We are also exploring ways of ramping up those figures substantially. With a large number of pilots retiring over the next several years due to the FAA-mandated retire - ment age, we find ourselves with a once-in-a-generation opportunity to change the face of the flight deck. Diversi - fying our pilot pipeline not only helps ensure that we have the talent we need to support our customers, but it uplifts diverse communities by providing individuals with access to well-paying careers with clear paths for advancement. Among our initiatives, we expect our recently revitalized Cadet Academy to play an important role. (See Developing the Next Generation of Pilots on page 42 .) Building on a long-standing commitment to pay equity American has long championed pay equity, and we were proud to sign the White House Equal Pay Pledge in 2016. Since then, we have continued to refine our efforts to identify and close pay gaps based on gender, race and ethnicity. The 86% of our workforce that is covered by collective bargaining agreements has built-in pay equity as part of those agreements. Therefore, we have focused on pay equity for the remaining 14%, made up of management and support staff, who do not belong to unions. After engaging a labor and economics firm to support our pay equity analysis, American began deploying Syndio’s workplace equity platform in 2020. Through Syndio’s guidance, we fine-tuned our methodology and successfully completed pay equity reviews through 2021. Our approach begins by placing team members in one of 50 “similarly situated groups” (SSGs) across American based on the type of work they do. We then identify factors that can impact compensation within each SSG, such as an individual’s seniority, experience or pay scale. Of course, higher salaries awarded to any new or existing team members can result in unintended pay gaps. By running a pay analysis at key points throughout the year, we can identify any drift in pay equity and address it. (See box at right.) In 2021, American also became the first airline — and one of only a handful of large U.S. companies — to receive Fair Pay Workplace’s inaugural pay equity certification. This Seattle- based nonprofit is working to dismantle pay disparities based on gender, race and ethnicity to create sustained fair pay. Our certification means that American has committed to apply valid methods for identifying pay equity issues and for implementing an ongoing remedia - tion plan over time. As such, our rules and standards are available to the public. The Fair Pay Workplace certification applies specifically to our management and support staff teams. Among our certification requirements, American will undergo regular check-ins that involve a seven-point review of our remedi - ation plan. We have also pledged not to ask job candidates about their prior compensation or expectations for starting pay, which Fair Pay has identified as one of the largest sources of pay gaps. IDENTIFYING PAY GAPS The chart below shows American’s controlled pay gap for gender and race/ethnicity as of May 2022. By running a pay analysis on a regular basis, we can quickly close any gaps. People of color earned $1 for every $1 earned by white team members in similar jobs POC $1 $1 White Women earned 99� for every $1 earned by men in similar jobs Female 99� $1 Male PILOT DIVERSITY We hired 2,155 pilots in 2021 and started to meaningfully impact representation. Current Pilot Population 2021 New Pilot Hires          AMERICAN AIRLINES ESG REPORT 2021 40 \\ Indexes & Data \\ Customers \\ Climate Change \\ Safety \\ ESG Strategy CEO Message SUPPORTING OUR TEAM MEMBERS \\ Team Members