Corporate Social Responsibility Report 2020

Corporate Social Responsibility Report 2020

 

Air China Limited

 

 

About This Report

The year of 2020 was the final year for the 13th Five-year Plan, as well as a crucial year for building a moderately prosperous society in all respects and achieving the first centennial goal. This report reflects the commitments and performance Air China Limited delivered by following the instructions and requirements regarding social responsibility given by the Central Committee of the Communist Party of China (CPC) and the State-owned Assets Supervision and Administration Commission (SASAC) of the State Council in 2020. Leveraging its strengths in core airline operations, Air China made accomplishments in key areas of implementing national strategies, practicing the new development philosophy, building a ecological civilization, safeguarding safe production 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 and help us in carrying out our reform and development.

 

Reporting Period

This report covers the period from 1 January to 31 December 2020.

 

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 Hong Kong Stock Exchange (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 thirteenth 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. "Air China Group" 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.

Website: www.airchina.com.cn

If you wish to acquire a printed version or raise suggestions and/or comments on this report, please contact us at:

Contact unit: Office of the Board

Address: No. 30, Tianzhu Road, Airport Industrial Zone, Shunyi District, Beijing, China

Tel: 86-10-61462152

Fax: 86-10-61462805

Email: [email protected]

 

Contents...................................................................................................... 04

 

Chairman's Statement............................................................................................................................................................................... 04

Company Profile...................................................................................................................................................................................... 06

Sustainability Management....................................................................................................................................................................... 12

Corporate Governance.............................................................................................................................................................................. 15

Board of Directors ESG Statement........................................................................................................................................................... 18

 

Feature.............................................................................................................................................. 24

Fighting Against COVID-19................................................................................................................................................................... 24

Winning the Battle for Poverty Alleviation............................................................................................................................................... 35

 

1. Safety: Building on the Foundation for Development ............................................................ 40

1.1 Consolidating Safety Management............................................................................................................................................ 42

1.2 Guaranteeing Safe Operation.................................................................................................................................................... 44

1.3 Promoting the Safety Culture.................................................................................................................................................... 46

2. Service: A Heartwarming Journey............................................................................................ 48

2.1 Service Quality Management.................................................................................................................................................... 50

2.2 Forging Sincere Service............................................................................................................................................................ 51

2.3 Protecting Rights and Interests of Passengers........................................................................................................................... 54

3. Economy: Becoming the World's Leading Enterprise............................................................. 56

3.1 Creating Economic Value Together........................................................................................................................................... 58

3.2 Jointly Driving Industry Development...................................................................................................................................... 60

4. Environment: Building a Beautiful Home Together .............................................................. 64

4.1 Improving Management Systems.............................................................................................................................................. 66

4.2 Insisting on Low-carbon Operation.......................................................................................................................................... 67

4.3 Strengthening Pollution Prevention........................................................................................................................................... 70

4.4 Promoting Environmental Protection........................................................................................................................................ 72

5. Society: Building a Better Life Together................................................................................... 74

5.1 Being Committed to Employee Development............................................................................................................................ 76

5.2 Sincerely Giving Back to the Society........................................................................................................................................ 83

 

Outlook for 2021...................................................................................................................................................................................... 86

Table of Major Indicators......................................................................................................................................................................... 87

Index........................................................................................................................................................................................................ 89

Third-party Assurance.............................................................................................................................................................................. 91

Feedback Collection................................................................................................................................................................................. 94

 

Chairman's Statement

 

The year of 2020 was the final year for the 13th Five-year Plan, as well as a crucial year for building a moderately prosperous society in all respects and achieving the first centennial goal. Under the strong leadership of the CPC Central Committee with General Secretary Xi Jinping as the core, Air China resolutely implemented the decisions and arrangements of the CPC Central Committee and the State Council, integrated political and social responsibility into corporate development, and coordinated pandemic prevention and control, safety, efficiency, and passenger services to minimize the impact of the COVID-19 pandemic.

 

We went all out to fulfill our political responsibilities and responsibilities in fighting the COVID-19 pandemic. In the face of the unexpected pandemic, Air China resolutely implemented the decision and arrangements of the CPC Central Committee, fulfilled the responsibility and mission of the national flag carrier, put all efforts in pandemic prevention and control, transportation security and operational efficiency. Our brave flight crew showed the spirit of dedication and the courage to shoulder urgent, difficult, and dangerous tasks, going through quarantine and medical observation more than 98,000 (including 68,000 pilots) person-times, with an average quarantine count of 2.6 times and lasting period of more than 36 days. We conscientiously implemented the requirements and arrangements of the three critical battles against potential risk, poverty, and pollution. We insisted on advancing and optimizing the special poverty alleviation model of "8+2" and did our best to assist the targeted poor areas in fulfilling the task of quality poverty alleviation as scheduled. We continued to implement the "Three-Year Action Plan to fight air pollution" by accelerating construction of the carbon emission system and the energy conservation and environmental protection management platform and propelling the "Application of New Energy Vehicles" efforts. We have improved the four-in-one management mechanism integrating risks, internal control, compliance and legal affairs; and promoted the establishment of internal audit system to prevent various operation management risks.

 

As always, we earnestly fulfilled our responsibilities in terms of safety, economy, service, employees, and promoted sustainable development. In terms of safety, we bear in mind that safety is the lifeline of the civil aviation industry. We took a series of measures in implementing the work safety responsibility system, construction of safety systems, improving safety management capabilities, and consolidating the foundation of safety management, with an emphasis on the prevention and control of safety risks. We maintained a stable safety situation in the complex environment under the pandemic, achieved 1.553 million hours of safe flight, and ensured the safety of major transportation tasks. In terms of economic benefits, the pandemic brought unprecedented and serious impact on the industry. In the face of the severe situation, we strengthened our research and production organization and kept a close eye on the recovery of the domestic market. We dynamically adjusted capacity structure and carefully organized marketing and product investment to maximize the total marginal contribution. Since turning losses into profits in August of the year, we remained profitable for four consecutive months. We grasped the trend of freight supply and demand, strengthened the passenger-freighter convertibility, and took the lead in implementing the "preighter" business model. We also implemented the most stringent cost control, matched costs with production pace, and restructured the cost system. In terms of service, we adhere to customer-centricity. We grasped changes in passenger needs and scientifically adjusted our service procedures to continuously enhance passengers' sense of security and gain. By establishing a sound and hierarchical system for products and services and accelerating the construction of worldwide ground support platforms, we enhanced our capability to respond swiftly and make agile decisions under exceptional conditions. Besides, we also stepped up the development of hub strategic products and continued to promote the applications of our baggage re-confirm system and radio frequency identification technology, thereby developing digitalized and intelligent innovation convenient travel products as well as promoting the construction of service innovation laboratories and application of the results. We advanced the preparations for the Beijing 2022 Winter Olympics and Paralympic Winter Games in an orderly manner and completed a variety of preparatory tasks, demonstrating the Company's image as a "Double Olympics" partner. In terms of employees, we adhered to the concept of people-oriented and utilized the democratic management function of labor unions. Based on the actual demands of employees, we strengthened the selection and cultivation of outstanding young cadres, and motivated the cadres of all ages. Moreover, we improved the appraisal and fault tolerance mechanism as well as refined the system and methods of encouraging managements to undertake due responsibilities. We also strengthened the team building of educated, skilled, and innovative workforce, and built a growth platform for youth.

 

The year 2021 marks the launch of the 14th Five-Year Plan. In the new stage of development, we will continue to uphold Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, and thoroughly implement the new development principles and high-quality development demands. We will seize opportunities, rise to challenges, and forge ahead. We will leverage our remarkable operation performances to lay a solid foundation for establishing the Company as a world-class aviation transportation enterprise and make greater contributions to global sustainable development!

 

 

Song Zhiyong

Chairman

Air China Limited

 

 

Company Profile

 

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 floating 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 airline partner of the 2008 Beijing Olympics and the Paralympics, and the official airline partner of the 2022 Winter Olympics and Winter Paralympics in Beijing. 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 exclusive flight services to top-ranking foreign officials and visitors as well as emergency flight services. Air China's overall operating performance in 2020 was not as good as in previous periods mainly due to the COVID-19 pandemic. By December 31, 2020, the Company's total market value was RMB98.04 billion. During the reporting period, there were no major changes in the Company's scale, structure, or ownership.

