Alaska Airlines And Horizon Air Employee Gift Matching Programs

Posted on

About Alaska Airlines Alaska Airlines and its regional partners fly 44 million guests a year to more than 115 destinations with an average of 1,200 daily flights across the United States and to.

  1. Alaska Airlines And Horizon Air Employee Gift Matching Programs
Over the past couple years Alaska Airlines has shifted in brand strategy and leadership has completely lost touch with employees. It's sad to see that a beloved brand treats its long term and valued employees as replaceable. It's a great brand to love, but a horrible brand to work for now (wasn't always the case).
In marketing, you are expected to have no work/life balance. You are expected to work long hours, to be available at all times of day and you have no actual 'time off' you are still expected to work. There are limited staff in marketing compared to other airlines and recently the bulk of marketing was laid off last winter, including ones that had a long tenure and wealth of knowledge at the company. Anyone who reaches a certain age will be asked to leave or early retirement in marketing. You will be replaced with someone who is younger with no experience. This is common practice in marketing and has been going on for years.
The leadership at Alaska is a joke. They are toxic and micro-manage every detail. Whatever their whim or desire is, they will change company directive based on it without any valid data. They have no problem spending hundreds of thousands of dollars with someone they are friends with or using company resources to purchase items for their family's gathering or friends party. They paid almost a million dollars in hiring a women's niche print magazine that then laid off it's staff months later. Wonder where that money went?
If Brad Tilden has a meeting with another airline or CEO, all of a sudden what that brand is doing will be what Alaska
more.. should do. Alaska is not a leader, it's a follower and the CEO has no idea how to drive the brand forward - he's not a visionary. He completely disregards data to determine what marketing strategies should be, even if the data is showing him that he's wrong. He makes decisions on a whim by personal opinion and is okay running an airline like that.
A great example of lack of respect for employees is the parental leave policy. Alaska offers 2 weeks parental leave - that is so outdated and completely disrespectful to female employees. At company meetings when employees mention the outdated policy, leadership completely disregards the opinion and HR completely ignores it. They will not take a look at re-examining the policy in order to compete with businesses who offer more. When a co-worker accepted another job, they asked if it was cause she was pregnant and laughed. The company is run by men who believe it's 1950.
Alaska is not a forward thinking brand. Leadership copies other airlines, they are outdated in technology and thinking. They need a leader who will actually improve the airline. They will spend millions on ad campaigns that won't even run because one person dislikes it. It's sad to see the brand change from a beloved company into a toxic environment.
I would not recommend anyone work in marketing until there is a leadership change.
less

Exhibit 10.7

This isn't a perfect book, but it's made me think. It's clear that Wheelan's coming from a center-right perspective, while to the extent I think reform's possible, I'm coming from the center-left. As he says, these won't please everybody, but they would take secondary issues out of the center of our political debate and force/allow us to deal with issues such as how to incorporate long-term costs (for policies such as security and environmental protection) into the market system. (I have my days when I'm simply off the chart of available political options in the US; that part of me is irrelevant to Wheelan's concerns.) He offers a couple of case studies of how the centrist party would deal with contentious issues: abortion and gun control. In both cases, he argues that it's possible to come up with a rational set of policies which reflect individual freedom--abortion would be legal, guns would be legal--while encouraging public policies which reduce the number of abortions (increased access to contraceptives, eliminating economic incentives for having children one can't support) and demanding responsibility from gun owners (registration and ownership tracking). Introduction to public policy wheelan pdf free.

ALASKA AIR GROUP PERFORMANCE BASED PAY PLAN

(formerly, the “Management Incentive Plan” or“MIP”)

(Amended and Restated November 30, 2007)

The Board of Directors (the “Board”) of Alaska Air Group, Inc. (the “Company”) has adopted a plan to reward employees of Alaska Airlines, Inc. (“Alaska”) and Horizon Air Industries, Inc.(“Horizon”). The plan, formerly known as the Management Incentive Plan, has been renamed as the Performance Based Pay Plan (“Plan”). This memorandum is provided to explain the key elements of how the Plan will operate. ThePerformance Based Pay award (“Award”) of each eligible Participant will depend upon the degree to which the Company achieves the performance goals and award modifier set by the Compensation Committee of the Board for each calendar year (a“Plan Year”) and the discretion of the Compensation Committee of the Board and Chief Executive Officer explained below. This Plan is effective beginning with the 2003 Plan Year and each year thereafter until amended, restated orterminated, pursuant to paragraph 8.

