UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

 

FORM 6-K

 

 

Report of Foreign Private Issuer

Pursuant to Rule 13a-16 or 15d-16

under the Securities Exchange Act of 1934

For the month of April 2021

Commission File Number: 001-14550

 

 

China Eastern Airlines Corporation Limited

(Translation of Registrant’s name into English)

 

 

Board Secretariat’s Office

5/F, Block A2, Northern District, CEA Building

36 Hongxiang 3rd Road, Minhang District

Shanghai, China 200335

(Address of principal executive offices)

 

 

Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F:    ☒  Form 20-F    ☐  Form 40-F

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):  ☐

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):  ☐

Indicate by check mark whether the registrant by furnishing the information contained in this Form is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934:    ☐  Yes    ☒   No

If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b):     n/a 

 

 

 

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

 

						China Eastern Airlines Corporation Limited
						(Registrant)
Date		April 28, 2021				By		/s/ Wang Jian
								Name:		Wang Jian
								Title:		Company Secretary

Certain statements contained in this announcement may be regarded as “forward-looking statements” within the meaning of the U.S. Securities Exchange Act of 1934, as amended. Such forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause the actual performance, financial condition or results of operations of the Company to be materially different from any future performance, financial condition or results of operations implied by such forward-looking statements. Further information regarding these risks, uncertainties and other factors is included in the Company’s filings with the U.S. Securities and Exchange Commission. The forward-looking statements included in this announcement represent the Company’s views as of the date of this announcement. While the Company anticipates that subsequent events and developments may cause the Company’s views to change, the Company specifically disclaims any obligation to update these forward-looking statements, unless required by applicable laws. These forward-looking statements should not be relied upon as representing the Company’s views as of any date subsequent to the date of this announcement.

China Eastern Airlines Co., Ltd.

Corporate Social Responsibility Report 2020

Adapting to the New Development Pattern for A Sustainable Future

(Final Draft)

March 2021

What does sustainable development mean for China Eastern Airlines?

The aviation transport industry bears an important mission of advancing humanistic exchange, economic and trade exchange, and cultural communication. It also reconstructs individual lifestyle and corporate ecology. The sustainable development of the aviation transport industry needs to balance aviation resources, social needs, environmental factors and economic benefits. How to reduce negative impacts on society and the environment and maximize its positive impacts on sustainability are important challenges that we have been thinking about. We believe that responsible and sustainable operations make more positive contributions to sustainable development and also brings us more innovation opportunities, stronger partnerships and more sustainable growth.

1. Message from Chairman

In 2020, the COVID-19 pandemic plunged mankind into an unprecedented challenge and the world was confronted with massive changes and challenges. The pandemic has made us reflect on the relationship between mankind and nature, and sustainability has become a greater concern for all. More inclusive recovery has become our common aspiration.

Amid the once-in-a-century pandemic, we put people’s lives and health first. Braving the frontline, we fulfilled our mission as a corporate citizen by completing three major tasks to aid the COVID-19 fight, i.e., “implementing the decisions and deployment of the CPC Central Committee, guaranteeing passenger service, and improving employee care”. With united efforts, we have made several records in fighting the pandemic: we operated China’s first anti-pandemic flight and China’s first chartered flight for foreign aid. We undertook one third of air transport tasks of China’s civil aviation industry for pandemic response. We became the first to launch “task-specific chartered flight” and “passenger-to-freight” flight to ensure the stability of the industrial supply chain. Countless employees and volunteers of China Eastern devoted to this fight, ensuring that none of over 60 million passengers were infected at our cabin in 2020. China Eastern also earned honors and recognition for its efforts to fight the pandemic, including“Outstanding Team for Fighting COVID-19 in China”, “Outstanding Individual for Fighting COVID-19 in China” and “Outstanding Primary-level Party Organization”. Keeping pandemic control, we continued our efforts to ensure flight safety and improve our safety governance ability towards the goal of the global safest airline. In 2020, we remained the record of zero serious accident rate of aviation transport for the tenth year.

Although the civil aviation industry is severely affected by the pandemic, the Chinese civil aviation market recovered with the highest speed. We strive to develop markets and make breakthroughs via reform and improve our resilience against risks with high-quality development, which will lay a solid foundation for sustainable development in the post-pandemic era. For the past year, we had nurtured new opportunities in this crisis, making breakthroughs in industrial structure reform, institutional reform, and marketing reform. To serve the supply-side structural reform, we became the first Chinese airline to launch the Infinite Flight Pass series products, followed by other major airlines in the country. Through product innovation, we stimulated demand and thus drove the recovery of the aviation industry, facilitating the passengers’ travel and started the new engine of consumption to support the domestic circulation. We actively participated in R&D, manufacturing and commercial operation of home-grown aircraft. We established OTT Airlines, becoming the first to operate homemade C919 and put ARJ21 aircraft into commercial use. We participated in the 3rd CIIE in a “four-pronged” manner, signing the first large-value aviation order and becoming the first to operate the world’s first aircraft painted with patterns of the CIIE. In 2020, we established strategic cooperation with Shenzhen Baoan International Airport to prepare the Sanya International Airlines and establish Xiamen Branch, dedicated to serving the development of the Greater Bay Area, Hainan Free Trade Port and the Western Taiwan Straits Economic Zone. As such, we have built market presence in the new era by leveraging the strategic and connective role of aviation industry, and become a pioneer in supporting national strategies.

We are keenly aware that it is the unshirkable responsibility of civil aviation industry to combat climate change. In the past year, we optimized the fleet structure, launched the energy management system and environmental management system, and conducted lean management to improve fuel efficiency. During the 13th Five-Year Plan period, our fuel efficiency has increased by 4.5%. According to the MSCI ESG ratings released in June 2020, we were rated “A”, ranking 1st in the industry, tied with four other airlines. The rating surpassed 74% of airlines across the world. It is the recognition for us in ESG governance, especially in carbon emission management. Since China has made the pledges of carbon peak and carbon neutrality, we have ramped up efforts to explore effective paths to reduce carbon footprints, contributing to the harmony of environmental protection and economic development.

China has eradicated poverty in the country ten years ahead of schedule, providing the best poverty alleviation practice in human history. Since the start of China’s fight against poverty, we have cumulatively invested over RMB 400 million with mixed measures to help over 70,000 poor people in 99 villages of Cangyuan and Shuangjiang, Yunnan shake off poverty ahead of schedule, and lift nine fixed-point poverty alleviation counties out of poverty over the past eight years. We have participated in, witnessed and benefited from the nationwide poverty alleviation campaign. In February, China Eastern was awarded “Outstanding Team for National Poverty Alleviation”. In future, we shall work harder to align efforts to consolidate and expand the achievements in poverty alleviation with focus on rural vitalization. Specifically, we will continue to launch the campaigns of “Enrich Knowledge”, “Increase Income” and “Benefit Future Generations”.

“Development is meaningful only when it is inclusive and sustainable.” Reflecting on our work in the past five years, we weaved China Eastern’s dream into the historical process of pursuing the Chinese Dream, embarking on a period of high-quality development.

Keeping move on, we will ramp up efforts to build a world-class airline and a happy China Eastern through high-quality development during the 14th Five-Year Plan period, the first five years in which China embarks on a new journey to build a modern socialist country in all respects. At the historic crossroad of the “Two Centenary Goals,” China Eastern will continue to implement the new development vision and support the new development pattern with more resolute determination. Along with stakeholders, we will help build a more resilient, equitable, inclusive and sustainable economy and society, and contribute to the realization of the UN Sustainable Development Goals (SDGs).

Liu Shaoyong

Chairman of China Eastern Air Holding Company

Chairman of China Eastern Airlines Co., Ltd.

March 16, 2021

2. About China Eastern

Headquartered in Shanghai, China Eastern Air Holding Company ( “China Eastern Group”) is one of the three state-owned backbone airlines of China. It originated from the first civil aviation squadron established in Shanghai in January 1957. China Eastern Group continues to promote industrial transformation and upgrade, and strives to build a “3+5” industrial structure layout featuring the three pillar businesses of full-service aviation, economic aviation, and aviation logistics, as well as the five coordinated industrial development platforms for aviation maintenance, on-board catering, innovative technology, finance, and industrial investment.

As the pillar of China Eastern Group, China Eastern Airlines Co., Ltd. is the first Chinese airline to be listed in New York, Hong Kong and Shanghai (in 1997). Currently, it operates a fleet of over 730 aircrafts, which is one of the youngest fleets in major airlines above designated size worldwide. Moreover, it boasts the largest-scale wide-body fleet with leading commercial and technical models in China.

Relying on the SkyTeam Airline Alliance, our aviation transport network covers 1,036 destinations in 170 countries and regions, providing services for more than 130 million (in 2019). Its passenger turnover ranked top 10 among global airlines. The “Eastern Miles” frequent flyers enjoy the membership rights and interests of SkyTeam Airline Alliance’s 19 airlines and have access to over 790 VIP airport lounges.

China Eastern is committed to providing high-quality aviation transport service and developing “smart • cloud aviation”. It remained the record of zero serious accident rate of aviation transport for the tenth year. The Company has won “Flight Safety Diamond Award” - the highest flight safety award in China, rated as Top 50 Most Valuable Chinese Brands by the world’s famous brand rating agency - WPP for nine consecutive years and Global Top 500 Most Valuable Brands by the UK’s brand rating agency - Brand Finance for four consecutive years. The Company has also been awarded 2020 Top 20 Chinese Enterprises with Best Global Image for two consecutive years and rated “A” on MSCI ESG ratings, tied ranking 1st in the industry. In addition, the Company has received awards at home and abroad for operating quality, service experience, and social responsibility fulfillment, etc.

