出現內部容量問題，而且航空公司在運營時間方面可能沒有太多選擇。隨著航空公司在拉斯維加斯的航班時刻表增加，西南航空公司在安排運營時間時是否遇到過任何問題？您認為拉斯維加斯未來的容量問題是否會減少未來的航班？

Right now, we've seen no general capacity constraints to our operation and -- at Harry Reid International. It's normal as an airline -- an airport grows that you work on expanding capacity in different areas. You work on taxiways, you work on bag systems. These are all normal course of business and Harry Reid seems to have a good plan and execute upon that in coordination with the airline.

目前，我們沒有看到我們的運營和 Harry Reid International 的一般容量限制。作為一家航空公司，這很正常——機場的發展需要您努力擴大不同區域的運力。你在滑行道上工作，你在行李系統上工作。這些都是正常的業務過程，Harry Reid 似乎有一個很好的計劃並與航空公司協調執行。

So we're happy about that. I will note that Las Vegas has been so successful in attracting new attractions. We do see a lot of general aviation or private aircraft in the weekends that kind of add a surge of demand. But other than that, we see no changes to the environment.

所以我們對此感到高興。我會注意到，拉斯維加斯在吸引新景點方面非常成功。我們確實在周末看到很多通用航空或私人飛機，這增加了需求激增。但除此之外，我們看不到環境有任何變化。

And this is Andrew?

這是安德魯？

Yes, sir.

是的先生。

Ladies and gentlemen, this concludes our question-and-answer session. I would like to turn the conference back over to Ms. Rutherford for any closing remarks.

女士們，先生們，我們的問答環節到此結束。我想將會議轉回 Rutherford 女士的閉幕詞。

Thank you, Chad. If you all have any other questions or follow up, our communications group is standing by at (214) 792-4847 or, of course, through our media newsroom at www.swamedia.com. Thank you all very much for joining us.

謝謝你，乍得。如果你們有任何其他問題或跟進，我們的通訊組隨時待命，電話是 (214) 792-4847，當然，也可以通過我們的媒體新聞編輯室 www.swamedia.com 隨時待命。非常感謝大家加入我們。

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.

會議現已結束。感謝您參加今天的演講。您現在可以斷開連接。