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CORPORATE SUSTAINABILITY REPORT 2012

Citizens of the World

CITIZENS OF THE WORLD 2012

AT A GLANCEIn recognition of its corporate social

responsibilities, Air Canada issued its fi rst

Corporate Sustainability Report in 2011;

the current report, Citizens of the World,

2012, approved by the Board of Directors

Governance Committee, provides an update.

The report is structured around four broad

areas ... safety, environment, employees and community ... which cover sustainability topics that were identifi ed using a materiality matrix developed following broad stakeholder consultations.

The report is consistent with the principles

set forth by the Global Reporting Initiative (GRI), which provides an internationally recognized standard for reporting on an organizations economic, environmental and social performance. Responsibility for the report rests with a 14-member steering committee composed of senior managers drawn from all branches of the company.

It is chaired by the Vice President of

Corporate Communications. Air Canada

declares its 2012 report compliant with the GRI G3.1 Application Level B. 1 2

CITIZENS OF THE WORLD 2012

3

Contents

SUSTAINABILITY PERFORMANCE

HIGHLIGHTS 4

INTRODUCTORY LETTER FROM

CALIN ROVINESCU 5

FINANCIAL PERFORMANCE 6

INTRODUCTION 7

SAFETY

12

ENVIRONMENT

18

EMPLOYEES

30

COMMUNITY

40

ANNEX 51

Sustainability performance highlights

Key achievements 2012 Key goals for 2013

Safety Air Canada successfully completed its

biennial IATA Operational Safety Audit (IOSA) and implemented its employee Safety Information Management System.Successful completion of the Transport

Canada Safety Management System audit.

Environment Air Canada operated two biofuel fl ights, including a "Perfect Flight", which employed the best operational and environmental practices available with a resulting

42 per cent reduction in emissions

compared with a regular fl ight on the same route.Continued support for the development of alternative, environmentally-friendly fuels.

Employees Air Canada concluded labour agreements

with its main Canadian unionized employees, launched its HR Connex intranet portal and implemented a new management talent development program under the AC Way banner.Conclude labour agreements for

Air Canada

rouge™, further roll out elements of the AC Way and complete restructuring of employee communications. Community The Air Canada Foundation was created to better manage and deliver the company"s community investment programs.Promote the Air Canada Foundation and increase its fundraising abilities through greater awareness and visibility for the

Foundation.

CITIZENS OF THE WORLD 20124

CITIZENS OF THE WORLD 2012

5

Introductory letter from

Calin Rovinescu

By the virtue of making it easier for people

and goods to get from place to place, airlines effectively make the world smaller. And there are other benefi cial forces shrinking the world too, including a growing realization that any of our actions can affect everyone so we must behave responsibly and ensure our activities are sustainable. This heightened awareness of our interconnectedness applies not only to individuals but also to corporations.

At Air Canada we have long embraced this notion

and since our founding more than 75 years ago we have strived to balance economic, environmental and social considerations in all that we do. We believe that by incorporating these elements into our decision-making we can continue to meet societys expectations and that our actions will strengthen the communities where we operate and where we all live. In order that people might more readily measure our sustainability performance, we are pleased to present Citizens of the World, Air Canadas 2012 Corporate Sustainability Report. This is our second sustainability report and it improves upon the fi rst edition in a number of ways, including the fact it is based on a materiality assessment developed from an extensive survey we undertook to identify the sustainability issues of most concern to our stakeholders. The 2012 report also offers heightened disclosure, more quantitative data and a fuller narrative description of our programs with respect to sustainability. Beyond detailing these activities, the 2012 report serves a second important function by committing Air Canada to further improvement in the area of social responsibility. It does this by evaluating how successful we were in achieving our goals from the prior year and it sets new goals for the coming year that we will duly report upon and stand accountable for. Finally, the simple act of preparing a sustainability report is also valuable in raising awareness

within our company of our social responsibilities. By involving all parts of the airline in a critical

self-assessment on a regular basis, we create an opportunity to renew our commitment to these shared goals. It is a way we can challenge ourselves and the company to do more. I am very proud of our improved sustainability in 2012 and I can tell you that we are committed to further progress. Your feedback and suggestions, both on this report and our sustainability programs generally, are welcome and can be provided through

