Air Canada 2010 Annual Report Download - page 10

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2010 Air Canada Annual Report
10
Enhancing the corporate culture and developing a strong employee brand
One of Air Canada’s key priorities is to improve its corporate culture to one that promotes leadership, ownership and
entrepreneurship. Air Canada recognizes the need to simplify processes, give its employees the tools and training required
to foster a culture of top customer care and empower employees to allow them to make decisions or solve problems
quickly. The emphasis on cost containment is helping forge a more entrepreneurial culture at Air Canada in which all
employees are encouraged to act as owners and ambassadors of the airline.
With internal departments working better together, Air Canada has become more efficient with the use of its fleet. This
past summer, the airline flew 3,700 more flights or 12,630 more hours and carried 400,000 more customers with almost
the same number of aircraft that it operated in 2009.
This positive shift in Air Canada’s culture enabled the airline to better manage through major challenges, both planned, such
as the Olympics, and unplanned, such as the Icelandic volcano eruption. The airline is managing irregular operations more
efficiently to minimize customer inconvenience. This was demonstrated again during the flight disruptions at European
airports during the Christmas holidays when the airline was praised for its customer service and the speed with which it was
able to resume operations.
The recent industry honours awarded to Air Canada are an indication that employees are participating in the airline’s
transformation and recognize that the airline’s success depends on being resolutely customer focused.