Air Canada’s 2025 Accessibility
Progress Report

Consultations

We consulted different persons with disabilities and disability groups in preparation for this progress report, following the principle of “nothing about us without us.”

2.1. Accessibility Advisory Committee

Air Canada’s Accessibility Advisory Committee was created in December 2023 to provide input and guide our path and vision toward greater accessibility.

It currently includes four individuals who identify as having disabilities and are part of Canadian organizations representing people with different disabilities and accessibility needs:

• Donna Jodhan, Barrier Free Canada
• Paul Rogers, Brain Injury Canada
• Isabelle Ducharme, Kéroul
• Joanne Smith, Spinal Cord Injury Canada

We were pleased to welcome Christopher Sutton of the Wavefront Centre for Communication Accessibility as the fifth member of the committee in June 2024. His term concluded in May 2025 due to his recent appointment to a new leadership role in accessibility at the federal level. The committee meets on a quarterly basis and is consulted on new and ongoing accessibility initiatives.

The accessibility advisory committee was engaged during the development of this progress report. A draft version was distributed to them for review, and the members were encouraged to provide their feedback through their preferred communication channels.

2.2. Ongoing Consultation with Customers

We continue to consult customers with disabilities to identify possible improvements and priorities, as part of our improvement process.

Customer post-flight survey and post-call survey:

We send out post-flight surveys within 48 hours of our flights and include questions on accessibility. As part of the survey, customers are asked to rate the assistance they received from Air Canada on an 11-point scale (0 – Not at all satisfied; 10 – Extremely satisfied; and Not applicable). If a customer is not satisfied (did not rate between 8 and 10), they are asked at which journey point issues occurred. This feedback is reviewed on a weekly basis with insights shared across Air Canada to continue improving our service to customers who request accessibility assistance. We also survey customers who have contacted our Contact Centre and Accessibility Services on their experience.

In the first quarter of 2025, 75 per cent out of about 13,900 customers with accessibility needs said they were satisfied with the accessibility services they received. In the same period, the net promoter score (NPS) of passengers with accessibility needs was 14 points higher than the average NPS score. The NPS is an important tool companies use to measure how likely customers would recommend a product or service to others.

AC Listens Accessibility:

We created a dedicated group of customers with lived experience or family experience with disability within our AC Listens Accessibility community. AC Listens is our online community comprising more than 2,500 customers from multiple customer segments who answered our Post-Flight Survey and who opted in for future research. We use a variety of research tools such as surveys, focus group discussions and polls to uncover customer insights. We regularly consult AC Listens Accessibility on new or upcoming accessibility initiatives.

Customer Workshops:

We know that receiving direct feedback from customers with lived experiences is particularly impactful for our employees. We held and will continue to hold workshops with customers with disabilities for our customer-facing employees. This helps our employees to better understand customer needs.

Individual Feedback from Customers:

The Customer Accessibility team regularly engages over the phone or by video call with customers with disabilities who have expressed their desire to share information about recent travel experiences or provide broader feedback about accessible travel.

2.3. Ongoing Consultation with Employees

Our employees have a wealth of knowledge and information, both about their own accessibility needs as well as how best to deliver on our accessibility commitments to our customers.

Employee Resource Groups (ERGs):

The Diverse Abilities ERG is one of six ERGs at Air Canada. Over the past year, membership in this ERG has increased by 221 per cent, demonstrating that accessibility is a company-wide topic of interest. We consult with the Diverse Abilities ERG through formal quarterly meetings and informal touchpoints. This group provides insights around workplace barriers and challenges and offers suggestions on how to improve accessibility for all employees.

Individual Feedback from Employees:

The Workplace Accommodation Office and the DEI team regularly speak with employees about their employment experiences or about their experiences with family members with disabilities and asks for employees to give broader feedback to improve workplace accessibility.

Employee Subject Matter Experts:

The Customer Accessibility team held several workshops with groups of employees who are part of an employee consultation group on customer accessibility topics. These employees are uniquely placed to offer valuable insight into policy, procedure or training improvements. We are working to strengthen and further develop these consultations.

2.4 Consultation In Preparation for the Progress Report

In preparation for the progress report, we hired the Return on Disability Group (RoDG), an independent consulting firm we worked with for our 2023 accessibility plan and our 2024 accessibility progress report. RoDG designed and conducted consultations to enable customers and employees with disabilities to give their feedback confidentially, encourage greater dialogue and gain a deeper understanding of their experiences.

Employee Focus Groups:

In February 2025, we consulted in both English and French with employees who self-identify as having a disability through three focus groups. The focus groups were open to employees with disabilities from all geographic locations across Air Canada, from different roles within the organization and with different levels of work experience. Participants were asked similar questions to those asked in the focus groups of the previous year so changes could be easily measured. Topics discussed included general perception of accessibility at Air Canada, built environment accessibility, neurodivergence in the workplace, workplace accommodations and ERGs.

Employee Accessibility Survey:

In March–April 2025, a bilingual survey about accessibility, barriers and employment experiences at Air Canada was sent to all employees worldwide. This survey was built on a similar survey issued the year prior but included an additional section to address neurodiversity in the workplace, so that we could gauge progress in light of our ongoing accessibility commitments. We received 1,090 total responses with 16 per cent of participants self-identifying as having a disability.

