8-K

UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT
Pursuant to Section 13 OR 15(d) of the
Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): March 26, 2007

DELTA AIR LINES, INC.

(Exact name of registrant as specified in its charter)

Delaware	001-05424	58-0218548
(State or other jurisdiction of incorporation)	(Commission File Number)	(IRS Employer Identification No.)

P.O. Box 20706, Atlanta, Georgia 30320-6001
(Address of principal executive offices)

Registrant’s telephone number, including area code: (404) 715-2600

Registrant’s Web site address: www.delta.com

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

o Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

o Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

o Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

o Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

TABLE OF CONTENTS

EX-99.1 PRESS RELEASE

EX-99.2 PRESENTATION: FUND THE FLIGHT PLAN

EX-99.3 PRESENTATION: STRATEGIC CONTEXT

EX-99.4 PRESENTATION: EARN CUSTOMER PREFERENCE

EX-99.5 PRESENTATION: FLY RIGHT

EX-99.6 PRESENTATION: EARN CUSTOMER PREFERENCE

EX-99.7 PRESENTATION: WIN TOGETHER

ITEM 7.01 Regulation FD Disclosure.

     On March 26, 2007, Delta Air Lines, Inc. (“Delta”) issued a press release announcing that Delta will host a conference for investors on March 27, 2007 in Atlanta, Georgia. The conference will also be webcast. The press release is furnished as Exhibit 99.1 to this Form 8-K. Various presentations are planned, and the materials to be used in conjunction with the presentations are furnished as Exhibits 99.2, 99.3, 99.4, 99.5, 99.6 and 99.7 to this Form 8-K.

     In accordance with general instruction B.2 of Form 8-K, the information in this report (including exhibits) that is being furnished pursuant to Item 7.01 of Form 8-K shall not be deemed to be “filed” for the purposes of Section 18 of the Securities Exchange Act, as amended, or otherwise subject to liabilities of that section, nor shall they be deemed incorporated by reference in any filing under the Securities Act of 1933, as amended, except as expressly set forth in such filing. This report will not be deemed an admission as to the materiality of any information in the report that is required to be disclosed solely by Regulation FD.

Item 9.01 Financial Statements and Exhibits.

(d) Exhibits.

Exhibit 99.1	Press release titled “Delta Air Lines to Host Investor Day Conference in Atlanta, Georgia Via Webcast on March 27, 2007”
Exhibit 99.2	Presentation titled “Fund the Flight Plan: Delta is a Strong Financial Competitor”
Exhibit 99.3	Presentation titled “Strategic Context”
Exhibit 99.4	Presentation titled “Earn Customer Preference: Increasing Delta’s Value from the Inside Out”
Exhibit 99.5	Presentation titled “Fly Right – Achieve Industry RASM Parity”
Exhibit 99.6	Presentation titled “Earn Customer Preference: Top Tier Operational Performance”
Exhibit 99.7	Presentation titled “Win Together: Fuel the Winning Spirit of Delta”

SIGNATURES

     Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

	DELTA AIR LINES, INC.
	By:	/s/ Leslie P. Klemperer
Date: March 27, 2007		Leslie P. Klemperer, Secretary

EXHIBIT INDEX

Exhibit Number	Description
Exhibit 99.1	Press release titled “Delta Air Lines to Host Investor Day Conference in Atlanta, Georgia Via Webcast on March 27, 2007”
Exhibit 99.2	Presentation titled “Fund the Flight Plan: Delta is a Strong Financial Competitor”
Exhibit 99.3	Presentation titled “Strategic Context”
Exhibit 99.4	Presentation titled “Earn Customer Preference: Increasing Delta’s Value from the Inside Out”
Exhibit 99.5	Presentation titled “Fly Right – Achieve Industry RASM Parity”
Exhibit 99.6	Presentation titled “Earn Customer Preference: Top Tier Operational Performance”
Exhibit 99.7	Presentation titled “Win Together: Fuel the Winning Spirit of Delta”

EX-99.1

EXHIBIT 99.1

FOR IMMEDIATE DISTRIBUTION

CONTACT:	Corporate Communications
	404-715-2554
	Investor Relations
	404-715-2170

Delta Air Lines to Host Investor Day Conference in Atlanta, Georgia
Via Webcast on March 27, 2007

WHAT:	Delta Air Lines (Other OTC: DALRQ) will webcast its Investor Day Conference via the Internet on March 27, 2007 from 8:00 am to 4:45 pm EDT.
WHO:	Delta’s senior leadership
WEB ADDRESS:	The audio webcast can be accessed via the Internet at
	http://www.delta.com/about_delta/investor_relations/webcasts/index.jsp
SPECIAL NOTICE:	The webcast replay will be available until April 27, 2007 at the same site, beginning shortly after the webcast is complete. The presentation materials will be filed with the SEC on Form 8-K on March 27, 2007, and will be available on www.delta.com.

