Create a report to recommend performance$-$improvement strategies that will help TransGlobal Airlines be more sustainable. Specifically, you must address the following criteria:

$1.$ Use the TransGlobal Airlines Information document to identify a strategic goal for the companys sustainability practices.

Based on your understanding and research about sustainability objectives and practices, where do you envision the company will be in $10$ years with respect to its sustainability measures?

I$2.$Identify a KPI and corresponding target measures for the sustainability goal identified.

$3.$ Recommend at least two performance improvement strategies that will help achieve the sustainability objectives of the company.

Support your recommendations with a clear cause$-$and$-$effect rationale

$.-$ Identify a strategic goal for the companys sustainability practices; determines a strategic objective the company should achieve in $10$ years

$-$identify a KPI and corresponding target measures for the identified strategic objective

$-$Recommend two performance$-$improvement strategies to meet the sustainability objectives of the parent company

$-$Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose

$-$Add Citation for attributes.

TransGlobal Airlines Information Location, Size, and Age of the Firm Name: TransGlobal Airlines Home Country: USA HQ Location: Miami, FL Size: $40,000$ employees Age: began operations in $1951$ Customer Segment and Target Market Class: global airliner with dominant U$.$S$.$ presence Market: global Destinations: $242$ destinations serving $52$ countries across six continents Market segment: first class, luxury, business class, and economy Global market share: $18\%($ranked $2$nd$,$ American is number one at $18\mathrm{.}6\%)$ U$.$S$.$ market share: $18\mathrm{.}3\%($ranked $2$nd$,$ Southwest first at $19\mathrm{.}1\%)$ Retention: $80\%$ return customers New customer growth: $27\%$ annually $($prior to COVID$)$ Passenger kilometers: $278$ billion $($American is number one at $287$ billion$)$ Major Competitors All international and domestic U$.$S$.$ airlines Company Leadership Publicly held with a board, president, VP admin, CEO, CFO, COO, VP sales, division VPs$,$ subsidiaries Current Financials Annual gross revenues: $$20\mathrm{.}683$ billion Annual net income: $$2\mathrm{.}099$ billion Adjusted earnings per share of $$3\mathrm{.}22,$ a $28\%$ increase year$-$over$-$year Delivery of $88$ new aircraft during the year Number of aircraft in fleet, end of period: $1,062$ Average age of aircraft: $13$ years Domestic revenue grew $7\mathrm{.}7\%$ in the last quarter on $1\mathrm{.}6\%$ higher passenger unit revenue $($PRASM$)$ and $6\%$ higher capacity. Domestic premium product revenue grew $11\%$ and corporate revenue grew $6\%,$ driven by strength in business and leisure demand through the holiday period. Revenue and margin improved in all domestic hubs, with revenue up $10\%$ in coastal hubs and $6\%$ in core hubs. Atlantic revenue grew $0\mathrm{.}8\%$ in the last quarter on $2\mathrm{.}4\%$ higher capacity and a $1\mathrm{.}6\%$ decline in PRASM, driven almost entirely by foreign exchange rates. Latin revenue grew $6\mathrm{.}7\%$ on a $6\mathrm{.}3\%$ increase in unit revenue and $0\mathrm{.}4\%$ higher capacity. This revenue improvement was driven by continued double$-$digit unit revenue growth in Brazil and Mexico. Pacific revenue was down $0\mathrm{.}5\%$ vs$.$ the prior year on a $4\mathrm{.}4\%$ decline in unit revenue primarily due to continued softness in China. This was a $3\mathrm{.}2$ point improvement vs$.$ the September quarter on improved trends in Japan. Strategic Plans and Goals The board of directors has recently approved a comprehensive plan identified as TransGlobal $2030.$ The plan is the result of eight months of data collection, customer focus groups, leadership retreats, and employee input. The TransGlobal $2030$ vision is to lead the industry in three critically important areas: safety, excitement, and stewardship $($SES$).$ This SES vision has been translated into a collection of guiding principles and goal statements: SES Principles o We will always treat our customers with respect. o We will value our employees and business partners. o We will innovate to provide our customers with the most forward$-$thinking and exciting travel experience. o We will build lifelong relationships with our customers. o We will protect our planet. SES Goals o Safely re$-$introduce and promote the MAX $737$ aircraft$1.$ o Expand the fleet of regional aircraft with capacities below $70.$ o Upgrade the reservation and ticketing experience, including smartphone apps and integration with apps associated with lodging, ground transportation, and attractions. o Achieve top$-10$ status in the $2030$ Worlds Best Workplaces rankings $($currently not ranked in top $100).$ o Reach net$-$zero carbon footprint by $2075.$ o Accelerate adoption of fuel$-$efficient aircraft and alternative fuels. o Expand use of carbon offset measures. o Improve our Airlines.com safety rating from $5$ stars to $7$ stars. o Build brand awareness and customer loyalty. o Address workplace inequities and build an inclusive culture. o Train every employee in the basics of FAAs SAS $($Safety Assurance System$)$ via $2-$hour webbased training. $1$ The popular $737$ aircraft has been the subject of considerable controversy and safety concerns worldwide. ASSETS $($in millions$)$ Current Assets Cash and cash equivalents: $$1,268$ Accounts receivable: $$1,256$ Fuel inventory: $$321$ Expendable parts and supplies inventories, net: $$229$ Prepaid and other expenses: $$559$ Total current assets: $$3,629$ Other Assets: Property and equipment: $$13,776$ Operating lease right$-$of$-$use assets: $$2,476$ Goodwill: $$4,304$ Identifiable intangibles: $$2,272$ Cash restricted for airport construction: $$280$ Other noncurrent assets: $$1,657$ Total other assets: $$24,765$ Total assets: $$28,394$ LIABILITIES AND STOCKHOLDERS' EQUITY Current Liabilities Current maturities of long$-$term debt: $$806$ Finance leases: $$200$ Current maturities of operating leases: $$352$ Air traffic liability: $$2,251$ Accounts payable: $$1,437$ Accrued salaries and related benefits: $$1,628$ Loyalty program deferred revenue: $$1\mathrm{.}416$ Fuel card obligation: $ $324$ Other accrued liabilities: $$474$ Total current liabilities: $$8,888$ Noncurrent Liabilities Long$-$term debt: $$3,000$ Finance leases: $$904$ Pension, postretirement Related benefits: $$3,719$ Loyalty program deferred revenue: $$1,544$ Noncurrent operating leases: $$2,329$ Deferred income taxes: $$641$ Other noncurrent liabilities: $$610$ Total noncurrent liabilities: $$12,747$ Total liabilities: $$21,635$ Stockholders' equity: $$6,759$ Total liabilities and stockholders equity: $$28,394$ Margins Operating margin: $14\mathrm{.}08\%$ Net profit margin: $10\mathrm{.}14\%$ Operating cash flow margin: $41\mathrm{.}7\%$ Debt to equity: $3\mathrm{.}20$ ROE: $31\mathrm{.}04\%$ ROA: $7\mathrm{.}39\%$ Receivables turnover: $16\mathrm{.}47\%$ Aircraft capacity: $98\%$ Current ratio: $0\mathrm{.}408$ Quick ratio: $0\mathrm{.}2839$