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Air China Limited announced the publication of its fourteenth annual Corporate Social Responsibility Report. The report covers the company's performance from January 1 to December 31, 2021, and was reviewed and approved by its Board of Directors on March 30, 2022. For 2021, Air China recorded 1.59 million safe flight hours, carried 69.045 million passengers and 1.187 million tonnes of cargo and mail, and operated 746 registered aircraft.
| Date | 30 May 2022 |
| Time | 07:00:05 |
| Category | Miscellaneous |
| ID | 1736N |
Air China Limited
2021
Corporate Social Responsibility
Report
This report reflected the performance Air China made in 2021.Following the guidance of the Central Committee of the CPC, and the requirement for social responsibility given by the SASAC of the State Council, Air China leveraged its strengths in core airline operations, and made accomplishments in key areas of implementing national strategies, practicing the new development philosophy, building ecological civilization, guaranteeing safe operation and caring about employee's growth, by strengthening its efforts in the management and information disclosure regarding social responsibility. We hope you can feel our passion through this report, and continue to support our reform and development.
Reporting Period
This report covers the period from 1 January to 31 December in 2021. To enhance its comparability and completeness, the report also covers part of the work results of 2022.
Scope of the Report
This report is primarily about Air China Limited, but also involves its branches, operating units, supporting units, and main subsidiaries such as Aircraft Maintenance and Engineering Corporation (Ameco) and Shenzhen Airlines Company Limited (Shenzhen Airlines).
Basis of Preparation
This report is prepared in accordance with relevant requirements, including the Guidelines for National Enterprises on Fulfilling Corporate Social Responsibility released by the SASAC of the State Council, the Notice on Strengthening the Fulfilment of Corporate Social Responsibility for Listed Companies released by the Shanghai Stock Exchange, the Guidelines on Disclosure of Environment Information for Listed Companies released by the Shanghai Stock Exchange, and the Environmental, Social and Governance Reporting Guide of the Stock Exchange of Hong Kong Limited (HK-ESG),with reference to the standards and requirements such as Global Reporting Initiative Sustainability Reporting Standards (GRI Standards) of the Global Sustainability Standards Board (GSSB), GB/T36001 Guidance on Social Responsibility Reporting and additional guidelines for the aviation service industry.
Publishing of the Report
This is the fourteenth annual CSR report published by Air China Limited.
Sources of Data
All the financial data referred in this report, applying China Accounting Standards for Business Enterprises, are extracted from the audited annual reports of Air China Limited, while the other data comes from official internal documents and relevant statistics of Air China Limited.
Abbreviations
In this report, "we", "the Company" or "Air China" refers to Air China Limited and its controlled subsidiaries, while "CNAHC" refers to China National Aviation Holding Corporation Limited.
Accessibility of the Report
This report is prepared in both Chinese and English, and should there be any discrepancy in meaning
between the two versions, the Chinese version shall prevail. Electronic copies of this report in both Chinese and English are also available for downloading from the Company's website. If you wish to acquire a printed version or raise suggestions and/or comments on this report, please contact us at:
Website: www.airchina.com.cn
Address: No. 30, Tianzhu Road, Airport Industrial Zone, Shunyi District, Beijing, China
Contact unit: Office of the Board
Tel: 86-10-61462152
Email: [email protected]
CONTENTS
About This Report................................................................................................................................. 2
Chairman's Statement........................................................................................................................... 6
ESG Statement from Board of Directors............................................................................................. 10
Company Profile................................................................................................................................. 11
Feature: Proceeding with Confidence to Win the Battle against the Pandemic..................................... 16
Feature: Sparing no Efforts to Guarantee the Beijing Winter Olympics............................................... 21
Enhancing Governance Towards a New Stage................................................................................. 25
Sustainability Management.............................................................................................................. 25
Corporate Governance.................................................................................................................... 29
Structure of Air China Limited........................................................................................................ 30
Guidance of Party Building............................................................................................................. 32
Anti-corruption and Business Ethics................................................................................................ 34
Comprehensive Risk Management.................................................................................................. 35
Digital Construction......................................................................................................................... 37
Promoting Safety Development to a New Height................................................................................ 42
Continuing with the Responsible Safety Development.................................................................... 42
Ensuring Safe Operations................................................................................................................ 42
Construction of Safe Operation System........................................................................................... 43
Carrying Forward Safety Culture..................................................................................................... 45
Consolidating the Foundation for Security Management................................................................. 46
Demonstrating a New Achievement in Green and Low-Carbon Development.................................... 48
Supporting the National Strategy of "Carbon Peaking and Carbon Neutrality"................................ 48
Enhancing the Environmental Management System........................................................................ 51
Deepening the Green Operation Model........................................................................................... 52
Fulfilling the Company's Green Responsibility............................................................................... 54
Gaining a New Advantage in the Optimization of Market Layout....................................................... 56
Working Hard for Higher Efficiency and Effectiveness.................................................................. 56
Strengthening the Construction of the Hub Network....................................................................... 57
Promoting Coordinated Development of the Aviation Industry....................................................... 58
Making a New Breakthrough via Sincere Services.............................................................................. 62
Promoting the Management of Service Quality................................................................................ 63
Building Sincere Services................................................................................................................ 65
Protecting the Rights and Interests of Passengers............................................................................. 68
Giving Back to the Society and Jointly Creating a New Life............................................................... 71
Facilitating the Employee Development.......................................................................................... 71
Giving Back to the Society.............................................................................................................. 80
Outlook for 2022................................................................................................................................ 85
Table of Major Indicators.................................................................................................................... 87
HKEX ESG Indicator Indexes............................................................................................................. 90
GRI Index........................................................................................................................................... 93
Major Laws, Regulations and Corporate Policies................................................................................. 95
Third-party Assurance....................................................................................................................... 100
Feedback Collection...................................................................................................................... 101
2021 witnessed the centennial anniversary of the founding of the Communist Party of China (CPC). Under the strong leadership of the CPC Central Committee, with Comrade Xi Jinping at its core, China has built a moderately prosperous society in an all aspects and embarked on a new journey towards the second centenary goal. Over the past year, Air China adhered to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era and resolutely implemented the decisions and deployments made by the CPC Central Committee and the State Council. By grounding our efforts in the new development stage, applying the new development philosophy, and serving the new pattern of development, Air China maintained a safe and stable situation. We worked hard to mitigate the pandemic's impact, accelerated and deepened reforms, continuously improved our service quality, coordinated the promotion of strategic priorities, and constantly enhanced our compliance management level. Moreover, the Party's leadership and Party building were continuously consolidated in Air China, marking a new stage of high-quality development.
Insisted on safe development and assumed safety responsibilities. Air China resolutely implemented the important instructions of General Secretary Xi Jinping on civil aviation safety work, undertook safety responsibilities, systematically strengthened safety management, reinforced the control over safety processes, and deepened the formation of work style and discipline. We flew 572,000 flights in 2021, totaling 1.59 million safe flight hours. We also completed the important air transportation support tasks for the centennial anniversary celebrations of the founding of the Communist Party of China, Tokyo Olympics, the Beijing Winter Olympics, and other major events, and demonstrated the mission, responsibility, and good image of Air China as the flag carrier.
Kept in mind the big picture and shouldered the responsibility of Covid-19 prevention and control. Air China continued to strengthen organizational leadership and improved routine control mechanisms for pandemic control. We made every effort to guard against inbound cases and domestic resurgences, and treat key populations and imported cargoes with equivalent pandemic prevention and control standards. We prevented pandemic risks brought by international flights and quickly responded to domestic isolated cases. By following high standards and strict requirements for the management of international flight crews, 158,000 person-times of Air China aircrews were quarantined for medical observation. We also strengthened cargo-related pandemic prevention and control. We assisted China in transporting 641 tonnes of COVID-19 vaccine to other countries, thereby contributing to the global fight against the pandemic.
Ensured safe and smooth flights and fulfilled economic responsibilities. In the whole year of 2021, Air China input 152.44 billion seat kilometres for passenger transportation and 10.76 billion tonne kilometres for cargo transportation, completed a total transportation turnover of 13.6 billion tonne kilometres, and carried 69.045 million passengers and 1.187 million tonnes of cargo and mails. In response to the impact of the COVID-19 pandemic, Air China adjusted its flight strategies in a timely manner. Compared with 2019, the domestic input recovery rate was 87% and the passenger flow recovery rate was 73%. To ensure the smooth flow of international "air bridges", we carried out 18,000 international flights throughout the year, including 2,266 passenger flights that carried 300,000 passengers and 16,000 preighter flights that delivered 365,000 tonnes of goods.
Formulated the 14th Five-Year Plan and implemented mid and long-term development responsibilities. Air China completed the preparation of its 14th Five-Year Planning, clarified the development ideas of "one goal, four strategic directions, and enhancing five capabilities" in eight key areas, and established the 14th Five-Year Plan indicator system. Besides, we also followed and served major national strategies, including the Coordinated Development of the Beijing-Tianjin-Hebei Region, the construction of the Guangdong-Hong Kong-Macao Greater Bay Area, the building of the Chengdu-Chongqing Economic Circle, and the revitalization of the Northeast China by increasing resource investment, building high-quality express lines, and optimizing our network layout. To implement the hub network strategy, Air China earnestly advanced the functional transformation of the Beijing Capital International Airport as a hub, the construction of Daxing Airport Base and Tianfu Air China Base, and completed part of domestic flights transfer to the Beijing Capital International Airport T2, the transfer to Tianfu International Airport in Chengdu, and Beijing Airlines transfered to Daxing Airport.
Practiced green and low-carbon strategies and implemented environmental protection responsibilities. Air China actively studied and implemented the CPC Central Committee and State Council's work opinions and action plans on "carbon peaking and carbon neutrality" to accelerate the green and low-carbon transformation, considering the unique characteristics and difficulties of energy conservation and emission reduction in the aviation industry. We took the initiative to support the national dual-carbon strategy, strengthened top-level design, and formulated the 14th Five-Year Plan for green development. We promoted fuel-saving operations and increased operational efficiency deeply involved in the pollution prevention, continued to protect the blue sky, resorted to scientific carbon emission management, accomplished contracts, and participated in the research and formulation of the mechanism. We actively promoted environmental protection and fought for pollution prevention and control. In 2021, we initiated the environmental management system certification project, developed an environmental management system, passed the certification of ISO 14001, and became the first airline in the Chinese Mainland to obtain environmental management system certification.
Fulfilled community, staff, and social responsibilities. To consolidate and improve the effectiveness of poverty alleviation assistance, Air China implemented the decisions and deployments of the CPC Central Committee, carried forward the spirit poverty forged in the fight against poverty, focused on the new deployments of the rural revitalization strategy, and focused on the comprehensive revitalization of rural industries, talents, culture, ecology, organizations, etc. In the performance evaluation of targeted poverty alleviation, we have won the highest score for four consecutive years. In 2021, the Poverty Alleviation Offices of CNAHC won the title of "National Exemplary Team for Poverty Alleviation" and " Civil Aviation Exemplary Team for Poverty Alleviation". We actively carried out community feedback activities, and addressed the needs of staff for a better quality of life. We also paid attention to the needs of various staff groups to ensure the health and stability of the team by offering mental care for the staff, implementing mutual aid funds and solving their difficulties.
Looking forward to 2022, we will rally more closely around the CPC Central Committee with Comrade Xi Jinping at its core, follow the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, and act on the general principle of pursuing progress while ensuring stability. Ground our efforts in the new development stage, completely, accurately, and thoroughly implementing the new development philosophy, and accelerating the construction and integration of a new development pattern, Air China will promote high-quality development and unite and lead the majority of cadres and staff to overcome difficulties and focus on work safety, pandemic prevention and control, operational efficiency, service quality, and risk control. We will fully complete the three-year reform action and welcome the commencement of the Party's 20th National Congress with remarkable results!
Song Zhiyong
Chairman
Air China Limited
Air China's Board of Directors is the highest responsible and decision-making body for ESG affairs. It supervises affairs concerning ESG that may affect the Company's business or operation, shareholders, and other stakeholders by listening to reports by ESG implementation units at regular communication meetings to ensure the consistency between ESG concepts and corporate strategies. The Board is responsible for approving the identification of material issues and the Company's ESG reports. In 2021, Air China added the content of ESG responsibilities into the Working Rules for Strategy and Investment Committee of the board, so as to realize the institutionalization and normalization of ESG management at the board level.
The Board has established a Corporate Social Responsibility(CSR) Leadership Panel, which is responsible for formulating CSR strategy and approving plans, and guiding the promotion and implementation of CSR work. It has also established an Office of CSR Leadership Panel, which is responsible for formulating annual CSR plans, coordinating the implementation of CSR plans with the progress of work tasks.
Air China regularly evaluates the importance of ESG issues, discusses and identifies the Company's ESG risks and opportunities, and regards the management and improvement of key issues as its annual ESG strategic work. The Board of Directors reviews and confirms the results of the materiality assessment, takes the key issues as part of the formulation of the Company's overall strategy, and supervises the management and performance of these issues.
In 2021, Air China's Board of Directors reviewed and approved its 14th Five-Year Plan strategy, including environmental strategies and goals, and implemented the board of directors' responsibilities through a power list. In 2021, Air China received ISO 14001 certification, identified environmental risks, formulated multiple ESG goals including greenhouse gas emissions, exhaust emissions, safe production etc., and conducted daily monitoring of ESG goals. The Board of Directors regularly examined the completion of these goals and reviewed the strategy and action plans of annual goals.
This report fully disclosed the progress and outcome of Air China's ESG work in 2021, which was reviewed and approved by the Board of Directors on March 30, 2022.
Air China Limited was founded in 1988, formerly known as Air China International Corporation. In October 2002, Air China International Corporation integrated the air transportation resources of China Southwest Airlines and China National Aviation Company to form a new entity. On September 30, 2004, Air China Limited was founded in Beijing. The Company was then listed both in Hong Kong and London on 15 December of the same year, before listed in the domestic A-shares market on August 18, 2006.
Air China is the only flag-carrier aviation company in China and a member of the Star Alliance, the world's largest airline alliance. It is the official aviation transportation partner of the Beijing 2008 Olympics and the Paralympics, and the partner of the Beijing 2022 Winter Olympics and Paralympics. Air China had the top brand value of aviation company in China. In the lead among domestic airlines in passenger transportation and other related services, Air China also provides important international and domestic transportation services such as emergency flights, charter flights for VIPs and leaders of foreign countries.
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In 2021, the brand value of Air China was RMB 197.236 billion according to the assessment of the World Brand Lab. |
Values
People orientation: Employee orientation and customer orientation is the guideline on how we deal with people.
Assumption of responsibility: We are ready, willing and able to assume responsibilities.
Resolve to get ahead: Innovation gives us renewed vigor; we will never rest on laurels; we will lead the pack.
Loving to fly: We provide seamless services that are considerate and cheerful, allowing our passengers to truly experience the pleasure of flying.
Brand Positioning
Professional and trusted: We want to be an outstanding expert in the field of air transport. We want to be a trusted leader in the industry.
World-class standards: We want to be an airline well known and highly respected around the world.
Chinese flair: We want to be an airline that is a showcase of Chinese culture and China's modern dynamism.
Creating Social Value
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ATK (million) 2020: 23,686 2021: 24,490 RTK (million) 2020: 13,285 2021: 13,599 Passenger carried (1,000 person-times) 2020: 68,687 2021: 69,045 Cargo and mail carried (1,000 tonnes) 2020: 1,113.7 2021: 1,186.7 |
ASK (million) 2020: 156,061 2021: 152,445 RPK (million) 2020: 109,830 2021: 104,626 Safe flight hours (1,000 hours) 2020: 1,553 2021: 1,590 Accountable incidents of air transportation due to the liability of Air China 2020: 0 2021: 0 |
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Number of registered aircraft (unit) 2020: 707 2021: 746 Total assets (RMB million) 2020: 284,071 2021: 298,415 Year-end market value (RMB million) 2020: 98,041 2021: 111,248 |
Flight on-time performance (%) 2020: 89.15 2021: 88.96 Passenger's overall satisfaction (points) 2020: 83 2021: 84.7 |
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Fuel consumption per ton-km (kg/ton-km) 2020: 0.356 2021: 0.357 |
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Total energy consumption (1,000 tonnes standard coal) 2020: 6,967 2021: 7,151 |
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Environmental protection investment (RMB million) 2020: 205 2021: 468 |
Honours and Awards
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The Chairman Song Zhiyong and the Vice President Chen Zhiyong welcomed the last flight crew at Beijing Capital International Airport ,celebrating Air China's achievement of a safe flight year of 2021.