Note: Fleet structure in 2020

 

Aircraft Model		2020				2019				2018
B777 series			20				20				20
B787 series			10				10				4
A350 series			8				7				2
A330 series			56				56				57
A320 series			336				328				307
B737 series			292				302				290
ARJ21			3				0				0
Business aircraft			9				11				12
Total			734				734				692

Note: The data of freight aircrafts of China Eastern Group’s subsidiaries are excluded.

3. China Eastern’s 2020: An Incredible Year in Review

3.1 Our Common Memories

1：A Backbone in the Battle Against Covid-19

 

Since the COVID-19 outbreak, China Eastern has proactively acted to ensure unimpeded air passages, guaranteed customer service, and tried our best to care for employees. We operated China’s first flight for COVID-19 prevention and control, China’s first chartered flight for foreign aid, and the first flight to Wuhan after the outbreak; we undertook most of air transport tasks of China’s civil aviation industry for pandemic response and released the first “online health declaration applet”; we took the lead to release the “Three Exemptions” Refund and Change Policy and was the first central state-owned enterprise to brave the frontline to aid the fight against COVID-19 in Hubei Province. With our efforts, we kept over 60 million passengers safe from the novel coronavirus at our cabin.

2：Engaged in the New Aviation Infrastructure

 

China Eastern has made efforts in new aviation infrastructure to empower high-quality development through integrated innovation. On May 11, we launched the instant messaging software “MUC” to improve the capability of lean operation, covering 21 base stations and 32 domestic outlets of the headquarters, branches and subsidiaries, as well as 86% of outbound flights. On August 25, we joined hands with China State Railway Group Co., Ltd. to launch the “rail-air transport” service, realizing “one payment for one order of rail-air multi-modal transport”. This has been the first practice of Chinese civil aviation and high-speed rail sales platform to provide multi-modal transport service. On December 26, we established a joint venture - the world’s first air-to-ground interconnection network technology company - with China Telecom and JuneYao Group, facilitating the development of digital aviation and smart civil aviation.

3：Infinite Flight Pass Facilitates the Domestic Circulation

 

On June 18, China Eastern launched the Infinite Flight Pass product - “Travel on Weekends”, which fosters phenomenal publicity effects. Additionally, we have successively released five other products of Infinite Flight Pass, i.e., “Travel from 8:00 PM to 8:00 AM on Weekdays”, “Travel to Northwestern China”, “Travel to the Greater Bay Area”, “Travel from Beijing Daxing International Airport”, and “Travel on Weekends (2021 version)”, and further revitalized “Infinite Tourism”, “Infinite Accommodation” and “Infinite Enjoyment”. Through the innovation of supply-side aviation products, we have driven related markets, and started the new engine of consumption to support the domestic circulation.

4：Received “A” on MSCI ESG Ratings

 

According to the latest environmental, social, and governance (ESG) ratings released by MSCI in 2020, among global airlines, China Eastern ranked first in the industry, tied with Delta Air Lines, Singapore Airlines and three other airlines, surpassing 74% of global airlines. China Eastern is the only Chinese A-share listed airline to receive A on MSCI ESG ratings.

5：Building a Market Layout for the New Era

 

To serve the regional development strategy, China Eastern continues to increase resource input in densely populated areas, economically active areas, and innovation-driven development areas. We have established Xiamen Branch, prepared for the establishment of Sanya International Airlines, and founded the first overseas branch - Japan Branch. In building a market layout for the new era, we have continued to adjust the market structure to serve the dual circulation of domestic and international markets.

6：Major Breakthroughs in Reform

 

On October 12, China Eastern Group signed its first agreement on the equity diversification reform in the three-year campaign of SOE reform. China Life, Shanghai Jiushi, China Tourism, and China Reform Holdings Corporation increased the investment of RMB 31 billion. On December 28, the Shareholders’ Meeting and the Board of Directors of China Eastern Group were established, making a big stride in improving corporate governance system and capability and sustainable development.

7：Launching the Campaigns of “Enrich Knowledge”, “Increase Income” and “Benefit Future Generations” for Rural Vitalization

 

While the nation was on the home stretch in achieving the target of poverty eradication in 2020, China Eastern developed its plan for rural vitalization and signed a strategic agreement with Lincang City, Yunnan Province on rural vitalization. According to the poverty alleviation requirements, we ensure that poverty alleviation duties, policies, assistance, and oversight continue after poor counties are removed from the poverty list. We continued to align efforts to consolidate and expand the achievements in poverty alleviation with efforts to promote rural vitalization, and launched the campaigns of “Enrich Knowledge”, “Increase Income” and “Benefit Future Generations”, ushering in a new journey to rural vitalization in the new era.

8：Implementing the Guiding Principles of the 5th Plenary Session of the 19th Cpc National Congress

 

After the conclusion of the 5th plenary session of the 19th CPC National Congress, China Eastern organized publicity meetings, seminars and symposiums to study the guiding principles of the session. The main content included China’s decisive achievements in securing a full victory in building a moderately prosperous society in all respects, major judgments of the CPC Central Committee about the current situation, and major decisions of the CPC Central Committee on advancing high-quality development and building a new development pattern. With a promising blueprint for the new era, we motivate our employees to forge ahead with clearer targets, stronger confidence and greater strength.

9：Participated in the 3rd CIIE in a “Four-pronged” Manner

 

China Eastern participated in the Third China International Import Expo (3rd CIIE) in a “four-pronged” manner for the first time, serving as “a pillar enterprise”, “a designated air carrier”, “a purchaser” and “a service provider”. On the expo, we signed cooperation agreements with 23 large renowned enterprises from 11 countries and regions. In particular, the transactions of two exhibitors accounted for 83% of the total. On July 2, China Eastern launched the world’s first aircraft painted with patterns of the CIIE, which subsequently flied to over 20 hubs in over ten countries and regions.

10：OTT Airlines’ Debut Flight of Homemade Civil Aircraft

 

On February 26, China Eastern established OTT Airlines, the first central SOE in aviation industry to operate homemade civil aircraft. On December 28, the ARJ21 aircraft was officially put into use. China Eastern supports the development of civil aviation industry and spares no efforts to promote the use of domestic civil aircraft and improve the reach of the “Made in China” brand.

3.2 CSR Performance

 

•

Recognition and Honors

 

Recognition and Honors

At the ceremony to commend role models in the country’s fight against COVID-19, teams and individuals from China Eastern won three state-level honors, making a record in civil aviation industry. These honors included “Outstanding Team for Fighting COVID-19 in China”, “Outstanding Individual for Fighting COVID-19 in China” and “Outstanding Primary-level Party Organization”.

 

Award		Issuer
Rated “good”, the highest rating in the fixed-point poverty alleviation performance evaluation for central SOEs		The State Council Leading Group Office of Poverty Alleviation and Development

The 6th Session “National Civilized Unit”		The Central Government’s Office of the Spiritual Civilization Development Steering Commission
Red Flag Team for Fighting COVID-19		All-China Women’s Federation, National Health Commission, the Political Work Department of the Central Military Commission
The advanced civil aviation enterprise to win the battle for a blue sky		CAAC
Rated A on MSCI ESG ratings		MSCI
2020 BrandZTM Top 100 Most Valuable Chinese Brands (57th)		WPP, Kantar
2020 BrandZTM Top 50 Globalized Chinese Brands (17th)		Google, WPP, Kantar
2020 Top 50 Most Valuable Global Airline Brands (10th)		Brand Finance
2020 Top 500 Chinese Enterprises (153th)		China Enterprise Confederation(CEC)/China Enterprise Directors Association(CEDA)
2020 Top 100 Chinese Transnational Enterprises and Transnational Index (63th)		China Enterprise Confederation(CEC)/China Enterprise Directors Association(CEDA)
2020 Top 100 Leading Chinese Enterprises in Strategic and Emerging Industries (80th)		China Enterprise Confederation(CEC)/China Enterprise Directors Association(CEDA)

2020 Top 500 Chinese Enterprises in Tertiary Sector (63th)		China Enterprise Confederation(CEC)/China Enterprise Directors Association(CEDA)
The 5G smart travel service project developed by China Eastern in cooperation with Huawei and China Unicom was awarded the Best Mobile Innovation Award of the 2020 Global Mobile (GLOMO) Awards		GSMA (an authoritative organization in global mobile communications industry)
Ranked 1st in the collection of Outstanding Cases of Chinese Enterprise Global Image		News Center of SASAC, China Report Agency and International Communication Culture Center of China Foreign Languages Publishing Administration
2020 Top 20 Chinese Enterprises with Best Global Image		News Center of SASAC, China Report Agency and International Communication Culture Center of China Foreign Languages Publishing Administration
First Prize in WeChat, First Prize in Weibo, Third Prize in Weibo, Third Prize in Radio & Television, Third Prize and Excellence Award in International Communications of the 7th “SOEs News” Microfilm and Microvideo Selection		News Center of SASAC, Central SOEs Media Alliance
2020 Top 10 Outstanding Cases of Chinese Enterprise Global Image		2020 Chinese Enterprise Global Image Summit
2020 Outstanding Cases of Chinese Enterprise Global Image · Overseas Enterprise for Fighting COVID-19		2020 Chinese Enterprise Global Image Summit

