Spirit Airlines Inc (SAVE) 2022 Q2 法說會逐字稿

Welcome to the Second Quarter 2022 Earnings Conference Call. My name is Erica, and I will be your operator for today's call. (Operator Instructions) I will now turn the call over to DeAnne Gabel, Senior Director, Investor Relations .

歡迎來到 2022 年第二季度收益電話會議。我的名字是 Erica，今天我將擔任您的接線員。 （操作員說明）我現在將把電話轉給投資者關係高級總監 DeAnne Gabel。

Thank you, Erica, and welcome, everyone, to Spirit Airlines' Second Quarter Earnings Call. This call is being recorded and simultaneously webcast. A replay of this call will be archived on our website for 60 days. Presenting on today's call are Ted Christie, Spirit's Chief Executive Officer; Matt Klein, our Chief Commercial Officer; and Scott Haralson, our Chief Financial Officer. Also joining us are other members of our senior leadership team. Following our prepared remarks, there will be a question-and-answer session for analysts.

謝謝你，埃里卡，歡迎大家參加 Spirit Airlines 的第二季度財報電話會議。正在錄製此通話並同時進行網絡廣播。該電話的重播將在我們的網站上存檔 60 天。 Spirit 首席執行官 Ted Christie 出席了今天的電話會議；我們的首席商務官 Matt Klein；和我們的首席財務官 Scott Haralson。加入我們的還有我們高級領導團隊的其他成員。在我們準備好的評論之後，將為分析師進行問答環節。

Today's discussion contains forward-looking statements that are based on the company's current expectations and are not a guarantee of future performance. There could be significant risks and uncertainties that cause actual results to differ materially from those reflected by the forward-looking statements, including the risk factors discussed in our reports on file with the SEC. We undertake no duty to update any forward-looking statements. In comparing results today, we will be adjusting all periods to exclude special items. Please refer to our second quarter 2022 earnings release, which is available on our website for the reconciliation of all non-GAAP measures. With that, I turn the call over to Ted.

今天的討論包含基於公司當前預期的前瞻性陳述，並不保證未來的業績。可能存在重大風險和不確定性，導致實際結果與前瞻性陳述所反映的結果存在重大差異，包括我們在 SEC 存檔的報告中討論的風險因素。我們不承擔更新任何前瞻性陳述的義務。在今天比較結果時，我們將調整所有期間以排除特殊項目。請參閱我們的 2022 年第二季度收益發布，該發布可在我們的網站上獲取，以了解所有非公認會計原則措施的對賬。有了這個，我把電話轉給了 Ted。

Thanks, DeAnne. Good morning. Thanks to everyone for joining us today. It's been a very busy summer with robust demand for leisure travel, resulting in crowded airports and full planes. In addition, we at Spirit have had a few other things on our plate, and I want to offer my sincere gratitude to our team members for being focused on supporting each other and delivering high-quality service to our guests.

謝謝，迪安妮。早上好。感謝大家今天加入我們。這是一個非常繁忙的夏季，休閒旅行需求旺盛，導致機場擁擠，飛機滿座。此外，Spirit 還有其他一些事情要做，我要衷心感謝我們的團隊成員專注於相互支持並為我們的客人提供高質量的服務。

Before discussing our second quarter results, on July 28, we entered into a definitive merger agreement, under which JetBlue will acquire Spirit for $33.50 per share in cash, including a prepayment of $2.50 per share in cash upon Spirit's stockholders' approval of the transaction and a ticking fee of $0.10 per month starting in January 2023 up to a maximum amount of $34.15 per share.

在討論我們的第二季度業績之前，我們於 7 月 28 日簽訂了最終合併協議，根據該協議，捷藍將以每股 33.50 美元的現金收購 Spirit，其中包括在 Spirit 的股東批准交易後以每股 2.50 美元的現金預付從 2023 年 1 月開始，每月收取 0.10 美元的手續費，最高為每股 34.15 美元。

As you know, we previously signed a merger agreement with Frontier Airlines, which we terminated on July 27. Thanks to our Board's robust and diligent process, shortly following that termination, we were able to enter into a very favorable deal with JetBlue that delivers significant immediate value to our stockholders. The merger agreement with JetBlue provides meaningful protection for our stockholders against an adverse regulatory outcome and a significant cash premium upon closing the deal. Until then, though, it's business as usual. So with that, let's move on to our second quarter results.

如您所知，我們之前與 Frontier Airlines 簽署了一項合併協議，我們於 7 月 27 日終止了該協議。由於我們董事會的穩健和勤奮的流程，在終止後不久，我們能夠與捷藍航空達成一項非常有利的交易，帶來重大對我們的股東的直接價值。與 JetBlue 的合併協議為我們的股東提供了有意義的保護，使其免受不利的監管結果和交易完成後的巨額現金溢價。不過，在那之前，一切照舊。因此，讓我們繼續討論我們的第二季度業績。

For the second quarter of 2022, we reported an adjusted net loss of $32.2 million or a loss of $0.30 per share. Our adjusted pretax margin was negative 2.8%, which exceeded the better end of our guidance. Demand was strong and our revenue production was robust with total revenue increasing 34.9% compared to the second quarter of 2019 on 9.9% more capacity. Our operational improvements drove a much more reliable airline and, therefore, more predictable costs, excluding fuel.

對於 2022 年第二季度，我們報告調整後的淨虧損為 3220 萬美元或每股虧損 0.30 美元。我們調整後的稅前利潤率為負 2.8%，超過了我們指引的較好結果。需求強勁，我們的收入增長強勁，總收入與 2019 年第二季度相比增長了 34.9%，產能增加了 9.9%。我們的運營改進推動了一家更加可靠的航空公司，因此成本更加可預測，不包括燃料。

As we've discussed before, we are still operating at suboptimal productivity levels with total fleet utilization around 2 hours per airplane less than our 2019 levels. We've built an efficiency-based franchise that maximizes earnings with optimized utilization of assets and labor. The carrying cost of underutilized assets, human capital and lack of capacity production are delaying our return to run rate profitability levels. However, once we reach a more traditional utilization level, we're confident in our ability to deliver normal operating margins. The expected time line to achieve that goal will, in part, depend on the infrastructure that supports the aviation industry, most notably the ability to fully deploy our schedule to and from Florida.

正如我們之前所討論的，我們仍然以次優的生產力水平運營，每架飛機的總機隊利用率約為 2 小時，比 2019 年的水平低。我們建立了一個以效率為基礎的特許經營權，通過優化資產和勞動力的利用來最大化收益。未充分利用的資產、人力資本和產能不足的持有成本正在延遲我們恢復到運行率盈利水平。然而，一旦我們達到更傳統的利用率水平，我們對我們提供正常營業利潤率的能力充滿信心。實現該目標的預期時間表將部分取決於支持航空業的基礎設施，最顯著的是完全部署我們往返佛羅里達州的時間表的能力。

Operationally, by June, we had our first glimpse as to how the changes we've made to date are improving operational reliability. These changes include adding new crew bases, changing how we flew aircraft and how we approach crew scheduling. We finished the quarter on a strong note with a 98.8% completion factor for June. July's completion factor rose to 99.7%, including 15 days with 100% completion, an excellent result from the investments made. And now I'll hand it over to Matt and Scott to share some additional details about our second quarter performance as well as some color around our third quarter outlook. Matt, over to you.