EX-99.2

Exhibit 99.2

Fund the Flight Plan: Delta is a Strong Financial Competitor Ed Bastian Chief Financial Officer March 27, 2007

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

Throughout the restructuring, Delta has delivered on its commitments Transformed business model Created financial stability Goal to achieve superior margins through best-in-class unit cost structure and continued revenue momentum Financial discipline will be key - balancing strategic growth with continuing credit improvement Cash flow from operations supports debt levels and allows reinvestment in business Delta well positioned to return as a top-tier financial, customer and operational performer Business Plan Key Messages

Delta Losses Totaled $7.5 Billion Since 2001... Net Loss1 ($M) 2001 2002 2003 2004 2005 -1027 -958 -1042 -2281 -2208 ($1,027) ($958) ($1,042) ($2,281) ($2,208) 2004 2005 2003 2002 2001 1 Excluding special and reorganization items

Funded Losses With Debt; Borrowing Capacity Exhausted 1 Includes on-balance sheet debt plus 7x last twelve months' aircraft rent. Adjusted Total Debt ($M)1 2001 2002 2003 2004 2005 11185 14562 15830 17648 18910 $11,185 $14,562 $15,830 $17,648 $18,910 2000 2001 2002 2003 2004

Pre-Bankruptcy Actions Provided $5 Billion of Financial Benefits, But It Wasn't Enough... Non-Pilots EC Other Pilots 1.8 1.1 2.1 Non-Employment Cost Reductions and Revenue Enhancements $2.1B 42% Ground and Flight Attendant Employment Cost Reductions $1.8B 36% Pilot Employment Cost Reductions $1.1B 22% Annual Run-Rate Savings Compared to 2002

Three Pillars of our Transformation Plan Closing RASM Gap Right-size domestic capacity Greater international mix Improved operations and customer service 1 Repair Balance Sheet Improved liquidity Unsecured debt, fleet and facility restructuring 2 Best-in-Class Costs Improved productivity Streamlined fleet Renegotiated contracts 3 Closing RASM gap from 86% of industry average to 93%...expect to achieve industry parity by end of 2008 Reduction of net debt from $17B to $7.6B in 2007...with continued reduction projected in future years Eliminated approximately $2B from cost structure; best-in-class unit costs Delivering on our Commitments...

Transformation progress... Closing the revenue gap Best-in-class cost structure Top-tier operational performance Award winning customer service Highly engaged workforce ....driving substantial financial improvement 2006 YOY change in pre-tax income(1) ($M) We Have Achieved Great Progress Against Our Transformation Plan 1 Excludes special and reorganization items YE 2006 324 (443) 431 231 304 (73) (1) 26 790 1,003 908 17 13 11 1,635 1,654 509 484

Quickly Regaining our Competitiveness 1 Adjusted to fuel price of $2.00/gal 2 Delta adjusted to include pilot pension termination. Second Half 2006 Operating Margin ($M) Assuming a common fuel price of $2.00/gallon and adjusting Delta's results for the now terminated pilot pension plan, Delta's financial improvement is significant DAL AMR CAL LCC NWAC UAL Operating Income $174 $469 $235 $242 $483 $322 Operating Margin 2.0% 4.2% 3.5% 4.2% 7.6% 3.3% DAL(1,2) AMR(1) CAL(1) LCC(1) NWAC(1) UAL(1) Operating Income $483 $500 $320 $322 $571 $505 Operating Margin 5.5% 4.4% 4.8% 5.6% 8.9% 5.2% Pro Forma Reported (excluding special items)

Best-in-Class Unit Cost Structure Delta's Mainline Non-Fuel Unit Costs Down 27% From Pre-Restructuring Levels Column 1 Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2003 8.99 2004 8.44 2005 7.33 2006 7.12 2007 6.6 (¢) Delta Mainline Non-Fuel Unit Cost (1) 8.99 6.60 1 Excludes fuel taxes and any profit-sharing paid for 2007.

Cost Competitiveness 1 Excluding special and non-cash reorganization items. Delta mainline non-fuel unit cost adjusted to exclude fuel taxes. US Airways, Northwest, and Continental exclude profit sharing. 2 Adjusted to Delta's average second half 2006 stage length of 1,193 miles. 3 Mainline stage length adjusted non-fuel unit cost would improve 0.22 cents if the effect of pilot plan termination was included. Second Half 2006 Mainline Stage Length Adjusted Non-Fuel unit Cost(1,2) (¢) 6.54 6.78 6.93 7.85 7.93 8.13 6.71 (3)

Key Assumptions in Business Plan 1 Excluding profit sharing. Fuel $2.06 per gallon in 2007 (including taxes) Price grows 5% per year Non - Fuel CASM Mainline down 7% in 2007 (6.60 cents)(1) Target further reductions in future years Costs Revenue Capacity Grows 2 - 4% in 2007 Domestic down 1 - 3% International up 14 - 16% Annual growth in later years of approximately 3% RASM Grows 4% in 2007 (compared to 1.5% growth for industry) Grows approximately 2% in later years

2007 Projected Pre-Tax Income Roll Forward from 2006 ($M) 2006 Pre- Tax Income Revenue Fuel Price Net Cost Reductions Profit Sharing 2007 Pre- Tax Income 2 1 1 1 Excludes Special and Reorganization Items 2 Net of capacity-related expenses of $611M (452) 107 816 593 739 (171) Roll Forward from 2006 ($M) 2006 Pre-Tax Loss(1) Revenue(2) Net Cost Reductions Fuel Price Profit Sharing 2007 Pre-Tax Income(1)