On January 15, Air China opened the T2 terminal of Beijing Capital International Airport, forming a new layout of "one-airport, two-zone" operation of domestic flights; on May 28, Chengdu Tianfu Airport was put into operation, starting a new stage in the construction of Chengdu as an international hub
Released the 14th Five-Year Development Plan Outline
Won the title of "Top 500 World Brands" by the World Brand Lab for the 15th consecutive year
Took "China Brand Annual Award NO.1 (Aviation Service Industry)" by the World Brand Lab
On July 30, Guangdong Branch was officially established in Guangzhou
Won "China Annual Cultural Brand Award"
Won the prize of "Best Chinese Airline" in the 2021 Business Traveller Asia-Pacific Awards by Business Traveller
Achieved the highest grade "good" in the performance evaluation of poverty alleviation for 4 consecutive years
On September 10, Xinjiang Branch was officially established in Urumqi
Won the title of "the Most Growing Listed Company in the Consumer Industry " on the 11th Listed Company Reputation List |
The 14th Five-Year Plan
In 2021, standing at the new starting point of the 14th Five-Year Plan, Air China has always adhered to the requirements of the reform, put forward to strategic, scientific and epochal goals and plans to promote the comprehensive establishment of a world-class aviation enterprise with global competitiveness.
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One Goal Advancing high-quality development, accelerating the construction of a world-class aviation enterprise
Four Strategies Hub network strategy, Brand building strategy, Cost advantage strategy, The passenger and freight flights linkage strategy
Five Capabilities Constantly enhanced political capability Stable and steady profiting capability Large-scale production organization capability Standardized basic management capability Value-driven brand capability
Eight Key Areas Promoting safety management and construction to a new hight Gaining a new advantage in the optimization of market layout Presenting a new look in the structural adjustment of resources Reaching a new level of upgraded products and services Achieving a new breakthrough in the aviation freight logistics development Demonstrating a new achievement in green and low-carbon development Entering a new stage of innovation-driven digital development Making new results in integrated industrial development |
In 2021, the COVID-19 pandemic continued to spread globally, and Air China, at the front line of preventing the coronavirus, always focused on the overall development of the country, insisted on putting pandemic prevention and control at the top of the list, and faithfully fulfilled the flag-carrier's social responsibilities.
Leadership of Anti-pandemic Organizations
According to the general requirements for pandemic prevention and control, a special pandemic prevention panel was established to implement the "four-party responsibilities ((namely, the responsibilities of the community, the competent authority, the company and the individual)", comprehensively coordinating daily affairs of pandemic prevention and control, and timely responding to pandemic prevention and control risks. While ensuring pandemic prevention and control for passengers and staff, Air China also guaranteed stable and orderly operation.
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COVID-19 Pandemic Prevention and Control Leading Panel
Pandemic Prevention and Control Leading panel Office Production Operation Team Marketing Services Team Cold Chain Logistics Team Domestic Pandemic Prevention and Control Team Overseas Pandemic Prevention and Control Team International Cooperation Team Integrated Emergency Team Publicity Team |
Anti-pandemic Actions
In the face of the severe and complex pandemic situation, Air China insisted on putting life first, the people first, and the country first, building an "air bridge" with a strong sense of responsibility and mission, and contributed to winning the battle against the pandemic.
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Building the air bridge for international exchange International passenger flight2,266 flights Passenger carried More than 300,000 persons
Ensuring the stability of the international supply chain Cargo carried 365,000 tonnes Preighters 16,000 flights
Cold chain transportation service system Covid-19 vaccine carried 641 tonnes |
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On March 28, Air China successfully completed the task of delivering COVID-19 vaccines donated by China to the Republic of El Salvador.
Air China guaranteed the delivery of COVID-19 vaccines to Thailand
Air China guaranteed the delivery of COVID-19 vaccines to Indonesia
Air China guaranteed the delivery of COVID-19 vaccines to Myanmar
At the critical moment of the pandemic crisis in Manchuria, Air China successively carried out 5 charter flights and urgently transported 633 medical personnels to Hulunbuir
Air China urgently transported 260 medical personnel from Chifeng City and 3.79 tonnes of anti-pandemic supplies from Tongliao City to aid the anti-pandemic front line of Ejin Banner |
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Precise Pandemic Prevention and Control 1. Making every effort to carry out remote prevention and control, and arranging passengers' schedule according to the pandemic prevention and control guidelines; 2. Strict management for the flight crew; 3. Conscientiously implementing the requirements of pandemic prevention and control and disinfection of inbound aircraft; 4. Organizing staff for investigation, nucleic acid testing, vaccination and isolation control
Measures for Precise Pandemic Prevention and Control l Major in-flight pandemic prevention and control measures Wearing a non-breathing valve mask during the flight, and not taking off the mask unless necessary Reducing unnecessary movement in the cabin, and not changing seats except in special circumstances Placing discarded protective articles in a cleaning bag from the pocket in the front of the seat and getting it sealed l Preparation before boarding Passengers on domestic flights need to cooperate in checking the health code and negative nucleic acid test certificate; passengers on international and regional flights need to provide "HS/HDC Green Code" and the" China Customs Code" approved by the local Chinese embassy and consulate Guiding the passengers to get boarded through contactless methods such as self-service check-in, mobile APP check-in, and QR code check-in Hand cleaning and disinfection Temperature check, etc. l Major pandemic prevention and control measures for in-flight services Making efforts to arrange passengers to sit in separate seats Arranging passengers to dine in batches according to their seats in single and double Columns Organizing passengers to use bathrooms orderly and maintaining appropriate distance while waiting Dividing the cabin area into passenger seating area and isolation area Providing necessary anti-pandemic materials such as masks, disinfectant wipes, disposable medical rubber gloves for passengers with symptoms l Major pandemic prevention and control measures for crew members Before performing the flight mission, all crew members must be fully vaccinated against COVID-19 Different protective measures should be taken according to the flight risk level
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Anti-pandemic Responsibility Anti-pandemic supplies guarantee A total of 36.13 million pieces of anti-pandemic Supplies under 33 categories were distributed to the staff, including masks, thermometers, protective suits, disinfectants, etc.
Ensuring vaccination as much as possible 97% of staffs were fully vaccinated 91% of staffs were vaccinated for booster immunization 98% of aircrews were fully vaccinated 96% of aircrews were vaccinated for booster immunization Key front-line staffs achieved a vaccination rate of 100%
Implementing quarantine policies Our staffs were quarantined for a total of 163,000 times for medical observation Our aircrews were quarantined for a total of 158,000 times for medical observation
Building up ground protection A total of 105,000 nucleic acid tests were carried out at centralized quarantine points in Beijing Beijing ground staffs received 811,000 nucleic acid tests |
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Pandemic Prevention and Control Drills On September 27, an emergency drill for pandemic prevention and control was carried out in the office area of the Air China headquarters building. |
Passenger Services
1. Implementing the ticket disposal and response mechanism
The Call Centre completed the ticket disposal work of suspended international flights under the circuit
breaker mechanism in 52 cities, released more than 630,000 pandemic prevention notices through outbound calls and text messages, and changed more than 27,000 tickets.
The E-commerce Platform promptly released nearly 200 policies and announcements on travel precautions, flight changes, and free refunds or changes.
Air China sent information such as Tips on Special Disposal of Domestic Passenger Tickets to
passengers through the WeChat platform.
2. Upgrading the functions of the e-commerce platform
Air China optimized the pandemic-related ticket refund functions and assisted
passengers in refunding 27,898 tickets
Remote check-in services covered 139 terminals
Air China launched a number of special services for self-booking, serving about 94,000 passengers
Air China provided a smooth, transparent and efficient ticket reservation channel for international flights, and completed ticket sales and rescheduling services for about 21,000 passengers
Air China launched dynamic travel reminders function for the pandemic influence, and provided about 3.7 million
reminders and 61,000 inquiry services for passengers
Air China launched the electronic signature of Passenger Notification and Letter of Commitment, and passengers signed about 142,000 copies online
3. Ticket services during the pandemic period
Air China conscientiously fulfilled the responsibility of joint prevention and control, implemented the free refund policy, and refunded nearly RMB 12 billion.
Ensuring Stability on the employment
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Smoothing recruitment channels Ensured that the established recruitment plan for college graduates was not adjusted and the scale was not reduced. Recruited 2,842 staffs
Strengthening school-enterprise cooperation Consolidated the integrated campus recruitment model and created a stable channel for employment.
Carrying out employment support Considered recruiting people from paired-up assistance district as an important project of poverty alleviation. Recruited 69 staffs
Promoting shared staffs Explored job opportunities within the Company and provided staffs with more career options. |
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Anti-pandemic Care for Staffs
Organizing Activities: Provided online activities under the themes of "Don't gather together during the pandemic period, and live happily" and "Seven-day sports check-in" to enrich staff' quarantine life.
Caring for Health: Continued to care for the mental health of aircrews under quarantine through psychological classes, 24-hour chat hotline, WeChat interaction, video connection, etc.
Examining the Environment: Enhanced the supervision of the pandemic prevention and control work of the hotels where the aircrews received quarantine, and showed care for them.
Giving out subsidies: Formed a normalized consolation mechanism, and allocated special subsidies of RMB 12.57 million to 19 grassroots trade unions. |
In order to effectively guarantee the smooth implementation of the Winter Olympics, Air China, as the official air passenger service partner of the Beijing 2022 Winter Olympics and Paralympics, formulated the Winter Olympics flight guarantee plan, strictly guaranteed the operation of Olympic-related flights, and ensured the smooth completion of the Winter Olympics transportation in accordance with the requirements of Simple, Safe, Wonderful and Scheduled.
Winter Olympics Organization Guarantee
Air China Winter Olympics Transportation Guarantee Leading Panel was established in December 2019. It has established an office and several special teams to establish and improve relevant management systems and ensure the orderly fulfilment of various tasks.
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Winter Olympics Transportation Guarantee Leading Panel Winter Olympics Transportation Guarantee Leading Panel Office Integrated Coordination Team Operational Guarantee Team Business Management Team Service Management Team Integrated Guarantee and Pandemic Prevention and Control Working Team |
Coordinating the flight operation
Air China set up a 24-hour special post to ensure that the Winter Olympics flights were monitored all the time. Six Olympic-related flight operation guarantee schemes, 19 Olympic-related flight operation guarantee work procedures, and two Olympic-related guarantee memoranda were formulated; besides, 313 backup aircraft plans were developed in accordance with the principle of "once plan for one flight ".
Pandemic Prevention and Control During the Winter Olympics and Paralympics Period
Air China formulated Guidelines on COVID-19 Pandemic Prevention and Control During 2022 Winter Olympics and Paralympics and the Concentrated Residence Work Plan for Winter Olympics Departure Ground Support Personnel, and proposed detailed requirements for pandemic prevention and control during the Winter Olympics period.
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Aircrews and groundcrews under quarantine:4,058 person-times Nucleic acid tests staffs received:24,332 person-times |
Training
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Developing training plans Air China set up a special working group for Winter Olympics training to provide training to about 16,000 Winter Olympics service support personnel under four categories, including flight crews, ground support personnel, ticket counter service personnel, and Winter Olympics service personnel selected by the Company.
Cultivating seed trainers Air China invited experts from China Volunteer Association for Disabled Persons to train more than 50 seed trainers in terms of skills for the disabled.
Offering industry training Air China introduced the guarantee requirements of the Beijing Frankfurt route, its demonstration route for the Winter Olympics, to various airlines and carried out industry training to help improve the civil airlines' transportation guarantee level for the Winter Olympics. |
Winter Olympics Service Guarantee
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Developing guarantee mechanisms. Air China released the Winter Olympics Flight Operation Guarantee Work Plan, the Ground Service Arrival and Departure Guarantee Plan for Beijing 2022 Winter Olympics and Paralympics Test Matches, and the Winter Olympics and Paralympics Sports Equipment Acceptance and Transportation Standards, and sorted out the Flight Guarantee Processes for Important Passengers to effectively guide the operation guarantee of the Winter Olympics flights. Offering Ticket guarantee for the Winter Olympics and Paralympics. Air China built a global ticket guarantee system, and set up services website and the special service line for Winter Olympics and Paralympics. During the Winter Olympics and Paralympics period, a total of 5,032 tickets were guaranteed. |
On site services for the Winter Olympics and Paralympics
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During the Winter Olympics and Paralympics period, Air China dispatched staff to the three Winter Olympic villages and the Main Media Centre in Beijing, Yanqing and Zhangjiakou to provide services such as ticketing, refunds and changes, and consultation.
The check-in counters were moved forward to the three Winter Olympics Villages to provide delegations with services such as check-in and luggage collection. |
Facilitating the Winter Olympics Publicity
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The plane painted with "Winter Olympics Sports" made maiden flight On February 26, the Winter Olympic themed plane, designed by Air China and the Beijing Organising Committee, took off from the Beijing Capital International Airport to Wuhan. This was the second Winter Olympic themed plane Air China painted. |
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The theme activity of Paralympics On March 4, the day one-year countdown to the Beijing Winter Paralympics, the theme activity of "Starting a New Journey and Gathering in Beijing" was launched.
The Winter Olympics version of the in-flight Safety Instructions was launched, which passengers could have an understanding of the Beijing Winter Olympics and in-flight safety knowledge at the same time.
More than 100 Winter Olympics related reports were published on Wings of China, and other Air China's official accounts or platforms; moreover, the Winter Olympics and Paralympics sports event-related promos were broadcasted on Air China Channel on a rolling basis to popularize the knowledge of the Winter Olympics within the Company.
In May, Air China and Sinopec jointly launched the Winter Olympics + Poverty Alleviation Activity under the theme of "Lighting Hope Action", which demonstrated the social responsibility of central enterprises while popularizing the Winter Olympics. |
Winter Olympics and Paralympics Guarantee Period
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Participants in guaranteeing the Winter Olympics 17,794 persons Various types of support equipments and vehicles input 330 units Flights of Air China and other Winter Olympics-related airlines guaranteed 532 flights Luggage 61,315 pieces Passengers 22,452 persons Cargoes 1,001 pieces, 133 tonnes Air China's Winter Olympics-related aircraft 38 units Flight hours 1,691.8 hours Fights 203 flights Flight crew 2,892 persons |
Air China has improved its corporate social responsibility governance system. We integrated social responsibility governance into the Company's overall governance and operation, optimized the social responsibility governance structure and subdivided social responsibility management functions. The Company values the communication with stakeholders, responds to their needs, and promotes coordinated and sustainable development with all stakeholders.
Social Responsibility Management Framework
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Board of Directors CSR Leadership Panel Responsible for formulating CSR strategies and approving CSR plans, and guiding the promotion and implementation of CSR work
Office of CSR Leadership Panel Responsible for formulating annual CSR plans, and organizing and coordinating the implementation of CSR plans and other tasks
Members of CSR Leadership Panel Office Operation Control Centre Commercial Committee Human Resources Department Aviation Security Department Legal Department Office of the Board Administration Office Strategy & Development Department Finance Department Product Service Department Corporate Culture Department Labour Union Office |
Social Responsibility Communication
Air China listened to the opinions and suggestions of stakeholders such as regulators, shareholders, passengers, staffs and partners through different channels, identified the feedback and expectations from stakeholders, and actively responded to their needs.