在運營方面，到 6 月，我們第一次看到了我們迄今為止所做的改變是如何提高運營可靠性的。這些變化包括增加新的機組人員基地、改變我們駕駛飛機的方式以及我們處理機組人員安排的方式。我們以 98.8% 的 6 月份完成率完成了本季度的強勁表現。 7 月份的完成率上升到 99.7%，其中 15 天完成率 100%，這是投資的一個極好的結果。現在我將把它交給馬特和斯科特，分享一些關於我們第二季度業績的額外細節，以及我們第三季度前景的一些色彩。馬特，交給你了。

Thanks, Ted. I also want to thank the Spirit team. Travel demand has been strong. Load factors and passenger counts are back to pre-COVID levels in most locations, and we've seen packed airports with lots of guests excited to resume their summer travel plans. I thank our team for maintaining their dedication and professionalism during these busy times and for providing a high-value travel experience for our guests.

謝謝，特德。我還要感謝 Spirit 團隊。旅行需求一直很強勁。大多數地區的載客率和乘客人數都回到了疫情之前的水平，我們已經看到機場人滿為患，許多客人興奮地恢復了他們的夏季旅行計劃。我感謝我們的團隊在這些繁忙時期保持他們的奉獻精神和專業精神，並為我們的客人提供高價值的旅行體驗。

Turning now to our second quarter 2022 revenue performance. For the second quarter, our revenue was $1.37 billion up 34.9% compared to the second quarter 2019. Total RASM for the quarter was $0.1154 up 22.8% versus 2019. This is quite a remarkable achievement considering we saw capacity increase by nearly 10% while also lengthening stage by 2%. Additionally, this is the first quarter since prior to the pandemic where we achieved double-digit absolute total unit revenue results in all 3 months of the quarter.

現在轉向我們 2022 年第二季度的收入表現。第二季度，我們的收入為 13.7 億美元，比 2019 年第二季度增長 34.9%。與 2019 年第二季度相比，本季度的總 RASM 為 0.1154 美元，增長 22.8%。考慮到我們看到產能增加了近 10%，這是一個了不起的成就，同時也階段延長 2%。此外，這是自大流行之前的第一季度，我們在本季度的所有 3 個月中實現了兩位數的絕對總單位收入結果。

On a per segment basis, again, compared to the second quarter 2019, total revenue per passenger increased 24.3% to $140.61. Passenger revenue per segment increased 25.7% to over $72 and non-ticket per segment increased 22.8% to a record $68.20. This is another new record for non-ticket per segment production and was 5.7% higher than the prior quarterly record of $64.53 that we just achieved in the first quarter 2022. Bag and seat revenue continued to improve from an already record level, and we also are continuing to recognize impressive per-segment revenue increases from our bundled services offerings.

同樣，與 2019 年第二季度相比，按細分市場計算，每位乘客的總收入增長 24.3% 至 140.61 美元。每個航段的乘客收入增長 25.7%，超過 72 美元，每航段的非機票收入增長 22.8%，達到創紀錄的 68.20 美元。這是每航段非機票生產的又一個新紀錄，比我們剛剛在 2022 年第一季度實現的 64.53 美元的上一季度記錄高出 5.7%。包和座椅收入繼續從已經創紀錄的水平提高，我們也繼續從我們的捆綁服務產品中認識到令人印象深刻的每個細分市場的收入增長。

One more note about Q2 before we talk about guidance for Q3. We saw a year-over-3-year improvement in TRASM every month in Q2, including a peak result of 30% TRASM growth in June 2022 versus June 2019, driven by large increases in both fare and non-ticket metrics. Our strategy is to continue to drive increases in both metrics, and we are pleased to see that we are not trading between the 2 revenue buckets.

在我們討論第三季度的指導之前，關於第二季度的另一個注意事項。在第二季度，我們看到 TRASM 每個月都比 3 年有所改善，其中包括 2022 年 6 月與 2019 年 6 月相比 TRASM 增長 30% 的峰值結果，這是由於票價和非機票指標的大幅增長。我們的策略是繼續推動這兩個指標的增長，我們很高興看到我們沒有在兩個收入桶之間進行交易。

Now moving to third quarter 2022 total unit revenue guidance. The first half of the quarter has already seen flown TRASM achieve better than 20% growth versus 2019. And as we head into the back half of the third quarter, demand continues to remain strong. On an absolute basis, we are seeing what we hope to see, which is normal average fare seasonality for the off-peak period relative to peak summer results, and this is good news as it sets us up to see strong unit revenue growth results versus 2019.

現在轉到 2022 年第三季度的總單位收入指導。與 2019 年相比，本季度上半季度的 TRASM 已實現超過 20% 的增長。隨著我們進入第三季度後半段，需求繼續保持強勁。在絕對基礎上，我們看到了我們希望看到的情況，這是非高峰期相對於夏季高峰期的正常平均票價季節性，這是個好消息，因為它讓我們看到強勁的單位收入增長結果與2019 年。

Given these inputs, we estimate our third quarter revenue will range between $1.33 billion to $1.37 billion with TRASM up 18% to 21% versus third quarter 2019, and we expect to achieve these results on approximately 14% more capacity than we produced in third quarter 2019 while also growing stage by around 1.5%.

鑑於這些投入，我們估計我們第三季度的收入將在 13.3 億美元至 13.7 億美元之間，TRASM 與 2019 年第三季度相比增長 18% 至 21%，我們預計將在比我們第三季度生產的產能增加約 14% 的情況下實現這些結果2019 年同時也增長了 1.5% 左右。

Regarding the network changes Ted referenced, while we are seeing good revenue results from the network changes we've made, we are still constrained on the number of flights we can operate to the Jacksonville Air Traffic Control Center. To put this in context, Florida to the Continental U.S. accounts for about 40% of our network. If this constraint did not exist, Florida to the Continental U.S. would likely be closer to 50% of our network.

關於 Ted 提到的網絡變化，雖然我們看到我們所做的網絡變化帶來了良好的收入結果，但我們仍然受限於我們可以運營到傑克遜維爾空中交通管制中心的航班數量。將這一點放在上下文中，佛羅里達州到美國大陸約占我們網絡的 40%。如果這個限制不存在，佛羅里達州到美國大陸可能會接近我們網絡的 50%。

Additionally and importantly, to help maintain operational reliability and recoverability, we will continue to take a pragmatic approach towards capacity deployment from now through the first half of 2023. Given that, we now estimate fourth quarter capacity will increase approximately 25% versus 2019. For full year 2023, even with capacity moderated in the first half of next year, we are still targeting our previously stated range of 62 billion to 65 billion available seat miles. However, if the industry infrastructure doesn't improve enough to support a higher growth rate as the year progresses, we will likely be towards the lower end of the range for the full year.