Plan Restores Financial Stability Positioned To Compete On A Standalone Basis Light Green Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Mu ted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 -6.9 2006 2.1 2007 8.9 2008 11.7 2009 11.7 2010 12.6 (%) Operating Margin (1,2) Light Green Medium Green Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow M uted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 -2.1 2006 -0.45 2007 0.8 2008 1.5 2009 1.6 2010 1.9 ($B) Pre-Tax Income (1) 1 2005 and 2006 results exclude special and reorganization items 2 Excludes projected profit sharing payments of $171M in 2007, $329M in 2008, $363M in 2009 and $457M in 2010

Healthy Operations Drive Substantially Improved EBITDAR Top-Tier EBITDAR Margin Performance Light Green Medium Green Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow M uted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 696 4.3 2006 1997 11.5 2007 2838 15.4 2008 3457 17.6 2009 3616 17.5 2010 3870 17.8 ($M) EBITDAR/EBITDAR margin (1,2) (%) EBITDAR EBITDAR margin 1 2005 and 2006 results exclude special and reorganization items. 2 Includes projected profit sharing payments of $171M in 2007, $329M in 2008, $363M in 2009 and $457M in 2010

Plan Reduces Net Debt by More Than 50% Adjusted Total Debt Adjusted Net Debt Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Mute d Yellow Muted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 6/30/05 18.61 16.94 2007 10.87 7.6 2008 10.9 6.2 ($B) Adjusted total debt(1) Adjusted net debt(2) 1 Includes on-balance sheet debt plus 7x last twelve months' aircraft rent 2 Includes on-balance sheet debt plus 7x last twelve months' aircraft rent reduced by cash, cash equivalents and short-term investments Net Debt Reduced From $17 Billion in 2005 to $7.6 Billion in 2007 Adjusted debt ($B)

Plan Allows for $6 Billion Reinvestment in the Business Strong Cash Flow From Operations Provides for Reinvestment While Strengthening Balance Sheet Column 1 Column 2 Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Gr een Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 -643 815 2006 1607 898 2007 2053 1323 2008 2766 1753 2009 2852 1449 2010 3347 2212 ($M) Cash from Operations Cash Capex and Scheduled Debt Maturities

NOLs are a Significant Asset Offset regular taxable income in full until depleted Minimal AMT payments anticipated to occur during forecast period Annual payments of approximately 2% of net income - beginning in 2008 Focus on cash earnings $7.8 Billion of Net Operating Losses (NOLs)

Fresh Start Reporting New Asset Values and Accounting Policies Impact the Income Statement Exiting Chapter 11 requires implementation of Fresh Start Reporting Balance sheet initially stated at fair value and accounting policies revisited Balance sheet valuation changes Adjust major assets (e.g., fleet) to current market values and recognize new intangible assets (e.g., goodwill) Accounting policy changes Largely line item reclassifications between revenue and expense. Examples include: fuel taxes, insourcing revenues, and frequent flyer accounting These changes are non-cash Management stock and compensation expense

The Momentum Continues First Quarter 2007 Guidance 1 Excludes fuel taxes

We Will Seek Continued Opportunities to Unlock Shareholder Value Restricted assets Industry-leading Maintenance Repair and Overhaul (MRO) business 2007 TechOps insourcing revenue expected to grow to $350 million Further monetization of assets

Plan of Reorganization Timetable for Exit Planned Emergence - April 30 Stock Relisting - Early May January February March April $2.5B Exit Financing Commitment Received April 19 Vote Tally Certification Disclosure Statement Approved File Final Supplements - - Compensation - - Certificate of Incorporation and Bylaws - - Proposed Board April 9 Plan Objection / Voting deadline Apr 25 Confirmation Hearing

Status of the Claims Pool Delta Claims Comair Claims ($B)

Delta - Positioned to Win Industry leading balance sheet Lowest net debt of any network carrier Free cash flow in excess of $1.5 billion per year Best-in-class unit costs Mainline unit costs in mid-6 cent range Revenue momentum Commitment to achieve industry revenue parity - and beyond Motivated and high-performing work force Delivering top-tier customer service and operational excellence

Appendix: Non-GAAP Reconciliations

Net Loss

Debt Note: 7x last twelve months' aircraft rent is added back as management believes the addition of these items is helpful to the investor in evaluating total obligations and commitments of the Company.

Passenger RASM as % of Industry Note: Charter revenue is excluded and length of haul is adjusted as management believes this is helpful to investors in comparing the Company's passenger revenue per ASM to the industry.

Adjusted Net Debt Note: 7x last twelve months' aircraft rent is added back as management believes the addition of these items and reduction of cash and cash equivalents is helpful to the investor in evaluating total obligations and commitments of the Company.

Pre-Tax Loss and Operating Margin Note: Certain non-recurring adjustments have been excluded as management believes the exclusion of these items is helpful to investors for comparison purposes on a year over year basis.

Operating Margin Second Half 2006 Note: Adjusting fuel to $2.00 per gallon and the addition of savings related to the pilot termination in calculating an adjusted operating income and margin is helpful to investors in evaluating the future performance of the Company.

Mainline Non-Fuel CASM Note: Fuel expense and fuel taxes are excluded as management believes the exclusion of these items is helpful to investors for comparison purposes on a year over year basis.

Mainline Non-Fuel CASM Second Half 2006 Note: Fuel expense, fuel taxes and 6 months of the savings related to the termination of the Pilot Plan is included as management believes this is helpful to the investor in evaluating the ongoing operations.