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Stakeholders |
Communication channels |
Expectations and appeals |
Response from Air China |
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Government/Domestic and overseas regulatory authorities |
Work meetings and briefings Information disclosure Cooperation with governments Release of blue books |
Integrity, compliance and orderly operations Support for important and major events Good corporate image Energy conservation, emissions reduction and environmental protection |
Participating in formulation of policies and reporting on special topics Following regulatory requirements Monitoring and evaluation Participating in special training |
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Investors/Shareholders |
Information disclosure Shareholders' meetings Investors' meetings Official website of the Company |
Realizing standardized corporate governance Protection of investors'/shareholders' interests Sustainable profitability |
Improving corporate governance and internal control system Working on investor relations Strengthening the core competitiveness Regular result announcements |
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Customers |
Customer satisfaction surveys Complaint handling New media |
Flight safety and on-time performance Provision of all-round and high-quality services |
Establishing branded lounges Special initiatives for improving food quality Provision of intelligent services Improving release mechanism for information on irregular flights Protecting passenger information |
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Employees |
Employee satisfaction surveys Internal BBS and magazines Emails and WeChat Employee representatives' meetings Activities of the trade union Establishment of teams |
Protection of rights and interests Focusing on the Company's development strategy Participation in the Company's management and operation Smooth career development pathways Salary and benefits |
Building a multi-level developing channel and learning path for talents Facilitating the work of Staff Service Centre Offering psychological counselling Model workers' studios Cultural and sports activities • Skill contests • Helping employees in difficulty |
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Partners/Suppliers |
Daily business interactions Partners' meetings |
Honesty and integrity in business operation Transparency in procurement Mutual development |
Enhancing business communications and cooperation Strengthening supplier management Revising and improving procurement policy Strengthening suppliers' capability and awareness of environmental protection |
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Peers |
Industry forums Industry conferences |
Attention to industry development and trends Maintenance of a fair and orderly market |
Strengthening cooperation with alliance members Launch of joint operation Signing of cooperation memorandum |
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Community |
Public welfare and charity activities Volunteer services |
Promoting economic growth of the communities Supporting public welfare events |
Pandemic prevention and control Promoting the implementation of the rural revitalization Engaging in public welfare and charity activities Completing important transportation tasks |
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Media |
Press releases Media calls and visits Official new media platforms |
Important events of the Company Public image and influence Future planning |
Publication of CSR reports and regular performance reports Timely update of new developments via Weibo, WeChat and Douyin Open day Release of the "14th Five-Year Plan" |
Disclosure Principles
Materiality: With different forms of communication and exchanges with stakeholders and benchmarking analysis of the disclosure issues in peer companies' social responsibility reports, Air China has identified and selected the material issues of sustainable development. These issues are based on China's national conditions and policies and characteristics of the industry and business characteristics of the Company, followed regulatory requirements, including the Shanghai Stock Exchange's Guidelines for ESG Information Disclosure of Listed Companies in Shanghai Stock Exchange and the Stock Exchange Company's ESG Reporting Guide, and taken into account the issues of concern of the capital market.
In order to further improve the pertinence of the responses given in the social responsibility report, Air China organized the identification of major topics, conducted surveys among internal and external stakeholders, and screened the topics from two dimensions, namely, "Importance to Air China" and "Importance to Stakeholders". After the review by the management, 28 substantive topics were finalized. Air China has responded to high materiality topics in different chapters of the report.
Quantitativeness: Air China has developed a set of standardized management tools of ESG indicators, covering the Company's management support division, business management units, branches, and major subsidiaries. Air China regularly collects data of key indicators of quantitative disclosure in all environmental and social categories in the social responsibility report guidelines, and summarizes and discloses them at the end of each year. The calculation method and details of reference standards of the quantitative data in the environmental categories in this report can be found in chapters of the report.
Consistency: This report covers the scope of disclosure of social responsibility reports in previous
years, the quantitative data of staff are further expanded, consistent with the annual report.
Air China is committed to continuously improving corporate governance system, establishing sound internal control systems and mechanisms, constantly improving its overall standardized operation level, and reducing corporate governance risks. In 2021, the Board of Directors played strategic leading role, performed ESG supervision duties, and integrated the concept of sustainability into all aspects of corporate governance.
Corporate Governance Structure
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Board of Directors Audit and Risk Control Committee (Supervisory Committee) Nomination and Remuneration Committee Strategy and Investment Committee Aviation Safety Committee |
Performance of Responsibility of Directors
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3 General Meetings of Shareholders 11 Meetings of the Board of Directors 6 Meetings of the Board of Supervisors 8 Meetings of the Audit and Risk Control Committee 6 Meetings of the Strategy and Investment Committee 7 Meetings of the Nomination and Remuneration Committee 2 Meetings of the Aviation Safety Committee |
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Corporate Governance · Sorted out the list of rights and responsibilities of the Party Committee of Air China, Board of Directors, and management. · Formulated and revised a series of corporate governance systems such as the articles of association and the rules of procedure of the Board of Directors, standardized the construction of the Board of Directors, implemented the power of the Board of Directors, and ensured the efficient operation of the Board of Directors.
Information Disclosure · Revised and improved the Company's four information disclosure systems including Information Disclosure Management System · Completed periodic reports on the four trading markets in Shanghai, Hong Kong, London and Japan, and disclosed 103 domestic and overseas interim announcements and three circulars Equity Management Advanced relevant work
Market Value Management · Tracked the dynamics of the capital market and delivered the information of the capital market · Strengthened communication and established a good image in the capital market |
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Management Support Division Administration Office Strategy and Development Department Human Resources Department Finance Department Aviation Safety Management Department Flight Technology Management Department Assets Management Department Operation Standards Department Product Service Department Stations Management Department Legal Department Audit Department Aviation Security Department Office of the Board Leading Group Office of Deepening Reform Corporate Culture Department Clean Administration of Party Construction and Anti-corruption Work Leading Group Office Discipline Inspection Office Labour Union Office
Business Management Units Operation Control Centre Flight Crew Department Commercial Committee Ground Services Department Cabin Services Department Training & Development Department Logistics & Support Department Information Management Department Air Marshall Department Centralized Procurement Department Retiree Service Department Hub Development Department Engineering Maintenance Department
Branches Southwest Branch Zhejiang Branch Chongqing Branch Tianjin Branch Shanghai Branch Hubei Branch Xinjiang Branch Guizhou Branch Guangdong Branch Tibet Branch Wenzhou Branch
Major Subsidiaries Aircraft Maintenance and Engineering Corporation Shenzhen Airlines Company Limited Beijing Airlines Co., Ltd. Dalian Airlines Co., Ltd. Air China Inner Mongolia Co., Ltd. China National Aviation Finance Co., Ltd. China National Aviation Company Limited Air Macau Company Limited Air China Development Corporation (Hong Kong) Limited Air China Import and Export Trading Co., Ltd. Beijing Golden Phoenix Human Resources Co., Ltd. Zhejiang Air Services Co., Ltd. Chengdu Falcon Aircraft Engineering Service Co., Ltd. Air China Shantou Industrial Development Company |
2021 marked the new journey of China's comprehensive construction of a modern socialist country and the beginning of the "14th Five-Year Plan", as well as the centennial anniversary of the founding of the Communist Party of China. Air China's Party Committee adhered to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, fully implemented the spirit of the 19th National Congress of the Communist Party of China and the 19th Plenary Sessions, based itself on the new development stage, effectuated new development concepts, served to build a new development pattern, and promoted the high-quality, all-round and systematic integration of Party building work and reform and development to provide a strong guarantee for the shaping of a world-class air transport enterprise.
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Carrying out Party history learning and education Air China established a Party history learning and education leading group and working organization, formulated and issued work plans that clarified 20 major categories and 41 specific key tasks, promoted Party history learning and education throughout the Company, and ensured effective and efficient learning. |
Multiple learning modes
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Insisting on advocating learning by setting an example • Conducted 28 "Topic Issues" studies throughout the year • Invited experts to give 3 special presentations • Organized 5 special reading classes on "Centennial Party History" • Organized and carried out 16 lectures of the Party Committee theoretical study center group, and planned and carried out 6 special study seminars
Insisting on comprehensive learning by covering all staffs • Party committees at all levels held a total of 2,940 special study seminars and organized 812 special reading classes • Leading cadres at all levels gave more than 2,800 special Party lectures, benefiting 47,913 people • Through company's Party school and the company's offline and online learning platforms to achieve top-to-bottom comprehensive learning
Insisting on innovative learning by the grassroots • Learned in the themed Party day activities, reading clubs, etc. • Air crew members learned through pre-shift meetings push notifications and micro-classes • Retired Party members and community street Party organizations collaborated to learn |
Centennial celebration of the CPC
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Holding the thematic Party day event to celebrate the centenary anniversary of the founding of the CPC On the eve of July 1st, the Chairman Song Zhiyong gave a special Party lecture to Party members and cadres with the theme of "Learning the Hundred Years of Party History, Inheriting the Glorious Tradition, Promoting Excellent Work Styles, and Gathering Strong Wisdom and Strength to Create a World-Class Enterprise". Air China organized new Party members to take the oath to the Party flag, allowed the participating Party members to review the oath of joining the Party, honored outstanding employees and old Party members.
The Chairman Song Zhiyong gave a special Party lecture. Ma Chongxian, the President , announced the commendation notice. Feng Gang, the Director, presented awards to the representatives of "Top Ten" advanced models. Tan Huanmin, Head of the Discipline Inspection and Supervision Team, presented awards to the representatives of Excellent Communists and Advanced Party Organizations at the Grassroots Level. Vice President Wang Mingyuan presented awards to the representatives of "Advanced Models in Poverty Alleviation"
Organizing Party members and cadres to watch the live broadcast of the "July 1st" Celebration Conference Air China organized more than 20,000 Party members, cadres and workers to watch or listen to the live broadcast of the "July 1st" celebration through TV, Internet, radio, etc.
Organizing a series of publicity and education activities Air China held the Staff Art Festival under the theme of "Always Following the Party, Advancing to a New Journey", with the online audience reaching more than 72,000 people.
Air China carried out the youth learning and education activity of "Learning Party History, Strengthening Beliefs, and Following the Party", organized 955 lectures by cadres of the League, and held 988 various activities, attracting 21,380 Youth League members to attend.
Air China also organized the flight activity under the theme of "The Party's Glory Shining in the Clouds" to celebrate the centennial anniversary of the founding of the Communist Party of China together with passengers.
Building a patriotic education base Being granted the first batch of patriotic education bases, Air China launched the thematic exhibition of "Inheriting the Red Gene and Forging for a New Journey ", attracting more than 150 visits for nearly 4,000 visitors.
Organizing characteristic red education On Tomb-sweeping Festival and Youth Day, Air China organized Party members and youth league members to go to the martyr cemetery and memorial halls , carrying out memorial activities.
Air China also gathered employees to watch the large-scale exhibition under the theme of "Staying True to the Original Intention, and Keeping the Mission in Mind" in the Museum of the Communist Party of China. |
Anti-corruption
Air China formulated and issued 18 rules and regulations, including the Implementation Rules for the Handling of Letters and Visits by the Disciplinary Inspection and Supervision Authority. The Company has insisted on uprightness, discipline, and anti-corruption, strengthened the construction of systems and mechanisms, and established an all-around supervision system to ensure the clean, efficient operations of the Company.
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· Building the Company's "Massive Supervision" pattern, strengthening regular supervision over areas where problems frequently occurs, and consolidating integrity risk prevention and control. · Clearing reporting channels , such as letters, calls, emails, visits, etc., through which employees could report relevant clues, and dealing with them in accordance with relevant laws, regulations and disciplines. · In September, under the theme of "Learning Party History, Promoting Stricter Discipline, Abiding by Laws, and Strengthening Work Style", Air China organized a publicity and education month for the construction of Party style and clean management, got relevant staff involved in four aspects by studying Party discipline and state laws, carrying out integrity talks, strengthening warning education, and cultivating family style. Throughout the year, more than 1,000 publicity and education activities on integrity culture were organized, covering 63,000 people. · The official WeChat account ,the Clean Air China, continued to play the publicity role. · Releasing the Work Plan of Education and Training for Disciplinary Inspection and Supervision Cadres (2021-2023), organizing 10 sessions of various trainings, and basically achieving the goal of training all regular and part-time discipline inspection and supervision cadres in Air China. |
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In 2021, Air China did not get involved in corruption lawsuits |
Air China established a top-level risk control and compliance framework. The Board of Directors takes full responsibility, the Party Committee of the company performs the pre-procedures, the management organizes the construction and implementation work, and the Board of Supervisors supervises the risk control and compliance performance. The Air China Legal Matters Leading Group coordinated the construction work related to risk, internal control, compliance, and law, implemented "overall management and division of responsibilities", and built three lines of defence for internal risk control.
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"Three Lines of Defence" for Comprehensive Risk Management
Board of Directors/Audit and Risk Management Committee Senior Management/Air China Legal Matters Leading Group Discipline Inspection and Comprehensive Supervision
First Line of Defence Business Activity Compliance Guidelines Internal Control Processes Risk Assessment Control Measure
Business Departments As the main responsible departments for corporate risks, business departments are responsible for the effective identification and control of risks, and assume the main responsibility for risks during business and operation processes.
Second Line of Defence Financial Control Safety Supervision Quality Control Legal Management Risk Management Compliance Management Internal Control Management
Support Departments Support departments like Legal, Compliance, Financial, Quality, Safety, and Human Resources ,serve as the second line of defence, providing support of risk management and control policies, methodologies and tools, and organizing risk monitoring and internal control compliance management.
Third Line of Defence Internal Audit Assurance Departments As the third line of defence, Internal Audit Department conducts independent assessment of Air China's risk management and control results and performs risk assessment and supervision responsibilities. |
Air China formulated the Risk Framework and the Risk Level Standards and Risk Event Reporting System to get risks divided into nine primary risks and subdivided into 100 secondary risks.
Primary Risks
Strategic Risk
Safety Risk
Investment Risk
Financial Risk
Business Risk
Market Risk
Legal Risk
Public Opinion Risk
Public Opinion Risk
Compliance Management
Air China earnestly implemented the basic strategy of the central government to comprehensively govern the country according to the law and the spirit of General Secretary Xi's important instructions on strengthening corporate compliance management. Following the specific requirements of the SASAC to further deepen the construction of central enterprises under the rule of law, Air China strove to improve the compliance management system and enhance the level of compliance management in key areas, strengthen overseas compliance capabilities, actively cultivate a compliance culture, and consolidate the level of compliance management.
Meanwhile, Air China also carried out monthly compliance publicity activities, produced compliance publicity videos, organized about 37,000 people to sign the compliance commitments, and publicized and implemented compliance concepts.
Digital transformation is an important measure for Air China to build itself into a world-class enterprise and achieve high-quality development. The Company vigorously promotes digital construction, and strengthens the informatized and intelligent construction and application in product marketing, passenger services, flight operations, and maintenance support, among other areas. We are promoting transformation from a traditional displacement provider to a comprehensive service integrator and promoting smart civil aviation construction and high-quality development.
Digital top-level Design
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One Vision Building a world-class digital aviation enterprise through high-quality development
Three Directions Enhancing passenger experience Enhancing asset efficiency Empowering staff
Perfect digital architecture, shape digital capabilities Six Capabilities Smart Travel Smart Operation Smart Staff Digital Smart Service Smart IT Digital Risk and Safety Prevention and Control
Improving the governance system and providing a guarantee for digital transformation Four Guarantees Mechanism Construction Overall Organization Structure Management Ecological Integration |
Creating smart travel services
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Business model transformation Air China set up six business capability centres and data middle-grounds of customers, products, transactions, marketing, payment settlement, and operations, conducted unified customer management, and realized intelligent marketing and ecological operation
Service model transformation Air China encouraged self-check-in, self-luggage check-in, self-boarding, and other services
Intelligent technology application Air China increased the application of new technologies such as artificial intelligence and face recognition and the construction of in-flight networks
Digital empowerment support Air China established a company-level global ground support platform to accomplish "digital empowerment" of ground staff and managers, built back-end management systems such as passenger quality management system and service compensation system and achieved refined closed-loop management of passenger services |
Promoting the construction of smart operations
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With the System Operations Center (SOC)as the core, Air China strengthened the control of three core operating resources of flights, aircraft, and crews
Supported by the Operational Management Information System and System Operations Center(SOC), etc., Air China provided strong support for the full-process operation management
Air China implemented security risk management with the help of the digital operation risk assessment system
Supported by the Electronic Flight Bags (EFB), the Quick Access Recorder (QAR) and other analysis applications and systems, Air China enhanced data sharing and analysis abilities, and improved the quality of flights and operations |
Building a smart maintenance platform
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Aircraft Prognostics and Condition-based Maintenance (APCM) System Air China made use of a data model to analyse the performance of the aircraft system, and realize the aircraft fault prediction and analysis of the status of the aircraft system
Designing and developing the production command system The system could present all elements and resources during the maintenance production
Building a robot inspection platform for the upper surface of the aircraft fuselage Air China utilized drones for automatic inspection of the upper surface of the fuselage, which increased the detection efficiency by four times
Building a "digital twin" profile of aircraft structures Air China set up a digital model of the physical structure of the aircraft to ensure its continued airworthiness and safe operations |
Promoting technological innovation
Air China designed a technological innovation management system, set up an innovation laboratory,
and accelerated the construction of Smart Air China.
