SUSTAINABILITY 20 6 - copaair.com

20 6SUSTAINABILITY

REPORT

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T his report covers the period from Jan-uary to December 2016 and is a trans-parency exercise with all our groups of interest.

Contact data for more information: Torre N., Boulevard Costa del Este,

Panama City, Panama +507 217 2672

Communication DepartmentCorporative Welfare and [email protected]

MESSAGE FROM THE EXECUTIVE PRESIDENT

RESPECTING THE ENVIRONMENT

SUSTAINABILITY STRATEGY

CORPORATIVE GOVERNMENT

PRIZES

OUR TEAM

COMPANY’S PROFILE

COMMITMENT WITH DEVELOPMENT

EXCELLENCE IN SERVICE

RELATION WITH GROUPS OF INTEREST

INDICATORS CHART

COMMITMENT WITH SECURITY

06

76

40

26

88

58

10

82

50

34

92

68INDE

X

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SUSTAINABILITY REPORT 2016

76

MESSAGE FROM THE EXECUTIVE

PRESIDENT

It was a year of important challenges that we could face thanks to the focus, team work and commit-ment of the more than 9,000 collaborators that

form part of our firm that allowed us to strengthen even with the economic challenges of the region.

We were once again recognized as the the first air-line more punctual in Latin America and the first of the world. We were recognized by the prestigious firm Skytrax in its anual survey as the “Best Airline of Central America and the Caribe”, we have the best airline personnel of Central America, we are leaders in Mexico and Central America and we have the hi-ghest credibility index of flight motors in the last 5 years.

Among these accomplishments we can mention the celebration of the 50 years of operation in Costa Rica, being the airline with the greatest continuity in this country, we extend the possibility of flights to our passengers thanks to the new shared codes with Air France and Lufthansa, we renovated our allian-ce with United Airlines and we achieved to drop our costs of 12%, in aspects no related with quality.

We are proud of having launched the new copa.com, applications for smart phones and we obtained the approval for the expansion of the Hangar, which will bring more than 300 jobs for the development of the heavy maintenances in Panama.

We continue maintaining the commitment with the environment and have introduced new measures to reduce our environmental impact and have reduced our emissions in almost 170,000 tons.

For second consecutive year, our fidelity card for fre-quent client, ConnectMiles; had a great reception. To this project we add the launching of DonateMiles, where our passengers showed their solidarity by do-nating more than 70,000 miles to those who need them. Only during the first week we achieved more than 10,000 hours of volunteering with 53 activities in Panama and Stations demonstrating that great human sensibility that is our characteristic.

With our passion, dedication and commitment, we make it easier that the families stay united, that people enjoy the marvels of our region, that com-munities where we operate grow and develop, that the businesses and professionals flourish and the human beings beneficiate. We achieved all these in the year 2016 by offering the highest service levels and the best punctuality in the world.

Now, we should look at 2017 with greater optimism, enthusiasm, and commitment. We know that our business success is in this approach of sustainability under which we work in Copa Airlines. We animate you to discover it in this report.

In the year 2016, we succeed to maintain the Copa Airlines as the airline leader in Latin America.

PEDRO HEILBRONExecutive President

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MAIN FIGURES

98

COMMUNITY

COLLABORATORS

SECOND COMPANY

More than 9,000

ENVIRONMENT

where the young people in Panama dream to work.

Recognized as the

collaborators.

We have diminished approximately 168,446 tons of our emissions of CO2 during the last 5 years.

In 2016, we collected 257 tons of recyclable material, a 32% more than in 2015.

8,539 gallons of hydrocarbons collected and treated.

238,219.53 gallons of oily water recollected and treated.

• 10,200 hours of volunteering where we worked with 21 institutions in 53 projects and activities.

• 21 students graduated from our Academia Latinoamericana de Aviación Superior (ALAS).

• 10 youngsters graduated from the Escuela de Técnicos Aeronáuticos (ATA).

• 400 teachers of the Tocumen area were trained to make better the methodology and quality of teaching with programs to avoid scholar desertion.

CLIENTS88% of punctuality

99.82% of complying factor

99% of the passengers arrived on time to their connections

99.5% of the luggage arrived without affectations.

46% of the executive and management positions are occupied by women.

78% of the new hirings are people that are less than 30 years old.

More than 60% of the collaborators of the company

are syndicated.

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We transport 13.4 MILLIONS of passengers through the Hub of the Americas to 73 destinies in 31 countries, with an average of 100 daily flights through all the continent.

COMPANY’S PROFILE

1110


INDEX

1312


In Copa Airlines, we connect America. Our fli-ghts shorten distances and connect all the con-tinent. With dedication and commitment, we

make easier that families keep united, that peo-ple enjoy the marvels of our region, that com-munities grow and develop, that businesses and professionals succeed and human beings get be-neficiated.

We attain this by offering the highest service le-vels and the best punctuality in the world.

Our vision is to be the leader airline in the Latin American aviation and be the preferred connec-tion through Panama by uniting the main cities of north, south, and central America and the Caribe.

13.4 MILLION

73 DESTINIES

In 2016, we transported

We reach

of passengers through the Hub of the Americas.

in 31 countries with an average of 360 daily flights through all the continent.

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1514


Our location is in the Business Park de Costa del Este, 6 miles from the International Air-port of Tocumen. This airport is our “Hub”

in America where we connect the passengers of all the continent.

There we have what we call the System Opera-tions Control Center (SOCC), the synergic, logistic and statistical link that plans and gives support to all the areas of our company, supporting the making of decisions and focuses in maintaining the continuity of the operation of Copa Airlines. This team is formed by more than 40 collabora-tors working to guarantee all our passengers the world class service that characterizes us.

Besides, the Copa Airlines has offices in 30 other countries from where we give service to the pas-sengers of all the region.

Our objective is to continue growing in a profi-table manner and to improve our leading posi-tion in the Latin American aviation by providing a combination of first class quality client servi-ce, convenient schedules and competitive rates, maintaining at the same time the operative costs.

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THE ROUTE TO SUCCESS

1716

“The Route to Success” is the annual strategy under which we work in Copa Airlines. This marks the main pillars of

work, its objectives and indicators of success. It is the main tool to assure that everybody works in the same direction and that is why it is very actual in the day to day of the company.

Continue to encourage our employees to im-prove the operative and service metrics related with the satisfaction of our clients by continuing with our plan of participation of the benefits and with recognition programs.

Continue focusing in maintaining the financial solidity of the company. We work to lower our costs by means of the efficient use of the aircraft and the productivity of the employees. We want to reduce our cost for mile of seat without sacri-ficing the services that are valued by our clients nor affecting the security of our operations.