 

 

 

Air China Limited

 

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

Corporate Culture Department

Discipline Inspection Office

Labour Union Office

Office of the Board

Leading Group Office of Deepening Reform

 

Business Management Units

Commercial Committee

Marketing Department

Sales Department

Network & Revenue Department

Accounting & Settlement Department

International Affairs & Co-operation Department

Sales Center, North China

Sales Center, Southwest

Sales Center, East China

Head Office, Europe

Head Office, North USA

Head Office, Japan

Head Office, Asia-Pacific

Operation Control Centre

Flight Crew Department

Ground Services Department

Cabin Services Department

Training & Development Department

Logistics & Support Department

Information Management Department

Air Marshall Department

Centralized Procurement Department

Retiree Service Department

Engineering Maintenance Department

Hub Development Department

 

Branches and Bases

Southwest Branch

Zhejiang Branch

Chongqing Branch

Tianjin Branch

Shanghai Branch

Hubei Branch

Guizhou Branch

Tibet Branch

Wenzhou Branch

Southern China Base

 

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.

Shanghai Air China Aviation Service Co., Ltd.

Zhejiang Air Services Co., Ltd.

Chengdu Falcon Aircraft Engineering Service Co., Ltd.

Air China Shantou Industrial Development Company

 

 

Responsibility Concepts

 

Vision

A leading airline in the world: We want to be a company that is highly competitive in terms of safe operations, service capabilities, and brand awareness.

 

Mission

Putting safety at the forefront: Safety is the bedrock of our business and is our fundamental responsibility.

Delivering 4C-based services: 4C is a recap of our service philosophy that contains four elements: Credibility, Convenience, Comfort, and Choice. It is a microcosm of our responsibilities to customers.

Achieving steady growth: Formulating leadership strategies, moving forward steadily, utilizing multi-brand synergies, achieving operational excellence and striving for healthy and sustainable development is Air China's responsibility to the stakeholders.

Helping our employees pursue a successful career: Giving our people opportunities to realize their worth and grow with our business is Air China's responsibility towards its employees.

Fulfilling our responsibilities: We fulfill our political, economic and social responsibilities to serve the country and the society.

 

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.

 

Business Philosophy

Customer first;

Integrity and compliance

 

Safety Philosophy

Safety first;

Focus on prevention;

Integrated management

 

Serving Philosophy

Credibility, Convenience, Comfort, Choice

 

Talents Philosophy

Morality, Passion, Ability, Performance

 

Environmental Philosophy

Green operation; Sustainable development

 

Corporate Strategy

 

With the vision to become a leading carrier in the world, by upholding the philosophy of high-quality development and striving to take a leading role in terms of safe operation and construction of hubs, Air China further optimized its allocation of international resources to maintain its leading advantage in terms of efficiency, further improve its service quality and enhance its international influence, with a view to build a solid foundation for the development of a world-class aviation enterprise.

 

World-class competitiveness

Hub Network Strategy

 

Continuous enhancement of development capability

Cost Advantage Strategy

Brand Building Strategy

 

Steady enhancement of related interests

Product Innovation Strategy

Talent Strategy

 

Excellent and unique customer experiences

Specialization Strategy

Resource Consolidation Strategy

 

 

 

Air China's Guiding Policy for 14th Five-Year Plan

 

The year 2021 will mark the launch of the 14th Five-Year Plan. Air China has thoroughly implemented the essence of General Secretary Xi Jinping's important instructions for civil aviation and formulated its own 14th Five-Year Plan. In the next five years, we will continue to promote high-quality development, consolidate the results of pandemic prevention and control, and make overall plans for safety and development. We will strive to make a turnaround in operating efficiency, steadily and orderly advance the implementation of the 14th Five-Year Plan, and promote the comprehensive construction of a world-class aviation enterprise with global competitiveness.

 

01 Improving the presence in regional markets and building a new pattern of dual circulation focusing on the main business

 

We will optimize our presence in the domestic market in accordance with the national and regional development strategies and deepen the strategic coordination of our routes. We will adjust the structure of domestic and international transport capacity, consolidate our dominant position in the domestic cycle, and gradually increase investment in traditional European and American markets and markets along the Belt and Road based on the post-pandemic recovery, to inject new momentum into the international cycle. We will accelerate the construction of a world-class hub, seize the major development opportunities of "two airports in one city" in Beijing and Chengdu, and further enhance our competitiveness as the hub.

 

02 Adhering to innovation-driven development and promoting the application of transformational innovation

 

We will accelerate the transformation of our business model to optimize experience, reduce costs, increase revenue, and innovate technology. We will drive digital transformation with business transformation, focusing on passenger experience, employee capabilities, and asset operation efficiency. We will speed up technological innovation by improving the supporting mechanism for innovation, advancing innovation laboratories, accelerating the transformation and application of innovation results, and promoting the construction of a demonstration enterprise for scientific reform.

 

03 Adhering to the systematic governance style and continuously improving customer experience

 

Air China will focus on one goal, rely on two leverages, promote transformation in three aspects, and build six pillars.

 

04 Promoting deep reform 2.0 and constantly enhancing internal momentum

 

Air China will promote the drive of comprehensively deepening reforms to a higher level, focusing on four key areas, namely, the modern corporate system with Chinese characteristics, supply-side structural reform, construction of market-oriented operation mechanisms, and mixed ownership reform.

 

Sustainability Management

 

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, subdivided social responsibility management functions, and comprehensively improved the Company's social responsibility performance. The Company values the communication with stakeholders, responds to their needs, and promotes coordinated and sustainable development with all stakeholders.

 

Social Responsibility Work

 

Air China adheres to the guiding policy of combining social responsibility concepts with corporate strategic deployment and has formulated a comprehensive plan for sustainable development and established a complete social responsibility management system. The Company has set up a CSR Leadership Panel and an Office of CSR Leadership Panel, respectively responsible for the formulation and implementation of corporate strategies for social responsibility under a clear responsibility and accountability framework. Together they have effectively improved Air China's performance in social responsibility.

 

Social Responsibility Communication

 

Air China values the communication with stakeholders. Under our efficient mechanism for stakeholder communication and feedback, we listen to the opinions and suggestions of stakeholders, including the government, shareholders, passengers, employees, and partners, via different channels, identify the feedback and expectations of stakeholders on the Company, and make targeted response to the needs of different parties.

 

Stakeholders	Communication channels	Expectations and appeals	Response from Air China
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 Zero accident relating to safety of operations Good corporate image Energy conservation, emissions reduction and environmental protection	Participating in the planning, research and formulation of policies and reports on special topics Following regulatory requirements Monitoring and evaluation Participating in special training
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 leading advantage in terms of efficiency Regular result announcements
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
Employees	Employee satisfaction surveys Internal BBS, magazines, emails, and WeChat Employee representatives' meetings Activities of the trade union Establishment of teams	Protection of rights and interests Focus on the Company's development strategy Participation in the Company's management and operation Smooth career development pathways Compensation and benefits	Building a multi-level developing channel and learning path for talents Facilitating the work of Staff Service Centre Launch of "Blissful-Heart Project" to offer psychological counselling Model workers' studios Cultural and sports activities Skill contests Helping employees in difficulty
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 for and awareness of environmental protection
Peers	Industry forums Industry conferences	Sustainable industry development Maintenance of a fair and orderly market	Strengthening alliance and cooperation Launch of joint operation Signing of cooperation memorandum
Community	Public welfare and charity activities Volunteer services	Promote economic growth of the communities Support public welfare events	Providing anti-pandemic security Stepping up efforts in targeted poverty alleviation Engaging in public welfare and charity activities Completing important transportation tasks
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

 

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, follow 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 take into account the issues of concern of the capital market.

 

We sorted the material issues according to two dimensions, "importance to the Company's sustainable development" and "importance to stakeholders", and generated a matrix of material issues of Air China's social responsibility.

 

Quantitative: Air China has developed a set of standardized management tools of ESG indicators, covering the Company's headquarters management support divisions, business management companies, branch bases, and major subsidiaries. Air China regularly collects data of key indicators of quantitative disclosure in all environmental categories and some 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 has no major adjustments to social responsibility reports in previous years in terms of the scope of disclosure and employs consistent statistical methods for disclosure.

 

Corporate Governance

 

Air China has improved corporate governance. We promote the construction of the compliance management system and regulate the construction of internal control systems and institutions to strengthen the Company's ability to resist risks. Each special committee of the Board of Directors of the Company exercise their power according to the respective working rules. They gain deep understanding of the production, operation and financial condition of the Company by convening meetings regularly, listening to specific reports and conducting examination, investigation and research, so as to provide various suggestions on the Company's development strategies, risk control, standardized operation, as well as nomination and appointment of directors and senior management, etc., which have demonstrated their professional advantage and support to the scientific decision-making of the Board of Directors.

 

Improving operation efficiency of the Board

Air China organizes the General Meeting of Shareholders, the Board of Directors and its special committees, and the Board of Supervisors in accordance with laws and regulations, and strengthens the communication on proposals through report meetings of independent directors and board secretaries. We have improved the systems for the internal control of information disclosure and the collection of proposals for board meetings, and added 12 procedures, involving the assumption and departure of directors and supervisors and the management of web resources for corporate governance.