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Company-wide Innovation Laboratory Aircraft Maintenance Engineering Technology R&D Center Digital Transformation Innovation Laboratory Air Internet Innovation Laboratory
Professional Field-based Innovation Laboratory Chengdu Regional Hub Operation Innovation Laboratory Operation Control Innovation Laboratory Marketing Service Innovation Laboratory Ground Services Innovation Laboratory Product and Service Enhancement Innovation Laboratory Cultural and Creative Innovation Laboratory
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Innovation achievements made by applying cutting-edge technologies to the air transport business Research and Application of Narrow Band Internet of Things (NB-IoT) Technology in Airlines Application of Radio Frequency Identification (RFID) Technology in Luggage Sorting Application of Biometrics Technology in cabin Services |
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Expanding industrial chain cooperation Air China joined the "National Technical Standard Innovation Base (Civil Aviation)" and "Strategic Alliance for Comprehensive Traffic Technology Innovation of Civil Aviation Airport Cluster". |
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Launching the global aviation ground support platform In 2021, Air China successfully built the aviation ground support data platform to realize data governance, integrate internal and external data such as aircraft support, passenger services, luggage services, and support resources, and realize data sharing within and between terminals. |
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Building a new generation of office automation platform - Wings of Air China 3.0 Air China created a mobile terminal application for staff production, improved connection methods, enhanced the timeliness and accuracy of information transmission, and truly incorporated front-line production resources into the closed loop of business management.
The application covered all units of the Company, with a total of more than 30 applications under 5 categories were launched. |
Intellectual property
Air China formulated a product R&D system, sorted out detailed full-cycle product R&D processes, clarified responsibilities and collaborative work priorities, and promoted process-based and standardized product R&D, thus providing a mechanism guarantee for smooth R&D innovation. Air China also consolidated and enhanced the capabilities to create, protect, utilize, and manage intellectual property and conducted standardized management of its trademarks, patents, and copyrights according to Trademark Law and Patent Law of the People's Republic of China and other.
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Air China had more than 2,770 registered trademarks at home and abroad Air China had 318 registered patents and 15 copyrights at home and abroad Air China was not involved in any trademark infringement incidents throughout the year |
Air China has established the overall national security concept and civil aviation security concept, consolidated the philosophy of "putting people and their lives first" coordinated development and safety, established a solid foundation, and adhered to the bottom line of safe development.
The "14th Five-Year Plan" strategy in the field of safety
Continuing to improve the flight training system
Strengthening team work style construction and vocational skills training
Improving the safety operation management system
Optimizing the aircraft maintenance system
Implementing the three-year action plan for special safety rectification
Deepening the construction of safety management system
Air China has always adhered to the policy of "safety first, prevention first, and comprehensive management", firmly established the concept of safe development, insisted on the bottom line of safety, and had zero tolerance to potential safety hazards.
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Air China had 1.59 million safe flight hours in 2021 Accountable incidents of air transportation due to the liability of Air China was 0 |
Based on the pandemic prevention and control situation and the changes in the operating environment, Air China analysed the operation characteristics and safety situation, adhered to the integrated management of operation control, paid close attention to key safety links, and strictly implemented safety work.
l Established a coordinated support mechanism for flight production during peak seasons, optimized the windy weather plan and information transfer process, and revised and released Air China's overall emergency plan
l Provided risk warnings such as severe cold weather, low temperature/low visibility, and off-the-runway promptly, implemented the safety warning requirements of the Civil Aviation Administration, and effectively reduced the impact of complex operating environments on production organizations
l Organized and completed special risk assessments for the transfer of Beijing Capital International Airport T2, the adjustment of Chengdu airspace, the commencement of the operations of Tianfu and Jiaodong airports, wet lease of aircraft from Air Macau, etc., to ensure safe operation under the adjusted operation mode
l Continued to improve the operational support capability of the ARJ21 fleet and conducted a preventive, seasonal, and transitional risk assessment and control
l Established a supervision and inspection team, carried out special inspections on major security tasks, conducted multiple safety inspections on key flight and maintenance units, and supervised all units to meet various work requirements and take safety measures seriously.
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Flight Training System Improved the Pilot Training Outline, the Flight Inspector Workbook and the Flight Training Management Manual for all types of aircraft Established a flight inspector assessment and appraisal mechanism, set up and completed the model engineer duties and performance evaluation criteria Promoted the construction of the flight qualification management system, and preliminarily completed the paperless flight training
Safety Management System Continued with the quantitative risk analysis Completed the Level 3 Hazard Source Data-base of flight, aircraft, operation control, cabin, ground service, and freight systems Developed unified Quick Access Recorder (QAR) data standards, and completed the sorting and integration of QAR data asset catalogs and data standard dictionaries in key areas Developed the flight data management and application system
Aircraft Maintenance System Established the product maintenance quality evaluation system to realize trend monitoring and dynamic control of the Company's product maintenance quality Unified the maintenance plan management and control of the entire fleet, optimized the management and control capabilities and efficiency of airline maintenance, and continuously improved the quality of airline maintenance support Developed the technical status information collection system for aircraft to comprehensively improve the Company's reliability management level Improved the dual control and prevention mechanism of safety risk management and hidden danger investigation and management thoroughly implemented the responsibilities of risk-level management, and improved the efficiency of risk management
Operation Management System Clarified the responsibilities of various departments, sorted out corporate manuals and high risk work procedures, and formulated a list of hazard sources and hidden dangers Optimized the resource allocation, strengthened the construction of the Aircraft Operations Centre (AOC), and realized the centralized AOC control for short-term flight plans within 72 hours Comprehensively promoted the application of the flight recovery function of the MM module of the SOC, improved the operational decision-making ability under abnormal conditions and formulated nine recovery scenario templates under six categories |
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Ameco adopted a safety management system (SMS) consisting of four major parts: policy (P), risk (D), safety compliance(C) and safety assurance (A). By carrying out hazard identification, risk assessment and risk control activities, Ameco effectively reduced the risk of personal injury and property damage, and promoted the realization of its safety goals. Schematic diagram of the elements of Ameco's safety management system Plan (P) Policy Safety and Quality Policy Organization and Responsibilities Safety Planning Compliance with Applicable Laws and Other Requirements
Do (D) Risk Management Program and Control Emergency Plan and Response Document and Records Management
Check (C) System Assessment Safety Supervision System Safety Information Management System
Action (A) Safety Promotion Continuous Improvement Management Review System Analysis |
• Completed the interpretation and study of the newly released Work Safety Law and enhanced the safety responsibility awareness and legal awareness of personnel at all levels
• Organized publicity and education activities such as Ankang Cup, Safety Production Month, and Safety Production Consultation Day
• Produced professional training materials following the special governance plan, and offered special training for the staff from 217 domestic and international business offices/terminals.
• Formulated a list of typical negative behaviours and quantitative assessment indicators for safety practitioners from multiple perspectives and improved the professional quality, job responsibility, and safe operation concept of professional teams
Air China deepened the construction of the aviation security management system and security capacity, successfully completed the annual aviation security assurance tasks, and maintained an overall stable security situation.
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l In 2021, Air China did not get involved in aviation security and fire safety incidents due to the liability l Air China conducted 8 special security drills and 23 security tests l Air China released 13 issues of aviation security and security risk warnings ,completed the aviation security assessments for 7 newly built domestic airports and 15 international airlines |
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Training fees for the maintenance of specific qualifications*: RMB 210 million
Average qualification training hours divided by specialty (hour) Flight training:73.3 hours General training for ground workers: 68.6 hours Flight attending training:82.2 hours
Total qualification training hours for pilots (Person-hour) Flight simulator training: 132,000 person-hours Safety training: 416,000 person-hours Hazardous goods retraining: 38,000 person-hours Emergency retraining: 169,000 person-hours
Total qualification training hours for the flight attendants (Person-hour) Safety training: 690,000 person-hours Hazardous goods retraining: 67,000 person-hours Emergency retraining: 473,000 person-hours
Total qualification training hours for the ground workers (Person-hour) Safety training: 384,000 person-hours Hazardous goods retraining: 52,000 person-hours |
In 2021, Air China independently developed and revised 284 training courses involving aircrew and ground personnel qualifications, with 803 class hours. This guaranteed the acquisition of training qualifications and the improvement of learning for various employees of the Company.
*The specific qualifications of employees refer to the qualifications of pilots, flight attendants, ground service personnel, and dispatchers, and the data come from Air China, Beijing Airlines, Dalian Airlines, and Inner Mongolia Airlines.
Under the national strategic goal of "carbon peaking and carbon neutrality", Air China adhered to the concept of "green operation and sustainable development", paid attention to global climate change and greenhouse gas emissions, insisted on green development, supported the "carbon peaking and carbon neutrality" strategy, and adopted various measures to improve energy efficiency and reduce pollutant emissions.
The 14th Five-Year Strategy in the Field of Environment
• Improving the management system and enhancing management ability
• Strengthening energy management, and achieving low-carbon development
• Fighting the tough battle of pollution prevention and control, and defending the blue sky continually
• Taking the initiative to support the strategy of "carbon peaking and carbon neutrality"
• Shaping the image of a green state-owned aviation enterprise and undertaking its corporate social responsibility
In order to help achieving the climate change goal of the global temperature rising within 2°C by the end of this century and actively respond to the national call for energy conservation and emission reduction, Air China integrated climate change risk indicators into its existing risk management system, insisted on green and low-carbon operations, and took practical actions to achieve the national goal of "carbon peaking and carbon neutrality".
Overall climate change goals
By 2025, Air China will further improve its energy conservation and ecological environment protection management system and management capabilities, significantly enhance its green and low-carbon operation level and pollution prevention and control abilities, thus becoming a world-class green aviation enterprise, and maintaining a leading position in the ecological environment protection in the domestic aviation industry.
2021 Greenhouse Gas Emissions
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Scope 1: CO2 emissions (1,000 tonnes) 15,218 Scope 2: CO2 emissions (1,000 tonnes) 224
By the end of 2021 • Owned 746 aircraft • Retired 4 old aircraft • With the average age of the aircraft of 8.23 years • Introduced 43 new aircraft • With the ton-kilometre fuel consumption of 0.357 kg/ton-kilometre • With the ton-kilometre CO2 emissions of 1,124.70 g/ton-kilometre
Climate change-related contents were disclosed regarding the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). * The Interim Measures for the Management of Carbon Dioxide Emissions Monitoring, Reporting and Verification of Civil Aviation Flight Activities released by CAAC was adopted as the aviation fuel calculation standard, while the Beijing Carbon Emission Unit Carbon Dioxide Emissions Accounting and Reporting Guidelines released by the Beijing Municipal Ecology and Environment Bureau was used as the ground energy calculation standard. * In the future, Air China will focus on the main indicators for airlines given in the 14th Five-Year Special Plan for the Green Development of Civil Aviation, gradually refine various environmental performance targets, and continuously disclose the completion status. |
Environmental Risk
Environmental risk was identified as one of Air China's operational risks. In its response plan, Air China considered operation requirements, regulatory requirements, and market changes, analyzed the internal and external factors, employed various feasible methods to collect environment-related information from related parties, understood the needs and expectations of stakeholders, focused on improving risk response capabilities, and achieved a continuous improvement of the environment.
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Source of Risk |
Risk Description |
Response |
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Extreme weather |
Flight delays, forced landings, or cancellations |
• Established a special emergency plan to improve the speed of emergency response. • Conducted a timely assessment and pre-analysis of changes in operating conditions by monitoring flights, took measures to control flight returning and diversions, and provided support to the aircrews on the ground to avoid flight returning and diversion. |
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COVID-19 outbreak |
Decreased efficiency of flight operations, and decreased fuel efficiency of flights due to the impact of the pandemic |
• Implemented the pandemic prevention and control policies and followed relevant landing measures. Ÿ Carried out passenger and freight flights and continued to deepen fuel-saving measures for operation. |
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stakeholders |
Meeting the changing requirements of stakeholders such as government agencies, share-holders, customers, employees, suppliers, etc. might increase costs |
• Improved the communication mechanism of stakeholders, optimized communication management, and paid attention to the reasons for changes in demand from stakeholders to understand and further meet the needs and expectations of them. |
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Financial costs |
Faced with environmental governance and multiple carbon emission reduction pressures, management costs and carbon emission reduction costs continued to increase |
• Actively participated in policy research, promoted new green technologies, clarified the technical paths for environmental governance and carbon emission reduction, and formulated implementation plans for environmental governance and "carbon peaking and carbon neutrality". |
Insisting on low-carbon operations
To cope with the impact of climate change caused by carbon emissions, Air China took several measures to reduce carbon dioxide emissions and actively respond to climate changes.
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Meeting the requirements of carbon emissions Air China strictly implemented the external carbon emission management requirements. It completed the monitoring, verification, reporting, and performance of the four carbon emission systems for the EU, China, Beijing, and civil aviation, respectively. In October 2021, the data quality of Air China's carbon emissions report was rated as "excellent" by the Civil Aviation Administration of China. |
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Deepening the fuel-saving operations Air China effectively controlled the flight returning and diversion, reasonably controlled the weight of the aircraft, dynamically monitored the aircraft's performance, optimized the airline, managed and calculated the planned aircraft fuel quantity, and improved the accuracy of the pre-allocated payload. Compared with the previous year, Air China saved 20,000 tonnes of aviation fuel and reduced carbon dioxide emissions by 63,000 tonnes in 2021. |
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Promoting the replacement of the Auxiliary Power Unit (APU) When the aircraft was parked, ground equipment was used for replacing the APU for the power supply. In 2021, Air China reduced carbon dioxide emissions by 226,000 tonnes by using alternate facilities of the APU. |
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Participating in international mechanism research Under the unified leadership of the Civil Aviation Administration of China, Air China participated in the International Civil Aviation Organization Council - Committee on Aviation Environmental Protection (ICAO-CAEP) Working Group, the International Air Transport Association Sustainability and Environment Advisory Committee (IATA-SEAC), and the Star Alliance Sustainability Committee to actively speak up for the civil aviation industry. |
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The Aircraft Ground Fuel Transfer System independently developed by Air China won the Innovative Project Award of the 4th (MRO CHINA) Red Crown Award The aircraft ground fuel transfer system was a new civil aviation operation support system supported by the aviation industry. By realizing the direct transfer of fuel between ground aircraft, the system could effectively reduce regular aircraft inspections, the fuel tank maintenance, airline adjustment, and other wastes from fuel pumping, demonstrating its innovation in ecological protection, energy conservation, and emission reduction. |
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Launching green travel services Air China has launched a new green travel service, "Enjoying Low-Carbon Travel" on its APP. Passengers voluntarily participated in domestic carbon emission reduction projects through flight mileage or cash payment, such as afforestation projects, achieved "carbon-neutral" flights, and reduced the impact of air travel carbon emissions on the environment. In December 2021, Air China launched a new low-carbon scenario for mobile check-in on the Air China Alipay Applet. Passengers were allowed to use the Applet to check-in and get Ant Forest energy. |
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Optimizing energy use structure Invested RMB 180 million into the "Electric Driven Changed From Fuel Driven" project in 2021
Owned 925 new energy vehicles
Modified the exhaust system of 1,056 on-site fuel vehicles
Built 240 sets of supporting charging piles independently
Reduced the vehicle fuel consumption by 355.5 tonnes
Reduced carbon dioxide emissions by 1,075.8 tonnes |
Improving the management system
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Compiled and released the 14th Five-Year Plan for Green Development and compiled Air China's Environmental Management Manual following the Environmental Management System Requirements with guidance for use.
Obtained the ISO 14001 certificate and became the first airline in the Chinese Mainland to pass the environmental management system certification.
Independently developed the energy-saving and environmental protection management platform, optimized a carbon emission monitoring and analysis platform, and comprehensively improved work efficiency and data quality.
Standardized emergency management and conducted drills for environmental emergencies such as water pollution, radiation accidents, and hazardous waste accidents. |
Cultivating environmental protection awareness
To improve the environmental protection awareness of all employees, Air China ensured that its employees understood the national "carbon peaking and carbon neutrality" goals and the Company's green development policy through various forms of training, publicity, and communication, enriched employees' knowledge systems of energy conservation and environmental protection, and strengthened employees' sense of responsibility and risk awareness, laying a solid foundation for forming a new pattern of green and high-quality development.
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Water conservation propaganda Replacing old faucets with water saving ones in canteens Strengthening public area inspections
Saving the office water in 2021 by 4.905 million tonnes Saving the water consumption per capita by 56 tonnes |
Steadily advancing the ban or restriction on plastics use
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Launching the action of "Bringing Your Own Water Glasses" In 2021, Air China's Beijing headquarters took the lead in launching the action of rejecting the use of disposable cups, and achieved the goal of "zero use" in July through ban or restriction on the use of such cups. |
Regulating waste disposal
Air China formulated the Waste Disposal Management Procedures, the Special Emergency Response Plan for Hazardous Waste Accidents, and other regulations on the on-site collection and management of hazardous wastes, regulations on managing temporary storage of hazardous wastes, and on-site emergency response measures for accidents. Moreover, the Company signed the Hazardous Waste Disposal Agreement with third-party units to ensure legitimate and compliant hazardous waste management. In 2021, the Company's total amount of hazardous waste was 1,089.1 tonnes, which were all handed over to qualified third-party units for harmless treatment.