EBITDAR and EBITDAR Margin Note: EBITDAR has been presented as management believes it is helpful to investors in utilizing EBITDAR as a proxy for operating cash flow on a year over year basis.

Cash Capex and Scheduled Debt Maturities Note: Cash capex and scheduled debt maturities represent management's view of cash flows related to capital expenditures and debt maturities during the period.

EX-99.3

Exhibit 99.3

Strategic Context Jim Whitehurst Chief Operating Officer March 27, 2007

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

Context: 2005 Situation Substantial cash bleed, worst margins of the majors Substantial RASM1 discount to other network carriers (14% RASM gap costing $2.5B) "In the pack" customer performance, and middling operating performance Disenfranchised workforce with little trust in management 1 Revenue per Available Seat Mile

"Safe, Clean, and On-time" #1 in safe 2,200 deep cleaned aircraft vs. 300 in 2005 #3 in on-time for 2006 Transformation Plan - 2006 Initiatives Fund the Flight Plan Fly Right Earn Customer Preference Win Together Deliver on our financial commitments 2006 operating profit $58M, first since 2000 Unrestricted cash $2.6B Close half the RASM gap Moved RASM from 86% in 2005 to 93% of industry average in 2006 Begin to re-engage our people Top tier employee productivity Paid sick leave down 11% in 2006 Opened 41 stations in 14 countries Secure our future Build a profitable network Establish Delta as the airline of choice Reignite the winning spirit of Delta Key Objectives: Delta made significant progress in 2006 Performance:

2006 Performance 2003 2004 2005 2006 Current yr. 0.9 0.89 0.86 0.93 Passenger RASM as % of Industry 1 1 Unit revenue adjusted to industry length of haul average 2 Preliminary exchange date, AS, FL, WN have not reported DOT On-Time Ranking 2007 Key: AA = American, AS = Alaska, B6 = JetBlue, CO = Continental, DL = Delta, FL = AirTran, HP = America West, NW = Northwest, UA = United, US= US Airways, WN = Southwest Note: 2003 is based on Mainline only Source: ATA Rank 2004 2005 2006 Jan Feb 2 1 B6 HP WN WN DL 2 WN WN US DL CO 3 UA UA DL FL AA 4 US CO NW CO UA 5 NW AA AA UA US 6 CO DL FL US NW 7 FL US UA NW B6 8 AA NW CO AS 9 AS B6 AS B6 10 DL FL B6 AA

Improve baggage performance Improve Delta Connection operational performance Maintain top tier operational performance Streamline and enhance the customer experience 2007 Transformation Plan Objectives Fund the Flight Plan Fly Right Earn Customer Preference Win Together Emerge from bankruptcy Achieve 2007 financial commitments in our plan Achieve top half ranking of network carriers in pre-tax margin Build cash for long- term strength Safety first Win in New York City Continue international expansion Continue to close the RASM gap Share Delta's success with everyone Rebuild Delta pride Maintain top tier productivity Deliver and receive open, direct, honest communication Drive accountability for results Build a great place to work Secure our future Build a profitable network Establish Delta as the airline of choice Fuel the winning spirit of Delta

Appendix Non-GAAP Reconciliations

RASM Gap to Industry Average Note: Charter revenue is excluded and length of haul is adjusted as management believes this is helpful to investors in comparing the Company's passenger revenue per ASM to the industry.

EX-99.4

Exhibit 99.4

Earn Customer Preference: Increasing Delta's Value from the Inside Out Tim Mapes Vice President - Marketing March 27, 2007

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

The (Recent) Past "the uncomfortable, served the inedible by the indifferent" - 2005 Zagat survey

Overview What customers value - from our people - from our products - from our brand Improvements, investments made - in Delta people - in Delta products - to Delta's customer experience Proof it is working Focus: positioning Delta to win

Pace of modern life "insane" Robs us of time + worse, our basic humanity 57% of Gen X parents are stressed by not having enough time to spend with their spouse 82% of Gen X dads say spending lots of time with family is important in their personal life today But only 58% agree that they actually spend lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family lots of time with family What Customers Say

A Wake Up Call We're the airline that "loves to fly" so much it shows!

Restored Pride

Unifying Brand Idea CURRENT STATE "Air travel is a series of moments lost or wasted - no one seems to care or respect my time" IDEA Every moment matters DESIRED STATE "Delta gets it - they show respect to me + are actively working to enhance every moment of my travel experience" INSIGHT Time is the ultimate luxury DELTA'S ESSENCE 21ST Century Gracious

Real time information to customers via phone, email or pager Choose notification preference on delta.com Receive timely information Advance changes to flight times Last-minute flight cancellations and delays Upgrades Gate changes Courtesy reminders (eff. May 2007) Earning Preference - via Technology

Earning Preference - via Technology 1 International Kiosk: Introducing new international kiosks with passport scanning capability In Atlanta nearly 25% of international customers now use a kiosk to check-in Alternate Language Kiosk: Kiosk functionality is now available in Spanish, with French coming soon

Earning Preference - via Facility Improvements Made lobby improvements in Atlanta and JFK Added more kiosks and expanded Crown Room Clubs and upgraded existing clubs Incorporated new pod seating in gate areas giving travelers more personal space and comfort Added incremental Recharge and Relax zones New Crown Room Club in Atlanta Concourse C New Pod Seating New Check in Area and Kiosks in Atlanta

Earning Preference - via Entertainment Transcontinental and international fleet are being equipped with seat back in flight entertainment.

