Air Canada 2014 Annual Report Download - page 6

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On the alliances front, we continue to work with our
Star Alliance and A++ Trans-Atlantic Joint Venture
partners which, together with numerous codeshare
partnerships, provide a vital extension to our network.
For example, while Air Canada directly serves about
185 destinations, through Star Alliance, customers can
reach more than 1,300 airports worldwide. In 2014,
Air Canada signed a memorandum of understanding
with Air China for a comprehensive revenue sharing
joint venture and enhanced partnership on routes
between Canada and China, subject to appropriate
government approvals.
While our extensive global network is attractive, that
alone is insufficient to increase customer loyalty in
our highly competitive industry. This is why we have
also made Customer Engagement a core priority,
with special emphasis on higher-yield business and
premium passengers.
We are proud of our various customer service awards
in this regard, as we continue to invest not only in
new aircraft and in aircraft reconfigurations, but
also in other aspects of our product at airports and
elsewhere. In 2014, we opened a new Maple Leaf
Lounge – our 21st such lounge – at Heathrow’s
new Terminal 2 building. Elsewhere, we developed
enhanced airport self-service tools, introduced a
simplified zonal boarding process and qualified for
the TSA’s pre-check program to expedite security
screening at U.S. airports, the first foreign carrier
to do so. In 2014, we also formalized a Customer
Service Council consisting of senior executives with a
mandate that includes ensuring frontline policies and
procedures are customer-centric.
In addition to their comfort, customers also put a
premium on their time; thus it is vital that airlines
maintain their schedules. In 2014, Air Canada opened
a new $60 million Operations Centre in Toronto that
brought together under a single roof operational
oversight with customer care and other functions.
This has contributed to a smoother running of the
airline and, in 2014, Air Canada was ranked among
the top five North America airlines in the FlightStats
2014 Airline On-time Performance Service Awards.
Delivering superior customer service requires
motivated employees, therefore we have made
Culture Change another central priority. One effective
way of advancing it is to ensure employees have
the tools and training to do their jobs, which is why
Air Canada implemented a number of customer
training initiatives with plans for more in 2015.
More broadly, Air Canada continues to foster positive
culture change by promoting entrepreneurship,
engagement, empowerment and pay for performance.
I was extremely pleased to see a well-deserved
$15 million increase to $46 million for our 2014
employee profit-sharing pool.
Employee surveys conducted in 2010 and again in
2014 demonstrated significant improvements in
employee engagement over the four-year period.
One of the most tangible signs of a positive shift
in culture occurring at Air Canada was a landmark
10-year agreement reached with the Air Canada
Pilots Association. It provides us with the stability
to confidently invest further in aircraft, technology,
product and new destinations – effectively supporting
all corporate priorities.
In summary, 2014 was a remarkable year for our
company that provided a clear perspective as to what
Air Canada can achieve as it continues to focus on
profitable growth. Yet, apart from a stronger airline,
we are also building one that will be increasingly
nimble and responsive over the long-term.
I thank our 27,000 employees who demonstrate
their commitment and professionalism every day
transporting our customers safely and in comfort
to their destinations. Also, I thank our customers,
shareholders and other partners for their unfailing
support and loyalty on our common journey.
Calin Rovinescu
President and Chief Executive Officer