Sincerely,

CITIZENS OF THE WORLD 20128

impact of the Canadian air transportation industry is estimated at approximately $35 billion in GDP. 1 Air Canadas own contribution is estimated at slightly more than 50 percent of all aviation activity in Canada, including that of foreign airlines operating here. Originally named Trans-Canada Air Lines when it was created by the Government of Canada in 1937 to provide passenger and cargo services for Canadians, the company was renamed Air Canada in 1965. It was fully privatized in 1989 and today its shares (AC.a; AC.b) are publicly traded on the Toronto Stock Exchange (TSX). Air Canada made signifi cant fi nancial progress toward its goal of achieving long-term, fi nancial sustainability in 2012 which, along with other signifi cant corporate developments described in this report, made it a transitional year for the company. It earned a full-year net profi t of $131 million or $0.45 per diluted share, compared to a net loss of $249 million or $0.92 per diluted share in 2011, a bottom line turnaround of $380 million. This was the fi rst year since

2007 it reported annual net income and re" ects the companys focus on four key goals:

establishing itself as an international powerhouse; transforming its cost structure; re-engaging customers; and effecting culture change among employees. Air Canada ended 2012 with cash and investments exceeding $2 billion, or 17 per cent of annual operating revenue, and reduced its adjusted net debt over the year by $295 million. Moreover, it fi nalized labour agreements with the last of its major Canadian unions, putting in place long-term contracts to enhance Air Canadas sustainability through more " exible work rules and new pension arrangements that preserve these benefi ts while helping address a pension solvency defi cit that was $3.7 billion on January 1, 2013. 2

Finally, it announced the

establishment of a wholly-owned leisure carrier, Air Canada rouge, designed to enable the company to more effectively compete in leisure markets and offer customers more choice. Air Canada is governed by a 10-member Board of Directors committed to meeting high standards of corporate governance in all aspects of the corporations affairs. The Board and management believe that a strong, effective, independent board plays a crucial role in protecting the interests of stakeholders, maximizing the value they receive from their investment in the corporation and ensuring ethical business practices.

1 Source: National Airlines Council of Canada

2 Based on actuarial valuations as of January 1, 2012, changes to Air Canada"s de? ned bene? t pension plans

for unionized and non-unionized employees (some of which remain subject to regulatory approval) would result in

a $1.1 billion reduction in the solvency de? cit of these plans. In addition, based on the agreement reached with the

Government of Canada in the ? rst half of 2013, new regulations are expected to be adopted in respect of solvency

de? cit payments under Air Canada"s de? ned bene? t plans applicable to the period between 2014 to 2020 inclusive

under which Air Canada will be required to make payments of at least $150 million annually with an average

of $200 million per year, to contribute an aggregate minimum of $1.4 billion over seven years in solvency de? cit

payments (in addition to its pension current service payments).

CITIZENS OF THE WORLD 2012

9 In order to comply with the applicable corporate governance standards and achieve best practices, Air Canada has adopted a Corporate Policy and Guidelines on Business Conduct as described in the Air Canada Code of Business Conduct. 3

Among other things, the code addresses:

compliance with laws, rules and regulations; employment policies; fair dealing with other people and organizations; and reporting suspected non-compliance. All managers are required to acknowledge that they have reviewed the companys code of employee conduct annually. In 2012, the Board extensively reviewed the corporations governance practices and concluded that it complies with or exceeds the requirements of National Instrument 58-101, Disclosure of Corporate Governance Practices. Air Canada regularly reviews its governance practices as regulatory changes come into effect and will continue to monitor these changes closely and consider amendments to its governance practices if need be.

3 A complete copy of this document can be obtained on SEDAR at www.sedar.com or on the Corporation"s

website at www.aircanada.com.

CITIZENS OF THE WORLD 201210

Highly material topics

02 Safety

15 Regulatory compliance

14 Customer experience

13 Customer engagement

11 Economic performance of

Air Canada

16 Ethical business practices

and policies

04 Labour relations and employee

engagement

07 Energy consumption and

GHG emissions

05 Employee health and wellness

Other material topics

17 Transparency and Disclosure

03 Employee training &

development

08 Fleet management

18 Sustainable governance

12 Community involvement and

Socio-economic impact

6.b Equal opportunity

9.a Waste management

9.b Water management

01 Sustainable procurement

practices

10 Noise and air emissions

6.a Diversity

02 02 15 15 14 14 13 13 11 11 12 12 07 07 08 08 09a 09a 09b 09b 10 10 01 01 17 17 18 18 04 04 05 05 03 03 06b 06b 06a 06a

IMPORTANCE TO STAKEHOLDERS

IMPORTANCE TO AIR CANADA"S BUSINESS

Results of Stakeholder Analysis

Air Canada"s materiality matrix

16 16

No disclosureSome disclosure In-depth disclosure

104.0
3.5 3.5 3.0 3.0 2.5 2.5 2.0

2.04.0

• Importance to Air Canada"s business: evaluated through internal interviews and workshops

• Importance to stakeholders: evaluated from surveys of Air Canada customers, employees and suppliers

• Level of disclosure: all Air Canada public disclosures are considered (CS report, Annual report, AIF, website, etc.)