Our priority is to maintain the maximum service quality. We will continue to focus in satisfying our clients and gain their loyalty by providing a com-bination of quality, competitive rates, punctual-ity, convenient schedules and reduction of the luggage that is not well administered.

Extend our net by adding new destinies and searching to optimize the routes where the de-mand is. We believe that the flight demand in the region will grow again in the next years and we have the intention to use our fleet capacity to satisfy this demand.

STRENGTHEN THE EXPERIENCE WITH THE CLIENT

FLYTO WIN

WORKINGIN TEAMS

TO ATTAIN COMPETITIVE COSTS


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1918

HISTORY

OUR VALUES IN ACTION:

We anticipate and surpass the ex-pectations of our clients. We recog-nize that our success depends on the satisfaction of our clients. We are re-liable and we offer an efficient, con-sistent and high-quality service.

Our first commitment is with the safety of our clients, collaborators and of the company. We comply with the highest standards of industry and the local and international regula-tions. We search for a continuous develop-

ment. We see challenges as oppor-tunities to make things better. The creativity marks the rule in our day-to-day

We are honest and integral in all our actions. We work with integrity and transparency, fulfilling our promises to those with whom we work.

We work as a team and contribute to a positive environment. We want to be the best company to work with, giving growth opportunities to our em-ployees and recognizing and celebrat-ing their achievements.

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NEW DESTINIES AND CONNECTIONS

2120

In 2015 the purchasing of new aircrafts that will be arriving in 2018 and 2025 was formalized. We will receive the first five Max-9 in 2018, giving an im-portant impulse to the modernization of our fleet.

OUR FLEET

EMB-19094 PAX 21 20 19

737-800160 PAX 64 66 68

737-700124 PAX 14 14 14

MAX-9178 PAX 0

99

0

100

5

106

TYPE OF AIRCRAFT 2017 20182016

EMB-19094 PAX

Additionally, the frequencies to cities such as San Francisco and Sao Paolo, were increased, adjusting the capacity where there is more demand. In the same way, two routes which were not frequently used by our passengers were cancelled.

We announced new shared codes with air-lines as Air France and Lufthansa and the ren-ovation of shared codes with United Airlines, which allows us to give the passengers better flight options and a greater connection from our Hub of the Americas.

It was a year of important celebrations: · 50 years of operation in Costa Rica, which

turns us in the airline with greater continui-ty in the country

· 25 years of operation in Mexico City · 10 years flying to Maracaibo · 10 years in the Uruguayan market

WE ARE ARRIVING TO THREE NEW DESTINIES IN 2016

· Holguín, Cuba · Rosario, Argentina· Chiclayo, Peru

WE ARE ARRIVING TO THREE NEW


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HUB OF THE AMERICASProvides flight schedules conveniently designed for quick connections and a service without in-terruptions from one point to another.

COPA CLUBOffers the clients a reserved space, privacy and rest before the flights and during connections. In association with United Airlines offers the services in different countries of the region.

CORPORATIVE PROGRAMRewards the preference of business journeys of our business-related clients who may change their Business Rewards points for air tickets, MileagePLus Premier memberships, entrance to our saloons Copa Club and other benefits.

COPA VACATIONSWe analyze the priorities of our clients in voca-tional packages to offer the best options for the vacations through all the continent.

COPA COURIEROur broad net of connections allows us to offer an efficient service on parcels service. We deliv-er in more than 165 countries. Through our web page you may estimate the price of the dispatch and accumulate miles.

COPA CONVENCIONESWe offer special discounts for events and conven-tions in the region through this program.

COPA CARGOWith this service, we offer logistic solutions of freight transportation, we have equipment spe-cialized for different types of freight, including the ones that require a special treatment and priority.

EXECUTIVE CLASSThe passengers in executive class can enjoy the exclusive benefits offered by a unique on-board experience.

2322

OUR SERVICES


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The Copa Holdings launched Wingo, a new service of Copa Airlines. Wingo is an airline of low cost based in Colombia that operated in the beginning to 16 destinies in ten countries of the region. The objective is to diversify the commercial offer of the Copa and assist a new segment of travelers.

Wingo covers the routes that Copa Colombia operated in domestic destinies and internation-al markets from and to Bogota, as well as some flights from the Howard airport, in Panama. Com-mercially, it is a business unit separated from Copa Airlines, that at first had a fleet of four Boe-ing 737-700 aircrafts.

This airline opens a great opportunity for those travelers who want to fly more and fly better, at a low cost and with a product customized to their needs and budget. By means of this trademark, Copa Holdings may complete its business model and take advantage of the available infrastruc-ture.

Unlike the model that Copa Airlines offers, with which the passengers can obtain a complete ser-vice with connectivity through the Hub of the Americas, under the trademark Wingo, a net, point to point, will operate, with a simple organi-zational structure and at an efficient cost.

WINGO BEGINSTO OPERATE

Our executive president, Pedro Heilbron, was named new president of the Directive Board of Star Alliance, instead of Calin Rovinescu, presi-dent and executive director of Air Canada, who was in the position the last four years.

As president of the Directive Board, Heilbron will act as designed spokesman for at least two years and will be the leader in two annual meet-ings of the board.

CLOSER TO STAR ALLIANCE

Since January 2001, we have significantly grow and have established a history of consistent profitability.

Our total operative income increased from $ 0.3 thousand million in 2001 to $ 2.2 thousand million in 2016, while

our operative margins have also increases from 8.6% to 12.4% during the same period.

Our income comes mainly form the transporta-tion of passengers, with a 96.0% at the end of 2016. The remaining 4% comes from the freight and other income.

In the past, we had a negative impact in our in-come due to the low economic performance of some countries where we operate, and in 2016, we were affected by the currency devaluation in Latin America. Nevertheless, from the fourth tri-mester there has been a growth in the demand in the region.

The financial statements of the company are available to the groups of interest in the web page.

FINANCIALRESULTS


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2726


CORPORATIVE GOVERNMENT

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Directive Board of Copa Holdings, S. A.

2928


THE GOOD CORPORATIVE GOVERNMENT OF COPA AIRLINES

IS MARKED BY THE INTEGRITY AND TRANSPARENCY PRINCIPLES UNDER

WHICH THE MAKING OF DECISIONS IS CARRIED OUT AND WHICH EXTENDS TO

ALL THE LEVELS OF THE COMPANY.

A Through a series of policies and stan-dards, these principles turn to be a daily exercise by the form in which we relate

with our groups of interest.

The practices of good government of the com-pany are marked by the standards of the New York Stock Exchange, the principles of the So-cial Pact, the guidelines of the Stock Exchange Commission of USA and the guidelines of the National Values Commission in Panamá.

