REG - Air China Ld - Sustainability and ESG Report 2025
27/04/2026 09:15
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RNS Number : 0183C Air China Ld 27 April 2026
Air China Limited
2025 Sustainability and ESG Report
About this Report
This annual report comprehensively demonstrates the significant achievements
made by Air China Limited in 2025 in implementing the strategic deployments of
the CPC Central Committee, thoroughly carrying out the spirit of the 20th
National Congress of the Communist Party of China and its subsequent plenary
sessions, and strictly executing the social responsibility work requirements
issued by the State-owned Assets Supervision and Administration Commission of
the State Council. The report highlights the Company's commitment and concrete
actions in fulfilling its responsibilities across multiple dimensions while
leveraging its core advantages in aviation operations. These include aligning
with national strategies, ensuring safe operations, addressing climate change,
promoting green and low-carbon transformation, enhancing product
responsibility, safeguarding customer privacy, fostering employee development,
and participating in community philanthropy.
Time Period
The reporting period spans from 1 January 2025 to 31 December 2025.
Report Scope
This report primarily focuses on Air China Limited, but also includes its
branches, operating units, supporting units, and major subsidiaries, including
Aircraft Maintenance and Engineering Corporation (Ameco), Shenzhen Airlines
Co., Ltd. (Shenzhen Airlines), Shandong Aviation Group Co., Ltd. (Shandong
Aviation Group), Beijing Airlines Co., Ltd. (Beijing Airlines), Dalian
Airlines Co., Ltd. (Dalian Airlines), and Air China Inner Mongolia Co., Ltd.
(Air China Inner Mongolia).
Basis of Preparation
This report has been prepared in accordance with the State-owned Assets
Supervision and Administration Commission of the State Council's Guidance on
Central Enterprises Fulfilling Social Responsibilities to a High Standard in
the New Era, the Research on the Compilation of ESG Special Reports for
Central Enterprise-Controlled Listed Companies, the Shanghai Stock Exchange's
Self-Regulatory Guidelines for Listed Companies No. 14 - Sustainability
Report (Trial), as well as the Hong Kong Exchanges and Clearing Limited
Listing Rules and Appendix C2 "Environmental, Social and Governance Reporting
Code". It has also been compiled by reference to the Global Reporting
Initiative (GRI) "GRI Sustainability Reporting Standards" (GRI Standards),
GB/T 36001 Guidelines for Compiling Social Responsibility Reports, and
supplementary guidelines specific to the aviation service industry.
Publication Cycle
This report is an annual report and the eighteenth consecutive sustainability
report published by Air China Limited. The Chinese version of the report is
published in March for the preceding year, and the English version is
published in April.
Source of Data
The financial data cited in this report is derived from the audited annual
report of Air China Limited, which complies with the Accounting Standards for
Business Enterprises of the People's Republic of China. Other data originates
from internal formal documents and relevant statistics of Air China Limited.
Explanation of References
For ease of reference, "the Company", "Air China" or "we" refer to Air China
Limited, while "the Group" refers to Air China Limited and its holding
subsidiaries; and "CNAHC" refers to China National Aviation Holding
Corporation Limited.
Reporting Principles
Quantification Principles: The Company establishes standardised ESG indicator
management tools covering the corporate's operating units, supporting units,
branches, and major subsidiaries to conduct regular statistical analysis and
disclosure of all quantifiable key disclosure indicators within the
"Environmental" and "Social" categories as stipulated in the reporting
guidelines. The quantified data regarding the "environmental" scope within
this report is accompanied by descriptions of calculation methodologies and
cited standards; please refer to the relevant chapters of this report for
further details.
Principle of Consistency: There has been no material adjustment to the scope
of disclosure in this report compared with previous reports, and consistent
disclosure and statistical methods have been employed.
Materiality Principle: In the preparation of this report, a materiality
assessment procedure is conducted to determine the disclosure content and the
level of detail for each topic.
Principle of Balance: This report objectively discloses the Company's positive
achievements and improvement in ESG initiatives, ensuring the completeness and
balance of information presentation.
Obtaining the Report
This report is issued in both Chinese and English. In the event of any
discrepancy between the two versions, the Chinese text shall prevail. You may
download the English and Chinese electronic versions of this report from the
Air China website. If you require a hard copy of the report, or have any
suggestions or feedback regarding this report, please contact us via the
following channels:
Website: www.airchina.com.cn (https://www.airchina.com.cn)
Address: No. 30 Tianzhu Road, Konggang Industrial Zone, Shunyi District,
Beijing, People's Republic of China
Contact Unit: Office of the Board
Tel: +86‑10‑61462152
Email: baixiao@airchina.com
Message from the Chairman
2025 marks the concluding year of the 14th Five‑Year Plan and the year for
planning and laying out the 15th Five‑Year Plan. The Group adheres to the
guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a
New Era, deeply comprehends the spirit of the 20th National Congress of the
Communist Party of China and all plenary sessions, resolutely implements the
decisions and deployments of the CPC Central Committee and the State Council,
firmly grasps its responsibilities as a national flag carrier enterprise,
coordinates efforts in key areas including safety production, passenger
services, low-carbon transition, serving national strategies, and Party
building. Positive results have been achieved across all work, marking a
successful conclusion to the 14th Five‑Year Plan.
Adhering to safety first, and the safety situation remains stable. The Group
has always taken General Secretary Xi Jinping's important expositions on work
safety and the spirit of his instructions on civil aviation as the fundamental
guideline. It has firmly taken ensuring safety as its primary political task
and top priority, taking concrete actions to ensure "Two Absolute Safeties". A
total of 3.0133 million safe flight hours were achieved throughout the year,
representing a year-on-year increase of 2.1%. All critical tasks, including
the Shanghai Cooperation Organization Summit, the Asian Winter Games, the
World Games, and earthquake relief operations in Myanmar, were successfully
completed, thereby demonstrating the responsibility of a central state-owned
enterprise.
Adhering to a people-centric approach, the quality and efficiency of services
continue to improve. The Group adheres to a customer-centric approach and
comprehensively advances the transformation of customer service by focusing on
the "4C-based" service objectives: Credibility, Convenience, Comfort, and
Choice. We continuously build the "Aviation+" ecosystem, launch cross-sector
products across diverse scenarios, and introduce intelligent systems such as
the "Air China Cabin 360-Degree Panoramic View" and "Smart Cabin" to optimize
the passenger service experience. In 2025, the membership base of the Phoenix
Miles frequent flyer programme exceeded 100 million, with passenger
satisfaction reaching 88.1 points. We optimized the refined control of flight
operations, the on-time performance rate reached 91.8%, representing a
year-on-year increase of 3.7%, and the flight execution rate stood at 99.2%,
effectively enhancing operational efficiency.
Advancing the low-carbon transition and implementing the construction of
ecological civilization. The Group has deeply implemented the concept of
ecological civilization, formulated a special action plan for carbon peaking,
and actively worked to achieve the "carbon peaking and carbon neutrality"
goals. In addressing climate change, the Group participated in domestic pilot
programmes for the application of Sustainable Aviation Fuel (SAF),
cumulatively utilizing 1,501 tonnes of SAF, and completed the first green
electricity transaction during the year. In terms of environmental management,
full coverage of ISO 14001 system certification is maintained, achieving a
100% replacement rate for ground power and an electrification rate exceeding
90% for newly introduced vehicles. In promoting resource recycling, a
comprehensive initiative to reduce plastic usage and waste on flights has been
implemented, achieving 100% biodegradability for all onboard cutlery.
Furthermore, the Group has actively participated in the Yangtze River
ecological protection project to foster the coordinated development of
resource circulation and ecological conservation.
Serving the national strategy and fulfilling the responsibilities of a central
enterprise. The Group is fully committed to serving high-level opening-up. In
2025, Air China opened or resumed 12 international routes, with its route
network covering six continents. It actively supports the implementation of
the Belt and Road Initiative, operating 74 routes under this initiative
covering 32 countries. Full support was given to the development of domestic
civil aircraft. Thirty-five COMAC C909 aircraft and nine COMAC C919 aircraft
were introduced and operated safely, and deep involvement was maintained in
the research and development of the COMAC C929 model. In relation to rural
revitalization, the "5+N" key assistance projects were implemented with
precision. A total of 18 projects were undertaken, with funds amounting to
RMB 46.62 million invested. For eight consecutive years, the highest rating
of "Good" was achieved in the performance assessment of fixed-point assistance
work carried out by central enterprises. Concurrently, the Group has actively
engaged in the governance of international organizations such as the Star
Alliance and the International Air Transport Association (IATA), expanded
in-depth cooperation with carriers including Lufthansa and Emirates,
successfully facilitated the inclusion of the Renminbi as a settlement
currency within IATA, and its industry influence continuing to strengthen.
Strengthening Party building leadership to enhance the effectiveness of
corporate governance. The Group adheres to the principle of "Two
Consistencies" and continuously improves the integration of Party leadership
into corporate governance. Efforts were made to achieve a deep integration of
Party building with production and business operations. A series of thematic
promotional activities titled "Air China C919: A Glorious Journey of China's
Aviation Takeoff" was solemnly held, resulting in a significant enhancement of
ideological leadership. We strictly implement the "First Topic" system,
consolidate and deepen the results of rectification from central inspections,
thoroughly implement the spirit of the Central Eight-Point Regulation on
Improving Work Style, promote the normalization and long-term effectiveness of
work style construction, advance the integrated development of deterrence,
institutional constraints, and ideological education against corruption,
continuously consolidate a sound political ecology characterized by integrity
and fairness, and provide strong support for building a world-class
enterprise.
2026 marks the opening year of the 15th Five‑Year Plan and a critical
juncture for building on past achievements while forging ahead. The Group
shall comprehensively advance the initiatives of "enhancing quality, improving
efficiency, and adjusting structure", accelerate the transition from a
quantity- and scale-driven model to one focused on quality and efficiency,
achieve effective qualitative improvement alongside rational quantitative
growth, and substantially strengthen core functions while elevating core
competitiveness. Upholding integrity and fostering innovation, and engaging in
pragmatic work, the Group will strive with determination and courage on the
new journey of building a world-class enterprise, thereby contributing greater
strength to Chinese-style modernization.
Liu Tiexiang
Chairman
Air China Limited
Board ESG Statement
In 2025, the Board of Directors of Air China, as the highest body responsible
for environmental, social and governance (ESG) matters, continues to deeply
integrate the concept of sustainable development into the deliberation and
decision-making of major matters. The Board of Directors receives regular
reports from management on ESG performance through periodic meetings,
supervises ESG-related issues that may impact the Company's operations and the
interests of shareholders and other stakeholders, and ensures that the ESG
strategy is closely aligned with the Company's overall development. Meanwhile,
the Board is responsible for approving the outcomes of stakeholder engagement
on material issues and deliberation conclusions, as well as for the final
review of the Company's Annual Sustainability and ESG Report.
In accordance with the development requirements for central enterprise listed
companies issued by relevant national regulatory authorities and regulations
such as the Shanghai Stock Exchange's Guidelines on Self-Regulatory Management
for Listed Companies No. 14 - Sustainability Reporting (Trial), the Company
continues to refine its ESG governance mechanisms, actively constructs a
systematic and scientific ESG management framework, comprehensively enhances
its professional ESG governance and risk management capabilities, promoting
the coordinated development of economic, environmental, and social benefits.
The Board has incorporated significant ESG risks into the Company's overall
risk management framework and has formulated corresponding response strategies
regarding the likelihood of risks, their impact magnitude, and evolution
trends. The Board regularly assesses the progress of ESG objectives and issues
specific requirements and recommendations for areas requiring improvement. The
Social Responsibility Leadership Group, established under the Board of
Directors, is responsible for formulating and reviewing the Company's ESG
strategy, objectives, and annual implementation plans, and for reporting
thereon to the Board of Directors. The Leading Group Office is specifically
responsible for promoting the implementation and execution of relevant work.
This report systematically presents the Company's practices and performance in
the field of ESG for 2025. It was reviewed and approved by the Board of
Directors in March 2026.
About Air China
1. Overview of the Company
Air China Limited was established in 1988, originally known as Air China
International Corporation. In October 2002, Air China International
Corporation merged the air transportation resources of China Southwest
Airlines and China National Aviation Company, forming a new entity. On
September 30, 2004, Air China Limited was founded in Beijing. The company was
then listed on both the Hong Kong and London Stock Exchanges on December 15 of
the same year, followed by its listing on the domestic A-shares market on
August 18, 2006.
Air China is the sole civil aviation carrier in China authorised to carry the
national flag and a member of Star Alliance, the world's largest airline
alliance. It serves as the official air passenger transport partner for both
the 2008 Beijing Olympic and Paralympic Games and the 2022 Beijing Winter
Olympic and Paralympic Games. Air China holds a leading position domestically
in air passenger transport and related services, while simultaneously
undertaking critical flight support missions, including VIP charters,
emergency relief flights, and flights accommodating visits by foreign heads of
state.
2. Fleet Structure
As at the end of 2025, the Group's fleet comprised 964 aircraft with an
average age of 10.36 years.
Aircraft type Model Quantity
Airbus A320 369
A330 50
A350 30
Boeing B737 417
B747 9
B777 28
B787 14
COMAC C909 35
C919 9
Business jets 3
Total 964
Structure of Air China Limited
Branches
Southwest Branch
Zhejiang Branch
Chongqing Branch
Tianjin Branch
Shanghai Branch
Hubei Branch
Xinjiang Branch
Guangdong Branch
Guizhou Branch
Tibet Branch
Wenzhou Branch
Business Management Units
Operation Control Centre
Flight Crew Department
Commercial Committee
Ground Service Department
Cabin Service Department
Training & Development Department
Logistics & Support Department / Retiree Service Office / Leading Group
Office of Epidemic Prevention & Control
Information Management Department
Air Marshal Department
Centralized Procurement Department
Hub Development Department
Engineering Maintenance Department
Digital Transformation Office
Customer Service Centre
Management Support Division
Administration Office/Policy Research Office
Strategy and Development Department / Leading Group Office for Comprehensively
Deepening Reforms
Human Resources Department
Finance Department
Safety Supervision Department
Flight Technology Management Department
Assets Management Department
Operation Standards Department
Brand and Quality Management Department
Stations Management Department
Legal Department
Audit Department
Aviation Security Department
Office of the Board
Party Affairs Department / Corporate Culture Department / Office of the Party
Committee's Anti-Corruption Leading Group
Discipline Inspection Office
Labor Union Office
Key Subsidiary Companies
Aircraft Maintenance and Engineering Corporation
Shenzhen Airlines Company Limited
Shandong Aviation Group Company Limited
Beijing Airlines Co., Ltd.
Dalian Airlines Co., Ltd.
Air China Inner Mongolia Co., Ltd.
Air Macau Company Limited
China National Aviation Finance Co., Ltd.
Beijing Golden Phoenix Human Resources Co., Ltd.
Air China Shantou Industrial Development Company
3. Route Network
In 2025, Air China operated a total of 131 international and regional
passenger routes and 394 domestic passenger routes, connecting 46 countries
and regions.
4. Concept of Responsibility
Vision:
A leading airline in the world
Mission:
Putting safety at the forefront
Delivering 4C-based services
Achieving steady growth
Helping our employees pursue a successful career
Fulfilling our responsibilities
Values:
People orientation
Assumption of responsibility
Resolve to get ahead
Loving to fly
Brand Positioning:
A professional, trusted airline with world-class standards and a unique
Chinese flair
5. The 14th Five‑Year Plan
Advancing high-quality development, and accelerating the construction of a
world-class aviation enterprise
Hub network strategy Continuously enhanced political capability Promoting safety management and construction to a new height
Passenger and cargo linkage strategy Stable profitability Gaining a new advantage in the optimization of market layout
Cost advantage strategy Large-scale production organization capability Presenting a new look at the structural adjustment of resources
Brand building strategy Standardized basic management capability Reaching a new level of upgraded products and services
Value-driven brand capability Achieving a breakthrough in aviation cargo logistics development
Entering a new stage of innovation-driven digital development
Demonstrating new achievements in green and low-carbon development
Making new progress in integrated industrial development
Table: Main Development Goals of the 14th Five‑Year Plan
Passenger throughput: 167 million passengers
Customer Satisfaction: 83.5 points
The annual incidents rate of air transportation per 10,000 flight
hours<0.11.
Table: Key Tasks During the 14th Five-Year Plan Period
Continuous Innovation
· At the end of 2021, Ameco was granted the first domestic
Supplemental Type Certificate (STC) by the Civil Aviation Administration of
China for an independent and controllable Ka-band satellite communication
system retrofit scheme on the Airbus A321.
· Since 2022, the installation structures and cable assemblies
compatible with the COMAC C909 have been delivered sequentially.
· By the end of 2024, the domestic installation of a domestically
developed phased array Ka-band satellite communication system on B737-800
aircraft was successfully achieved for the first time in China, and
airworthiness certificate was granted by the Civil Aviation Administration of
China.
Green Aviation
· During the 14th Five‑Year Plan period, the cumulative usage of
sustainable aviation fuel exceeded 10,000 tonnes.
· In 2025, the substitution of ground power units (GPU) for
auxiliary power units (APU) was continued to reduce fuel consumption during
aircraft ground parking phases. A cumulative fuel saving of 170,000 tonnes was
achieved, with a GPU substitution utilisation rate reaching 100%.
· By 2025, the electrification of vehicles was promoted, achieving
an electrification rate of 43% for the vehicle fleet. The electrification rate
for newly introduced vehicles exceeded 90%.
· During the 14th Five‑Year Plan period, comprehensive plastic
reduction and waste minimisation were achieved in-flight and on the ground.
All onboard cutlery and similar products were replaced with biodegradable
materials (100%). The "Green Flight" sustainable travel product was launched.
Over 30,000 passengers voluntarily participated in carbon offsetting,
resulting in a total carbon offset exceeding 6,400 tonnes.
· During the 14th Five‑Year Plan period, ecological protection
projects were implemented in four regions: Sichuan, Hubei, Shanghai, and
Chongqing.
· In 2024, Air China Century Building was awarded Platinum
certification, the highest level under the LEED Green Building Certification
System.
Digital Empowerment
· Global Ground Flight Support Platform, which integrates flight
production command, ground resource allocation and information dissemination,
effectively enhances operational efficiency and decision-making capabilities
in the ground support domain.
· Operational monitoring platform. A closed-loop management system
encompassing release monitoring, dynamic monitoring, and the handling of
in-flight special incidents has been established, serving as the "smart hub"
for Air China to ensure flight safety and enhance operational efficiency.
· Phase II of the Business Model Innovation Project. By innovating
the aviation and travel business model, integrating e-commerce platform
resources, optimising business processes, and enhancing service quality to
expand the scale of e-commerce sales, Air China is driven to achieve digital
transformation from a single-service provider to an integrated aviation and
travel service provider.
Safety Operation
· In 2025, safe flight hours amounted to 3.0133 million, and
passenger traffic reached 161 million.
· In 2025, accountable incidents rate of air transportation per
10,000 flight hours was 0.01, and performance throughout the 14th Five‑Year
Plan period consistently exceeded targets.
Coordinated Development
· In the passenger transport sector, Air China and Shenzhen
Airlines have achieved deep integration. Their route networks offer
complementary advantages, marketing organisations have been optimised and
integrated, and regional resources are shared in a concentrated manner.
Consequently, the synergistic scale effects and agglomeration effects of the
Group have been realised.
· Within the industrial sector, aircraft maintenance adheres to the
"one site, one team" principle, continuously promoting the integration of
airline resources and mutual entrustment of business.
· In terms of support assurance, the comprehensive coverage and
continuous deepening of procurement management have been achieved. The
procurement management platform has been launched and further rolled out to
Shenzhen Airlines and Shandong Aviation Group. Meanwhile, the integrated
development of crew housing facilities continues to advance, resulting in a
further improvement in resource utilisation.
Hub Development
· A foundational layout has been established, characterized by
"four core bases", six major axes ensuring seamless connectivity, and multiple
hubs providing support and integration. This layout features Beijing as the
central hub, radiating globally; coordinates the dual-hub connection between
the Yangtze River Delta and the Guangdong-Hong Kong-Macao Greater Bay Area to
bolster the development of leading economic zones; expands westward from
Chengdu and Chongqing to open up a new gateway to Asia and Europe; and
leverages Xinjiang as a pivotal point to link the Belt and Road air corridor,
thereby injecting momentum into the national regional development strategy.
Deepening Service Delivery
· Adhering to a customer-centric approach, we continuously enhance
service quality and the passenger experience, ensuring that "Express Lines"
faster, "The First Flight" worried-free, "Air-Rail Intermodal Transport" more
convenient, and "Aviation+" services more considerate. In 2025, passenger
satisfaction scored 88.1 points, exceeding the target during the 14th
Five‑Year Plan period.
· Deepening the implementation of brand-led initiatives to
establish a centrally managed and synergistically coordinated brand management
system, thereby broadening brand dissemination, enhancing marketing
efficiency, and increasing global recognition of the Air China brand.
Cost Reduction and Efficiency Enhancement
· Continuously optimising production organisation and fully
utilising available aircraft resources to ensure effective deployment.
· Dynamically monitoring market trends and scientifically balancing
the relationship between volume and price to stabilise the quality of returns.
· Comprehensively strengthening cost control and the awareness of
"diligence and frugality" to reduce cost levels.
· Full efforts were made to promote production, strengthen
operations, and ensure stable growth. Overall operating performance exhibited
characteristics of increased investment and revenue, and reduced cost, thereby
consolidating the trend of continuously improving operational quality.
2025 ESG Core Performance
Key Performance Indicators 2023 2024 2025
ASK (100 million) 2,925.13 3,561.04 3,676.41
RPK (100 million) 2,141.73 2,843.50 3,010.16
ATK (100 million) 360.02 447.26 460.61
RTK (100 million) 218.87 297.43 315.69
Passengers Carried (10,000) 12,545.45 15,531.55 16,059.65
Cargo and Mail Carried (10,000 tonnes) 107.04 148.01 153.79
Safe Flight Hours (10,000 hours) 252.95 295.09 301.33
Accountable Incidents Rate of Air Transportation Per 10,000 Flight Hours 0.007 0 0.01
Flight On-time Performance (CAAC statistical basis) (%) 87.94 88.07 91.78
Number of Aircraft (unit) 905 930 964
Total Assets (RMB 100 million) 3,353.03 3,457.69 3,430.47
Year-end Market Value (RMB billion) 105.916 122.452 148.703
Fuel Consumption Per Tonne-km (kg/tonne-km) 0.336 0.301 0.289
Total Energy Consumption (10,000 tonnes of standard coal) 1,060.80 1,298.10 1,324.80
Environmental Protection Investment (RMB 100 million) 3.85 5.42 6.89
Honours and Awards
Award Name Awarding Body
Best Case Award for ESG Education and Training at the 2nd Sino- Chinese Consulate-General in Frankfurt
European Corporate ESG Best Practice Conference
Awarded an MSCI ESG Rating of A Morgan Stanley Capital International
2025 Best Practice Cases for Listed Company Boards of Directors China Association for Public Companies
Grade A for the 2024-2025 Information Disclosure Assessment Shanghai Stock Exchange
Listed Company Golden Award - Golden Information Disclosure Award China Securities Journal
2025 National Civil Aviation "Blue Sky Award" Civil Aviation Administration of China
The projects titled "Research and Application of Key Technologies for Digital China Communications and Transportation Association
Intelligence Management of Civil Aviation Flight Safety Operations" and
"Global Ground Flight Support Platform" were awarded the First Prize in
Science and Technology
Shenzhen Airlines and Chengdu Falcon Aircraft Engineering Service Co., Ltd. MRO China Industry Development Conference
were awarded the Technical Breakthrough Award at the 8th China Aviation
Maintenance Red Crown Awards for "PSU (Passenger Service Unit) PMA Project"
"Domestic Revenue Management System","Quick Access Recorder(QAR) Big Data China Enterprise Forum
Empowering Digital Transformation in Aviation Safety Management" were selected
for the Practical Case of state-owned enterprise intelligent decision-making
Case Collection at the 8th China Enterprise Forum (2025)
The "Breeze" Youth Volunteer Association of the Ground Services Department was Organising Committee for the Publicity Campaign on 100 Typical Advanced Models
recognised as the Capital's Best Voluntary Service Organisation of Capital Volunteer Service of 4 types
The crew of the evacuation charter flight from Lebanon was awarded the Central Committee of Communist Youth League of China
honorary title of "2025 China May 4th Youth Medal Collective"
All-China Youth Federation
The Office of the Leading Group for Targeted Assistance was awarded the People's Government of Guangxi Zhuang Autonomous Region
honorary title of Advanced Collective in Stationed Assistance for Rural
Revitalisation
The "CNAHC Blue Sky Classroom" educational assistance project was selected as International Poverty Reduction Center in China
the Best Poverty Reduction Case in the "6th Global Poverty Reduction Case
Collection Activity"
The industrial assistance project titled "China's Wings: Empowering the State-owned Assets Supervision and Administration Commission of the State
Revitalisation and Transformation of a Single Leaf" was selected as a typical Council
case in the targeted poverty alleviation work of central enterprises
The targeted poverty alleviation work has consistently achieved the highest -
rating of "Good" in the performance assessment of targeted poverty alleviation
work carried out by central enterprises for eight consecutive years
Alignment with the United Nations 2030 Sustainable Development Goals (SDGs)
SDGs Our Actions for 2025 SDGs Our Actions for 2025
SDG 1: NO POVERTY Relevant Content: Adhering fundamentally to the important speeches and SDG 3: GOOD HEALTH AND WELL-BEING Relevant Content: Adhering strictly to the bottom line of employee health
instructions of General Secretary Xi Jinping on "agriculture, rural areas and protection; continuously strengthening the comprehensive construction of the
SDG 2: ZERO HUNGER farmers" ("Three Rural Policies") and rural revitalisation, thoroughly employee health and safety system; and establishing a safety barrier for
implementing the spirit of the 20th National Congress of the Communist Party employees.
of China and all subsequent plenary sessions of the 20th Central Committee,
focusing on the needs of the assisted regions, leveraging inherent strengths, Corresponding Chapter: Safeguarding Employee Safety
and advancing rural revitalisation through multiple measures to assist local
areas in consolidating and expanding the achievements in poverty alleviation.