 

Deepening the theoretical exploration and practice of corporate governance

Air China conducted in-depth research and published three articles on improving the quality of listed companies and building the board of directors. We participated in the revision of the Company Law and provided opinions and suggestions to the Securities Regulatory Commission. In 2020, a total of 12 board reports and media releases and four director survey reports and media releases were compiled, and special corporate governance training was carried out to popularize governance concepts and promote governance culture.

 

Improving quality of information disclosure

Air China improved the information disclosure management mechanism with the view of ensuring equal access of all shareholders to the information of the Company and protecting the rights and interests of investors. In 2020, we successfully completed the compilation and disclosure of the regular reports and interim reports as well as shareholders' circulars in Shanghai, Hong Kong and Japan.

 

Enhancing investor relations

Air China participated in a number of domestic and foreign summits and investment strategy conferences, held nearly 50 one-on-one meetings and group meetings, and received more than 80 domestic and foreign institutions and companies for surveys and telephone conferences. Air China also held online annual and semi-annual performance briefings to update and answer investors' concerns in a timely manner.

 

 

 

 

Board of Directors ESG Statement

 

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 shall be responsible for approving and confirming the results of communication with stakeholders and the identification of material issues and reviewing and approving the Company's ESG reports.

 

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, organizing and coordinating the implementation of CSR plans and the progress of work tasks.

 

Based on the external macro socio-economic environment and the Company's development strategy, 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 2020, the Company set multiple ESG goals in greenhouse gas emissions, exhaust emissions, and work safety, and monitored them on an on-going basis. The Board of Directors regularly reviewed the progress of the goals and the implementation strategies and action plans of the annual objectives.

 

This report fully discloses the progress and outcome of Air China's ESG work in 2020, which was reviewed and approved by the Board of Directors on March 30, 2021.

 

Guidance of Party Building

 

In 2020, in the face of the decisive victory of building of a moderately prosperous society, COVID-19 prevention and control, and the end of the 13th Five-Year Plan, the CPC Air China Committee thoroughly implemented the essence of General Secretary Xi Jinping's important speeches and the major decisions and arrangements of the CPC Central Committee and led and coordinated the staff to win the three tough battles in pandemic prevention and control, work safety, and operational efficiency. CPC organizations at all levels and Party members and cadres of Air China remained true to their original aspiration and kept their mission firmly in mind in the face of challenges and gave full play to their role as a battle fortress and an exemplary vanguard.

 

 

 

 

 

 

 

General Risk Control

 

In 2020, the COVID-19 pandemic had an impact on the upstream and downstream industries related to the aviation industry and brought tremendous pressure on risk prevention and control. Air China accelerated the construction of its risk prevention, control, and monitor system. We revised our reporting mechanism for major business risk events and urges all of our investment companies to detail their risk level standards and major risk event reporting systems. We also applied information technology to launch and test-run a unified management platform for internal control manuals to manage internal control manuals in a centralized manner and maintain the standardization and effectiveness of versions of the Company's internal control manuals. By continuously improving the ability to prevent and resolve major risks, Air China promoted steady operation and sustainable development.

 

Anti-corruption and Business Ethics

 

Air China strictly abides by national laws and regulations. We have formulated several internal rules and regulations, including the Measures for Supervision and Discipline, Guidelines for Risk Prevention and Control Regarding Corruption, and Opinion in respect of Strengthening the Daily Supervision of the Inspection and Supervision Institutions of Discipline. We have also strengthened the construction of institutions to make sure officials don't dare to, are unable to, and have no desire to commit corruption, and established a comprehensive supervision system to ensure that the Company's operation is clean and efficient. In 2020, Air China was not involved in any corruption lawsuits.

 

 

Management of Intellectual Property

 

Air China implements the Guiding Opinions on Advancing the High-quality Development of the Intellectual Property Work of Central Enterprises issued by the SASAC. We enhance its independent innovation capabilities, strengthen internal intellectual property management, and respect external intellectual property rights. In 2020, the Company provided a whole-process protection and support of intellectual property for the digital transformation innovation laboratory.

 

 

Corporate Culture

 

In 2020, in terms of corporate culture, Air China worked under the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics in the New Era and the essence of the 19th National Congress of the CPC, thoroughly practiced the core socialist values, and carried out cultural communication during the pandemic via multiple channels and in multiple forms, focusing on epidemic prevention and control. We carried out a cultural communication activity themed by "Fulfilling Responsibilities, Working Whole-heartedly, and Building a Better Future", which presented from different angles the Company's performance of responsibility in resolutely implementing the national strategy, steadily forging ahead in the three critical battles against potential risk, poverty, and pollution, and winning the "three tough battles". Air China's corporate culture work gave full play to the leading role of culture, highlighting "cultural progress" and "responsibility fulfillment", to provide ideological motivation for the Company's overall development and strategic advancement.

 

 

 

Pandemic Prevention: Fighting Against COVID-19

 

Facing the difficulties and challenges brought by the COVID-19 pandemic, Air China resolutely implemented the essence of General Secretary Xi Jinping's important speeches on coordinating regular pandemic prevention and control and economic and social development and promoting the resumption of work and production, as well as the decisions and arrangements of the CPC Central Committee and the requirements of governing agencies. We coordinated and won the three tough battles in pandemic prevention and control, safety, and operational efficiency, strictly managed production organization, and strengthened the control over key links. Air China's employees were fearless of hardships and faced out the difficulties. They loyally fulfilled the political responsibility and social mission of the flag carrier.

 

Milestones of Air China in the Fight Against COVID-19

 

January 22

The Air China Pandemic Prevention and Control Leading Group was established, with the primary responsible comrade of the Party Committee as the group leader.

 

January 25

Air China undertook the charter mission of the National Health Commission to sent the first Sichuan medical team from Chengdu to Wuhan.

 

January 26

Air China undertook the charter mission of the National Health Commission and sent the first Beijing medical team from Beijing in two planes and the first Tianjin medical team from Tianjin in one plane to Wuhan.

 

February 5

Air China chartered flight CA081 traveled from Beijing to Osaka, Japan, to pick up 223 Hubei passengers stranded there back to Wuhan.

 

February 7

Air China took the lead in launching the "preighter" operation mode, using passenger planes to perform cargo flights to ensure the smooth flow of international cargo and the continuous flow of the supply chain, providing strong support for the smooth operation of the international logistics chain.

 

February 7

Air China sent charter flights CA041 and CA045 to Wuhan with 668 medical workers and 28 tons of anti-epidemic supplies. Among Air China's charter flight missions in the fight against the pandemic, this was the largest number of people transported in a single batch.

 

February 26

Air China provided customized aviation services of charter flights for work resumption. Its flight CA4011 transported 124 returning workers from an engineering and technology company in the Tibet Autonomous Region from Chengdu to Qamdo Bangda Airport.

 

February 28

The Chengdu-Frankfurt CA431 flight flew directly to Europe from Shuangliu International Airport. This was the first intercontinental route resumed in Southwestern China under the influence of the pandemic.

 

March 31

As of that day, Air China had performed 31 charter flights for medical teams departing from Hubei and transported more than 3,500 medical workers to Sichuan, Inner Mongolia, Jiangsu, Shandong, Liaoning, Beijing, and other provinces and cities.

 

April 8

Flight CA8221 carried 105 passengers from Wuhan, Hubei to Chengdu, Sichuan, marking the official resumption of Air China's passenger routes in Wuhan after the city was locked down for 76 days.

 

April 15

Air China dispatched Flight CA042 to pick up the last batch of 185 national aid medical team for Hubei from Wuhan to Beijing.

 

April 17

Air China completed the Flight CA910 Moscow-Beijing mission, which was the first flight to implement nucleic acid testing for passengers before boarding.

 

May 11

Air China issued the Work Plan and Contingency Plan of Air China Group for Pandemic Prevention and Control in Air Transportation during the "Two Sessions" and established a leading group for pandemic prevention and control in air transportation during the "Two Sessions".

 

September 3

Air China Flight CA746 arrived in Beijing from Phnom Penh, Cambodia, marking the official resumption of international direct passenger flights of Beijing.

 

September 8

A national conference was held in the Great Hall of the People in Beijing to honor fighters against the COVID-19 pandemic. The Flight Crew Department of Air China was awarded the national exemplary team in fighting COVID-19, and chief purser Liu Tingting was awarded the national exemplary individual in fighting COVID-19.