Our main government organ is the Directive Board, responsible of the supervision and con-trol of the activity of the company, with exclu-sive competence over the policies and general strategies. It is formed by twelve members of which four have independent character.

One of the main responsibilities of the Direc-tive Board is to analyze the risks, including the ethical, social, and environmental matters in the planning of the activities, that together with the search for profitability, guarantee the responsi-ble projects and operations with the capacity to generate value on a long term.

• Stanley Motta, President and Director• Pedro Heilbron, CEO and Director• Alvaro Heilbron, Director • Jaime Arias, Director • Ricardo Alberto Arias, Director • Carlos A. Motta, Director• John Gebo, Director• José Castañeda Velez, Director • Roberto Artavia Loria, Director• Josh Connor, Director

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3130

It is responsible of recommending the criteria for the selection of new directors, the supervi-sion of the evaluations of the Directive Board, its members and committees and the handling of other matters that are specifically delegated by the Administration Board.

Is the responsible for the process of selection and evaluation of all the directive positions of the company (including the Executive Presi-dent). Besides, it recommends the compensa-tion and bonifications level. Its members are non-executive counselors which, at least one, is an independent counselor.

Formed by experts in a concrete area, it struc-tures in function of the matters to attend. It has as main purpose, to assess the Administration Council of the company in specific topics that may arise in particular moments. It has at least three members but they vary depending on the needs.

The internal control is other of the basic pillars in the model of good government. This commit-tee is responsible for the review of the integrity of the financial reports, the efficacy of the risk management systems and the fulfilment of the laws, policies and ethical codes.

Besides, it has the responsibility over the proce-dures of claims related with accounting, audit, and internal control matters.

We have a policy of satisfaction that establishes the measures to follow related to the non-fulfill-ment of the processes.

THE AUDIT COMMITTEE

COMMITTEE OF DESIGNATIONS AND CORPORATIVE GOVERNMENT

THE REMUNERATIONS COMMITTEE

INDEPENDENT DIRECTORS COMMITTEE

TO REINFORCE THE CORPORATIVE GOVERNMENT OF THE COMPANY, THE DIRECTIVE BOARD HAS FOUR COMMITTEES, IN CHARGE OF THE EVALUATION AND FOLLOW-UP OF SPECIAL RELEVANCE AREAS:


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3332

The ethical behavior must reflect in the de-cisions of the daily life of all the collabora-tors. For this motive, in 2016 we restruc-

tured and relaunched our ethical code making it available and closer to the collaborators. To communicate the ethical code, a strategy of in-ternal communication was developed.

This code, establishes the guidelines of behavior and commitment with the fulfilment of new val-ues, policies, principles and norms for the pro-cess of the making of decisions and execution of our daily chores.

Within the ethical code, the fulfilment topics, zero tolerance and corruption, financial trans-parency, and conflict of interest are also treated.

The Committee and the Ethical Officer have the responsibility of assuring the fulfilment of this Code. The Ethical Officer reports directly to the Executive President (CEO) and carries out peri-odical reports for the Audit Committee of the Copa with respect to the implementation and the efficiency of this Code, as well as the policies and procedures on practice to guarantee the ful-fillment of it.

NEW ETHICAL CODE

It is a service that collaborators can use to report any violation to the laws, norms, and principles contained in the Ethical Code and do it with con-fidence and confidentiality. Although it is only a suspect, the situation must be investigated to avoid bad practices. The collaborators have dif-ferent channels to denounce.

COPA ESCUCHA


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3534

RELATION WITH STAKEHOLDERS


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3736

We create an economic value for our investors and shareholders following the guidelines of good government of the company.

We have syndicates in different countries. Only in Panama we operate with four different ones.

They are fundamental to offer our new clients an integral service of high quality.

We maintain long lasting relations for mutu-al benefits with suppliers, guaranteeing its strengthening for the benefit of the service to our clients.

Our commitment with the client is the excel-lence in the service quality.

We support the environments where we oper-ate, acting under a policy of respect and com-munication.

The growth of our collaborators will be the growth of the company.

We maintain a fluid and constant communica-tion with the governmental authorities of the airport.

INVESTORS SYNDICATES

COMMERCIAL PARTNERS SUPPLIERS

CLIENTS COMMUNITIES

COLLABORATORS REGULATORS

The integrity and honesty are two fundamental principles in the relationship with our groups of interest. The open

and transparent dialogue with them, allows us to identify opportunities, generate confident ties and help us in

the making of decisions. In the same way, it alerts us of potential risks and allows us to avoid them.


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3938

We have different mechanisms and tools that allow us to maintain a continual communication that provides us strategic information for the business. To assure a correct management of the information, each department is responsible for managing and securing these relations:

GROUP OF INTEREST DEPARTMENT RESPONSIBLE ACTIONS PERFORMED

INVESTORSCorporative FinancesExecutive Presidency

Annual report of financial resultsQuarterly meetingsSustainability report

CLIENTS

CommunicationMerchandisingClient’s Service

Client’s Experience

Communications through conventional mediaOnline communication channels: mailings, web page and social nets

Satisfaction surveysCall center

71 points of sale – national and internationalDenounce channel

Direct attention over the counter

COMMERCIAL PARTNERS SalesMeetings with our commercial allies

Training program for travel agentsSustainability report

COLLABORATORS Human Resources

Internal CommunicationsCorporative Welfare

Weather surveyIntranet: “Somos Copa” and “Copa TV”Daily bulletin and Noti Copa magazine

Quarterly chats of the executive presidencyCopa TalksHelp Desk

Sustainability ReportTeam meetingsCopa Escucha

SYNDICATES Human ResourcesCollective conventionsSustainability report

COMMUNITIES Company’s Social ResponsibilitySustainability report

Corporative volunteering

SUPPLIERS Purchases Meetings

Sustainability reportNegotiations of contracts

REGULATORS AND OPERATORS OF THE AIRPORT Airport ServicesSustainability report

Meetings


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4140

SUSTAINABILITY STRATEGY


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4342


OUR SUSTAINABILITY STRATEGY IS BASED IN A RESPONSIBLE

MANAGEMENT OF OUR BUSINESS, UNDERSTANDING WHICH ARE OUR

MAIN POSITIVE IMPACTS TO MAXIMIZE THEM AND THE NEGATIVES TO

MINIMIZE THEM.

We link the objectives of the strate-gy of sustainability with ones of the business, incorporating them to pro-

cesses and goals that form part of the way we manage the company.