• Topics are ranked by decreasing materiality score01

LEGEND

Safety

Governance

Customer

Economic

Employee

Environment

Supply Chain

4.0 Very important to

Air Canada

3.0 Somewhat important

to Air Canada

2.0 Neither important

nor unimportant to

Air Canada

CITIZENS OF THE WORLD 2012

11

Three questions for Priscille LeBlanc,

Vice President

Corporate

Communications,

on Air Canada"s

Corporate

Sustainability

Report.

1.

What were your goals for the 2012

Corporate Sustainability report?

With this report we want to increase awareness among Air Canadas stakeholders that we recognize the companys environmental, social and economic obligations and demonstrate our determination to fulfi ll them. With this objective, the report focuses on key sustainability issues that matter to stakeholders and to our business and explains how we are addressing them. In line with our commitment to disclosure and continuous improvement, we targeted a Global Reporting Initiative (GRI) G3.1

Application Level B

1 compliance for this second report with a goal of applying the new GRI G4 guidelines for the next report. 2.

How did you determine what

sustainability issues (i.e. material issues), were most relevant to Air Canada and its stakeholders in order to defi ne key topics to be covered in this report? Externally, we conducted surveys with customers and suppliers and, internally, we surveyed a broad employee base and consulted subject matter experts on sustainability issues as well as members of Executive Management. Through these consultations, we sought to understand our stakeholders perception of Air Canadas sustainability performance and their expectations. This approach ensures that our sustainability reporting covers the topics of greatest relevance to our stakeholders. 3.

What did you learn from your

consultation with stakeholders and how will it shape future reports? We learned that most stakeholders (internal and external) are aware of Air Canadas sustainability initiatives and that the key pillars of our 2011 corporate sustainability report remain relevant. Our stakeholders also told us that the 2012 report should provide more information on issues such as employee relations and engagement, energy consumption and greenhouse gas emissions, economic performance, customer experience and engagement, regulatory performance and ethics. We approached this report with the objective of meeting these expectations. All stakeholders expect Air Canada to improve its sustainability performance and reporting. Its a goal we share and we will work hard not to disappoint.

1 Can be found on www.aircanada.com>About Air Canada>Corporate Sustainability

Reports>2012 Corporate Sustainability Report>2012 GRI 12

SAFETY IS THE KEYSTONE

VALUE OF AIR CANADA.

IT IS THE PRIMARY

CONSIDERATION IN

DECISION-MAKING AT ALL

LEVELS OF OUR COMPANY

AND A DEEP REGARD FOR

SAFETY IS INSTILLED IN

EVERY EMPLOYEE.

CITIZENS OF THE WORLD 2012

13

SAFETY

Safety is the keystone value of Air Canada. It is the primary consideration in decision- making at all levels of our company and a deep regard for safety is instilled in every employee. Apart from being an ethical and operational imperative, safety is also vital to Air Canada"s sustainability, as reputational value is essential to the success of any airline. Safety was the highest-ranked topic in the materiality assessment upon which this report is based. The centrality of safety to our organization is evident in the primacy of place it is given within the corporate structure. Air Canada has an approved Safety Management System (SMS) in accordance with the Canadian Aviation Regulations. Air Canada"s President and Chief Executive Offi cer is the designated accountable executive for Air Canada"s SMS with Air Canada"s Senior Director, Corporate Safety, Environment and Quality, responsible for the implementation of the SMS on behalf of the chief executive. Air Canada"s corporate safety board, chaired by the chief executive, meets quarterly. Over our 75-year history, Air Canada has established itself as one of the world"s safest airlines in an industry that is empirically the safest mode of transport. In 2012, Air Canada improved on its already strong safety record as measured by key metrics - notably reduced Lost Time Injuries - the achievement of important safety milestones and the introduction of new processes. Safety is dynamic and while our commitment to safety is unwavering, the way we pursue safety has evolved over time as the understanding of human factors has grown, technology has advanced, and our ability to capture and utilize data has expanded. The ability to gather, share and act upon information is therefore an elemental aspect of safety. To this end, in 2012 Air Canada took the signifi cant step of launching its Safety Information

Management System (SIMS).