Corresponding Chapter: Rural Revitalisation
SDG 4: QUALITY EDUCATION Relevant Content: Establishing a systematic training framework centred on SDG 5: GENDER EQUALITY Relevant Content: Forced labour and child labour are strictly prohibited;
employee career development by providing targeted learning resources to discrimination, harassment, and bullying are rigorously prevented to safeguard
support simultaneous advancement in academic qualifications and skills, employee rights and foster a workplace environment characterised by fairness,
thereby fostering the mutual growth of talent and the organisation. respect, and inclusivity.
Corresponding Chapter: Employee Training and Development Corresponding Chapter: Employee Rights and Communication
SDG 6: CLEAN WATER AND SANITATION Relevant Content: Promoting the conservation and efficient recycling of water SDG 7: AFFORDABLE AND CLEAN ENERGY Relevant Content: The Company is actively implementing measures for energy
resources, while continuously researching, developing, and applying conservation and emission reduction alongside resource recycling. It is also
water-saving technologies and environmentally friendly processes. In daily proactively exploring the application of sustainable aviation fuel to
operations, the water conservation management system is strictly enforced. establish a modern airline that is green and low-carbon. Through optimising
Comprehensive and multi-stage water-saving measures are implemented to resource allocation and technological innovation, the Company aims to achieve
systematically enhance the efficiency of water resource utilisation. efficient and sustainable utilisation of resources.
Corresponding Chapter: Sustainable Energy and Resource Utilisation Corresponding Chapter: Sustainable Energy and Resource Utilisation
SDG 8: DECENT WORK AND ECONOMIC GROWTH Relevant Content: Continuously refining the remuneration performance and SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURE Relevant Content: Deepening industry-specific expertise and fostering
benefits system to provide competitive compensation and security for collaborative development, we leverage resource sharing and technical exchange
employees. Through a rich array of employee activities and a positive working as key connectors to strengthen cooperation between upstream and downstream
environment, employees' enthusiasm and creativity are fully stimulated. segments of the supply chain. This approach aims to co-create a mutually
beneficial and win-win ecosystem, thereby facilitating an overall leap forward
Corresponding Chapter: Employee Incentives and Wellbeing for the aviation sector.
Corresponding Chapter:Promoting Industry Co-development
SDG 10: REDUCED INEQUALITIES Relevant Content: Committed to promoting educational equity by dismantling SDG 11: SUSTAINABLE CITIES AND COMMUNITIES Relevant Content: We are committed to building a green and intelligent air
barriers to development between urban and rural areas, thereby ensuring that transport system, promoting the application of clean energy sources such as
all individuals enjoy equal opportunities for education and development Sustainable Aviation Fuel (SAF), assisting in the construction of a more
rights. environmentally friendly and efficient urban transport network, and fostering
sustainable community development and connectivity.
Corresponding Chapter: Rural Revitalisation
Corresponding Chapter: Sustainable Energy and Resource Utilisation
SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION Relevant Content: Quality service management and customer experience SDG 13: CLIMATE ACTION Relevant Content: Continuously strengthening climate governance capabilities,
enhancement are established as the core pathways to drive quality enhancement, actively responding to the national strategic goals of "carbon peaking and
with service standards and customer feedback integrated throughout the entire carbon neutrality", comprehensively integrating climate change response into
operational process. In 2025, the China Quality Certification Centre conducted corporate strategic planning, risk management and daily operations, and
audits on 10 units within the Company's service quality management system to contributing the enterprise's strength to global climate governance with
verify the conformity and effectiveness of the system's operation. practical actions.
Corresponding Chapter: Quality Service Management Corresponding Chapter: Addressing Climate Change
SDG 14: LIFE BELOW WATER Relevant Content: By systematically reducing the discharge of sewage and SDG 15: LIFE ON LAND Relevant Content: Biodiversity monitoring and thematic promotional activities
waste, and controlling pollutant generation at the source, the direct load on are actively conducted for the public. Green travel services are promoted,
aquatic ecosystems is effectively alleviated, thereby enhancing the overall low-carbon transport modes are advocated, and through a series of public
efficacy of water environment protection. welfare initiatives, the public is guided to participate in ecological
protection efforts to jointly safeguard the natural home.
Corresponding Chapter: Environmental Management and Ecological Protection,
Pollution Prevention and Control Corresponding Chapter: Environmental Management and Ecological Protection
SDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS Relevant Content: Establishing a corporate governance and risk management SDG 17: PARTNERSHIPS FOR THE GOALS Relevant Content: Actively integrating into the national "Belt and Road"
system with clearly defined responsibilities and authorities. By strengthening Initiative, continuously expanding the route network along the corridor,
the functions of the board of directors, perfecting internal control and establishing an air bridge for connectivity, deepening economic and trade
compliance mechanisms, and fostering an integrity culture, we aim to build a cooperation as well as cultural exchange, and demonstrating responsibility and
fair and responsible supply chain. We are committed to maintaining a just commitment.
business environment and constructing a robust, transparent, and accountable
corporate entity. Corresponding Chapter: Overseas Social Responsibility
Corresponding Chapter: Sustainable Development Management
1. Sustainability Management
Air China has a profound understanding of the requirements for high-quality
development in the new era. It has comprehensively integrated the concept of
sustainable development into its corporate strategy and daily operations,
thereby establishing a systematic, comprehensive, and effectively functioning
ESG governance framework. We remain committed to building on robust systems,
driving innovation, and forging collaborative partnerships. We continue to
deepen risk management and compliance operations, working hand in hand with
supply chain partners and all stakeholders to advance the aviation industry
toward a safer, lower-carbon, and more inclusive future. In doing so, we
contribute Air China's strength to building a Beautiful China and strive to
write a new chapter in civil aviation development as part of the national
strategy to build a leading transport power.
1.1 ESG Governance
Air China is committed to integrating ESG principles into its corporate
governance and strategic development. It has established an ESG governance
framework with clearly defined responsibilities and effective operations.
Through multi-level communication mechanisms, it maintains engagement with all
stakeholders and conducts double materiality assessments to identify material
issues, ensuring that ESG management is embedded in daily operations and
long-term strategy.
1.1.1 Governance Structure
Air China strictly adheres to regulatory requirements, establishes a
comprehensive ESG governance framework, and advances the implementation of ESG
initiatives. The duties of ESG management and supervision are clearly
stipulated in the Rules of Procedure for the Board's Strategy and Investment
Committee. Through regular discussions and decision-making on key issues, the
Board has normalized the performance of its ESG oversight responsibilities.
The Company has established a dedicated body for social responsibility (ESG)
work. In accordance with the Implementation Measures of CNAHC on High-Standard
Fulfilment of Social Responsibilities in the New Era, key tasks have been
further clarified to lay a solid foundation for the effective implementation
of relevant work.
Table: Social Responsibility (ESG) Governance Framework
Management hierarchy Key Functions Work Performance
Board of Directors The Board of Directors serves as the highest authority responsible for ESG •Comprehensively supervised and approved short‑, medium‑ and long‑term
matters, integrating the concept of sustainable development into the ESG plans, formulated and implemented relevant ESG policies.
deliberation and decision-making processes for significant issues.
• Reviewed the Company's performance and progress toward targets on key ESG
issues for 2025, including aviation safety and risk management, and approved
the 2024 Sustainability and ESG Report.
Audit and Risk Control Committee (Supervision Committee)
• Convened 9 meetings.Oversaw internal controls, risk management (including
ESG and climate-related risks), and audit work.
Strategic and Investment Committee
• Convened 4 meetings. Deliberated and deployed the Company's strategy,
reviewed major investment matters including aircraft acquisition and capital
increases in Air Macau and Shenzhen Airlines, and received a presentation on
ESG.
Remuneration and Assessment Committee • Convened 5 meetings.Deliberated on assessment and remuneration schemes
related to the Company's and its management's performance.
Nomination Committee
• Convened 3 meetings. Focused on the nomination and qualification review of
directors and senior management.
Aviation Safety Committee
• Convened 2 meetings.Conducted special supervision on the implementation of
aviation safety policies and responsibilities.
Social Responsibility Leadership Group Chaired by the Chairman of the Board, the group is responsible for formulating • Formulated the 2025 Key Points for Social Responsibility Work, and
and reviewing the Company's corporate social responsibility (ESG) strategy, assigned major tasks to responsible departments.
objectives, and annual work plan, and reporting implementation results to the
Board. • Compiled the 2024 Sustainability and ESG Report and submitted it to the
Board for review and approval before public disclosure.
• Organized ESG‑specific training, conducted double materiality topic
identification, and carried out benchmarking review against industry
best‑practice reports.
• Strengthened communication with stock exchanges and industry associations,
actively participated in external ESG exchanges, expanded ESG report
distribution channels, and enhanced stakeholder engagement.
Office of the Social Responsibility Leading Group Composed of various functional departments, responsible for implementing the
social responsibility (ESG) work plan in accordance with the Company's ESG
management system, overall planning, and task objectives.
1.1.2 Communication with Stakeholders
Air China attaches great importance to communication with all stakeholders. By
continuously optimizing diverse communication channels, it actively responds
to stakeholders' opinions and suggestions, discloses information in a timely
and compliant manner, and fulfils the right to information of all parties.
1.1.2.1 Information Disclosure
Air China strictly complies with the Listing Rules to ensure that all
information which may have a material impact on the share price is disclosed
in a true, accurate, complete and timely manner, thereby safeguarding fair
access to information for all investors. In 2025, we successfully completed
the disclosure of periodic reports and various interim documents across the
Shanghai, Hong Kong, and London Stock Exchanges, receiving high recognition
from regulators and the market.
As of the end of 2025, we issued 63 domestic interim announcements, 86
overseas interim announcements, and 2 circulars for listed companies.
1.1.2.2 Investor Relations
Performance Announcement and Communication
• Following the release of periodic performance reports, annual,
half‑yearly, and quarterly earnings conferences and webcast briefings were
promptly held to respond to inquiries from domestic and overseas investors,
consolidating the Company's capital market image.
Capital Market Tracking
• Established a daily market sentiment monitoring mechanism to produce daily
and weekly monitoring reports, closely tracking share price movements, analyst
reports, and media coverage.
• Promptly collected and analyzed market feedback and public opinion after
the release of financial results and material announcements.
Investor Engagement
• Organized 2024 annual results and H1 2025 results roadshows in Hong Kong
and Shanghai, conducting in‑depth communications with 26 key institutional
investors.
• Actively participated in investment summits and strategy conferences,
maintaining close contact with institutional investors, and joining nearly 50
investment events throughout the year.
• Communicated with sell‑side analysts on the Company's development
strategy and operations. In 2025, nearly 30 research reports covering the
Company were published in the market.
Case: Hosting the "'Air China+' Ecosystem Thematic Launch Conference"
On 5 December 2025, Air China held the "'Air China+' Ecosystem Thematic
Launch Conference" in Beijing. With the theme of building an open and
collaborative aviation service ecosystem, the Company systematically
demonstrated its cross‑sector integration achievements in technology,
mobility, and culture. Highlights included launching "Phoenix Miles" digital
assets, announcing "Aviation + Automotive" partnerships with FAW‑Volkswagen
and Li Auto, and collaborating with CCTV and Luckin Coffee to create
integrated cultural experiences. The conference effectively promoted "Aviation
Miles" as the core link connecting benefits across multiple scenarios,
enhanced member value and brand influence, and laid a solid foundation for Air
China to build an ecosystem featuring complementary resources and co‑created
value.
1.1.2.3 Response to Stakeholders
Based on a comprehensive review of its own characteristics and changes in the
external environment, Air China has identified key issues and actively
responded to the needs of all parties.
Stakeholders Communication channels Expectations and appeals Response from Air China
Government / domestic and overseas regulators • Work meetings and briefings • Integrity, compliance and orderly operation • Participated in policy planning, research and formulation
• Information disclosure • Support for major national events • Abided by regulatory requirements
• Government cooperation • Zero safety accidents • Accepted supervision and assessment
• Release of blue books • Good corporate image • Participated in specialized training
• Energy conservation, emission reduction and environmental protection
Shareholders • Information disclosure • Standardized corporate governance • Improved corporate governance and internal control systems
• General Meetings of Shareholders • Protection of investor/shareholder interests • Enhanced investor relations management
• Investor briefings • Sustainable development capability • Strengthened core competitiveness
• Company official website • Released regular performance announcements
Customers • Customer satisfaction surveys • Flight safety and punctuality • Built branded lounges
• Complaint handling • Comprehensive high‑quality services • Implemented food safety management certification
• New media platforms • Personal privacy protection • Provided intelligent services
• Improved flight disruption information release
• Protected passenger information
Employees • Employee satisfaction surveys • Protection of rights and interests • Established multi‑level talent development and learning channels
• Internal BBS, magazines, emails, WeChat • Understanding of corporate strategy • Improved staff service center operations
• Employee congresses • Participation in management • Provided psychological counseling
• Trade union activities • Clear career paths • Launched model and craftsman innovation studios
• Team building • Competitive compensation and benefits • Organized cultural and sports activities and skill contests
• Assisted employees in need
Partners / Suppliers • Financial, insurance, procurement and other businesses • Honest and standardized operation • Strengthened communication and cooperation
• Daily business interactions • Strong solvency • Enhanced supplier management
• Partner meetings • Lower operational risks • Revised and improved procurement policies
• Transparent procurement • Improved suppliers' environmental awareness and capacity
• Mutual development
Peers • Industry forums • Focus on industry development trends • Strengthened alliance cooperation
• Industry conferences • Maintain fair and orderly market order • Conducted industrial collaboration
• Signed memorandums of understanding
Community • Public welfare and charity activities • Promote local economic growth • Advanced rural revitalization
• Volunteer services • Support public welfare causes • Engaged in charity activities
• Completed major transportation support tasks
Media • Press releases • Respond to corporate developments • Published Sustainability reports and regular performance reports
• Media interviews and visits • Enhance public image and influence • Updated developments via Weibo, WeChat and TikTok
• Official new media • Disclose future plans • Organized open days and product launch events
1.1.3 Determination of Double Materiality Issues
In 2025, Air China conducted a double materiality assessment of ESG topics. It
systematically identified and evaluated ESG‑related topics from two
dimensions:Impact materiality, the significance of topics to the economy,
society and the environment; Financial materiality, their financial
significance to the Company's operations and performance. Drawing on the
historical materiality matrix, internal management practices, and key
stakeholder concerns, we updated the list of sustainability topics. Impact
materiality was assessed based on risk exposure and the Company's adaptive
capacity. Financial materiality was determined by evaluating potential risks,
opportunities and impacts on revenue, costs, assets and valuation, resulting
in a final double materiality matrix.
In 2025, Air China identified 17 key material topics. Among these, "Addressing
Climate Change and Carbon Reduction", "Aviation Safety", "Information Security
and Privacy Protection", and "Sustainable Utilization of Energy and Resources"
are classified as topics with high financial materiality¹. These topics are
addressed in detail in the report's chapters on Safety Management,
Low‑Carbon Development, and Quality Service using the "Four‑Pillar"²
disclosure approach.
Impact Materiality Quality Service Management Addressing Climate Change and Carbon Reduction
Aviation Safety
Sustainability Management Promoting Industry Advancement and Fulfilling Overseas Responsibilities Information Security and Privacy Protection
Innovation in Products and Services Pollution Prevention and Waste Management Sustainable Utilization of Energy and Resources
Risk Management and Internal Control Compliance Rural revitalization and Social Responsibility
Environmental Management and Biodiversity Conservation
Sustainable Value Chain
Communication with employees and Protection of employees' rights and interests
Employee care, Remuneration, and Benefits
Employee training and development
Business Ethics
Financial Materiality
¹Given the substantive alignment between Sustainable Utilization of Energy
and Resources and Addressing Climate Change and Carbon Reduction in the
dimensions of Governance, Strategy, and Targets, these topics are disclosed
under a unified framework to prevent redundancy. The Four-Pillar framework for
this topic is consolidated under the Addressing Climate Change and Carbon
Reduction disclosures.
²Four Pillars: Governance - Strategy - Management of Impacts, Risks and
Opportunities - Indicators and Targets.
1.2 Corporate Governance
Air China complies with the Company Law of the People's Republic of China, the
Securities Law of the People's Republic of China, and regulatory requirements
from state‑owned assets supervision and securities authorities. It has
thoroughly implemented the "Two Consistencies" and continuously optimized a
corporate governance mechanism featuring clearly defined powers and
responsibilities, transparent authority and accountability, coordinated
operation, and effective checks and balances, thereby transforming
institutional advantages into competitive and developmental advantages for
high‑quality growth.
1.2.1 Party Building Leadership
Air China adheres to the guidance of Xi Jinping Thought on Socialism with
Chinese Characteristics for a New Era, fully implements the spirit of the 20th
National Congress of the Communist Party of China and all plenary sessions of
the 20th CPC Central Committee, fulfills the general requirements for Party
building in the new era, and uses high‑quality Party building to lead and
ensure the Company's high‑quality development.
In 2025, the Standing Committee of the Party Committee held 42 meetings and
conducted pre-review discussions on 49 major matters.
• Strengthening political construction: Improved the "First Item" system,
enhanced work mechanisms, and ensured thorough implementation of General
Secretary Xi Jinping's important instructions. Uphold Party leadership within
corporate governance, strengthened the substantive review role of the Party
Committee, optimized decision‑making procedures for major operational
matters, revised rules of procedure and agenda lists, and improved governance
efficiency. Progressed with central inspection rectification and conducted
"look‑back" reviews. The Company received an "A" grade in the central SOE
Party building responsibility system assessment for six consecutive years.
• Strengthening ideological construction: Deepened basic training for
grassroots Party organizations to ensure the Party's innovative theories reach
frontline operations and every Party member.
• Strengthening organizational construction: Focused on grassroots
development, enhanced the political and organizational functions of
primary‑level Party organizations, and deepened integration of Party
building and business operations.
• Adhering to the Party's management of cadres and talent: Strengthened the
cadre team, improved personnel selection and appointment, and provided talent
support for building a world‑class enterprise.
• Conducting united front work: Organized annual united front thematic
activities to encourage non‑Party personnel to contribute to high‑quality
development and enhance unity and cohesion.
Case: In‑depth Study and Education on Strict Implementation of the Central
Eight‑point Regulation
Air China's Party Committee thoroughly studied General Secretary Xi Jinping's
important expositions on work style improvement and relevant speeches,
earnestly implemented the deployment of the SASAC Party Committee, and took
educational learning as a key annual Party building task. By adhering to
target requirements and consolidating responsibilities step by step, it
integrated learning, research and rectification. This ensured that Party
organizations at all levels and the majority of Party members and cadres
consistently implemented the Central Eight‑point Regulation, providing a
strong guarantee for high‑quality development and accelerating the building
of a world‑class enterprise.
Case: Rotational Training Course for Secretaries of Grassroots Party
Organizations
In June 2025, Air China held three consecutive training courses for grassroots
Party branch secretaries under the theme "Strengthening Grassroots Work and
Enhancing the Political and Organizational Functions of Grassroots Party
Organizations". The training covered nearly 1,700 Party branch secretaries and
key grassroots Party affairs personnel across the Company. The program
strengthened theoretical grounding in the Party's innovative theories,
enhanced the political and organizational functions of primary‑level Party
organizations, and provided solid political, ideological and organizational
guarantees for high‑quality development and building a world‑class
enterprise.
1.2.2 Board of Directors
Board Diversity and Specialization
Air China continues to maintain a diversified board structure. On
25 February 2025, the election of the Seventh Board of Directors was
completed. The Board comprises 9 members, including 4 independent directors
and 1 female director, further enhancing governance effectiveness. The new
Board features optimized structure and diverse professional backgrounds,
including civil aviation operation, management, central SOE leadership,
finance, audit and law, with an international perspective, ensuring
complementarity of expertise.
Specialized committees are strengthened. The Audit and Risk Control Committee
(Supervisory Committee) and Remuneration and Assessment Committee consist
entirely of independent directors, who also serve as chairpersons. Independent
directors form a majority in the Strategy and Investment Committee and
Nomination Committee. This structure enhances independence and
professionalism, supports scientific decision‑making, safeguards overall
corporate interests, and protects the legitimate rights and interests of
minority shareholders.
Table: Members of the Seventh Board of Directors
No. Name Gender Age Position Type of Expert
1 Liu Tiexiang Male 59 Chairman, Executive Director, Party Secretary Industry Expert
2 Qu Guangji Male 55 Deputy Chairman, Executive Director, President, Deputy Party Secretary Industry Expert
3 Cui Xiaofeng Male 56 Non‑executive Director, Deputy Party Secretary Industry Expert
4 Patrick Healy Male 60 Non‑executive Director Industry Expert
5 Xiao Peng Male 60 Employee Director Industry Expert
6 Xu Niansha Male 68 Independent Non‑executive Director Management & Operations Expert
7 He Yun Male 64 Independent Non‑executive Director Audit Expert
8 Winnie Tam Wan-chi Female 64 Independent Non‑executive Director Legal Expert
9 Gao Chunlei Male 59 Independent Non‑executive Director Financial Expert
Performance of Duties by the Board
The Board exercises powers in strict accordance with laws, regulations and the
Articles of Association, effectively fulfilling strategy‑formulation,
decision‑making and risk‑mitigation responsibilities. It is accountable to
the general meeting of shareholders and supervises management. The Board
continued to optimize scientific decision‑making, strengthened ad‑hoc
proposal management, and improved work planning and standardization. It
strictly implemented the advance notification system for major decisions to
external directors, fully solicited professional opinions, and organized
on‑site research to ensure rigorous decision‑making. It also strengthened
closed‑loop management of resolutions and authorization through feedback
notices and progress reports. In 2025, the Board held 12 meetings, reviewed
and approved 73 proposals, and held 6 separate meetings for independent
directors.
Directors' Remuneration
In accordance with regulatory requirements, Air China has established policies
including the Measures for the Assessment of Operating Performance and
Remuneration of Executive Members and the Measures for Company Operating
Performance Assessment. Remuneration for directors and senior management is
linked to performance. ESG indicators related to aviation safety, energy
conservation and environmental protection, and employee development have been
incorporated into the assessment framework. Total remuneration paid to
directors and senior management during the reporting period includes pre‑tax
salaries and employer contributions to social insurance, housing fund and
enterprise annuity. Pre‑tax salary includes actual 2025 remuneration and
2024 annual salary settlement. The Company fully implemented ESG‑related
performance assessment for enterprise leaders, with results linked to annual
performance remuneration. Independent director remuneration follows relevant
national policies.
Board of Directors of Subsidiary Enterprises
Air China has established and implemented a classified approval management
mechanism for proposals submitted to the "Three Meetings" of invested
enterprises, improving refined management and decision‑making efficiency. It
continued to standardize the operation of subsidiary boards, ensuring eligible
boards are established with clear powers and responsibilities. It prioritized
the development of external director teams, dynamically adjusted external
directors in invested enterprises, and conducted specialized training in 2025
to enhance performance capabilities. It guided subsidiaries to implement
supervisory board reforms and, where conditions permitted, establish and
standardize specialized board committees.
1.2.3 Management
As the executive body of corporate operations, the management team organizes
the implementation of Board resolutions and regularly reports progress. The
Company has improved institutional documents including the List of Authority
and Responsibilities for Major Matters and the Rules of Procedure for the
Management Layer, further clarifying powers and responsibilities, streamlining
processes, and ensuring lawful, standardized and efficient performance. In
2025, the President's Office Meeting was held 24 times, deliberating on 63
agenda items.
1.2.4 General Meetings of Shareholders
The General Meeting of Shareholders is the highest authority of the Company.
It deliberates and resolves major matters including election and replacement
of directors, review of the Board report, profit distribution, capital
increase or reduction, amendment of the Articles of Association, and bond
issuance, safeguarding the interests of all shareholders. Four general
meetings were held in 2025. Resolutions were passed to amend the Articles of
Association, the Rules of Procedure for General Meetings and Board Meetings,
and to elect Liu Tiexiang as Executive Director.
1.3 Risk Management and Internal Control Compliance
Air China continues to deepen its risk control and compliance system,
comprehensively strengthening safe operations and operational risk management.
Through a "four‑in‑one" collaborative mechanism integrating legal affairs,
risk, internal control and compliance, it implements full‑chain risk
prevention and control, continuously improves risk mitigation capabilities,
and strengthens internal control and compliance management, providing a solid
guarantee for building a world‑class enterprise.
1.3.1 Risk Management System
Air China operates a risk management system featuring unified leadership and
divided responsibilities. The Party Committee exercises overall leadership
over risk management. The Board is accountable to investors for the
effectiveness of the comprehensive risk management system. The management team
organizes risk management implementation under Board authorization. The Audit
and Risk Control Committee (Supervisory Committee) guides, supervises and
evaluates risk management activities. The Legal Matters Leading Group improves
risk mechanisms and coordinates resources to prevent major risks. The Legal
Department acts as the Risk Management Office, responsible for daily
organization, coordination and supervision. Each business unit is accountable
for risk management in its area. Together, business departments, functional
support departments, and the audit department form the "Three Lines of
Defense" for comprehensive risk management.
"Three Lines of Defense" for Comprehensive Risk Management
Discipline Inspection and Comprehensive Supervision Board of Directors/Audit and Risk Control Committee (Supervision Committee) Discipline Inspection and Comprehensive Supervision
Seni T
or h
Mana i
geme r
nt/L d
egal L
Matt i
ers n
Lead e
ing o
Grou f
p D
e
f
e
n
s
e
First Line of Defense Second Line of Defense
Business Activity Internal Control Processes, Financial Control, Risk Management, Internal Audit
Risk Assessment, Safety Supervision, Compliance Management,
Control Measures Quality Control, Internal Control Management
Legal Management
Business Departments Support Departments Assurance Departments
As the first line of defense for corporate risks, business departments are Support departments like Legal, Compliance, Financial, Quality, Safety, and As the third line of defense, the Internal Audit Department conducts an
responsible for the effective identification and control of risks, and bear Human Resources serve as the second line of defense to provide risk management independent assessment of Air China's risk management and control results and
the main responsibility for risks during business and operation processes. and control policies, methodologies, and tools, and organize risk monitoring performs risk assessment and supervision responsibilities.
and internal control compliance management.