Our strategy works on three pillars:

These pillars are materialized through an action plan based on:

• Welfare and professional growth of the collaborator • Generate an ethical laboral environment and with optimal working conditions • Develop programs of career progress • Carry out welfare, health and benefit programs • Design support programs for the collaborator

• Conservation of the environment • Develop the policies for an efficient operational handling • Carry out an effective management of the “4Rs” program (reduce, reuse, recycle, reforest)

• Integral development of the communities where we operate • Through programs to improve the educational quality and social welfare • Generating programs for the technical and professional development • Supporting humanitarian causes

Support the welfare and professional growth of the collaborators

Conduct the business conserving the environment

Support the integral development of the communities where we operate

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OUR RSE STRATEGY IS TOTALLY ALIGNED WITH OUR BUSINESS STRATEGY:

FLIGHTTO WIN

We carry out our business with our clients and suppliers in an

ethical manner.

We comply with our promise to our clients and provide

accessible ways to communicate and evaluate our service.

We conduct our business being efficient and conserving the

environment.

Committed with the welfare and development of the

communities, our collaborators, and their families.

STRENGTHEN THE CLIENT´S EXPERIENCE

OBTAINCOMPETITIVE COSTS

WORKINGIN TEAMS

RSE = SUSTAINABILITY

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SUSTAINABILITY GOVERNMENT

Strategic planning instance and budget assignation. It gathers once a year to approve the annual budget based on the RAE.

Instance for the project’s approval, donations and evaluation of the progress of the strategy of RSE. It gathers every 4 months to evaluate the advances.

Guarantees and implements actions in fulfilment with the principles of the Global Pact

and strategy development of RSE approved by the

committee.

Non profit organization that operates as executor arm of the sustainable devel-opment projects, environment, humani-tarian support, donations and the volun-teering of the Copa Airlines.

Leaders of the areas that promote the development of projects and actions of corporative volunteering.

They will gather every month to evalu-ate, organize projects, volunteering ac-tivities, and internal communication.

STRATEGIC COMMITTEE OF COPA AIRLINES

RSE COMMITTEE

WELFARE AND RSE DIRECTION

VPS AND DIRECTORS

DESPEGA FOUNDATION

VOLUNTEERS

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The Fundación Despega is responsible of exe-cuting the programs of volunteering, social de-velopment, environment and donations of the Copa.

THE MAXIMUM GOVERNMENT ORGAN OF THE FUNDACION DESPEGA IS ITS DIRECTIVE BOARD, CONFORMED BY:• Presidente: Pedro Heilbron, Executive Presi-

dent of Copa• Vice president: Vidalia de Casado, Human Re-

sources Vice President of Copa • Secretary: Ivette Franco, Legal Advice Director

of Copa • Treasure: José Montero. Finances Vice Presi-

dent of Copa • Vocals: Laura Plata, Responsible of RSE of Copa

and Mayra Arosemena, Director of Share Ser-vices

The Directive Board that gathers once a year with the purpose to determine the activities of the Foundation and evaluate the results of the pre-vious year.

The funds of the Foundation come from the do-nations that Copa Airlines realizes, activities of collection of income as the Annual Tournament of VP Ops Technical and the funds that the corpo-rative volunteering of the Copa obtains.

4948

GOVERNMENT OF FUNDACION DESPEGA

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EXCELLENCEIN SERVICE


5150

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OUR PRIORITY IN 2016 HAS BEEN TO FORTIFY THE EXPERIENCE OF THE CLIENT IN A HIGHLY

COMPETITIVE ENVIRONMENT.

We focus in maintaining the highest op-erative standards and offer a depend-able, friendly and safe product to se-

cure the loyal passengers and promoters of our airline.

Our strategy to strengthen the client´s experience in 2016 was centered in:

5352

Maintain the quality of our products and services, promot-ing the satisfaction and loyalty of the travelers

1

Offer new tools to accede our services 3

Comply with the expectations of our clients offering a depend-able and secure project2

Guarantee the competitivity of the Hub of the Americas, reduc-ing the loss of connections and delays

4

Thanks to the excellent work of all the team, we are again an airline preferred by region travelers and reaching an occupation factor

of an 82%.

About the punctuality, we reached the 88%, with this, the Copa consolidates as the most punctual airline of the regions according to Flight Stars and the second in the world according to OAG.

Besides, we work to improve the experience of the client during operations and irregular situa-

tions because there is no guarantee about a delay or other type of incidents. That is why, the pilots and airport personnel were trained because they are the direct communication channels with the travelers.

Our result of Net Promoter Score NPS is consid-ered as excellent in accordance to the industry standards.

These indicators are placed in the top of the in-dustry in the region.

MAININDICATORS

83%88%

99%99.5%

99.82%

of occupancy

of punctuality

of the passengers arrived on time to their connections

of the luggage arrives without harm

Only 5 out of one thousand bags arrive with some harm

of comply factor


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5554

OUR MODEL OF CLIENT’S SERVICE

In 2016, we continued with our digital transfor-mation focused in presenting a better experi-ence to our clients from any platform. In that

line, we launched the new web copa.com that improved the navigation on the page and the purchasing system from any device. This page was designed to guarantee the accessibility of persons with disabilities so we have the support of the National Secretariat of Disabilities.

Our portal is, besides, our most direct channel of communication with our clients where they can accede to services as: car and hotel leasing; information and request of reimbursements and claims; report and forgotten articles, online check-in, corporative information and migratory requirements.

In that same line, the new mobile application was launched and allows our passengers to check-in, download the boarding pass to their cell phone, verify the flight status and review the ConnectMiles account, among other things. Both tools received very positive comments from the users.

The social nets have been other tools that have been maximized to be closer to our clients. Through Facebook, our clients can have di-

rect access to information of the company and an immediate response service thanks to “Ask Ana”. Besides this is our most direct channel for the launching of promotions.

With the purpose to bring Panama near to our clients, we launched Panama Hits, the new on-board channel, that gives a space to talent and culture from Panama, strengthening the interna-tional position of the country as a touristic desti-ny by excellence. It gathers work of outstanding talents of the musical industry at a national and international level such as Ruben Blades among many. All the communications with our clients are sub-jected to our transparency and veracity policy that eliminates the small letter. This has allowed us to gain our clients’ confidence. In the same way, our advertising activities are performed with respect to human rights.

Our advertising and promotional activities in-clude the use of television, newspaper, radio, and advertising fences as well as public relations events directed to the cities where we fly.