 

October 22

Air China Hubei Branch was awarded the national exemplary team, and four employees, namely, Chen Hongbing from the Commercial Committee, Cheng Xu from the Ground Services Department, Ren Honghong from the Logistics and Support Department, and Wang Yandong from the Air Marshall Department, were awarded the national exemplary individuals in SOE's fight against COVID-19 by the state-owned Assets Supervision and Administration Commission.

 

October 23

The Passenger Service Center of the Ground Services Department and three other units of Air China and Ge Peng from the Information Management Department, Lu Yan from Ameco, and seven others at Air China were awarded the honorary titles of exemplary teams and exemplary individuals in the national transportation system in the fight against the COVID-19 pandemic.

 

Organizational Leadership in the Fight Against COVID-19

 

On January 22, Air China established a leading group for pandemic prevention and control, chaired by the primarily responsible comrade of the Party committee and set up a comprehensive leading mechanism for pandemic prevention and control. As the situation of the pandemic changed, we set up eight special working groups, covering production and operation, marketing, capital guarantee, internal prevention and control, comprehensive contingency response, public opinion, overseas pandemic, and international cooperation. Air China won the air-ground coordinated fight against the pandemic with its swift response and the standard of "top priority with no bargaining".

 

 

Global Anti-pandemic Action

 

In the face of the pandemic, Air China kept the aviation mission in mind and insisted on the priority of life, the people, and the country. We worked hard to prevent the coronavirus from spreading within the city/region or beyond and made contributions to ensuring safety, supporting the fight against the pandemic, protecting our compatriots, stabilizing supply, and helping production resume.

 

Since the outbreak of the pandemic, Air China took the initiative to take responsibility and action. For major transportation tasks, Air China provided the guarantee of "top priority with no bargaining" and safely pickup up nearly 10,000 Chinese compatriots from Japan, Italy, and other places.

 

 

 

 

 

To safeguard the travel experience and the basic rights and interests of passengers during the pandemic, Air China improved its services based on passengers' needs. We comprehensively upgraded the online information display, cancellation and rescheduling services, in-flight supplies, and meal preparing, committed to creating an air journey that allowed passengers to rest assured.

 

 

 

 

Advancing Stability on the Six Fronts and Security in the Six Areas

 

Air China thoroughly implemented the requirements of the CPC Central Committee and the State Council on advancing stability on the six fronts (employment, the financial sector, foreign trade, foreign and domestic investments, and expectations) and security in the six areas (employment, basic living needs, operations of market entities, food and energy security, stable industrial and supply chains, and the normal functioning of primary-level governments). We scientifically studied and judged industry trends, turned pressure into motivation, and made solid progress in resuming work and production, stabilizing jobs, and expanding employment, which reflected our mission of sharing burdens for the Party and fulfillment of responsibilities for the country.

 

 

 

 

Anti-pandemic Care for Employees

 

Air China took a variety of measures to help prevent and control the pandemic within the Company, protected the health and safety of employees, and provided anti-pandemic care for employees. We provided extensive care for employees, held online classes on pandemic prevention and control and emotional management, and provided regular online video consultation services to protect employees' mental health.

 

 

 

 

 

 

 

Air China' Contribution to the Fight Against COVID-19

 

 

Poverty Alleviation: Winning the Battle for Poverty Alleviation

 

In 2020, Air China thoroughly implemented the essence of General Secretary Xi Jinping's important instructions on winning the battle against poverty and closely followed the goals and tasks in the final and the toughest stage of the battle. We gave full play to our expertise and deepened the "Aviation + Poverty Alleviation: 8+2" model in assisting the targeted areas to win the battle against poverty. With the joint efforts of Air China and the local people, Sonid Right Banner and Zhaoping County were lifted from poverty as scheduled. In the performance evaluation of targeted poverty alleviation, CNAHC was ranked "good", the highest rank, for three consecutive years. The "Aviation + Poverty Alleviation: 8+2" model of CNAHC was selected as one of the "Top 50 Integrated Cases of Targeted Poverty Alleviation by Enterprises" by the former Poverty Alleviation Office of the State Council. The Poverty Alleviation Office of CNAHC won the title of "National Exemplary Team for Poverty Alleviation".

 

 

 

Leadership to Reach a Consensus

 

In 2020, Air China set the work requirements of "remaining the intensity, standards, momentum, and teams". Executives of the Company set an example took the lead to build consensus and implement tasks.

 

 

Regulations and Institutions for Long-lasting Effects

 

Air China improved the systems, regulations, and management concerning poverty alleviation. We formulated and issued the Promotion Plan for the "8+2" Key Projects for Targeted Poverty Alleviation in 2020 and the Management Measures for the Targeted Poverty Alleviation Projects and revised the Regulations on Procurement of Special Farm and Pasture Products from Targeted Areas for Assistance, further strengthening the management of the poverty alleviation process.

 

In September 2020, Air China launched a special audit and supervision, focusing on poverty alleviation funds and project management and the evaluation of the outcomes of the poverty alleviation projects. The purpose of this action was to urge the targeted areas to implement the main responsibility for poverty alleviation and support the poverty alleviation.

 

Multiple Measures Designed for Practical Targets

 

Assisting infrastructure projects for poverty alleviation

 

In 2020, Air China helped shore up the weak spots in people's livelihood. In Sunit Right Banner, Air China supported projects such as safe drinking water, improving the living conditions in farming and pastoral areas, and enhancing the diagnosis and treatment capabilities of community health centers. In Jiangkou Village, Zhaoping County, Air China carried out infrastructure construction projects, including village road hardening, street lighting, safe drinking water, canal renovation, and construction of public cultural facilities, promoting the improvement of the living conditions in rural areas.

 

Deepening the "aviation +" model for poverty alleviation

 

Building an air bridge

 

On July 10, 2020, Air China's newly introduced passenger aircraft ARJ21-700 flew from Beijing to Xilinhot, increasing the density of Xilinhot's flights. By building an air bridge, we provided important traffic guarantee for tourism in Sonid Right Banner, Xilingol League.

 

Extensive communication and promotion

 

Air China leveraged in-flight magazines and videos, terminal lounges, hotel front desks, WeChat official accounts, Douyin, and other channels to set up poverty alleviation sections, and play relevant programs. We also organized media groups for special reports in the targeted areas, which greatly increased the popularity and reputation of these areas.

 

Focusing on industry development

 

In 2020, to build pillar industries with local features, Air China built a core breeding farm for Sonid sheep and a camel farm in Sonid Right Banner, and a fully-automated tea production and processing plant in Zhaoping County. In May 2020, the Jiangkou Villagers' Cooperative was rated as one of the first batch of demonstration rural collective economic organizations in Guangxi Zhuang Autonomous Region for its outstanding economic performance and prominent demonstration effects. The former "hollow village" became a well-known "demonstration village".

 

 

Intensifying poverty relief through consumption

 

Air China insisted on purchasing instead of donations and cash assistance. Relying on the Company's labor union, e-commerce platform, and airline catering, Air China called on employees to purchase, drived customers to source, and promoted the products among passengers, and assisted the two places in building and promoting local self-operated e-commerce platforms, such as Zhaoping Premium and Sonid Premium. We also launched Youth Air China, an innovative form of live broadcasting sales for poverty alleviation, on Douyin, with a special live broadcasting event of "I Have a Sheep in the Grassland".

 

Exploring ecosystem services for poverty alleviation

Focusing on green poverty relief

 

Air China joined hands with China Environmental Protection Foundation and Chinese Academy of Forestry to trial buffalograss in Sonid Right Banner, solving the problem of grassland degradation with technology and filling the technical gap in China's buffalograss breeding. This increased the income of farmers and promoted the deeper integration of the ecological chain, industrial chain, and value chain.

 

Stimulating internal momentum for poverty alleviation

 

Air China boosted the mutual promotion of Party building at the primary level and poverty alleviation. In Sonid Right Banner, Air China teamed up with ulaan mochir, the "red art pioneers" on the grassland, providing necessary musical instruments and costumes for them, to support them in creating more and better works so as to satisfy the diverse cultural needs of farmers and herdsmen. In Jiangkou Village, Zhaoping, Air China assisted in the construction of a Party-masses service center and provided necessary support for village-level organizations to unite the masses.

 

 

Air China carried out a diversity of volunteer teaching programs for poverty alleviation. We extended the permanent resident volunteer teaching model and selected seven outstanding young volunteers for long-term volunteer teaching in Jiangkou Village, Zhaoping. Focusing on aesthetic education, we established the Children's Choir at Jiangkou Primary School in Zhaoping County and helped to train many core music teachers in the local area. We also actively introduced assistance partners to deliver online classes and offer scholarship to children in the region, so as to gather poverty alleviation efforts.