此外，重要的是，為了幫助維持運營可靠性和可恢復性，從現在到 2023 年上半年，我們將繼續採取務實的方式進行產能部署。鑑於此，我們現在估計第四季度的產能將比 2019 年增加約 25%。到 2023 年全年，即使容量在明年上半年有所緩和，我們仍將目標定在我們之前聲明的 620 億至 650 億可用座位里程的範圍內。然而，如果行業基礎設施沒有改善到足以支持隨著時間的推移而實現更高的增長率，我們可能會在全年範圍內接近低端。

In closing, we are pleased with our second quarter revenue results. We are excited about the continued prospects of nonticket production development. Load factors and yields continue to be strong as we grow capacity and stage length, and the third quarter continues to build nicely even as we head into the off-peak period. This is a total team and company effort, and the revenue results really do speak for themselves. And now here's Scott.

最後，我們對第二季度的收入結果感到滿意。我們對非門票生產發展的持續前景感到興奮。隨著容量和階段長度的增加，載客率和產量繼續保持強勁，即使我們進入非高峰期，第三季度也繼續保持良好勢頭。這是團隊和公司的共同努力，收入結果確實不言自明。現在是斯科特。

Thanks, Matt. I'll provide a few additional details about our second quarter results and share when we are planning to get back to full utilization. Good cost management and benefits from improved reliability resulted in better-than-expected nonfuel costs for the second quarter, mitigating the majority of the impact from higher-than-expected fuel prices. On a unit cost basis, lower utilization remains a headwind. Fleet utilization for the quarter was about 15% lower than our desired levels. We built a business that is capable of producing a much higher level of capacity.

謝謝，馬特。我將提供有關我們第二季度業績的一些額外細節，並在我們計劃恢復充分利用時分享。良好的成本管理和提高可靠性帶來的好處導致第二季度的非燃料成本好於預期，從而減輕了燃料價格高於預期的大部分影響。在單位成本的基礎上，較低的利用率仍然是一個不利因素。本季度的機隊利用率比我們預期的水平低約 15%。我們建立了一個能夠產生更高水平產能的企業。

To help put this in perspective, since the start of the pandemic in the spring of 2020, we've added about 20% more aircraft, 30% more pilots and 17% more flight attendance, yet are only producing 8.5% more capacity. The industry infrastructure is still unstable, but we are not yet comfortable that it can reliably support higher levels of utilization. By industry infrastructure, I'm primarily referring to the labor challenges across various support functions of the industry, including suppliers, business partners and the ATC and TSA, an issue impacting all U.S. airlines. We are seeing progress. It's just not happening as rapidly as we had anticipated.

為了幫助理解這一點，自 2020 年春季大流行開始以來，我們增加了約 20% 的飛機、增加了 30% 的飛行員和增加了 17% 的航班出勤率，但運力僅增加了 8.5%。行業基礎設施仍然不穩定，但我們還不滿意它能夠可靠地支持更高水平的利用率。通過行業基礎設施，我主要指的是行業各種支持職能部門的勞動力挑戰，包括供應商、業務合作夥伴以及 ATC 和 TSA，這是一個影響所有美國航空公司的問題。我們正在看到進展。它只是沒有像我們預期的那樣迅速發生。

In addition, higher crew attrition is also limiting our ability to ramp up utilization as fast as we would like. We will continue to balance our desire to get back to full utilization with our commitment to run a reliable operation. From a liquidity perspective, we remain in a strong position. We ended the second quarter with $1.5 billion in liquidity, which includes unrestricted cash and cash equivalents, short-term investments and our $240 million of available capacity from our revolving credit facility.

此外，更高的船員流失率也限制了我們盡可能快地提高利用率的能力。我們將繼續平衡我們恢復充分利用的願望和我們對運行可靠運營的承諾。從流動性的角度來看，我們仍然處於強勢地位。我們在第二季度結束時擁有 15 億美元的流動性，其中包括不受限制的現金和現金等價物、短期投資以及我們循環信貸額度的 2.4 億美元可用容量。

Year-to-date through June 30, we made debt payments, including principal, interest and fees of $135 million and had capital expenditures, including net purchase deposits, of around $114 million. For the full year 2022, we estimate our capital expenditures, again, including net purchase deposits, will be approximately $270 million.

年初至今，截至 6 月 30 日，我們支付了 1.35 億美元的債務，包括本金、利息和費用，資本支出（包括淨購買存款）約為 1.14 億美元。對於 2022 年全年，我們再次估計我們的資本支出（包括淨購買存款）將約為 2.7 億美元。

Regarding the fleet, during the second quarter, we took delivery of 4 A320neo aircraft, ending the quarter with 180 aircraft. We expect to take an additional 17 aircraft throughout the remainder of the year, ending the year with 197 aircraft. Our 2022 deliveries are fully financed, and we are in the process of finalizing documents for the sale leaseback financing for our 2023 deliveries from Airbus.

在機隊方面，第二季度我們接收了 4 架 A320neo 飛機，季度末達到 180 架。我們預計在今年剩餘時間裡將增加 17 架飛機，到年底將有 197 架飛機。我們 2022 年的交付已全部融資，我們正在為空客 2023 年交付的售後回租融資敲定文件。

Looking ahead to the third quarter of 2022, we estimate our pretax margin will range between negative 1% to positive 1%. This assumes total operating expenses of $1.32 billion to $1.33 billion or a CASM ex fuel of $0.069 to $0.07 and the fuel price per gallon assumption of $3.55 and to $3.60. When our capacity constraints ease and we are back to optimal utilization levels, we anticipate a baseline run rate CASM ex fuel in the low $0.06 range. This does not take into account any new labor deals with our unionized work groups.

展望 2022 年第三季度，我們估計我們的稅前利潤率將介於負 1% 至正 1% 之間。這假設總運營費用為 13.2 億美元至 13.3 億美元，或 CASM 燃料價格為 0.069 美元至 0.07 美元，每加侖燃料價格為 3.55 美元至 3.60 美元。當我們的產能限制得到緩解並且我們回到最佳利用率水平時，我們預計 CASM 燃料的基準運行率將在 0.06 美元的低範圍內。這不考慮與我們工會工作組的任何新勞工協議。

As we begin to frame our 2023 plan, we are assuming we can achieve normalized utilization levels by midyear 2023 and net fuel price per gallon will be about $3.40. Together with a reasonably strong demand backdrop, this should produce a mid-single-digit op margin for 2023. Before I turn it back to Ted, I do want to thank the Spirit team for their incredible efforts during what has been an ever-changing environment over the past couple of years. Kudos to the entire team. With that, I'll hand it back to Ted.