1.ELIGIBILITY

Eligibility to participate in the Planduring a Plan Year is limited to officers and other employees of Alaska and Horizon who (a) are designated by the Compensation Committee, and (b) are full-time employees of Alaska or Horizon as of December 31 of the Plan Year, or(c) were full-time employees during the Plan Year and do not meet the requirement of (b) because their employment ended due to retirement at age 52 or older, disability or death (each a “Participant,” or collectively“Participants”). Individuals may become Participants during the Plan Year if they are newly hired or promoted during the year and meet the requirements of the preceding sentence. Participants who are on temporary medical leave, militaryleave, or otherwise not working either full-time or part-time for Alaska or Horizon for reasons approved by the Board, but who remain employed, also retain eligibility as Participants. Participation in the Plan does not guarantee that any Award willbe paid if applicable performance goals specified for the Plan Year are not achieved for the year. Unless otherwise provided for in a separate Award agreement, an individual whose employment with Alaska or Horizon ends for any reason not describedin (c) above, such as resignation or termination, forfeits eligibility upon such end of employment.

2.BASIS FOR PARTICIPATION

A Participant’s Basisfor a Plan Year is used to determine the dollar amount or initial target value of the Participant’s Award for that year. The “Basis” is the actual Basic Salary of the Participant earned during the Plan Year multiplied by thepercentage selected for that Participant by the Board. “Basic Salary” means the compensation earned by the Participant for services performed for Alaska or Horizon, including amounts that the Participant could have receivedin cash had the Participant not elected to contribute the amount to an employee benefit plan maintained by Alaska, Horizon or the Company and any other voluntary payment the Participant makes which reduces his/her compensation (such as theParticipant’s voluntary contribution to an Internal Revenue Code (“Code”) Section 401(k) Plan, Code Section 125 medical account, dependent day care spending account, or charitable gift), but excludingcommissions, all awards (including any Award under this Plan), and all other forms of incentive or other supplemental pay, employee benefits paid by the employer (such as employer contributions to a Code Section 401(k) Plan), cash and non-cashfringe benefits and perquisites (such as auto allowance and travel

reimbursement). Awards may be paid in cash or by act of the Compensation Committee of the Board, the Company’s Common Stock. Alternatively, Awards may,by act of the Compensation Committee of the Board, be denominated in shares of the Company’s Common Stock that are subject to conditions and restrictions established by the Compensation Committee and based on the achievement of performancegoals as provided for in a Performance Share Award Agreement (such shares of Common Stock are referred to as “Performance Shares”).

3.CALCULATION OF THE AWARD

The size of the Awardearned for a Plan Year will depend upon the extent to which the performance goals and award modifier of the Company have been achieved during that Plan Year and the discretion of the Compensation Committee of the Board. Separate performanceweighting has been established for each performance goal. The Award will equal either (i) in the case of cash-based Awards, the dollar amount achieved by multiplying the Participant’s Basis by the sum of the weighted percentage achievementfactors, or (ii) in the case of Common Stock Based Awards, the number of shares which is equal to the cash award under the preceding clause (i) divided by the closing price of the Company’s Stock on the NYSE on the date of such Award,or (iii) in the case of Awards denominated in Performance Shares, the actual number of shares of Common Stock earned by the Participant will be determined based on the achievement of performance goals as described in the applicable PerformanceShare Award Agreement, in each case, as such amounts may be adjusted in the Compensation Committee’s discretion pursuant to paragraph 6 or pursuant to the terms of an applicable Performance Share Award Agreement. All calculations will beperformed by the Human Resources Department of Alaska and will be subject to approval solely by the Board. Once approved by the Compensation Committee of the Board, such calculations shall be conclusively presumed to be accurate.

4.PERFORMANCE WEIGHTING

In order to achieve anyAward for a particular performance goal, a “Threshold” must be achieved. A full entitlement is achieved when the “Target” is reached, and a double entitlement is possible if the “Maximum” is achieved. This weightingapplies to each goal individually. Once the Threshold is achieved, the percentage of the difference between the Threshold and Target achieved is multiplied by the weighting factor as specified in the attachment for the applicable Plan Year. If theTarget is exceeded, the percentage of the difference between the Target and the Maximum achieved is multiplied by the weighting factor as specified in the attachment for the applicable Plan Year. Since the difference between the Threshold and Targetis, in most cases, arithmetically different from the difference between the Target and the Maximum, calculations will be performed utilizing either the Threshold-Target range, or Target-Maximum range, as applicable, to locate the percentage of theTarget, or the percentage of the Maximum, as applicable, that has been achieved. Additional performance weighting criteria and the methodology for determining the number of shares issued to a Participant pursuant to an Award of Performance Sharesmay be set forth or described in an applicable Performance Share Award Agreement.