 

1 Safety: BUILDING on the Foundation for Development

 

"Safety first" is the foundation on which an aviation enterprise is established. "Establishing the concept of safe development to ensure continuous safety" has been set as Air China's first goal of the "five big issues for the next five years". In the face of the difficulties and challenges brought by the COVID-19 pandemic, Air China always strictly abides by the relevant national laws and regulations, with an aim to protect the safety of passengers, staff and flights by consolidating its foundation of safety management, improving the ability in safety management and control, and promoting the establishment of a culture of safety, thereby ensuring safe operation.

 

 

 

1.1 Consolidating Safety Management

 

Adhering to the concept of safe development, Air China strictly abides by relevant national laws and regulations and the Rules on the Examination and Approval of the Operation Certification of Large Aircraft Public Air Transportation Carriers (CCAR 121). We have adopted a zero-tolerance approach to hidden safety hazards and strictly implemented the accountability system for safety production, with a view to promoting the establishment of safety management system that is data-driven and risk-oriented with performance being the standard of assessment to improve the ability in risk management and control. In 2020, there were no accountable incidents of air transportation due to the liability of Air China, which maintained a leading safety performance.

 

Fulfilling the primary responsibility of safety

•           Improving the work safety accountability system and detailing the investigation for safety accountability

•           Clarifying the responsibilities of directors at different levels

 

Fulfilling the safety performance targets

•           Assigning the safety performance targets of the Company to subsidiaries and to specific positions

•           Clarifying the responsible persons, scope of responsibility, and evaluation criterion

 

1.1.1 Strengthening risk prevention and control

 

To optimize the risk prevention and control mechanism regarding safety, Air China implemented the safety quality assessment system based on quantifying risk analysis to regularly assess key risks and sources of material risk.

 

01 The database for sources of risk in flight, maintenance, and operation control systems was completed; the overall risk index fell by 22.6% from the year before.

02 A three-level risk management and control mechanism of "Air China-Department-Front Line" was formed.

03 Air China collected and processed different types of safety information and issued risk warnings for important hazards in a timely manner.

04 Air China upgraded Analysis Ground Station system to improve the timeliness and accuracy of data monitoring.

 

1.1.2 Enhancing emergency response

 

To thoroughly implement the Civil Aviation Law of the People's Republic of China, Emergency Response Law of the People's Republic of China, and Work Safety Law of the People's Republic of China, carry out General Secretary Xi Jinping's important instruction on emergency management, and promote high-quality development of emergency management, Air China has improved the emergency management system, comprehensively enhanced the emergency management capabilities, improved the emergency command system, and promoted the construction of emergency mechanisms. We upgraded our emergency management system and improved our emergency response capabilities. We have also strengthened the publicity of emergency management and innovatively promoted safety publicity and education.

 

01 • Continuing to revise and improve emergency plans and checklists

02 • Building stronger emergency response teams

03 • Carrying out targeted emergency training activities and emergency drills

04 • Improving emergency management information collection and the emergency information reporting mechanism

 

 

1.1.3 Strengthening regular management

 

For the daily operation process, Air China has established daily and weekly reporting systems to keep abreast of the Company's safety dynamics in a timely manner. The Aviation Safety Committee held a meeting every month, where it arranged targeted safety tasks in a timely manner based on the safety operation of the Company and its units and the current characteristics of the safety issue of the industry, to continuously improve and enhance safety management capabilities.

 

1.2 Guaranteeing Safe Operation

 

1.2.1 Operation management

 

01 • Strengthening digital operation management and risk assessment prevention and control

02 • Completing the launch of the smart decision-making function of the MM module of the SOC system and the preparation of the upgrade plan for the dispatch and release system

03 • Promoting the construction of the operation monitoring platform and completing sorting out the requirements and function integration

04 • Incorporating 11 types of fault message information of A320 and 737NG series aircraft into the flight monitoring system

05 • Holding special discussion on the change of the "preighter" operation mode

06 • Designing and adjusting the layout of the aircraft cabin and developing precautions against changes in the center of gravity, cargo collisions, cabin fires, and other risks

07 • Clarifying division of labor within the crew and strengthening pre-flight preparation and technical training

 

1.2.2 Management of flight training

 

01 Carrying out special training to consolidate captains' skill proficiency, summarizing the frequent unsafe incidents of key aircraft, and carrying out technical investigation and reassessment based on captains' refreshment

02 Strengthening the construction of the flight inspector and instructor team and improving the construction of the full-time simulator instructor and ground instructor team by setting the position of technical pilot and the optimization of management functions

03 Promoting the construction and application of the pilot qualification system and carrying out targeted training based on evaluation data

04 Based on the characteristics of the flight season, sorting out the risks of the season and carrying out seasonal study and examination

 

1.2.3 Maintenance

 

Air China promoted consistent standards and processes for maintenance. We leveraged information construction to improve management and reduce maintenance errors. We also launched Q-smart, a digital system for safety and quality management, officially starting intelligent and modular management.

 

Q-Risk

01 Safety information

02 Q-Radar

03 Q-Audit

04 Q-Cap

05 Q-Doc

06 TAS

 

2020, Ameco ranking seventh among the top ten suppliers of airframe maintenance and repair

 

Focusing on employee development, the maintenance section set positions of engineer, technician, and management and conducted comprehensive inspection and training in performance, achievement motivation, management potential, and language proficiency.

 

1.2.4 Fleet management

 

In 2020, in a complex operation environment, Air China promptly replaced old aircraft, actively introduced new models and equipment, and maintained stable performance in safety. In the year, there were no accountable incidents of air transportation due to the liability of Air China, which ensured safety in major transportation missions.

 

 

The Company ensured the safe operation of the new models. With solid preparations for the introduction of ARJ21, we formulated special measures to strictly control operational risks. In 2020, three ARJ21 planes joined our fleet and flew for 1,198 hours safely.

 

1.3 Promoting the Safety Culture

 

Air China strengthened the promotion of the safety culture based on positive cases. In regular safety education, professional training, and vocational skill competitions, Air China guided employees to form correct safety awareness and behaviors and created a positive safety culture and working atmosphere.

 

1.3.1 Enhancing promotion of the safety culture

Air China carried out a three-month special rectification program promoting better working style. It also organized a learning session themed by "Respect for Life, Regulations, and Responsibility".

 

• Organizing various kinds of events, such as skills competition and themed writing contests, to consolidate and enhance employees' safety awareness

• Posting stories of exemplary employees on media to promote and practice the spirit of civil aviation in the new era

• Promoting civil aviation safety and culture to the public through channels, such as Air China's APP, official Weibo and WeChat account, and the activity on the National Safety Consultation Day

 

1.3.2 Air China Vocational Skills Competition

In November 2020, the 17th Staff Position (Civil Aviation Pilots) Vocational Skills Competition was held. Under the theme of "improving flying skills and building a solid foundation for safety", the competition aimed at improving pilots' professional skills and all-round quality. More than 6,000 pilots participated in the training and learning sessions of this competition. In the end, two won the title of "National Civil Aviation Technical Expert" and ten won the title of "CNAHC Technical Expert".

 

 

During the pandemic, Air China developed and produced 119 online courses for qualification training and carried out theoretical training in the forms of online learning and livestreaming instruction.

 

* Note: Employees' specific qualifications refer to the qualifications of pilot, flight attendant, ground worker, and dispatcher.

 

2 Service: A Heartwarming Journey

 

Air China remains true to its original aspiration, keeps the concept of sincere service firmly in mind, benchmarks international peers, and puts efforts into innovation. We are committed to improving world-class service and passenger experience in the entire process, so as to create a warm journey of "Credibility, Convenience, Comfort, Choice" for every passenger.

 

 

2.1 Service Quality Management

 

To standardize passenger service management and improve service quality on the basis of punctuality of flights, Air China has developed its service management system. In 2020, in accordance with the Guiding Opinions of the State Council on Launching Quality Improvement Actions and the Implementation Opinions on Central Enterprises Launching Quality Improvement Actions, Air China prepared a special action plan for "building a service quality brand" to comprehensively improve service quality.

 

2.1.1 Service management system

 

2.1.2 Service team building

 

Air China conducted various types of qualification and on-the-job service training. To enrich the training models, Air China developed Crisis Service, an online training video, relying on the e-Learning platform, which covered all employees in the service sector and comprehensively improved their service awareness and skills.

 

 

Note: The service sector includes people from Sales Department, Ground Service Department, Cabin Service Department and Stations Management Department.

 

2.2 Forging Sincere Service

 

By ensuring the punctuality of flights and dynamically tracking the needs of passengers, Air China improved its service quality, put the national call of quality development strategy into practice, and comprehensively improved the brand building of service quality.