當我們開始製定我們的 2023 年計劃時，我們假設我們可以在 2023 年年中之前達到正常的利用率水平，每加侖的淨燃料價格約為 3.40 美元。再加上相當強勁的需求背景，這應該會在 2023 年產生中個位數的營業利潤率。在我把它轉回 Ted 之前，我確實要感謝 Spirit 團隊在瞬息萬變的情況下所做的令人難以置信的努力近兩年的環境。向整個團隊致敬。有了這個，我會把它還給泰德。

Thanks, Scott. Last quarter, I outlined our objectives for the next year or 2. Here they are, again, along with an update. Number one, network reliability enhancements and growth. In June, we delivered very strong operational results, and we had one of our best operational July's on record, 3 new crew bases, crew services automation and optimized buffer in and out of Florida were the big wins.

謝謝，斯科特。上個季度，我概述了我們明年或 2 年的目標。在這裡，它們再次與更新一起出現。第一，網絡可靠性增強和增長。 6 月，我們交付了非常強勁的運營成果，我們取得了有記錄以來最好的 7 月運營業績之一，3 個新的船員基地、船員服務自動化和佛羅里達州進出的優化緩衝區是最大的勝利。

Network growth achievements were capped with fantastic news of the DOT's decision to grant Spirit all 16 available takeoff and landing allocations at Newark Airport, which when fully utilized, gives us up to 45 departures from the New York Metropolitan area. Two, return to peak utilization and profitability. For utilization, our expectation was to deliver this by year-end 2022. But after experiencing how the ATC has operated this summer, coupled with our new crew planning strategies, it seems more prudent to target the summer of 2023. Full restoration of profit margins will, as we indicated, return once this target is achieved.

網絡增長成就以 DOT 決定授予 Spirit 紐瓦克機場所有 16 次可用起飛和著陸分配的好消息為上限，當充分利用時，我們可以從紐約都會區起飛多達 45 次。二、重回高峰利用率和盈利能力。在利用率方面，我們的預期是在 2022 年底之前實現。但在經歷了今年夏天 ATC 的運作情況後，再加上我們新的機組人員規劃策略，將目標定在 2023 年夏天似乎更加謹慎。利潤率完全恢復正如我們所指出的，一旦實現這一目標，它將返回。

Three, record non-ticket performance. Current quarter non-ticket of $68 is another all-time record. And as we continue to refine our pricing and product mix, we expect this number will continue to climb over time; and four, widening the unit cost gap. We have maintained a wide gap to the industry, which we believe will widen over time. However, until we get back to full utilization and optimize our network, this is a work in progress.

三、記錄非票務表現。本季度 68 美元的非門票是另一個歷史記錄。隨著我們繼續優化定價和產品組合，我們預計這個數字將隨著時間的推移繼續攀升；四是擴大單位成本差距。我們與行業保持著巨大的差距，我們相信隨著時間的推移，差距會擴大。但是，在我們恢復充分利用並優化我們的網絡之前，這是一項正在進行的工作。

There is much to do throughout 2023. With the distraction and uncertainty of the past 6 months behind us now, I'm excited to see this group of talented and motivated aviation professionals show the industry what a fantastic company we have become. And with that, back to DeAnne.

整個 2023 年有很多事情要做。過去 6 個月的分心和不確定性已經過去，我很高興看到這群才華橫溢、積極進取的航空專業人士向業界展示了我們已經成為一家多麼棒的公司。有了這個，回到DeAnne。

Thank you, Ted. We are now ready to take questions from the analysts. (Operator Instructions) Erica, we are ready to begin.

謝謝你，泰德。我們現在準備接受分析師的提問。 （操作員說明）Erica，我們準備開始了。

(Operator Instructions) Your first question comes from Duane Pfennigwerth with Evercore ISI.

（操作員說明）您的第一個問題來自 Evercore ISI 的 Duane Pfennigwerth。

This is Jay Gunning on for Duane. Could you mark-to-market how caught up on pilot hiring and training you are? And then given your flight plan through the end of 2023, how many more pilots will you need?

這是杜安的傑伊甘寧。您能否按市場計算您對飛行員招聘和培訓的關注程度？然後根據您到 2023 年底的飛行計劃，您還需要多少飛行員？

This is Ted. So I think as Scott indicated, we've been actively hiring pilots and adding them to our baseline. If you look back at the pre-pandemic levels, we have about 30% more pilots today than we had at the time. However, attrition is significantly higher than it was then, too. So we're going through a little bit of that right now. We are -- we've been ramping up our school house over the past 6 months, 6 or 8 months, to the point where we're nearly doubling the size of that school house and still very successful in getting the necessary powers we need to fill each individual class and have a good backlog of resumes in place for additional pilots.

這是泰德。所以我認為正如斯科特所說，我們一直在積極招聘飛行員並將他們添加到我們的基線中。如果你回顧大流行前的水平，我們今天的飛行員比當時多 30%。然而，流失率也明顯高於當時。所以我們現在正在經歷一些。我們——在過去的 6 個月、6 或 8 個月裡，我們一直在擴建我們的校舍，以至於我們幾乎把校舍的面積擴大了一倍，並且仍然非常成功地獲得了我們需要的必要權力填補每個單獨的班級，並為其他飛行員準備大量的簡歷。

So we're on target to hit what we need from a staffing perspective. That includes pilots and flight attendants and technicians across the board as well as supporting our business partners at all the airports to make sure that we have appropriate staffing at all the airports. We're on target to get back to full utilization as we indicated in the middle part of next year.

因此，我們的目標是從人員配置的角度來滿足我們的需求。這包括全面的飛行員、空乘人員和技術人員，以及支持我們在所有機場的業務合作夥伴，以確保我們在所有機場都有適當的人員配備。正如我們在明年年中所指出的那樣，我們的目標是恢復充分利用。

Okay. That's helpful. And then just as a follow-up, do you have any estimate on how much it would cost and how long it would take to reconfigure your planes to the JetBlue configuration?

好的。這很有幫助。然後，作為後續行動，您對將您的飛機重新配置為 JetBlue 配置需要多少費用以及需要多長時間有任何估計嗎？

No, we don't. I think that's probably a better question for JetBlue.

不，我們沒有。我認為這對捷藍航空來說可能是一個更好的問題。

Your next question comes from the line of Michael Linenberg with Deutsche Bank.

您的下一個問題來自德意志銀行的 Michael Linenberg。

This is actually Shannon Doherty on for Mike. So the first one, can you guys dig a bit deeper into the efforts that you made on the cost management side in the June quarter?

這實際上是邁克的香農多爾蒂。所以第一個，你們能更深入地了解一下你們在 6 月季度在成本管理方面所做的努力嗎？

Yes. Look, this is Scott. I think the majority of the benefit comes from efficient production. Running a good airline, as we've mentioned before, has ripple effects through the P&L and then that production of ASMs on the unit cost side. And so we're continuing to build back the airline, so building the infrastructure for us to continue to hire and train pilots to make sure we have the real estate in place to run a fully utilized airline. There are going to be headwinds, but on the unit cost side, it's primarily going to be efficient production of ASMs.

