Social responsibility

Beyond Flying

We assume our Social Responsibility through an ongoing commitment of contribution to interest groups via concrete and measurable actions, by emphasizing business sustainability and incorporating the three performance variables: social, environmental and economic.

Our Corporate Social Responsibility is expressed through a strategic management model which prizes:

  • Ethics
  • Social inclusion
  • Win-win relationships with suppliers, partners, clients/customers, the community and investors.

Download the sustainability reports from previous years (Available only in spanish):

2013 Sustainab​ility Report​​​

2012 Sustainability Report​

2011 Sustainability Report

2010 Sustainability Report

2008-2009 Sustainability Report



Our social responsibility

In the social sphere, we have a plan to provide quality services to Passengers and Users, while participating in public and private initiatives that seek to improve the lives of Latin Americans.


Communities



The Avianca Miles Bank

 

We are committed to helping children through the “Banco de Millas Avianca” (Avianca Miles Bank). This is where air miles donated by the airline and generous members of the LifeMiles frequent flyer program are deposited. The aim is to take poor children who need specialist medical attention to various centers of excellence throughout the country and abroad.

I the 2008-2009 period the “Avianca Miles Bank” collected a total of 7 million miles that were used to transport 368 children, offering them the opportunity to receive medical assistance, improve their quality of life and also enjoy the experience of flying.

Since 2006 the Avianca and Grupo TACA air miles programs have helped more than 1,500 people with limited financial resources.

Children to the Sea

We’re part of the “Niños al Mar” Children to the Seaside project.  This is a program developed in alliance with the Secretary of Education of Bogota and the Mario Santo Domingo Foundation, aimed at awarding the best students from district colleges with a fun and educational trip to the Colombian Caribbean coast allowing them to focus on their learning and to give them a complete academic formation. 

In the program, students start their experience in the Puente Aéreo Terminal in Bogota with workshops and learning activities. These young travelers then have the opportunity of getting to know how an Airline works, how aircraft fly and the different aspects related to aviation. In the 2008-2009 period 1,200 children from deprived areas of Bogota participated in the project.

Other links

Our commitment to the country and the regions where we operate has been defined through strategic alliances with the leading organizations and institutions in social, cultural and educational projects throughout Latin America. In 2011 more than 70 organizations benefited with sponsorship of air transport for organizers or members of the communities served.

Transportation of Humanitarian Aid

Together with AWB (Aviation without Borders), LOG (Aviation without Borders Germany), the Airbus Foundation and the Conexión Colombia corporation, we have been assisting the relocation program and channeling of humanitarian aid, goods and supplies for the most vulnerable people across the country. The clothes and shoes for children and adults, school supplies, wheelchairs, toys, blankets and sheets, among other items, have been transported from Toulouse (France) to Bogota in the Airbus planes that we have been incorporating into our fleet since 2008.


Our Commitment to the Environment



On the environment we’ve got an action plan focused on caring for and protecting the planet, and we highlight advances in the modernization of the fleet which has allowed us to mitigate the impact of hazardous waste on the ground as well as different projects aimed at caring for the environment.​

Strategies and actions

 

Carbon footprint

We decided to investigate the impact air activity has on the environment in terms of the amount of greenhouse gases produced with the aim of focusing our attention on the actions needed to mitigate them. It was established that 99.99% of our CO2 emissions are generated by sources directly related to the consumption of fuel to operate aircraft: Jet A1. The remaining 0.01% is caused by indirect emissions derived from electricity consumption.

By 2050, the airlines aim to reduce CO2 emissions by 50% compared to 2005 levels.

Better use of fuel

Currently the airline industry is responsible for 2% of global CO2 emissions. Thanks to large investments made by the industry this percentage is expected to decrease.

With the goal of reducing fuel consumption, we have designed and implemented new operating techniques and put strategies in place to reduce the weight of the planes, as well as taking steps to optimize route distances and flight speeds as well as reduce the amount of water used by the operations.

 

Changes in Fleet

Renovation of the fleet started in 2008 with the inclusion of eight A319, A320 and A330 type planes. In 2009 thirteen new Airbus aircraft joined the fleet, for a total of 21 highly efficient and environmentally friendly aircraft over the two years. Some of the environmental benefits they offer are:

  • Lower fuel consumption and as a result less green house gas emissions into the atmosphere.
  • Lower noise emissions.
  • Use of composite materials that reduce the quantity of dangerous residues generated by ground maintenance processes.​
 

Indicator of CO2 Emissions / 100 passenger*kilometer

The incorporation of new aircraft and the improvement of operational processes is reflected in the reduction of CO2 emissions for each 100 passengers per kilometer traveled, which has produced a downward trend since 2007.

Indicator of Kg. CO2 / Hour worked

In the search for a balance between social, environmental and economic objectives, we have voluntarily developed initiatives to reduce the CO2 emissions generated by the operation of planes on the ground. The steps already taken include:

  • The inclusion of modern equipment for attending flights on the ground, such as tractors, buses, supply trucks, electrical plants and others.
  • The adoption of efficient operating practices, such as the timely shutdown of electrical power plants, aircraft downtime and exhaustive control during aircraft refueling.​

Management plan for conventional and dangerous residues (including reuse)

 

​​We have a Management Plan for Dangerous and Conventional Residues focused on preventing environmental impacts and taking advantage of these residues by transforming them into something beneficial.