Previously, each branch had its own system for collecting, assessing and acting upon safety reports relevant to its own operations, and while branches did coordinate and work together on safety issues, the existence of separate systems added a layer of complexity. With SIMS, the multiple reporting systems were replaced by a unifi ed system that is easy for all employees to use as they can fi le electronic reports on-line through Air Canada"s employee intranet Portal. Once fi led, the reports are dealt with by integrated safety teams whose joint work is already yielding signifi cant operational improvements. The adoption of SIMS introduced new reports, capabilities, demands and processes but at the same time led Air Canada to revisit how it can coordinate activity better to address safety events, occurrences, risks and threats. It is generating more information that we can use to uncover risks, for example by enabling us to link seemingly unrelated events to identify patterns early-on and then intervene with appropriate measures. In addition, it encourages all employees

to take greater responsibility for safety and fosters a reporting culture, which is the foundation of

an effective SMS.

CITIZENS OF THE WORLD 201214

To maintain awareness of safety among our employees, Air Canada puts great emphasis on communication throughout the year. This includes regular items in corporate daily and monthly newsletters, frequent branch communications, safety-oriented contests and events and a company-wide celebration of North American Occupational Safety and Health (NAOSH) Week. Reinforcing these efforts is our Safety Pulse Survey, which invites employees to complete a short, on-line survey covering reporting, culture, learning, questioning and " exibility. More than a third of employees participated in the 2012 survey and the results will allow us to assess the state of our safety culture and set priorities for the coming year. Further reinforcing safety awareness are corporate safety road shows for employees, extensive training programs, e-learning, and testing for qualifi cations followed by regular re-qualifi cation exams. Ninety-two per cent of employees are represented in formal joint management-worker health and safety committees. There are 92 such committees that meet at least four times a year, with some meeting monthly. We also partner with industry groups in areas of common interest, for example in 2012 developing through the National Airlines Council of Canada (NACC) scientifi cally-based recommendations on pilot fatigue to improve Flight Risk Management

Systems as part of a Transport Canada review.

The company also has programs to improve health and safety infrastructure both in existing workplaces and new facilities. Through 2012 we continued the installation of Automated External Defi brillators (AEDs) in sites across the company, with 38 AEDs installed as of the end of the year. When building new facilities we fi rst undertake a complete risk assessment, as we did at our new Air Canada Operational Centre in Brampton, Ontario. Apart from excluding potential hazards such as proximity to " ight paths, other factors were also considered in the site selection. The location was chosen because it shortens the commute for 70 per cent of the people who work at the current operations centre. As well, to increase overall employee comfort, the building will have customized sit-stand workstations endorsed by ergonomists at positions staffed round- the-clock and noise abatement and sound-masking fi xtures on the sometimes hectic operational " oor. To ensure preparedness, the company conducts regular emergency response drills, both as tabletop exercises or in full scale scenarios by partnering with airports and fi rst responders. In 2012, more than 200 employees participated in an exercise held in conjunction with the Greater Toronto Airport Authority using an actual Air Canada aircraft to more realistically simulate an incident. During the year, Air Canada also completed the restructuring of its emergency response organization, which consolidated the Emergency Response Centre and its functions in its Montreal headquarters to facilitate a more rapid and effective response. Another aspect of a robust safety culture is external auditing as it provides exposure to best practices and objective, third-party evaluation. As a matter of course, Air Canada cooperates

Rates of injury

2012 2011

Injury rate for total workforce2.3492.393

Lost time rate for total workforce1.0531.957

? e injury rate in the 2011 Corporate Sustainability Report was an actual quantity. ? ese injury rates statistics are based on the total workforce which is industry standard.

? e lost time rate for 2011 is a ? oating rate based on pending and approved claims. ? e injury rate is calculated on injuries per 100 employees.

CITIZENS OF THE WORLD 2012

15

LIST OF GOALS FOR 2013

Successful completion of

Transport Canada SMS

Audit

Develop and implement

safety strategies and practices

Enhance management of

Safety Risks associated

with new initiatives and projects

12% Reduction in injuries

20% decrease in the

average duration (days lost) of injuries

Improve Safety

communication

Improve Standard

Operating Procedure

and Policy Compliance

Improve supervision and

safety leadership with its primary regulator Transport Canada and others to ensure the integrity of its SMS.

A major goal of 2013 is completing a full SMS

assessment originally scheduled for 2012 but deferred by the regulator.

Air Canada validates its systems in other

ways too. For example, in 2012 Air Canada for the fi rst time collaborated with the

Workers Compensation Board...Alberta in the

Partnerships in Injury Reduction (PIR) program,

leading to a Certifi cate of Recognition. The audit examined eight areas including leadership, hazard control, training and emergency response, and the successful completion of the audit confi rmed that we have effective workplace health, safety and disability management systems. The results will be used to develop new, system-wide strategies and tactics in future safety development initiatives.

More comprehensive is the biennial IATA

Operational Safety Audit (IOSA). Air Canada

successfully completed its fi fth such auditquotesdbs_dbs14.pdfusesText_20