organization. there are data driven. we show them exactly what is caught in these recovery from these meltdowns. that is reassignments, meaning pilots that are on a certain trend are supposed to fly a certain trip, get reassigned right away in massive numbers, we are talking 14 to 1500 percent increases. when the weather event happens. and the problem of the company had was the infrastructure i. t. problem, to be able to get those pilots to the airplanes. that has been going on since 2016. we identify that problem. earlier this month, we announced 400 and $20 million to shareholders. it s great. but the proportional amount has not been invested in the company infrastructure. i tybee island biggest one. that s what we are seeing the meltdowns that are getting
in gabe s piece talk about the need for federal action in some way, shape or form. the u.s. transportation department says it will investigate what s happening. is there accountability that you can pinpoint that would actually help change this if the company itself is not willing to do so? you know, i don t know what the federal government getting involved, and if that s their per view, certainly, they can do that, this is a very simplistic problem to fix. something that, like i said, we ve been mentioning and trying to partner with the company since 2016 when we identified these, and it is literally the reinvestment back into the company and infrastructure and better software system to be able to handle crew management or the crew scheduling part of it, and it is the addiction to reassignments, massive reassignments, when something goes haywire, whether it s weather-related or atc-related. that s what s gotten us to where we are. the pilots don t have the tools.
company, we love our passengers. but the tools just haven t there and this is absolutely an internal problem that caused this with the reassignments that you get, where you get pilots and flight attendants out on duty that have never that haven t touched an airplane. the columbus day meltdown was a prime example last year. 33% of our pilots that were on duty never touched an airplane because they were reassigned or stuck in a hotel. and in 2023, those pilots, i listened to some of your passengers, the external customers, as we call them, being on hold for six hours, i can tell you that our pilots are on hold with the crew desk for four to six hours right now and they can t and like many said, the company doesn t know where these pilots are. they are all over the country, some are driving in rental cars back to their homes and some are just stuck in hotels. i admittedly can t really get my head around that as a corporate infrastructure, but you heard some of the passengers
whether it s air traffic control in florida or weather, but if you look at our competitors, i ll take you united airlines for example, how they recovered right here in denver from this, number one, they didn t have the cancellations we did. and then the recovery was extremely expedited. we re still recovering from that and canceling flights. right now, north of 15,000 flights have been canceled. it is absolutely an i.t. in infrastructure issue and what we call reassignments. the software they use for that scheduling that reassigns pilots and flight attendants and the execution of getting those pilots and flight attendants to those airplanes is where this software and the company fails all the time. yeah, i mean, fails all the time, one of your colleagues at the union told cnn earlier today, quote, we re tired of apologizing for southwest. why is the company making the decision not to make these investments that you ve asked them to make? phil, i think i can say for myself, it s a
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