1. Inform the lowest rates available

2. Notify delays, cancellations and itinerary changes

3. Deliver the luggage on time

4. Reimbursement of air tickets

5. Adaptations for clients with disabilities and other special needs

6. Satisfy the essential needs of the clients during the prolonged delays on the track

7. Compensation for excess of reservations

8. Reveal the cancellation policies and rules of frequent traveler

9. Guarantee the response capacity before claims of clients

10. Soften the nuisances of the passengers

NEW TECHNOLOGIES TO REACH OUR CLIENTS


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LOur client´s data are protected following our privacy policy. We have taken all the opportune measures to guarantee the confidentiality of data that are only used for internal purposes of the company.

These are not sold nor shared unless an authority requires them.

All the information related with purchases with credit cards trough the web site or call center is only used to complete the specific purchase for which the information was provided.

We don’t have any claims related to violation matters of confidentiality or outflow of data of our clients to third parties.

Our program of frequent traveler has had great acceptation since its launching in 2015. That year the card of Connect Miles became a digital card aligned with the efforts of the company to diminish the environmental impact. The digital card has the same benefits.

Also, through our fidelity card, we generate an alliance with Multiplaza and Metromall to im-pulse Panama as a touristic destiny for purchas-ing that allows our members to obtain miles with their purchases in these malls.

At the end of the year we launched the program Donate miles, with which our members of Con-nect Miles have the opportunity to share their miles with the institutions Obsequio de Vida and Make a Wish of Panama.

The miles donated are used to ease the displace-ment of people of low resources from Panama to any country of America or out of the region (Copa’s destinies), where medical attention is obtained.

Only in the first month we obtained a very positive response from our members who donated more than half a million miles.

We have a group of people dedicated to attend communications of our clients through a system that allows the handling of lines by agent and prioritize by type of client and situation to as-sure that we attend all our clients in the least time possible, giving complete and fair respons-es in accordance to the situation that the client exhibits.

Additionally, we have a team dedicated to the analysis of the client’s voice that is in charge of daily gathering the opinions about our service through our sources of information of clients: one of the main one is the survey that we real-ized to our clients after they finish their trip. This allows us to gather data of more than 800 clients per month.

The rate of response of the satisfaction surveys that we send our clients is between 10% and 12%, which is very healthy for the industry.

We have a sale and merchandising direct net of 71 national and international points that allow us to be near those clients that prefer more tra-ditional purchasing systems.


SALESDISTRIBUTION

CONFIDENTIALITY OF THE CLIENT

CONNECT MILES AND DONATE MILES

ATTENTIONTO CLIENT

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OURTEAM

5958


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WE KNOW THAT TO REACH OUR OBJECTIVES AND CONTINUE GROWING

IS TOTALLY CONDITIONED WITH OUR CAPACITY TO ATTRACT, MOTIVATE, AND MAINTAIN THE BEST PROFESSIONALS.

6160


The model of Copa Airlines, which we call “Agenda de liderazgo” (Leadership agen-da) aims that our leaders have the capacity

of positively influence over our team of collabo-rators. Each department is focused in obtaining their objectives, anticipating, and assuring the transparency in the making of decisions. In this way, each collaborator knows its contribution and impact in the accomplishment of their orga-nizational objectives, as well as the ones of their department.

Within this program, a monthly reunion is being held among the maximum responsibles of the

company and all the managers and directors of areas to comment the advances and challenges of the corporative strategy.

Our compensation strategy is based in a pro-gram of participation in benefits that pretends to retain the best human capital and align the interests of the collaborators and actionists. This program reflects the belief that our employees will continue to be dedicated to our success if they have a share in this success. The step of performance is based in the results of the pre-vious year.

To reach these objectives, the strategic work lines are:

Maintain Copa as one of the best places to work

Establish the plans for concrete work by areas based in the survey of the surrounding conditions of 2015

Strengthen the development of our leaders

INDEX


MAIN FIGURES

6362

In Copa. At the end of 2016 we were a total of 7744 collaborators divided in the following categories:

46% of the executive and managers positions are occupied by women.

More than 300 vacancies were covered with external talent.

The 78% of the new hirings were of persons with less than 30 years old.

The 79% of the employees are lo-cated in Panama, while the 21% work in stations.

4082727

Mechanics

Service to Passengers

1796Administrative Personnel

9861827

Pilots

Cabin members of the crew

L The training was one of the work focus of the Copa in 2016 because we know that it is fundamental that our collabora-tors have the necessary tools to perform their job and grow within the company.

We look to standardize the formation system in such a way that it resulted more comfortable to trainers and to collab-orators. Besides, the virtual programs in line were strength-ened to improve the access of the stations in the platform.

Among our formation programs the following stand out:

Additionally, we developed a campaign focused in remem-bering the history, mission, vision, and values of the com-pany. For that, we installed the new graphic line in the of-fices with the key messages and informative videos and activities were performed with the collaborators.

• We have trained more than 1350 people in programs of the Service Academy between Panama and the stations. Its objective is to develop the services competences to the client of our collaborators to strengthen the loyalty of our clients.

• 1403 leaders have been trained in the pro-gram of Leadership and Management that looks to strengthen the management abili-ties to impulse the talent of their collabora-tors, for the purpose to achieve our goals.

• 608 members of the Executive Extended Committee have received formation in one or more modules of the Program of Funda-mentals of Leadership and Management.

• 334 collaborators have received instruction about Management Programs, included: Yellow Belt, Green Belt, Quality Circles and Competence Laws.

• We implemented the Program of Copa-Talks, integrated by brief and dynamic chats that search to expand and share good ideas, practices and tools that inspire changes in attitudes, processes and behaviors. We have developed 7 sessions where more than 509 collaborators have assisted. This program has the option to attend it live or virtually.

• Conversando entre líderes (Conversations among leaders) is a program that directly supports the day-to-day management of our manager and directives through brief talks

with agents of change, who share with us in a very punctual way, their best practices in the managements of high performance teams. 384 leaders have attended this pro-gram.

• All the pilots participate in training programs in a constant way in our training center of the Ciudad del Saber. In 2016, 925 pilots re-ceived the program of continual training.

• The formation of the first 34 officials of new entering was performed.

• The Academia de Idiomas (Idioms Acade-my) offers 5 programs including a Program of Corporative English, where 800 collabo-rators have participated. We also have the English Program for Pilots “Loud & Clear”, 100% virtual. We also offer Portuguese Pro-grams for the Area of On-Board Service.

• Other of the most important trainings of the year was the one that prepared our techniques for the arrival of the Max air-planes in 2018.

• We have offered the program of corporative induction to more than 450 persons, whose objective is to integrate the new collabora-tors to the organization giving them infor-mation about fundamental elements of the organizational culture and the relevance of their role.

INDEX

MAIN FIGURESIn Copa. At the end of 2016 we were a total of 7744

collaborators divided in the following categories:

46% of the executive and managers positions are occupied by women.