Earning Preference - via a Revitalized Product Offering Mango Kiss Mile High Mojito Passion Fruit Sparkler New all-leather seats and brighter cabins New stylish uniforms Refurbished aircraft interiors with all leather seats and brighter lights throughout the cabin New Richard Tyler uniforms New signature cocktails from Rande Gerber - the Mile High Mojito and Dirty Martini - made exclusively for Delta

Earning Preference - via International Product Upgrades Complimentary alcoholic drink with meal service Small amenity kit (shades/earplugs) in Economy Michelle Bernstein spices up the Business Elite menu Lie flat seats for 2008 B777 deliveries in Business Elite Mid-flight snack, additional snacks in Economy Refurbished and more comfortable Business Elite seats Enhanced Economy service by offering a complimentary cocktail with meal service, additional snacks, new menus, and amenity kits with eyeshades and ear plugs Upgraded Business Elite by offering more comfortable seats, digital seatback entertainment, and a new menu designed by celebrity chef Michelle Bernstein

Proof it is Working Customer Satisfaction scores from GAP 2Q06-3Q06 (BusinessElite) Arrows indicate statistical significance at the 90% Confidence level. Source: Global Airline Performance (GAP) Customer Survey Program

Source: J.D. Power and Associates 2006 Reservation Overall J.D. Power Ranking Cost and Fees Inflight Service Flight Crew Aircraft Condition/ Cleanliness Boarding/ Deplaning/ Baggage Low Ranking High Customer Service Excellence 2006 J.D. Power recognition

Delta - Positioned to Win Customer-contact employees demonstrating renewed vigor Product investments, enhancements becoming increasingly noticeable (domestically and internationally) Combination of committed employees and improved experience has Delta positioned to win

EX-99.5

Exhibit 99.5

Fly Right: Achieve Industry RASM Parity Glen Hauenstein Executive Vice President Network Planning & Revenue Management March 27, 2007

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

Can Delta Achieve Industry RASM Parity? Domestic capacity rationalization that leads to Industry leading RASM performance International expansion - Investing in the future Targeted growth enabled by new fleet additions The power of the Atlanta hub We have the right tools in place

....And Delta's Gap To Industry Closing Passenger RASM as % of Industry (1) (Length Of Haul Adjusted) PRASM Delta Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Mut ed Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2003 0.9 2004 0.89 2005 0.86 2006 0.93 Mainline RASM Performance (Length of Haul Adjusted % Change CY2005 vs CY2006) Source: SEC filings, ATA, Length-of-haul adjusted In 2006 Delta Led the Industry in RASM Improvement Yr/yr RASM Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple Delta 18 US Airways 14 Southwest 11 American 10 jetBlue 10 Northwest 9 Continental 8 United 7 airTran 6 1 Unit Revenue adjusted to industry length of haul average 18 Note: 2003 is based on Mainline only Source: ATA

Significant Domestic Capacity Rationalization Achieved Delta reduced domestic capacity while rest of industry(1) grew (DL -13% vs. +3%) Domestic capacity rationalization a major component of Delta's business plan 2007 domestic system down 1-3% 2007 domestic mainline down 5-7% YOY change in domestic capacity (%) Light Green Light Blue Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Mu ted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple DL -12.5 AA -2.7 US -1.2 NW 0.4 AS 2.1 UA 3.9 CO 5.3 WN 10.7 B6 11.7 FL 19.7 1 Industry defined as carriers shown on page Source: November 2005 vs. November 2006 OAG, ASMs

....While Investing in Future Profitability DL AA CO US UA NW 925 277 260 156 125 62 Source: OAG; New market and city ASMs in 3Q 06 versus 3Q 05 Delta Added Over 50% of New Industry Capacity ASM % 51% 15% 15% 9% 7% 3%

Business Timed Departures Driving Strong RASM Performance 500 600 700 800 900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 East -1.7 0.8 1.7 0.3 0.5 0.2 1.2 -1.2 1.7 -0.2 0.1 0.4 0.9 0 -0.3 -2.2 -0.6 -0.8 -0.7 Source: OAG data April 2005 versus April 2007 Off-peak departure times significantly reduced Despite Reducing Domestic Capacity By 13%, Business Demand Time Channel Departures Have Improved

Mainline Aircraft Utilization up 8% from 2005 ....While Fleet Utilization Continues to Increase Source: Spring 2007 vs. Spring 2005 Schedule Aircraft utilization up 2% over 2006 Mainline aircraft flying average of 12.4 hours per day, up from 11.5 hours in 2005 Regional aircraft flying average of 10.2 hours per day, a 4% improvement over 2006 2005 2006 2007 2005 11.5 12.1 12.4 Hours per Day Mainline Aircraft Utilization

Atlantic Latin Pacific Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 67 26 7 2009E 50 28 22 Capacity Diversification Fundamental to Delta's Plan Domestic / International Capacity Mix Less Reliance On Domestic Markets Europe Latin/ Caribbean Asia, Middle- East, Africa More Diversification Of International Capacity Domestic Int'l Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Muted Ligh t Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple 2005 77.3 22.7 2006 71 29 2007E 67 33 2008E 63 37 2009E 59 41 2010E 59 41 (%) International Domestic (%) Source: Delta internal analysis