Customer Consultations:

Between November 2024 and April 2025, we conducted three sessions with the AC Listens Accessibility community on various topics:

• Customer waiting area at Montréal-Trudeau International Airport (November 2024): The goal was to gather feedback on how we can further improve this waiting area so that customers feel rested and reassured. Feedback focused on four areas: (1) design and layout for accommodations, (2) comfort and privacy, (3) service and assistance; and (4) amenities and functionality.
• Rebranding of the Medical Assistance Desk to Accessibility Services (December 2024): The goal was to gather feedback on the perception of this change and the impact it had made on customers. The research showed that ‘AC Accessibility Services’ enhanced perceptions of accommodation, inclusivity, trust and simplicity while maintaining the same level of access to raise concerns as ‘AC Medical Assistance Desk.’ Moreover, the research on the rebrand revealed that customers perceived the department to have a wider scope of services.
• Pre-travel accessibility emails (December 2024): The goal was to evaluate the perception and effectiveness of the new pre-travel emails. Surveys showed that 92 per cent were satisfied with the email itself and over 95 per cent said the information provided was useful and easy to understand.
• Travel experiences in the last year (April 2025): Members were asked various questions regarding improvements noticed, awareness and usage of initiatives and services launched, value perception and unmet needs, among others. The survey revealed that 56 per cent of frequent travellers noticed improvements in their travel experience with Air Canada in the past year. More specifically, staff willingness and proactive assistance, more prompt service, increased clarity and convenience regarding accessibility requests and improved handling of equipment were the most noticed changes. 76 per cent of participants agreed that the accessibility services they have used makes travel easier for them and makes them feel taken care of. In terms of unmet needs, customers suggested broader accommodations for dietary restrictions, increased accessibility of onboard lavatories, enhanced connections assistance and overall standardization of the service they receive across all airports.  

In April and May 2025, we held two focus group sessions with customers with a wide range of disabilities. The focus groups were recruited and facilitated by RoDG. The participants were asked to provide feedback on the overall booking experience as well as communication of accessibility-related information through website content and pre-travel emails.

The participants shared positive feedback on many of our focus areas and initiatives:

• Booking through the website and mobile app was easy and quick.
• Contact centre agents were friendly and helpful.
• Website content is clear, well-structured and informative.
• Pre-travel emails are reassuring and informative.

The participants also shared areas where they would like to see further improvement:

• Increased self-serve options
• Improved ability to save accessibility needs in a profile
• More content on the website and in the pre-travel emails on services for customers with vision loss and customers who are Deaf/hard of hearing
• Visual content to explain services such as illustrations or videos, as well as ASL and LSQ versions of information for Deaf customers

This feedback will be considered for upcoming projects and as we prepare our next Accessibility Plan 2026–29.

Progress Report Scope

This progress report provides an overview of the progress we made in identifying, removing and preventing barriers for customers and employees in seven key areas:

• design and delivery of programs and services
• transportation
• built environment
• employment
• information and communication technology (ICT)
• communication, other than information and communication technology
• procurement of goods, services and facilities

To make it simpler to track progress, we have structured each section in a table that lists the commitments we made in our accessibility plan and our progress on each commitment.

The progress report was reviewed by the vice presidents responsible for customer accessibility and employee accessibility.

Design and Delivery of Programs and Services

Our focus this past year was on increasing awareness and knowledge of accessibility for both customers and employees, through increased training and communication.