是的。看，這是斯科特。我認為大部分收益來自高效生產。正如我們之前提到的，經營一家優秀的航空公司會通過損益表產生連鎖反應，然後在單位成本方面產生 ASM。因此，我們將繼續重建航空公司，為我們建立基礎設施以繼續僱用和培訓飛行員，以確保我們擁有足夠的房地產來運營一家充分利用的航空公司。會有逆風，但在單位成本方面，主要是 ASM 的高效生產。

Got it. And my second question, aside from the overall industry infrastructure issues that we're facing, what would you guys say is the biggest risk to your return to sustained and meaningful profitability? And should we expect to see this happen by summer of 2023?

知道了。我的第二個問題，除了我們面臨的整體行業基礎設施問題之外，你們認為恢復持續和有意義的盈利能力的最大風險是什麼？我們是否應該期望在 2023 年夏天看到這種情況發生？

Sure. So as we've stated in our comments, I just answered some questions. Obviously, the bigger inputs to return profitability are full utilization of the assets, and the inputs to getting there require labor and infrastructure support from our team members, our business partners as well as the various government and nongovernment entities that support the airline business. And so I would view those as the primary things that would drive one way or the other.

當然。正如我們在評論中所說，我只是回答了一些問題。顯然，回報盈利能力的更大投入是資產的充分利用，而實現這一目標的投入需要我們的團隊成員、我們的業務合作夥伴以及支持航空公司業務的各種政府和非政府實體的勞動力和基礎設施支持。因此，我將這些視為驅動一種或另一種方式的主要事物。

What I can tell you is those things that we control, which is our staffing, our hiring, our training, are on track and on target in some respects ahead. And we feel good about our ability to get there. There are some things beyond our control as well that have inputs, but we have received comfort from various support entities, business partners as well as the FAA that they are also making the necessary adjustments to get us already to have much bigger airline business as we head into 2023. So I would say those are the inputs, the puts and takes.

我可以告訴你的是我們控制的那些事情，即我們的人員配備、我們的招聘、我們的培訓，在未來的某些方面正在走上正軌和目標。我們對自己達到目標的能力感到滿意。也有一些我們無法控制的事情有投入，但我們從各種支持實體、業務合作夥伴以及 FAA 那裡得到安慰，他們也在進行必要的調整，以使我們已經擁有更大的航空公司業務進入 2023 年。所以我會說這些是投入，投入和投入。

Obviously, input costs matter a lot to this business. Fuel has moved dramatically since the beginning of the pandemic and throughout the course of the pandemic. I think Scott mentioned that we're looking at somewhere in the neighborhood of $3.40 or $3.50 a gallon next year, which is historically amongst the highest fuel prices we've ever seen in this business. So that will have an input into kind of short-term profitability, but the long-term view is still that capacity will necessarily adjust to those input costs, and we'll have the appropriate level of production to drive the margins we want to get.

顯然，投入成本對這項業務很重要。自大流行開始以來和整個大流行過程中，燃料發生了巨大變化。我認為 Scott 提到，明年我們正在尋找每加侖 3.40 美元或 3.50 美元附近的某個地方，這在歷史上是我們在這項業務中見過的最高燃料價格之一。因此，這將對短期盈利能力產生影響，但從長遠來看，產能必然會根據這些投入成本進行調整，我們將擁有適當的生產水平來推動我們想要獲得的利潤率.

So I feel like we're making the necessary changes to our network and doing the things we need to do to get ourselves back. We're not there yet. And we are collectively, I think, frustrated with the progress to date but still feeling optimistic about our targets for next year.

所以我覺得我們正在對我們的網絡進行必要的改變，並做我們需要做的事情來讓自己回來。我們還沒有。我認為，我們集體對迄今為止的進展感到沮喪，但仍然對我們明年的目標感到樂觀。

Your next question comes from the line of Scott Group with Wolfe Research.

您的下一個問題來自 Scott Group 與 Wolfe Research 的合作。

So how does the JetBlue merger and the regulatory uncertainty impact your capacity plans in terms of how much? And then also where? And then if you get to the low end of that ASM guidance for next year, that's about 27% capacity growth. What would you think CASM ex does with that much capacity growth?

那麼捷藍航空的合併和監管不確定性對您的產能計劃有何影響？然後也在哪裡？然後，如果你達到明年 ASM 指導的低端，那大約是 27% 的產能增長。您認為 CASM ex 對如此大的容量增長有何影響？

Scott, this is Ted. I'll take the first half. Scott can jump in after that. So as to what does the process, the merger process with JetBlue have an impact, the answer is none. We are active competitors today, and that will remain true until there is final approval on the deal from the regulatory authorities, which is down the road quite a bit. So we're continuing to deploy the same way we would without a deal. And our expectation is that JetBlue is doing the same. So no impact there. Scott, how would you...

斯科特，這是泰德。我要上半場。之後斯科特可以加入。至於流程，與捷藍的合併流程有什麼影響，答案是否定的。今天，我們是活躍的競爭對手，在監管機構最終批准該交易之前，這一點將一直存在，這在很大程度上是遙遙無期的。因此，我們將繼續以未達成協議的方式進行部署。我們的期望是捷藍航空也在做同樣的事情。所以那裡沒有影響。斯科特，你會怎麼...

Yes. On the capacity guide of 62 billion to 65 billion ASMs, we talked about a sort of CASM ex view in the low 6s. I think even with the low end of that guide or around 62 billion, we would still be in the low 6s range. So I think that's where we would target at this point.

是的。在 620 億到 650 億 ASM 的容量指南上，我們談到了低 6 中的一種 CASM ex view。我認為即使該指南的低端或大約 620 億，我們仍將處於低 6s 範圍內。所以我認為這就是我們目前的目標。

Okay. And then as you think about next year, I think you talked about mid-single-digit operating margins. I guess 2 questions. What are you assuming in terms of unit revenue? And then with all the capacity growth, are you comfortable or confident that you can take on all these new planes and also get the utilization back to where you want? Is it difficult to get both in the same year?

好的。然後當您考慮明年時，我認為您談到了中個位數的營業利潤率。我猜2個問題。你假設的單位收入是多少？然後隨著所有容量的增長，您是否願意或有信心乘坐所有這些新飛機並將利用率恢復到您想要的地方？同一年兩個都很難嗎？

Well, so there's a lot there. I'll give some thoughts. I'd let Matt as well to jump in on unit revenue. We are confident that with our delivery schedule that we've got the right trajectory to get ourselves back to full utilization, as I indicated before. It doesn't come without effort. And we're in the midst of that right now. We're doing quite a bit of hiring and training for crew, as we indicated with some of our numbers, and that will continue. And so there's a lot of work to do. But as I said before, I think we're confident in our ability to execute to it.