5.PERFORMANCE GOALS AND APPLICABLE PERFORMANCE WEIGHTING FACTORS

The Compensation Committee of the Board will establish the performance goals and award modifier for each Plan Year during the life of this Plan, and will provide an annex to this Plan that outlines goals, awardmodifiers and the weighting factors.

2 of 8

6.DISCRETIONARY FACTOR

In the case of a Participantdescribed in paragraph 1(c) who retired due to age, terminated employment due to disability, or died during the year, or a Participant who took a leave of absence or worked a reduced schedule during any portion of the year, the CompensationCommittee of the Board retains absolute discretionary authority to adjust the Award to such Participant based upon the Compensation Committee’s determination of such Participant’s contribution to the Company.

7.TIMING OF AWARDS

After approval of the AuditCommittee of the Board, it is the intent of the Board to distribute the Award, or actual shares of the Company’s Common Stock for Awards denominated in Performance Shares, for a Plan Year no later than March 15 of the following year foreach Plan Year that Participants have become entitled to an Award. The terms and conditions of an Award denominated in Performance Shares will be set forth in a Performance Share Award Agreement with a Participant. A deceased Participant’sAward will be paid, or shares of the Company’s Common Stock underlying an Award denominated in Performance Shares will be distributed, to the beneficiary designated by the Participant for purposes of the Company’s group term life insuranceplan covering the deceased Participant, and in the absence of any designation, will be paid or distributed to the Participant’s estate.

8.AMENDMENT

The Board, acting through theCompensation Committee, retains the right to modify the Plan at any time in any manner that it deems appropriate, provided that (a) no amendment that adversely affects the rights of Participants or their beneficiaries shall be effective for aPlan Year that ended prior to the Plan Year in which the amendment was adopted, and (b) it will not terminate the Plan for any Plan Year during that Plan Year unless it is clear that Participants will not receive an Award for that Plan Year. Itis understood that the Compensation Committee of the Board will review the Plan yearly and may make changes to the Plan for the next Plan Year.

9.MISCELLANEOUS
a.This memorandum, including its attachments, constitutes the entire understanding relating to an Award to any employee of Alaska or Horizon, and supersedes all prior oral or writtenagreements, representations or commitments relating to such Awards.
b.This Plan is not a commitment of the Company, Alaska or Horizon, to any officer or employee of such company, to continue that individual in its employ in order to qualify for anAward. Nothing contained in this Plan may be considered to be a promise of continued employment. Any employee who shall file suit against his or her employer for wrongful termination shall automatically cease to be a Participant.
c.In the event that a Participant has a written employment agreement with Alaska or Horizon which entitles such Participant to participate in the Management Incentive Plan, this Planis intended, for the purpose of such agreements, to be considered to be the same plan and may continue to be referred to as the MIP.
d.This memorandum and the rights and obligations provided for herein shall be construed and interpreted in accordance with the law of the state of Washington, excluding its conflictsof law rules.

Alaska Airlines And Horizon Air Employee Gift Matching Programs

3 of 8

e.No unpaid Award will be subject to the debts, liabilities, contracts or engagements of any Participant, and may not be alienated, pledged, garnished or sold, and any attempt to doso shall be void.
f.Awards of Common Stock, Performance Shares, and the issuance of shares of the Company’s Common Stock underlying Awards of Performance Shares, are deemed to be made pursuant tothe Company’s 2004 Long-Term Incentive Plan, or any such successor plan.
Dated November 30, 2007Alaska Air Group, Inc.

/s/ Phyllis J. Campbell

Phyllis J. Campbell

Chair, CompensationCommittee

Alaska Air Group, Inc. Board of Directors

4 of 8

ANNEX 1

PERFORMANCE BASED PAY PLAN GOALS AND MEASURES FOR 2008

This Annex sets forth the goals for the Alaska Air GroupPerformance Based Pay Plan for the 2008 Plan year.

The performance goals for 2008 are divided into two groups: Operational Performance and FinancialPerformance. The Operational Performance goals, which are based on safety, employee engagement and cost per available seat mile (CASM) measures, represent 30% of the total weight. The Financial Performance goal is based on the Company’sprofitability and represents 70% of the total weight.

a.Operational Performance. Operational Performance is equally divided into three categories:
1.Safety (10%)

A Safety payout requires the attainment ofstated goals for lost time injury rates. No award for Safety will be earned if there is an employee on-the-job or operationally related passenger fatality.