1.3.2 Risk Identification and Prevention
Air China has formulated the Implementation Rules for Risk Assessment and
Reporting, establishing a risk framework with 9 primary risk categories and
more than 100 secondary risks tailored to actual operations. An annual major
operational risk forecast and assessment exercise is conducted. Using
checklists, questionnaires, data analysis and due diligence, the Company
identifies, analyzes and evaluates risks in market, safety, finance, legal
compliance and public health, pinpoints key risk areas, and formulates
proactive response measures.
Nine Primary Risk Categories
• Strategic Risk
• Safety Risk
• Integrity Risk
• Public Opinion Risk
• Legal Risk
• Market Risk
• Operational Risk
• Financial Risk
• Investment Risk
1.3.3 Risk Tracking and Reporting
Air China strengthened forward‑looking research on risks related to the
economic environment, market conditions, industrial policies and industry
trends. Based on 2025 operational risk forecasts, it refined 26 risk
monitoring and early warning indicators using qualitative and quantitative
methods, formulated targeted prevention and control measures, and assigned
responsible departments and personnel to ensure implementation. Effective
monitoring and closed‑loop management are achieved through a major
operational risk control ledger.
The Company established risk level standards and an event reporting mechanism
to enable daily operational risk reporting. Any employee who identifies a risk
must report and escalate it level by level. Risk owners regularly monitor
assigned risks and report results to risk supervisors as required.
1.3.4 Internal Control and Compliance
Air China continued to improve its internal control and compliance system by
strengthening institutional development, optimizing operating mechanisms, and
fostering a rule‑of‑law culture, systematically enhancing compliant
operation and management.
In accordance with the Measures for the Administration of Compliance of
Central Enterprises, the Company established a "2+N" compliance framework
centered on the Compliance Management Regulations and Code of Compliance
Conduct, with specialized rules for high‑risk areas including
anti‑monopoly, data protection and export control. It consolidated internal
control management, improved regulations and implementation, developed a
standardized and closed‑loop internal control manual, conducted walkthrough
tests in key areas, and implemented penetrating supervision over small,
marginal, scattered or remote units. It integrated internal control and
compliance in key areas to build a comprehensive and restrictive system.
Internal control training was organized to improve standardization, staff
awareness and risk resistance.
The Company also strengthened the rule of law for international business,
improved foreign‑related regulations, issued multilingual codes of conduct,
conducted overseas regulatory training, organized emergency drills for
overseas entities responding to government investigations, improved
full‑process legal participation in major foreign projects, and studied
international compliance rules to support safe global operations.
2025 Legal and Compliance Training
• Continued the "Compliance Promotion Month" campaign, organized
company‑wide compliance commitment signing, showcased exemplary practices,
and collected "Compliance Stories Around Me". Published multilingual
compliance codes to foster a compliance culture.
• Carried out Constitutional Publicity Week activities, organized legal
knowledge quizzes, held online seminars on air passenger transport legal
issues, and published legal education articles.
• Conducted specialized training in anti‑monopoly, anti‑unfair
competition and anti‑commercial bribery.
• Held 10 legal and compliance micro‑courses and published 75 legal
education articles throughout the year.
1.3.5 Audit Supervision
Air China has established a three‑tier internal audit system. In 2025, it
formulated the Information Systems Audit Manual and Special Audit Manual,
bringing the total number of audit regulations to 72. During the year, the
Company conducted 121 audit projects covering economic responsibility audits,
special audits, engineering audits and internal control evaluations. These
efforts promoted standardized power operation, improved systems, plugged
management loopholes, enhanced quality and efficiency, and supported stable
and sustainable development.
Air China's Three‑Tier Internal Audit System
First‑tier rules: Internal Audit Work Regulations of Air China Limited
Second‑tier rules: Economic Responsibility Audit Regulations, Internal
Control Evaluation Management Measures, etc.
Third‑tier rules: Audit Rectification Tracking Management Measures, Internal
Audit Work Manual, etc.
1.4 Business Ethics
Air China regards business ethics as the cornerstone of its operations, having
established an anti‑corruption and compliance management system. It
continuously fosters a culture of integrity, maintains a zero‑tolerance
stance toward violations, and cultivates a business environment featuring fair
competition and law‑abiding operations.
1.4.1 Management System
Air China deepened the development of anti‑corruption mechanisms,
strengthened integrity risk prevention and control, and consolidated a sound
political ecology. It improved institutions for full and strict Party
governance and anti‑corruption work. In accordance with the Action Plan for
Improving the Comprehensive and Strict Governance System of CNAHC (2024-2026),
it revised the Rules for Work of the Party Committee Inspection Teams and
inspection procedures to promote a strong supervision system.
The Company strictly complies with the Supervision Law, the Anti‑Money
Laundering Law, the Anti‑Monopoly Law and the Anti‑Unfair Competition Law.
It has established documents including the Compilation of Dynamic Cases on
Global Aviation Anti‑Monopoly, the Anti‑Bribery Compliance Manual and the
Data Compliance Manual for Various Jurisdictions. It maintains zero tolerance
for bribery, corruption, fraud, money laundering and unfair competition. No
litigation cases related to corruption, bribery, fraud or money laundering
occurred in 2025.
1.4.2 Construction of Integrity Culture
Air China attached great importance to integrity culture, formulated the 2025
Integrity Education Work Plan, and issued four issues of the Integrity
Education Work Dynamic List. It enhanced employee discipline awareness through
warning education meetings and typical case compilations. It launched a series
of activities, implementing tiered and classified warning education. Integrity
training and anti‑commercial bribery micro‑courses were organized,
covering more than 6,000 participants. Online training on the Anti‑Unfair
Competition Law was also conducted to improve compliance capabilities.
Anti‑corruption training performance
In 2025, 6,571 warning education activities were held with 265,000
participants. Coverage for directors, management and employees reached 100%.
Case: Series of Integrity Culture Warning and Educational Activities
In 2025, Air China continued to strengthen integrity culture through
year‑round stratified warning education. In April, an internal warning
education program was broadcast to all Party members and cadres. In June, a
compilation of typical cases violating the Central Eight‑point Regulation
was issued for company‑wide reflection. In November, M4 level and above
cadres attended a special warning education session. Using real cases, the
activities guided employees to learn lessons, clarify discipline rules,
strengthened discipline awareness, enhanced the effectiveness of "promoting
governance through cases", and consolidated the ideological defense against
corruption.
1.4.3 Whistleblowing Management
Air China strictly abides by regulations on accusation and complaint handling
and whistleblower protection. It formulated the Implementation Rules for the
Handling of Letters and Visits by Discipline Inspection and Supervision
Institutions (for Trial Implementation) and established a multi‑dimensional
reporting channel covering letters, telephone and online platforms. The
Company maintains zero tolerance for retaliation and firmly protects
whistleblowers' legitimate rights and interests.
Whistleblower Protection Measures
• Strict confidentiality of whistleblower identity and report content.
• Prohibition of transferring or disclosing complaint materials or
whistleblower identity to the subject of the report.
• Conducting investigations without disclosing the complainant's identity.
• Obtaining prior consent before publicizing meritorious whistleblowers'
personal information.
1.5 Sustainable Value Chain
Air China has fully integrated ESG principles into its supply chain management
system. Through strict supplier qualification and performance evaluation
mechanisms, it promotes integrity and fair cooperation, working with partners
to advance high‑quality and sustainable industrial development.
1.5.1 Supply Chain Management
Air China is committed to building a stable, reliable and responsible supply
chain. It has established the Supplier Management Regulations and, relying on
the CNAHC Procurement Management Platform, implements full‑cycle refined
supplier management covering access, classification, grading, performance
evaluation, risk monitoring and exit. Clear exit mechanisms and risk‑based
classified control are applied to continuously optimize the supplier structure
and build a long‑term, stable, responsible and mutually beneficial supply
chain ecosystem.
Table: Supplier Management Process
• Admission: Suppliers complete a social compliance self‑assessment
covering environmental protection, occupational health and safety,
anti‑child labor, anti‑forced labor and non‑discrimination, which serves
as a key audit basis. Comprehensive multi‑dimensional audits are conducted
on operational compliance, qualifications, service capability, business ethics
and ESG performance.
• Assessment: Annual performance evaluation is supplemented by daily
management, with comprehensive assessment based on basic conditions, cost,
innovation, satisfaction, quality, supply assurance, service, delivery, safety
and environmental protection.
• Classification and Graded Management: Suppliers are divided into five
levels - strategic, preferred, qualified, restricted and eliminated - based on
overall performance and risk profile, and published on the procurement
platform.
• Exit: Poorly performing, low‑quality or integrity‑violating suppliers
are delisted to optimize the supplier pool.
Key Performance Indicators
As of 31 December 2025:
• Domestic aircraft suppliers: 9; overseas aircraft suppliers: 5
• Domestic procurement suppliers: 11,739; overseas procurement suppliers:
1,129
Case: Upgrade of Procurement Management Platform and Digital Intelligent
Applications
In 2025, Air China further digitalized its supply chain. The procurement
management platform has been deployed across Air China, Shenzhen Airlines,
Shandong Airlines and Ameco, forming a unified foundation for procurement
systems. The Company explored AI applications, formulated implementation plans
for intelligent document preparation, and developed an intelligent early
warning subsystem to strengthen digital supervision and risk control. It
steadily promoted data interoperability between the procurement platform and
finance, legal and discipline inspection systems, building a collaborative,
efficient, transparent and intelligent digital supply chain system.
1.5.2 Integrity Procurement
Air China fully integrated integrity controls into supplier access and
evaluation. All suppliers must sign a Supplier Anti‑Bribery Commitment
Letter during qualification review before proceeding to subsequent processes,
establishing a strong integrity barrier at the source. The Company issued the
Guidelines for the Management of Restricted Suppliers, implementing classified
management for suppliers involved in commercial bribery and other negative
conduct to reduce procurement risks and enhance supply chain stability and
security.
1.5.3 Equal Treatment of Small and Medium‑Sized Enterprises
Air China resolutely implemented national policies on clearing arrears to
enterprises. It incorporated the principles of "pay all that is payable" and
"pay promptly what is payable" into management systems, improved internal
processes, and strengthened assessment constraints to effectively protect the
legitimate rights and interests of SMEs. No overdue payments to SMEs occurred
in 2025.
1.6 Technological Innovation
Air China drives development through innovation by formulating a technological
innovation plan, clarifying key research directions, jointly overcoming core
technologies, co‑building innovation platforms, improving innovation
mechanisms, and effectively enhancing independent innovation capabilities and
industrial competitiveness.
1.6.1 Science and Technology Innovation Management
Air China adheres to an innovation‑driven development strategy, guiding
technological breakthroughs and industrial upgrading through systematic
planning. It formulated the Draft for Comments on the 15th Five‑Year Plan
for Scientific and Technological Innovation and Strategic Emerging Industries,
clarifying core technology directions and key industrial layout for the next
five years. In 2025, it continued to advance the reform of the science and
technology system, established a scientific research management system, and
planned to revise innovation regulations to improve the full‑chain
innovation mechanism covering strategic planning, funding support and project
management.
At the end of 2025:
• R&D expenditure: RMB 664 million, accounting for 0.39% of operating
revenue
• R&D personnel: 3,145, accounting for 2.92% of total employees
Building Innovation Consortium
• Established a strategic partnership with COMAC and formed a joint design
working group for the COMAC C929 wide‑body aircraft, creating a new "market
+ technology" collaborative innovation model.
• Co‑founded a joint laboratory with Xiamen University to expand
industry‑academia‑research cooperation.
Optimizing Innovation Systems
• Launched the development of a scientific research management system,
systematically improved innovation management documents, and promoted
centralized project approval and special inspections of innovation
laboratories targeted for completion by 2025.
Case: "Best Exhibition Award" at the Civil Aviation Science and Technology
Innovation Achievement Exhibition
In May 2025, Air China participated in the Third Civil Aviation Science and
Technology Innovation Achievement Exhibition in Beijing under the theme
"Intelligence Initiates a New Journey, Creativity Knows No Boundaries". It set
up six exhibition zones with interactive demonstrations of AI, VR and other
cutting‑edge technologies, showcasing nearly 30 independent innovation
achievements including domestic civil aircraft support equipment, air‑ground
connectivity, smart logistics and end‑to‑end passenger services. The booth
won the "Best Exhibition Award".
Case: Artificial Intelligence Innovation Application Competition
In June 2025, CNAHC launched the Artificial Intelligence Innovation
Application Competition, attracting 239 teams from 63 top universities and
research institutes (including Tsinghua and Peking University) and 37
CNAHC‑affiliated units. After rigorous review, a number of
high‑commercial‑value projects were identified, laying a foundation for
technology application and business enablement.
Case: "Maker Camp" Training Programme
In October 2025, Air China organized 35 outstanding participants from the
innovation competition and key young innovation talents to join CNAHC's "Maker
Camp" training. Combining instruction, workshops and project incubation, the
program systematically enhanced innovative thinking and practical
capabilities, securing key talent for sustainable corporate innovation and
cultural vitality.
1.6.2 Protection of Intellectual Property Rights
Air China strictly complies with the Patent Law, Copyright Law, Trademark Law
and other relevant laws. It revised the Intellectual Property Management
Measures and issued the Patent Intellectual Property Protection Guidelines and
Software Intellectual Property Protection Guidelines to strengthen IP
protection for innovative achievements.
By the end of 2025, Air China owned:
• Over 310 patents
• 2,775 registered trademarks (domestic and international)
• 15 copyrights
1.6.3 Ethics of Technology
During the reporting period, the Company did not conduct scientific research
or technological development in ethics‑sensitive fields such as life
sciences or general artificial intelligence. Accordingly, no separate
disclosure on technology ethics management is required.
1.7 Digitalisation
Air China continued to advance the conclusion of its 14th Five‑Year digital
transformation and the strategic planning for the 15th Five‑Year period.
Guided by value creation, it focused on digitalisation in three core business
areas: safe operations, marketing services, and management synergy. It
promoted data governance, built intensive and shared IT infrastructure, and
fully unleashed digital empowerment for sustainable development.
Table: Achievements of Digitalisation
Digitalisation for Safe Operation: Fortifying Safety and Efficiency
• Advanced the digital aviation safety management platform and strengthened
risk prevention and control.
• Established a digital dispatch release system to enable human‑machine
collaborative dispatch.
• Built a "Smart Flight" portal to improve the efficiency of the full flight
crew task chain.
• Launched the Smart Engineer Platform, leveraging large language models for
professional translation and constructing a maintenance knowledge graph to
improve maintenance efficiency.
Intelligent Marketing Services: Enhancing Quality and Passenger Experience
• Completed Phase II of the business model innovation system, establishing
Air China's new retail framework. Upgraded the official website, restructured
call center capabilities, enriched product portfolios, supported data‑driven
precision marketing, and improved passenger experience.
• Deployed an AI‑powered customer service assistant with approximately 90%
application accuracy, significantly enhancing response capacity.
Integrated Management Synergy: Empowering Modern Governance
• Strengthened overall coordination and promoted the construction of
group‑level platforms such as the CNAHC financial shared service center to
enhance value integration.
• Achieved a full score in the SASAC digital state‑owned assets
supervision review. Continued to upgrade supervision systems to meet
regulatory requirements.
Infrastructure Intensification: Consolidating the Digital Foundation
• Continued to build a unified "One Cloud" to support system cloud migration
and efficient resource utilization.
• Established a unified, independent and controllable AI+ technology
foundation to enable intensive sharing of AI resources and cross‑domain
applications.
2. Safety Operations
Air China firmly upholds the people-centred development philosophy, fully
recognises the special mission of the national flag carrier, coordinates
safety management, consolidates achievements in safe development, firmly
safeguards the bottom line of safe development, and ensures the absolute
safety of people's lives and property.
2.1 Aviation Safety
2.1.1 Governance
Air China has strictly implemented the overall concept of national security
and the political requirements of "two absolute safety". It consistently
adheres to the work policy of "safety first, prevention foremost, and
comprehensive management", established a sound safety management structure,
continuously deepened the construction of the safety operation system and the
long-term mechanism for professional conduct of safety practitioners, refined
the functional positioning and institutional responsibilities of safety
supervision, improved the overall "comprehensive safety" framework, and
effectively transformed the sense of responsibility of "constant concern" into
the capability of "absolute certainty in every matter".
Table: Air China Safety Management Organizational Structure
Level Key Responsibilities
Safety Committee • Highest decision-making body for corporate safety management• Defines
safety responsibilities of management and employees
• Guides and approves safety plans and measures, ensures human and financial
resources
• Regularly reviews management reports and monitors SMS effectiveness
• Meets at least once per month to assess safety status, deliberate major
work safety issues, and report to the Employee Representative Congress and
shareholders' meeting
Office of the Safety Committee • Organises Safety Committee meetings and drafts relevant documents
• Collects aviation safety information, analyses safety performance, and
submits regular reports
• Researches and coordinates approved matters and puts forward suggestions
• Communicates requirements and supervises the implementation of decisions
• Promotes safety exchanges and coordinates cross-departmental safety work
Chief Security Officer • Independent from operation and management
• Assists the primary person-in-charge in safety supervision
• Conducts operational status research, safety forecasting, improvement
planning, and safety performance management
• Provides recommendations on work safety management
Safety Management Department • Organises and implements the company's safety management work
• Each production and operation unit establishes its own safety department
to implement on-site safety management and conduct work-style construction
under the guidance of the head office
Table: Air China Safety System
Module Key Initiatives
Safety Management System Construction • Formulated Measures for the Administration of Accountability for Safety
Production Incidents, clarifying scenarios, standards and procedures for
accountability with strict penalties for violations
• Promoted Phase II of the QAR Big Data(QBD) System, piloted across Shenzhen
Airlines, Shandong Airlines, Beijing Airlines, Dalian Airlines and Air China
Inner Mongolia; won First Prize in Science and Technology from the China
Communications and Transportation Association in 2025
• Participated in formulating the industry Guidelines for Determining
General Incidents for Transport Airlines to unify Class I / II incident
classification criteria
• Adopted CAAC's green QAR management concept, revised flight data analysis
procedures, and built a precise data model
• Air China's safety management case was selected into CAAC's Compilation of
Advanced Practices in Safety Management Systems
Flight Training System • Strengthened flight instructor and examiner team management, standardised
key position technical review processes; established CBTA (Competency-Based
Training and Assessment) system for A320 in 2025
• Issued working mechanisms and inspection procedures of the Flight
Technology Review Committee to upgrade technical supervision• Completed
revision of recurrent training syllabi, compilation of initial and
type-conversion syllabi; achieved full coverage of CRM training
• Issued Training Department Cooperation Flight School Safety and Quality
Assessment Measures, finalised quality control guidelines, completed 2025
graded evaluation of 10 flight schools and issued assessment reports
• Revised and issued the New Pilot Onboarding and Training Curriculum
Aircraft Maintenance System • Strengthened unified fleet maintenance planning control and advanced the
strategy of "unified standards, centralised management, decentralised
implementation"
• Improved engine flameout prevention mechanism, formulated annual
inspection plan, developed "one model per type" control mode, established
control schemes for mechanically related unsafe events, and provided targeted
support to Shenzhen Airlines' maintenance engineering system
• Prepared project initiation report for reliability management system
function expansion; obtained regulatory approval to include aircraft health
management in the reliability programme
• Optimised CQMP for A320S, A330, B737 and other types to enhance fleet
technical management quality
Production Operation System • Revised flight monitoring procedures and special condition support
workflows to strictly monitor duty rosters and full flight operation cycles
• Updated the Emergency Response Manual based on emergency drills and system
construction
• Officially launched the Air China Operation Monitoring Platform to enhance
flight monitoring, incident handling and information release capabilities
• Completed the cross-location dispatcher exchange summary and conducted
full-staff performance capability assessment
Air China strictly complies with the Work Safety Law of the People's Republic
of China, Civil Aviation Law of the People's Republic of China, Supervision
and Management Measures of Work Safety at State-owned Enterprises, Regulations
on Civil Aviation Safety Management and relevant laws and regulations in
operating jurisdictions, continuously optimising the performance of its safety
management system. In 2025, the Company completed the on-site re-audit under
IOSA (IATA Operational Safety Audit) - the first audit since IATA implemented
the RBI (Risk-Based IOSA) model in 2023 - and achieved excellent results. All
findings from previous IOSA audits have been rectified, and the IOSA
registration has remained continuously valid.
2.1.2 Strategy
Air China has formulated the 14th Five-Year Plan for the Safety Sector,
focusing on six key areas to drive the modernisation and systematic
improvement of safety governance capacity:
l Advancing the flight training system
l Optimising the aircraft maintenance system
l Fostering a collaborative work culture and enhancing vocational skills
training
l Implementing the three-year action plan for special safety rectification
l Refining the safety operation management system
l Deepening the construction of the safety management system
2.1.3 Management of Impacts, Risks and Opportunities
Air China regards safety as the foundation of its development and actively
implements full-process safety risk management. Through risk identification,
assessment and control, the company maintains safety risks at an acceptable
level to ensure stable operations. Based on business characteristics, internal
and external environment and expert opinions, the Company has continuously
revised the Risk Management Work Procedures to consolidate the foundation for
safe development.
Risk Identification
o Internationally: Centennial transformation, major-power competition,
protectionism and geopolitical conflicts bring uncertainties to the civil
aviation supply chain and operational safety.
o Domestically: Severe weather, bird strikes, lightning, hail, FOD, lithium
battery fire/smoke, drones and floating objects pose persistent risks.
Risk Assessment
o Systematically identifies hazards across the entire aviation operation
chain and scientifically evaluates occurrence probability and potential
impacts on flight safety, passenger safety and corporate assets.
Risk Management
o Integrates hazards into the safety management system, formulates and
implements mitigation measures, and conducts continuous monitoring and dynamic
optimisation to reduce safety risk impacts.
Ensuring Operational Safety
Air China firmly establishes a safe development philosophy, anchors the
"Foundation-Strengthening Year" goal, and resolutely implements the three-year
action plan for fundamental work safety governance. It strengthens operational
control quality and efficiency, integrating all requirements into daily
operation and management.
Table: Key Safety Management Priorities for Air China in 2025
Focus Area Key Actions
Uphold political guidance and coordinated deployment • Senior leadership conducted safety supervision and research at 33 units
including Shenzhen Airlines and the Southwest Branch
• Fully completed all central inspection rectification tasks in the safety
field with timely closure
• Responded to CAAC recommendations and implemented CNAHC's work safety plan
using a checklist approach
• Revised the overall emergency plan and improved the "comprehensive safety"
emergency management system
Uphold process control and risk prevention • Secured key flight operation nodes; refined thunderstorm and winter
operation contingency plans in advance
• Completed seasonal schedule change resource preparation and risk
prevention measures to ensure stable production organisation
• Deepened hidden danger investigation and supervision, carried out summer
transport inspections, "Thunder Action" and routine checks with timely
rectification
• Strengthened dynamic risk assessment and early warning; identified and
controlled 1,018 risks, supporting key tasks including Urumqi base relocation
and C909 flights to Ulaanbaatar
Persist in addressing root causes and intensive rectification • Enhanced dangerous goods air transport safety: optimised SMS-DG documents,
promoted IT system development, conducted overseas station personnel training,
completed full-fleet lithium battery protection equipment deployment, and
strengthened emergency response capacity
• Improved air defence security: revised the aviation security scheme,
promoted unified deployment of air security officers, properly handled 12
flight threat incidents, formulated emergency plans for overseas terrorism and
riots, strengthened route security assessment and agreement management,
established a professional audit team and conducted systematic security audits
• Strengthened fire safety: inspected 457 key premises, rectified over 60
fire hazards, standardised e-bike management, and enhanced micro fire station
training
• Improved construction safety closed-loop management: optimised
responsibility system and duty list, established pre-commissioning safety
assessment for major projects, and promoted intelligent construction site
monitoring
Air China continued to improve the top-level design of emergency management.
In accordance with the Emergency Management Manual, Emergency Response Manual,
IOSA and ISAGO audit requirements, it established an institutionalised
emergency response framework aligned with international best practices. A
special emergency drill team was set up to efficiently complete special
inspections and annual drills, consolidating overall emergency response
capacity. During the reporting period, 5,848 persons participated in emergency
training.
Safeguarding Passenger Safety
Air China is committed to a full-range safety protection system to ensure safe
and reassuring travel for every passenger, with rigorous management covering
cabin safety, catering safety and ground safety.
Cabin Safety Management
• Compiled the Comprehensive Safety Production Responsibility List for the
Cabin Department
• Passed 248 domestic and overseas inspections and the IOSA Cabin Safety
Operations Audit
• Identified and dynamically cleared 46 safety hazards
• Enhanced turbulence prevention and cabin door operation risk control;
strictly implemented lithium battery incident procedures and properly handled
6 on-board incidents
• Compiled illegal and non-compliant case studies to strengthen bottom-line
awareness
• Strengthened air defence tabletop exercises and properly handled 134
in-flight disturbance incidents to maintain cabin order
Ground Safety Management
• Strengthened employee warning education and ground facility inspection
& maintenance
• Enhanced BGS ground agent supervision in accordance with regulatory
schemes, completed compliance audits and rectified safety issues
• Issued guidelines for unsafe incident investigation and rectification to
standardise related work
• Launched "Safety Model Employees" and "Safety Model Supervisors" selection
to foster safety culture
• Conducted internal SMS self-audits to promote continuous improvement
Airline Catering Safety Management
• Adopted advanced risk management and food safety systems, implementing
whole-chain monitoring from raw material procurement to in-flight distribution
• Continued ISO 9001, FSSC 22000 and HACCP certification audits in 2025 to
ensure in-flight meal safety
2.1.4 Indicators and Targets
Air China has set clear safety strategic objectives and continuously monitors
their achievement.