嗯，所以那裡有很多。我會給出一些想法。我也會讓馬特加入單位收入。正如我之前指出的那樣，我們相信，通過我們的交付時間表，我們已經找到了讓自己恢復充分利用的正確軌跡。它不會不費吹灰之力。而我們現在正處於其中。正如我們在一些數據中所表明的那樣，我們正在為船員進行大量招聘和培訓，而且這種情況將繼續下去。所以有很多工作要做。但正如我之前所說，我認為我們對自己的執行能力充滿信心。

I can tell you one thought before I turn it over to Matt. As it relates to unit revenue production, we're assuming that the demand environment that we see today continues. But if we had a lot more flying today, I'm not sure the unit revenue number would be anything different. In fact, it might be higher because of the way we've throttled the network and where we throttled it. So there's still a lot of ULCC Spirit opportunities in our network. We just haven't hit them. So Matt, what would you -- dig in further on that?

在我把它交給馬特之前，我可以告訴你一個想法。由於它與單位收入生產有關，我們假設我們今天看到的需求環境仍在繼續。但如果我們今天有更多的飛行，我不確定單位收入數字會有什麼不同。事實上，它可能會更高，因為我們限製網絡的方式以及我們限制它的位置。因此，我們的網絡中仍有很多 ULCC Spirit 機會。我們只是沒有打他們。那麼馬特，你會 - 進一步挖掘嗎？

Yes, that's right. And so Scott, when we think about the network and some of the network changes we've made this summer, we are expecting them to roll through the fall into -- probably into spring break next year as well. So we will have a little bit of a network sort of impact there to revenue. But the way we view that is that's opportunity coming for the future that we're not capturing today. So your question is a good one about capacity and deployment. But as Ted mentioned, right now, anyway, we feel like more capacity would have actually led to the same unit revenue, possibly even better unit revenues because we'd be flying more to where we really would like the network to be lining up right now.

是的，這是正確的。所以斯科特，當我們考慮網絡和我們今年夏天所做的一些網絡更改時，我們預計它們會在秋季進入 - 可能也會進入明年的春假。因此，我們將對收入產生一些網絡影響。但我們認為這是我們今天沒有抓住的未來機會。所以你的問題是關於容量和部署的一個很好的問題。但正如 Ted 所說，現在，無論如何，我們覺得更多的容量實際上會帶來相同的單位收入，甚至可能更好的單位收入，因為我們會飛更多的航班到我們真正希望網絡正確排列的地方現在。

One more thing to note on that, though, as we look for other places in the network to continue to grow, these are all opportunities that we knew we'd be going after here as we move into the future. So maybe a couple of being pulled forward a little bit early. Not that big a deal from our perspective, we were going to be there anyway. But the bigger thing is where we see -- where we already are strong and want to continue to grow. We're just going to continue to be smart and thoughtful about how much we grow in any given month or period in some of those stations. So just making sure that we're setting ourselves up for success and making sure we set the operation up for success. Ultimately, that will help revenue production as well.

不過，還有一點需要注意的是，當我們在網絡中尋找其他地方繼續發展時，這些都是我們知道我們將在未來發展的機會。所以也許有幾個被提前拉了一點。從我們的角度來看，這沒什麼大不了的，無論如何我們都會在那裡。但更重要的是我們看到的地方——我們已經很強大並希望繼續成長的地方。我們將繼續明智和深思熟慮地了解我們在其中一些站點的任何給定月份或期間的增長量。因此，只要確保我們為成功做好準備，並確保我們為成功做好準備。最終，這也將有助於創收。

Your next question comes from Andrew Didora with Bank of America.

您的下一個問題來自美國銀行的 Andrew Didora。

So Ted, Matt, can you speak a bit more about what you're seeing in demand as we head into the fall here? It does seem like the real pent-up demand from early in the summer is gone and the industry seems to be normalizing a bit here. Can you maybe talk a little bit more about what you're seeing? And I guess kind of a follow-up to that question. some other airlines earlier in earnings season spoke about seeing maybe some peak pricing around leisure fares. Just curious if you feel like you're seeing the same thing.

所以泰德，馬特，你能多談談我們進入秋天時你所看到的需求嗎？似乎從初夏開始真正被壓抑的需求已經消失，該行業似乎在這裡有點正常化。你能多談談你所看到的嗎？我猜想是對這個問題的跟進。其他一些航空公司在財報季早些時候談到休閒票價可能會出現一些高峰定價。只是好奇你是否覺得你看到的是同樣的東西。

Sure, Andrew. So as we move from summer to September and into October, we are seeing what we would call normal seasonality, which, as I said in my scripted remarks, we view as very good news. So for us, the question was going to be where the summer -- was the summer demand unusual to the extent that it would just fall off a cliff after we hit Labor Day and beyond. And we're not seeing that right now. So in fact, we're continuing to be pretty impressed with the volumes that are coming through. We're happy with the way that we have a revenue management plan set up, and we're continuing to see the volume flow through there.

當然，安德魯。因此，當我們從夏季到 9 月再到 10 月時，我們看到了我們所謂的正常季節性，正如我在腳本評論中所說，我們認為這是非常好的消息。所以對我們來說，問題將是夏天在哪裡——夏天的需求是否不尋常，以至於在我們到達勞動節及以後，它就會從懸崖上掉下來。我們現在沒有看到這一點。所以事實上，我們繼續對即將到來的交易量印象深刻。我們對建立收入管理計劃的方式感到滿意，並且我們將繼續看到那裡的交易量。

Now what I would say is we definitely saw a little bit of pricing movement coming out of the summer into the fall. But what's different this year compared to prior years is that we're continuing to see longer advanced purchase restrictions on fares that are published in the marketplace. So some of the levels are a little bit lower than we saw over the summer, but we're continuing to see pretty good, for lack of a better term, yield fences on the fare rules in place.

現在我要說的是，從夏季到秋季，我們肯定會看到一些價格變動。但與往年相比，今年的不同之處在於，我們繼續看到市場上公佈的票價的提前購買限制時間更長。所以有些水平比我們在夏天看到的要低一點，但我們繼續看到相當不錯的，因為缺乏更好的術語，在票價規則上產生了圍欄。

So that should be good news moving through the off-peak period and then as we head towards the peakier part of Q4 as well. So that's the way that we're seeing things right now. Obviously, that can change. But as of right now, we're pretty confident and we feel pretty good about the setup.

所以這應該是一個好消息，通過非高峰期，然後我們也進入第四季度的高峰期。這就是我們現在看待事物的方式。顯然，這可以改變。但就目前而言，我們非常有信心，我們對設置感覺很好。

Your next question comes from the line of Christopher Stathoulopoulos with Susquehanna.

您的下一個問題來自 Christopher Stathoulopoulos 和 Susquehanna。

Just want to dig into this, Matt, your comments on normal average fare seasonality. How much of your inventory for 3Q and 4Q is currently sold? And how does that compare to pre-pandemic levels?

只是想深入研究一下，馬特，你對正常平均票價季節性的評論。您目前已售出 3 季度和 4 季度的多少庫存？這與大流行前的水平相比如何？

Chris, thanks for the question. So we're not going to get into the exact details of how much is already booked versus what we expect to come. I would tell you that sort of echoing what I just said on Andrew's question is as we move out of the summer into the fall, the pricing is a little bit lower, but that would be normal as we move from the summer into the fall. And what I mean about how it's acting normal is we're still seeing and we expect to see unit revenue improvements in every month here in the quarter and moving into the fall, and it's staying at relatively consistent unit revenue growth numbers in each month.