Commitment	Action	Status
Near term - Customers
Assess current equipment and available options to help with transferring customers with disabilities to/from aircraft seats in Canada.	We completed our assessment and determined that a wider range of equipment offering choice in transfer methods was needed.	Completed
	We purchased 27 new Eagle lifts that were delivered and put into service at Canadian airports in August and September 2024.	Completed
	We reached agreements with third-party vendors to ensure access to Eagle lifts in smaller regional Canadian airports.	Completed
	We are actively collaborating with multiple lift manufacturers to expand the range of aircraft types and cabin configurations that lifts can accommodate.	In progress
	We are engaged with several sling manufacturers to select a sling model that is safe and comfortable for customers and employees.	In progress
Reinforce awareness and continued implementation of our internal accessibility policies.	We have established a robust accessibility governance structure, led by a joint customer-employee accessibility steering committee with vice president representation from across the company, headed by the chief operations officer.	Completed
	The Customer Accessibility team has championed accessibility at numerous meetings at Air Canada but also with external partners, including United Airlines, Lufthansa Airlines, travel agents and third-party ground handlers in Latin America.	Completed
Assess ways to promote employee awareness regarding accessibility.	We completed our assessment and determined that integrating accessibility into various communication platforms and activities is an important part of promoting employee awareness.	Completed
	Accessibility was an important focus at the 2025 senior leader summit, which is attended by Air Canada’s 400 senior leaders. One presentation was a fireside chat with a Canadian Paralympian and double gold medallist. He was accompanied by his sister and coach. They spoke about achieving success with Autism. Attendees had the opportunity to meet and connect with them.	Completed
	We continued our video series themed “With care and class.” The series was developed to showcase customer success stories, many of which involve accessibility. Most recently, a customer shared his praise for two members of the Vancouver customer transfer team after his first trip post-accident. This video was showcased at the senior leader summit.	Completed
	We are the official airline of Team Canada, most recently supporting its athletes, coaches and support staff to the Paris 2024 Paralympic Games. This opportunity enabled many employees to learn from and engage with people with disabilities differently. The campaign was aired on social media and through our internal communication channels to raise awareness and increase familiarity of disability.	Completed
	We were the official airline for the Vancouver Whistler 2025 Invictus Games, giving employees the opportunity to learn and be a part of the success of getting athletes from Team Canada, Team Brazil and Team Columbia to and from the Games.	Completed
	We produced a video highlighting our changing approach to accessibility at Air Canada in partnership with the disability community. This video was released for our one-year anniversary of the Hidden Disabilities Sunflower program in January 2025. We had two-time Paralympian Brianna Hennessy discuss what she looks for when travelling to help reduce stress and increase focus. This video also involved an employee who self-identifies as having a disability, where he spoke about his experience as an employee with a disability and how we are working to support employees in the workplace.	Completed
	We have participated in three ParaTough Cup events (Montréal, Calgary, Toronto). These events enabled Air Canada employees to learn and experience parasports and to gain a better understanding about disabilities and overcoming barriers. Air Canada employees learned about barriers in the workplace and competed against other corporations in parasports, such as wheelchair basketball, sitting volleyball and sled hockey. The event also included a fireside chat with different Canadian para-athletes.	Completed
	Air Canada hosted a session featuring Karoline Bourdeau, an advocate for digital accessibility and a visually impaired person. Organized in collaboration with the IT Accessibility Centre of Excellence and the Diverse Abilities ERG, the event offered powerful insights into inclusive design and development.	Completed
Near term - Employees
Streamline workplace accommodation requests through appropriate channels.	We launched a pilot project to automate and streamline workplace accommodation requests. The aim is to ensure requests are acknowledged and assessed faster by the appropriate departments. We are also launching a project to build a company-wide request form.	In progress
	The Workplace Accommodation Office has regular meetings with key stakeholders to review accommodation requests and resolve process obstacles.	In progress
Increase the awareness of the Workplace Accommodation Office (WAO) and its role.	We continue to offer tailored in-person training on the employee accommodation policy and the workplace accommodation process and have identified the next cohort of key departments and stakeholders to be trained. This is an ongoing goal to expand the knowledge base and to provide recurrent training to key teams.	In progress
	DEI Champions (100 employees from across the company) are assisting with frontline employee awareness of the WAO. We share high-level information about the WAO when delivering training to all employee groups.	In progress
Mandatory training on the workplace accommodation process to all management employees.	We launched a mandatory recurrent workplace accommodation training module for managers, explaining the employee accommodation policy, the WAO and the roles and responsibilities during the accommodation process.	Completed
Identify and empower accessibility champions within Air Canada departments.	We established a network of 100 DEI Champions, who receive biannual training and knowledge on DEI and accessibility, to improve DEI and accessibility culture within their work locations. The DEI Champions have monthly touchpoints to share information about their workplaces and learn about new initiatives to promote.	Completed
	A DEI Champion sub-committee dedicated to accessibility was established to address frontline employee accessibility (customer and employee accessibility) concerns. This sub-committee is chaired by members of the Customer and Employee Accessibility teams and meets monthly.	Completed
Long term - Customers
Enhanced training to customer-facing employees, management, as well as third-party contractors and enhanced hands-on training to employees providing physical assistance and safe handling of mobility aids.	We designed a new in-person training program for our in-terminal Airport employees that included accessibility soft skills (i.e., non-technical abilities that support individuals with disabilities and their colleagues, fostering inclusivity and understanding), with a focus on inclusive language and unconscious bias. This program officially launched in January 2025. More than 1,500 employees already completed training. The program is expected to be completed by Q1 2026.	In progress
	We designed a new in-person training program for our ramp airport employees that include accessibility soft skills (i.e., non-technical abilities that support individuals with disabilities and their colleagues, fostering inclusivity and understanding). The program launched in October 2024, and more than 3,200 employees already completed training. The program is expected to be completed by October 2025.	In progress
	We engaged Michael Frogley, wheelchair basketball coach and Paralympian in two different training workshop initiatives. In preparation for the Paris 2024 Paralympics, he and Adam Lancia of Motion, also a Paralympian, conducted a workshop on safe mobility aid handling and stowage in the cargo hold. The session was attended by roughly 30 management and frontline employees. Michael also assisted in customer workshops with our ramp trainers, where he shared his personal experiences as a person with a disability and a coach, as well as his travel experiences. The sessions were attended by roughly 100 trainers who are responsible for delivering all mobility aid and transfer technique trainings at Air Canada.	Completed
	We conducted customer workshops with our transfer teams in Vancouver and Montréal, bringing in employees and customers with disabilities to meet with each member individually and share feedback and personal experiences.	Completed
	We increased the number of trained complaint resolution officials who completed specialized training with Open Doors Organization, expanding to members of operational management, Customer Relations, Contact Centres and In-Flight Services.	Completed
	We created an online training program for travel advisors through the Air Canada Global Sales University. The module focuses on Air Canada’s accessibility options, inclusive language and the importance of making the right assistance request for their customers. This program will be launched in fall 2025.	Completed
Improve the transfer of customers with disabilities to/from aircraft seats in Canada and the safe transportation of their mobility aids.	We are revising and expanding an existing in-person training program for our ramp Airport employees that included accessibility soft skills as well as practical hands-on skills for transferring customers and stowing mobility aids. This revised program will launch in September 2025 and will be recurrent on an annual basis.	In progress
Analyze accessibility compliance results and assess for potential policy improvements.	We have strengthened proactive reporting of accessibility issues from all areas of the company.	In progress
	We are establishing a dashboard of accessibility metrics to assess potential policy, procedure and training improvements and to measure effectiveness of changes across the company.	In progress
Long term - Employees
Implement recurrent workplace accommodation training for employees.	We are continuing to provide updated and recurrent tailored training on the employee accommodation policy and the workplace accommodation process to key departments and stakeholders to reinforce previous training and incorporate new learnings into training.	In progress
Promote awareness of existing policies and procedures.	We have started developing detailed workplace accommodation guidelines for employees so they can understand the process and what information is required before making a request.	In progress
	The Workplace Accommodation Office is partnering with key teams and stakeholders to improve the employment experience for employees requiring accommodation and to ensure that employees are more aware of existing resources to meet their needs.	In progress
	In support of our adoption of the Hidden Disabilities Sunflower program, we have introduced a bilingual Sunflower supporter pin to be worn by employees as an official uniform piece. This allyship pin is accompanied with guidance so employees know how to support users of the Sunflower lanyard and how to foster inclusion among customers and employees.	Completed