Objective Achievement Status
Preventing major and extremely serious liability accidents in transport Achieved
aviation
Preventing in-flight terrorist incidents such as hijacking and bombing, and Achieved
serious air defence-related safety incidents
Preventing major aviation ground accidents and extremely serious maintenance Achieved
accidents
Transport aviation incident rate per 10,000 flight hours ≤ 0.06; serious Achieved
incident rate ≤ 0.05
Key Safety Performance Indicator 2025
l Accountable air transport incident rate per 10,000 flight hours: 0.01
2.2 Safeguarding Employee Safety
Air China is committed to providing a safe, healthy, comfortable and
convenient working environment for employees. The Company strictly complies
with the Law on the Prevention and Control of Occupational Diseases,
Provisions on the Administration of Occupational Health at Workplaces,
relevant circulars of the National Health Commission and other regulatory
requirements. It has started compiling internal systems including the
Occupational Health Management Manual to improve the occupational health
management system and effectively protect employees' life and health rights.
l Conducted specialised occupational health assessments in key high-hazard
posts, systematically investigated risks, and promoted timely rectification.
For unavoidable hazards, engineering controls and appropriate PPE were
provided, significantly improving occupational health management.
l Continued to promote intelligent workplace transformation and
technological upgrading to reduce risks at source.
l The Aviation Health Centre led the establishment of an employee health
management platform leveraging third-party medical resources, providing
personalised whole-process health management services.
Employee Health & Safety KPIs 2025
Indicator Unit 2025 Result
Investment in employee qualification training RMB 100 million 2.64
Work-related injury insurance coverage % 100
Working days lost due to work-related injury Day 20,197
Work-related deaths Person 2
Proportion of work-related deaths % 0.002
Employee health examination coverage % 100
2.3 Building a Safety Culture
Air China integrates safety principles into every employee's daily work. It
carries out regular emergency drills, safety training and warning education
through comprehensive and diverse safety culture activities covering all
staff. It adheres to joint management and work-style refinement, strengthens
employees' safety production responsibility and health awareness, and improves
emergency response capabilities.
Promotion of Safety Conduct and Education
• Thoroughly implemented education on the spirit of the Central Eight-point
Regulation; promoted team-level work-style education and problem
identification to bridge the "last mile" of safety culture construction
• Finalised work safety accountability measures to enhance strict governance
orientation
• Carried out "Safety Production Month" campaigns through educational films,
essay contests, hazard-identification live courses and other channels; awarded
"Advanced Unit in Civil Aviation Safety Production Month" by CAAC in 2025
Health Education and Publicity
• Regularly organised health lectures and distributed supporting materials
• Released 59 health information bulletins to disseminate personalised
health knowledge
• Launched the "Healthy Weight Management Year" campaign, providing
personalised plans based on physical function and body composition analysis to
foster sustainable healthy lifestyles
3. Low-Carbon Development
Air China actively responds to the national carbon peaking and carbon
neutrality strategy, pays close attention to climate impacts, continuously
improves environmental management, strengthens energy and resource management,
strictly controls pollutant emissions, actively explores new models of green
and low-carbon development, and promotes a synergistic win-win outcome between
economic and ecological benefits.
3.1 Addressing Climate Change
To ensure business continuity during the low-carbon transition, Air China
proactively addresses the risks and opportunities arising from climate change.
Drawing upon policy documents such as the National 14th Five-Year Plan and the
China's Policies and Actions for Addressing Climate Change (2024), and
referencing international standards including the International Sustainability
Standards Board (ISSB) Climate-Related Disclosures Standard (IFRS S2) and the
Task Force on Climate-Related Financial Disclosures (TCFD)
framework, the Company has systematically integrated climate change issues
into its strategic planning, risk management, and daily operational systems.
Through pragmatic actions, it contributes Air China's strength to global
efforts in addressing climate change. The Group fully recognizes the potential
risks and opportunities brought about by climate change, and actively
identifies, assesses and monitors their possible impacts on the business,
strategies and financial performance.
3.1.1 Governance
Air China continues to optimize its governance framework for addressing
climate change by establishing the Leading Group for Carbon Peaking, Carbon
Neutrality and Ecological Environmental Protection and its corresponding
executive subgroups, to ensure that all work deployments are seamlessly
connected and managed in a closed loop.
Table: Air China's Governance Framework for Climate Change Response
Governance Level Body Key Responsibilities
Decision-making Level Leading Group for Carbon Peaking, Carbon Neutrality and Ecological • Chaired by the Chairman and the General Manager, the Group is responsible
Environmental Protection for the deliberation and decision-making on major matters including climate
change response, energy conservation and emission reduction, ecological
environmental protection, as well as carbon peaking and carbon neutrality.
Management Level Office for Carbon Peaking, Carbon Neutrality and Ecological Environmental • Responsible for establishing and optimizing the management system,
Protection formulating work plans and annual schedules for green development,
coordinating the management and advancement of key projects, and conducting
supervision and inspection on ecological environmental protection.
• A summary of the previous year's work and an arrangement of key tasks for
the current year are submitted to the Leading Group on a regular annual basis.
Executive Level Green development management bodies and special working groups of each branch • Implementation of major tasks and daily work concerning green low-carbon
and subsidiary development.
• Each special working group submits its work ledger to the leading office
on a quarterly basis, and thematic promotion meetings are convened as required
by work progress.
Air China has established an assessment system for energy conservation,
environmental protection, and carbon peaking and carbon neutrality. In
accordance with the Measures for Assessment, Rewards and Punishments for
Energy Conservation and Ecological Environmental Protection Work, assessment
indicators have been categorized into three types: environmental compliance,
implementation of key tasks, and quantitative indicators for energy saving and
carbon reduction. These indicators are comprehensively integrated into the
organizational performance management systems of all units. The Company
effectively monitors the progress of indicator completion through monthly
tracking and quarterly reporting, ensuring that management requirements and
responsibilities are duly implemented. Concurrently, the Company conducts an
advanced selection exercise biennially to continuously strengthen positive
incentives and accountability constraints.
3.1.2 Strategy
In accordance with the 14th Five-Year Plan for Green Development of Civil
Aviation, Air China has formulated a corresponding green development blueprint
to systematically advance the implementation of its low-carbon strategy. In
accordance with the Special Action Plan for Carbon Peaking, Air China has
initiated actions across six key dimensions: aviation operation fuel
efficiency, aviation carbon reduction, ground energy-saving technological
upgrades, carbon asset reserves, cutting-edge green technology exploration,
and company-wide green practice participation. The Company is committed to
establishing itself as a model of an intensive green enterprise, achieving
synergistic progress between sustainable development and high-quality
operations.
Air China has actively responded to national policies and industry trends by
conducting climate change scenario analysis to systematically identify and
assess climate-related risks and opportunities across its operations and value
chain. In this regard, physical risks are assessed on the basis of a
high-emission scenario (SSP5-8.5), whereas transition risks are evaluated with
reference to a low-emission scenario (SSP1-2.6). On this basis, in conjunction
with the Company's strategic planning, we have formulated contingency plans
and action strategies to address climate change risks, focusing on mitigating
adverse climate-related impacts and proactively addressing climate challenges
with a steady approach.
Table: The 14th Five-Year Plan for Ecological Environmental Protection
l Proactively Serving the carbon peaking and carbon neutrality Strategy
l Improving management systems and enhancing management capabilities
l Strengthening energy management to achieve low-carbon development
l Intensifying pollution prevention and control, and continuing the Fight to
Keep Skies Blue
l Shaping a green image for the state-owned aviation enterprise and
demonstrating its commitment to social responsibility
3.1.3 Risk Management
Air China has established a comprehensive risk management process, fully
integrating climate risk identification, assessment and control into the
corporate risk management framework. A graded dynamic control mechanism is
implemented, and systematic reviews and updates of climate risk status at all
levels are conducted on a regular basis.
Table: Climate Change Risk Management Process
Step Details
Identification of climate risks In conjunction with national policies, industry characteristics and business
models, the physical risks and transition risks faced by the Company at each
stage of development are systematically identified.
Climate risk assessment Scientifically conduct climate risk assessments and thoroughly analyse the
probability of occurrence and potential impact magnitude of various risks.
Climate Risk Management Climate risks are comprehensively integrated into the existing risk management
framework, and response measures are formulated and implemented to mitigate
the impact of climate-related risks on the Company's operations.
Table: Climate Change Risk Identification Checklist and Mitigation Measures
Taking into account the national carbon neutrality strategic goals and the
company's own development plans, in accordance with regulatory requirements
and drawing on the practices of peers, we have clearly defined the timeframes
of the short term (2026), medium term (2030), and long term (2050), and
conducted assessments of climate change risks and opportunities for each of
these time periods.
Risk Type Specific Risks Time Horizon Risk Description Response Measures Potential financial impact
Physical Risk Acute risk Short- to • Extreme weather events such as typhoons, torrential rainfall, and floods • The special emergency response plans for extreme weather conditions, • Increased operating costs
may precipitate flight delays, diversions, or cancellations, thereby including flood control, typhoon prevention, lightning protection, cold
medium-term compromising route safety and operational stability while exerting a weather defense, and heatstroke prevention, have been updated to enhance • Reduced revenue
significant impact on supply chains and passenger and cargo networks. emergency response capabilities.
• Extreme weather may damage aircraft and related infrastructure, thereby • Dynamic optimization of route planning is conducted, real-time monitoring
affecting aircraft performance and flight safety. of flight operational status is maintained, assessment and prediction of
condition changes are strengthened, effective measures are implemented to
• Sustained periods of high temperatures increase aircraft fuel consumption control the risk of return flights and diversions, and ground collaborative
and reduce fuel efficiency. support is provided.
• Extreme heat or severe cold may increase health and safety risks for • Advantageous aircraft types are allocated appropriately, and maintenance
frontline personnel. strategies are optimized in a timely manner to ensure the safe and reliable
operation of the fleet.
Chronic risk Short-, • Climate scenarios, including global warming, rising sea levels, and tidal • Established a professional maintenance and troubleshooting team to enhance • Increased aircraft maintenance and operating costs
influences, may result in temporary operational interruptions and increase the on-site response and remediation capabilities.
medium-, frequency, cost, and duration of maintenance activities.
• Reduced revenue
• Increased investment in research and development, optimized maintenance
and long-term processes, improved efficiency and reduced energy consumption.
Transition Risk Policies and Laws & Legal risk Short- to • The continuous improvement of national climate change regulations and • Established a dynamic regulatory update mechanism, incorporated key • Increased operating costs• Increased carbon emission trading costs
policies has led to stricter emission constraints on the aviation sector. This provisions into the compliance self-check checklist, and conducted regular
medium-term may increase operating costs and alter travel patterns, thereby affecting compliance assessments.
airlines' revenue and passenger volume forecasts.
• Systematically mapped out the decarbonization pathway, formulated phased
• Against the backdrop of the carbon peaking and carbon neutrality goals and targets and strategies for carbon peaking and carbon neutrality, and regularly
the development of the national carbon market, if the Company is included in disclosed progress.
the carbon trading system, it may incur additional costs due to insufficient
allowances. • Closely monitor developments in national and local carbon emission
policies, strengthen communication and collaboration with regulatory
authorities, and actively provide feedback on industry practices.
• Developed carbon trading management strategies, established a carbon price
monitoring and early warning mechanism, and promoted the centralized
management and optimal allocation of carbon assets.
• Organized specialized training on energy conservation and environmental
protection, covering the progress and strategies for aviation's carbon peaking
and carbon neutrality goals, interpretation of national regulations, and
practical case studies.
Technology Risk Short-, • The Company will accelerate the deployment and application of • Promote the electrification of airside vehicles, optimize the intelligent • Increased ground handling costs
energy-saving and environmental protection technologies and facilities, and resource allocation mechanism, and improve the operational support efficiency
medium-, increase investment in energy conservation and emission reduction. of new energy vehicles. • Increased research and development costs
and long-term • Continuously advance energy conservation and emission reduction practices,
refine the existing technical framework, and actively introduce and develop
new low-carbon technologies.
Market Risk Medium- to • The Civil Aviation 14th Five-Year Plan sets out targets for SAF³ usage; • Continuously expand the application of SAF, collaborate with the Civil • Increased fuel costs
however, the domestic SAF[ SAF: Sustainable Aviation Fuel.] industry chain is Aviation Administration of China (CAAC) and the China Air Transport
long-term still immature, and prices are significantly higher than those of conventional Association (CATA) to participate in standard-setting initiatives, and work
aviation kerosene, creating sustained cost pressure for the Company. with upstream and downstream industry chains and research institutions to
promote the development and application of SAF in the aviation sector.
• China's civil aviation sector is still in a development phase. While per
capita flight numbers are below international levels, there is significant • Focus on the core aviation business, optimize fleet and route alignment,
future market demand and growth potential, which will drive continued growth strengthen fuel-saving management, promote the replacement of APU⁴ with
in energy consumption and carbon emissions. ground power units, and systematically reduce carbon emissions.
Reputational risk Medium- to • Against the backdrop of growing global attention to climate change, the • Established a regular evaluation and communication mechanism aligned with • Reduced revenue
aviation industry's low-carbon emission reduction efforts have attracted the preferences and needs of relevant stakeholders. Feedback channels have
long-term widespread attention from all sectors. Inadequate progress in these efforts been set up on public platforms such as the official website and mobile
may adversely affect the Company's public image and revenue. applications to receive opinions and suggestions from all stakeholders.
³SAF: Sustainable Aviation Fuel.
⁴APU: Auxiliary Power Unit.
3.1.4 Indicators and Targets
In alignment with the global temperature control goals of the Paris Agreement
and considering its own operational realities, Air China has established
scientifically based decarbonization targets. Aligned with the national carbon
peaking and carbon neutrality policy and industry requirements, the Green
Development and Key Carbon Peaking and Carbon Neutrality Task List and the
Special Action Plan for Carbon Peaking were formulated to clarify the
implementation pathway for the carbon peaking and carbon neutrality goals. In
2025, the Company's carbon dioxide emissions per revenue tonne-kilometre
decreased by 4% year-on-year, successfully meeting the annual emission
reduction target.
2025 Greenhouse Gas (GHG) Emissions Performance⁵
Scope of greenhouse gas emissions Unit 2025
Scope 1 Carbon dioxide emissions (10,000 tonnes) 2,825
Scope 2 Carbon dioxide emissions (10,000 tonnes) 19.4
Total greenhouse gas emissions Carbon dioxide emissions (10,000 tonnes) 2,844.36
Greenhouse gas emission intensity⁶ Carbon dioxide emission intensity (grams per tonne-kilometre) 909.6
⁵Aviation fuel calculation standards adhere to the Interim Measures for
Monitoring, Reporting and Verification of Carbon Dioxide Emissions from Civil
Aviation Flight Activities(CAAC Regulation 2018 No. 3). Ground energy
calculations utilize data from SASAC's Low-Carbon Environmental Protection
Integrated Management System, incorporating the 2023 national grid average
emission factor of 0.5306 kg CO₂/kWh issued by the Ministry of Ecology and
Environment. Scope 1 covers CO₂ emissions from fossil fuel combustion, while
Scope 2 encompasses emissions from electricity and heat consumption. The
calculation is based on a geographical benchmark method. During the reporting
period, the company has initiated preparations for carbon auditing. However,
due to the complexity of its extensive operational systems and data
collection/verification processes, Scope 3 data disclosure is anticipated
within the next two years.
⁶For the 2025 greenhouse gas emission intensity calculation, total aviation
fuel-related carbon emissions will serve as the numerator.
3.1.5 Our Actions
Initiative Key Actions
Fleet Structure Optimization • Optimize resource structure and allocation. The share of fuel-efficient
aircraft in the fleet reached 31%.
Route Network Optimization • Optimize core resource allocation to accelerate the resumption and launch
of international routes, with passenger load factor rising to 69%.
Green Flight Procedure Implementation • Promote visual approaches, establish fuel-saving cost calculation
standards for each aircraft type, and implement single-engine taxiing.
Operational Fuel Efficiency Improvement • Fuel efficiency is improved through measures including dispatch
optimization, flight plan fuel optimization, and landing residual fuel
management.
• Fuel consumption was reduced by 158,800 tonnes in 2025, resulting in a
reduction of 500,300 tonnes of carbon dioxide emissions.
APU Replacement Initiative • In accordance with the regulatory authority's "full utilization"
requirement, the APU replacement rate reached 100%.
Sustainable Aviation Fuel (SAF) Utilization • Participated in the SAF pilot programme of the Civil Aviation
Administration of China (CAAC).
• In compliance with the EU ReFuelEU Aviation Regulation, flights departing
from the European Union have been blended with Sustainable Aviation Fuel (SAF)
at a 2% blending ratio starting from 2025.
• Actively assess SAF-related carbon tax policies in Singapore, Canada and
other jurisdictions.
• Improve internal rules and regulations, establish procurement assurance
procedures, strengthen technical verification and aircraft maintenance support
capabilities, and conduct in-depth analysis of the impacts of SAF application.
• Joined the China Sustainable Aviation Fuel Industry Alliance and the
Global Sustainable Transport Innovation Alliance, and participated in SAF
technical exchanges.
• Collaborated with Airbus China in events such as the China-France
Environmental Month, and issued initiatives on the diversification of SAF
technology development pathways and the SAF Customer Programme.
Digital and Intelligent Capability Building for Carbon Peaking and Carbon • The dual-carbon smart platform was successfully launched. The platform was
Neutrality selected as an exemplary case of green and low-carbon practices by the
State-owned Assets Supervision and Administration Commission (SASAC) in 2025,
and was recognized as an outstanding low-carbon technology project in Beijing
in 2025, providing replicable and scalable practical experience for carbon
management in the aviation industry.
Carbon Market Compliance • Civil aviation carbon verification was completed in April, and Beijing
municipal carbon verification was completed in May. All data were audited by
an independent third-party institution.
• EU carbon emission compliance obligations were fulfilled in September, and
Beijing municipal carbon emission compliance obligations were fulfilled in
October.
Professional Talent Team Building • Dual-carbon courses were incorporated into training programmes for
international talent, young cadres, and senior executives.
• Organized and implemented annual energy conservation and environmental
protection training.
Green and Low-Carbon Technological Innovation • To advance green aircraft maintenance practices, the application of
"Condition-Based Maintenance Items" is being promoted across multiple aircraft
types including the A330 and B747, as well as various systems. This initiative
aims to improve the reliability and accuracy of performance warnings for
existing aircraft types, thereby further reducing maintenance costs.
3.2 Sustainable Energy and Resource Utilisation
Air China has deeply integrated the concept of green development into its
management and operations. Strictly adhering to the requirements set forth in
the Energy Conservation Law of the People's Republic of China, the
Administrative Measures for Energy Conservation of Key Energy-Using Units, and
the Water Law of the People's Republic of China, Air China focuses on energy
conservation, consumption reduction, and efficient resource utilisation. It
systematically advances circular economy practices and explores new energy
sources, striving to establish itself as a benchmark for resource-efficient
aviation. In 2025, Air China invested a total of RMB 594.629 million in energy
management and energy conservation initiatives.
Initiative Key Actions
Intelligent Management • By introducing intelligent technologies, Air China has upgraded its
production support vehicle management model and established an intelligent
vehicle control platform to achieve precise scheduling and real-time
monitoring, thereby comprehensively improving vehicle operational efficiency.
• The Air China Smart Property Operation Platform has been built,
integrating eight core applications: "Operations Centre", "Integrated
Security", "Smart Fire Safety", "Smart Access Control", "Smart Energy
Management", "Service Reporting and Maintenance", "Quality Management", and
"IoT-Enabled Equipment and Facilities". This initiative aims to achieve
digital transformation goals focused on cost reduction and efficiency
improvement, energy conservation and carbon emission reduction, and service
enhancement.
Water Management • Completed the retrofitting of the water system at the Flight Training
Base.
• Regular leak detection is conducted on fire water tanks and potable water
tanks, and the fire water drainage management process is optimized.
• Improve the recycling rate of cooling water circulation systems.
• Introduce municipal reclaimed water for landscape irrigation.
Recycling Initiatives • Green aircraft maintenance practices are being implemented to continuously
reduce the replacement rate of No-Fault Found (NFF) components. In the fourth
quarter of 2025, this rate decreased by 7% year-on-year. In addition, the
usage ratio of qualified second-hand aviation materials is increasing, with
three new suppliers added.
Renewable Energy Utilisation • Completed the first transaction of 1 million kWh of green electricity,
including its consumption and the acquisition of green certificates, to use
green certificates to offset ground emission reduction costs.
• Advanced the first photovoltaic project, with the rooftop distributed
photovoltaic project in the Beijing region having obtained approval.
Near-Zero Carbon Construction • Advanced the near-zero carbon design of the Daxing Production Support
Comprehensive Business Building.
Building Energy-Saving Retrofit • Progressed in an orderly manner with the renewal and retrofit of ground
equipment such as boilers, motors, and lighting systems.
• Strictly implement mandatory standards for energy consumption, emissions
and safety, and phase out non-compliant equipment in accordance with the law.
Ground Fleet Electrification • The total number of new energy vehicles in operation reached 1,531. The
electrification rate of newly introduced vehicles exceeded 90%, while the
electrification rate of the existing fleet increased to 43%.
Table: Water Usage Data
Indicator Name Unit 2025
Office water consumption 10,000 tonnes 505.4
Office water intensity tonnes/person 48.89
3.3 Pollution Prevention and Control
Air China has prioritised pollution prevention and control as a strategic
focus of the Company, systematically improved and strictly implemented its
environmental management system to ensure that all emission reduction measures
are effectively put into practice. Investment in environmental governance
totalled RMB 94.52 million in 2025.
3.3.1 Waste Gas Management
Air China strictly complies with laws and regulations such as the Law of the
People's Republic of China on the Prevention and Control of Atmospheric
Pollution, the Integrated Emission Standard for Air Pollutants, and the
Pollution Control Standard for Domestic Waste Incineration. In accordance with
the Air China Environmental Management Manual, the Waste Gas Emission
Management Procedure has been revised. Systematic emission reduction
strategies are implemented to strengthen the control of waste gas emissions
from operations, ensuring that all mitigation measures are effectively
implemented.
During the 14th Five-Year Plan period, the Company has progressively advanced
the electrification of its ground vehicle fleet, with new energy vehicles
accounting for 80% of newly added vehicles. The electrification rate of newly
introduced vehicles was over 90% in 2025.
Key Measures for Waste Gas Emission Reduction
• Discharge outlets have been identified and a list of sewage discharge
outlets has been compiled, while waste gas emission management is standardised
in strict accordance with permit requirements.
• Through the deployment of advanced treatment facilities and online
monitoring systems, routine monitoring and real-time full-process control have
been implemented for boiler flue gas, canteen cooking fumes, and industrial
exhaust gases, ensuring that emissions consistently meet regulatory standards.
• Regular inspections are conducted on the VOCs gas absorption treatment
unit, maintenance plans are strictly implemented, activated carbon is replaced
at regular intervals in accordance with specifications, and all activities are
fully recorded in the ledger.
• When aircraft are docked at the gate, ground power units are prioritised
to reduce APU operation. In 2025, APU replacement agreements were fully
executed with all applicable domestic airports to reduce ground emissions.
• Progressed the electrification of on-site vehicles, expanded the use of
new energy vehicles, and built supporting shared charging facilities.
Concurrently, a self-inspection of diesel vehicle exhaust retrofits was
conducted to ensure compliance with vehicle emission standards.
3.3.2 Wastewater Management
Air China strictly complies with laws and regulations such as the Law of the
People's Republic of China on the Prevention and Control of Water Pollution
and the Integrated Wastewater Discharge Standard. In accordance with the
relevant specifications set out in the Air China Environmental Management
Manual, Air China has formulated and implemented the Wastewater Discharge
Management Procedure to achieve full-process control over wastewater
discharge.
Key Measures for Wastewater Reduction
• Equipped with advanced sewage treatment facilities and an intelligent
online monitoring system, real-time collection, transmission and analysis of
data throughout the entire treatment process are achieved to ensure stable and
efficient operation of the system.
• Discharge outlets have been systematically reviewed and a register of
sewage discharge outlets has been established. In strict accordance with the
requirements of the pollution discharge permit, classified management is
rigorously implemented. Regular monitoring is conducted for domestic sewage
and industrial wastewater to ensure that discharges consistently meet
regulatory standards.
• The rainwater pipe network system has been improved, and regular
inspections and cleaning of stormwater and sewage pipe networks are conducted.
• A qualified third-party institution is engaged to conduct professional
inspections and cleaning of sewage treatment facilities, and inspection
records are maintained in accordance with prescribed standards.
Table: Wastewater Data
Category Unit 2025
Industrial wastewater treated 10,000 tonnes 66.2
Industrial wastewater treatment rate % 100
3.3.3 Waste Management
Air China strictly complies with relevant regulations, including the Law of
the People's Republic of China on the Prevention and Control of Environmental
Pollution by Solid Waste and the Technical Policy for the Prevention and
Control of Hazardous Waste Pollution, and has established internal systems
such as the Solid Waste Management Procedure to implement full-process control
over waste. The Company has signed hazardous waste disposal agreements with
qualified third parties to ensure compliant handling of maintenance waste
throughout all stages - from collection and storage to transportation and
disposal - thereby achieving 100% compliant waste disposal. By conducting
emergency drills for hazardous waste leaks, the emergency response capability
of employees for sudden environmental incidents has been enhanced. In 2025,
Air China experienced no hazardous waste leakage incidents and received no
administrative penalties for pollution-related issues.
Key Measures for Waste Reduction
• Paperless Travel: In 2025, a total of 45.89 million passengers completed
ticketing, seat selection, check-in, and baggage drop-off via the paperless
platform, significantly improving travel efficiency and environmental
experience.
• Personalised Meal Customisation: In 2025, a total of 580,000 passengers
participated in the "Meal Reduction on Demand" incentive scheme, significantly
reducing onboard catering waste.
• Plastic Reduction and Waste Minimisation Initiative: Since 2022, Air China
has completely phased out single-use plastic products on domestic flights and
in self-operated lounges, gradually replacing them with recyclable or
biodegradable materials. As of 2025, coverage has been extended to
international flights, with all relevant in-flight and lounge amenities fully
replaced with environmentally friendly alternatives.
• Green Office: Continuously promote paperless operations and budget
management for office supplies. Implement green controls on equipment such as
air conditioning, lighting, and printers; standardise water and electricity
usage; encourage green travel and consumption; and foster a low-carbon office
culture.
• Waste Classification and Disposal: Comprehensive waste classification
management has been implemented, whereby domestic waste, food waste, etc., are
sorted at source and uniformly transported to designated storage facilities
for standardised recycling and disposal by qualified third parties. In 2025,
aircraft waste was centrally processed by airports, with a total of 4,347.09
tonnes of food waste processed throughout the year.