 

2.2.1 Guaranteeing the punctuality of flights

 

Punctuality of flights is the core of flight service quality and the key to enhance passengers' satisfaction. Air China strictly abides by relevant industry rules and regulations, such as Policies and Measures of the Civil Aviation Administration on Controlling Total Operations and Adjusting Flight Structure to Improve Punctuality of Flights, continuously improved management procedures and promoted the construction of a global ground support platform for flights to improve the rate of punctuality of flights.

 

 

 

 

2.2.2 Improving customer experience

 

Considering passenger experience as the core work and meeting passengers' needs, Air China actively innovated and optimized its service content and models to provide passengers with diversified and excellent services.

 

 

2.2.3 Services for special passengers

 

Adhering to "life first", Air China improved the quality of services for special passengers and opened green channels for special passengers and special events.

 

 

2.3 Protecting Rights and Interests of Passengers

 

Protecting the rights and interests of passengers is the core foundation for Air China to build the service quality brand. We have given top priority to passenger privacy protection and passenger feedback and established sound systems and mechanisms for information security and passenger complaint feedback to continuously improve overall satisfaction of passengers.

 

2.3.1 Passenger privacy protection

 

Against the background of the rapid development of information technology, airlines are obliged to protect passengers' personal privacy and information. To improve the Company's information security protection system, Air China has formulated some internal systems, such as the management measures for the access to passenger information, in strict accordance with the Cybersecurity Law of the People's Republic of China to regulate the use and protection of passengers' personal information. In addition, in response to the EU General Data Protection Regulations, Air China took actions on data protection regulations and supplemented, updated, and improved its Privacy Policy and Cookie Policy.

 

Air China has established a comprehensive organizational structure for information security management and established the Information Management Committee as the highest body for information security management, which reviews data management and is responsible for pre-decision-making on major issues concerning data management of the Company.

 

 

 

2.3.2 Protecting rights and interests of passengers

 

Air China attaches great importance to customer experience and integrated passenger feedback into management. We have established a centralized and comprehensive mechanism for complaint handling to understand passengers' needs in a timely manner and tracked passenger satisfaction in real time and improved our services and work based on these suggestions.

 

 

3 Economy: Becoming the WORLD'S LEADING Enterprise

 

As a responsible corporate citizen, Air China adheres to the concept of sustainable development, attaches importance to the high-quality economic development of the Company, and emphasizes common prosperity and progress with the industry. We actively fulfill our responsibilities and give full play to our advantages, striving to build a world-class aviation company.

 

 

3.1 Creating Economic Value Together

 

Air China insisted on implementing demands of the supply-side reform and improved its resource allocation. We paid close attention to industry trends and formulated practical development strategies. We have built a stable hub network and forged harmonious and efficient joint economic development to create common value.

 

3.1.1 Reducing costs and increasing efficiency

 

In 2020, the COVID-19 pandemic brought an unprecedented impact on the industry. Air China's passenger flight volume, capacity input, passenger carried, daily aircraft utilization rate, and operating income all fell sharply compared with the year before. In the face of the severe situation, the Company strengthened situation research and production organization, focused on improving quality and efficiency, and took a variety of measures to improve operation, stabilize profits, and prevent risks.

 

 

 

3.1.2 Enhancing the construction of hub network

 

 

 

3.2 Jointly Driving Industry Development

 

During its development, Air China attached great importance to communication and exchange with industry peers. We joined hands with suppliers and other partners to grow together by creating a sustainable value chain and the new pattern of mutual benefit cooperation.

 

3.2.1 Strengthening supply chain management

 

Air China believes that good and stable partnerships are the cornerstone of a company's long-term development. In the process of achieving high-quality development, Air China has strengthened its supply chain management. We formulated the Management Regulations of Air China for Suppliers and carried out supplier management for the whole process, covering supplier Admission, performance appraisal, rating and information database construction. We were also transforming to responsible procurement and actively building a sustainable supply chain.

 

 

 

 

Air China integrated the concept of environmental, social, and corporate governance (ESG) into its supply chain management, formulated the Code of Conduct for Suppliers, and practiced responsible procurement. A supplier's ESG risk and performance were covered by the review. Suppliers were required to fill in the "Questionnaire on Suppliers' Compliance with Proper Social Code of Conduct Based on Suppliers' Self-Examination" Their operations must meet the standards of health and safety, environment, and labor rights. The sub-tier suppliers need to agree with the Code of Conduct for Suppliers that included the above indicators. In addition, Air China required suppliers to provide certifications according to national statutory environmental protection requirements and relevant qualification certifications such as the ISO to ensure that suppliers met ESG standards in various aspects and performed responsible sourcing from the root.

 

 

3.2.2 On-going external cooperation

 

As a world-class airline, Air China integrated the concept of sustainability into the development of the industry, joined hands with outstanding peers to build a good industry ecosystem, and actively promoted exchanges and cooperation with alliance partners.

 

 

 

3.2.3 Promoting Alliance-based Anti-pandemic Cooperation

 

4 Environment: Building a Beautiful Home Together

 

Air China follows Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era and upholds the development philosophy of "Green Operation, Sustainable Development". With the green, low-carbon, circular, and sustainable development approach, Air China achieved low-carbon growth by reducing unit energy consumption, promoted green upgrades by optimizing energy use structure, met the environmental protection standards by implementing system management and control, and performed the responsibility of central enterprises by promoting public welfare undertakings of environmental protection.

 

Supporting the UN 2030 Sustainable Development Goals

 

4.1 Improving Management Systems

 

Air China thoroughly practiced Xi Jinping Thoughts on Ecological Civilization and the essence of the 19th National Congress of the Communist Party of China and earnestly implemented the decisions and arrangements of the CPC Central Committee and the State Council and the requirements of the National Conference on Ecological Environment Protection. We have established a company-level leading group on ecological and environmental protection to promote energy conservation and environmental protection. We have also established a work priority briefing mechanism to regularly track the progress of the work, and formed a closed-loop management system for energy conservation and environmental protection that covers all units and reaching all levels.

 

Air China established a coordination working group for green development of the Company, introduced the Implementation Rules for the Management of Special Funds for Energy Conservation and Eco-environmental Protection and Implementation Rules for the Supervision over Energy Conservation, Emission Reduction, and Eco-environmental Protection. We carried out internal supervision over energy conservation and environmental protection in the Company, organized exchanges and study, and insisted on daily office energy saving. In 2020, Air China's Beijing and Southwest Branches obtained the certification of energy management system. In the same year, Air China was recognized as the exemplary team in the civil aviation industry in winning the Blue Sky Protection Campaign.

 

4.2 Insisting on Low-carbon Operation

 

4.2.1 Low-carbon operation

 

Climate change has brought severe challenges to Air China. The Company actively responded to the central government's call for energy conservation and emission reduction and practiced green development and the low-carbon strategy to help the country achieving its goals of peaking carbon dioxide emissions and achieving carbon neutrality.

 

4.2.1.1 Energy conservation and emission reduction of aircraft

 

Air China took the energy conservation and emission reduction of aircraft as a core task for reducing carbon emissions. By controlling carbon emissions in three key processes, namely, aircraft introduction and retirement, navigation, and landing, the efficiency of aircraft fuel usage was improved and greenhouse gas emissions were reduced. In 2020, under the impact of the COVID-19 pandemic, The company actively took the operation mode of "preighter". We made full use of the bellyholds of passenger planes, transformed the cabins of wide-body aircraft, and undertook cargo flights with passenger planes to increase the utilization rate of wide-body aircraft and improve fuel efficiency.

 

 

 

 

 

 

 

4.2.1.2 Strengthening the management of carbon assets

 

By managing the Company's emission allowances, emission reduction credits, and related activities, Air China regularly monitored its carbon emissions, formulated carbon emission reduction mechanisms, strengthened capacity building in response to global aviation emission reduction mechanisms, and planed carbon asset management in a scientific and reasonable manner.

 

 

Air China launching a passenger carbon emission calculator

The Air China Passenger Carbon Emission Calculator was launched on the Air China APP, WeChat Mini Program, and Air China's official website in December 2020. Relying on Air China's big data of flights, it calculates the carbon footprint of passengers during their journey, such as origin, destination, cabin, number of people, and one-way/round-trip, to help passengers understand their carbon emissions during the flight. By December 31, nearly 4,000 passengers inquired about carbon emissions data through this online calculator.

 

4.3 Strengthening Pollution Prevention

 

According to the report of the 19th National Congress of the Communist Party of China, pollution prevention was one of the three important subjects in building a moderately prosperous society in all respects. Air China insisted on green development, implemented the basic state policy of environmental protection, and actively assumed the social responsibility of green development, determined to win the Blue Sky Protection Battle.