Transportation

Our focus this past year was on improving processes, equipment and training for the safe handling of mobility aids, assistance for customers needing transfers to and from the aircraft seat and improving the experience of customers with non-apparent disabilities.

Commitment	Action	Status
Near term - Customers
Improve our process to allow the safe stowing of foldable manual wheelchairs in the cabin.	We have progressed in our discussions with mobility aid and aircraft manufacturers to provide additional guidance to our employees on how best to stow mobility aids in the cabin of our different aircraft types.	In progress
Assess effectiveness of safely transporting mobility aids fixed and isolated from baggage, wherever possible, and identify further possible improvements.	We have created a new blue overlay tag that signals to our employees that the customer wants their mobility aid, stroller or instrument returned to them at the gate upon arrival.	Completed
	We continue to work with third-party manufacturers and aircraft manufacturers to improve the safe handling of mobility aids on narrow-body aircraft.	In progress
	We reviewed the stowage locations in the cargo hold of each aircraft and provided new guidance to our employees loading mobility aids to reduce damage. A quick reference table was created for ease of reference to confirm the optimal stowage location on each aircraft.	Completed
Assess and analyze improvements to the process for resolution of damaged/delayed mobility aids.	We reviewed our internal communication and co-ordination with our third-party vendor as well as our service level standards to better assist customers in the case of damage to or delay of mobility aids.	Completed
	We have adjusted our messaging to customers to provide guidance on our processes in the event of damage or delay.	Completed
Implement, where feasible, new guidance published by IATA’s Mobility Aids Action Group for airlines and handling agents on the safe and coordinated transport of mobility aids and improve the travel experience for customers traveling with mobility aids.	We are supporting the National Research Council of Canada’s research project for improved handling of mobility aids and the creation of a job aid system for our employees.	In progress
	We are supporting the Kite Research Institute’s research project into preventing damage to mobility devices during air travel. The goal of the project is to systematically investigate each of the potential causes of damage to mobility devices and to create a set of resources to reduce the risk of damage.	In progress
	We created short, practical videos demonstrating safe handling of mobility aids that were played on internal screens in employee spaces.	Completed
Improve disclosure of boarding options on our website and engage with customers with disabilities traveling with mobility aids to better understand their preferred methods of transfer to/from aircraft seats.	We added new content on our website to clearly explain the options we provide for customers requiring transfers to/from the aircraft seat.	Completed
	We created short, simple videos of a manual transfer and a transfer using the Eagle lift and posted them on our website.	Completed
	We published on our website a list of airports in Canada where the Eagle lift is available.	Completed
Engage with organizations with expertise in training and certification of service dogs to broaden the availability of certification for service dogs, including owner-trained dogs.	We continue to investigate potential Canadian service dog organizations with which to partner for robust assessments of owner-trained service dogs.	In progress
Improve communication of accessibility features and enhance training to our cabin crew on features such as washrooms, call buttons and in-flight entertainment systems.	We have launched the development of an allergen library for flight attendants to answer questions from customers regarding allergens in food options on board. We have launched a pilot project in one of our lounges that enables customers to digitally access clear ingredient and allergen labelling via a QR code.	In progress
Assess how to improve the transportation of large power mobility aids on routes operated by smaller aircraft.	We met and continue to engage with all manufacturers of aircraft in our fleet, advising them of the challenges caused by small cargo door dimensions and requesting larger cargo doors on future aircraft design as well as interim workaround solutions like specialized cargo containers for mobility aids.	In progress
	We have and are continuing to engage directly with mobility aid manufacturers to achieve a travel-ready large power wheelchair that can fit through all aircraft cargo doors safely and securely.	In progress
	We are reviewing our processes to ensure all options are explored with the customer in the event the passenger’s motorized wheelchair cannot fit in the cargo hold of the aircraft scheduled to operate the customer’s initial itinerary.	In progress
Long term - Customers
Engage with airport authorities to improve mobility and guidance assistance process through airports.	We are in regular contact with all our main Canadian hub airports and are continually working to identify key flow points to reduce irritants and improve usage of available space.	In progress
	We have engaged with medium-sized Canadian airports and are committed to working together to improve mobility and guidance assistance.	In progress
Enhance customer independence while still receiving assistance based on their needs and preferences.	Since Air Canada was the first airline in North America to recognize the Hidden Disabilities Sunflower program in January 2024, we have influenced several other airlines to join.	Completed
	In November 2024, Air Canada launched the onboard straws initiative. Recognizing the need for straws for some customers with disabilities, straws are available on all Air Canada flights. Working closely with our Product and Environmental Affairs teams, we selected a variety of straws that met environmental compliance. We then engaged individuals (employees and customers) who require the use of straws to test each option and provide feedback. Our In-Flight Service employees received awareness training on how straws are a necessity for some customers with disabilities and that straws would be provided simply upon request.	Completed
Improve, where feasible, the efficiency and availability of preboarding processes and transfer methods for customers with disabilities.	We created a new special service request code that appears on boarding passes when customers request the use of the Eagle lift (SSR LIFT). This will help ensure the equipment and employees are in place to assist customers in a timely fashion.	Completed
	We have engaged our third-party vendors in certain global regions where accessibility equipment is less available to clearly communicate our expectations for boarding assistance and to improve available equipment.	In progress
Add a website tool so customers can independently check if their mobility aid will fit on the aircraft scheduled to operate their flight.	We created a calculator that enables customers to enter their mobility aid dimensions and independently validate what aircraft type it will fit on.	Completed
Engage aircraft and other relevant manufacturers to explore design options for washrooms accessibility for narrow-body aircraft.	We engaged with Boeing, Airbus and third-party manufacturers on accessible lavatory designs for narrow-body aircraft.	Completed
Engage aircraft and other related manufacturers to identify possible improvements to cargo holds, loading and securing mechanisms that enhance the safe transportation of mobility aids of varying sizes, weights and types in all aircraft types.	We engaged with all aircraft manufacturers for our fleet regarding cargo hold improvements for the safe transportation of mobility aids, such as increased anchor points and segmented cargo holds.	Completed
	We have engaged and will continue to engage directly with mobility aid manufacturers to achieve a travel-ready large power wheelchair that can fit through all aircraft cargo doors safely and securely.	In progress