More than 300 vacancies were covered with external talent.

The 78% of the new hirings were of persons with less than 30 years old.

4082727

Mechanics

Service to Passengers

1796Administrative Personnel

9861827

Pilots

Cabin members of the crew

L The training was one of the work focus of the Copa in 2016 because we know that it is fundamental that our collabora-tors have the necessary tools to perform their job and grow within the company.

We look to standardize the formation system in such a way that it resulted more comfortable to trainers and to collab-orators. Besides, the virtual programs in line were strength-

6564

We have an occupational health department that is responsible of the programs destined to improve the quality of life of our collaborators in this sense. Between the benefits are:

• In plant doctor to attend minor health prob-lems.

• Prevention program and recuperation for con-suming alcohol and drugs

• Basic medical tests • Nursing Rooms

In the last years, we have worked to impulse a healthy style of life in our collaborators:

• The Health Week, where talks of nutrition and running entertainment, and yoga classes were imparted. The main theme was the impor-tance of drinking water and eating fruit. The week closed with a Welfare & Health Fair lead-ed by experts and professionals that assessed our collaborators.

• During the month of breast cancer prevention, we performed different activities of sensitiza-tion in the prevention of breast cancer.

• Our Running Team trains periodically and rep-resents the Copa in careers of interest that are realized within the country. Thanks to a new direct flight of shared code between Frankfurt and Panama, four Copa Runners have the op-portunity to represent the company in the half marathon of Lufthansa.

More than 60% of the collaborators of the com-pany are syndicated. We have new internal syn-dicated organizations: 4 covering employees in Panama and 4 covering employees in Colombia. Besides, our employees are members of other syndicates in the different countries where we operate. The contracts are continually reviewed and updated.

The syndicates that cover the employees in Pan-ama are:

Among our recognition programs to the work of collaborators, two of them stand out:

• “Tú haces la diferencia”, (You make the dif-ference), that rewards those who constantly are an example of our values, principles, stan-dards, and beliefs that must guide the conduct of all the ones who work in the company. In the year 2016, more than 400 employees were recognized for their effort.

• More than 800 employees were recognized for working in Copa Airlines (5,10, 15, 20, 25 years)

· UNPAC: Unión Panameña de Aviadores Comerciales

· SIPANAB: Sindicato Panameño de Auxiliares a bordo

· SITECMAP: Sindicato de Técnicos en Mantenimiento de Aeronaves de Panamá

· SIELAS: Sindicato de Trajadores de la Industria de la Aviación Civil y Similares

SYNDICATES RECOGNITIONS HEALTH AND WELFARE


INDEX

6766

We were recognized as the second company where the

youngsters of Panama dream to work in,

, in accordance with the survey of “Empresa de los sueños de los

jovenes panameños”


The communication with our collaborators is fundamental to be aligned in the fulfillment of our objectives. It allows us to obtain their com-ments and detect areas for improvement. For that, in 2016, new channels were implemented while others were optimized:

Our General Director gathers quarterly with the collaborators of the Copa in Panama in encoun-ters where he explains the performance of the company and the results of the Success Route while encourages the feedback of the assis-tants.

For those who have a difficult access to com-puters for the characteristics of their work, we installed self-service pavilions in the cafeterias of different operative areas.

We reinforced our intranet “Somos Copa” where you can accede our channel of television Copa TV.

We have a bulletin Al Día that informs about notices of the company from different points of the region, industry notices and internal va-cancies. Additionally, we have a specific bulle-tin with the subjects related with sustainability and RSE and a quarterly internal magazine with the most important news.

We also have a HELPDESK of Human Resourc-es to assist the collaborators in the procedures that must carry out with this department.

COMMUNICATION TOOLS

This year we launched a new catalogue with the benefits to which our collaborators have access.

Among them are:

OTHER BENEFITS

Medical insuranceDiscounts in other airlines and in national and international hotels

Entrance to cultural events Savings fund

Discounts in more than 200 stores and restaurants

Discounts in sending and receiving freight

Free air tickets for our collaborators

Agreement for bank entities to ease the access to their products and services

INDEX

6968

COMMITMENT WITH SAFETY


INDEX

LEADERS IN MAINTENANCE

7170

Copa Airlines employs almost 500 professionals of maintenance, including engineers, supervisors, technics and mechanics that carry out the main-tenance in accordance with programs established by the manufacturer and approved and certified by the international aeronautical authorities.

The maintenance is carried out by the technicians of the Copa in Panama and stations outside the country. All of them are trained in accordance with the procedures of the manufacturer of the aircraft and must pass our maintenance program. The security and maintenance procedures are re-viewed and periodically audited by the manufac-turer of the aircraft. As far as they are concerned, the RAMS project helps to consolidate the man-agement and maintenance of fleets.

In 2016, we continue standing out for our quali-ty and agility in the maintenance of aircrafts. We were recognized as the best in fleet maintenance in accordance with General Electric.

The construction of the new hangar near the Air-port of Tocumen in 2018 will allow us to increase the number of maintenances that we perform in the country as well as speed up the processes. We calculate that we will need 250 more specialists.

To give a response in case there are emergen-cies, we count with the Emergencies Manual ap-proved by the Air Security Direction of the Civil Aeronautical Authority of the Republic of Pana-ma. Our Collaborators receive constant training about the procedures and policies included in this handbook

The number of

damages of aircrafts for every one thousand takeoffs decreased in

2016 up to

0.17%

SAFETY IS OUR FIRST COMMITMENT.

We put a high priority in providing a de-pendable and safe air service. We are focused in improving continuously our

performance implementing the best interna-tional practices, such as the Safety Management System (SMS), the Flight Data Analysis (FDA), the internal and external audits of operational secu-rity and the associated programs.

We have a Quality and Safety Management Di-rection, in charge of promoting a prevention cul-ture, as well as to look after the fulfillment of the safety, health, and environmental protection high standards. Farther, the General Director supervises the performance of the SMS program and makes sure that the risk is being adequately managed.


INDEX

7372

We count with an office within the Operation Vice presidency, that is the responsible of de-veloping policies, procedures and actions neces-sary to guarantee the business continuity. This includes action plans for the crisis or emergen-cies management or the recuperation before di-sasters, among others.

The Committee of Business Continuity is the di-rective group in charge of providing orientation, assessment, prioritization, and approval of the necessary resources to comply with all the pur-poses of the office.

We begin to work under the safety standards of the airport of Aviation Security. (AVSEC). This project is a combination of measures, human re-sources, and tools destined to protect us against interference acts in the sector.