In 2011 we sent 14.8% of the total hazardous waste generated by the group’s companies for recovery and reuse processing. 97.36% of the unused hazardous waste was sent for final disposal in Colombia and 2.64% was sent abroad.





Conventional Residues

We have established separation at source practices for all processes to facilitate the recycling of conventional residues. In 2009 the amount recycled increased by 138.7% compared to 2007, and by 16.25% compared to 2008.

Environmental training for all Partners

During 2011 we conducted recreational and educational activities to raise awareness about the importance of preserving and protecting the planet's resources, providing special training on this subject to 1,518 partners.

Acquisition of environmentally friendly materials and equipment

Environmental responsibility means taking care of even the smallest details in both our service and operations. To achieve this we have included biodegradable items to serve passengers in our VIP lounges and also in-flight:

  • In 2011 we acquired solar energy stairs for customers to board aircraft in the search for state of the art alternative energy solutions.
  • In 2011 we purchased 110 machines for handling baggage called the Unit Load Devices (ULD). This addition to the Colombian operation has greatly reduced the CO2 and carbon monoxide emissions.
  • In 2011 we carried out various projects to reuse materials that were taken out of circulation or were at the end of their useful life in the operation.
  • New biodegradable cups and napkins. These 100% recyclable service items were made from renewable natural resources derived from plants.
  • We separate Tetrapak containers used in in-flight service and ground activities so they can be reused by third parties.

Our economic committment

We’re conscious of our role as a generator of value for the business and financial sector and its importance at the center of our corporate governance structure. We’ve developed policies and strategies aimed at achieving transparent corporate actions, as part of the code of ethics and values that govern the actions of each of our employees, so their behavior is an example of integrity, loyalty and diligence, always ensuring the good name of the company.​

Results


Avianca Holding S.A. and its subsidiaries recorded COP 7.1 billion operating income in 20111, an increase of 21.2% compared to COP 5.8 billion in 2010.

Between January and December 2011, the EBITDA (operating profit before interest, depreciation, amortization and taxes) increased to COP 898,983 million, up 2.1% on 2010, when the figure stood at COP 880,827 million. This result is the product of the efficiency, trade, and services strategies we implemented throughout the year, which allowed us to counter the negative impact generated by the worldwide economic situation which also affected all local markets.

Market share

Participation in the Domestic Markets of Colombia, Peru, and Ecuador

During 2011, we transported 11,337,905 passengers within Colombia, Peru and Ecuador, an increase of 23.4% compared to 2010.

The consolidation of domestic markets reinvigorated intra-regional traffic, allowing us to increase participation in the domestic markets of Colombia, Peru, and Ecuador by 2.25%, with our market share rising to 67.50% compared to 65.25% in 2010.


Participation in the International Market

During 2011, the integrated companies flew 9,413,356 passengers on their international network, representing an increase of 11.7% compared to 2010. ASK capacity grew by 11.8%.

 

Strategic Projects

Fleet Renewal


Thanks to our fleet modernization program, where we highlight the streamlining of the number of aircraft types from nine in 2010 to six in 2011, we have achieved a significant reduction in maintenance and operation costs.


Destinations, Network of Routes and Alliances

We strengthened our joint network through nonstop point to point operations and connections between our hubs. This resulted in over 4,500 flights per week, to more than 100 destinations in 25 countries. Connections through the five continents were reinforced with routes to more than 750 destinations operated by commercial agreements (codeshare and interline), with other internationally renowned airlines.


Hubs

During 2011, progress was made in the integration and interconnectivity of the four group hubs: Bogota, Colombia; San Salvador, El Salvador; San Jose, C.R. and Lima, Peru. Improvements in schedules and connection times resulted in the optimization of the travel experience for users on routes in the Americas and Europe.







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We have a Corporate Governance Structure in place to ensure that management acts properly with respect to their duties to the shareholders, investors, creditors, employees, clients and other agents. With the goal of strengthening business ethics and good governance, the organization has established different mechanisms of self regulation and management transparency.


Adoption of the Code of Good Corporate Governance

 

The practices described in the Good Governance Code refer to:

  • Mechanisms that ensure equal treatment of investors and shareholders.
  • Criteria and procedures for election, functions, composition, responsibilities and independence of the Board of Directors, and general policies governing evaluation and compensation of the administrators.
  • Criteria, policies and procedures focused on guaranteeing the transparency of the information directed to shareholders, authorities and the general public.
  • Mechanisms for the prevention and management of conflicts of interest on the part of the administration, the workers or the shareholders.

The Code integrates the principals, values and practices by which we protect our ethics and declare our transparency. 


Code of Ethics and Standards of Business Conduct Avianca Holdings S.A.

In order to support the values, principles and standards that guide the actions of the organization, any behavior on the part of our Collaborators that does not conform to the Code of Ethics, or that is considered unethical, can be reported to the ethics line

For more information please email to lineaetica@avianca.com or call Bogota (+57) 1 - 5877677, or from the rest of country call the toll free number 018000952200.