Built Environment

Our focus this past year was on universal design and its integration into the design phase of all new construction projects and on communicating airport accessibility features to our customers.

Commitment	Action	Status
Near term - Customers
Engage and work with airport authorities, CATSA and CBSA to assess and develop possible improvements to the process of receiving mobility or guidance assistance in the airports.	We are working with multiple Canadian airport authorities to request infrastructure enhancements for our customers with disabilities, such as wayfinding, signage, bridges, continuous cart service, sensory rooms, comfortable waiting areas, elevator size and elevator availability. These initiatives involve major changes to existing infrastructure and as such are multi-year projects.	In progress
	We purchased additional equipment such as in-terminal wheelchairs, aisle chairs and ramps, to ensure that customers are provided with wheelchair assistance and transfer assistance in a timely and comfortable fashion.	Completed
	We worked with multiple airport authorities to support a research project led by the Université de Laval on possible improvements to the airport infrastructure for better assistance.	Completed
Engage and work with airport authorities to explore possible enhancements to independent navigation.	We are working with multiple Canadian airport authorities regarding available technology to enhance independent navigation.	In progress
Engage and work with airport authorities to ensure availability of service dog relief areas after security.	We validated that service dog relief areas are available post-security at all large and medium Canadian airports.	Completed
Engage and work with airport authorities to identify possible tailored spaces that can accommodate customers with disabilities related to sensory/information processing.	We are working with multiple Canadian airport authorities regarding tailored spaces that can accommodate customers with disabilities related to sensory/information processing. We worked with Edmonton International Airport to support its new sensory room that officially opened in April 2025.	In progress
Direct customers to airport authority websites for accessibility features and curbside assistance, through Accessibility Services (formerly Medical Assistance Desk), email communication and our website.	We launched a first phase of tailored communications to customers based on their accessibility request codes. These emails validate the customer’s request and provide useful information related to the airport and the aircraft interior, ensuring a more seamless, informed and comfortable travel experience. The emails provide guidance on how to request curbside assistance from the airport authority.	Completed
	We have added a section on our website that explains to customers that curbside assistance is offered by Canadian airports and that provides guidance on how to make a request.	Completed
Near term - Employees
Reinforce emergency procedures to for employees with disabilities.	We have worked and continue to work with our Emergency Management team to bring increased awareness and availability of individualized evacuation plans. In parallel, we are working to revise procedures to make them their application more universal.	In progress
Establish an audit plan and hire expert consultants to undertake an assessment of existing built environment owned or operated by Air Canada.	We established a reporting structure to review existing and future projects to determine the level of accessibility required to bring each project to success. Universal accessibility principles are now integrated into design and planning, as well as construction phases.	Completed
	The manager of Employee Accessibility & Workplace Accommodations obtained the Rick Hansen Foundation Fundamentals Training certification in fall 2024 and acts as the internal subject matter expert on built environment accessibility in partnership with the Corporate Real Estate team to ensure accessibility is integrated into all relevant projects.	Completed
	In December 2024, our Customer and Employee Accessibility teams facilitated a day-long meeting and visit with Air Canada’s Corporate Real Estate team and representatives of the Rick Hansen Foundation and the Vancouver Airport Authority.	Completed
Long term - Customers
Assess and analyze possible built environment changes that would improve assistance through airports, in consultation with airport authorities, CATSA and CBSA	We identified key infrastructure enhancements needed for our customers with disabilities, such as wayfinding, signage, bridges, sensory rooms, comfortable waiting areas, elevator size and elevator availability. These key enhancements have been communicated to multiple Canadian airport authorities for future design and construction projects. These initiatives involve major changes to existing infrastructure and as such are multi-year projects.	In progress
Long term - Employees
Establish and prioritise a list of built environment improvements.	Renovations of washrooms at our Montréal headquarters have begun in Q2 2025. We are continuing the renovation of elevators at headquarters as well, among other projects.	In progress
	We have integrated universal design at the YUL Air Canada Café for both customers and employees. We are continuing to integrate universal design into Maple Leaf Lounge and Café as renovations/constructions projects progress.	In progress
We have integrated universal design at the YUL Air Canada Café for both customers and employees. We are continuing to integrate universal design into Maple Leaf Lounge and Café as renovations/constructions projects progress.	We are monitoring and assessing the level of accessibility of completed projects that come from the existing reporting structure and are continuing to apply the principles of universal design.	In progress
Assess the availability of emergency procedures in accessible formats and how to provide or improve them.	Work continues to make emergency procedures available in accessible formats. We are engaging with employees with lived experience to ensure emergency procedures integrate accessibility and principles of universal design.	In progress