The system allows us to prevent and be alerted to detect any situation than involves the safety in themes such as kidnapping and sabotage of aircrafts.

COPASEGURIDAD.COM

BUSINESSCONTINUITY OFFICE AVSEC

A t the end of 2016, the operational safety portal was launched, Copaseguridad.com, of exclusive use for the collaborators. In

the portal, accessible from any device with an in-ternet connection, we find:

For those that are not part of the team of Copa and want to report some incidence, may do it through the email available in

copaseguridad.com

links to report events such as dangers or threatens related to operational safety (Safety) and fauna.

1

Some facts and interesting data related to operational safety.2

The section “Safety Heroes” meant to celebrate actions of col-laborators that helped to improve the operational safety processes or avoid injuries.

3

Information about interesting mat-ters for the collaborators related to safety.4


INDEX

7574


• The Department of Land Operations of Copa Airlines celebrated the “Safety Week”. • The Team of Freight and Courier from the station of El Salvador carried out some actualization con-

ferences about international rulings and regulations about dangerous merchandises.

• The Direction of Safety Programs with the support of the Industrial Safety Department carried out in the Global Business Terminal the Brigades Course with the participation of 24 volunteer collab-orators of different areas of the Copa Airlines. Were trainings in basic first aids, extinction of fires and evacuation of the facilities.

• The Team of Safety of Training Stations celebrated the Security Conference reinforcing 4 thematic focus: AVSEC, Bomb Threaten, Copa Escucha, and Personal Security.

• Different collaborators of Operational Safety were certified as instructors AVSEC of the OACI in the ETAC (Escuela Técnica de Aviación Civil de Ecuador) (Technical School of Civil Aviation of Ecuador).

• In Panama, a specialized training about international terrorism in support of the Project of Commu-nications of Airports (AIRCOP) was carried out.

TRAININGON SAFETY

The safety is a responsibility of all who work in Copa, and for that, it is very important to dedi-cate part to the training of the collaborators in this subject. Throughout the year many train-ings were carried out:

INDEX

RESPECTING THE ENVIRONMENT


7776

INDEX

In Copa Arlines we are constantly searching for innovation in technologies and procedures to reduce the emissions and noise and recycle the greatest amount of industrial

materials generated.

In reference to the emissions of CO2, the air industry provides near 2% of the emissions in all the world so the International Air Transport

Association (IATA), organism that groups the As-sociations has proposed some measures so the airlines improve the efficiency of the fuel in an 1.5% annual between 2009 and 2020.

To begin, we have one of the youngest fleets of the region that is in constant moderniza-tion. We installed the innovators winglets and the Split Scimitar, implementing new proce-dures for navigation and we also reviewed the flight plans. With all that, we will improve the efficiency and performance of the aircrafts.

In the track, we apply a procedure of trans-

portation with only one motor, optimizing the time that the airplane maintains the motors turned on before the departure signal and constantly promote to maintain the windows closed during and after the landing to main-tain the climate in the cabin.

We have also reduced the use of units of aux-iliary power while the aircrafts are connected to the boarding tunnels in airports, and when these are towed among hangars and passen-ger’s terminals. We maintain a washing and polishing program of the fuselage and other surfaces to minimize the friction during the flight. We are searching methods and alter-natives to reduce the weight of the on-board provision.


7978

decrease our emission of CO2 in almost 168, 446 tons during the last five years.

The accumulated effect of these and other measures has permitted to

MANAGEMENT OF RECYCLABLE MATERIALSTogether with the reduction of emissions of CO2, to mitigate our impact, we continue working under the policy of the 4Rs: Reduce-Recycle-Re-use-Reforest.

With this philosophy, we pretend to: • Take advantage of the resources we have. • Create environmental awareness and cul-

ture of the recycle. • Decrease the environmental impact of the

solid residues.• Contribute to the reduction of our carbon

tread

Under this premise, through all the year, we rec-ollected 257 tons of recyclable materials, a 32% more than in 2015. By type of material:

CARTON GLASS PAPER PLASTIC ALUMI-NUM METALS TETRAPAK

TOTAL UNITS OF TONS

MEASURE75.79 94.32 47.62 4.88 6.93 24.25 3.54

INDEX

8180

THESE NUMBERS DEMONSTRATE THAT IN COPA AIRLINES WE HAVE CLEAR THAT THE PRESERVATION OF THE

NATURAL ENVIRONMENT HAS CONVERT INTO A PRIORITY FOR THE

COMPANY.

The recollection of the recycle represents benefits to the environment because in the processes of manufacture we initiate with recycled materials and not with raw ma-terial. This is equivalent to:

The recycling program contemplates the burnt oil of the vehicles and the contaminated fuel drained from the aircrafts. In 2016, we subcontracted the recollection of 8,539 gallons of hydrocar-bon and its posterior conversion into fuel for industrial boilers. It was also subcontracted the recollection of 238,219.53 gallons of oily water from cleaning operations of the aircrafts and the afterwards treatment that were later returned to nature.

Additionally, we performed and alliance with Casa de las Bat-erías (Batteries House) with the purpose to recycle the batteries within our facilities. We placed eco-points in the Airport, Tooling Hangar, Tooling Line, GSE Workshop, Hangar and East Coast.

Kw-Hr that were saved for using recyclable materials instead

liters of petroleum that were not used due to the use of recyclable material

trees that were not cut due to reconversion of the recyclable material

liters of water that were saved for using the recycle and not raw material

WATER(LITERS)

TREE(AMOUNT)

PETROLEUM(LITERS)

ENERGY(KW-H)

722,000 1,954 105,618 378,078.94


INDEX

8382


COMMITMENT WITH THE DEVELOPMENT

INDEX

8584


Our social development strategy is focused in promoting the education in all the for-mative levels. We support education programs in childhood, prevention programs of desertion and tutorials and we contribute to the technical and university formation.

The main activities in this sense were:

INDEX

At the School of Aeronautic Technicians (ATA), after two years of formation, ten students of the first promotion graduated, among them, eight collaborators of Copa Airlines and two external students.

The Academy was created in October of 2014 with the purpose of developing highly trained personal in maintenance and inspection of aeronautic systems, under local and international standards of the highest quality.

The Circulo de Mentores de Copa Airlines (Circle of Mentors of Copa Airlines) is an initiative where our leaders shared eight weeks with young people graduating from schools in Tocumen.

We have the Academy of Crew Members. We reached an agreement with Civil Aeronautics to help in the formation of cabin crew members that after approving the official exams may incorporate to any airline from Panama. In the year 2016, a total of 218 cabin crew members for new entrance were trained.