Take off Anytime to Create an Air Supply won the “Fighting COVID-19 in Solidarity” Award in the 2nd Belt and Road World Kaleidoscope Short Video Contest		China Public Diplomacy Association, News Center of SASAC, huanqiu.com
A Special Story of “Overseas Returnees” won the Overseas Popularity Award in the 2nd Belt and Road World Kaleidoscope Short Video Contest		China Public Diplomacy Association, News Center of SASAC, huanqiu.com
GoldenBee Enterprise of GoldenBee CSR China Honor Roll 2020		China Sustainability Tribune, GoldenBee Think Tank
GoldenBee CSR Report Honor Roll 2020 (for the third consecutive year)		The 13th International CSR Forum
Evergreen Award of GoldenBee CSR Report Honor Roll 2020		The 13th International Conference on CSR Reporting in China
Golden Award in the “Tell China’s Story” Overseas Communications category, the 16th China Best Public Relations Case Contest		China Public Relations Association
Silver Award in the Corporate Brand Communication category, the 16th China Best Public Relations Case Contest		China Public Relations Association
Ranked 3rd in 2020 Central SOEs Overseas Network Communication Capacity Building Report		New Media Communication Research Center of Beijing Normal University, China Daily, gmw.cn
The 5th “One Hundred Positive Works” Contest		Cyberspace Administration of China
2020 Golden Lion International Advertising Film Awards - Golden Award for Best Public Service Film , Silver Award for Best Commercial Film, Silver Award for Best Editing, Silver Award for Best Soundtrack, and Bronze Award for Best Coloring		China Advertising magazine

Special Award in the 10th Shanghai Outstanding Public Relations Case Contest		Shanghai Public Relations Association
Silver Award in the 10th Shanghai Outstanding Public Relations Case Contest		Shanghai Public Relations Association
Outstanding Social Communications Award in the 10th Shanghai Outstanding Public Relations Case Contest		Shanghai Public Relations Association
First Prize in the National Finals of the 8th National Brand Story Microfilm Competition		China Association for Quality
Rated A in Information Disclosure by Shanghai Stock Exchange		Shanghai Stock Exchange
Most Trusted Listed Company		cnr.cn
Golden Bull Award for Investor Relations Management		China Securities Journal

4. Feature: Combating COVID-19，China Eastern in Action

The fight against COVID-19 is a big test for us all. Putting people’s lives and health first, China Eastern regards the pandemic prevention and control as the top priority. Considering the characteristics of aviation industry and the actual situation of the Company, we have sorted out three major tasks to aid the fight against COVID-19, i.e., “implementing the decisions and deployment of the CPC Central Committee, guaranteeing passenger service, and improving employee care”. With concerted efforts, we act in solidarity and fulfill our mission as a central SOE in this fight.

 

•

Safeguarding the Health and Safety of People

China Eastern stands by for the call of the motherland.

 

•

After the outbreak of COVID-19, China Eastern Group immediately developed and implemented prevention and control measures, and took targeted actions according to the actual situation. It established a leading group of COVID-19 response and three command centers in Wuhan, Beijing and Pudong. A total of 100,000 employees supported the fight against COVID-19.

•

Racing against time, we provided air transport support to the affected areas. China Eastern operated China’s first anti-pandemic flight on Lunar New Year’s Eve, January 24. We unblocked a “channel in the air to save lives”.

 

•

To provide sound protection for our passengers, we focused on “whole-process prevention and control”. We adopted stricter standards and more practical measures to secure pandemic prevention & control and passenger services in every touch to prevent the virus transmission from our cabins.

 

•

We strengthened the protection of our employees. The top management of the Company timely formulated a series of employee care measures. In particular, we sent sympathy letters to China Eastern Wuhan Company. Moreover, the top management of the Company expressed solicitude to the employees being quarantined via video connections.

 

 

•

Supporting National Efforts to Fight COVID-19

“Come on, Wuhan” and “Come on, China” is our common aspiration while “when disaster strikes, help comes from all sides” guides our unified action in the battle against COVID-19.

 

 

•

Braving the COVID-19 Frontline

Countless employees and volunteers of China Eastern have sacrificed their time with family members to aid the fight. Regardless of death threats, they won a safer spring for us all.

 

•

Implementing Scientific Prevention and Control Measures

We insist on fighting the pandemic in a scientific manner. Our brave, rigorous and practical efforts fully demonstrate the pragmatic and innovative spirit of China Eastern.

•

Endeavoring to Build a Human Community with a Shared Future

“All countries and regions constitute a community of shared destiny for all mankind”. China Eastern spares no efforts to leverage its strengths and advantages to support the international community in the battle against the pandemic.

 

 

•

Seeing Victory in the Battle Against COVID-19

China Eastern brought back pandemic fighters home.

 

 

•

Resumption of Work and Production

As China continuously enhances pandemic prevention and control, China Eastern further fortifies the defense line to guard against inbound cases and domestic resurgences, ensures stability on six key fronts (employment, finance, foreign trade, foreign investment, investment and expectations), and maintains security in six key areas(employment, people’s livelihood, market entities, food and energy, the industrial and supply chains, and communities), striving to maintain control measures on a continuing basis and make remarkable achievements in China’s economic and social development.

 

•

Honors and Recognition

Apart from state-level honors, China Eastern has also won many provincial and municipal awards, including nine awards for outstanding teams and eight awards for outstanding individuals. At our Wuhan Company, we won four awards for outstanding teams and four employees were commended by Hubei Province. We received 53 thank-you letters from the Ministry of Foreign Affairs, embassies and consulates of foreign governments, local governments, and renowned enterprises.

 

 

5. Feature: China Eastern’s Achievement During the 13th Five-Year Plan Period

2020 was the final year for concluding the 13th Five-Year Plan. Reflecting on our work in the 13th Five-Year Plan period, we pursued the vision of innovative, coordinated, green, open and sharing development, and fulfilled our mission as a central SOE to support national strategies and have made decisive progress in the three critical battles against poverty, pollution and potential risk. We weaved China Eastern’s dream into the historical process of pursuing Chinese Dream, contributing to the realization of the first centenary goals. In the past five years, we overcame challenges and difficulties and made leapfrog development, embarking on a period of high-quality development.

Towards a world-class airline

 

Indicator

Unit

At the Beginning of the 13th Five-Year Plan Period

At the End of the 13th Five-Year Plan Period

Growth Rate

Aircrafts in Air Transport Fleet

—

535

734

h37.2%

Static Airplane Seats

—

88,943

123,947

h8.7% (AGR)

Indicator

Unit

During the 12th Five- Year Plan Period

During the 13th Five- Year Plan Period

Growth Rate

Transport Volume

billion ton-km

77.63

103.78

h33.7%

Passenger Turnover

million

398

539

h35.2%

Serving the Belt and Road Initiative

 

•

We actively supported the Belt and Road Initiative to build the “Air Silk Road”. By launching 65 new routes of air passenger transport and operating 112 routes to 36 flight destinations in 18 countries along the Belt and Road.

Supporting the Decisive Battle against Poverty

 

•

The poverty-alleviation routes covered 68 destinations in 352 poor counties. A total of RMB 380 million was invested in poverty alleviation, helping lift Cangyuan County and Shuangjiang County in Yunnan Province out of poverty ahead of schedule.

Pursuing Safe Development

 

•

Cumulatively, we have operated 3 million safe flights for 9.37 million hours, with average annual growth rates of 7% and 6.13% respectively. The incident rate per ten thousand hours is 0.055, a decline of 50% compared with the 12th Five-Year Plan period.

 

•

China Eastern is one of the safest airlines across the globe, with zero serious accident rate of aviation transport for a decade.

 

•

As a response to the major hidden safety hazards of B737MAX, we were the first to suggest grounding B737MAX, contributing to the safety of domestic and global civil aviation.

Promoting Green Development

We made efforts to prevent and control air pollution, optimized the fleet structure and adopted a series of lean management measures.

 

•

We promoted energy conservation and emission reduction through the five-pronged program under the theme of “cherishing every drop of aviation fuel, every drop of gasoline (diesel) fuel, every kWh of electricity, every drop of water, and every ray of sunshine”.

•

We invested over RMB 3.4 billion in energy saving and emission reduction (excluding the introduction of aircraft engines), saving over 600,000 tons of aviation fuel and reducing carbon emissions by about 2 million tons.

 

•

We improved aviation fuel efficiency of aircraft fleet by 4.5%.

Making New Breakthroughs in Reform

 

•

China Eastern Group promoted the transformation from the “1+9” industrial layout to the “3+5” industrial layout.

 

•

To support the implementation of the regional development strategy, we continued to invest more resources in densely populated areas, economically active areas, and innovation-driven development areas. As a Shanghai-based airline, China Eastern has settled in Beijing Daxing International Airport (BDIA). Moreover, we has established Guangdong Branch, Xiamen Branch, Shenzhen Base as well as Japan Branch, the first overseas branch of China Eastern, and are prepared for the establishment of Sanya International Airlines.

 

•

We made progress in the institutional reform of headquarters, the reform of “three committees”, AOC reform, a series of reforms of Ground Service Department, and the market-oriented reform of key positions, as well as the reform of discipline inspection and supervision system.

Building a Happy China Eastern

 

•

We figured out the roadmap to build a happy China Eastern, and developed a 40-indicator system in 6 dimensions.

 

•

We have launched the “Ten Tasks” and the new “Ten Tasks” of most interest to employees, improving the overall employee happiness index.