Disposed hazardous waste from aircraft maintenance (tonne)
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Waste containers and contaminants 2021:402.9 2020: 300.3
Waste cleaning fluid 2021: 174.1 2020: 121.7
Waste activated carbon 2021: 105.8 2020: 41.4
Spent acid 2021: 26.4 2020: 21.6
Waste mercury-containing fluorescent tubes 2021:1.7 2020:0.9
Waste batteries 2021:0 2020: 0.4
Spent resin, waste rubber 2021: 0.6 2020:0
Waste oil 2021: 160.8 2020: 213.2
Waste paint and paint bleaching liquid/slag 2021: 34.2 2020: 55.5
Wastewater treatment sludge 2021: 164.2 2020: 38.6
Spent alkali 2021:17.9 2020:5.4
Waste reagents and detection solution 2021: 0.3 2020: 0.6
Spent developer 2021: 0.2 2020: 0.3 |
Strengthening garbage classification
Air China strictly followed garbage classification requirements and implemented garbage classification management. The kitchen and hazardous waste generated during operations were handed over to professional companies for harmless treatment. In 2021, Air China disposed of 3,011.2 tonnes of kitchen waste in Beijing.
Standardizing the use of hazardous chemicals
Air China reviewed the selected hazardous chemicals, chose to use hazardous chemicals with low environmental hazards, and strengthened the management of the use of hazardous chemicals to reduce scrap.
Practicing the green corporate culture
Combining the National Low-Carbon Day with the Energy Conservation Publicity Week, Air China launched the thematic activity of "Energy Conservation and Carbon Reduction for Green Development" to guide all employees to develop a habit of saving energy.
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Air China held the themed flight activities of "Biodiversity Conservation" By working together with China Environmental Protection Foundation, Air China held themed flight activities on the flights from Beijing to Kunming from October 9 to 15 under the theme of "Everything Grows", advocating passengers to jointly protect biodiversity, build a community of life on earth, and embark on the road of harmonious coexistence between human and nature. |
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Actively participating in green public welfare In 2021, Air China united with the China Environmental Protection Foundation to set up the Air China Yangtze River Ecological Protection Fund, aiming to carry out public welfare activities such as species protection, construction of patrol and protection sites, and material guarantee for rangers for the protection of the ecosystem and endangered species, and contributing to the harmonious coexistence between human and nature through practical actions. |
* The non-hazardous waste in this report refers to the kitchen waste generated from Beijing district. In the future, the Company will expand the statistical scope of non-hazardous waste production and gradually expand it to the whole Company.
Air China insisted on being a corporate citizen with a sense of responsibility and always led the development with the concept of sustainability. The Company not only attached importance to high-quality economic development but also shared prosperity and progress with the aviation industry. It led its partners with its advantages to jointly build a sustainable value chain, thus realizing the goal of building a world-class aviation enterprise.
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The 14th Five-Year Strategy in the economic field
Building a new pattern of base market
Deepening the strategic synergy between Air China and its holding companies
Improving the control over core markets
Building a world-class hub in Beijing
Consolidating its competitiveness in the international market
Dynamically optimizing the input structure |
Facing the pressure of the normalization of the pandemic, Air China strictly controlled costs, and tapped the potential for higher cost-effectiveness and efficiency.
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Coordinated plans for aircraft introduction, engine replacement, aircraft maintenance, and air material support
Strengthened the matching of aircraft and airlines and provided support for production organizations to seek optimal cost matching solutions
Strengthened the linkage between passenger and freight flights, coordinated the market organization of freights and preighters, and flew about 16,000 preighters throughout the year, which was a new profit growth point under the pandemic
Launched the electronic upgrade product seasonly, the boarding gate upgrade product, and domestic weight-based luggage products at ten airports
Carried out procurement of international aviation oil through the joint procurement platform to save the cost
Improved the efficiency of assets, speeded up disposal of scrapped assets, and improved the asset management level |
Air China will firmly grasp the development opportunities in the new era. During the 14th Five-Year Plan period, the Company actively supports the national strategy, optimizes the layout in domestic and foreign markets, vigorously participates in the construction of aviation hubs, and contributes to building China into a civil aviation power in the new era.
Optimizing airline network
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Implemented the development idea of the domestic economic cycle playing a leading role and adhering to the international and domestic economic cycle developing jointly, rationally adjusted the structure of transportation, increased input in the domestic market during the pandemic, and ensured important international flight non-stop
Building a leading position in the Hub market of Beijing, opened up routes, focused on building domestic express lines such as Beijing Capital-Shanghai Hongqiao, Guangzhou, Shenzhen, Chengdu Shuangliu, Chongqing, Hangzhou, etc. to enhance the competitiveness
Established the passenger and freight flights linkage mechanism and greatly increased yield and revenue |
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Air China flew about 16,000 preighters throughout the year The domestic capacity of Air China for the year increased by 7.66% on a year-on-year basis. |
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As of the end of the Reporting Period Domestic Sales Centres: 4 Domestic Offices: 50 Regional Headquarters: 4 International offices: 85
As at the end of the reporting period, the Company, Shenzhen Airlines (including Kunming Airlines), Air Macau, Beijing Airlines, Dalian Airlines and Inner Mongolia Airlines operated 672 passenger routes
In 2021, the Company flew flights to 151 cities in 25 countries and regions
Through cooperation with Star Alliance members, Air China further expanded its services to 1,300 destinations in 195 countries (regions). |
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Opening up the operation model of "One Site, Two Zones" in the Beijing Capital International Airport Air China launched the operation model of "One Airport, Two Zones" in the T2 and T3 terminals of Beijing Capital International Airport, gradually increased the capacity, improved operational efficiency, optimized the travel experience of passengers, and accelerated the pace of building a world-class hub.
Building an international aviation hub in Chengdu On May 28, the Air China Tianfu Base was officially opened in Chengdu, laying a solid foundation for the development and construction of an international aviation hub in Chengdu. On June 27, Air China CA4195 made its maiden flight from Chengdu Tianfu International Airport to Beijing Capital International Airport.
Serving the Guangdong-Hong Kong-Macao Greater Bay Area On July 30, the Guangdong Branch was officially established. The company signed a strategic cooperation agreement with Guangdong Airport Management Group Co., Ltd. to promote the cooperation in an all-round way.
Contributing to the construction of the Air Silk Road On September 10, Air China Xinjiang Branch was officially established in Urumqi. It was an important measure to implement the Belt and Road Initiative, support the regional development of Xinjiang, and build a major air transportation channel in Xinjiang. |
Air China always insisted on developing together with the aviation industry. It was committed to building a sustainable value chain with industry partners through responsible supply chain management. It actively conducted exchanges and cooperation, created a new situation of mutual benefit, and opened a new chapter of win-win cooperation.
Strengthening the supply chain management
Air China strictly followed the procurement principles of "openness, fairness, impartiality, honesty and integrity", integrated environmental, social, and governance concepts into supply chain management, gradually transformed to responsible procurement, and actively built a sustainable supply chain. It also built a three-level procurement system of "1 (Level 1 management documents) + 9 (Level 2 procedural documents) + N (Level 3 operational documents)" with a complete and transparent structure. In 2021, Air China formulated the Measures for the Management of Bad Behaviours of Suppliers (Interim) and continued to improve the system.
Air China issued the Notice on Implementing Green Procurement. It implemented throughout the Company to further emphasize that environmentally friendly and green suppliers should be selected in the procurement process. During the procurement activities, on the premise of ensuring procurement compliance, Air China fully considered environmental benefits and gave priority to the procurement of products and services that are environmentally friendly, energy-saving, low-consumption, and easy to utilize resources under the same circumstances. Air China supervised the suppliers' performance in environmental protection, resource conservation, corporate social responsibility, and sustainable development through supplier performance evaluation results. It promoted the suppliers to continuously improve their environmental management and social responsibility performance.
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Supplier Admission Access and Exit Mechanisms Ÿ Strictly standardized supplier management from the stage of supplier admission implemented the Supplier Management Regulations and required the suppliers to truthfully fill in the Supplier Information Registration Form and the Supplier Self-Assessment Questionnaire on the Compliance with Social Standards and submit the corresponding qualification proof; Ÿ Established a qualification compliance audit team to conduct supplier qualification audits on potential suppliers;
Performance Management • Took "quality, safety, customer satisfaction, cost, supply guarantee, and innovation" as the core dimensions, established an assessment mechanism, and aligned the supplier assessment results with the procurement process, to achieve closed loop management; • Based on the results of daily performance appraisal, formulated improvement measures for suppliers and supervised their rectification using interviews with suppliers and regular reviews, and established daily performance files of suppliers.
Rating Management • Divided suppliers into four levels: A, B, C, and unqualified, and implemented rating management; • Encouraged the establishment of long-term partnerships with A-level suppliers, urged B-level suppliers to make rectifications, followed up C-level suppliers' rectification progress, and ruled out unqualified suppliers and suspended ongoing cooperation with them; • Conducted real-time standardized management of suppliers and established and regularly updated the Company's supplier information database.
Responsible Procurement • Standardized the cooperation with suppliers from multiple dimensions such as society and environment, formulated the Supplier Self-Assessment Questionnaire on the Compliance with Social Standards, and implemented responsible procurement; • Incorporated the supplier's ESG risk and performance in the review scope and required the supplier's first-tier suppliers to agree to the Supplier Self-Assessment Questionnaire on the Compliance with Social Standards, including the above indicators; • Required the suppliers involved in environmentally friendly and green development procurement projects to provide relevant qualification certification materials in accordance with national statutory environmental protection requirements. |
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Number of suppliers in the procurement business Domestic: 4,668 overseas and regional: 256
Number of new suppliers in 2021 Domestic:882 overseas and regional：104 |
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On January 1, Air China officially launched the procurement management platform, and advanced the construction of the supply chain by standardizing and regulating the procurement business was strengthened through the electronic system. |
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Air China established the concept of green procurement and encouraged the suppliers to continuously improve their environmental management level. In January 2022, Air China released the Notice on Promoting Green Procurement to popularize the green and low-carbon concept, promote the priority procurement, and advocate the use of energy-saving, water-saving, material-saving products and services conducive to environmental protection. |
Continuing with external cooperation
Air China actively deepened exchanges and cooperation with industry and alliance partners, led the development of the aviation industry with the sustainability concept, maintained smooth communication channels with partners in the post pandemic era, and joined hands with outstanding peers in the aviation industry to create a new pattern of ecological stability and sustainable development.
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Major progress in external cooperation Actively participated in international affairs, facilitated the establishment of standards, and enhanced its international voice;
Discussed with partners such as United Airlines and EVA Air to promote passenger transfer services in the post-pandemic era, completed the development and testing of "free seat selection for intermodal transportation", and actively explored new ways of cooperation;
Continued to expand the scope of aviation partners, expand the route network, and strengthen code-sharing cooperation;
Participated in the development, testing and promotion of the IATA Travel Pass project, and actively joined in the Health Data Exchange project initiated by the Star Alliance;
Promoted the new Core Values of the Star Alliance, and improved products and services by benchmarking. |
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From September 28 to October 3, Air China participated in the 13th China International Aviation and Aerospace Exhibition (Zhuhai Air Show) to fully demonstrate its operational capacity, services, products and CSR stories. Air China won the Best Brand Communication Award and the Excellent Organization Award of the civil aviation exhibition area . |
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From May 20 to 23, Air China participated in the 3rd Western China International Fair for Investment and Trade in Chongqing as a designated airline partner, displaying its new look of "New Journey, Heartfelt Expectations" under the exhibition theme of "Joining Hands with the West China for a Bright Future".
From September 8 to 11, Air China participated in the 21st China International Fair for Investment and Trade as the sole strategic partner in the aviation industry, fully displaying its operations, services and CSR performance, and winning the Silver Award for Creative Featured Exhibition Booth. |
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On October 12, the 12th China Passenger Airport Experience Summit was held in Shanghai. Air China delivered a keynote speech entitled the Exploring the Application of International Health Passes, sharing its experience on contactless and digital solutions for the restart of international travel. |
In line with the business philosophy of "service first", with "quality service" as the starting point, Air China practiced the idea of "sincere services", innovated the management thought in the service field, and made ongoing innovations to improve the ability of product and service supply and to faithfully provide world-class passenger services.
The 14th Five-Year Strategy in the service field
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Creating world-class services and products
Deepening the "Three Orientations" Practicing the "Three Comprehensive Strategies"
Customer Orientation, Problem Orientation, Value Orientation Full-process Benchmarking, Full-process Governance, Full-chain Development
Static Planning →Dynamic Management Fragmented Scene → Full-process Connection Passively Follow → Actively Lead
First-class Quality, Outstanding Features Overall Management Flexible Strategy Full Service, Same Goal Active and Quick, Proactive and Considerate Perfect System, Forward-looking Innovation Excellent Business, Gathering Strength |
Air China standardized and improved passenger service management, further strengthened the top-level design of service quality management, adhered to the "people-centered" development concept, insisted on the ideological guidance of "three orientations", and continued to optimize the construction of the service management system from four aspects, namely, standard construction, system improvement, complaint and reward and punishment, and quality promotion.
Quality Management
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Standard Construction Continuously improved and optimized the Full-process Product Service Standards, completed the revision of 22 standards and increased a new full-process product standard throughout the year; Completed the revision and release of nine management regulations and operating specifications, completed the revision of the General Management Rules and the revision of 10 Management Volumes.
System Operation Coordinate the promotion of the "Year of Service Quality Standard Construction", planned ten major tasks, and divided them into 17 specific tasks for steady progress; Organized and implemented internal auditor training/recurrent training, with 153 participants; Organized and implemented the internal audit/external audit of the service management system.
Complaint Reward and Punishment Revised the Complaint Management Regulations to clarify the responsibilities of the complaint handling departments at all levels and the time limit for handling complaints; Revised the Effective Complaint Management Regulations, and re-clarify the criteria for determining effective complaints and the general principles for determination; Revised the Administrative Measures for Service Rewards and Punishments, refined the scope of applicable units, and clarify the responsibilities of reward and punishment management.
Quality Promotion Carried out quarterly quality management knowledge online answering activities; Organized and implemented the first QC group presentation competition, recommended outstanding groups to participate in the central enterprise QC group competition organized by the SASAC, and win the third prize. |
Advancing the Construction of Service Capabilities
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Developed a new training course on service awareness quality Offered special training for service quality improvement such as director seminars and elite training camps to enhance specialization and professionalism.
Focused on service shortcomings and improved on-site handling capabilities of "the Chief Purser and the Purser" Offered the training course Practices of the Chief Purser, and improved the on-site handling capabilities of the Chief Purser and the Purser.
Developed new courseware Developed audio and video courseware such as "Doudou Radio" and "Getting to Know the Knowledge Base", with 12,360 hits. Continued to analyze passenger satisfaction data, dynamically explored passenger needs, and developed the special courses like the Professionalization of Air China Service Teams and the Five Questions and Five Answers on Professional Team Building. |
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Air China organized online company-wide training on the Professionalization of Air China Service Teams, and more than 8,000 people learned the course. |
Facilitating Service Innovation
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Wifi Network Platform • Achieved full operations of in-cabin wireless LAN on 359 aircraft, and provided air-ground connectivity for 16 A350 aircraft; • Revised 17 process management systems in three categories of platform operation, management and safety, and revised and optimized passenger presentation interface application products; • 5,260,860 visitors accessed to the in-flight network platform, with an average platform access rate of 20.15%
Innovation Laboratory Put the Air China In-flight Catering Satisfaction Analysis Visualization Platform into operation; Brought the Intelligent Assistant into production, and completed the "Innovation of Media Content Update Mode in the Traditional Entertainment System"; The Innovation and Research Project of Aircraft Cabin Disinfection Products and the Air China Passenger Information Confirmation Service System of Third-Party Service Provider passed the acceptance check
E-commerce Platform Completed the Air China APP in-flight catering reservation plan; Launched the automatic application of service compensation; Optimized the full-process luggage tracking function of the APP, optimized the data interface access logic, and supported the expansion of terminal and airline services; Completed APP cloud environment construction, cloud service migration, and comprehensive up- grade of APP architecture
Smart Knowledge Base Completed the optimization of 2,773 FAQs in the Smart Knowledge Base, and maintained the accuracy rate of online customer service at a high level of 80% |
"Sincere services" demonstrate the important values of civil aviation as a service industry. To meet the needs of passenger, Air China explored innovative technological services and products, enhanced service quality, and provided passengers with a considerate and convenient new air travel experience.