Copa Airlines received a recognition for supporting as founding member the pro-gram Padrino Empresario (Sponsor Businessman). This program has as objective the laboral insertion of young people that study courses on secondary level. In the companies, they received training with the objective that they acquire their first laboral experience.

We continued with the project Despega Tocumen. It is an initiative that we imple-mented with the support of Meduca, the OEI and the United Fund Association of Panama that is based in the training of more than 400 teachers of the area of Tocu-men. It has as purpose to promote the processes of teaching and learning to more than 17,000 students.

Our Latin American Academy of Superior Aviation (ALAS for its acronym in Spanish) graduated the second promotion of students (a total of 21) that were looking to turn into pilots. Ten of these people received scholarships at the beginning of their studies for 10,000 dollars each one. ALAS began operations as educative entity in June of 2013.

Junior Achievement – Advantages of remaining in school. Is a project we work with students of the first cycle of Tocumen with the purpose of reducing the scholar desertion.

8786

The Fundación Despega has a policy for dona-tions focused in the cession of tickets for med-ical emergencies and the delivery of freight for humanitarian causes.

The donations are performed in its majority through the cession of tickets or discounts in the air tickets.

In 2016, were donated 100 tickets for medical treatments of children abroad and were sent 200 tons of food to support the disasters in Haiti and Ecuador.

• We carried out the cleaning of shores in key places for the company like Costa del Este (East Cost).

• We participated in the career of 24 hours Re-levo por la Vida of FANLYC where we won the second place.

• We sponsored “Heroes for Panama”, (Heroes for Panama) an insignia project of Social Res-ponsibility of Nation Television (TVN for its acronym in Spanish), that has turn into a re-ferent of great deeds developed by Panama-nian.

• We promoted the cinematography in Pana-ma, supporting the IFF, International Film Festival, and rewarding the best fiction film of Latin America. We have a group of per-sons dedicated to attend communications of our clients through a system that allows the handling of lines by agent and prioritization by type of client and situation to make sure we attend, in the least time possible, all the clients, giving complete and fair answers in accordance with the situation that the client exhibits.

The programs of social investment that we work with institutions and NGOs are specially focused in the development of childhood and health. The Fundación Despega is the responsible of the coordination of these activities that in many oc-casions are carried out by our volunteers.


FUNDACIÓN DESPEGA POLICY FOR DONATIONS

10,200 hours of volunteering where we worked hand by hand with 21 foundations in 53 projects

In 2016, we strengthen the volunteering. At the end of the year we have realized

and activities. Collaborators in 8 areas and 11 stations participated in these activities.

• The twenty third edition of the Unforgettable Trip, where 51 children from Colon, beneficia-ries of the Benefic Foundation ARLORSA, and a delegation of 75 children form the Special Olympic Games, as well as the symbol girl of the Telethon and 3 children from Fanlyc, made true their dream of flying. Besides carrying out the second edition of the Unforgettable Trip in Costa Rica in the frame of the celebration of the 50 years of operation allowing almost 200 boys and girls to fly.

• We joined the New Generation Movement to work in the World Cup of the Neighborhood. The project that impacts more than 10,000 chil-dren and young people of different areas of the country, motivating the sport practice and the healthy life style and promoting values such as respect, fellowship, leadership and working in teams.

• We support for fifth consecutive year the asso-ciation of patients with chemotherapy ASONA-PAQ.

• Collaborators members of the Running Club “Somos Copa”, participated in the career San-ta´s Race in benefit of the Foundation Make a Wish.

• We sponsor the RSEWeek, a space for the diffu-sion of good practices in this matter.

• We support “Solidary Links”, a project that sear-ches to improve the life quality of the patients with cancer and transmit a message of aware-ness over the importance of prompt detection of this sickness. We had 200 airplanes with the-se messages.

• We sponsored the career Kilometers for Smiles that organizes Smile Operation in Honduras and the Kellogg’s Career in Guadalajara.

• We support the Foundation Helping to Live and its Centro de Alcance por mi Barrio of the 24 de Diciembre in the construction and adequacy of several areas of the center that will benefit about 30 children of preschool.

INDEX

REWARDS AND RECOGNITIONS

8988


INDEX

9190

The most punctual airline in Latin America in 2016 in accordance with Flight Stats

The second airline most punctual in the world in 2016 in accordance with the OAG

In accordance with Skytrax: • Best airline of Central America and the Caribe

• Best personnel of airlines of Central America

• Best regional airline of Central America

Leader Airline in Mexico and Central America in accordance with the World Travel Awards

Roberto Kan, Purchasing Manager of Copa Airlines, was distinguished as one of the 15

more powerful leaders of the industry in Latin America

The Airline with best index of credibility of motor in flight in the American Continent

in accordance with the CFM


INDEX

9392

INDICATORS CHART


INDEX

Principle 1. The companies must support and respect the protection of human rights universally recogni-

zed within their scope of influence.

Commitment with collaboratorsCommitment with clients

Social commitment

Human Rights Affair 1: due diligence

Principle 2. The companies must be sure of not acting as helpers of violations of human rights.

Commitment with collaboratorsCommitment with clients

Social commitment

Human Rights Affair 3: Avoid complicity

Principle 3. The companies must respect the liberty of free association and the effective recognition of

the right to collective negotiation.

Commitment with collaborators Human RightsAffair 8: Human rights and principles in work

Principle 4. The companies must support the elimi-nation of all form of forced work or that is perfor-

med under coercion.

Commitment with collaborators Laboral practicesAffair 2: Working conditions and social protection

Principle 5. The companies must support the effecti-ve abolition of child work.

Commitment with collaborators Human Rights Affair 8: Human rights and principles in work

Principle 6. The companies must support the abolition of practices of discrimination in work and

occupation.

Commitment with collaborators Laboral practices Affair 5: Human development and formation in the

place of work

Principle 7. The companies must support a focus of precaution respecting the challenges of the

environment.

Commitment with environment Environment Affair 2: Sustainable use of resources

Principle 8. The companies must encourage the initiatives that promote a greater environmental

responsibility.

Commitment with environment Environment Affair 4: Protection of the environment

Principle 9. The companies must favor the develop-ment and diffusion of technologies that respect the

environment.

Commitment with environment Environment Affair 2: Sustainable use of the resources

Principle 10. The companies must work against corruption in all its forms, including extortion and

bribery.

Corporative government Governance

HUMAN RIGHTS

LABORAL STANDARDS

ENVIRONMENT

ANTICORRUPTION

PRINCIPLES OF GLOBAL PACT CHAPTER OF THE REPORT ISO 26000

SUSTAINABILITY REPORT

www.copaair.com

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SUSTAINABILITY 20 6 - copaair.com