克里斯，謝謝你的問題。因此，我們不會詳細說明已經預訂的數量與我們預期的數量。我會告訴你，我剛才對安德魯的問題所說的那種呼應是，隨著我們從夏季進入秋季，定價會稍微低一些，但隨著我們從夏季進入秋季，這將是正常的。我的意思是它表現正常的意思是我們仍然看到，我們預計本季度每個月的單位收入都會有所改善，並進入秋季，並且每個月的單位收入增長數字都保持相對一致。

So is it different by month? Yes. Are we expecting it to be a little bit different by month? Yes. The peakier periods definitely, we expect will continue to outperform even better than the off-peak periods, but the off-peak periods are continuing to book well. And I don't want anyone to over-rotate on this and think that it's stronger than it is. It's definitely seasonal. But the good news for us is that we're continuing to see our leisure routes and our leisure network continue to take volume that we would hope to see coming out of the summer into the fall. Hope that helps.

那麼每個月有什麼不同嗎？是的。我們是否期望每個月都會有所不同？是的。當然，我們預計高峰期的表現將繼續優於非高峰期，但非高峰期的預訂繼續良好。而且我不希望任何人對此進行過度旋轉並認為它比它更強大。這絕對是季節性的。但對我們來說好消息是，我們繼續看到我們的休閒路線和我們的休閒網絡繼續增加我們希望看到從夏季到秋季出現的數量。希望有幫助。

Okay. And a follow-up here, Ted or Matt, you just -- can you help us think about or at least how you view the stickiness of your non-ticket fare revenue into a cyclical slowdown?

好的。 Ted 或 Matt 的後續行動，您能否幫助我們思考或至少您如何看待非機票收入的粘性進入周期性放緩？

Sure. I'll take that one as well. So as we move cyclically through the seasons, through the year and into next year, we are very happy with what we've seen, what we continue to see book. It gives us confidence that the stickiness is there and will be there I think the question will be what ultimately happens to ticket yields will likely have more of an impact than what happens on non-ticket yields. And as we just sort of got on saying, we're pretty confident that what we're seeing on the ticket side is holding its own relatively well.

當然。我也會拿那個。因此，當我們在季節、一年和明年循環移動時，我們對我們所看到的以及我們繼續看到的書感到非常滿意。它讓我們相信粘性存在並且將會存在，我認為問題是最終會發生什麼對門票收益率的影響可能比對非門票收益率的影響更大。正如我們所說的那樣，我們非常有信心，我們在票務方面看到的情況相對較好。

So if that holds, that gives us a lot more ability to do things on the non-ticket side as well. It gives us more confidence on the nonticket side to continue to do more things and invest in how we think about the products we offer and especially the way that we offer our bundled services offerings, it continues to develop, how we think about -- depending on the destination that guests are traveling to, we may have different offerings in place now than we had in the past. And all of that is because during COVID, we continue to invest properly in what we knew was going to be opportunity coming out of COVID. And we're pleased with what we've seen, and there's definitely more opportunity to come.

因此，如果這種情況成立，那麼我們也有更多的能力在非票務方面做事。它讓我們在非票務方面更有信心繼續做更多事情並投資於我們如何看待我們提供的產品，特別是我們提供捆綁服務產品的方式，它繼續發展，我們如何思考 - 取決於在客人前往的目的地上，我們現在提供的產品可能與過去不同。所有這一切都是因為在 COVID 期間，我們繼續對我們知道的 COVID 帶來的機會進行適當的投資。我們對我們所看到的感到滿意，而且肯定會有更多的機會來。

Your next question comes from the line of Savi Syth with Raymond James.

您的下一個問題來自 Savi Syth 和 Raymond James 的台詞。

If I might just quickly return to the utilization question. I was kind of curious, it sounds like you're gaining confidence that the training capacity is going to be large enough to kind of address the current attrition levels so that you can get there. I think the other component of that -- let me know if that's correct. And the other component of that is these buffers that you've built, and you need those to kind of come off to reach that utilization.

如果我可以很快回到使用問題。我有點好奇，聽起來你越來越有信心，訓練能力將足夠大，可以解決當前的減員水平，這樣你就可以到達那裡。我認為其中的另一個組成部分 - 讓我知道這是否正確。另一個組成部分是您構建的這些緩衝區，您需要這些緩衝區來達到該利用率。

So could you talk about like what you need to see to kind of remove those buffers? And what gives you the confidence that those buffers can come off in mid-2022? Or maybe you don't need the buffers to come off? Maybe you'd get it all through training. Just kind of curious if you could address that a little bit more.

所以你能談談你需要看到什麼來刪除這些緩衝區嗎？是什麼讓你有信心這些緩衝可以在 2022 年年中消失？或者，也許您不需要緩衝區來關閉？也許你會通過訓練得到這一切。只是有點好奇，如果你能解決這個問題多一點。

Sure, Savi. The training issue, you are correct. We have adjusted -- we started adjusting it in the latter part of last year as a result of the attrition change. Attrition has kind of like stabilized at this point. It's still elevated from what we like and what we want to see, but we have adjusted to it. So absent are being some other sort of step change, one way or the other, we feel like we've made the necessary adjustments, and we have seen enough history here over the last 6 or 7 operating months, so we have at least some idea. So I feel like we've made the necessary adjustments there.

當然，薩維。培訓問題，你是對的。我們已經調整了——由於減員變化，我們在去年下半年開始調整它。在這一點上，損耗有點穩定。它仍然比我們喜歡的和我們想看到的要高，但我們已經適應了它。所以沒有出現其他類型的步驟變化，一種或另一種方式，我們覺得我們已經做出了必要的調整，並且在過去 6 或 7 個運營月中我們已經看到了足夠的歷史，所以我們至少有一些主意。所以我覺得我們已經在那裡進行了必要的調整。

As to the second half of your question, I think it's a sure point, we have put in place a lot of buffer in the system to run well because we have the time, but also to adjust to the practical realities of the operating system, the North American aerospace. So you heard us talk about Florida a lot, well -- prepandemic and into the early parts of -- and in the part of last year, we were 50%, 60% of our flying in Florida. And so it does have an impact when things aren't running well down here.

至於你問題的後半部分，我認為是肯定的一點，我們在系統中放置了很多緩衝區來運行良好，因為我們有時間，而且還要適應操作系統的實際情況，北美航天。所以你經常聽到我們談論佛羅里達，嗯——大流行前和早期——在去年的部分時間裡，我們在佛羅里達的飛行中佔了 50%、60%。因此，當這裡的事情進展不順利時，它確實會產生影響。

And being able to analyze those changes, be it buffer or block performance or the way we crew schedule, the way we base our crews, what we call the pairing mix, which means how long are our crews away from base before they come back and refresh, all of that are under -- the analysis of all of it is underway and trying to isolate as best you can, which of those things is having the greater impact and which isn't.