Table: Volume of Hazardous Waste Treated⁷
Category Unit 2025
Waste containers and contaminated materials tonne 397.7
Waste oil tonne 299.3
Waste organic solvents tonne 181.0
Waste paint, paint stripper liquid/sludge tonne 57.8
Spent activated carbon tonne 132.7
Waste water treatment sludge tonne 296.3
Waste acid tonne 46.8
Waste Alkali tonne 29.8
Mercury-containing waste tonne 1.6
Reagents and waste detection liquids tonne 4.0
Waste lead-acid batteries tonne 0.2
Lead-containing waste tonne 0.4
Waste cadmium-nickel batteries tonne 3.4
Spent developer solution tonne 0.7
Waste resin and waste adhesive tonne 1.5
Other waste tonne 127.7
Organic resin waste tonne 1.8
Oil/water, hydrocarbon/water mixtures or emulsions tonne 2.4
Spent catalyst tonne 4.4
Total Hazardous Waste tonne 1,589.5
⁷Hazardous waste data covers Air China, Ameco, Shandong Aviation Group, and Shenzhen Airlines.
3.3.4 Noise Management
Air China has formulated and implemented the Noise Emission Management
Procedure to implement full-process control over noise emissions, from source
control and process management to end-of-pipe treatment. This is done to
mitigate the environmental impact of operations and fulfil environmental
protection policies and objectives. When introducing new equipment and
processes, Air China prioritises the selection of low-noise,
regulation-compliant equipment and processes.
During the aircraft selection phase, Air China prioritises the introduction of
aircraft models equipped with advanced noise reduction technologies. Through
regular engine inspections and maintenance, it ensures that engines remain in
good technical condition, thereby preventing abnormal noise caused by
equipment ageing or malfunction. During flight operations, noise interference
with densely populated areas is effectively mitigated by optimising take-off
and landing procedures and coordinating flight schedules and runway resource
allocation with airports. Furthermore, during aircraft ground operations, the
use of ground power and pre-conditioned air systems is promoted to replace the
Aircraft Auxiliary Power Unit (APU), thereby reducing ground noise emissions.
3.4 Environmental Management and Ecological Protection
Air China has established a three-tier ecological and environmental protection
management system. The Ecological and Environmental Protection Leading Group
is responsible for top-level planning and major decision-making, the Energy
Conservation and Environmental Protection Office undertakes policy
coordination and daily supervision, and the ecological and environmental
protection departments of each subsidiary are responsible for on-site
implementation. Classification-based dynamic management is implemented based
on the entity's attributes, energy consumption levels, and emission levels to
ensure clear responsibility allocation and precise control. In March 2025, the
Company held a green development meeting to define key annual tasks and
facilitate the orderly implementation of energy conservation and carbon
reduction targets. The meeting specifically deployed measures to improve fuel
efficiency and promote the application of sustainable aviation fuels. Through
annual planning, dedicated tracking and systematic coordination, it
effectively supported the steady progress of carbon peaking initiatives. In
2025, Air China successfully passed the surveillance audit of its ISO 14001
environmental management system, covering the headquarter and 11 branch
companies.
Case: Air China's Initiative to Enhance Energy Conservation and Environmental
Protection Capabilities and Awareness
To further advance the green transition, Air China held a themed publicity
week in June 2025 entitled "Energy Conservation and Efficiency Enhancement,
Leading with Renewal". Through initiatives including the issuance of advocacy
statements, knowledge quizzes, and the collection of practical works, the
event engaged over 42,000 employees and effectively disseminated low-carbon
and green development concepts. In July of the same year, focusing on industry
frontiers and the requirements of the "two key priorities and two new
initiatives", Air China held a special training session on energy conservation
and environmental protection. Experts were invited to deliver in-depth
lectures on key areas such as sustainable aviation. The training covered 200
core staff members, totalled 8 training hours, and significantly enhanced
professional management capabilities.
3.4.1 Protection of Biodiversity
Air China strictly complies with relevant laws and regulations, including the
Environmental Protection Law of the People's Republic of China, the Law of the
People's Republic of China on Environmental Impact Assessment, and the Water
and Soil Conservation Law of the People's Republic of China, to effectively
protect ecological and environmental quality and biodiversity.
Case: The Successful Holding of the Air China Yangtze River Ecological
Protection Fund's "Walking with You" Biodiversity Conservation Public Welfare
Activity
The Air China Yangtze River Ecological Protection Fund continues to build a
systematic ecological protection network across the Yangtze River basin. In
July 2025, the "Walking Together with You" public welfare project was
implemented in the Jinfo Mountain National Nature Reserve in Chongqing.
Intelligent devices, including AI-powered infrared cameras and acoustic
monitoring systems, were deployed. By integrating science popularisation
experiences with public participation, a demonstration case for
technology-enabled, community-wide biodiversity conservation was established.
During the event, experts presented an overview of the conservation status of
the François' langur (Trachypithecus francoisi), a flagship species in the
reserve and a Class I nationally protected wild animal in China, and held an
engaging biodiversity quiz to enhance public ecological awareness.
On the same day, Air China, in collaboration with the China Environmental
Protection Foundation, launched a themed flight on the Chongqing-Beijing route
entitled "Beautiful China, Journeying Together with You". Through thematic
cabin decorations, catering services, multimedia presentations, and
interactive promotional activities, the flight vividly showcased biodiversity
conservation achievements to passengers, allowing them to experience the
ecological charm of Chongqing, the "City of Mountains and Rivers", at an
altitude of 10,000 metres.
3.4.2 Facilitating Green Travel for Passengers
Leveraging its role as a civil aviation gateway, Air China has pioneered green
science communication. It has launched the "Enjoy Clean Flights for Low-Carbon
Travel" green mobility service, enabling passengers to voluntarily participate
in carbon reduction projects using either flight miles or cash payments.
Through rigorous selection of forestry carbon sink projects, precise
calculation of route carbon emissions, third-party verification and
certification of offset volumes, and issuance of exclusive certificates, the
initiative makes green aviation tangible, accessible and trustworthy, thereby
fostering a society-wide consensus on low-carbon development.
3.4.3 Green Procurement
Air China has systematically integrated green and environmental protection
concepts into its supply chain management. It has issued the Notice on
Promoting Green Procurement, requiring suppliers to provide statutory
environmental certification materials during the qualification phase and
conducting evaluations of their environmental performance. In daily
procurement, Air China balances environmental and economic benefits,
prioritising energy-efficient, low-carbon, environmentally friendly products
and services. Concurrently, the Company has implemented the requirements of
the Notice on Regulating the Management of the "Blacklist" for Suppliers of
Central Enterprises, imposing restrictive management measures on suppliers
with environmental violations or pollution incidents.
Highlight Performance:Air China participated in the domestic sustainable
aviation fuel (SAF) application pilot programme, with a cumulative SAF uplift
of 1,501 tonnes in 2025.
Case: Air China Collaborates with Airbus to Promote Green Aviation and
Launches SAF Development Initiative to Lead a Sustainable Future
On 24 October 2025, Air China participated in the Sustainable Aviation Fuel
(SAF) themed event hosted by the French Embassy in China as part of the
"China-France Environmental Month". To further build industry consensus, Air
China, together with partners including Airbus, jointly released the
Initiative on Diversified Development of Technology Pathways for Chinese SAF
Production at the event, calling on all parties to collaborate in building a
more resilient fuel supply chain. At the same time, Air China and Airbus
launched the pilot "SAF Corporate Client Programme" to explore the development
of a multi-stakeholder collaborative business model for SAF application and
build a sustainable, mutually beneficial and responsible ecosystem for the SAF
industry.
4. Quality Service
Air China regards service quality management and customer experience
enhancement as the core drivers of quality improvement, embedding service
standards and customer feedback across the entire operational lifecycle.
Through data-driven insights into passenger needs and continuous iteration of
products and services, the Company is committed to building its brand on the
foundation of premium travel experiences, thereby driving simultaneous
improvements in service quality and customer satisfaction.
4.1 Quality Service Management
Air China has formulated the 14th Five-Year Plan for the Service Sector,
breaking down targets on an annual basis and coordinating the implementation
of the plan. It has formulated internal management systems including the
Service Quality Management Manual, Service Quality Risk and Hazard Management
Regulations, Service Quality Inspection Management Regulations, Service
Supervision Work Management Regulations, and Service Rewards and Punishments
Management Regulations. Additionally, it has released an updated version of
the Operational Specifications for Product Service Compensation and Liability
for Damages to standardise the overall requirements for the Company's service
quality management, effectively mitigate quality risks, and elevate its
quality management standards. The Company's President serves as the
accountable person for service quality management, tasked with overseeing,
guiding and reviewing matters related to the quality system.
The 14th Five-Year Plan for the Service Sector
Creating World-class Services and Products
Deepening the "Three Orientations"
Practicing the "Three Comprehensive Strategies"
Customer Orientation, Problem Orientation, Value Orientation
Global Benchmarking, Full-process Governance, Endeavour throughout Entire
Chain
Static Planning → Dynamic Management
Fragmented Scene → Full-process Connection
Passively Follow → Actively Lead
Excellent service, Comprehensive and smooth service guarantee, Win-win and
efficient collaboration, Timely and accurate service, Innovative and digital
support, The trustworthy and professional team
4.1.1 Quality Management System
Quality Control
To continuously improve service quality, Air China has formulated the Service
Quality Risk and Hazard Management Regulations, establishing a comprehensive
preventive and corrective mechanism for service quality management covering
pre-event risk prevention, in-process monitoring, and post-event hazard
rectification. The quality management department is responsible for service
hazard identification and investigation. For risks and hazards identified at
each stage (pre-event identification, in-process monitoring, and post-event
investigation), dedicated management projects are launched. By clarifying
accountabilities, formulating rectification measures, and implementing strict
closed-loop management, all service issues are resolved effectively. In 2025,
the Company experienced no material production and service safety and quality
incidents for which it was liable, and incurred no corresponding compensation
costs.
Quality Audit
Air China holds the Quality Management System Certification issued by the
China Quality Certification Centre (CQC). The certification scope covers air
transport passenger services, with certified locations including the Beijing
headquarters and relevant branch companies. In 2025, CQC conducted third-party
audits of 10 units under the Company's service quality management system. The
audits verified the compliance and effectiveness of the Company's service
quality management system in accordance with Civil Aviation Administration of
China (CAAC) regulations (Guidelines for the Construction of Service Quality
Management Systems for Public Air Transport Passengers), the ISO 9001:2015
quality management system standard, and the Company's own service quality
management system documentation.
4.2 Enhancing Customer Experience
Air China has always placed passenger experience and rights protection at the
core of its operations. Through systematic on-time performance assurance,
efficient customer demand response, and responsible marketing practices, it
has built a customer-centric premium service system.
4.2.1 Guaranteeing Flight Punctuality
To ensure on-time flight operations, the Company has implemented a
comprehensive and efficient set of safeguard measures to mitigate delay risks.
Resources are flexibly allocated to address unforeseen events, ensuring
passengers arrive at their destinations safely and on schedule.
Table: Measures for Guaranteeing Flight Punctuality
Category Key Measures
Management of Flight Punctuality • Issued the Air China Limited Flight Punctuality Reward and Penalty
Management Measures and Air China Flight Rapid Turnaround Work Plan (Trial).
Published 10 monthly bulletins on flight punctuality management and convened 4
regular flight operation meetings.
• Issued the Air China Limited Flight Punctuality Data Dictionary (Version
1) to standardise data management across data definitions, calculation rules,
and naming conventions.
• Conducted ongoing analysis of irregular flights, formulated the Irregular
Flight Analysis Procedure, and revised the Classification Rules for Irregular
Flight Causes. The classification of irregular flight causes has been refined
and expanded to 179 items.
• Optimised the irregular flight appeal process, strengthened coordination
and communication with regulators, and submitted reasonable appeals for
irregular flights. During the reporting period, a total of 198 individual
flight punctuality awards were issued, and 39 individual penalties were
imposed.
Assessment and Statistical Analysis of Flight Punctuality • In accordance with the 2025 Flight Punctuality Assessment Indicators and
Regulatory Measures issued by the Civil Aviation Administration of China
(CAAC), established operational assessment items and target values,
communicated the requirements to all relevant units, and provided detailed
guidance on the associated indicators.
• Established a flight operation status tracking mechanism, analysed the
causes of irregular flights, assessed gaps between actual and scheduled flight
durations, and optimised flight timetable scheduling. Concurrently, submitted
data in accordance with regulatory requirements and conducted daily
reconciliation of data from CAAC's Flight Normal Management System to
continuously improve the accuracy of the Company's flight data.
Flight Operations Management • Conducted real-time monitoring of flight operations, issued rapid
turnaround warnings as needed, and resolved irregular flight situations
promptly.
• Monitored and analysed unauthorised early flight departures using actual
flight production data and system operation records. Conducted root-cause
analysis for each delayed flight with regular reporting, to continuously
supervise and improve ground support standards.
Management of Self-Attributable Flight Delays • By reasonably adjusting flight schedules and urging support units to
prioritise key operations, the Company reduced self-attributable flight delays
of over four hours and minimised passenger delay compensation costs. During
the reporting period, a total of 130 coordination meetings were held to
address abnormal operations. The share of self-attributable flight delays
exceeding 4 hours was 0.019 percentage points lower than the industry average
and 0.044 percentage points lower than the same period in 2024.
Diversion Mechanism Establishment • For flight routes subject to flow control restrictions, implemented
rerouting measures to avoid or reduce flight delays and ensure normal flight
operations.
• Issued the draft Air China Restricted Flight Diversion Work Procedure
(Trial) to clarify the division of responsibilities across all positions and
handling procedures, ensuring smooth and efficient end-to-end operations.
Collaborative Management Mechanism Establishment • Established the Air China Collaborative Operation Mechanism to effectively
improve the collaborative efficiency of the Company's three-tier operation
control system.
• Conducted a comprehensive review and integration of the Company's existing
collaborative resources and operational status.
Seasonal Operation Safeguard Plans • To strengthen the Operation Control Centre's overall management of flight
operation support during the thunderstorm and ice/snow seasons, formulated
dedicated support plans, fully leveraged the functions of all departments, and
laid a solid foundation for smooth flight operations.
• During the peak thunderstorm season, conducted daily monitoring of Air
China's on-time performance indicators, as well as risk assessment and
rectification for performance indicator completion.
Short-Delay Flight Coordination Mechanism • Implemented prompt coordination for flights with temporary short delays to
ensure normal operations.
On-time Performance Data⁸
l 2025 On-time Flight Rate: 91.78%
l 2025 Flight Execution Rate: 99.2%
⁸Flight regularity performance data covers Air China, Beijing Airlines,
Dalian Airlines, and Air China Inner Mongolia.
4.2.2 Response to Customer Demands
Air China has built comprehensive, multi-channel customer engagement
mechanisms. It has established and implemented the Complaint Management
Regulations and a one-stop closed-loop complaint handling mechanism, clearly
defining the responsibilities and response timeframes of complaint management
departments at all levels to improve customer complaint handling efficiency.
In 2025, Air China shortened the handling time for passenger complaints
related to self-attributable irregular flights from 7 working days to within
72 hours.
The Company has formulated the Passenger Satisfaction Survey Management
Regulations, conducts annual customer satisfaction surveys, reviews and
analyses customer feedback, and implements corresponding rectification and
improvement measures. In 2025, it established clear performance indicators to
drive improvements in service quality and customer satisfaction.
2025 Service Performance Data⁹
Indicator Unit 2025 Result
International mishandled baggage rate pieces/thousand passengers 1.08
Domestic mishandled baggage rate pieces/thousand passengers 0.09
Total passenger complaints across all channels cases 32,769
Resolved customer complaints cases 32,769
Passenger complaint resolution rate % 100
Overall passenger satisfaction score points 88.1
Ground service satisfaction score points 87.6
Ticketing service satisfaction score points 88.9
Cabin service satisfaction score points 88.4
⁹2025 service performance data covered Air China, Beijing Airlines, Dalian
Airlines, and Air China Inner Mongolia.
4.2.3 Responsible Marketing
Air China strictly complies with relevant laws and regulations, including the
Law of the People's Republic of China on the Protection of Consumer Rights and
Interests and the Advertising Law of the People's Republic of China. It has
established internal management standards, continuously improved its
institutional system, and consolidated its management foundation to strictly
prohibit exaggerated or false marketing activities. When presenting the
Company's image, brand and services to the public, it proactively and fully
discloses key information including legal risks and event terms, clearly
states potential risks of relevant projects, and fully protects customers'
right to information, thereby minimising disputes, litigation or legal risks
arising from inadequate disclosure.
4.3 Information Security and Privacy Protection
Air China regards information security and privacy protection as a cornerstone
of its sustainable development. It has established a comprehensive data
management system with clearly defined accountabilities and strict
implementation protocols, continuously improving the professional standards of
data security governance and risk prevention capabilities.
4.3.1 Governance
Air China has established a Cybersecurity Management Committee as the highest
decision-making body for cybersecurity work. The Committee is led by senior
management and is responsible for the overall coordination of strategic
planning and supervisory implementation for information security and data
compliance management. A dedicated leading group is set up under the Committee
to undertake specific security decision-making responsibilities, with a
permanent office established under the leading group to oversee the
development and improvement of cybersecurity systems and mechanisms. Relevant
business units are responsible for the daily operation and maintenance of
cybersecurity, forming a three-tier management system with top-down
supervision and clearly defined accountabilities. Members of the Committee
hold relevant academic qualifications and extensive professional experience in
information security and privacy protection, ensuring the professionalism and
effectiveness of decisions related to information security and privacy
protection.
The Company strictly complies with relevant laws and regulations in all
operating jurisdictions, including the Cybersecurity Law of the People's
Republic of China, the Data Security Law of the People's Republic of China,
and the Personal Information Protection Law of the People's Republic of China.
It has formulated and issued internal management systems covering all business
lines and subsidiaries, including the Cybersecurity Management Measures and
Detailed Implementation Rules for Data Security Management,to fully protect
information security. Suppliers are also required to comply with the
above-mentioned system requirements. In accordance with the Supplier
Management Procedures, specific requirements for customer privacy and data
security assessment and management have been embedded across the entire
supplier lifecycle, including qualification and performance evaluation.
The Company undertakes not to lease or sell users' personal information to
third parties. Such information will only be provided to third parties when
necessary for the completion of transactions and services, and only after
obtaining the user's explicit consent.
4.3.2 Strategy
Air China has adopted "digital intelligence enablement, system foundation
building, and value leadership" as its core strategy, and "institutional
guidance, perceptual empowerment, and integrated efficiency improvement" as
its guiding principles. It accelerates technological innovation, advances
digital and intelligent transformation, and comprehensively drives forward
information security and privacy protection initiatives.
4.3.3 Management of Impacts, Risks and Opportunities
Air China actively conducts information security and privacy protection risk
management, and is progressively integrating it into the Company's overall
enterprise risk management framework.
Risk Identification
• The rapid development of next-generation information technology brings
both opportunities and challenges to the Company's high-quality development.
World-leading airlines are accelerating the implementation of digital
intelligence as a corporate strategy, with cybersecurity identified as the top
priority for digital investment by most airlines.
• While the Company is accelerating its digital transformation, it continues
to face a series of challenges. The full digitalisation and online migration
of business operations have brought significant cybersecurity challenges. Its
information systems cover critical business areas including flight safety
operations and passenger marketing services. Internet connectivity exposes
these systems to security risks such as cyber-attacks and unpatched software
vulnerabilities. The current levels of informatisation and digital
intelligence vary across the Company's business segments and units, resulting
in challenges including inconsistent understanding of digital strategy,
misalignment between digital and business strategies, insufficient
business-technology synergy, and cross-departmental collaboration barriers.
Risk Assessment
• In accordance with the Guidelines on Grading Cybersecurity Incidents
issued by the Cyberspace Administration of China (CAC), the widespread
dissemination of illegal and harmful information, which constitutes a major
cybersecurity incident, will impact the Company's normal production and
operations and trigger significant public opinion risks.
• In line with the Central Committee of the Communist Party of China's
directive to accelerate the development of new quality productive forces, and
amid the industry's competitive landscape, evolving passenger demand trends,
and technological innovation opportunities, failure to timely seize digital
transformation opportunities and accelerate business digitalisation will
weaken the Company's ability to build core competitiveness in the digital era.
• If units at all levels of the Company have insufficient strategic
understanding of digital transformation, if there is misalignment between
digitalisation and business strategy, or if effective business-technology
synergy cannot be achieved, the end-to-end implementation and high-quality
advancement of the digital transformation strategy will be adversely affected.
Risk Management
• Strengthened the development of the corporate network and information
security protection system. Continuously monitors updates to national and
superior regulatory laws and regulations, and promptly incorporates relevant
requirements into the internal management system. Conducts rigorous practical
offensive and defensive drills to thoroughly analyse potential risks and gaps,
driving the rectification of identified issues. Holds monthly work safety
meetings to assess the risk profile of information systems, and collaborates
with business departments to establish a joint prevention and control
mechanism, ensuring the secure and stable operation of the Company's
information systems.
• Strengthened the overall planning and systematic advancement of the
Company's digitalisation efforts. Implements the decisions and deployments of
the Party Central Committee on the digital economy, adheres to the dual-wheel
drive of business and technology, coordinates the development of the 15th
Five-Year digital transformation plan, systematically formulates the annual
digital work plan, focuses on key annual digital construction tasks, and
builds Air China's core competitiveness in the digital era.
Information Collection Procedures
• Has established a Privacy Policy to inform users of matters related to the
collection, use, deletion, retention and protection of personal information,
and to guide users on how to exercise their rights to access, rectify and
delete their personal data, ensuring their right to information.
Information Security Storage
• Ensures compliance with statutory requirements for the storage location,
method and retention period of personal information, and stores information
using access control, encryption and de-identification technologies.• For
passenger information storage, it ensures that information is retained for the
minimum necessary period. Passenger personal data is deleted or anonymised
upon the expiry of the stipulated retention period, and no personal data is
collected from third parties except where required by law.
Technical Assurance
• Has implemented technical safeguards including intranet access control,
multi-layered in-depth defence for the internet, application and system
vulnerability scanning, web application protection, and centralised data
storage and backup.
• Uses a centralised monitoring and management platform for real-time
monitoring of various information security devices within the network, and
applies specific control measures to key information systems and personnel
equipment.
• For security notifications, it receives cybersecurity information and
intelligence from various notification centres. Based on professional
cybersecurity threat intelligence, it issues timely notifications and
implements remediation measures for external security incidents and
vulnerability disclosures.
• Conducts annual penetration testing on core business systems storing
sensitive data, and promptly remediates all identified application
vulnerabilities to continuously improve the security protection capabilities
of its information systems.
• Implements security controls for sensitive data transmitted externally to
ensure the security of outgoing emails, and has deployed boundary data loss
prevention (DLP) tools to enforce security controls on outbound data.
Emergency Response
• Has established emergency response measures including vulnerability
notification and response mechanisms, defined handling procedures for
information security incidents, and proactively mitigates information security
risks.
• Conducts regular security emergency drills and offensive and defensive
exercises to prevent unexpected incidents.
Information Security Audit
• Engages an external audit firm to review the security and management
compliance of information systems. During the reporting period, one internal
audit and one external audit were conducted on the Company's information
systems and policies. Concurrently, it completed CAAC aviation security audits
and assessments, a cybersecurity classified protection evaluation, and an
International Air Transport Association (IATA) IOSA audit, with a 100% risk
rectification rate.
Privacy Protection Training
• Conducted a series of company-wide online training sessions via online
learning platforms and dedicated publicity columns, covering topics including
cybersecurity policies and regulations, cyber threat protection for critical
information infrastructure, data security protection, and prevention of social
engineering and phishing attacks.
• Conducted full-coverage supplier security training for vendors providing
development services for Air China's critical systems.
4.3.4 Indicators and Targets
Air China has incorporated key performance indicators (KPIs) for information
security and privacy protection into its target management framework, and
improves its management capabilities through regular tracking, assessment, and
performance disclosure. The Company has established a Safety Control Platform
to realise visualised security monitoring, proactive protection, and
systematic internal control, continuously improving the level of intelligent
security management.
In 2025, the Information Management Department achieved a 100% pass rate for
network and information security certifications. It obtained the ISO/IEC
27001:2022 certification, completed PCI-DSS certification, and successfully
passed the classified protection Level 3 assessment for 12 systems. No data
leakage incidents or related losses occurred during the year.
Target: Zero material information security incidents. Achieved
4.4 Service Quality Improvement
Air China is committed to providing comprehensive and attentive services to
all passengers, ensuring every passenger enjoys a premium travel experience.
It keeps pace with the times and actively promotes the upgrading and
application of digital services to deliver more convenient and efficient
travel solutions.
Routine Services
Intelligent Mobility
• The upgraded "Ace Flight" system, featuring the "Air China Cabin
360-Degree Panoramic View", was officially launched. The system covers three
major aircraft manufacturers: Airbus, Boeing, and COMAC, includes 11
mainstream aircraft models, and accurately replicates 24 different cabin
layouts.
• Development of the "Smart Cabin" project is continuously advancing.
Thirteen independently developed system functions have been launched,
including the "E-Companion" information push service, intelligent group
paging, digital operational coordination dashboard, and
low-system-specification warning functions.
• The "Automatic Check-in" service has been launched, covering 5 airports
including Guangzhou, Hangzhou, Wuhan, and Chengdu Tianfu/Shuangliu, and 16
domestic routes.
In-flight Entertainment
• Enhanced the in-flight service experience. The new A320 fleet has been
equipped with the domestic iWO in-flight entertainment system, and the 2025
version of the safety demonstration video, as well as new boarding and
deplaning music titled From Afar to Further, have been launched.
Ground Handling Services
• The BSIS system's delayed push service for checked baggage information has
been expanded to 125 domestic airports, with dynamic full coverage of Air
China's domestic airports based on actual operational conditions.
• Has established a one-stop end-to-end service for delayed baggage,
eliminating the need for passengers to contact the airport terminal directly.
In-flight Meals
• Launched series of in-flight catering services.
• Launched the new tableware collection.
Service Products
• Actively promoted rail-air intermodal transport services, with cross-sales
launched on the 12306 platform. As of the end of 2025, this product covers
1,043 railway routes.