Employment

Our focus this past year was on tailoring the workplace accommodation process for key departments/teams and training leadership on the importance and process for workplace accommodations. We also increased co-operation between teams that manage the employment experience to ensure a more consistent experience.

Commitment	Action	Status
Near term - Employees
Develop departmental and team-specific accommodation processes	We are continuing to develop and refine tailored accommodation processes for key operational and business teams. Training is being provided on the refined processes, and the Workplace Accommodation Office has regular meetings with key stakeholders to further refine processes.	In progress
Long term - Employees
	We are exploring stakeholder tools to be used to facilitate the onboarding of employees who have disclosed accessibility needs or a disability.	In progress
	We have engaged and continue to engage with stakeholders to refine recruitment policies to improve ways of addressing accommodation requests prior to the start of employment.	In progress
Promote de-stigmatization of disability such that decisions, policies and procedures integrate accessibility as the normal course of business.	Mark Nasr, Executive Vice President and Chief Operations Officer, is the sponsor of the Diverse Abilities Employee Resource Group (ERG). Mark has been sharing his lived experience and supporting the ERG in its mission to remove barriers for employees with disabilities.	In progress
	We are making progress in proactively addressing accessibility in the workplace through culture change. Key teams, including IT, Corporate Real Estate and Global Human Resources, are actively seeking input from the Accessibility teams when they plan new projects and refine their processes.	In progress
Provide in-person training on the workplace accommodation process.	We are continuing to deliver tailored training on the employee accommodation policy and the workplace accommodation process to key departments, including our Airports, Contact Centres, Human Resources teams and management teams across Canada. This training will be continuing on a recurrent basis.	In progress
Complete the automation of the accommodation request process.	The automation project is ongoing to ensure a consistent and equitable employee experience. An interim automation process is being trialed until the entire project is realized.	In progress
Assess how to provide accessible training across multiple locations, training types and formats.	We are supporting the Training team in its multi-year plan to update training. This project will allow the Training team to design training from the viewpoint of employees with disabilities. Upon completion of the training design, we will be continuing to support the training team in ensuring that training is delivered in an accessible manner that is relevant to the diversity of our employees.	In progress

Information and Communication Technologies

Our focus this past year was to keep improving the accessibility of our website and app and using our digital channels to better communicate with our customers.

Commitment	Action	Status
Near term - Customers
Work to enhance user experience for website and app for customers using assistive technology and/or neurodivergent customers, focusing on customer experience.	We provided digital accessibility training to our digital teams, including product owners, designers and developers, and we continued to actively promote digital inclusion from the design phase.	Completed
	We established a unified design system to provide a single point of reference for Air Canada teams building digital products, facilitating the easier and more uniform application of accessibility standards.	Completed
	We redesigned our website home page for improved navigation and overall accessibility for customers.	Completed
	We added dark mode support and dynamic text support for our app, both of which contribute to greater usability.	Completed
	We engaged with a new team of end users with various lived experiences of disability to conduct audits and exploratory testing on both the website and app.	Completed
Expand the use of notifications by text, such as for zonal boarding announcements.	We revised this commitment to prioritize using the app rather than text, and we have added additional notifications through the app.	Completed
	We are requesting that Canadian airport authorities add captions and/or sign language to the gate information display screens, which are their responsibility and used by all carriers. The Vancouver Airport Authority was the first to run a sign language trial to support the boarding process.	In progress
Enhance communication to customers managing vision issues regarding accessible in-flight entertainment availability.	We launched a first phase of tailored communications to customers based on their accessibility request codes. These emails validate the customer’s request and provide useful information related to the airport and the aircraft interior, ensuring a more seamless, informed and comfortable travel experience. Emails to customers who have advised us of vision loss include information regarding accessible in-flight entertainment availability.	In progress
Add a digital accessibility statement on website, indicating best combinations of browsers/screen readers, and establish a simple feedback mechanism for digital accessibility issues on the website or the app.	We simplified the complaint process to include a clear option for customers to submit an accessibility concern regarding the Air Canada website or app.	Completed
Long term - Customers
Develop accessible bag tags and explore methods to notify customers at which carousel they can find their bags upon arrival, such as on the app/by text.	We implemented a new baggage tracking feature on the app, which gives customers access to baggage tracking numbers and carousel information.	Completed
Assess and analyze how to improve use of captioning and/or sign language on-board the aircraft.	We are engaging with in-flight entertainment system providers on the possibility of using captioning and/or sign language on board for announcements.	In progress
Assess and analyze the possibility of facilitating access to the accessible in-flight entertainment mode for customers managing vision issues.	We have had several discussions with in-flight entertainment system providers on the possibility of providing independent access to the accessible in-flight entertainment mode, and we will continue to engage with them on this point.	In progress
Long term - Employees
Assess how to better incorporate digital accessibility into ICT projects at their outset.	We established a Quality Assurance team composed of analysts with disabilities and lived experience to improve end user testing of our products and services. This team performs audits and exploratory testing focusing on identifying barriers for users with disabilities who use assistive technology.	Completed
	We are supporting IT in integrating digital accessibility at the planning phase of new projects. This includes the development of user guides with accessibility statements. The recent launch of a redesigned human resources application integrates updated accessibility features and WCAG compliance.	In progress