並且能夠分析這些變化，無論是緩衝或阻擋性能還是我們的工作人員安排方式，我們的工作人員基地方式，我們所說的配對組合，這意味著我們的工作人員在他們回來之前離開基地多長時間刷新，所有這些都在進行中——對所有這些的分析正在進行中，並試圖盡可能地隔離，其中哪些影響更大，哪些沒有。

We've already made some conclusions about that, by the way, and have some early returns on the things that we can start to, to your point, either remove the buffer or layer in more flying as a result of the change. And those experiments will start in the coming quarters, which is why we're being a little bit more prudent about the build back into next year. And so nothing is perfect ever in this business. We still have to adapt quite a bit to changing environment. But I think taking this approach is going to put Spirit in a better position for the long term and, for that reason, gives us the confidence that we can do it because we're learning as we go.

順便說一句，我們已經對此做出了一些結論，並且對我們可以開始做的事情有一些早期的回報，就你而言，要么移除緩衝區，要么由於變化而增加飛行層。這些實驗將在未來幾個季度開始，這就是為什麼我們對明年的建設更加謹慎。因此，在這項業務中，沒有什麼是完美的。我們仍然需要適應不斷變化的環境。但我認為採用這種方法將使 Spirit 長期處於更好的位置，因此，讓我們有信心做到這一點，因為我們正在邊學習邊學習。

That's helpful. And then if I might follow up on the ancillary question. Clearly, ancillary has been stronger than I think even what you envisioned pre pandemic. And just curious, I know you mentioned, Matt, that you're going to try and you invested in things and you'll be experimenting different things. Do you have a sense of how much more that you can push the ancillary fare here?

這很有幫助。然後，如果我可以跟進輔助問題。顯然，即使是你在大流行前所設想的，輔助性也比我想像的要強大。只是好奇，我知道你提到過，馬特，你會嘗試，你會投資一些東西，你會嘗試不同的東西。您是否知道您可以將這裡的輔助票價推高多少？

Savi, you're right. We definitely thought that we would get to these ancillary numbers but not just quickly coming out of COVID. So it's hard to know exactly where the top end of this is. One thing that I think is worth also mentioning is that we have started to see -- we're not -- it's not all the way where we want it to be yet, but we're starting to see the take rates push up well on our loyalty program as well as our credit card partner program, and that's moving well.

薩維，你是對的。我們絕對認為我們會得到這些輔助數字，但不僅僅是很快擺脫 COVID。所以很難確切地知道它的頂端在哪裡。我認為值得一提的一件事是，我們已經開始看到——我們還沒有——還沒有達到我們想要的水平，但我們開始看到採取率很好地推高我們的忠誠度計劃以及我們的信用卡合作夥伴計劃，進展順利。

It actually was a little slower than we would have liked to have seen, which we kind of just think COVID had a big impact on that overall for us. But the good news with this is that the trajectory has now not only caught up, but the slope of the line is steeper than where we had initially thought it would be. So we're at the place we want to be with a better trajectory moving forward.

它實際上比我們希望看到的要慢一些，我們只是認為 COVID 對我們的整體影響很大。但好消息是，現在不僅軌跡已經趕上，而且線的斜率比我們最初認為的要陡峭。因此，我們正處於我們希望以更好的軌跡向前發展的地方。

So we're pleased about that. We don't talk about it that often, but I think that's something, for example that will continue to add to our non-ticket production that really isn't there and hasn't been where we wanted it to be the last few years.

所以我們對此感到高興。我們不經常談論它，但我認為這是一些東西，例如，它將繼續添加到我們的非票務製作中，這些製作確實不存在，並且在過去幾年中也沒有達到我們想要的位置.

Your next question comes from the line of Jamie Baker with JPMorgan.

您的下一個問題來自摩根大通的 Jamie Baker。

This is James on for Jamie. I guess since the town halls and employee interaction since the JetBlue announcement, I'm just wondering what feedback has been? Has there any key topics that employees have bought up? And just any general feedback there?

這是傑米的詹姆斯。我想自從捷藍航空宣布以來市政廳和員工互動以來，我只是想知道反饋是什麼？員工是否購買了任何關鍵主題？那裡有任何一般性的反饋嗎？

Sure. So look, this is a pretty stout and resilient group that has been put through much like every airline over the past 2 years quite a bit but specifically for us a lot over the last 6 to 8 months, and they were looking for an answer. They were looking for a little bit of clarity, and we were able to deliver that. And I think now they've begun to turn their attention back to what's critical for us, which is continuing to build a really nice franchise. And they're always going to be specific...

當然。所以看，這是一個非常堅固和有彈性的團隊，在過去 2 年中，它與每家航空公司一樣經歷了相當多的考驗，但在過去的 6 到 8 個月裡對我們來說尤其如此，他們正在尋找答案。他們正在尋找一點清晰，而我們能夠做到這一點。而且我認為現在他們已經開始將注意力轉向對我們至關重要的事情，即繼續建立一個非常好的特許經營權。他們總是會很具體......

Got it. Thanks.

知道了。謝謝。

Yes, as you look forward to...

是的，正如你所期待的……

Yes, sorry. That's where I thought you were continuing. Just on the same question. The Airbus came out with the announcement, I think, 2 weeks ago that it's delaying its ramp of the A320. Just wondering, do they send you a revised schedule? Or is that really up to Airbus to just determine and you're kind of that well there? And does that impact 2023 scheduling at all if it gets delayed?

是的，對不起。那就是我以為你要繼續的地方。就在同一個問題上。我認為，空中客車公司在兩週前宣布推遲 A320 的坡道。只是想知道，他們會向您發送修改後的時間表嗎？或者這真的取決於空中客車公司來決定，而你在那裡做得很好？如果延遲，這是否會影響 2023 年的日程安排？

James, this is Scott. Yes, we're in constant communication with Airbus around delivery dates, and there have been some delays. That doesn't impact our capacity deployment at this point primarily because we're not fully optimized at this point so we can manage through some temporary delays in terms of a month or 2, not dramatic at this point. But we continue to monitor and talk to all of our vendors, including Pratt and Airbus, around the number of products that impact our ability to deploy that capacity. So we are carefully watching it, but at this point, no real impact.

詹姆斯，這是斯科特。是的，我們一直在與空中客車公司就交付日期進行溝通，但出現了一些延誤。這不會影響我們此時的容量部署，主要是因為我們此時尚未完全優化，因此我們可以通過一兩個月的一些臨時延遲進行管理，此時並不顯著。但我們將繼續監控並與我們的所有供應商（包括 Pratt 和空中客車公司）討論影響我們部署該容量的能力的產品數量。所以我們正在仔細觀察它，但在這一點上，沒有真正的影響。

At this time, there are no further questions.

此時，沒有進一步的問題。

Great. Well, thanks all for joining us today, and we'll catch you soon.

偉大的。好吧，感謝大家今天加入我們，我們很快就會趕上你們。

This concludes today's conference. You may disconnect at this time.

今天的會議到此結束。此時您可以斷開連接。