6. Strategy and Governance

6.1 Corporate Strategy

China Eastern always plans and advances its reform and development in line with the nation’s strategic choices of building a new development pattern and embarking on a journey to fully build a modern socialist China. To this end, we further enhance our competitiveness, influence, controlling force, and capabilities of innovation and risk resistance, striving to build a world-class enterprise with global competitiveness.

After reviewing our performance during the 13th Five-Year Plan period, we clarify the overall requirements during the 14th Five-Year Plan period: have an accurate understanding of this new stage of development to fully practice the new development philosophy, integrate into a new development pattern, pursue progress while ensuring stability, and apply systems thinking; focus on the high-quality development to advance supply-side structural reform and harness reform and innovation to realize the fundamental goal of satisfying people’s growing needs for a better life; ensure both development and security, advance reform and innovation-driven development, optimize the industrial layout, as well as prevent and defuse major risks; improve Party building, continuously advance intelligent, lean and international development, and usher in a new stage of high-quality development of China Eastern; accelerate the realization of the strategic goal of building a world-class airline and a happy China Eastern, and make greater contributions to building China into a modern socialist country in all respects.

 

 

Corporate Strategic Path

6.2 Corporate Governance

In strict accordance with domestic and overseas listing rules, laws and regulations, China Eastern continues to improve corporate governance. In 2020, the Board of Directors played a critical role in “developing strategies, making decisions and preventing risks”, thus ensuring the implementation of the major decisions of the CPC Central Committee and the Company on pandemic response, work and production resumption, safe operation, as well as quality and efficiency improvement. It reviewed and made decisions on major operation and management issues according to laws while 43 proposals were reviewed and approved throughout the year. At the same time, the Board of Directors established the regular follow-up and supervision mechanism to check the implementation progress of resolutions made for the previous year at the beginning of the year, so as to ensure efficient execution by managers.

In terms of ESG governance, the Company attaches great importance to the decision-making and advisory role of the special committees of the Board of Directors. In 2020, we organized the special committees to discuss and review financial budgets, major investment and financing plans, major related transactions, safe operation, environmental protection, and other issues in 22 meetings, providing professional advices for the Board of Directors to make scientific decisions. In addition, the Company organized external directors to participate in 10 special research projects and surveys, covering pandemic prevention and control, resumption of work and production, poverty alleviation, energy conservation and environmental protection, human resources assessment and allocation, and other issues. By doing so, we improved the engagement of the Board’s members in ESG affairs. In addition, we organized 14 directors, supervisors and senior executives to participate in online or on-site trainings organized by the State-owned Assets Supervision and Administration Commission (SASAC), China Securities Regulatory Commission (CSRC), stock exchanges, as well as the Company, with an effort to raise the awareness of compliance.

Board of directors

 

Name		Post
Liu Shaoyong		Chairman, Party Secretary
Li Yangmin		Vice Chairman, General Manager, Vice Party Secretary
Tang Bing		Director, Vice Party Secretary
Shao Ruiqing		Independent Director
Cai Hongping		Independent Director
Dong Xuebo		Independent Director
Jiang Jiang		Employee Director, Safety Director and Chairman of Labor Union

Governance Framework

Organizational Framework

Note: We have newly established Xiamen Branch and Japan Branch. On the basis of China Eastern Hongqiao Construction Headquarters, we have established China Eastern Pudong Base Construction and Operation Headquarters. In addition, we have transformed Operation and Customer Center into Operation and Customer Center (Operation and Control Center).

6.3 Party Building

Implementing the overall requirements of Party building in the new era, the Company consolidates the gains from the initiative to stay true to the Party’s founding mission. By forming a new pattern of Party building with the vision of “Strong Party Building”, we continue to improve Party building and lay a solid foundation for pandemic response and the development of economic and social development. To play the roles of fortress in fighting against COVID-19, our primary-level Party organizations set up 11 temporary Party branches, 918 Party member commandos and 1,386 Party member responsibility areas, fully displaying the vanguard of Party members.

The Company insists on building three focuses of front-line team members, basic knowledge, and essential competence, and promotes the comprehensive development of primary-level Party organizations. We have formed a host of Party building innovation practices with the characteristics of central SOEs and civil aviation industry such as “Blue Sky Party Group”, “Party Member - Captain development”, and “the Internet + Party Building”, substantially furthering the integration of Party building and business operation. In 2020, we launched a campaign to mobilize employees to stay true to the original founding mission, fulfill responsibility, make a promise, and compete in making contributions. All of our employees signed the letter of safety responsibility. The Blue Sky Party Group project organized over 2,400 exchange meetings, thus ensuring that Party building is expanded to where the air route is developed.

 

Anti-COVID-19 Fighter Activity of the Blue Sky Party Group

China Eastern Stewards with Party Emblem

6.4 Technological Innovation

China Eastern writes innovation into its corporate DNA and is committed to pursuing high-quality development driven by innovation. In April 2020, China Eastern R&D Center was included in the list of Technological Reform Demonstration Action of the SASAC. This achievement has injected new momentum into our independent innovation, gathering high-quality elements that advance technological innovation, and promoting the development of China Eastern Technology Innovation Platform.

 

 

6.5 Anti-corruption

We continue to build an integrated system to strengthen deterrence so that officials dare not be, can not be, and do not want to be corrupt, and improve the anti-corruption system according to the requirements of the Guiding Opinions of China Eastern Group on Improving the Anti-Corruption Risk Control Mechanism for Aircraft Procurement, Guiding Opinions of China Eastern Group on Promoting the Integrated Air Service System ‘in Which Officials Dare Not Be, Can Not Be, and Do Not Want To Be Corrupt’, Guiding Opinions of China Eastern Group on Regulating Conducts Involved the Airplane, Ticket, Transport, Flight, IT and other aspects to Prevent Conflicts of Interests of the Management, and Guiding Opinions on Rectification and Supervision over Four Issues Concerning Corruption Overseas, Transfer of Interests, Rent Setting and Rent Seeking, and Corporate Property Embezzlement.

We attach great importance to the protection of whistle-blowers. In accordance with the Implementation Rules of China Eastern Group to Implement the Rules of Discipline Inspection and Supervision Organizations to Handle Reports and Accusations, we regulate discipline inspection and supervision organizations at all levels in reporting and accusing, and ensure the supervisory power of Party members and the public.

6.6 Investor Relations

According to the regulatory requirements for listed companies, we disclose information and continuously improve disclosure quality. In 2020, we issued 58 announcements in line with the regulatory rules of New York, Hong Kong and Shanghai, covering periodic reports, announcements on public issuance of corporate bonds, and announcements related to daily related-party transactions, etc.

In order to strengthen investor relations management, we organized 3 teleconferences for domestic and overseas analysts and investors, and received 10 investment bank analysts and institutional investors in 6 batches online for research and exchange; we attended 27 on-site or online security institutions’ strategy meetings, and communicated with 314 investors. At the same time, we had effective communication with investors on SSE E-interactive platform (sns.sseinfo.com), improving the Company’s image in the capital market.

6.7 Compliance Management

In line with national laws and regulations such as the Company Law of the People’s Republic of China and Guidance on Compliance Management for Central State-owned Enterprises, industry standards, and relevant regulations of China Eastern Group, we have formulated Interim Measures of China Eastern Airlines Corporation Limited for Compliance Management, actively advancing the building of a law-based China Eastern to ensure legal compliance. Amid the pandemic, we considered the status quo of our business operation and prepared the Legal Risks Involved in International Contracts amid COVID-19 and Countermeasures and Legal Risks Involved in International Air Passenger Transport amid COVID-19 and Countermeasures, with an effort to reduce compliance risks. To realize an international compliance system, we have formulated Export Control Compliance Guidelines and Anti-Corruption and Anti-Commercial Bribery Guidelines, and updated the Anti-Monopoly Compliance Guidelines to strengthen overseas compliance management. In 2020, all major decisions and business contracts were reviewed and no lawsuit dispute over monopoly and unfair competition occurred.

6.8 Risk Management

In 2020, the Company held on to the bottom line of risk management and the bottom-line thinking, improved institutions as the foundation, and optimized system building as the focus. We enhanced the capacity of risk evaluation mechanism, risk management mechanism and early warning mechanism to better predict major risks, advancing the modernization of the Company’s governance system and capability.

 

Risk Management Measures

6.9 Informatization

The Company has continued to optimize the informatization mechanism and organizational management system, improved information infrastructure, and promoted the integration of information technology, corporate operation and user experience. With these efforts, the cybersecurity protection capability and informatization-driven innovation and development capability have been enhanced. We have also actively enhanced cooperation and exchange with other leading enterprises to substantially improve our informatization and facilitate high-quality development.

In 2020, we issued the Informatization Work Guidelines - IT and Business Linkage Work Manual (Trial) and revised the Informatization Management Measures (2020). This move aimed to facilitate collaboration of informatization, improve the integration of information systems, regulate and optimize the building process of China Eastern’s informatization system. It will also promote the implementation of our informatization strategies, optimize the investment and procurement of agile projects, and contribute to the response to business needs and scientific allocation of R&D resources. Additionally, we set up the Informatization Expert Committee, which consists of ten informatization experts from renowned enterprises, universities and colleges in China. From then on, we have embarked on a new era of “smart · cloud aviation”.

 

Key Measures to Improve Informatization

 

China Eastern holds the Informatization Expert Appointment Ceremony on the thematic salon

“ Leading the Future with Digital and Smart Aviation”.