Guaranteeing flight punctuality
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Flight punctuality is the core of airline service quality and the key to improving customer satisfaction. Air China continued to improve the flight punctuality management process, established the goal to ensure flight punctuality, promoted the construction of a global ground flight assurance platform, and implemented daily flight assurance in an all-around way.
The Air China flight punctuality rate in 2021 reached 88.96% (According to the statistical calibre of the Civil Aviation Administration for Air China)
Operational Control 72-hour flight operation control Next day flight planning Emergency task handling Implementation of flight operation plan |
Enhancing customer experience
Considering the needs of passengers, Air China continued to strengthen service innovation, deepened the exploration of informatization and intelligent applications, and strove to provide passengers with diverse and excellent services.
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APP Upgrade Enabled the "automatic standby" function to meet the demand for ticket purchases in peak seasons to the greatest extent; Launched an app suitable for the elderly to help solving the problems of the elderly and other special groups when using intelligent technology; Launched Air China electronic boarding pass in Huawei Wallet, and allowed the passengers to use Huawei eID for user identity authentication; Launched the featured products of Winter Olympics Coupon for the first time, and opened a special "Red Tour" area; Launched the Star Alliance transfer information service, and provided more abundant and clear transfer connection information for passengers with Star Alliance itineraries
Smart Travel Services Continued to promote "paperless" convenient travel, with 118 terminals supporting "paperless" services in 2021; Strengthened the transfer service guarantee capability, launched the "Smart Transfer" project, and realized the omni-channel push function of transfer flight information; Launched smart transfer services to provide AR/VR transfer guidance
In-flight Meals Deeply cultivated meal boxes services; Launched seasonal products of lunch boxes; Launched the series of pocket meal
Full-process Luggage Tracking Further improved the luggage status tracking service, and optimized the electronic luggage receipt and luggage status display; Advanced "smart" services, fully realized remote self-service check-in at domestic terminals, opened the full-process luggage tracking and inquiry service at seven stations, and provided the passenger inquiry service in nine routes
Inflight Products and Services Launched the new blanket; Launched a series of new interior products; Optimized the quality of in-flight media content, and launched content areas based on traditional culture |
Special Passenger Services
Air China adheres to the concept of "life first", continuously optimizes the quality of services for special passengers, implements special passenger service projects, and provides green channels to improve the travel experience.
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Management Standards Updates Revised the service policies such as refund and changes for injured and sick passengers; Adjusted applicable ticket prices for children and unaccompanied minors; Revised the refund service requirements for the passengers on the stretcher
Passenger Experience Enhancement Canceled the Disclaimer Letter and used the Risk Declaration to remind passengers of travel risks
Online Booking Services Launched an online special passenger service module on the official website and App to fulfill the automatic booking often types of special services, such as mobility assistance
In-flight wheelchairs Further transformed the mobility assistance configuration mode and replaced the original ground configuration mode with the inflight configuration
Infants and children Services Optimized the automatic reservation for unaccompanied children; Launched infant passenger protection on abnormal flights |
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Air China launched two issues of the "Respect for the Elderly Rights Card", so that the users could purchase domestic flight tickets actually carried by Air China at a fixed price every time they needed. |
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On January 14, CA4235 took off from Chengdu Shuangliu Airport and arrived at Nanning Wuxu Airport on time, successfully guaranteed the transportation of hematopoietic stem cells, and built a warm air channel for passengers. |
Considering customer privacy and safeguarding passengers' rights and interests as the core foundation for building a brand of high quality service, Air China always puts passenger privacy protection and passenger feedback in the first place, and improves information security and passenger complaint feedback systems and mechanisms to improve passenger travel satisfaction.
Passenger Privacy Protection
To improve its information security protection system, Air China strictly implemented the Personal Information Protection Law and the Data Security Law of the People's Republic of China and issued and improved internal systems such as the Personal Information Security Specification and the Wings of Air China Passenger Information Authority Check and Management Measures to regulate the use and protection of passenger information.
Air China's organizational structure for information security management
The Information Management Committee works as the highest-level organization of Air China for information security management, which performs data management deliberation. It takes charge of the Company's major issues related to data management.
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Information Management Committee Data Management Office Information Management Office Subsidiaries Administrative Organs Management and Support Departments Other Affiliates |
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Technical Support • Air China's data storage passed the third-level certification of the national information protection level system and obtained the ISO 27001 certificate and PCI DSS certificate at the same time; • Air China completed classification and protection work of the Air China APP and other systems; • Air China adopted strong encryption technologies to encrypt and store personal information and ensure data security through isolation technology
Management Assurance • Air China amended the multilingual privacy terms and updated them on relative platform promptly; • Air China categorized the data viewers in detail and further restricted the authority of viewing passenger information; • Air China established a data demand confirmation form and documented it in the form of a ledger following approval to ensure that data operation records could be queried and traced; • Air China continued to carry out publicity and education on the rule of law. It conducted special training on information security and privacy protection for employees following relevant laws and regulations such as the Criminal Law of the People's Republic of China, the Personal Information Protection Law of the People's Republic of China, and the Law on Public Security Administration Punishments to enhance employees' information security awareness |
Full-process privacy information protection
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• Partially anonymized the passenger's personal information during the service process to prevent accidental leakage of such information • Updated the terms of the privacy policy in a timely manner, and strictly observed the minimum necessary principle when collecting the information • Improved the itinerary protection function so that the user's itinerary could not be obtained by others and the passenger itinerary would not be maliciously altered after the itinerary protection was turned on • Improved the function of permanent account cancellation, and deleted personal information from the Air China database after the passenger cancelled the account perpetually • Encrypted the passenger's information during the transmission process to ensure the security of the data |
Protecting the rights and interests of passengers
Air China put a high value on the rights and interests of passengers, built a sound and effective passenger communication and feedback mechanism, tracked and handled passengers' complaints and feedback, followed up and analysed passengers' travel satisfaction, and continuously improved its services based on customer opinions.
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Continuing with the improvement of the passenger complaint handling mechanism Air China improved the systems like the Effective Complaint Management Regulations and the Service Remediation and Complaint Handling Management Regulations, studied the new version of the Complaint Management Regulations, and standardized the investigation and response standards for passenger complaints.
Improving the efficiency of handling passenger complaints and feedback Air China established a global customer service center, the hotline "95583", which could provide a 7*24-hour multi-channel intelligent and full-process services for global travelers.
Making up for service shortcomings Air China promulgated the Service Quality Monitoring and Management Measures, improved the Service Scenario Simulation Case Collection, and formed a closed-loop management of "teaching, guiding, checking, and testing" by strengthening scenario simulation exercises, assessments, etc.
Perfecting the refund process During the pandemic, Air China developed an online electronic and in-kind compensation system, and launched the project for automatic application of service compensation, which greatly shortened the refund processing time. |
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Overall passenger satisfaction in 2021: 84.7 points Overall satisfaction of Premium passengers: 85.2 points Passenger satisfaction questionnaires recovered: 164,372 Passenger complaints received: 5,944 Complaint handling rate: 100% |
Air China adhered to the people-oriented development concept, earnestly protected employees' legitimate rights and interests and physical and mental health, conducted various types of employee training, smoothed employee promotion channels, actively fulfilled social responsibilities, and strove to achieve common development with employees and the society.
Air China implemented an open, fair, and equal employment policy, strictly banned any form of child labour, or forced labour, insisted on equal pay for equal work, and resisted discriminatory behaviors against employees due to gender, race, nationality, physical conditions, religion, marital status, and other factors, and protected the legitimate rights and interests of employees. Moreover, it encouraged employee growth, created a diverse training system, and cared for employees' physical and mental health. Air China was aiming for a fair, open, harmonious, and inclusive working and living environment and making progress with employees together.
Air China Employees in 2021 1
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Total employees of Air China: 88,395
Number of employees by employment type Contracted employees: 82,061 92.8% Dispatched employees/interns: 6,334 7.2%
Number of employees by gender Male ：52,750 59.7% Female：35,645 40.3%
Number of employees by age Employees aged 35 years old and below：54,587 61.8% Employees within 36-45 years old：21,188 24.0% Employees within 46-60 years old：12,620 14.3%
Number of employees by region Employees in China：85,852 97.1% Employees Overseas：2,543 2.9%
Number of employees by profession： Management and management support staff：10,856 12.3% Marketing and sales：5,337 6.0% Operation：4,531 5.1% Ground handling：11,698 13.2% Cabin service：23,382 26.5% Logistics and support：6,964 7.9% Flight crew：10,644 12.0% Engineering and maintenance：13,146 14.9% Information technology：809 0.9% Others：1,028 1.2%
Number of employees by education Master degree and above：3,877 4.4% Undergraduate：47,458 53.7% Junior college：26,079 29.5% Technical secondary school and below：10,981 12.4%
Employee turnover by type Contracted employees：4.0% Dispatched employees/interns：0.6%
Employee turnover by gender Male：2.2% Female：2.3%
Number of employees by region Domestic：4.5% Overseas：0.1%
Employee turnover by age Employees aged 35 years old and below：3.9% Employees within 36-45 years old：0.5% Employees within 46-60 years old：0.1% |
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Employee Salary and benefits Air China's employee welfare programs included social insurance, housing provident fund, enterprise annuity, comprehensive medical insurance, etc. In 2021, the Company's enterprise annuity coverage rate for employees reached 94.5%. To reduce the impact of the COVID-19 pandemic on employees, Air China took timely countermeasures and provided subsidies to employees of front-line, the international offices, high pandemic risk position, as well as employees under quarantine and observation.
Employee services and communication In 2021, Air China focused on service upgrades and optimization, and business model innovation to effectively respond to the new normal of pandemic prevention and control. It comprehensively enhanced the capability of human resources informatization construction. Centring on online business transformation, Air China achieved the electronic processing of personnel transfer orders, developed and applied the mobile service platform for employees, and improved the service experience for employees. Moreover, it continued to provide business guidance to employee service centres inside and outside Beijing, shared new working methods during the pandemic, upgraded the service capabilities of the official WeChat account platform, expanded the online business scope, and effectively improved internal service satisfaction.
Democratic management
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Workers' Congress Performance Proposals called for from employee representatives :48 Proposals with general comments: 35 Proposals filed :11 Proportion of employees joining trade unions: 92% |
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Employee Training
Air China continuously improved the Training Management Manual and issued the New Employee Training Management Regulations and other training regulations. The Company formulated and improved the training syllabus for the employee in key positions such as stowage, on-site command, and production scheduling closely related to the Company's flight safety and operational security. Air China produced relevant courses and training management and operation tools through on-site and online forms so that the staff training system was operable to improve the quality of employees.
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Average training hours per person (hours) Senior management：125 Middle management：94 Staff：60
Male employees：52 Female employees：71 |
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Training System Construction
Based on civil aviation laws： Improving the training system for pilots, flight attendants, flight security guards and flight dispatchers
Based on the qualification requirements of civil aviation transportation： Improving the training system for dangerous goods transportation and aviation security
Based on Air China's production needs： Improving the training system for air transport personnel, expatriate employees and business personnel |
Management training
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Higher-level Organization Training • Combined with the requirements for building a high-quality professional cadre talent team in the new era, Air China selected and organized 37 middle and senior management personnel to participate in 32 training classes organized by higher-level organizations
Senior Manager Training • In cooperation with Renmin University of China for the first time, Air China organized the State-owned Enterprise Management Training Program for senior managers by relying on the advantages of the university and faculty platform, benefitting a total of 38 trainees; • Furthermore, it continued to organize the Excellent Operation Training Program for senior managers, which benefited a total of 33 trainees
Training for Young Cadres and Grassroots Managers • By using the online learning platform, Air China organized and implemented off-the-job online training on the seven habits of high-efficiency people through livestreaming. A total of 35 young cadres participated in the training; • Air China also organized and implemented three sessions of basic rotation training courses for young cadres, benefiting a total of 72 young cadres; • Moreover, Air China also constructed the grassroots management training system, and organized 22 grassroots cadre training sessions, which benefited a total of 440 grassroots cadres. To be specific, there were eight sessions of leadership training camp for managers, seven sessions of training for supervisors, and seven sessions of promotion courses for Pilot, Co-pilot, Chief Purser, and Purser
Online Training • Air China launched a total of 13 series online special courses, including the management innovation, and brief history of state-owned enterprises, and updated 268 lessons in a total of 105 categories; • Air China iteratively improved the online learning platform, and pushed 28 articles throughout the year, with 101,549 hits in total |
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The program of High Education for Civil Aviation Workers On July 23, the first graduation ceremony for the program of High Education for Civil Aviation Workers, co-organized by the Civil Aviation Administration of China and the Open University of China, was successfully held. A total of 174 Air China employees successfully graduated from the University: 3 employees won the honorary title of Excellent Graduate; the other 3 employees won the honorary title of the 2020 Outstanding Student; Air China's Trade Union was awarded the title of the Advanced Supported Learning Unit; 8 grass-roots trade union cadres were awarded the title of the Advanced Individual in Supported Learning. |
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Since 2018, the supported learning program had benefited 1,039 workers
Specifically, there were 312 students in the class of 2018, 425 students in the class of 2019, and 302 students in the class of 2020.
A total of 4 national-level and civil aviation-level honorary winners and 8 civil aviation employees in need according to the files of the trade unions received full or half-exempt supported learning subsidies
A total of 1,579 workers won the semester scholarship of RMB 1.06 million granted by the civil aviation trade union
Air China ranked No. 1 in the civil aviation system in the number of applicants, graduates and award winners |
Employee Health
Air China improved the occupational health and safety management system and employee health file management mechanism, formulated the Occupational Health and Safety Management Manual and comprehensively organized publicity training. Besides, it also issued the Administrative Regulations on Labour Protection Products to effectively protect the health and safety of employees.
Employee Assistance Program (EAP)
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Held 32 micro-classes
Organized 136 sessions of thematic training
Organized 20 sessions of new employee coaching
Answered a total of 2,925 employee calls through the EAP hotline
Provided 3,001 hours of hotline consultation
Conducted 45 online and offline on-site consultations
Offered 94 sessions of group coaching
Organized 42 thematic activities |
Engaging in occupational disease prevention and control
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From April 25 to May 1, Air China organized a series of activities under the 19th Publicity week for Code of Occupational Disease Prevention. On December 10, Air China convened an online video training meeting on occupational health management, and more than 70 full-time and part-time managers from 27 units participated in the training. In 2021, Air China lost 10,337 working days due to work-related injuries. |
|
Implementing the health examination of employees
On December 1： By working together with Peking University Third Hospital, the Company launched the Air China Employee Health Management Plan on the Wings of Air China 3.0 platform, creating a high-quality, efficient, professional, forward-looking and continuously preventive health management platform for employees.
In 2021： Air China completed the physical examinations of 14,600 air crew members, including 4,712 pilots.