Atlanta is the Boardwalk of Airline Hubs Source: Delta internal analysis No other US airline can connect five continents via one hub Atlanta is becoming the airport of choice and convenience for connections between Europe/Asia/Africa and Latin America Unrivalled destination breadth US/Canada 182 Europe 23 Mexico 10 Carib/USVI/PR 24 C&S America 18 Asia/Middle East 4 Africa 3 AFRICA ASIA

JFK is the Preferred Airport for Local NYC Traffic Economy Premium JFK 7176 1300 EWR 3127 561 JFK local market is over twice the size of EWR both in premium and in economy But it has less than twice the service of EWR The same relationship applies to primary spoke markets that DL/CO both serve Average Daily Seats 18,712 10,151 Source: MIDT and OAG for YE Feb 2007 DL CO % Local 57% 44% Gap +13 pts

World of Profitable Growth Available to Delta Seeking China route authority Launching Seoul in 2007 777-200LR opens new markets New reach through expanded codeshares Asia/Pacific Atlanta superior gateway New markets with Los Angeles gateway NYC to Caribbean, Central and South America Latin America First non-stop from North America to Mumbai First mover advantage to Africa Long-haul aircraft open Middle East Africa/Middle East/India Domestic widebodies funding profitable growth 757ETOPs(1) permits capacity optimization and provides unique new growth markets First mover advantage to Eastern Europe Transatlantic 1 Extended Twin-Engine Operations

Down Gauge is a Key Component of the Plan Note: Assumes other airline average seats per departure remains constant (based on aircraft orders) Approaching industry average gauge will close Domestic load factor gap Domestic gauge gap vs industry Closing Domestic Gauge Gap... will help to Close Load Factor Gap 2007 Goal East 0.22 0.06 Down gauging expected to contribute 1.2 point of closing Load Factor gap Closing Load Factor gap adds incremental RASM value of about $200M in 2010 vs. 2007 Gauge reduction achieved by: 767-400 deployment to international Introduction of 737-700 Introduction of 100 seat equipment

AA CO DL NW UA US+HP Existing 120 44 67 58 117 19 Growth 8 35 28 10 U.S. Carrier International Growth Constrained Delta is the only carrier with significant international aircraft growth in the near future US Carrier International Widebody Fleet Expansion Source: Company & Boeing Reports as of July 2006; and AirClaims database for orders Note: Excludes NW's 747Fs 1 Some of these A/C will replace old DC-10s and 747-200s Mainly in 06-07 Mainly in 09-10 Mainly in 09-10 Mainly in 09-10 (1)

Delta - Positioned to Win Leisure focused Right-sized Destination Origin Via Redeploying widebodies Creating new gauge opportunities Removed four fleet types, best-in-class costs Engaged / motivated workforce Adding more premium seats, digital entertainment, new interiors Operating profitable hubs and service to five continents Domestic oriented Complex Commoditized Over-gauged Distinctive Premium offerings Globally balanced Streamlined Delta on Right Flight Plan

Appendix Non-GAAP Reconciliations

RASM Gap to Industry Average Note: Charter revenue is excluded and length of haul is adjusted as management believes this is helpful to investors in comparing the Company's passenger revenue per ASM to the industry.

Year over Year Mainline RASM Change

EX-99.6

Exhibit 99.6

Earn Customer Preference: Top Tier Operational Performance Joe Kolshak Executive Vice President - Operations March 27, 2007

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

Operations Priorities 2006 Additional Priorities in 2007 Establish Top Tier baggage performance among our competitive set Bags Delta Connection Improve operational performance on par with Delta mainline JFK Improve facility Reduce taxi delays and airspace delays

Operations Strategy - Safe Delta has the fewest Aircraft Ground Damages in the Industry 600 500 400 300 200 100 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Number of Cases 6.00 Rate per 10,000 Departures Count Rate 2006 Industry Average/10,000 Departures - 4.5 5.00 4.00 3.00 2.00 1.00 Safety is our #1 Priority! 2006 OSHA's Voluntary Protection Program: Corporate VPP Occupational Hazards, Inc., named Delta one of America's Safest Companies of 2005 One of only 12 companies recognized and the first airline to be named since the award's inception in 2002. *Delta internal safety data and ATA shared data for industry average

Deep Cleaning International fleet - every 17-20 days Entire fleet - every 30 days Operations Strategy - Clean Cabin Condition New Interiors 81% complete as of Feb '07 Cabin Reconditioning Previously 77 day interval Now at 15 day interval Cabin Cleaning Recognition 2006 JD Power Ratings DL named "Among the Best" in aircraft interior Recognized in the September 2006 Industry Satisfaction Monitor

Atlanta and Northeast Strategy Atlanta PRM / RNAV Atlanta 5th Runway Atlanta Runway 8R end-around Operations Strategy - On Time DOT On - - Time Ranking 2007 Key: AA = American, AS = Alaska, B6 = JetBlue, CO = Continental, DL = Delta, FL = AirTran, HP = America West, NW = Northwest, UA = United, US= US Airways, WN = Southwest Rank 2004 2005 2006 Jan Feb(1) 1 B6 HP WN WN DL 2 WN WN US DL CO 3 UA UA DL FL AA 4 US CO NW CO UA 5 NW AA AA UA US 6 CO DL FL US NW 7 FL US UA NW B6 8 AA NW CO AS 9 AS B6 AS B6 10 DL FL B6 AA Focus on performance paying off for our customers 2006 performance impacted by Atlanta runway construction in Sept and Oct. Delta would have placed 2nd. Delta outperformed our largest competitor in Atlanta in 2006 1 Preliminary exchange data; AS, FL, WN have not reported