• Launched the "2+2+2" scheme (including two domestic refund vouchers, two
international refund vouchers, and a free/discounted refund mechanism within
two hours of ticket purchase), as well as features including in-flight meal
pre-selection and meal waiver options, to continuously improve user
experience.
• Has continuously developed the "Phoenix Miles" frequent flyer brand, with
total membership exceeding 100 million.
• Comprehensively developed the "Air China Express" service brand, which was
successfully selected as one of the second batch of outcomes of the Central
Enterprise Brand Leadership Action in the excellent achievement evaluation.
• Exclusive services for first-time flyers have been extended to
international and regional flights departing from mainland China.
• Continuously improved the quality of its self-operated lounges, including
the opening of the new "Zichen" VIP Lounge in Urumqi. The "Smart Boarding"
service has been launched at 9 self-operated lounges in Beijing, Shanghai and
other cities. A variety of cultural themed activities were held, with
passenger interaction events during the Spring Festival, Dragon Boat Festival
and Mid-Autumn Festival receiving positive feedback.
• Has built a blockchain-based airline digital asset issuance platform, and
officially launched the "Phoenix Miles" 31st Anniversary Gift digital asset.
This makes Air China one of the first airlines in China to enable core
aviation entitlements to be collected, used and traded.
Special Passenger Services
Unaccompanied Children Service
• The Air China App has launched a booking service for unaccompanied minors
(UMs).
• Has optimised meal selection criteria to ensure child-friendly non-spicy
meals are included in the standard meal offering.
On-board Wheelchair Service
• Provides free on-board wheelchair services for passengers who are fit to
fly but have limited mobility, assisting them with moving to and from their
seats and accessing the lavatory.
Baby Bassinets
• Air China provides baby bassinets in Business Class, Premium Economy Class
and Economy Class on international routes operated by specific aircraft types.
Special Needs Services
• Provides check-in assistance and checked baggage handling (check-in and
collection) for hearing or visually impaired passengers who are fit to fly, in
accordance with their specific needs.
• Passengers can book the point-to-point small animal transport service on
the Air China App and official website for flights operated by Air China with
Air China flight numbers.
Case: "Thank You for Your Hands!" - A 110-Minute Heartwarming Transit for 29
Deaf and Mute Passengers
On 5 July 2025, the Air China ground support team at Beijing Capital
International Airport successfully assisted 16 members of a deaf and mute
tourist group to complete all six procedures from international arrival to
domestic transfer via its professional and efficient barrier-free service
model, enabling them to board 42 minutes ahead of schedule. The remaining 13
passengers in the group also completed baggage collection smoothly upon
arrival in Beijing. Throughout the process, all communication was conducted
silently through gestures, text and illustrations, vividly embodying the
Company's customer-centric service philosophy and its commitment to ensuring
"smooth and barrier-free journeys" for all passengers.
5. Employee Development
Air China's mission is to "empower employees". It places paramount importance
on safeguarding employee rights and interests, as well as caring for their
health and well-being. The Company strengthens the reform and development of
the industrial workforce, expands diverse development pathways for employees,
and incentivises employees to excel in their roles, thereby achieving mutual
growth and win-win development between employees and the Company.
5.1 Employee Rights and Communication
Air China continues to deepen its work on safeguarding employee rights and
interests, adheres to principles of equal employment and workforce diversity,
pays attention to employee concerns, and actively fosters a harmonious working
environment.
5.1.1 Compliant Employment
Air China strictly complies with laws and regulations including the Labour Law
of the People's Republic of China, the Labour Contract Law of the People's
Republic of China and the Employment Promotion Law of the People's Republic of
China. It fosters a workplace environment that is fair, compliant and equal,
strictly prohibits all forms of forced labour, child labour, workplace
discrimination, harassment and bullying, and effectively safeguards the
legitimate rights and interests of employees. During the Reporting Period, Air
China had no violations of child labor, forced labor, or discrimination.
In alignment with the Company's Human Resources 14th Five-Year Plan, Air China
has implemented its talent development plan, closely aligning with the
Company's strategic development needs to scientifically formulate and execute
annual recruitment plans. The Company promotes high-quality employment through
campus recruitment, social recruitment, and the introduction of
market-oriented talent. During the recruitment process, the Company strictly
controls recruitment quality and strengthens the supervision mechanism to
ensure that recruitment activities are conducted in accordance with laws and
regulations, and are fair and just. In 2025, the Company steadily advanced its
"three-region recruitment"¹⁰ initiative, actively supported the
resettlement of retired military personnel, participated in dedicated
recruitment drives for persons with disabilities, and provided internship
opportunities for students from the Greater Bay Area and Taiwan. These actions
underscore the responsibility and commitment of a central state-owned
enterprise. Concurrently, 93 recruitment positions were advertised on the
company's internal talent exchange platform to facilitate employee development
channels and mobilise the existing internal human resources.
¹⁰The "three-location recruitment" initiative is a key strategic action
aligned with the Central Committee's directives on regional development in
Tibet and Xinjiang. It focuses on engaging university graduates from the
provinces of Tibet, Qinghai, and Xinjiang, as well as Tibetan-inhabited
counties in Sichuan, Yunnan, and Gansu. Eligibility extends to graduates
holding local student status or local household registration before
enrollment.
Table: Human Resources 14th Five-Year Plan
l Strengthen organizational governance and optimize corporate management and
organizational structures
l Cultivate a high-quality cadre workforce and consolidate talent assurance
for the company's strategic growth
l Accelerate the transformation of operational mechanisms to enhance
internal workforce motivation and self-driven capability
l Systematically improve the efficiency of human capital allocation to
advance high-quality development
As of the end of 2025, the total number of employees was 107,795，and labour
contract signing rate was 100%.
Table: 2025 Employee Demographics
Category Breakdown Number of personnel Proportion
Employees by Employment Type Permanent employees under labour contracts 101,292 93.97%
Dispatched employees 6,125 5.68%
Other¹¹ 378 0.35%
Employees by Gender Male employees 66,447 61.64%
Female employees 41,348 38.36%
Employees by Age Group Employees aged 35 and under 58,653 54.41%
Employees aged 36 to 45 33,810 31.37%
Employees aged 46 and above 15,332 14.22%
Employees by Region Employees within mainland China 104,787 97.2%
Employees outside mainland China 3,008 2.8%
Employees by Job Category Management 7,245 6.72%
Functional Personnel 5,974 5.54%
Marketing Personnel 5,470 5.07%
Production Operations Personnel 5,903 5.48%
Ground Handling Staff 13,133 12.18%
Cabin Service Personnel 28,625 26.56%
Production support personnel 6,166 5.72%
Flight Crew 14,756 13.69%
Engineering and Maintenance Personnel 17,421 16.16%
Information Technology Personnel 1,240 1.15%
Other Personnel 1,862 1.73%
Employees by Educational Attainment Master's degree or above 5,409 5.02%
Undergraduate 65,315 60.59%
Specialist College 28,096 26.06%
Secondary school or below 8,975 8.33%
¹¹Other employee categories include air marshals and rehired personnel.
Table: 2025 Employee Turnover Rate
Category Proportion
Overall employee turnover rate 2.08%
Turnover rate by employment type Permanent employees under labour contracts: 1.80%
Dispatched employees: 0.28%
Turnover rate by gender Male employees: 1.09%
Female employees: 0.99%
Turnover rate by region Domestic: 1.99%
Overseas: 0.09%
Turnover rate by age group Employees aged 35 and under: 1.52%
Employees aged 36 to 45: 0.37%
Employees aged 46 and above: 0.19%
5.1.2 Protection of Rights and Interests
Air China attaches great importance to employees' democratic rights and
legitimate interests. In accordance with the Trade Union Law of the People's
Republic of China and the Provisions on Enterprise Democratic Management, Air
China formulated the third edition of the List of Matters for Review and
Approval by the Employee Representative Congress and the Joint Meeting of
Delegation Heads of Air China Limited and other systems, established trade
union organisations at all levels, upholds employees' rights to freedom of
association, assembly, and trade union membership, and facilitated the role of
employees in democratic management, participation, and supervision. During the
reporting period, Air China convened three sessions of the Employee
Representative Congress to listen to and deliberate on the Company's annual
work report, to review eight special reports in writing, and to elect employee
representatives to the new Board of Directors. All motions were duly
processed. Concurrently, the Company's case on "Establishing a Multi-level
'1+M+N' System for Workers' Congresses" was selected as a model case of
democratic management by the All-China Federation of Trade Unions. In 2025, 15
motions were submitted by employee representatives to the Employee
Representative Congress, with a 100% response rate.
5.1.3 Communication Services
Air China has deployed digital and intelligent agent applications to meet
employees' practical needs, optimised service processes, and enhanced both
service efficiency and the employee experience.
Table: Highlights of Communication Service Initiatives
Upgrading of Platform-based Services
• The "CNAHC Employee Service Platform" has been integrated and upgraded,
structured into three modules: business inquiry, business processing, and
comprehensive services, creating a one-stop portal for employee services. The
Business Inquiry Module integrates four query functions, including employee
basic information, salary inquiry, and digital employee ID, enabling employees
to quickly access their personal data. The Business Processing Module covers
seven common transactional processes, such as internal recruitment, attendance
management, labour contract administration, and certificate issuance. The
Comprehensive Service Module integrates a wide range of services, including
lifestyle benefits and employee cultural activities.
• An AI-powered Q&A system and knowledge base have been integrated to
enable intelligent inquiries, process-guided self-service, and improved
efficiency and employee experience.• During the reporting period, the
platform recorded a cumulative total of 1.97 million visits.
Innovation in Intelligent Office Solutions
• Focusing on high-frequency office needs of employees, research and
screening identified three typical scenario applications for the Employee
Office Agent: digital document issuance (e.g., employment certificates),
intelligent meeting minute drafting, and intelligent knowledge base Q&A.
• Leveraging the Company's existing digital and intelligent resources, the
"1+3" agent applications have been rapidly deployed to enable automated
processing and real-time response for relevant business operations.
In 2025, Air China conducted an online and offline employee satisfaction
survey, collecting nearly 1,000 valid questionnaires. Offline surveys were
conducted at 10 locations, including the Air China Headquarters Building,
Southwest Branch, Zhejiang Branch, and Shanghai Branch. The employee service
satisfaction score reached 96.46 points.
5.2 Employee Training and Development
Air China regards talent development as the core driver of corporate
development and success. It continuously optimises incentive mechanisms and
expands internal promotion channels to unlock employee potential and ensure
the organisation advances steadily. Furthermore, the Company provides
personalised and tailored learning resources to precisely meet employees'
career development needs.
5.2.1 Talent Development
Air China continues to refine a learning ecosystem covering the entire career
lifecycle of its employees to strengthen efforts in cultivating innovative
talent. The Company has implemented the decisions and deployments of the Party
Central Committee regarding the integrated reform of the systems and
mechanisms for education, science, technology, and talent. In accordance with
the relevant requirements for education and training in state-owned
enterprises in the new era, it has formulated and implemented internal
regulations including the Compliance Training Outline, the Work Style Training
Outline for All Employees, the Aviation Security Officer Training Outline, and
the Teaching Management Standards of the Training Department. This has
established a progressive training system covering foundational knowledge of
laws, regulations and industry standards, core competencies including
professional ethics, risk prevention and control, and emergency response, and
advanced capabilities including strategic thinking, technological innovation,
and risk management. The system provides targeted learning pathways for
employees across different positions and development stages.
Table: Air China Training System
l Full-time Training System for Management Personnel, Young Cadres, and
Science and Technology Talents
l Training System for Pilots, Cabin Crew, Aviation Security Personnel, and
Flight Dispatchers
l Training System for Air Transport Operations, Overseas Assignees, and
Commercial Teams
l Training System for Dangerous Goods Transport and Aviation Security
Table: 2025 Employee Training Status¹²
Category Training coverage rate (%) Average training hours per employee
Training coverage by position level
Senior management 62.2% 19.8
Middle management 53.5% 21.5
Front-line employees 76.1% 43.9
Training coverage by gender
Male employees 78.9% 44.1
Female employees 71.5% 42.2
¹²The employee training data includes information from Air China, Beijing Airlines, Dalian Airlines, and Air China Inner Mongolia Company.
Leadership Development
Air China has established a systematic leadership development model to enhance
the capabilities of cadres in a tiered and categorized manner. For senior
executives, the focus is on strategic guidance and leadership team
optimization, with decision-making and accountability capabilities enhanced
through contractual performance assessments and job rotation. For middle
managers, a dedicated young cadre development program is implemented, with
comprehensive management capabilities enhanced through secondments,
cross-functional rotations, and specialized training. For core professional
staff, project-based development and digital training are used to deepen
professional expertise, establishing clear career paths for key talent
including technology and international professionals, while continuously
developing the core talent pool.
In 2025, while faithfully fulfilling the training and teaching tasks assigned
by superior authorities, Air China leveraged its own resources to launch key
training programs for the first time, including programs for middle-aged and
young cadres, youth cadres, and a dedicated capacity-building program for
scientific and technological talent, systematically advancing the development
of a high-quality cadre team.
General Competency Network Training
The Company continues to advance the development of online training platforms,
including the CNAHC Network College. The online academy platform comprises
four distinct zones: the Party School Branch, the Leadership Development
Branch, the Technical Training Branch, and the External Zone.
In 2025, the Online College launched 2,049 new courses, attracting 72,993
registered learners with total learning hours of approximately 4.01 million.
Enhancement of Academic Qualifications
Air China supports employees in pursuing further education to enhance their
academic qualifications and comprehensive capabilities, fostering the mutual
growth of individuals and the Company. During the year, more than 400
employees received skills improvement subsidies.
Civil Aviation Employees' University Dream Realisation Project
Air China continues to advance the "Civil Aviation Employees' University Dream
Realisation" project, which aims to achieve the "dual improvement" of
employees' academic qualifications and professional skills. This initiative
was jointly launched by the China Civil Aviation Trade Union and the Open
University of China. With online education as its core, it integrates
interactive online learning with practical offline training to establish a
comprehensive learning platform for learners that combines academic
advancement with vocational skill development. The undergraduate and associate
degree programs under the project have a study duration of 2.5 years. Upon
completing all required credits for compulsory and elective courses and
passing all examinations and competency assessments, graduates are awarded
nationally recognized graduation and degree certificates within the national
education system. In 2025, 612 employees were enrolled in undergraduate and
junior college programmes, with a total of 664 scholarships awarded.
5.2.2 Enhancement of Competence
Innovation and Efficiency Enhancement
Development of Employee Innovation Platforms and Commercialization of Innovation Outcomes
• In 2025, one national-level innovation studio and one
provincial/ministerial-level studio were accredited, both of which joined the
CAAC C919 Aircraft Innovation Alliance. Two studios were recognized under the
CNAHC Innovation Alliance, five "Women's Innovation Studios" were established,
and 14 group-level studios were launched.
• Organized national-level master craftsmen and highly skilled talents to
participate in the 3rd National Master Craftsmen Exhibition and the Civil
Aviation Science, Technology and Education Innovation Achievement Exhibition,
showcasing employees' innovation achievements and professional expertise.
• The Company participated in the 2025 "Five Small" Innovation Activity for
Team Building. Grassroots units submitted a total of 704 proposals, 101 of
which were reported to CNAHC. Among them, four "Five Small" innovation
achievements were selected for display on a national platform.
Lecture and Commendation Event for Model Workers and Craftsmen
In May 2025, Air China participated in the themed lecture event "Building a
Solid Foundation through Work Style, Forging Competence through Craftsmanship,
and Improving Efficiency through Innovation" organized by CNAHC, with over 300
attendees on site. Thirteen recipients of national, provincial and
ministerial-level advanced honors were commended. In addition, the inaugural
CNAHC Innovation Studio Alliance, Women's Innovation Studios, and
representative innovation studios were officially inaugurated, with their
exemplary stories presented and recognized.
Skills Enhancement
Air China encourages employees to improve their professional capabilities and
comprehensive literacy through skills competitions, promoting learning and
training through competition.
China Civil Aviation Maintenance Post Skills Competition
In November 2025, Air China participated in the National Finals of the 2nd
China Civil Aviation Maintenance Vocational Skills Competition and achieved
outstanding results. Specifically, two employees were awarded the title of
"National Civil Aviation Technical Expert", four won the title of "National
Civil Aviation Gold Medal Employee", one received the title of "National Civil
Aviation Youth Post Pioneer", and two were awarded the title of "National
Civil Aviation Youth Post Expert".
5.2.3 Promotion and Development
Air China has systematically established a talent promotion and development
framework centered on the full-chain mechanism of "selection, cultivation,
management, and appointment". For cadre team building, the Company promotes
cross-organizational secondments, optimizes open competitive selection
processes, and strengthens performance-based assessments to accurately
identify and develop talent. At the same time, a reserve pool of outstanding
young cadres has been established. Through targeted practical programs such as
training at the Central Party School and temporary postings, the foundation of
the talent succession pipeline is continuously consolidated.
For professional development, Air China has established and improved job
grading systems for key business functions including commercial marketing,
flight dispatch, cabin services, and aviation security. Senior and expert
grades have been added at the upper levels, with pilot programs extended to
areas including ground services and information technology. At the same time,
an evaluation mechanism focused on innovative contributions has been
systematically strengthened, removing career development barriers for
professional talent and establishing a dual-track career development framework
for both management and professional roles, fully unlocking the innovation and
vitality of the workforce.
During the reporting period, 100% of employees were subject to regular
performance and career development assessments.
Air China Professional Technical and Vocational Skills Talent Occupational
Qualification Capability Levels
Junior Intermediate Senior Principal Expert Chief Expert
5.3 Employee Incentives and Wellbeing
Air China continues to implement employee incentive policies and has
established a comprehensive and diversified compensation, performance
management and benefits system. The Company is committed to providing
employees with a competitive and comprehensive remuneration and benefits
package, cares for employees' needs, organizes a wide range of activities,
fosters a positive working environment, and fully motivates the enthusiasm and
creativity of the workforce.
5.3.1 Remuneration Performance
Air China adheres to the principle of "pay for job value, pay for individual
competence, and pay for performance results", and has established a job and
remuneration system based on job value and competence. During the year, Air
China continued to improve a performance-based remuneration allocation
mechanism. It strengthened incentives and safeguards for key employee groups,
and tilted remuneration allocation towards units with outstanding performance,
technological innovation areas, and frontline positions involving harsh,
dirty, dangerous and arduous working conditions.
In 2025, Air China launched a "Green Channel for Job Performance Grade
Evaluation" to grant higher performance grades to employees who have made
outstanding contributions in key areas such as technological innovation and
rural revitalization, further boosting employee motivation. At the same time,
the Company links all employees' performance-related remuneration to key ESG
indicators, including energy conservation and environmental protection,
passenger satisfaction, and complaint rate per 10,000 passengers.
Comprehensive evaluations are conducted quarterly and annually in conjunction
with organizational performance contracts and business performance assessment
responsibility statements for responsible persons, fully motivating managers
and employees to participate in ESG practices.
5.3.2 Welfare and Care
Air China has established a comprehensive employee welfare and protection
system. The Company makes full statutory contributions to the "five insurances
and housing fund" for all employees in accordance with the law, and provides
diversified supplementary benefits including enterprise annuities and
supplementary commercial insurance. As of the end of the reporting period,
employee social insurance coverage reached 100%, and enterprise annuity
coverage also reached 100%.
The Company strictly implements the attendance management system to ensure
employees' entitlement to statutory annual leave, maternity leave, parental
leave and other types of leave. In addition, the Company actively responds to
employees' needs and enhances their sense of belonging through various support
programs.
• A total of 49,591 employees participated in the 8th phase of Air China's
Critical Illness Mutual Assistance Fund.
• In 2025, RMB 1.18 million in mutual assistance funds was distributed to 59
female employees with illnesses.
• Financial assistance was provided to 117 employees in need, with a total
of RMB 416,000 in consolation funds distributed.
• Special consolation visits were conducted for employees with critical
illnesses, benefiting 111 employees and their family members, with RMB 222,000
in special consolation funds distributed to employees in financial hardship.
• Consolation visits were also conducted for employees affected by heavy
rainfall, with RMB 25,000 in condolence payments distributed to affected
staff.
Condolence Visits to Frontline Staff
During the 2025 Spring Festival, Air China continued its "Warmth Delivery"
initiative, focusing on consolation visits to employees in arduous positions
such as outdoor and apron duties, as well as those undertaking major transport
support tasks. Special consolation and hardship assistance funds were
allocated through the trade union system to effectively address employees'
practical difficulties.
During the summer, the Company continued the "Trade Union Summer Heat Relief"
initiative. Special consolation funds were allocated to positions in
high-temperature and harsh working environments, with protective equipment and
heatstroke prevention medicines distributed. In addition, working conditions
were improved to protect the safety and health of frontline employees.
"Happiness · Heart Plan" Psychological Care Project
In 2025, Air China established an integrated online and offline mental health
service system to promote the effective deployment of "Happiness · Heart
Plan" resources at the grassroots level. A total of 434 activities were held
throughout the year, including 146 thematic lectures, 175 group counselling
sessions, 46 group counselling sessions for new employees, 55 promotional
campaigns, and 12 monthly online micro-courses. One-on-one psychological
counselling services were provided for 2,816 hours, serving 5,507
person-times, with 15 hours dedicated to crisis intervention cases. The
platform recorded 43,968 active user visits, achieving positive results.
5.3.3 Employee Activities
Air China fosters a warm and harmonious working environment through diverse
cultural and sports activities, enhancing employees' sense of belonging and
cohesion with the Company through their participation.
Bridging Mountains and Seas, Building Dreams Together: Air China's Overseas Local Staff Visit to China
In November 2025, Air China's Commercial Committee successfully organized the
"Journey Home: United We Shine with Air China" China Visit Program for
Overseas Local Employees, bringing together 43 local employees from around the
world in Beijing. Through in-depth interpretation of the Company's strategic
blueprint, detailed sharing of core business operations, immersive experiences
of Chinese culture, and in-depth exchanges, overseas local employees enhanced
their sense of belonging and gained a deeper understanding of the Company
through face-to-face interactions. With warm care and emotional connection,
they united to move forward together on a new journey.
Staff Table Tennis Competition
In September 2025, Air China organized employees to participate in the 3rd
CNAHC Group-wide Employee Table Tennis Tournament with the theme "Dynamic Ping
Pong · Vibrant CNAHC", competing with over 160 players from 33 other
organizations. During the tournament, Air China's athletes demonstrated
excellent sportsmanship and team cohesion. The event not only enriched
employees' leisure and cultural life, but also effectively enhanced team
cohesion.
Employee Fitness Program
In October 2025, CNAHC held the 8th Employee Fitness Walk with the theme
"Soaring with the Wind, Walking in the Blue Sky". Air China selected employees
to participate in four categories: men's and women's 5km races, and men's and
women's 10km races. This collective outdoor walking event effectively improved
employees' physical fitness, while also enhancing their health awareness and
sense of collective belonging.
5.3.4 Employee Honours
Air China continues to promote the spirit of model workers, fostering a
positive culture of emulating advanced role models. This has nurtured a large
number of exemplary individuals who are dedicated to their posts and strive
for excellence.
In 2025, Duan Huangke, a senior flight dispatcher at Air China, was awarded
the title of "National Model Worker".
6. Social Contribution
Air China has always taken the fulfilment of corporate social responsibility
as its fundamental duty, and has been empowering community welfare and public
good development. The company actively responds to national strategies,
fulfils overseas social responsibilities, supports rural revitalisation,
advances hand in hand with the whole industry, and jointly builds a beautiful
and harmonious society.
6.1 Rural Revitalisation
Air China takes General Secretary Xi Jinping's important speeches and
instructions on agriculture, rural areas and farmers as well as rural
revitalisation as its fundamental guideline. It has thoroughly implemented the
spirit of the 20th National Congress of the Communist Party of China and all
sessions of the 20th Central Committee, and strictly followed the decisions
and arrangements of the CPC Central Committee and the State-owned Assets
Supervision and Administration Commission (SASAC) of the State Council.
Upholding its mission as a flag carrier airline, Air China leverages the
strengths of its "Aviation+" assistance model, coordinates resources in a
scientific manner, takes targeted measures, and effectively promotes the
consolidation and expansion of poverty alleviation achievements in Zhaoping
County, Guangxi Zhuang Autonomous Region and Sonid Right Banner, Inner
Mongolia Autonomous Region, supporting both regions to achieve new progress in
high-quality comprehensive rural revitalisation.
l Total non-reciprocal assistance funds invested during the year: RMB 46.62
million
l A total of 18 assistance projects carried out
l Non-repayable assistance funds introduced: RMB 31.74 million
l Procurement of agricultural and specialty products from assisted areas for
employees: RMB 54.82 million
l Assisted sales of agricultural and specialty products: RMB 43.31 million
l Training sessions delivered: 17,594 person-times, covering grassroots
cadres, rural revitalisation leaders and technical personnel
l 2 cadres seconded for on-site support, and 1 cadre dispatched as Village
First Secretary
l 52 young employees selected to carry out voluntary teaching for the "CNAHC
Blue Sky Classroom" initiative, with cumulative teaching hours exceeding
2,100. The project was recognised as a Best Practice Case at the Sixth Global
Poverty Reduction Awards.
l Targeted assistance work has maintained the highest rating of "Good" in
the performance assessment of central-level targeted assistance for eight
consecutive years.
Through years of assistance practice, Air China has gradually formed an
"Aviation+" assistance model that aligns with central requirements, meets
local needs, gives play to the advantages of central enterprises, and reflects
Air China's distinctive features. Following the victory in the battle against
poverty, the company has continued to focus on the "five revitalisations" -
industry, talent, culture, ecology and organisation. It has formulated a "5+N"
key project plan for rural revitalisation, further deepened catering
procurement cooperation, promoted the redemption of assistance products via
mileage points, and strengthened publicity through aviation media and various
expos, integrating assistance work into the entire industrial chain.
6.1.1 Consolidating Poverty Alleviation Achievements
Air China has continued to consolidate and expand poverty alleviation
achievements in Zhaoping County, Guangxi and Sonid Right Banner, Inner
Mongolia. By scientifically coordinating resources and implementing targeted
policies, the company has made every effort to effectively prevent large-scale
relapse into poverty.