In 2021： Air China completed the "one-stop" physical examinations of 14,100 employees in Air China headquarters in Beijing. |
Providing incentives and care for employees
Air China adhered to the concept of "paying for the post value, personal ability, and performance results", provided employees with competitive salaries and incentives, and formulated a series of performance management system documents such as the Employee Post Performance Management Measures, constantly established and improved the linkage mechanism of salary distribution and work efficiency, and implemented differentiated management of total salary budget, thus providing a broader development space for all employees.
|
Improving the Performance Appraisal System: |
|
Ÿ Improved the total salary management mechanism, and enhanced the efficiency of input and output Ÿ Promoted three system reforms at all levels, and implement post term system and contractual Management Ÿ Promoted the reform of market-based salary system in key areas Ÿ Promoted the reform of the appraisal and incentive mechanism for the person in charge Ÿ Established and improved the medium and long-term incentive mechanism Ÿ Improved the salary benchmarking analysis mechanism |
|
Vocational Skills Competition • Organized the 2020-2021 Ankang Cup Competition • Organized the 18th Vocational Skills Competition for air police and flight security guards • Organized and participated in the 2nd Vocational Skills Competition of China Civil Aviation Network Security |
|
Advanced commendation and model worker publicity month activities • Cultivated advanced models, selected and commended 50 company-level model workers, 120 advanced individuals, and 80 advanced groups; • Combined with the theme of celebrating the centenary anniversary of the founding of the Communist Party of China, widely publicized the typical deeds of 21 groups and individuals who had been commended in major tasks of different periods; • Strengthened the incentives for model workers and leading innovative talents, and recommended Duan Huangke Innovation Studio to participate in the First national craftsmen Innovation Exchange Conference; • Enhanced the patent promotion in the employee innovation, with Ameco's Test Methods of the Performance of Aircraft Degenerate Parts and Their Maintenance Methods recommended as the candidate of the 23rd China Patent Award |
|
"Five Small" technology innovation activities |
|
Under the theme of "reducing costs and increasing efficiency", Air China organized the activities of "small inventions, small creations, small innovations, small designs, and small suggestions" to encourage employees to play a role in reducing costs and increasing efficiency. A total of 441 "Five Small" programs were collected and commended |
Caring for Employee Life
|
During the Spring Festival and Summer Holiday, visited more than 40 grassroots units and distributed funds about RMB 18.54 million
Offered precise care for employees in need, and distributed RMB 550,000 to 256 employees in need in the civil aviation industry and in the Company
The mutual aid subsidy (Issue 6) for employees benefited 154 people, totalling RMB 3.08 million
Supplemented Mutual Aid subsidy RMB 3 million, ensuring the treatment for sick employees not decreased
Distributed mutual aid subsidy (Issue 7) for 93 female employees, totalling RMB 1.86 million
Civil Aviation's mutual aid subsidy (Issue 7) for female employees benefited 85 people, totalling RMB 1.04 million |
Enriching employee culture
|
Air China held the 2nd employee art festival Air China held activities with the theme of "Always Following the Party, Advancing to a New Journey", such as online calligraphy, painting, and film exhibitions and offline art performances. |
|
Air China launched the micro-photography activity under the theme of "New Year's Eve of the Civil Aviation People" Through the micro-photography activity under the theme of "New Year's Eve of the Civil Aviation People", Air China employees submitted a total of 3,964 photos to record their own Spring Festival stories, and demonstrate their splendid life. |
|
Air China set up a sports activity centre for employees In April 2021, Air China opened the recreational and sports activity centre for employees to create a good atmosphere of healthy life and happy work. |
|
Launched the "My Workplace Story" call for papers A total of 153 essays from 30 grass-roots units were collected for the essay campaign under the theme of "My Workplace Story" to demonstrate the spirit of dedicated employees through the growth stories of female employees in different periods and at different positions. |
In addition to its development, Air China also fulfilled the responsibility of rural revitalization, actively participated in social welfare activities, and contributed to the development of society.
Rural revitalization
Air China implemented the spirit of General Secretary Xi Jinping's important speech and instructions on consolidating and expanding the achievements of poverty alleviation and promoting the implementation of the rural revitalization strategy. We resolutely shouldered the political responsibility for paired-up assistance in poverty alleviation and helped Zhaoping County in Guangxi and Sunite Right Banner in Inner Mongolia with heart and soul to consolidate and expand poverty alleviation achievements and continue to promote rural revitalization .
|
Invested RMB 40.773 million of free assistance funds, and carried out 21 assistance projects throughout the year
Organized employees to purchase RMB 54.07 million of agro-products and husbandry products in the assisted areas
Air China assisted in selling RMB 10.88 million of agro-products, and introduced RMB 677 thousand of assistance funds |
|
Air China trained 1,314 grassroots cadres and 1,275 technicians
Air China completed the handover of 3 temporary cadres in paired-up assistance areas, and dispatched 2 more outstanding Youth League cadres to work in the paired-up assistance areas. |
Carrying forward the spirit of poverty alleviation
Air China systematically summarized the work experience during poverty alleviation and innovatively built the "aviation + assistance" model. Besides, it also carried out a special exhibition on targeted poverty alleviation, designed and produced the Poverty Alleviation exhibition, and gathered the rural revitalization force.
Rural industrial revitalization
|
Air China provided independently developed in-flight meals on some routes and lounges, and offered Zhaoping Organic Tea on some routes to promote the popularity of "Panda Sheep" from the Sunite Right Banner and Zhaoping Tea.
|
|
Air China actively helped local enterprises building their own e-commerce platforms and expand product sales channels. |
|
With the help of Air China, Zhaoping Jiangjunfeng Group insisted on leading the high-quality development of the tea industry with technological innovation. Its subsidiary was recognized as a "National High-Tech Enterprise", playing an exemplary and leading role in the transformation and upgrade of the local tea industry. |
|
"Sunite Sheep" and "Sunite Bactrian Camel" from Sunite Right Banner became China's Geographical Indication Trademarks, providing strong support for effectively building the livestock industry chain and livestock product brands. |
Rural talent revitalization
|
Air China continued to carry out the "Air China Blue Sky Education Development Fund" project for youth study, benefiting 150 outstanding local teachers and 300 students with good academic performance. |
|
Air China built a special school in Zhaoping to benefit all families with disabled children in Zhaoping County. |
Aesthetic education
|
In 2021, Air China continued with the music assistance project, and the newly written experimental textbook was put into use. It offered 15 face-to-face music lessons and 12 online lessons throughout the year in Jiangkou Primary School in Zhaoping County, Guangxi. |
|
Air China carried out various training projects, cooperated with Beijing Normal University Education and Training Centre on Rural ecological revitalization teacher training, and cultivated a group of leading teachers in rural areas. Air China offered a high-yield cultivation technology training course for Camellia oleifera in Zhaoping County, Guangxi Air China provided a special training course on ecological civilization construction for leading cadres in Zhaoping County, Guangxi Air China provided professional certification training for chefs in Sunite Right Banner, Inner Mongolia |
Rural cultural revitalization
|
Air China established a support and co-construction mechanism with Ulanmuchi in Sunite Right Banner, whom played an important role in the cultural dissemination on the grassland
Air China built a new pastoral cultural service station in Sunite Right Banner to create a characteristic cultural platform with comprehensive cultural service capabilities
Air China invited Ms. Han Jin, the founder of Mom Philosophy, to carry out "Mom Classroom" training, guiding local parents to learn skills and changing thought to build a good family style |
Rural ecological revitalization
Air China guided people in the paired-up assistance areas to adhere to ecological priority and green development, fully considered ecological effects, and tapped green resources. Further, it promoted the deep integration and diversified transformation of ecological, industrial, and value chains while pursuing local industrial deployment and development.
|
Air China cooperated with the China Environmental Protection Foundation to set up the Sunite Right Banner Ecological Poverty Alleviation Fund, and the project team was successively granted 3 varieties of nationally approved buffalo grass seeds, and won the second prize of Liang Xi Forestry Science and Technology Award |
|
Air China continued with the infrastructure construction projects in Jiangkou Village, Zhaoping County, improved the living environment for more than 5,000 villagers, and created a beautiful village |
Rural organizational revitalization
|
Air China carried out the joint construction of Gold phoenix flight crew and other two organizations in paired-up assistance areas, and transformed the red gene of flag carrier into a firm driving force for rural revitalization. |
Successfully completing various major transportation tasks
|
Making every effort to ensure the participation of Chinese athletes in the Tokyo Olympic and Paralympic Games From July 10 to September 6, as the official aviation transportation partner of the Chinese sports delegation for the 2021 Tokyo Olympic and Paralympic Games, Air China made active deployments, strictly prevented and controlled the pandemic, guaranteed the quality of services, and successfully completed the transport support work of the Chinese delegation for the 2021 Tokyo Olympic and Paralympic Games.
During the Tokyo Olympic and Paralympic period, Air China organized 26 charter flights to transport 1,906 passengers; during the Tokyo Paralympics, it provided 7 charter flights to transport 896 passengers. |
|
Fully supporting the disaster relief in Henan Province In July, Henan and other places suffered heavy rainfall, and cities like Zhengzhou were caught in serious waterlogging, so the flood control situation was very serious. Air China immediately launched an emergency response plan, actively deployed capacity, and ensured smooth air passages for personnel rescue and material transportation.
On July 22, Air China donated RMB 20 million to the Henan Charity General Federation for disaster relief and post-disaster reconstruction caused by heavy rainstorms, providing support and assistance to the people in the disaster areas. |
|
Escorting Tibetan children with congenital heart disease for medical treatment From December 3 to 8, through close cooperation with the Red Cross Foundation of China and Zhengzhou No. 7 People's Hospital, Air China provided free round-trip transportation guarantee services for 22 children with congenital heart disease and 25 accompanying family members who went to Zhengzhou, Henan Province for medical examination and surgical treatment, and successfully completed the relay operation of "Angel's Journey - Screening and Rescuing Action for Children with Congenital Heart Disease in Tibet". |
|
Guaranteeing the flight of Tibetan compatriots assisted by the Kashin-Beck Disease Project On March 2, Air China Chongqing Branch successfully completed the transportation guarantee task for 12 Tibetan compatriots assisted by the Kashin-Beck Disease Project from Chongqing to Beijing. This project was a public welfare project of the China Overseas-Educated Scholars Development Foundation. After receiving the demand, the Chongqing Branch carefully formulated a support plan to provide these special passengers with meticulous and warm flight services. |
Organizing the practical activities for people
|
Vigorously creating and promoting the red routes Air China supported the coordinated economic and social development of the old revolutionary base areas, and vigorously built and promoted 11 red tourism boutique routes such as Beijing-Jinggangshan, Beijing-Yan'an, and Beijing-Zunyi, economically benefiting 30 million people in these areas.
Zhejiang Branch added a "Red Vest" service in the terminal building to provide one-stop services for elderly passengers.
Hubei Branch launched 16 new measures to serve elderly passengers with exclusive services of check-in counters, waiting areas and guidance, etc.
On the occasion of the June 1st International Children's Day, the Hongyan Crew of Chongqing Branch held a charity sale of paintings and crafts created by orphans and disabled children.
In order to fully implement the requirement of the Civil Aviation Administration of China that "check-in luggage temporarily handled at the boarding gate must be transported after a second security check", the Ground Services Department of Air China carried out voluntary service activities and moved the hand luggage check-in forward to the check-in counter before the security check. |
Volunteer Service
Air China adhered to the volunteer service concept of "dedication, love, mutual assistance and progress", and actively encouraged employees to participate in volunteer service and social welfare activities to share a harmonious community.
|
Air China carried out 136 voluntary service activities for pandemic prevention and control and passenger service in the terminal building, involving 1,356 employees and benefiting over 190,000 passengers. |
|
"Air China Blue Sky Classroom" Volunteer Teaching Activities Air China volunteers actively participated in the "Blue Sky Classroom" volunteer teaching activities. Throughout the year, 35 long-term and short-term volunteers were dispatched to provide 1,413 hours of volunteer teaching. |
|
Volunteers from Chongqing Branch facilitated rural revitalization From August 29 to September 4, Chongqing Branch organized representatives to carry out a 7-day rural revitalization volunteer activity in Xianyun Village, Wanzhou, Chongqing, and to engage in a variety of volunteer service activities such as Party history learning and exchange, hidden road danger investigation, aviation classroom, voluntary haircutting, patriotic film exhibition, and performances, etc, |
|
Volunteers from Tianjin Branch visited the elderly in the nursing home On April 27th, Tianjin Branch organized the volunteer service activity. Young volunteers went to the Kunlun Nursing Home to send anti-pandemic supplies and warm care for the elderly. |
Looking into 2022, Air China still has top priorities for safe operation, pandemic prevention and control, higher efficiency and effectiveness, reform and development, and Party building.
Striving for progress while maintaining stability. In the recovery period of the aviation industry, we will take the initiative to achieve better business performance, and effectively enhance our competitiveness and anti-risk capabilities.
Ensuring work safety and insisting on systematic management. Safety is the lifeline of Air China and an eternal theme. We will improve the political position of safety work, improve the ability of safety management, strictly implement the responsibility for work safety, focus on safe flight operations, and effectively transform the rectification results into the effects of safety governance.
Keeping the bottom line of pandemic prevention and control and implementing prevention and control measures. We will strictly implement the main responsibility for pandemic prevention and control, strengthen external communication, enhance internal cooperation, adjust and improve the operation mode promptly according to prevention and control requirements, and care for employees to ensure their health and safety.
Improving the quality of services and meeting the passengers' needs for a better travel. We will strengthen the service system and system construction, improve the management and control capabilities of the service system, raise the full-process service standards, promote the precise connection of various systems, and enhance the service quality of Air China.
Scientifically promoting green development and responding to the national low-carbon strategy. We will vigorously study and implement the work opinions and action plans of the CPC Central Committee and the State Council on "carbon peaking and carbon neutrality" and accelerate the green and low-carbon transformation based on the characteristics and difficulties of energy conservation and emission reduction in the aviation industry.
Accelerating the implementation of informatization construction and promoting digital transformation. We will strengthen organizational leadership, set up a leading group for the construction of informatization and digitalization, strengthen the overall planning of the transformation work, and accelerate the business digitization, digital business orientation, and intelligent operation upgrade, to provide a strong drive for Air China to achieve high-quality development and build a smart airline.
Under the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, Air China will enhance our consciousness of the need to maintain political integrity, think in big-picture terms, follow the leadership core, and keep in alignment with the central Party leadership；stay confident in the path, theory, the system, and the culture of socialism with Chinese characteristics; resolutely uphold General Secretary Xi Jinping's core position on the Party Central Committee and in the Party as a whole and resolutely uphold the Party Central Committee's authority and its centralized, unified leadership; proceed with confidence, overcome difficulties, and welcome the commencement of the Party's 20th National Congress with remarkable results!
|
Indicators |
2019 |
2020 |
2021 |
|
Total assets (RMB million) |
294,254 |
284,071 |
298,415 |
|
Total actual tax paid during this year (RMB million) |
6,417 |
2,905 |
3,339 |
|
Number of registered aircraft (unit) |
699 |
707 |
746 |
|
Average aircraft age (years) |
6.96 |
7.74 |
8.23 |
|
Safe flight hours (1,000 hours) |
2,285 |
1,553 |
1,590 |
|
RTK (million tonnes kilometres) |
25,364 |
13,285 |
13,599 |
|
Passenger carried (million persons) |
115 |
69 |
69 |
|
Cargo and mail carried (1,000 tonnes) |
1,434.2 |
1,113.7 |
1,186.7 |
|
Social contribution per share (RMB) |
3.01 |
0.93 |
1.08 |
|
Purchases from the five largest suppliers (RMB million) |
36,132 |
17,705 |
17,852 |
|
Passengers' overall satisfaction (points) |
81.40 |
83.00 |
84.70 |
|
Premium passengers' overall satisfaction (points) |
82.00 |
82.10 |
85.20 |
|
Number of complaints received from passengers for the whole year (cases) |
12,373 |
6,287 |
5,944 |
|
Passenger complaint handling rate (%) |
100.00 |
100.00 |
100.00 |
|
Flight on-time performance (%) |
81.83 |
89.15 |
88.96 |
|
Flight execution rate (%) |
98.19 |
98.90 |
99.03 |
|
Total energy consumption (1,000 tonnes standard coal) |
10,788 |
6,967 |
7,151 |
|
Aviation fuel consumption (1,000 tonnes) |
7,289 |
4,693 |
4,813 |
|
Power consumption (MWh) |
195,539.20 |
184,219.90 |
214,229.60 |
|
Gasoline consumption (tonnes) |
2,709.90 |
2,367.50 |
2,336.60 |
|
Diesel consumption (tonnes) |
7,693.00 |
5,972.10 |
5,565.40 |
|
Natural gas consumption (1,000 m³) |
15,792 |
13,554 |
15,100 |
|
Thermal power (MKJ) |
244,341.10 |
258,610.40 |
311,688.40 |
|
Other energy consumption (tonnes standard coal) |
4.80 |
1.50 |
0.60 |
|
Fuel consumption per ton-km (kg/ton-km) |
0.296 |
0.356 |
0.357 |
|
Carbon dioxide per ton-km (g/ton-km) |
931.50 |
1,121.20 |
1,124.70 |
|
CO2 emissions (1,000 tonnes) |
23,248 |
15,044 |
15,442 |
|
Total hazardous waste emissions (tonnes) |
785.20 |
799.90 |
1,089.10 |
|
Water consumption (1,000 tonnes) |
4,924 |
4,399 |
4,905 |
|
Environmental protection investment (RMB1,000) |
269,845 |
204,756 |
467,798 |
|
Number of employees on the post (persons) |
89,824 |
89,373 |
88,395 |
|
Total number of management staff and management supporting employees (persons) |
10,538 |
11,001 |
10,856 |
|
Labour contract signing rate (%) |
100.00 |
100.00 |
100.00 |
|
Proportion of employees guaranteed by collective bargaining agreements (%) |
100.00 |
100.00 |
100.00 |
|
Social insurance coverage (%) |
100.00 |
100.00 |
100.00 |
|
Work-related deaths (persons) |
0 |
1 |
0 |
|
Total employee education expenses ( the maintenance of specific qualifications not included, RMB1,000) |
17,870 |
11,220 |
11,210 |
Remarks:
1. Financial, operational and employee data in the past three years are consistent with the annual report in terms of statistical scope.