Infrastructure Upgrades Conveyors / Driver Assignments Process Improvements Standardized Loading Pier Balancing Baggage Services Office Baggage Self Service Roving Baggage Agent Bag Scanning Technology Hand-held RFID Operations Strategy - Bags DOT Bag Ranking US US 11 US DL DL 10 DL AA AA 9 AA AS NW 8 AS NW HP 7 UA HP UA 6 WN UA CO 5 FL WN AS 4 CO CO WN 3 NW B6 B6 2 B6 FL FL 1 2006 2005 2004 Rank Goal to be TOP 5 by end of 2007 $70M-$80M baggage system improvement project in ATL and JFK Key: AA = American, AS = Alaska, B6 = JetBlue, CO = Continental, DL = Delta, FL = AirTran, HP = America West, NW = Northwest, UA = United, US= US Airways, WN = Southwest

Operations Strategy - Delta Connection Align Delta Connection performance with mainline Delta Rationalize block times ASA DCI Delta Mainline YTD Block Time Reliability (BTR) 69.1% 63.0% 59.8% Drive performance improvement in D0, A14 and Completion Factor CF A14 D0 (2.4) 98.0 95.6 (9.8) 78.5 67.7 (6.3) 61.5 55.2 Gap Mainline DC

Operations Strategy - JFK Ground Congestion ATC Airspace Utilization J F K L G A LGA/JFK Sector Boundary JFK Canarsie Climb JFK Bridge Climb JFK Breezy Point Climb B A Existing Proposed Arrivals Departures Passenger Flow Curb to Counter / Counter through Security Lobby Improvements Below Wing / Aircraft Command Center Ramp Delta Connection

Operational Efficiency Monthly Block Hours per Line Pilot 44 43 44 51 55 35 40 45 50 55 60 2001 2002 2003 2004 2005 2006 59 34% improvement 7,351 6,940 6,284 5,759 $0 5,500 6,000 6,500 7,000 7,500 8,000 2003 2004 2005 2006 Headcount Pilot Headcount (FTE) Maintenance CASM 0.89 0.87 0.80 (1) 0.85 $0 0.80 0.82 0.84 0.86 0.88 0.90 2003 2004 2005 2006 (¢) 1 Highly favorable engine rates in 2005 drove low CASM Tech Ops Insourcing Revenue $161 $250 $240 $312 $350 (est) $0 $50 $100 $150 $200 $250 $300 2003 2004 2005 2006 2007 ($M)

RNAV/RNP Operations Control Center (OCC) Minutes '02 '03 '04 '05 '06 '07 (ytd) 50 46 46 42 33 33 Year over Year Avg Contingency Fuel Carried FAA Official said Delta was "clearly an industry leader" in RNAV/RNP development. ~$100 Million savings from Fuel Initiatives 1 Source: DOT F41, Company SEC filings, and internal analysis; 2006 based on 9 months actual, three months forecast, competitive data is from 2Q06 2 AirTran, Alaska, American, Continental, JetBlue, Northwest, Southwest, United, US Airways 2000 2001 2002 2003 2004 2005 2006 Gallons / 1000 ASMs 18.48 17.49 17.22 16.83 16.37 15.9 15.54 16 Delta mainline fuel consumption per ASM(1) Top 9 U.S. Competitors' 2006 Average(2)

EX-99.7

Exhibit 99.7

Mike Campbell Executive Vice President Human Resources & Labor Relations March 27, 2007 Win Together: Fuel the Winning Spirit of Delta

Safe Harbor This presentation contains various projections and other forward-looking statements which represent Delta's estimates or expectations regarding future events. All forward-looking statements involve a number of assumptions, risks and uncertainties, many of which are beyond Delta's control, that could cause the actual results to differ materially from the projected results. Factors which could cause such differences include, without limitation, business, economic, competitive, industry, regulatory, market and financial uncertainties and contingencies, as well as the "Risk Factors" discussed in Delta's Form 10-K filed with the SEC on March 2, 2007. Caution should be taken not to place undue reliance on Delta's forward-looking statements, which represent Delta's views only as of the date of this presentation, and which Delta has no current intention to update. In this presentation, we will discuss certain non-GAAP financial measures in talking about our company's performance. You can find the reconciliations of those measures to comparable GAAP measures in the appendix of this presentation. None of the statements contained herein are a solicitation of votes for or against any plan of reorganization. Any such solicitation shall only be made through a disclosure statement approved by the Bankruptcy Court pursuant to section 1125 of the Bankruptcy Code.