 

The emissions of Air China mainly include air emissions and ground emissions. Air emissions mainly refer to the carbon dioxide generated from aviation fuel consumption whereas ground emissions include wastewater, waste gases, hazardous and non-hazardous wastes generated during ground operations. Air China has proactively managed, identified, and prevented pollutants generated during operations in order to conduct compliant waste treatment and reduce environmental impacts.

 

4.3.1 Air pollution control

 

 

4.3.2 Pollution control in aircraft maintenance

 

4.3.2.1 Industrial wastewater

•         All the industrial wastewater generated during Air China's aircraft maintenance was diverged or collected into the wastewater treatment station and treated and discharged meeting relevant standards. On-line monitoring was installed at the main outlet. Air China regularly commissioned qualified third-party testing agencies for wastewater testing, and the testing results met national and local emission standards. In 2020, 50.3 tons of industrial wastewater was treated and discharged meeting the standard.

 

4.3.2.2 Industrial exhaust

•         Air China installed exhaust gas treatment facilities. Every quarter, it commissioned a qualified third-party inspection agency for inspections, and the results met national and local emission standards. The exhaust gas treatment facilities were renovated and activated carbon filter devices were installed, which reduced the annual VOCs emissions by 3.3 tons.

 

4.3.2.3 Hazardous waste

•         For the hazardous waste generated in the process of maintenance, Air China classified and collected it in accordance with the National Hazardous Waste Inventory, and handed it to qualified companies for disposal. In 2020, a total of 799.9 tons of hazardous waste was disposed.

 

 

4.4 Promoting Environmental Protection

 

Air China actively promoted environmental protection, communicated concepts of environmental protection to the public, and supported building an environmentally friendly society.

 

 

 

5 Society: Building a Better Life Together

 

Air China continues to care for the lives of employees, participates in community building, practices public welfare with its original aspiration, and contributes to building a better society and a better life for people.

 

 

5.1 Being Committed to Employee Development

 

Employees are the most important asset of Air China. The Company is committed to creating a good working environment for employees, attaching importance to their rights, and providing them with high-quality training and smooth development channels.

 

5.1.1 Protecting employees' fundamental rights and interests

 

Air China strictly abides by the Labor Contract Law of the People's Republic of China and other applicable laws and regulations. In recruitment, the Company is against discrimination and advocates fair and non-discriminatory employment policies. We undertake that there shall be no discrimination on gender, ethnicity, nationality, body condition, religion, political stance, marital status or any other factors, insist on the principle of same pay for the same job, and avoid child labor and forced labor.

 

The sixth version of Collective Contract, the second version of Special Collective Contract for Protection of Female Workers' Rights and Interests and the second version of Labor Safety and Health Special Collective Contract of Air China will expire in 2021. At the end of 2020, the Company initiated the drafting of a new version of the three collective contracts and solicited opinions and suggestions on the draft collective contracts from employee representatives. In 2020, 100% of Air China employees signed the labor contract.

 

 

 

 

5.1.2 Democratic management

 

Air China improves the democratic management of employees, listens to its employees at employee representatives' general meetings, and safeguards their legitimate rights and interests. In 2020, Air China completed the re-election of the employee representatives' general meeting and labor union, further enhancing employee participation and representativeness.

 

 

Air China was awarded the honorary title of National Exemplary Unit of Democratic Management on Making Public the Affairs of the Enterprise.

 

5.1.3 Employee ability improvement

 

5.1.3.1 Development of the training system

 

Air China has established a sound training system and provided different training courses for employees in different positions in accordance with their aptitudes and needs.

 

 

5.1.3.2 Development of the training system

 

Air China formulated the Training Management Manual, issued the Management Regulations on New Employee Training, and other training regulations, and revised the Training Outline for Air Transport (Stowage Personnel), and produced relevant courses and management and operating tools for training, to make a reasonable and fully operable employee training system.

 

5.1.3.3 Improving vocational training

 

 

 

 

5.1.4 Performance incentives

 

Air China is committed to providing employees with competitive salaries and incentives to encourage more employees to make achievements. Adhering to the concept of "paying for position value, personal ability, and performance" and focusing on enhancing vitality and improving efficiency, the Company continuously has improved the linkage mechanism of salary distribution and efficiency, implemented differentiated management of total salary budget. During the reporting period, the Company continued to deepen the reform of the salary and benefit system. It improved the market-based salary benchmarking system and established a sound salary determination and increase mechanism that scientifically reflects the level of the labor market. It also implemented differentiated salary adjustments to increase incentives for employees with constant outstanding performance. The Company has formulated several documents for the performance management system to improve performance evaluation and human resource management.

 

5.1.4.1 Improving the performance appraisal system

 

 

5.1.5 Employees' health and safety

 

Air China manages the health and safety of its employees in accordance with the Law of the People's Republic of China on the Prevention and Control of Occupational Diseases and relevant laws and regulations. The Company established and perfected the occupational health management system and the employee health management mechanism, prepared the Manual of Occupational Health and Safety Management and organized the comprehensive publicity and training. In August 2020, the Company established a service office for occupational health and safety and participated in the training on occupational health management for central enterprises held by the National Health Commission. In December, the Company held an occupational health management training session. Managers from 20 subsidiaries in Beijing participated in the training. Air China also attaches great importance to the mental health of its employees and has promoted the Employee Assistance Program (EAP) for all employees.

 

 

 

5.1.6 Care for employees

 

Air China has built an employee service center and a shared service platform to listen to employees' demands and help them solve problems.

 

Air China comprehensively optimized its offline and online business processes to improve the overall operating efficiency of the employee service center.

 

Air China has launched intelligent service to provide employees with real-time mobile online inquiry services on the WeChat official account of the employee service center, realizing online business consulting.

 

 

5.1.7 Cultural activities for employees

 

To help employees balancing lives and work, the Company organized a number of cultural and sports activities, enhancing communication and strengthening cohesion within the team.

 

5.1.8 Caring for employees' lives

 

Air China allocated assistance and comfort funds to employees in need through the labor union to help them overcome difficulties. During the pandemic, Air China sent comfort supplies and funds to the Company's frontline workers, key units of pandemic prevention and control, and employees in arduous areas through on-site and online activities, and provided temporary assistance to employees in need. On festivals, the labor union purchased presents and sent them to employees to give them holiday care.

 

 

 

 

 

 

5.2 Sincerely Giving Back to the Society

 

Air China has always been committed to building a beautiful community. We have exerted advantages to support special flight missions. At the same time, based on the community development, we give assistance to the disadvantaged groups and share resources with the communities, thereby making contributions to the harmonious development of local communities.

 

5.2.1 Community involvement

 

Air China actively fulfills responsibilities as a social citizen and devotes to create a social environment featuring harmony, beauty and friendliness.

 

 

 

 

 

5.2.2 Volunteer service

Adhering to the volunteer service concept of "dedication, friendship, mutual assistance, and progress", Air China encourages employees to participate in volunteer service and social welfare activities and share a harmonious community.

 

 

 

Honors for the volunteers

 

CNAHC Volunteers' Association won the Best Volunteer Service Organization in Beijing in 2020.

The CNAHC Blue Sky Classroom volunteer teaching program was named the Best Volunteer Service Project in Beijing.

 

Four volunteer service programs and four outstanding results in the collective anti-pandemic volunteering were showcased at the "Youth Volunteer Action" demonstration and exchange event carried out by the Communist Youth League National Civil Aviation Committee.

 

 

Outlook for 2021

 

The year 2021 will mark the launch of the 14th Five-Year Plan. It is a critical year for China to consolidate development results, and further demonstrate its institutional advantages after taking the lead in achieving positive growth in the world's major economies in 2020. Air China will adhere to the general work guideline of making progress while maintaining stability and earnestly implement the tasks of ensuring stability in employment, financial operations, foreign trade, foreign investment, domestic investment, and expectations and security in job, basic living needs, operations of market entities, food and energy security, stable industrial and supply chains, and the normal functioning of primary-level governments. We will continue to improve the quality of development, consolidate the results of pandemic prevention and control, and make overall plans for safety and development. We will work hard for the rebound of operating efficiency and celebrate the 100th anniversary of the founding of the CPC with outstanding results.

 

Continuing to promote the high-quality development of Party building. Air China will insist on advancing work under the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics in the New Era, continue to improve the systems and mechanisms of upholding Party leadership, and further strengthen the ideological, political, and action awareness of "two upholds (resolutely upholding General Secretary Xi Jinping's core position on the Party Central Committee and in the Party as a whole, and resolutely upholding the Party Central Committee's authority and its centralized, unified leadership)".