 

China Eastern has actively developed the “smart • cloud aviation” featuring the whole system support, full cycle control, full linkage ecology, and omnibearing intelligence, embarking on a new journey to Digital 2.0.

7. Our Journey Towards Sustainability

CSR fulfillment is the inborn mission of China Eastern. We have incorporated the concept of CSR into our philosophy, vision and development strategy, and developed a professional and regular CSR information disclosure and communication mechanism. Moreover, we have carried out dynamic management of material CSR topics, and continuously improved the Company’s sustainability.

7.1 Flights for Sustainability

 

 

7.2 Materiality Management

In line with the principles of materiality, quantitative, balance and consistency of the Environmental, Social and Governance Reporting Guide issued by The Stock Exchange of Hong Kong Ltd. as well as requirements of GRI Standards, and based on the identification and analyses of material topics in 2019, we combined stakeholders’ demands in 2020 with our important strategic direction, and collected 208 questionnaires from the management and primary-level employees for analyzing and modifying material topics. Finally, we identified 21 material topics.

 

Material Topics		GRI Topics		Progress in 2020		Plan for 2021
Pandemic Control				•   Operated domestic and international flights to transport medical personnel and supplies, and proactively acted to ensure unimpeded air passages amid the pandemic   •   Focused on “whole-process control” to provide sound protection for passengers   •   Formulated a series of employee care measures		•   Improve the pandemic control accountability system to further fortify the defense line to guard against the spread of the virus overseas and risks of sporadic outbreaks at home
Resumption of Work and Production				•   Implemented key tasks to help ensure stability on six key fronts and maintain security in six key areas   •   Operated chartered flights to promote resumption of work, production and schooling   •   Launched “passenger-to-freight” flight to ensure the stability of the industrial supply chain.		•   Promote flight schedule recovery by region/stage according to the situation updates of the pandemic   •   Continue to promote the operation of “passenger-to-freight” flight to ensure the stability of the industrial supply chain

Aviation Safety				•   Formulated the Implementation Rules for Safety Performance Evaluation and Review and Assessment Measures of Safety Work Management (2020), to refine the implementation measures of safety evaluation   •   Formulated Safety Hazard Inspection and Management Regulations to incorporate hidden hazard reporting into the safety performance evaluation indexes   •   Formulated the Implementation Measures of Safety Interviews to improve safety supervision and management   •   Developed a three-year action plan for work safety rectification   •   All of our employees signed letters of safety responsibility to promise to stay true to the original founding mission, fulfill responsibility, make a promise, and compete in making contributions.		•   Advance the digital safety management   •   Continue to promote the three-year action plan for work safety rectification   •   Advance the building of a high-caliber training system   •   Promote the building of the three focuses (front-line team members, basic knowledge, and essential competence)
Passenger Health and Safety		GRI 416 Customer Health and Safety		•   Implemented the “SAFE520” Safety Work Method   •   Implemented the anti-pandemic cabin service standard   •   Enhanced in-flight catering quality management   •   Mitigated air turbulence risks		•   Continue to conduct safety education and training, and skills training   •   Pay attention to the COVID-19 pandemic, update countermeasures, and adjust service process and standard

Occupational Health and Safety		GRI 403 Occupational Health and Safety		•   Implemented the Notification of the 6th Revised Version of the CCAR-121-R4, to alter the scheduling rules for our crew   •   Improved employees’ psychological health		•   Set up China Eastern Internet Hospital at the Home of China Eastern   •   Continue to improve occupational health management and reduce occupational health & safety risks
Flight Punctuality		GRI 417 Marketing and Labeling		•   Released the Flight Punctuality Evaluation Regulations (2020)   •   Established a special team to improve flight punctuality management   •   Innovatively developed a production command management system		•   Accelerate the application of the production command management system   •   Improve the electronic flight release coverage
Product and Service Innovation		GRI 417 Marketing and Labeling		•   Launched the Infinite Flight Pass series products to facilitate the domestic circulation in the new development pattern   •   Cooperated with China State Railway Group Co., Ltd. (China Railway) to launch the “rail-air transport” service   •   Built the whole-process smart travel service to facilitate paperless and smart travel		•   Continue to improve the Infinite Flight Pass series products and supportive services   •   Enhance the new technology application capability and improve passengers’ smart travel experience
Passenger Experience Improvement				•   Launched “Easy Flight Transfer” and “Easy Boarding” to improve passengers’ travel experience   •   Optimized the layout of the domestic flight check-in zone at Pudong International Airport   •   Dynamically adjusted cabin service to ensure pandemic response and meet passengers’ needs		•   Continue to optimize the layout of the domestic flight check-in zone   •   Improve cabin service and innovate in catering products

Special Passenger Service		GRI 416 Customer Health and Safety		•   Established a special team to care for special passengers   •   Formulated the Regulations on Daily Management of Wheelchairs and the Access and Exit Mechanism for the Three Kinds of Flight Attendants (for small animals, human organs and the elderly, infirm，sick，disabled and pregnant)   •   Set up the first Courtesy Zone at Pudong International Airport to provide one-stop service for wheelchair passengers		•   Continue to improve special passenger care, upgrade service standard, and innovate in service methods   •   Enhance on-site special service guarantee
Customer Privacy Protection		GRI 418 Customer Privacy		•   Issued the Regulations on Passenger Information Protection and Implementation Rules for Handling Passenger Information Security Incidents   •   Established the Passenger Information Protection Committee to hire data protection officials   •   Protected passenger information amid the pandemic		•   Enhance passenger information protection and corresponding training effort to arouse employees’ sense of passenger information protection
Internationalized Development				•   Implemented the requirement of CAAC to ensure no stop of international flights   •   Worked with Italy on cross-culture cooperation and communication   •   Actively attended IATA meetings and jointly explored the global anti-pandemic measures for the aviation industry		•   Pay close attention to the impacts of COVID-19 and work with partners to promote the recovery of global aviation industry   •   Continue to enhance cooperation with SkyTeam Airline Alliance and other partners to strengthen our operation ability of international air routes   •   Implement the Belt and Road Initiative, build the Air Silk Road, and promote cross-culture exchange

Addressing Climate Change		GRI 305 Emissions		•   Formulated the Environmental and Energy Management Manual to improve the development of the energy and environmental protection system   •   Participated in the market-based emission reduction mechanism and global climate governance   •   Improved the energy efficiency of air and ground service		•   Advise to develop the plans of the Chinese civil aviation’s carbon peak by 2030 and carbon neutrality by 2060   •   Carry out work under the four mechanisms of carbon emissions issued by the EU, China, Shanghai and the industry in compliance respectively   •   Conduct the pilot application of the energy and environmental protection system, and basically establish the system operation closed-loop framework
Pollution Control		GRI 306 Effluents and Waste		•   Completed the tasks assigned by CAAC in the final year to win the battle for a blue sky and received the 3rd round of inspection organized by CAAC   •   Updated the Self-Check List for Pollution Control		•   Continue to implement the policies on pollution control, and organize inspections at all levels
Sustainable Resource Utilization		GRI 302 Energy   GRI 306 Effluents and Waste		•   Applied the aircraft dry wash technology   •   Launched the paperless smart travel   •   Explored ways to recycle on-board products		•   Promote the application of the aircraft dry wash technology   •   Promote the application of NEVs

Sustainable Vlue Cain		GRI 308 Supplier Environmental Assessment		•   Released the Supplier Blacklist Management Regulations to improve the supplier supervision and regulatory rules   •   Enhanced compliance management of travel management companies and overseas service providers		•   Build the agency database   •   Enhance the inspection frequency and punishment of agency violations
Targeted Poverty Alleviation		GRI 413 Local Communities		•   Aligned efforts to consolidate and expand the achievements in poverty alleviation with efforts to promote rural vitalization   •   Provided a higher level of support in a sustainable manner   •   Promoted poverty alleviation through aviation support, industrial development, employment support, medial support, and educational support		•   Promote rural vitalization cooperation in fixed-point poverty alleviation areas, and conduct in-depth cooperation in eight aspects including industrial development, tourism, air route operation, training and education, publicity and promotion, and travel service, etc.   •   Further promote the campaigns of “Enrich Knowledge”, “Increase Income” and “Benefit Future Generations”
Diversity and Equal Opportunities		GRI 405 Diversity and Equal Opportunity   GRI 406 Nondiscrimination		•   Continued to care for female employees   •   Continued to recruit minority employees		•   Enhance the employment management of foreign employees   •   Continue to recruit minority employees   •   Organize employee care activities for female employees, minority employees and foreign employees

Conditions of Work and Social Security		GRI 408 Child Labor   GRI 409 Forced or Compulsory Labor		•   Renewed the Collective Contracts of China Eastern   •   Promoted the building of a happy Chinese Eastern by improving the management of “Happy China Eastern” Employee Wellbeing Credit   •   Addressed “Ten Tasks” that concern employees		•   Further refine the implementation plan for the management of “Happy China Eastern” Employee Wellbeing Credit   •   Address the taks that concern employees   •   Protect employees’ legitimate rights and interests with innovative measures
Training and Development		GRI 404 Training and Education		•   Improved and promoted the implementation of the Swallow, Wing, Flying and Eagle backup talents training system   •   Took the initiative to develop new training methods and conducted online training via live streaming   •   Built the ground service training system and organized skills competitions to improve employees’ position skills		•   Accelerate the transformation of the training and R&D project achievements, and continue to optimize and promote the building of the curriculum system   •   Improve IT-based management to realize standardization, platform-based operation and digitization in the whole training process
Special Flight Guarantee		GRI 413 Local Communities		•   Enhanced internal and external coordination to improve operation coordination, diversion guarantee and emergency response   •   Provided air transport support for major events		•   Provide air transport support for national major events   •   Continue to guarantee air transport for the nation’s emergency relief actions
Engaging in Local Cmmunities		GRI 413 Local Communities		•   Continued to carry out “Love in China Eastern” volunteer projects   •   Integrated social resources to conduct public welfare activities		•   Continue to optimize the “Love in China Eastern” project mechanism, and integrate more high-quality social resources to expand public welfare philosophy and actions

7.3 Stakeholder Engagement

To keep stakeholder engagement, we identify and respond to the concerns of stakeholders with a normalized communication and supervision mechanism, and further build a closer relationship with them. At the same time, we focus on key issues concerned by stakeholders and constantly improve management in order to better respond to their expectations.