The basis for achievement of this goal is improvement over the preceding year’s performance. The performance goals for 2008 for Alaska and Horizon are reflected below:

For Alaska:

Threshold _____ or fewer lost time injuries per _____ full time employees

Target _____ or fewer lost time injuries per _____ full time employees

Maximum _____ or fewer lost time injuries per _____ full time employees For Horizon:

Threshold _____ or fewer lost time injuries per _____ full time employees

Target _____ or fewer lost time injuries per _____ full time employees

Maximum _____ or fewer lost time injuries per _____ full time employees Alaska Airlines And Horizon Air Employee Gift Matching Programs
2.Employee Engagement/Customer Satisfaction (10%)

EmployeeEngagement/Customer Satisfaction will be measured by the number of times each airline meets or exceeds the monthly Operational Performance Rewards (OPR) Customer Satisfaction goal. The OPR goal is measured through online surveys of recent customersand is based % on employee attitude, courtesy & helpfulness, % on satisfaction on the most recent flight, and% on satisfaction over the past months.

5 of 8

For Alaska:

Threshold Total of _____ monthswith OPR score of __% or higher

Target Total of _____ months with OPR score of __% or higher

Maximum Total of _____ months with OPR score of __% or higher

For Horizon:

Threshold Total of _____ months with OPR score of __% or higher

Target Total of _____ months with OPR score of __% or higher

Maximum Total of _____ months with OPR score of __6% or higher

3.CASM (cost per available seat mile) ex. fuel (10%).

CASMcalculations exclude fuel costs and may be adjusted for certain Excluded Items and Alternative Accounting Treatments (as defined below), as appropriate in the discretion of the Compensation Committee.

Alaska CASM ex. fuel:

Threshold _____¢

Target _____¢

Maximum _____¢

Horizon CASM ex. fuel:

Threshold _____¢ Target _____¢ Maximum _____¢
b.Financial Performance. (70% of the total). Financial Performance is measured by the Company’s Profitability.
Alaska Air Group Profitability (70% of the total).

The Profitability measure is the Adjusted Pre-Tax Profit of the Company, as defined below.

Threshold $ _____

Target $ _____

Maximum $ _____

“Adjusted Pretax Profit”means the net income of Alaska Air Group, Inc. as computed under Generally Accepted Accounting Principles (GAAP), adjusted for Excluded Items and Alternative Accounting Treatments. “Excluded Items” means (a) income taxes,(b) pretax expense under any Alaska Air Group (or subsidiary) profit sharing, performance-based pay, operational performance rewards, variable pay plan, or similar such programs as determined in the discretion of the Compensation Committee, and(c) special income or expense

6 of 8

items that, in the discretion of the Compensation Committee, should be excluded because recognizing them would not appropriately serve the goals of the Plan.These may include, without limitation, gain or loss on disposition of capital assets, impairments or other fleet exit costs, expenses from voluntary or involuntary severance programs, government refunds or assistance and cumulative effect ofaccounting changes. “Alternative Accounting Treatments” means expense or income items that, for purposes of calculating Adjusted Pretax Profit, the Company (or any subsidiary) will account for based on non-GAAP methods because, inthe discretion of the Compensation Committee, using GAAP accounting methods would not appropriately serve the goals of the Plan. These may include, without limitation, fuel hedge accounting on an “as settled” basis.

c.Modifier. The Performance-Based Pay modifier results in plus or minus percentage points basedon the performance of the key metrics as detailed below.

For Alaska,

The application of the modifier is based on the number of the months that Alaska achieves its on-time performance goals under the OPR program. Themodifier will be applied as follows:
Number of Months Alaska Hits On-Time Goal

PBP
Modifier

Performance-Based Pay shall be determined and then the modifier shall be applied. If, forexample, Alaska Airlines achieved months of on-time performance at goal under the OPR program and Performance-Based Pay without the modifier resulted in a payout of%, then application of the modifier would result in a payout of %.

7 of 8

For Horizon:

The application of the modifier is based on the Horizon Air pre-tax profit margin.

QX Profit Margin*

PBP
Modifier
*If Horizon Air final pre-tax profit margin is between percentage points, modifier will be adjusted based on movement through the scale, for example:
QX Profit Margin

PBP
Modifier

8 of 8