 

Consistently carrying out pandemic prevention and control. Air China will persist in the combination of regular and precise prevention and control with local emergency response, develop and improve the response plans for special situations, and continue to strengthen defense against inbound cases. We will implement the protection of professional teams in strict accordance with high standards, continue to secure pandemic prevention supplies, and carry out in-depth inspection and supervision of pandemic prevention. We will also strengthen education and guidance to raise employees' awareness of personal protection.

 

Taking effective measures for work safety. Safety is the lifeline of airlines and the prerequisite for the company's reform and development. We must firmly ensure safety, strictly implement the work safety accountability system, practically implement the key tasks in the three-year action for special rectification of work safety, enhance safety awareness, improve technical capabilities, and lay a solid foundation for safety.

 

Striving for the rebound of operating efficiency. Air China will pay close attention to changes in the operating environment, conduct in-depth market research and judgment, and seize market opportunities. We will strengthen the production organization and coordinate the domestic and international markets, passenger and cargo business.

 

Continuing to improve the quality of products and services. Air China will continue to strictly prevent and control the pandemic in its services, sufficiently inform passengers, optimize service procedures, and respond to passengers' needs for health protection and contactless services in a timely manner to ensure their health and safety.

 

Resolutely promoting the deepening reform. Air China will fully implement the three-year action plan for group reform, continue to improve the corporate governance system, and promote the modernization of the management system and management capabilities. We will advance the Group's industrial layout and structural adjustments and deepen the integration of main businesses.

 

Table of Major Indicators

 

Indicators		2018	2019	2020
Total assets (RMB100 million)		2,437.16	2,942.54	2,840.71
Total actual tax paid during this year (RMB100 million)		88.85	64.17	29.05
Number of registered aircraft (unit)		669	699	707
Average aircraft age (years)		6.62	6.96	7.74
Total profit (RMB100 million)		99.58	91.05	-184.75
Safe flight hours (10,000 hours)		224.52	228.5	155.3
RTK (100 million tonnes kilometres)		275.18	253.64	132.85
Passenger carried (100 million persons)		1.10	1.15	0.69
Cargo and mail carried (10,000 tonnes)		190.84	143.42	111.37
Social contribution per share (RMB)		2.97	3.01	0.93
Purchases from the five largest suppliers (RMB100 million)		412.36	361.32	177.05
Intellectual property rights registered (pieces)		3,006	3,080	3,085
Passengers' overall satisfaction (points)		90.6	81.4	83
Premium passengers' overall satisfaction (points)		89.5	82	82.1
Number of complaints received from passengers for the whole year (cases)		13,450	12,373	6,287
Passenger complaint handling rate (%)		100	100	100
Flight on-time performance (%)		80.36	81.83	89.15
Flight execution rate (%)		98.4	98.19	98.9
Total energy consumption (10,000 tonnes standard coal)		1,094.2	1,078.8	696.7
Aviation fuel consumption (10,000 tonnes)		738.5	728.9	469.3
Power consumption (MWh)		167,299.6	195,539.2	184,219.9
Gasoline consumption (tonnes)		2,595.8	2,709.9	2,367.5
Diesel consumption (tonnes)		9,363.2	7,693.0	5,972.1
Natural gas consumption (10,000 m³)		1,783.5	1,579.2	1,355.4
Thermal Power (MKJ)		378,491.0	244,341.1	258,610.4
Other energy consumption (tonnes standard coal)		24.5	4.8	1.5
Fuel consumption per ton-km (kg/ton-km)		0.274	0.296	0.356
Carbon dioxide per ton-km (g/ton-km)		873.4	931.5	1,121.2
CO2 emissions (10,000 tonnes)		2,354.3	2,324.8	1,504.4
Total hazardous waste emissions (tonnes)		632.0	785.2	799.9
Water consumption (10,000 tonnes)		512.1	492.4	439.9
Environmental protection investment (RMB10,000)		21,931.1	26,984.5	20,475.6
Number of employees on the post (persons)		28,302	46,862	46,819
Number of foreign and Hong Kong, Macau, and Taiwan employees (persons)		983	1,247	1,022
Number of minority employees (persons)		1,419	1,972	1,845
Number of disabled employees (persons)		15.5	17	16
Female employee percentage (%)		43.56	50.9	50.8
Total number of management staff and management supporting employees (persons)		6,721	6,871	6,770
Labour contract signing rate (%)		100	100	100
Ratio of employee turnover (%)	Aged 35 and below	5.25	4.57	1.52
	Aged 36-45	0.84	2.0	0.09
	Aged 46-60	7.87	0.39	0.01
	Male	2.69	2.33	0.44
	Female	4.07	4.56	1.18
	Domestic	3.29	3.51	1.62
	Overseas	3.42	2.16	0.004
Proportion of employees guaranteed by collective bargaining agreements (%)		100	100	100
Total hours of employee training for maintaining specific qualification (hours)		207,551	210,701	862,487*
Number of employees trained for maintaining specific qualification (persons)		119,707	110,206	106,897
Total employee education expenses (RMB10,000)		2,219	1,787	1,122

 

 

Notes:

1. For this year, the financial and operating data reported in this report is consistent with that of the annual report. Among which, there are changes in the consolidation scope for financial data, i.e. Air China Cargo is no longer in the scope of consolidation.

2. The information on services and employees is based on the calibre of Air China. Among which, the total number of employees changed because of the factor of employee conversion. The number of disabled employees is based on the "Confirmation Regarding Verification of Employment of Disabled by Employers in Beijing" Beijing Shunyi Disabled Labor Employment Service Center.

3. The information on energy consumption is based on the calibre of Air China, Shenzhen Airlines, Kunming Airlines, Dalian Airlines, Air China Inner Mongolia, Beijing Airlines and Ameco. Among which, CO₂ emissions include only the direct emissions from aviation fuel combustion, and other energy emissions have no national unified standards for calculation currently; hazardous waste emissions include the emissions from Ameco's hazardous waste.

4. In 2020, due to the pandemic, most of Air China's training was carried out online, and the unit of total training volume was changed to person*hour, which was different from that in previous years.

 

Index

 

The HK-ESG content index is an index table of index content, disclosures, and page numbers formulated based on the index of the Hong Kong Stock Exchange.

 

Contents		KPI Index of ESG Guide of Stock Exchange	GRI Standards
About this report			102-45/102-46/102-50/102-51/102-52/102-53/102-54
Overview	Chairman's Statement		102-14
	Company Profile		102-1/102-2/102-3/102-5/102-6/102-7/102-18
	Management of Sustainable Development		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	B6.3/B7/B7.1/B7.2/B7.3	102-15/102-16/102-17/102-29/102-30/103-1/103-2 205-2/205-3/206-1/417-1
Feature	Fighting Against COVID-19	B8.1/B8.2	203-1/415-1/416
	Winning the Battle for Poverty Alleviation	B8.1/B8.2	203-1/413-1/415-1
Safety - Building on the Foundation for Development	Consolidating Safety Management	B6.4	416-1
	Guaranteeing Safe Operation	B6.4	416-2
	Promoting the Safety Culture	B3	416-1
Service - A Heartwarming Journey	Improving Service Management	B6	103-1/103-2
	Forging Sincere Service	B6	416-1/417-1
	Protecting Rights and Interests of Passengers	B6/B6.2/B6.5	418-1
Economy - Becoming the World-class Enterprise	Creating Economic Value Together		201-1/203-1
	Jointly Driving Industry Development	B5/B5.1/B5.2/B5.3/B5.4	103-2/102-9/204-1/308-1/ 308-2/414-1/414-2
Environment - Building a Beautiful Home Together	Improving Management Systems	A3/A3.1	307
	Insisting on Low-carbon Operation	A1/A1.1/A1.2/A1.6	302-4/302-5/305-7
	Strengthening Pollution Prevention	A1/A1.3/A1.4/A2/A2.1/A2.2/A2.3/A2.4/ A3/A3.1/A4.1	302-1/302-4/306-2
	Promoting Environmental Protection	A3/A3.1	304-1/304-3
Society - Building a Better Life Together	Being Committed to Staff Development	B1/B1.1/B2/B2.3/B3/B4/B4.1/ B4.2	102-8/102-35/102-36/102-37/102-41/401-1/401-2 404-2/405-1/406-1
	Sincerely Giving Back to the Society	B8/B8.1/B8.2	413-1
Performance	Outlook for 2021
	Table of Major Indicators		301-1/302-3/305-4/305-5/306-2/404-1
	Index		102-55
	Third-party Assurance		102-56
	Feedback Collection

 

 

 

Third-party Assurance

http://www.rns-pdf.londonstockexchange.com/rns/5413H_1-2021-8-4.pdf

 

 

 

Feedback Collection

 

 

Dear reader:

Thanks for reading the 2020 Social Responsibility Report of Air China Limited, which is the thirteenth 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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