 

Stakeholders		Main Topics		Engagement				Response
				Communication		Supervision
SASAC		Pandemic response Resumption of work and production International development Addressing climate change Targeted poverty alleviation Community engagement		Working conference Regular report		Business assessment Inspection tour		P13、 P19、 P63、 P66、 P76、 P85
CAAC		Pandemic response Resumption of work and production Aviation safety Flight punctuality Improvement of passenger experience Addressing climate change Supporting industrial development		Working conferences Issuance of notices		Supervision and check Operational guidance		P13、 P19、 P46、 P54、 P58、 P66、 P63
Stock exchanges/investors		Operating performance Risk management Compliance management		Company announcements Shareholders’ meetings Performance roadshows		Regular information disclosure Independent directors Auditing system		P88、 P33

Local governments		Pandemic response Resumption of work and production Compliance operation Addressing climate change Pollution control Sustainable utilization of Resources Community engagement Targeted poverty alleviation		Routine communications Working conference Government-enterprise partnership		Submission of statistical reports		P13、 P19、 P33、 P66、 P69、 P71、 P85、 P76
Customers		Flight punctuality Product and service innovation Improvement of passenger experience Customer privacy protection Passenger health and safety Special passenger service		Membership activities Customer hotline Weibo and WeChat online platforms		Customer satisfaction survey Customer complaints management		P54、 P56、 P58、 P62、 P50、 P57
Employees		Occupational health and safety Employee training and development Diversity and equal opportunities Working conditions and social security		Staff congress Online exchanges, seminars Training, competing for positions		Internal supervisors Service satisfaction survey Labor unions		P51、 P83、 P82、 P81
Peers/industry associations/ airports		Compliance management Flight punctuality Supporting industrial development		Communication conferences Exchanges among the peers Project cooperation		Social supervision Supervision / review		P33、 P54、 P63

Dealers		Compliance management Sustainability value chain		Project cooperation Routine business communications Business meetings and negotiations		Reporting mechanism Auditing/Assurance		P33、 P73
Suppliers/other partners		Compliance management Risk management and control Sustainability value chain		Project cooperation Routine business communications Business meetings and negotiations		Reporting mechanism Auditing/Assurance		P33、 P73
Communities/ Nonprofit organizations		Pollution control Community engagement Targeted poverty alleviation		Voluntary services Community project cooperation		Social supervision		P69、 P85、 P76
Media		Compliance management Product and service innovation Improvement of passenger experience		Press conference Media interview Interactive new media		Media supervision		P33、 P56、 P58

8. A New Height for Safety Development

Safety is the foundation of civil aviation. In line with our vision, mission and values, we have adopted more practical measures to build the safest airline and safeguard our passengers in every flight.

8.1 Upholding Aviation Safety

An up-to-date safety governance lays a solid foundation for the high-quality development of civil aviation. We firmly believe that building a more flexible, leading and forward-looking safety management system helps contribute to a stable and robust development.

8.1.1 Improving the Safety Management System

China Eastern aligns itself with the Civil Aviation Law, Civil Aviation Safety Management Regulations and other laws and regulations on safety. In accordance with the National Three-year Action Plan for Work Safety Rectification issued by the State Council Security Committee, we have formulated the Company’s three-year action plan for work safety rectification, and prepared “two lists” of hidden hazards and rectification measures. Thus, we put the action plan in place to secure stable and safe operations of the Company. In 2020, China Eastern formulated the Implementation Rules for Safety Performance Evaluation, Safety Hazard Inspection and Management Regulations, Implementation Measures of Safety Interviews, and Review and Assessment Measures of Safety Work Management (2020). By doing so, we have refined the implementation measures of safety assessment and improved the safety management system.

We attach great importance to safety oversight and overhaul. We have organized special safety inspections among key units to timely identify the problems and urge effective rectification. In 2020, we completed 11 safety audits, 336 internal audits, 42 apron and on-site inspections, and 34 special inspections.

 

Incident Rate Per Ten Thousand Hours

 

		2018				2019				2020
China Eastern			0.018				0.041				0.044
Civil aviation industry			0.51				0.46				0.49

Before departure, pilots check flight information through the electronic flight bag (EFB)

8.1.2 Enhancing Safety Risk Management

China Eastern continues to strengthen risk management and transforms the focus of risk management from post-management to pre-management and in-process management. While analyzing changes in traditional security risks, we respond to the challenges of new security risks in a scientific way, maintaining a safe operating environment for the Company. In 2020, we completed the management tasks of ten major risks, accurately identified new changes and potential risks, and insisted on preventing safety risks from the source.

 

8.1.3 Improving Safety Guarantee Capability

At China Eastern, everyone is a gatekeeper of safety. In 2020, we built three focuses of front-line team members, basic knowledge, and essential competence to improve flight training and safety guarantee of each position. We fostered safety culture and enhanced safety responsibility fulfillment (for life, regulations and responsibilities) among our employees. All of our employees signed letters of safety responsibility, promising to stay true to the original founding mission, fulfill responsibility, make a promise, and compete in making contributions.

 

•

Digitalization makes flight safer

We have developed China Eastern Safety Analysis Platform (MSAP) and Simulator Operations Quality Assurance (SOQA), and extended big data apps to the training end, providing our pilots with more accurate instructions.

 

 

•

Diversifying the Pilot Training System

China Eastern has independently developed the A350 Chinese Computer-Based Training (CBT) training system to support pilot training of new aircraft types. The Company innovatively established the B787 course system, with independent intellectual property rights, leading the domestic training of the same aircraft type. Our training innovations have met traditional and remote training needs, and improved the pertinence and practicality of training.

 

•

Creating a Safety Culture Atmosphere

We improve the conduct of civil aviation safety practitioners in responsibility fulfillment, and build a stronger “Three-Leader” team (Captain, Chief Steward and Group Leader) in safety governance. We mobilize employees to voluntarily report safety information and organize diversified activities of safety culture building to raise their safety awareness.

 

 

“Stay true to the original founding mission, fulfill responsibility, make a promise, and compete in making contributions” thematic safety knowledge contest

The Pilot Skills Competition is held to enhance the safety security capability of pilots

8.2 Safeguarding Passenger Health

Safety is the awe to life and shows our care to passengers. China Eastern has always put the safety and health of passengers in the first place and offered better services to make passenger safer during air travel. In 2020, we continued to implement the “SAFE520” Safety Work Method. We implemented the anti-pandemic cabin service standard, enhanced in-flight catering quality management, and mitigated air turbulence risks, ensuring that the cabin product and service delivered to passengers as safely as possible.

 

Major Measures to Safeguard Passenger Safety and Health in 2020

8.3 Caring for Employee Health and Safety

China Eastern cares for the physical and mental health of flight crew personnel and ground crew personnel. We provide protective devices and medical support for frontline employees to help them prevent occupational health and safety risks in different positions, continuously improving job satisfaction. In 2020, we implemented the notification of the 6th revised version of the CCAR-121-R4 on crew scheduling, and altered the scheduling rules for our crew.

 

 

Major measures on employee safety and health in 2020

9. A New Chapter for Smart Services

Smart, caring and efficient aviation service enables passengers to have new expectations for a wonderful journey. China Eastern is committed to providing efficient, convenient, intelligent and high-quality air transport and extended services, and cooperating with outstanding partners to bring passengers a satisfactory and joyful service experience.

9.1 Guaranteeing Flight Punctuality

Flight punctuality is not only a key indicator of civil aviation service quality but also one of the biggest concerns of passengers. China Eastern continues to optimize flight operation and management to guarantee flight punctuality for better customer service quality.

To improve flight punctuality, we earnestly implement the requirements of the campaign launched by CAAC on the brand building of civil aviation service quality. We set up the target for flight punctuality improvement actions in 2020, and established a special team on flight punctuality management. Our efforts include the flight punctuality management system, emergency plan for extensive delays, ground service support, information technology support, and performance appraisal, etc. In 2020, we formulated the Flight Punctuality Evaluation Regulations (2020), Regulations on the Management of the Company’s MUC Flight Guarantee Platform, and other regulations, optimizing the flight punctuality management model.

We actively develop an intelligent management approach. In 2020, we launched the Movement Manager (MM) module and the Flight Recovery Module (RM) module in the next-generation operational system, contributing to automatic and smart flight deployment and operation recovery. We continuously implemented electronic release, with the electronic flight release coverage of 84.76%. We also optimized the flight punctuality management process and set up the daily reporting mechanism. These efforts have enabled real-time detection, reporting and guidance of delayed flights, and improved the efficiency of handling unpunctual flights.