Centred on the needs of people in assisted areas, Air China invested RMB 1.94
million to purchase mobile medical examination vehicles and supporting
equipment for Zhaoping County, covering all 12 townships in the county and
providing home-based health checks for the elderly and people with chronic
diseases. A cumulative total of nearly 25,000 services were delivered,
improving the accessibility of primary medical and health services.
For consecutive years, the "CNAHC Blue Sky Rescue" project has been
implemented in Sonid Right Banner to prevent households from falling back into
poverty due to illness or disaster. In response to local population ageing,
elderly meal services have been launched to improve local elderly-friendly
services.
6.1.2 Comprehensively Advancing Rural Revitalisation
6.1.2.1 Industrial Revitalisation
Air China has focused on supporting the characteristic industries of the two
regions. With scientific planning and targeted investment of more than RMB 20
million, it has launched supply chain upgrading projects. In Sonid Right
Banner, support was provided for the construction of a three-tier forage
reserve system. In Zhaoping County, forward-looking arrangements were made for
matcha production lines, organic fertiliser production and functional product
development projects, injecting new quality productive forces into local
industries.
The company promoted Zhaoping tea to enter aircraft cabins, airport lounges
and other channels, facilitated tea exports to multiple countries, and
significantly enhanced brand influence. The brand value of "Zhaoping Tea"
reached RMB 5.842 billion, and Zhaoping has been listed among the "Top 100
Chinese Tea Counties" for eight consecutive years. By empowering industrial
development through "Aviation+", a shift from external "blood transfusion" to
endogenous "blood production" has been realised.
Consumption Assistance
Air China actively organised high-quality enterprises from assisted areas to
participate in special campaigns including the "Central Enterprise Consumption
Assistance Spring Festival Action", "Central Enterprise Consumption Assistance
Rural Revitalisation Week" and "Central Enterprise Consumption Aggregation
Action", expanding sales channels through on-site sales and livestreaming
e-commerce.
In 2025, the company continued to implement the consumption assistance
initiative "Livestock and Meat in the Sky, Tea Fragrance in the Cabin",
integrating featured agricultural products into in-flight catering to boost
sales. Meanwhile, it increased direct procurement and sales support for
agricultural products from assisted areas, effectively solving the difficulty
of selling specialty products in poverty-stricken areas, promoting industrial
development and ensuring sustained income growth for households lifted out of
poverty.
6.1.2.2 Talent Revitalisation
Adhering to the philosophy of "supporting both aspiration and capability", Air
China has consistently carried out education assistance and talent development
initiatives. For eight consecutive years, it has implemented the "Blue Sky
Classroom" voluntary teaching programme and systematically established a
long-term mechanism for volunteer selection and training.
In 2025, 52 young employees from Air China, Shenzhen Airlines and Shandong
Airlines were selected to provide long-term and short-term voluntary teaching
in Zhaoping County and Sonid Right Banner under the "CNAHC Blue Sky Classroom"
initiative. The programme accumulated more than 2,100 teaching hours, was
selected as one of the Sixth Global Best Poverty Reduction Cases, and included
in the South-South Cooperation Knowledge Base. The Company's cumulative direct
purchase of agricultural products from supported regions cost RMB 54.82
million, and helping sell agricultural products reached RMB 43.31 million.
New Home-School Collaboration Practices
Air China further expanded the coverage of the "CNAHC Blue Sky Classroom"
project. It innovatively shifted assistance focus from schools to families,
addressing weaknesses in family education for left-behind children and
establishing a new "home-school-society" collaborative education model.
More than RMB 5 million was invested to launch projects including teacher
training, senior high school teaching and research improvement, music literacy
promotion, the New Great Wall Self-Reliance Senior High School Class, and the
Blue Sky Education Development Fund, continuously addressing the imbalance in
educational resource allocation. By consolidating campus education through
teacher training and teaching support and extending services to families, a
five-party collaboration mechanism has been established among central SOEs,
professional institutions, local governments, schools and families. More than
80 activities were held, covering over 1,500 households. The practice was
reported by China Women's Daily and recommended to the All-China Women's
Federation.
Cultivating Local Talent Teams
Focusing on the shortage of rural revitalisation talents, Air China has
continuously increased investment in talent development. Adopting the model of
"inviting in and sending out", it provided integrated online and offline
training for more than 17,594 person-times of grassroots cadres, leaders and
technical personnel. Training focused on policies, industry, governance and
digital skills to enhance practical capabilities, aiming to cultivate local
talent teams rooted in rural areas and familiar with agriculture, rural areas
and farmers, consolidating the talent foundation for rural revitalisation.
6.1.2.3 Cultural Revitalisation
Air China has invested a cumulative total of more than RMB 6 million to
support the development of the Sonid Right Banner Ulan Muqir Art Troupe and
built domestic and international performance platforms. The troupe showcased
intangible cultural heritage skills such as Khoomei and long-song to
diplomatic envoys from 14 countries in China and representatives of
international organisations.
By creatively integrating assistance practices into aviation cultural
products, a rearranged version of the original assistance-themed song The
Distance Beyond by Air China employees has been officially included in Air
China's in-flight music playlist.
International Exchange Event for Rural Artisans
Air China invited the Ulan Muqir Art Troupe of Sonid Right Banner to
participate in the 2025 Chinese Farmers' Harvest Festival Rural Artisans
International Exchange and Promotion Conference hosted by the Ministry of
Agriculture and Rural Affairs, with the theme "Craftsmanship for a Beautiful
Countryside, Shared Beauty for All", and delivered a wonderful opening
performance. The show fully displayed the excellent traditional culture of
grassland ethnic groups, promoted China and assisted areas to the world,
vividly told Air China's assistance stories, and mobilised broader forces to
support rural development.
6.1.2.4 Ecological Revitalisation
Leveraging its resource advantages, Air China has practised the concept that
"lucid waters and lush mountains are invaluable assets". It has continuously
implemented infrastructure and living environment improvement projects in
Jiangkou Village, Zhaoping County, Guangxi, covering village appearance
renovation, farmland irrigation, road construction, street lighting
installation, agricultural facility upgrading and the renovation of Party
member activity centres.
The initiative benefited more than 4,700 villagers and provided support for
primary-level Party building, agricultural production and industrial
development. In 2025, Jiangkou Village evolved from a national-level
poverty-stricken village to a model hygienic village at autonomous region
level, a demonstration site for a new-era civilisation practice station, a
pilot village for integrated reform, a clean governance model village, an
advanced unit of the Family Planning Association, and a national
elderly-friendly community. It was also awarded the title of "National Model
Civilised Village" at the Seventh National Conference on Spiritual
Civilisation Construction.
6.1.2.5 Organisational Revitalisation
Air China gave full play to the leading role of Party building. It organised
representatives from "Four Strong" model Party branches and Party
organisations in the "Safety Chain", "Service Chain" and "Support Chain" to
visit Zhaoping County, Guangxi, to exchange experience on the construction of
"Four Strong" model Party branches and chain-based Party building empowerment.
Representatives from grassroots Party branches in assisted areas, including
the Ulan Muqir Party Branch of Sonid Right Banner and the Party Branch of
General Peak Group, were invited to participate.
Taking Party building as a link, the company strengthened cooperation in
breadth and depth, and promoted rural revitalisation through organisational
revitalisation.
6.1.3 Targeted Local Assistance
Branch subsidiaries of Air China have carried out assistance initiatives
tailored to local conditions:
l Air China Zhejiang Branch implemented a rooftop photovoltaic assistance
project in Huangyu Village, Qingyuan County, Zhejiang, to improve the local
living environment and promote green energy development.
l Air China Southwest Branch invited teachers and students from a rural
primary school in Batang County, Sichuan to visit the Air China Flight
Training Base for a themed summer camp, broadening students' horizons,
stimulating their interest in science and injecting new momentum into local
education.
6.2 Overseas Social Responsibility
Air China has actively responded to the Belt and Road Initiative, accelerated
the layout of routes along the corridor, built air corridors, promoted
regional connectivity and economic and trade exchanges, strengthened
people-to-people bonds, and demonstrated the responsibility and commitment of
a state-owned enterprise in pursuing win-win cooperation.
High-Quality Development of the Belt and Road Air Corridor
In 2025, Air China advanced high-quality Belt and Road cooperation. During the
year, it launched 8 new routes under the initiative: Beijing-Vladivostok,
Beijing-Irkutsk, Beijing-Cairo, Beijing-Tashkent, Beijing-Almaty,
Urumqi-Tashkent, Hangzhou-Hanoi and Chengdu-Almaty.
As of the reporting period, Air China operated 74 Belt and Road-related routes
covering 32 countries, with flight frequencies exceeding 2019 levels, building
an aerial bridge for the national high-level "Going Global" strategy.
Youth Exchange Support
In response to President Xi Jinping's initiative on 50,000 youth exchanges
between China and the United States over five years, Air China North America
Headquarters signed a cooperation memorandum with the Embassy of the People's
Republic of China in the United States in 2024, becoming the first airline to
support the project. In 2025, it facilitated 860 young people to participate
in exchange programmes.
In 2025, Air China North America Headquarters was awarded "Best Chinese
Airline" by Global Traveler magazine at its 21st edition awards, and received
the 2025 US-China Cooperation Impact Award of the Year issued by the US-China
Chamber of Commerce.
6.3 Promoting Industry Co-development
Air China has actively carried out industry collaboration, shared resources
and promoted technological interoperability, fostering a mutually beneficial
and win-win development pattern in the civil aviation sector. Working with all
stakeholders, it is building a sound industrial ecosystem and driving the
aviation industry toward higher-quality sustainable development.
6.3.1 Participation in National and Industry Key Programmes
Promotion of Electronic Itinerary Receipts
Air China implemented the CAAC electronic itinerary project and the State
Taxation Administration's requirements for fully digital invoices, advancing
online application of domestic passenger ticket electronic itineraries. In
September 2025, Air China successfully phased out domestic paper itineraries.
In December 2025, it became the first airline in the industry to issue
international electronic itineraries, winning wide recognition from the State
Taxation Administration and CAAC.
Breakthrough in IATA Settlement Currency
Led and promoted by Air China, the IATA General Assembly announced in November
2025 that the Renminbi had become the eighth settlement currency for ICH. This
established a direct RMB clearing and settlement channel for airlines and
their partners, marking a major breakthrough for China's civil aviation in
gaining currency selection rights within the IATA settlement system.
Revision of Industry Group Standards
In accordance with CAAC's 14th Five-Year Plan for Smart Civil Aviation and
requirements for digitalising ticket settlement, Air China, together with the
Revenue Accounting Working Committee of the China Association of Travel
Services, led the revision of the group standard Settlement Measures for
Excess Baggage Tickets on Routes Originating in Mainland China. The standard
addresses pain points including outdated settlement rules, inconsistent
documents, cross-airline through-check baggage settlement bottlenecks and
agency commission disputes. The draft has been completed and a consultation
version formulated.
Digital RMB Payment
In January 2025, Air China officially launched digital renminbi payment on its
official mobile app, further expanding payment channels, improving service
quality through digital transformation, and building a convenient, secure and
diversified travel payment ecosystem.
Themed Events Commemorating the Two Aviation Uprisings
On 9 November 2025, to mark the 76th anniversary of the "Two Aviation
Uprisings" and inherit the patriotic spirit, Air China held a series of themed
activities: "Wings of Patriotism Soaring North - Air China C919 Re-flying the
Route of the Two Aviation Uprisings". Through a special C919 flight re-tracing
the historic northern route and an air-ground linked inaugural exhibition at
the Tianjin Two Aviation Uprisings Memorial Hall, the events paid tribute to
the patriotic feat, showcased the glorious development of Chinese civil
aviation, and consolidated patriotism and love for Hong Kong.
6.3.2 External Exchanges and Cooperation
Enhancing Influence in Star Alliance
Air China secured key positions in core areas of Star Alliance, fully
participated in major governance matters including the revision of core
values, and led multiple alliance commercial projects, with its voice and
influence continuously strengthened.
Achievements in IATA Rule-Making
Air China was elected to all management committees of the IATA Passenger
Standards Conference. Its proposals on improving language barriers in IOSA
were adopted and published as the world's first Chinese version of the IOSA
Standards Manual on the IATA official website, achieving substantive results
in international rule-making participation.
Implementation of Star Alliance Priority Projects
Key Star Alliance initiatives were launched, including paid seat selection for
China-Shenzhen connecting services and the Gold Track fast-track service at
Hangzhou Xiaoshan Airport, significantly improving the passenger travel
experience.
Frequent Flyer Programme Cooperation
Air China actively participated in all-level Star Alliance frequent flyer
programme meetings, contributed to the formulation of core value standards and
rules, and further enhanced its influence in the alliance. It launched new
mileage cooperation with Lufthansa CityLine, explored cross-industry mileage
accumulation with rail and bus partners together with Lufthansa, advanced
frequent flyer agreements with Alitalia, and discussed cooperation feasibility
with Emirates.
Deepening Global Partnerships
Air China signed a memorandum of understanding with Emirates to deepen
cooperation in the Middle East. It resumed and expanded code-sharing
agreements with airlines including LATAM, Avianca and Air Mongolia. The number
of interline partners increased to 146. Through-check services with LATAM were
launched at key airports, creating a seamless travel experience.
6.4 Community Support
Relying on its professional expertise and resource advantages, Air China
efficiently completed a series of major transportation support tasks.
Meanwhile, the company actively fulfils community responsibilities by
continuously participating in and promoting public welfare and volunteer
services to deliver care and support to society.
Evacuation Mission from Iran
In June 2025, Air China dispatched two flights to successfully complete the
emergency mission of evacuating Chinese citizens from Iran. With rapid
response and meticulous organisation, the company relied on its mature
emergency transport support mechanism to build a closely linked and fully
coordinated support chain, demonstrating the responsibility of a flag carrier
in serving national priorities.
Earthquake Relief Charter to Myanmar
In March 2025, following a 7.9-magnitude earthquake in Myanmar, Air China
flight CA057 carried 83 members of the Chinese rescue team and nearly 22
tonnes of relief supplies - including communications equipment, search and
rescue gear, medical materials and emergency food - to Myanmar for disaster
relief. All support units responded quickly and collaborated efficiently to
ensure the unimpeded "air lifeline".
Repatriation of Zidanku Silk Manuscripts
In May 2025, Air China flight CA818 departed from Washington, escorting four
cases containing 132 precious cultural relics - Volume II The Five Elements
Command and Volume III Offensive and Defensive Divination of the Zidanku Silk
Manuscripts - back to China after 79 years overseas. Air China worked closely
with the Chinese Embassy in the US and the National Cultural Heritage
Administration to strictly control security screening, boarding, in-flight
storage and supervision, using its professional transport capabilities to
support Sino-US cultural heritage protection cooperation.
Transportation Support for the Chengdu World Games
In August 2025, during the Chengdu World Games, Air China Southwest Branch
successfully completed flight support at Tianfu and Shuangliu airports. A
total of 704 inbound and outbound flights were handled, transporting 6,056
athletes, coaches, guests and journalists, and processing 6,762 pieces of
checked baggage including 242 oversized items such as kayaks, bicycles and
golf bags. Professional and efficient services ensured safe, high-quality and
smooth operations.
Critical Neonatal Medical Transport
In May 2025, flight CA2538 from Lhasa to Chengdu carried a 19-day-old
critically ill newborn on a stretcher for medical treatment. Air China
activated a special channel to provide all-round protection. The Tibet Branch
coordinated airport support and liaised with the Southwest Branch and Chengdu
Maintenance Branch to ensure safe ambulance transfer, successfully completing
the mission.
Support for National Art Performance for Persons with Disabilities
In August 2025, Air China Hubei Branch provided support for 77 special
passengers and 30 family members participating in the 11th National Art
Festival for Persons with Disabilities. The branch responded promptly,
assigned dedicated personnel for whole-process guidance, arranged wheelchairs
as needed, and opened exclusive channels with security and other departments
to achieve seamless "zero-gap" caring services.
Youth Volunteer Services at Terminals
Air China continued to carry out "Youth in Harmony with Spring Festival Travel
Rush" and "Youth in Peak Season" terminal volunteer services, easing frontline
operational pressure and ensuring a warm journey for passengers. In 2025, the
company organised 5,160 person-times of volunteers from 31 internal and
external units, providing more than 17,000 hours of service and benefiting
1.86 million passengers.
Commendation for Comrade Huang Qidong
In October 2025, Huang Qidong from Air China Inner Mongolia Company sacrificed
his life while rescuing a father and son from drowning. The company held a
commendation meeting to review his heroic deeds and pay tribute to the hero
who served in an ordinary post. All employees were called on to learn from
Huang Qidong, practice core socialist values, promote positive social energy,
and demonstrate the responsibility of a flag carrier airline with concrete
actions.
60th Anniversary of Safe Operation on Lhasa Route
At 10:13 on 1 March 2025, Air China flight CA4125 landed safely at Lhasa
Gonggar Airport, marking the 60th anniversary of safe operation of the Lhasa
route. To date, Air China has completed more than 140,000 safe take-offs and
landings on the route, carried over 18 million passengers, and set a new
record for safe flight duration in the world's highest-altitude region with
China's most challenging civil aviation operation conditions.
"Star Project" Public Welfare Classroom
In March 2025, the Communist Youth League Committee of Shandong Airlines
Group, together with the Jiyang District Communist Youth League Committee of
Jinan, held the "Yi Fei Qi · Starry Plan" public welfare classroom at Renfeng
Town Middle School. More than 30 volunteers from the Cabin Services
Department, Flight Operations Department and other departments delivered
immersive aviation knowledge lessons to over 620 rural students, explaining
travel procedures, safety rules, flight principles and dispatch knowledge to
broaden horizons and inspire enthusiasm for aviation.
"Breeze Companionship, Dream Voyage" Youth Volunteer Activity
In 2025, the Communist Youth League Committee of Air China Ground Service
Department organised the "Breeze Companionship, Dream Voyage" youth volunteer
public welfare activity. Volunteers went to the Tongxin Child-Friendly Space
in Chaoyang District, Beijing, held a charity garden party and civil
aviation-themed education tours, conveying care to children and sowing the
seeds of hope for their future.
Outlook for 2026
At the historic juncture of the successful conclusion of the 14th Five-Year
Plan period and the launch of the 15th Five-Year Plan period, Air China will
continue to take serving national strategies and promoting sustainable
development as its mission. Focusing on the three main themes of aviation
safety, green flying, and quality service, it will map out a new chapter of
high-quality development, striving to build a more resilient and responsible
global aviation service benchmark.
Strengthening the Safety Foundation
The Company will continue to deepen the development of the aviation safety
management system and enhance the safety responsibility awareness and
capabilities of all staff. Priority will be given to the three-year campaign
for addressing fundamental issues and tackling critical challenges in work
safety. By leveraging big data and artificial intelligence technologies, a
more precise risk early warning and prevention mechanism will be established
to achieve dynamic perception and closed-loop management of risks across the
end-to-end chain covering flight operations, aircraft maintenance, and ground
handling. Concurrently, the emergency management system will be continuously
optimised to enhance operational support and rapid recovery capabilities under
complex conditions such as extreme weather, thereby ensuring the safety of
passengers' lives and property as well as the smooth and orderly operation of
flights, thus consolidating the safety foundation for high-quality
development.
Anchoring the carbon peaking and carbon neutrality Goals
Climate resilience will be deeply integrated into the Company's long-term
development planning. The Company will continue to optimise the fleet
structure and route network to enhance operational energy efficiency. Building
upon the implementation of the Special Action Plan for Carbon Peaking, the
Company will actively explore diversified innovative approaches, including
participation in carbon market mechanisms and green financial instruments, to
systematically reduce the carbon footprint across the entire value chain.
Concurrently, the Company will accelerate the implementation of new energy
initiatives, including the electrification of ground vehicles and photovoltaic
projects at terminals. The Company will deepen water resource recycling and
waste reduction management. Driven by dual drivers of technological innovation
and management optimisation, the Company aims to propel the aviation industry
towards a more sustainable and resilient future.
Deepening Digital Empowerment
The Company will accelerate the implementation of the 15th Five-Year digital
transformation strategy by constructing more intelligent platforms for
operational monitoring, revenue management, and customer insights, thereby
enhancing the efficiency of operational decision-making and resource synergy.
The Company will continue to deepen the "Air China+" ecosystem strategy,
expand the integration of diverse scenarios within the "Aviation+" framework,
and leverage artificial intelligence technologies to improve capabilities in
personalised service delivery and precision marketing. Concurrently, the
Company is exploring the application of cutting-edge technologies to enhance
data utilisation efficiency and service intelligence levels while ensuring
data security. Furthermore, data compliance management within the supply chain
and among partners is being deepened, while staff privacy protection awareness
and capabilities are continuously strengthened to construct a robust trust
barrier extending from internal operations to external stakeholders.
On this new journey, Air China will remain true to its original aspiration and
steadily advance towards the vision of becoming a "world-leading airline"
through its outstanding safety performance, green development practices, and
intelligent travel experiences.
Key Performance Indicators Table*
Indicator Name 2023 2024 2025
Total assets (RMB 100 million) 3,353.03 3,457.69 3,430.47
Total actual tax paid during the year (RMB 100 million) 57.84 66.31 65.94
Number of registered aircraft (units) 905 930 964
Average aircraft age (years) 9.36 9.90 10.36
Safe flight hours (10,000 hours) 252.95 295.09 301.33
Revenue Tonne-Kilometres (RTK) (100 million) 218.87 297.43 315.69
Passengers carried (100 million passenger trips) 1.25 1.55 1.61
Cargo and mail carried (10,000 tonnes) 107.04 148.01 153.79
Purchase from the five largest suppliers (RMB 100 million) 426.84 487.80 512.77
Passengers' overall satisfaction (points) 88.4 87.9 88.1
Ground service satisfaction (points) 87 86.9 87.6
Ticket service satisfaction (points) 90.6 89.3 88.9
Cabin service satisfaction (points) 88.1 88.2 88.4
International mishandled baggage rate (pieces/1,000 passenger trips) 1.78 1.38 1.08
Domestic mishandled baggage rate (pieces/1,000 passenger trips) 0.12 0.09 0.09
Total number of passenger complaint cases from all channels (cases) 27,000 55,242 32,769
Passenger complaint handling rate (%) 100 100 100
Flight on-time performance (%) 87.94 88.07 91.78
Flight execution rate (%) 99.2 99.0 99.2
Total energy consumption (10,000 tonnes standard coal) 1,060.8 1,298.1 1,324.8
Aviation fuel consumption (10,000 tonnes) 715.7 876.61 894.9
Power consumption (MWh) 274,869.50 308,279.21 316,576.9
Gasoline consumption (tonnes) 2,276.80 2,354.78 2,237.4
Diesel consumption (tonnes) 5,830.70 5,966.68 5,374.1
Natural gas consumption (10,000 m³) 1,783.70 1,787.06 1,737.7
Thermal power (MKJ) 239,902.00 258,989.07 232,781.7
Other energy consumption (tonnes of standard coal) 36.7 45.52 41.1
Fuel consumption intensity (kg/tonne-km) 0.336 0.301 0.289
CO₂ emission intensity (g/tonne-km) 1,058.7 946.8 909.6
CO₂ emission (10,000 tonnes) 2,279.1 2,788.2 2,844.4
Office water consumption (10,000 tonnes) 526.8 542.4 505.4
Office water consumption intensity (tonnes/person) 51.2 51.7 48.9
Environmental protection investment (RMB 10,000) 38,501.0 54,199.73 68,914.8
Number of active employees (persons) 102,874 104,909 107,795
Labour contract signing rate (%) 100 100 100
Proportion of employees covered by collective bargaining agreements (%) 100 100 100
Social insurance coverage (%) 100 100 100
Work-related deaths (persons) 0 2 2
Work-related fatality rate among employees (%) 0 0.002 0.002
*¹³The financial, operational, environmental, and employee data are
consistent with those used in the Annual Report.
¹⁴The total number of passenger complaints across all channels includes
both complaints handled directly by the Company and those referred by the
Civil Aviation Administration of China (CAAC).