2. The service scope is limited to Air China.
3. Energy consumption covers Air China, Shenzhen Airlines, Kunming Airlines, Dalian Airlines, Inner Mongolia Airlines, Beijing Airlines, and Ameco. Hazardous waste discharges only cover Ameco.
|
Indicator |
Page No. |
|
|
A. Environmental |
|
|
|
A1: Emission |
|
|
|
General Disclosure |
P48,P50, P52 |
|
|
A1.1 |
The types of emissions and respective emission data |
P52-53 |
|
A1.2 |
Direct (Scope 1) and energy indirect (Scope 2) greenhouse gas emissions (in tonnes) and, where appropriate, intensity (e.g. per unit of production volume, per facility). |
P48 |
|
A1.3 |
Total hazardous waste produced (in tons) and, where appropriate, intensity (e.g. per unit of production volume, per facility) |
P53-54, P88 |
|
A1.4 |
Total non-hazardous waste produced (in tons) and, where appropriate, intensity (e.g. per unit of production volume, per facility) |
P53-54 |
|
A1.5 |
Description of emissions target(s) set and steps taken to achieve them. |
P50-51 |
|
A1.6 |
Description of how hazardous and non-hazardous wastes are handled, and a description of reduction target(s) set and steps taken to achieve them. |
P52-P55 |
|
A2: Use of Resources |
|
|
|
General Disclosure |
P48-P50 |
|
|
A2.1 |
Direct and/or indirect energy consumption by type (e.g. electricity, gas or oil) in total (kWh in '000s) and intensity (e.g. per unit of production volume, per facility) |
P87-P88 |
|
A2.2 |
Water consumption in total and intensity (e.g. per unit of production volume, per facility) |
P52, P88 |
|
A2.3 |
Description of energy use efficiency target(s) set and steps taken to achieve them. |
P50-P51 |
|
A2.4 |
Description of whether there is any issue in sourcing water that is fit for purpose, water efficiency target(s) set and steps taken to achieve them. |
P52 |
|
A2.5 |
Total packaging material used for finished products (in tons) and, if applicable, with reference to per unit produced |
N/A |
|
A3: The Environment and Natural Resources |
|
|
|
General Disclosure |
P51-P52 |
|
|
A3.1 |
Description of the significant impacts of activities on the environment and natural resources and the actions taken to manage them |
P51-P52 |
|
A4: Climate Change |
|
|
|
General Disclosure |
P48-P49 |
|
|
A4.1 |
Description of the significant climate-related issues which have impacted, and those which may impact, the issuer, and the actions taken to manage them. |
P49-P50 |
|
B. Social |
|
|
|
Employment and Labour Practices |
|
|
|
B1: Employment |
|
|
|
General Disclosure |
P71 |
|
|
B1.1 |
Total workforce by gender, employment type (for example, full- or part-time), age group and geographical region. |
P71-P72 |
|
B1.2 |
Employee turnover rate by gender, age group and geographical region. |
P72-P73 |
|
B2: Health and Safety |
|
|
|
General Disclosure |
P76 |
|
|
B2.1 |
Number and rate of work-related fatalities occurred in each of the past three years including the reporting year. |
P88 |
|
B2.2 |
Lost days due to work injury |
P77 |
|
B2.3 |
Description of occupational health and safety measures adopted, and how they are implemented and monitored. |
P76-P77 |
|
B3: Development and Training |
|
|
|
General Disclosure |
P74 |
|
|
B3.1 |
The percentage of employee trained by gender and employee category (e.g. senior management, middle management). |
* |
|
B3.2 |
The average training hours completed per employee by gender and employee category |
P74 |
|
B4: Labour Standards |
|
|
|
General Disclosure |
P71 |
|
|
B4.1 |
Description of measures to review employment practices to avoid child and forced labour. |
P71 |
|
B4.2 |
Description of the steps taken to eliminate such practices when discovered. |
P71 |
|
Operation Practices |
|
|
|
B5: Supply Chain Management |
|
|
|
General Disclosure |
P58 |
|
|
B5.1 |
Number of suppliers by geographical region |
P60 |
|
B5.2 |
Description of practices relating to engaging suppliers, number of suppliers where the practices are being implemented, and how they are implemented and monitored. |
P58-P60 |
|
B5.3 |
Description of practices used to identify environmental and social risks along the supply chain, and how they are implemented and monitored. |
P58-P60 |
|
B5.4 |
Description of practices used to promote environmentally preferable products and services when selecting suppliers, and how they are implemented and monitored. |
P58-P60 |
|
B6: Product Responsibility |
|
|
|
General Disclosure |
P63 |
|
|
B6.1 |
Percentage of total products sold or shipped subject to recalls for safety and health reasons |
N/A |
|
B6.2 |
Number of products and service related complaints received and how they are dealt with |
P70 |
|
B6.3 |
Description of practices relating to observing and protecting intellectual property rights. |
P41 |
|
B6.4 |
Description of the quality assurance process and recall procedures. |
N/A |
|
B6.5 |
Description of consumer data protection and privacy policies, and how they are implemented and monitored. |
P68 |
|
B7: Anti-corruption |
|
|
|
General Disclosure |
P34 |
|
|
B7.1 |
Number of concluded legal cases regarding corrupt practices brought against the issuer or its employees during the reporting period and the outcomes of the cases |
P35 |
|
B7.2 |
Description of preventive measures and whistle-blowing procedures, and how they are implemented and monitored |
P34-P35 |
|
B7.3 |
Description of the anti-corruption training provided for directors and staff |
P34-P35 |
|
Community |
|
|
|
B8: Community Investment |
|
|
|
General Disclosure |
P80-P84 |
|
|
B8.1 |
Focus areas of contribution (e.g. education, environmental concerns, labour needs, health, culture, sport) |
P80-P84 |
|
B8.2 |
Resources contributed (e.g. money or time) to the focus area |
P82, P88 |
*Based on the industry characteristics and the company materiality result, this report focuses on the disclosure of employee safety training performance and the average hours of employee training. In the future, the company will expand the disclosure types of employee training performance.
|
Report Contents |
GRI Standards Benchmarking |
||
|
About this Report |
102-45, 102-46, 102-50, 102-51, 102-52, 102-53, 102-54 |
||
|
Overview |
Chairman's Statement |
102-14, 102-15 |
|
|
Board of Directors ESG Statement |
102-1, 102-2, 102-3, 102-5, 102-6, 102-7, 102-16, 102-18 |
||
|
Company Profile |
102-1, 102-2, 102-3, 102-4, 102-5, 102-6, 102-7, 102-16, 102-17, 102-18, 102-22, 102-7, 201-1, 205-2, 205-3 |
||
|
Topics |
Topic One: Building up Confidence to Win the Battle against the Pandemic |
203-1, 415-1, 416-1 |
|
|
Topic Two: Sparing No Efforts to Guarantee Premium Winter Olympics Services |
203-1, 413-1, 415-1 |
||
|
Optimizing the Governance to a New Stage |
Sustainability Management |
102-16, 102-18, 102-19, 102-20, 102-21, 102-22, 102-23, 102-24, 102-26, 102-29, 102-31, 201-33, 102-34, 102-42, 102-43, 102-44, 102-46, 102-47, 103-1 |
|
|
Corporate Governance |
102-15, 102-16, 102-17, 102-29, 102-30, 103-1, 103-2, 206-1 |
||
|
Guidance of Party Building |
- |
||
|
Anti-corruption and Business Ethics |
205-2, 205-3 |
||
|
Comprehensive Risk Management |
102-15, 102-3 |
||
|
Digital Construction |
- |
||
|
Promoting Safety Development to a New Height |
Continuing with the Responsible Safety Development |
- |
|
|
Ensuring Safe Operations |
416-2 |
||
|
Construction of Safe Operation System |
103-2, 416-1 |
||
|
Carrying forward Safety Culture |
416-1 |
||
|
Consolidating the Foundation for Security Management |
103-2 |
||
|
Demonstrating a New Achievement in Green and Low-carbon Development |
Supporting the National Strategy of "Carbon Peaking and Carbon Neutrality" |
103-2, 201-2, 302-3, 302-4, 302-5 |
|
|
Enhancing the Environmental Management System |
103-2, 302-1, 302-3, 302-4, 305-4 |
||
|
Deepening the Green Operation Model |
301-1, 301-3, 302-4, 302-5, 303-1, 303-3, 306-2 |
||
|
Fulfilling the Company's Green Responsibility |
304-1, 304-3 |
||
|
Gaining a New Advantage in the Optimization of Market Layout |
Working hard for Higher Efficiency and Effectiveness |
201-1, 203-1 |
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Strengthening the construction of hub network |
102-7 |
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Promoting Coordinated Development of the Aviation Industry |
102-9, 103-2, 204-1, 308-1, 308-2, 414-1, 414-2 |
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Making a New Breakthrough via Sincere Services |
Promoting the Management of Service Quality |
103-1, 103-2 |
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Building Sincere Services |
416-1, 417-1 |
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Protecting the Rights and Interests of Passengers |
418-1 |
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Giving Back to the Society and Jointly Creating New Life |
Facilitating the Employee Development |
102-8, 102-35, 102-36, 102-37, 102-41, 103-2, 401-1, 401-2, 403-2, 404-2, 405-1, 406-1 |
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Giving Back to the Society |
203-1, 103-2, 413-1 |
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Performance |
Outlook for 2022 |
- |
|
|
Table of Major Indicators |
301-1, 302-3, 305-4, 305-5, 306-2, 404-1 |
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Indexes |
102-55 |
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Third-party Assurance |
102-56 |
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Feedback Collection |
- |
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ESG Indicator |
Applicable Laws and Regulations |
Corporate Policies |
|
A1: Emissions |
Law of the People's Republic of China on the Prevention and Control of Water Pollution, Law of the People's Republic of China on the Prevention and Control of Air Pollution, Law of the People's Republic of China on the Prevention and Control of Environmental Noise Pollution, Law of the People's Republic of China on the Prevention and Control of Environmental Pollution by Solid Waste, National List of Hazardous Wastes, Notice of Reporting and Verification of Carbon Dioxide Emissions During Civil Aviation Flight Activities |
Wastewater Discharge Management Procedures, Exhaust Emissions Management Procedures, Noise Emissions Management Procedures, Solid Waste Management Procedures, Oils and Chemicals Management Procedures, Carbon Emissions Management Implementation Rules |
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A2: Use of Resources |
Energy Conservation Law of the People's Republic of China, Measures for the Energy Conservation Management of Key Energy-consuming Units, Catalogue of Elimination of High Energy-consuming and Outdated Mechanical and Electrical Equipment (Products) (Batch 1-4), Notice of the State Council on Issuing and Distributing the 14th Five-Year Comprehensive Work Plan for Energy Conservation and Emission Reduction |
Air China Energy Conservation and Emission Reduction Management Manual |
|
A3: Environment and Natural Resources |
Environmental Protection Law of the People's Republic of China, Environmental Impact Assessment Law of the People's Republic of China |
Air China's Environmental Management Manual, Special Emergency Response Plan for Environmental Emergencies, Special Emergency Response Plan for Water Pollution Accidents, Special Emergency Response Plan for Air Pollution Accidents, Special Emergency Response Plan for Hazardous Waste Accidents, Special Emergency Response Plan for Radiation Accidents |
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A4: Climate Changes |
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Three-Year Action Plan for Winning the Blue Sky Defence War, Special Action for Plastic Pollution Control (2021-2025), the 14th Five-Year Plan for Green Development, Administrative Measures for Energy Conservation and Ecological Environmental Protection, Detailed Implementation Rules for Energy Conservation and Environmental Protection Education and Training, Detailed Implementation Rules for the Management of Special Funds for Energy Conservation and Ecological Environmental Protection, Implementation Rules for Supervision and Inspection of Energy Conservation, Emission Reduction and Ecological Environmental Protection, Measures for Assessment of Energy Conservation and Ecological Environmental Protection and Relevant Rewards and Punishments |
|
B1: Employment |
Labour Law of the People's Republic of China, Labour Contract Law of the People's Republic of China, Regulations on the Implementation of the Labour Law of the People's Republic of China |
Administrative Regulations on Employee Recruitment, Collective Contract, Special Collective Contract for the Protection of Female Employees' Rights and Interests, Administrative Regulations on the Labour Contract System, Employee Post Performance Management Measures |
|
B2: Health and Safety |
Labour Law of the People's Republic of China, Law of the People's Republic of China on the Prevention and Control of Occupational Diseases, Civil Aviation Law of the People's Republic of China, Work Safety Law of the People's Republic of China, Emergency Response Law of the People's Republic of China, Anti-Terrorism Law of the People's Republic of China, Fire Protection Law of the People's Republic of China |
Special Collective Contract for Labour Safety and Health, Occupational Health and Safety Management Manual, Administrative Regulations on Labour Protection Products, Regulations on Operation Qualification of Large Aircraft Public Air Transport Carriers, Overall Emergency Plan of Air China Limited |
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B3: Development and Training |
|
Training Management Manual, New Employee Training Management Regulations, Notice on Conscientiously Implementing the Project Task of New Employees Forming Effective Productivity within One Year, Air Transport Business (Stowage Business Personnel) Training Outline, Air Transport Business (Loading and Unloading Personnel under Supervision) Training Outline |
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B4: Labor Rules |
Labour Law of the People's Republic of China, Prohibition of the Use of Child Labour, Law of the People's Republic of China on the Protection of Minors, Trade Union Law of the People's Republic of China, Labour Contract Law of the People's Republic of China, Social Insurance Law of the People's Republic of China, Employment Promotion Law of the People's Republic of China |
Employee Code of Conduct, Punishment Regulations for Violation of Labour Discipline, Regulations on Medical Period and Treatment for Employees, Regulations on Attendance Management, Regulations on Internship and Employment Probation Management |
|
B5: Supply Chain Management |
Bidding Law of the People's Republic of China, Regulations on the Implementation of the Bidding Law of the People's Republic of China |
Procurement Management Regulations, Procurement System Document Management Regulations, Procurement Plan Management Regulations, Standard Procurement Management Regulations, |
|
B6: Product Responsibility |
Civil Aviation Law of the People's Republic of China, Regulations on the Operation Certification of Large Aircraft Public Air Transport Carriers, Civil Aircraft Pilot Certification Rules, Several Policies and Measures on Controlling the Total Operational Volume, Adjusting the Flight Structure and Improving the Flight Punctuality Rate, China Civil Aviation Domestic Intermodal Revenue Accounting Manual, Cyber Security Law of the People's Republic of China, Personal Information Protection Law of the People's Republic of China, |
Operation Manual, Aviation Safety Management Manual, Pilot Training Outline, Flight Training Management Manual, Dangerous Goods Transportation Safety Management Manual, Maintenance Engineering Management Manual, Data Management Regulations of Air China Limited, Data Safety Management Measures, Personal Information Protection System, Technical Guidelines for Personal Information Protection Business, Data Lifecycle Security Management System, Data Security Audit Specification, General Conditions for Passenger Luggage Transportation of Air China Limited, Full-process Product and Service Standards and other service quality management systems and documents |
|
B7: Anti-corruption |
Criminal Law of the People's Republic of China, Company Law of the People's Republic of China, Anti-Money Laundering Law of the People's Republic of China, Anti-Unfair Competition Law of the People's Republic of China, Interim Provisions on Prohibition of Commercial Bribery, Anti-Monopoly Law of the People's Republic of China, Bidding Law of the People's Republic of China, Surveillance Law of the People's Republic of China |
Implementation Rules for the Handling of Letters, Visits and Reports by Disciplinary Inspection and Supervision Authority, Implementation Measures for the Use of the First Form, Discipline Inspection and Supervision Cadre Education and Training Work Plan (2021-2023), Supervision and Disciplinary Work Measures, Guidelines for Integrity Risk Prevention and Control, Opinions on Strengthening the Daily Supervision of Discipline Inspection and Supervision Organizations |
|
B8: Community Investment |
Charity Law of the People's Republic of China |
Administrative Measures for External Donations, Winter Olympics Flight Operation Guarantee Work Plan, Implementation Opinions on Practicing Targeted Assistance Work, Articles of Association of Chinese Youth Volunteers Association, Regulations on Youth Volunteer Services, Administrative Measures for Volunteer Teaching Program of "Air China Blue Sky Classroom", "Air China Blue Sky Classroom" Volunteer Teaching Plan (2021-2023)" |
Dear reader,
Thanks for reading the 2021 Social Responsibility Report of Air China Limited, which is the fourteenth social responsibility report published by Air China. You are welcomed to provide us with your comments and suggestions on this report for consideration and adoption, enabling us to make continuous improvement in future report preparation and to improve our corporate social responsibility management and practice. We look forward to your valuable comments and suggestions.
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