Key performance:

 

Flight Punctuality Rate		2018				2019				2020
China Eastern			80.19	%			81.84	%			89.60	%
Civil aviation industry			80.13	%			81.65	%			88.52	%

9.2 Providing Heartwarming Service

Heartwarming service is one of the values of the tertiary sector. Upholding the philosophy of “heartwarming service”, China Eastern has enhanced service management and improved service quality to meet the people’s demand for better air travel experience.

9.2.1 Service Quality Management

We step up efforts to improve service standards. In 2020, we launched the brand building campaign on civil aviation service quality, and established a special team to promote effective operation of the service management system for better closed-loop management of service quality. We amended the Service Manual, Cabin Service Alert Summary, Flight Attendants’ Operation Handbook, and Capability Enhancement Plan for Flight Attendants before Flight, etc. Moreover, we built the strategic customer service system and improved the VIP lounge standard to advance service standardization. Besides, in pandemic response, we improved the In-flight Catering Standard and the Standard and Process of Catering for Important/Special Flights to guarantee service quality.

9.2.2 Listening to Our Passengers

Upholding the vision of “Putting customers first with wholehearted service”, we conduct deep research on customers’ needs, track the data of passengers’ satisfaction, and intensify service management and process optimization, with an aim to improve passengers’ satisfaction. In 2020, we improved our smart customer service applications. With a richer library of intelligence-based knowledge, we have realized multi-channel dialogue of the online customer service system, which can recognize passenger’s intent, transfer to staff help, thus improving response efficiency.

To enhance customer complaint management, we have improved the Regulations on Complaint Handling Management. Apart from “daily monitoring, weekly inspection, and monthly analysis”, we regularly hold passenger complaint handling exchange meetings, handle complaints in a unified manner, and compile the unified handling standard. Besides, we have improved the complaint data analysis, and standardized handling process for higher complaint handling efficiency.

 

9.2.3 Special Passenger Service

Special passenger service is indispensable to improving air travel service accessibility. China Eastern continues to optimize special passenger service by providing customized service and improving the travel experience of all our passengers, including those with special needs.

In 2020, we established a special team to care for special passengers. We formulated the Regulations on Daily Management of Wheelchairs and the Access and Exit Mechanism for the Three Kinds of Flight Attendants. Additionally, we further promoted the sign language app. These have substantially satisfied the air travel needs of passengers with limited mobility.

On the afternoon of August 31, 2020, China Eastern Guangdong Branch opened an express check-in channel for human organ transport. It took only nine minutes to check in on the MU5310 flight from Guangzhou to Shanghai, buying precious time for saving the life of the patient.

 

China Eastern sets up the first Courtesy Zone outside the restricted area at Pudong International Airport to provide one-stop service for wheelchair passengers, avoiding the inconvenience for wheelchair-based passengers and improving their service experience

9.3 Intelligent Travel Experience

A new round of technological revolution and industrial transformation, led by information technology and with “intelligence” as an important feature, is reshaping the landscape, mode and pattern of the civil aviation industry in an all-round way. Following the trend, China Eastern has continuously upgraded its “intelligent travel” service, so that passengers can fully enjoy the sense of gain and happiness brought about by the development of civil aviation.

9.3.1 Industry’s First Infinite Flight Pass

In serving the supply-side structural reform, we have initiatively launched the Infinite Flight Pass series products, followed by other major airlines in the country. The new series of products help mitigate the problems of surplus transport capacity, declining demand, and shortage of fund. Product innovation stimulates demand and thus drives the recovery of the aviation industry. New growth points have formed in developing “Infinite Accommodation”, “Infinite Procurement” and “Infinite Tourism”, etc. The comprehensive effects of the service have provided strong momentum for revitalizing the domestic circulation.

 

An Infinite Flight Pass ticket means far more than the worth of ticket fare to social and economic development

 

 

9.3.2 Diversified Travel Service

With a passenger-oriented approach, China Eastern has continuously innovated in products and services to provide passengers with quality services that exceed expectations.

 

China Eastern’s first landside(outside security) VIP lounge - the 21-meter VIP lounge officially

opened at Shanghai Hongqiao International Airport

 

•

Self Check-in

In order to further enhance passenger travel convenience, China Eastern continues to optimize counter service. We have launched “Easy Flight Transfer”, which realizes 60-minute MCT in domestic flight transfer at Pudong International Airport. We have also launched “Easy Boarding” along the Guangzhou-Shanghai route, which enables passengers to board upon their arrival at the boarding gate. Besides, we optimized the layout of the domestic flight check-in zone at Terminal 1 of Pudong International Airport. Based on navigation of IATA Designator/ICAO Code/Airline Code and the capital letters of the destination, passengers can quickly find the check-in zone, thus improving check-in efficiency and experience.

China Eastern has been the first Chinese airline to launch the “rail-air transport” service, realizing “one payment in one order for rail-air multi-modal transport”. Passengers can order a multi-modal transport ticket of China Eastern, Shanghai Airlines and high-speed rail on China Eastern app or 12306 China Railway app.

 

China Eastern has opened China’s first ticket counter within a boarding hall, which means that travelers at Terminal 2 of Shanghai Hongqiao Airport can now change or rebook tickets without going through security a second time.

•

Bettering Cabin Service

Since the outbreak of COVID-19, we have flexibly adjusted in-flight catering service to reduce cross-infection risks. We are the first in the industry to launch paper bag meals, “Edainty” and other catering products, which both meets the requirements of pandemic response and satisfy passengers’ catering needs. Since we enter normalized prevention and control of the pandemic, we have optimized the catering in premium flights to improve passenger satisfaction.

 

 

•

Upgrading Baggage Service

Since July 3, 2020, China United Airlines, a subsidiary of China Eastern Group, is the first airline in China to launch the piece rate system for check-in luggage on domestic flights. Under the piece rate system, the weight limit for a single piece of check-in luggage increases from “no more than 20KG” to “no more than 23KG”,which is the same as the international flight luggage limit. It is a great convenience for passengers. For international and domestic flight transfer, passengers do not have to worry about excess check-in luggage weight and the efficiency of intermodal transport and transfer is also further improved.

 

9.4    Customer Privacy Protection

While the internet big data brings new travel experiences to society and individuals, it also brings new challenges to passenger information security. As a responsible international airline, China Eastern has always prioritized the passenger information security by protecting customer privacy and strengthening information security management.

In 2020, we continued to improve our customer privacy protection system. Specifically, we improved the Regulations of Passenger Information Protection, the Implementation Rules for Handling Passenger Information Security Incidents, the Regulations on Personal Information Protection in China Eastern Information System, the Detailed Rules for Personal Information Protection in China Eastern Information System, and other regulations. Moreover, we established the Passenger Information Protection Committee and hired data protection officials or data protection commissioners with a mechanism of regular update. We strived to figure out the requirements of passenger information classification, safety rating, passenger information handling, and safety incident response, etc.

In response to the Notice by the Office of the Central Cyberspace Affairs Commission of Effectively Protecting Personal Information and Using Big Data to Support Joint Prevention and Control, we protected passengers’ personal information during COVID-19. We insisted on minimizing information collection, signed data processing agreement, and require a third party to destroy data after use. We also conducted compliance analysis on our collecting behavior of passenger health information during the pandemic.

9.5 Advancing Global Connectivity

The civil aviation industry has built an air bridge for cultural exchange, trade, and technology transfer. China Eastern continues to serve the Belt and Road Initiative, promotes cross-cultural communication, and supports global efforts to fight against the pandemic.

 

 

9.6 Contributing to Industrial Development

A harmonious and win-win industrial ecology creates a favorable environment for the robust development of an enterprise. China Eastern actively engages in the development of aviation industry and regards industry peers as important stakeholders. The Company seeks cooperation, shares resources, and promotes complementarity with peers to jointly create a favorable environment for industrial development. In 2020, we continued to uphold the philosophy of opening up, cooperation, mutual benefits and sharing, and joined hands with peers at home and abroad to promote the sustainable development of aviation industry chain, ecological chain and value chain.

 

China Eastern, along with China Guangfa Bank (CGB) and InterContinental Hotels Group (IHG), launched the CGB-China Eastern-IHG co-branded credit card, creating a new business travel consumption scenario

10. A New Journey to Green Development

Green development is the core concept of China’s economic and social development in the new era, and it is also an important background for the high-quality development of aviation industry. During our journeys towards the destinations worldwide, we carry passengers through thousands of rivers and mountains to see lucid waters and blue sky and inspire them to cherish the endowment of nature to mankind. We promote energy conservation and emission reduction through the five-pronged program under the theme of “cherishing every drop of aviation fuel, every drop of gasoline (diesel) fuel, every kWh of electricity, every drop of water, and every ray of sunshine”. With these efforts, we minimize the impact of air transport on the environment and create greener flight options for our passengers.

10.1 Addressing Climate Chang

In the context of global climate governance, the aviation industry takes the lead in developing the world’s first industry-wide carbon emission reduction market mechanism, demonstrating the industry’s firm determination to pursue green development. From flights to ground operations, we have expanded the “battlefield” of environmental protection to the entire air and ground domains.

10.1.1 Improving the Environmental Management System

In compliance with the Environmental Protection Law and other relevant laws and regulations, China Eastern has formulated the Regulations on Environmental Protection Management. In 2020, in line with the requirements of ISO 14001 Environmental Management System Certification and ISO 50001 Energy Management System Certification, the Company formulated the Environmental and Energy Management Manual, with the focus on delicacy management of energy saving and ecological protection. The Company also held publicity activities and the first training of the manual.