Communication, other than Information and Communication Technologies

Our focus this past year was on ensuring our communication with our customers and employees was accessible for all.

Commitment	Action	Status
Near term - Customers
Improve communications regarding role of the Medical Assistance Desk to identify it in a manner that is more inclusive of and attractive to customers with disabilities.	We renamed the Medical Assistance Desk to Accessibility Services in September 2024. The new name represents a shift from the medical model of disability to the social model of disability and is intended to communicate to both customers and employees our goal of making travel more accessible.	Completed
	We have almost completed a full review of accessibility-related signage, iconography and illustrations to ensure we are being consistent in using customer-focused language/imagery, respectful and inclusive.	In progess
Assess and analyze the need for sign language interpreters and/or captioning, such as for Annual General Meetings and investor day events.	2024 Investor Day took place at a Rick Hansen Foundation Gold-certified facility and included live captioning and live ASL/LSQ interpretation. Participants were offered accessibility services at registration.	Completed
	Air Canada’s 2025 Annual General Meeting included ASL/LSQ and live captioning.	Completed
Embed accessibility-related information into relevant pages of website and app, with references to main accessibility page.	We added new moments in the Journey feature on the app, which links to accessibility services on aircanada.com and accessibility services available at our Canadian hub airports.	Completed
	We launched the first iteration of the accessibility services hub on our website last year. We conducted feedback sessions with our accessibility advisory members to gather more feedback on the information and usability of this section. This informed the next iterations and changes to continue making improvements.	Completed
	In April 2025, we launched new tiles on our website with more detailed information on curbside assistance, types of airport wheelchair services provided and more information on personal mobility aids. We also have a section that provides more information on the accessibility advisory committee and biographies of each committee.	Completed
Near term - Employees
Examine how to make meetings, town halls and employee events more accessible.	Throughout Q1 and Q2 2025, we have been trialing accessible live AI-generated transcription and translation services. This trial is being reviewed for company-wide adoption.	In progress
Develop a toolkit for how to hold accessible and inclusive meetings.	We are developing a toolkit for how to hold accessible and inclusive meetings.	In progress
Long term - Customers
Assess and analyze how to expand services offered by and access to the Medical Assistance Desk.	We have expanded the opening hours of Accessibility Services (formerly the Medical Assistance Desk). We are now open from 6 a.m. to 10 p.m. ET, seven days a week.	Completed
Assess and analyze how to improve the communication of accessibility-related information provided during booking to our employees and other service providers at each stage of the travel journey.	We have begun assessing how best to store and communicate customer information to employees at Air Canada who support our customers so that they can provide more tailored assistance.	In progress
Develop and send targeted emails with useful information for customers with documented accessibility-related requests, such as available services and pre-travel reminders.	We launched the first phase of tailored communications to customers based on their accessibility request codes. These emails validate the customer’s request and provide useful information related to the airport and the aircraft interior, ensuring a more seamless, informed and comfortable travel experience.	Completed
Long term - Employees
Assess how to make communication with employees more accessible.	We are preparing to launch an internal inclusive language guide to ensure corporate communications and language within the workplace follows inclusive language best practices.	In progress
Assess the feasibility of providing sign language training for teams where employees who are Deaf or managing hearing issues work.	We are in the process of conducting a feasibility study that will include a pilot project to teach basic ASL and LSQ words and expressions to customer-facing employees to better connect with customers and employees who use sign language. We are continuing to leverage technology tools to support Deaf or hard of hearing employees.	In progress

Procurement of Goods, Services and Facilities

Our focus this past year was on integrating accessibility requirements into our standard procurement processes.

Commitment	Action	Status
Near term
Identify suppliers who can provide accessibility services (for example, plain language writers/editors/translators, Braille, digital, audio, captioning, descriptive video and sign language interpretation).	We have continued to build a database of suppliers for accessibility services, starting with accessible documents.	In progress
	We became a member of the Inclusive Workplace and Supply Council of Canada (IWSCC).	Completed
Assess and analyze new opportunities to embed accessibility requirements in requests for proposals and contracts.	We conducted a request for proposal for accessibility vendors in the United States, including new accessibility requirements and service-level agreements for enhanced customer experience.	Completed
	In Latin America and the Caribbean, we identified airports where our vendors do not have access to the boarding equipment that we require and are working with them to negotiate access to enhanced equipment. Going forward, we have included enhanced boarding equipment requirements in all new contracts.	Completed
Long term
Engage with airport authorities, security and customs in Canada to identify opportunities for synergies in accessible sourcing.	We are engaging with large and medium Canadian airport authorities to gain insight into their accessible sourcing practices and partners.	In progress

Sponsorship and Community Engagement

By collaborating with organizations representing the disability community and other stakeholders, we actively contribute to fostering inclusion, champion disability awareness and create a positive impact within our community.