HKEX ESG Indicator Index
Indicator Details Sections
Mandatory Disclosure Indicators
Governance A disclosure of the board's oversight of ESG issues 1.1 ESG Governance
The board's ESG management approach and strategy, including the process used 1.1 ESG Governance
to evaluate, prioritise and manage material ESG matters (including risks to
the issuer's businesses)
How the board reviews progress made against ESG-related goals and targets with 1.1 ESG Governance
an explanation of how they relate to the issuer's businesses
Reporting Boundary A narrative explaining the reporting boundaries of the ESG report and About this Report
describing the process used to identify which entities or operations are
included in the ESG report. If there is a change in the scope, the issuer
should explain the difference and reason for the change
Comply or Explain Provisions
A. Environmental
Aspect A1: Emissions
General Disclosure
A1.1 The types of emissions and respective emissions data 3.3 Pollution Prevention and Control
A1.2 [Repealed on 1 January 2025]
A1.3 Total hazardous waste produced (in tonnes) and, where appropriate, intensity 3.3 Pollution Prevention and Control
(e.g. per unit of production volume, per facility)
A1.4 Total non-hazardous waste produced (in tonnes) and, where appropriate, 3.3 Pollution Prevention and Control
intensity (e.g. per unit of production volume, per facility)
A1.5 Description of emissions target(s) set and steps taken to achieve them 3.3 Pollution Prevention and Control
A1.6 Description of how hazardous and non-hazardous wastes are handled, and a 3.3 Pollution Prevention and Control
description of reduction target(s) set and steps taken to achieve them
Aspect A2: Use of Resources
General Disclosure
A2.1 Direct and/or indirect energy consumption by type (e.g. electricity, gas or 3.2 Sustainable Energy and Resource Utilisation
oil) in total (kWh in '000s) and intensity (e.g. per unit of production
volume, per facility)
A2.2 Water consumption in total and intensity (e.g. per unit of production volume, 3.2 Sustainable Energy and Resource Utilisation
per facility)
A2.3 Description of energy use efficiency target(s) set and steps taken to achieve 3.2 Sustainable Energy and Resource Utilisation
them
A2.4 Description of whether there is any issue in sourcing water that is fit for 3.2 Sustainable Energy and Resource Utilisation
purpose, water efficiency target(s) set and steps taken to achieve them
A2.5 Total packaging material used for finished products (in tonnes) and, if Not applicable. Air China's business does not involve product manufacturing;
applicable, with reference to per unit produced therefore, no packaging materials are generated
Aspect A3: The Environment and Natural Resources
General Disclosure
A3.1 Description of the significant impacts of activities on the environment and 3.4 Environmental Management and Ecological Protection
natural resources and the actions taken to manage them
B. Social
Aspect B1: Employment
General Disclosure
B1.1 Total workforce by gender, employment type (for example, full- or part-time), 5.1 Employee Rights and Communication
age group and geographical region
B1.2 Employee turnover rate by gender, age group and geographical region 5.1 Employee Rights and Communication
Aspect B2: Health and Safety
General Disclosure
B2.1 Number and rate of work-related fatalities occurred in each of the past three 2.2 Safeguarding Employee Safety
years including the reporting year
B2.2 Lost days due to work injury 2.2 Safeguarding Employee Safety
B2.3 Description of occupational health and safety measures adopted, and how they 2.2 Safeguarding Employee Safety
are implemented and monitored
Aspect B3: Development and Training
General Disclosure
B3.1 The percentage of employees trained by gender and employee category (e.g. 5.2 Employee Training and Development
senior management, middle management)
B3.2 The average training hours completed per employee by gender and employee 5.2 Employee Training and Development
category
Aspect B4: Labour Standards
General Disclosure
B4.1 Description of measures to review employment practices to avoid child and 5.1 Employee Rights and Communication
forced labour
B4.2 Description of steps taken to eliminate such practices when discovered 5.1 Employee Rights and Communication
Aspect B5: Supply Chain Management
General Disclosure
B5.1 Number of suppliers by geographical region 1.5 Sustainable Value Chain
B5.2 Description of practices relating to engaging suppliers, number of suppliers 1.5 Sustainable Value Chain
where the practices are being implemented, and how they are implemented and
monitored
B5.3 Description of practices used to identify environmental and social risks along 1.5 Sustainable Value Chain
the supply chain, and how they are implemented and monitored
B5.4 Description of practices used to promote environmentally preferable products 1.5 Sustainable Value Chain
and services when selecting suppliers, and how they are implemented and
monitored
Aspect B6: Product Responsibility
General Disclosure
B6.1 Percentage of total products sold or shipped subject to recalls for safety and Not applicable. Air China's business does not involve production
health reasons
B6.2 Number of products and service-related complaints received and how they are 4.2 Enhancing Customer Experience
dealt with
B6.3 Description of practices relating to observing and protecting intellectual 1.6 Technological Innovation
property rights
B6.4 Description of quality assurance process and recall procedures 4.1 Quality Service Management
B6.5 Description of consumer data protection and privacy policies, and how they are 4.3 Information Security and Privacy Protection
implemented and monitored
Aspect B7: Anti-corruption
General Disclosure
B7.1 Number of concluded legal cases regarding corrupt practices brought against 1.4 Business Ethics
the issuer or its employees during the Reporting Period and the outcomes of
the cases
B7.2 Description of preventive measures and whistleblowing procedures, and how they 1.4 Business Ethics
are implemented and monitored
B7.3 Description of anti-corruption training provided to directors and staff 1.4 Business Ethics
Aspect B8: Community Investment
General Disclosure
B8.1 Focus areas of contribution (e.g. education, environmental concerns, labour 6.1 Rural Revitalisation
needs, health, culture, sport)
6.4 Support for the Community
B8.2 Resources contributed (e.g. money or time) to the focus area 6.1 Rural Revitalisation
6.4 Support for the Community
Climate-related Disclosures
Governance 3.1 Addressing Climate Change
Strategy Climate-related risks and opportunities 3.1 Addressing Climate Change
Business model and value chain 3.1 Addressing Climate Change
Strategy and decision-making 3.1 Addressing Climate Change
Financial position, financial performance and cash flows Financial impact exemption - We will further assess
the financial impact of climate-related risks and
opportunities in the future.
Climate resilience 3.1 Addressing Climate Change
Financial impacts of climate-related risks and opportunities Reasonable data and capability exemption - In the
future, we will continuously optimize the climate risk
assessment tools and the cross-departmental data
integration mechanism, in order to gradually improve
and disclose the trade-off assessment of climate risks
and opportunities, as well as the quantitative priority
ranking of incorporating climate risks into the enterprise
risk management system.
Risk Management Risk management 3.1 Addressing Climate Change
Metrics and Targets Greenhouse gas emissions 3.1 Addressing Climate Change
Climate-related transition risks 3.1 Addressing Climate Change
Climate-related physical risks 3.1 Addressing Climate Change
Climate-related opportunities Reasonable data exemption - We will enhance the
methods and processes for assessing the financial
impacts of climate-related risks and opportunities in our
future reports.
Capital deployment /
Internal carbon prices Negative statement - The group currently does not adopt
internal carbon pricing in its decision-making process,
but will explore the feasibility of implementing it in the
future.
Remuneration 3.1 Addressing Climate Change
Industry-based metrics 3.1 Addressing Climate Change
Climate-related targets 3.1 Addressing Climate Change
Cross-industry metrics and applicability of cross-industry metrics Reasonable data exemption - At present, we have not
disclosed any cross-industry indicators or industryspecific
indicators, but we will explore their feasibility
in the future.
Shanghai Stock Exchange ESG Indicator Index
Dimension Number Topic Clause Sections
Environment 1 Climate change tackling Clause 21-28 3.1 Addressing Climate Change
2 Pollutant discharge Clause 30 3.3 Pollution Prevention and Control
3 Waste disposal Clause 31 3.3 Pollution Prevention and Control
4 Ecosystem and biodiversity protection Clause 32 3.4 Environmental Management and Ecological Protection
5 Environmental compliance management Clause 33 3.4 Environmental Management and Ecological Protection
6 Energy usage Clause 35 3.2 Sustainable Energy and Resource Utilisation
7 Usage of water resources Clause 36 3.2 Sustainable Energy and Resource Utilisation
8 Circular economy Clause 37 3.2 Sustainable Energy and Resource Utilisation
Social 9 Rural revitalization Clause 39 6.1 Rural Revitalization
10 Contributions to the society Clause 40 6. Social Contribution
11 Innovation-driven Clause 42 1.6 Technological Innovation
12 Ethics of science and technology Clause 43 1.6 Technological Innovation
13 Supply chain security Clause 45 1.5 Sustainable Value Chain
14 Equal Treatment of Micro, Small and Medium-sized Enterprises Clause 46 1.5 Sustainable Value Chain
15 Safety and quality of products and services Clause 47 4.1 Quality Service Management
4.2 Enhancing Customer Experience
4.4 Service Quality Improvement
16 Data security and customer privacy protection Clause 48 4.3 Information Security and Privacy Protection
17 Employees Clause 50 5. Employee Development
2.2 Safeguarding Employee Safety
Sustainability-related Governance 18 Due diligence Clause 52 1.3 Risk Management and Internal Control Compliance
19 Communications with stakeholders Clause 53 1.1 ESG Governance
20 Anti-commercial Bribery and Anti-corruption Clause 55 1.4 Business Ethics
21 Anti-unfair Competition Clause 56 1.4 Business Ethics
GRI Standards Index
Report Section Corresponding GRI Standards
About this Report 2-1, 2-3, 2-4, 2-5
Message from the Chairman /
Board ESG Statement 2-22
About Air China 2-1, 2-3
2025 ESG Core Performance /
Sustainability Management
ESG Governance 2-2, 2-3, 2-4, 2-9, 2-10, 2-11, 2-12, 2-13, 2-14, 2-15, 2-16, 2-17, 2-23,
2-24, 2-29, 3-1, 3-2, 3-3
Corporate Governance 2-2, 2-4, 2-9, 2-10, 2-11, 2-12, 2-13, 2-14, 2-17, 2-18, 2-19, 2-20, 2-23,
2-24, 405-1¹⁵
Risk Management and Internal Control Compliance 2-4, 2-15, 2-23, 2-24, 2-27
Business Ethics 2-23, 2-24, 2-25, 2-26, 2-27, 205-1, 205-3, 206-1
Sustainable Value Chain 2-6, 2-23, 2-27, 203-2, 308-1, 414-1
Technological Innovation /
Digitalisation /
Safety Operations
Aviation Safety Governance:416-1
Strategy: 416-1
Management of Impacts, Risks and Opportunities: 416-1
Indicators and Targets: 416-1, 416-2
Safeguarding Employee Safety 416-1
Building a Safety Culture 416-1
Low-carbon Development
Addressing Climate Change Climate Governance: 201-2
Strategy: 201-2
Risk Management: 201-2
Key Performance Indicators and Objectives: 305-1, 305-2, 305-4, 305-5
Our Actions: 201-2
Sustainable Energy and Resource Utilisation 203-3, 302-1, 302-2, 302-4, 303-1, 303-2
Pollution Prevention and Control Waste Gas Management: /
Waste water management: 303-4, 303-5, 306-5
Waste Management: 306-1, 306-2, 306-3, 306-4, 306-5, 306-6
Noise Management: /
Environmental Management and Ecological Protection Protection of Biodiversity: 101-1, 101-2, 101-3, 101-4, 101-5, 101-6, 101-7,
101-8
Facilitating Green Travel for Passengers: /
Green Procurement: 308-1, 308-2
Quality Service
Quality Service Management Quality Management System: 416-1, 417-1
Enhancing Customer Experience Guaranteeing Flight Punctuality: 203-1
Response to Customer Demands: 416-1, 417-1
Responsible Marketing: 417-1, 417-2, 417-3
Information Security and Privacy Protection Governance: /
Strategy: /
Management of Impacts, Risks and Opportunities: /
Indicators and Targets: 418-1
Service Quality Improvement 416-1, 417-1
Employee Development
Employee Rights and Communication Compliant Employment: 2-7, 2-8, 2-30, 401-1, 405-1, 406-1, 408-1, 409-1
Protection of Rights and Interests: 2-30, 407-1
Communication Services: 201-3
Employee Training and Development Talent Development: 404-1
Capability Enhancement: 404-2
Promotion and Development: 404-3
Employee Incentives and Wellbeing Remuneration Performance: 2-19, 2-20, 404-3
Welfare and Care: 201-3, 401-2, 401-3
Employee Activities: 401-2
Employee Honours: 404-2
Social Contribution
Rural Revitalisation 203-1, 203-2, 413-1
Overseas Accountability 2-28, 2-29
Promoting the Development of the Industry Together 2-28
Support for the Community 203-1, 203-2, 413-1
¹⁵For additional information regarding members of the Board of Directors, please refer to the annual report.
Applicable Policies, Regulations and Internal Systems
ESG Metrics Applicable Laws and Regulations Internal Policies
A1 Emissions Law of the People's Republic of China on the Prevention and Control of Air China Environmental Management Manual
Atmospheric Pollution
Waste Gas Emission Management Procedure
Law of the People's Republic of China on the Prevention and Control of Water
Pollution Wastewater Discharge Management Procedure
Law of the People's Republic of China on the Prevention and Control of Noise Emission Management Procedure
Environmental Pollution by Solid Waste
Comprehensive Emission Standard for Air Pollutants
Control Standard for Pollutants from Domestic Waste Incineration
Comprehensive Emission Standard for Water Pollutants
Technical Policy on Prevention and Control of Hazardous Waste Pollution
A2 Resource Utilisation Water Law of the People's Republic of China Regulations on Water Use Management
Energy Conservation Law of the People's Republic of China
Measures for the Administration of Energy Conservation by Key Energy-Using
Units
A3 Environment and Natural Resources Environmental Protection Law of the People's Republic of China Air China Environmental Management Manual
Law of the People's Republic of China on Environmental Impact Assessment
Law of the People's Republic of China on Water and Soil Conservation
Climate Change The 14th Five-Year Plan of the State Special Action Plan for Carbon Peaking
China's Policy and Actions on Climate Change 2024 Annual Report Measures for the Assessment and Rewards and Punishments on Energy Conservation
and Ecological Environmental Protection Work
The 14th Five-Year Plan for Green Development of Civil Aviation
Green Development and carbon peaking and carbon neutrality Key Tasks List
B1 Employment Labour Law of the People's Republic of China Regulations on Employee Recruitment Management
Labour Contract Law of the People's Republic of China Collective Agreement
Employment Promotion Law of the People's Republic of China Special Collective Contract on the Protection of Rights and Interests of
Female Employees
Provisions on the Administration of Labour Contracts
Employee Post Performance Management Measures
List of Matters for Deliberation by the Employees' Congress and the Joint
Meeting of Delegation Heads
B2 Health and Safety Work Safety Law of the People's Republic of China Emergency Response Manual
Civil Aviation Law of the People's Republic of China Emergency Management Manual
Measures for the Supervision and Administration of Work Safety in Central Emergency Response Management Procedure for Safety-Related Incidents (Trial
Enterprises Version)
Regulations on Civil Aviation Safety Management Procedures for the Dual Prevention Mechanism of Risk Grading Control and
Hidden Danger Investigation and Governance
Law of the People's Republic of China on Prevention and Control of
Occupational Diseases Flight Schedule Adjustment Procedure
Provisions on the Administration of Occupational Health in the Workplace Domestic Flight Temporary Diversion Coordination Mechanism
Notice of the General Office of the National Health Commission on Further Flight Traffic Management Post Workflow
Strengthening Occupational Health Training for Employers
Measures for the Administration of Flight Punctuality
Regulations on Work-Related Injury Insurances
Detailed Rules on Information Reporting for Major Emergencies of CNAHC and Air
China
Aviation Security Programme
Implementation Plan for the Three-Year Action on Fundamental Governance and
Tackling of Safety Production Issues of CNAHC(2024-2026)
Aviation Safety Management Manual
Aircraft Safety Management Training Syllabus
Provisions on the Administration of Occupational Disease Prevention and
Control of CNAHC and Air China
Notice on Optimising the Processing Procedures for Work-Related Injury
Insurance
Employee Health Examination Management System
Occupational Health Management Manual
B3 Development and Training Notice on Deepening the Reform of Market-Oriented Assessment and Incentive Training Management Manual
Mechanisms
Notice on Establishing the Professional Qualification and Competency Level
System for Air China's Technical Expertise and Vocational Skills Talent
Outline of Compliance Training
Training Syllabus on Work Style for All Practitioners
Management Measures for the Assessment and Appointment of Professional Talents
B4 Labour Standards Labour Law of the People's Republic of China Code of Conduct for Employees
Labour Contract Law of the People's Republic of China Provisions on Penalties for Violations of Labour Discipline
Employment Promotion Law of the People's Republic of China
Law of the People's Republic of China on the Protection of Rights and
Interests of Women
B5 Supply Chain Management Tendering and Bidding Law of the People's Republic of China Provisions on Procurement Management of CNAHC and Air China
Regulations on the Implementation of the Bidding and Tendering Law of the Standard Procurement Management Procedures of CNAHC
People's Republic of China
Procedures for the Management of Procurement Plans of CNAHC and Air China
Civil Code of the People's Republic of China
Procedures for Supplier Management of CNAHC and Air China
Procurement Review Management Regulations of CNAHC and Air China
Notice on Promoting Green Procurement
B6 Product Responsibility Cybersecurity Law of the People's Republic of China Service Quality Management Manual
Personal Information Protection Law of the People's Republic of China Service Quality Inspection Management Procedure
Trademark Law of the People's Republic of China Service Quality Risk and Hidden Danger Management Procedure
Regulations for the Implementation of the Trademark Law of the People's Procedures for the Management of Service Quality Prevention and Corrective
Republic of China Actions
Patent Law of the People's Republic of China Service Supervision Work Management Regulations
Implementing Regulations of the Patent Law of the People's Republic of China Operational Guidelines for Product and Service Compensation and Damages
General Data Protection Regulation (GDPR) Air China Limited Flight Punctuality Reward and Penalty Management Measures
Data Security Law of the People's Republic of China Air China Flight Operation Support Standards
Copyright Law of the People's Republic of China Air China Flight Punctuality Management Measures
The Madrid Agreement Concerning the International Registration of Marks Special Passenger Service Operating Procedures
Service Recovery Authorisation Management Procedure
Complaint Management Procedure
Management Procedure for Passenger Satisfaction Survey
Data Management Regulations
Implementation Rules for Data Security Management
Measures for the Administration of Cyber Security
Provisions on the Administration of Passenger Personal Information
Digital Transformation Action Plan (2022-2025)
Special Implementation Plan for the Digital Transformation Action Plan
Provisions on the Administration of Legal Affairs of CNAHC and Air China
Intellectual Property Management Measures of CNAHC and Air China
B7 Anti-corruption Criminal Law of the People's Republic of China Compliance Management Regulations of CNAHC and Air China
Company Law of the People's Republic of China Code of Conduct for Compliance of CNAHC and Air China
Anti-Money Laundering Law of the People's Republic of China Overseas Compliance Management Measures of CNAHC
Anti-Unfair Competition Law of the People's Republic of China Procedures for Overseas Compliance Management of Air China
Provisional Regulations on Prohibiting Commercial Bribery Overseas Compliance Training Manual (Chinese and English Versions)
Anti-Monopoly Law of the People's Republic of China Measures for the Administration of Audit Rectification Tracking of CNAHC and
Air China
Tendering and Bidding Law of the People's Republic of China
Summary Table of Integrity Risk Prevention and Control Measures for Key Areas
Supervision Law of the People's Republic of China
Detailed Rules on the Handling of Letters and Visits by Discipline Inspection
Rules on Handling Accusations and Complaints by Discipline Inspection and and Supervision Organs (Trial)
Supervision Organs
Training and Education Plan for Inspection and Patrol Cadres (2023-2027)
Provisions of the Supreme People's Procuratorate on Protecting Citizens' Right
to Report Rules of Procedure for the Board's Strategy and Investment Committee
Securities Law of the People's Republic of China Rules of Procedure for the Audit and Risk Control Committee (Supervision
Committee)
Corporate Governance Guidelines for Listed Companies
Implementation Measures of CNAHC on High-Standard Fulfilment of Social
Guidelines on Anti-Monopoly Compliance for Undertakings Responsibilities in the New Era
Regulations on Fair Competition Review Articles of Association
Rules of Procedure for Shareholders' General Meetings
Rules of Procedure for Board Meetings
Rules for the Work of Independent Directors
Guidelines for the Articles of Association of Subsidiary Enterprises
Rules of Procedure for the President's Office Meeting
Comprehensive Risk Management Regulations of CNAHC and Air China
Implementation Rules for Risk Assessment and Reporting of CNAHC and Air China
Risk Management Measures for Major Matters of CNAHC and Air China
Manual for Internal Control Supervision and Evaluation
B8 Community Investment Management Measures for External Donations
Implementation Opinions on Effectively Carrying Out Targeted Assistance Work
Constitution of the Youth Volunteer Association
Regulations on Youth Volunteer Services
Management Measures for the 'CNAHC Blue Sky Classroom' Volunteer Teaching
Project
Third-Party Assurance
Independent Verification Statement
To the management and stakeholders of Air China Limited,
TÜV SÜD Certification and Testing (China) Co., Ltd. (hereinafter referred to
as "TÜV SÜD") has been engaged by Air China Limited (hereinafter referred to
as "Air China" or "the Company") to perform an independent third-party
verification on its 2025 Sustainability & ESG Report (hereinafter referred
to as "the Report"). During this verification, TÜV SÜD's verification team
strictly abided by the contract signed with Air China and provided
verification regarding the Report in accordance with the provisions agreed by
both parties and within the authorized scope stipulated in the contract.
This Independent Verification Statement is based on all the data and
information collected by Air China and provided to TÜV SÜD. The scope of
verification is limited to the given data and information. Air China shall be
held accountable for the authenticity and completeness of the provided data
and information (contains assumptions, projections, and/or historical facts).
Scope of Verification
Time frame of this verification:
❖ The Report contains the data disclosed by Air China during the reporting
period from January 1st, 2025 to December 31st, 2025, including environmental,
social and governance data and information, methods for management of material
issues, actions/measures and the Company's sustainability performance during
the reporting period.
Physical boundary of this verification:
❖ The on-site verification sampling took place at below listed location:
Air China headquarter, No. 30, Tianzhu Road, Airport Industrial Zone, Shunyi
District, Beijing, China.
Scope of data and information for the verification:
❖ The scope of verification is limited to the data and information of Air
China and all companies under its operational control covered by the Report.
The following data and information are beyond the scope of this verification:
❖ Any relevant data and information beyond the reporting period;
❖ The data and information of Air China's suppliers, partners and other
third parties; and
❖ The financial data and information disclosed in the Report that have been
audited by an independent third party are not verified again herein.
Limitations
❖ The verification process is conducted in the above scope. Sampling and
verification are adopted for the data and information in the Report by TÜV
SÜD, and only the stakeholders within the Company are interviewed; and
❖ The Company's standpoint, opinions, forward-looking statements and
predictive information as well as the historical data and information before
January 1st, 2025 are beyond the scope of this verification.
❖ The verification conclusions are based on the analysis of the data and
information collected by TÜV SÜD and may not identify all problems and
conditions, nor constitute any guarantee of the credibility or status of the
subject of verification.
Verification Methodology
This verification process was conducted by TÜV SÜD's expert team with
extensive experience in environmental, social and governance and other
relevant areas and drew the conclusions thereof. The verification conforms to
the following requirements:
❖ AA1000 Assurance Standard v3, Type2, Moderate Assurance
❖ Sustainability Report Verification Operation Rule (CCB_EIV_GR_002E Rev04)
In order to perform adequate verification in accordance with the contract and
relevant assurance standards, and provide reliable verification for the
conclusions, the verification team conducted the following activities:
❖ Preliminary investigation of the relevant information before on-site
verification;
❖ Confirmation of the presence of the topics with high level of materiality
and performance in the Report;
❖ On-site verification review of all supporting documents, data and other
information provided by Air China; tracing and verification of key performance
information;
❖ Special interview with the representative of Air China's management; and
held interviews with the employees related to collection, compilation and
reporting of the disclosed information; and
❖ Other procedures deemed necessary by the verification team.
Verification Conclusions
According to the verification, we believe that the data and information
presented in Air China's report are objective, factual and reliable, without
systematic problems.
The verification team has drawn the following conclusions on this Report:
Inclusivity Air China has identified the internal and external stakeholders such as
government/domestic and overseas regulatory authorities, shareholders,
customers, employees, partners/suppliers, peers, community, media, etc., and
established a stakeholder communication mechanism to collect the demands of
stakeholders on a regular basis.
Materiality Air China has established the prioritization process of material topics
determination, identified and assessed the priority of the sustainability
topics
which are highly related to the industry, the Company disclosed the strategy,
management approach as well as sustainability performance in corporate
operation, therefore the Report's adherence to materiality principle is
guaranteed.
Responsiveness Focusing on the topics of concern to stakeholders, Air China clearly disclosed
its management methods and performance on high material topics such as climate
change response and carbon reduction, flight safety, information security and
privacy protection, sustainable use of energy and resources, etc. and
established a communication mechanism to fully respond to the demands and
expectations of stakeholders.
Impact Air China's Board of Directors serves as the highest governance and
decision-making body for ESG matters, overseeing and approving short-,
medium-, and long-term ESG strategies as well as the formulation and
implementation of related policies. The Company has implemented a process of
some high material topics impact assessment, based on a comprehensive and
balanced understanding, it has measured the impacts of these topics on
stakeholders and the organization itself, and disclosed relevant impact in the
Report to an appropriate extent.
Recommendations on Continuous Improvement
❖ The verification team has passed the improvement proposal to the
management of Air China during
the on-site verification process.
Statement on Independence and Verification Capability
TÜV SÜD is a trusted partner of choice for safety, security and
sustainability solutions. It specializes in testing, certification, auditing
and advisory services. Since 1866, the company has remained committed to its
purpose of enabling progress by protecting people, the environment and assets
from technology-related risks. Today, TÜV SÜD is present in over 1,000
locations worldwide with its headquarters in Munich, Germany. Through expert
teams represented by more than 28,000 employees, it adds value to customers
and partners by enabling market access and managing risks. By anticipating
technological developments and facilitating change, TÜV SÜD inspires trust
in a physical and digital world to create a safer and more sustainable
future.
TÜV SÜD Certification and Testing (China) Co., Ltd is one of TÜV SÜD's
global branches and has an expert team whose members have professional
background and rich industrial experiences.
TÜV SÜD and Air China are two entities independent of each other and both
TÜV SÜD and Air China and their branches or stakeholders have no conflict of
interest. No member of the verification team has business relationship with
the Company. The verification is completely neutral. All the data and
information in the Report are provided by Air China. TÜV SÜD has not been
involved in preparation and drafting of the Report, except for the
verification itself and issuance of this Independent Verification Statement.
Wenjun
Zhu
TÜV SÜD Certification and Testing (China) Co., Ltd. Technical Certifier
Shanghai, China, March 20th, 2026
Note: In case of any inconsistency or discrepancy, the simplified Chinese
version "Independent Verification Statement" of this verification statement
shall prevail, while the English translation is used for reference only.
Reader Questionnaire
Dear Reader:
Hello! Thank you for reading the 'Air China Limited 2025 Sustainability and
ESG Report'. This is the eighteenth social responsibility (ESG) report
publicly issued by Air China to society. We are most willing to listen to and
accept your comments and suggestions on this report so that we may improve our
future reports.
In the course of our ongoing efforts to improve and enhance corporate social
responsibility (ESG) management and practices, we sincerely welcome your
valuable feedback and suggestions.
1. Are you satisfied with the overall report?
□ Excellent □ Good □ Average □ Poor
2. Is the information you have highlighted fully reflected in the report?
□ Very Good □ Good □ Average □ Poor
Do you consider that the report accurately reflects Air China's performance in
fulfilling its responsibilities regarding economic value creation, social
value contribution, and environmental value stewardship?
□ Excellent □ Good □ Average □ Poor
4. Is the information of your concern readily accessible within the report?
□ Very Good □ Good □ Average □ Poor
Do you consider the information disclosed in this report to be accurate, clear
and complete?
□ Very Good □ Good □ Average □ Poor
What are your views and suggestions regarding our future social responsibility
(ESG) work and reporting?
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. END STRGIGDSGGDDGLR
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