Provide excellent customer service Drive productivity and efficiency Are motivated and flexible Create a positive environment attractive to the best employees (retain and attract) Everyone Agrees - Engagement is Critical .... Engaged Employees: Engaged employees deliver superior performance and results

..... But Execution is the Difference "Keep Delta My Delta" unites the team Delivering on Transformation plan Shared Rewards paid in 2006. This program pays up to $100 per month/employee for achieving monthly performance goals Velvet Rope Tour brings all Delta employees through a 1-2 day session to discuss Delta's business plan, to discuss the critical role employees play in achieving corporate objectives, and to receive feedback from employees Customer Focus pays off $32M in Shared Rewards (1) "VRT" Investment spreads the word(2) Pension legislation saves non-pilot plan Winning Together Has Been Our Focus From the Start

VRT Feedback Shows Dramatic Results Overall Pre and Post Survey Results Pre Post Medium Blue Dark Blue Light Red Medium Red Dark Red Yellow Orange Brown Tan White Lt Gray Medium Gray Dark Gray Very Dark Gray Black Right Hash Mark Vertical Hash Mark Left Hash Mark Rain Pattern Bright Red Bright Yellow Bright Green Bright Light Blue Bright Dark Blue Pastel Red Pastel Yellow Pastel Green Pastel Light Blue Pastel Dark Blue Muted Red Muted Yellow Muted Green Muted Light Blue Muted Dark Blue Misc Green 1 Misc Green 2 Misc Green 3 Misc Green 4 Misc Green 5 White Black White Black Purple BrightRed BrightYellow BrightGreen BrightLightBlue BrightDarkBlue Fuchsia DarkPurple LightPurple Understand the "New Delta" 0.36 0.87 Feeling Energized 0.26 0.79 Glad We're Doing the VRT 0.27 0.79 Optimistic about Delta's Future 0.4 0.75

Winning Together Works Ranked #1 in 2006 in Overall Customer Satisfaction (network carriers)1 Ranked #2 in 2006 J.D. Power Airline Satisfaction Study Ranked #2 in on-time 2006 (network carriers) OJI claims down 7.4% YOY; short-term disability claims down 30% YOY Paid sick leave down 11% 2006 Opened 25 stations in 17 countries in 2006 Achieved $2.1B improvement in operating income in 2006 vs. 2005 Remarkable people performance despite pay and benefit cuts 2006 1 Source: Industry Satisfaction Monitor Results Tell the Story

Source: J.D. Power and Associates 2006 Reservation Overall J.D. Power Ranking Cost and Fees Score Inflight Service Flight Crew Aircraft Condition/ Cleanliness Boarding/ Deplaning/ Baggage Low Ranking High Engagement Drives Customer Service Excellence 2006 J.D. Power recognition

Engagement Drives On-Time Performance DOT On - - Time Ranking 2007 Key: AA = American, AS = Alaska, B6 = JetBlue, CO = Continental, DL = Delta, FL = AirTran, HP = America West, NW = Northwest, UA = United, US= US Airways, WN = Southwest Rank 2004 2005 2006 Jan Feb1 1 B6 HP WN WN DL 2 WN WN US DL CO 3 UA UA DL FL AA 4 US CO NW CO UA 5 NW AA AA UA US 6 CO DL FL US NW 7 FL US UA NW B6 8 AA NW CO AS 9 AS B6 AS B6 10 DL FL B6 AA 1 Preliminary exchange data, AS, FL, WN have not reported

Achieved Best in Class Labor CASM Mainline Labor CASM, FY 2006 (¢) 1 1 Excludes profit sharing for CAL, LUV, LCC, NWAC and ALK 2 Unit costs adjusted to Delta's 2006 stage length of 1,169 miles 3 Adjusted to show results assuming termination of pilot pension plan on Jan. 1, 2006 Source: OAL SEC Filings 2 2 Un-Adjusted SLA 2 1.93 2.05 2.71 2.64 2.83 2.94 2.98 3.04 3.12 3.19 3.48 1.55 1.94 2.30 2.35 2.71 2.79 2.84 2.94 3.12 3.21 3.61 2006 3 2006 2006 2006 3

Something Unique is Happening at Delta

Emergence Package Builds on Great Momentum Make employees stakeholders $350M equity stake (assuming $10B valuation) Commit to fair, competitive compensation 4% top of scale pay increase starts the process on pay Up to 7% defined contribution benefit in addition to frozen pension plan Link financial rewards to superior performance Shared rewards Profit sharing Align executive and frontline pay Stock award value drives value of frontline stake Annual Incentive Plan metrics tied directly to frontline plans Ground executive equity program in Delta culture

"Sure, it's one of the more positive things to come along," said Jerry Cooper, a customer service employee who has worked at Delta 19 years. "I think it'll definitely boost morale." Result is Positive Karl Pfauth isn't going to spend his windfall in one place. Pfauth, a 16-year Delta mechanic, plans to put the entire cash amount he gets from the airline's post-Chapter 11 worker payouts into his 401(k) retirement plan. "I'm going to hold onto the stock, too, ..... Delta seems to have weathered the storm," said Pfauth, 49, who joined the Air Force Reserves two years ago to partially offset the pay and benefit cutbacks at Delta.

Others are Struggling to Get Employees Engaged

How Do We Sustain Momentum? Winning Together culture is part of our DNA Keep commitments Open, honest communications Fairness and respect Share success with everyone Alignment of management and frontline compensation Maintain top tier labor CASM Discipline in adding headcount Invest in the tools for people to do their jobs Drive accountability for results Performance culture Execution is the Difference Build a great place to work