Building these connections is important so that we can share our initiatives and offerings with different groups within the disability community. Our goals are to provide more information and options to travellers to help reduce worry and anxiety and to create more inclusive employment opportunities for current and future employees.

Autism Aviation Days – Canucks Autism Network, Autism Edmonton and other local autism organizations

• Our engagement with the Air Canada Foundation Autism Aviation Days continues to evolve. During simulation travel days, families check in independently, following a process that closely mirrors an actual travel day. This includes designated check-in counters to printed boarding passes, security procedures and even simulated plane noises during taxiing. The goal is to create an authentic travel experience for participants and to derive valuable insights into accessible air travel. In 2025, we are planning to support six events across Canada. These events help us foster relationships with different Autism organizations in Canada including Canucks Autism Network, as well as the different airport authorities. Our first event in Edmonton kicked off in April in collaboration with Autism Edmonton and the Edmonton International Airport. This year we also put together specialized kits for participants of Autism Aviation Days. These kits contain items that each participant can use to better prepare for air travel.

Comité consultatif des personnes handicapées

• An Air Canada representative has been sitting on the Comité consultatif des personnes handicapées since its creation in 2017 and has been a member of the executive committee since 2024. Being part of the Comité helps us learn about labour market issues and concerns of Persons with Disabilities in terms of integration and retention in the workplace and to identify and promote best integration practices to remove barriers to employment and help keep them in employment.
• In March 2025, we hosted the Comité’s forum on inclusion of Persons with Disabilities in the workplace at our Montréal headquarters. This was an opportunity for government and corporate stakeholders to engage on accessible employment. Our Vice President of Global Human Resources opened the forum, and many employees attended the conference and volunteered to assist throughout the day.
• Furthermore, in 2024, we leveraged our relationship with this group to benefit from its community network and recruit people with different disabilities. Our three members of the Quality Assurance User Testing team were all hired through this organization.

ILL-Abilities

• After having supported some of its events in past years, Air Canada established a more integrated partnership with ILL-Abilities in 2024. This organization of international professional dancers, with various disabilities, provides workshops, theatrical performances and motivational entertainment to groups of all ages and all abilities. We sponsored a unique dance competition that challenges able-bodied dancers to dance with mobility aids. Since last year, we have been partnering to have Luca “Lazylegz” Patuelli as a guest speaker for AccessAbility Week where ILL-Abilities hosted a night at the Canadian Paralympic House in Paris. Members were also sent to Rio De Janeiro to take part in Red Bull BC One, and support was provided for travel to the Vancouver Whistler Invictus Games. ILL-Abilities’ public performances and increasing visibility are changing the narrative on the capabilities and contributions of people with disabilities. ILL-Abilities members have also collaborated with Air Canada through travel consultations that provide us with feedback on their travel journey and about our services.

Concordia University bursary

• We established a bursary at Concordia University for students with disabilities to promote access to education and professional opportunities for students with disabilities. This initiative is part of Air Canada's commitment to diversity, equity and inclusion and aims to inspire students with disabilities to pursue careers in the aviation and air transport industry. The annual bursary is valued at $5,000 and is available to full-time or part-time students registered with Concordia’s Access Centre for Students with Disabilities.

King’s College Art Showcase

• Air Canada supported the 2025 Disability Lecture Series – a groundbreaking initiative dedicated to exploring disability through interdisciplinary academic lectures, artistic presentations and community engagement. Air Canada has partnered with the University of King’s College in Halifax, N.S., by sponsoring this series including the Art Showcase, which celebrates artists with intellectual disabilities and fosters meaningful dialogue about representation and inclusion. This series seeks to provide students with the vocabulary to critically question ableist and colonialist assumptions about the idea of disability.

Spinal Cord Injury BC

• In January 2025, we participated in a familiarization tour in collaboration with Vancouver Airport Authority and GF Strong Rehabilitation Centre. We facilitated an introduction for participants to key points along the travel journey, which included accessible check-in, mobility aid tagging, gate area and boarding methods. Air Canada employees along with SCI members physically demonstrated the two boarding methods, manual transfer and Eagle lift. Participants had the opportunity throughout the tour to ask additional questions about all points of the travel experience.

Canadian Foundation for Physically Disabled Persons

• The mission of the Canadian Foundation for Physically Disabled Persons (CFPDP) is to empower people with disabilities to reach their full potential and pursue their dreams by leading numerous public awareness and education initiatives to reshape perceptions of physical disabilities, while enhancing knowledge and understanding among the general public, government and business communities. In the past several years, Air Canada has supported the Foundation’s annual marquee event, Great Valentine Gala, which is a fundraising celebration highlighting the achievements of people with disabilities and honouring those who support them as well as the Canadian Disability Hall of Fame that celebrates the outstanding achievements of select individuals and the contributions they have made to the community. Our efforts support the CFPDP’s dedication to providing financial support and resources to help Canadians with physical disabilities through direct funding for programs and services, mentoring and sharing expertise through committee involvement and other initiatives.