 

Overview of Environmental and Energy Management During Aviation

 

10.1.2 Promoting Emission Reduction in Aviation

China Eastern pays much attention to the development of international green aviation, actively participates in the market-based emission reduction mechanism, and supports global efforts to address climate change issues. In 2020, we completed relevant work with Shanghai’s carbon trading, EU’s carbon trading, China’s carbon market, and industry carbon dioxide emissions. Moreover, we actively attended relevant international conferences to convey the aspirations of Chinese airlines, and to jointly explore specific measures for green aviation development.

As a practitioner of green aviation, we are actively engaged in global climate change governance. In 2020, we attended the ICAO Aviation Green Recovery Seminar (virtual) and joined the online discussion on the Navigating CORSIA - A guide to the scheme’s design and implementation to explore development paths and measures to implement green and low-carbon development of the aviation industry.

10.1.3 Improving Energy Efficiency Management

China Eastern focuses on energy consumption reduction per unit and optimization of flight and ground energy efficiency to practice the philosophy of “implementing delicacy management from the source”, continuously ramping up its efforts in energy conservation and emission reduction. In 2020, China Eastern Group undertook the task of the SASAC’s indicator of fuel consumption per unit of passenger turnover; China Eastern undertook the task of local government’s dual-indicator of overall energy consumption and energy consumption per unit in Shanghai. The two indicators were decomposed into the performance indicators of all units under China Eastern, with an aim to improve supervision and rectification of energy efficiency during air and ground operations.

 

Management Measures to Improve Flight Energy Efficiency

 

10.2 Safeguarding Lucid Waters and Blue Sky

Pollution control is a key requirement for green development. Strengthening pollution control from the source, e.g., waste water, exhaust gas, noise, and solid waste, has become an environmental responsibility that every person in aviation industry should assume.

To this end, we have promoted the implementation of the Regulations on Environmental Protection in accordance with Water Pollution Prevention and Control Law, Atmospheric Pollution Prevention and Control Law, the Work Plan on Implementing the “Three-year Action Plan to Win the Battle for a Blue Sky”, etc. and updated the Self-Check List for Pollution Control. In 2020, we completed the tasks assigned by CAAC in the final year to win the battle for a blue sky. The Company received the 3rd round of inspection organized by CAAC. China Eastern and its Beijing, Guangdong, Yunnan, Northwest and Gansu subsidiaries/branches received the recognition from CAAC.

 

Major Measures on Pollution Control in 2020

Auxiliary Power Utility (APU): APU is a small power engine in the rear of the plane. It consumes more fuel than that of municipal electricity and diesel engines. It can be replaced by ground-powered vehicles and bridge-mounted power sources to save fuel consumption and reduce exhaust gas emissions.

 

Solid Waste Classification and Treatment & Tisposal Methods

 

Sorting & Disposal of Hazardous Wastes
Category		Method of Disposal		Performance in 2020
Waste medicine		Carrying out category-based management and storage of medical waste according to the Catalogue of Classifications of Medical Wastes, and regularly sending medical waste to qualified organizations that have signed related agreements with China Eastern for proper treatment		0.33 tons
Waste organic solvents and waste containing organic solvents		Entrusting qualified third-party organizations for harmless treatment of wastes, including incineration and physicochemical treatment		57.8 tons
Waste mineral oil and waste containing mineral oil				142 tons
Oil-water and hydrocarbon-water mixtures or emulsions				7.2 tons
Waste dyes and paints				7.06 tons
Organic resin waste				4.96 tons
Waste containing Hg				1.47 tons
Dispose of electronic waste		Collecting the waste and sending to suppliers with ISO 14001 Environmental Management System Certification and e-waste treatment qualification to process		Number of China Eastern’s scrapped devices: 173   Shanghai Airlines’ scrapped devices: 18

Sorting & Disposal of Non-hazardous Wastes
Cabin waste		Sending to the qualified third-party agency for sorting and recycling after collection and classification		31,009 tons
Domestic waste		Sending to a qualified third-party agency for unified recycling and treatment after collection and classification		3,859 tons
Kitchen waste		Sending to the catering company for landfill or incineration after collection and classification		797.91 tons

 

10.3 Sustainable Utilization of Resources

Intensive use of resources and delicacy management are conducive to reducing our operating costs and helping protect the environment. Upholding the resource-based view that advocates conservation, intensive use and recycling, we reduce the impact of business operation on the environment and strive to achieve the coordinated development of the Company and nature.

In compliance with the Environmental Protection Law, Circular Economy Promotion Law, Energy Conservation Law and other relevant laws and regulations, we have implemented the Regulations on Environmental Protection Management and the Regulations on Energy Measuring Management to promote the sustainable utilization of resources. In 2020, we formulated the Environmental and Energy Management Manual.

 

Measures to Promote Sustainable Utilization of Resources

 

10.4 Sustainable Value Chain

A sustainable value chain helps create a platform for enterprises to exchange CSR philosophy for win-win cooperation. China Eastern actively plays its leadership role in the industry, and shares its sustainability philosophy through the value chain, driving upstream and downstream partners to fulfill social responsibility and jointly build a sustainable future.

10.4.1 Supply Chain Management

China Eastern has incorporated the CSR philosophy into supplier management system. New suppliers are required to sign the Suppliers’ Letter of Commitment to Social Responsibility and Suppliers’ Letter of Commitment to Integrity, urging them to fulfill their obligations in respect of environmental protection, commercial ethics, labor and human rights.

China Eastern regards “environmental protection, safety & stability, and sustainable procurement” as the basic principles of procurement. In terms of aviation materials procurement, we purchase environmentally compliant products in line with the requirements of global regulations on airworthiness and environmental protection. Moreover, we have set up the supervision and management procedures such as External Agreement/Contract Unit Evaluation to review supplier qualifications every two years so that they could perform well in agreement/contract fulfillment. In 2020, we formulated the Energy Design and Procurement Control Procedures to regulate energy-related procurement and realize energy conservation from the source

10.4.2 Distributor Management

In 2020, China Eastern published the TMC Cooperation Management Measures (2nd version in 2020) to enhance the management of travel management service providers, and specified the clauses of compliance and integrity in the master agreement to avoid violations of laws and disciplines in business cooperation. We formulated the Online Travel Agency(OTA) Sales Display Specification (2020) to regulate the air tickets and products displayed and sold on the OTA platform, clarified the determination of violations, and increased penalties for violations, maintaining orderly sales of the OTA platform.

 

 

11. New Aspirations for a Better Life

Harmony and happiness are the people’s pursuit of a better life. People-centered, we care for employee growth and development, actively engage in community development, and strive to align our efforts to consolidate and expand the achievements in poverty alleviation and support rural vitalization, to ensure that our people share more gains of development and a better future.

11.1 Supporting the Decisive Battle against Poverty

The fight against poverty is not the end, but a new starting point for a better life. We have implemented relevant requirements to ensure that poverty alleviation duties, policies, assistance, and oversight continue after poor counties are removed from the national poverty list. At the same time, we try to upgrade our fixed-point poverty alleviation efforts in a sustainable manner to “ensure that people have sufficient food and clothing, as well as access to compulsory education, basic medical services and safe housing”(“two no worries and three guarantees”). Devoted to the poverty alleviation through aviation support, industrial development, employment support, medial support, and educational support, we also plan our path towards rural vitalization. We have signed the Further Implementation of Strategic Cooperation Framework Agreement on Rural Vitalization with Lincang City, and launched the campaigns of “Enrich Knowledge”, “Increase Income” and “Benefit Future Generations”. By doing so, we align our efforts to consolidate and expand the achievements in poverty alleviation and support rural vitalization in the new stage.

 

Improving The Fixed-Point Poverty Alleviation

 

 

•

Aviation Support

Leveraging its industrial advantages, China Eastern supports local economic development through aviation support. In 2020, we first resumed the poverty-alleviation air routes to Lincang and Cangyuan despite COVID-19. In October, we launched three new poverty-alleviation air routes (Cangyuan-Lijiang, Lincang-Lijiang and Lincang-Chengdu), boosting local flow of human resources, commodities, information, capital and technology, and helping promote local poverty alleviation.

 

On the poverty alleviation flight, our flight attendant dressed in Wa ethnic costumes share poverty alleviation stories with passengers.

 

•

Industrial Development

China Eastern continues to promote poverty alleviation through industrial development. We have invested in 14 industrial poverty alleviation projects in two of our pairing counties. We have also established a local poverty alleviation fund and formed a benign circle of “poverty alleviation projects - poverty alleviation fund - poverty alleviation projects”. At the same time, we mobilize local farmers to build brands of local products, such as Anye Honey, Cunmuxiang (Rosa banksiae) Tea, and Cangyuan Wa Chicken, and help these brands reach a broader market.

Chairman Liu Shaoyong has a field tour at the Primary Tea Processing Factory of Tonghua Village in Shuangjiang County to investigate the progress of poverty alleviation through industrial development.

 

China Eastern supports the innovative development of the honey industry in Cangyuan, making the life of local residents better.

 

•

Consumption-driven

China Eastern vigorously promotes consumption-driven poverty alleviation and endeavors to make local agricultural products a big hit in the market. Specifically, we purchase agricultural by-products from impoverished areas, organize live streaming to sell products, and hold the poverty-alleviation consumption week. We leverage the internet to expand the sales channels for poor households and solve the difficulties of sales, driving local social and economic development.

 

 

On June 20, 2020, China Eastern and the People’s Daily held a live streaming campaign to help sell the poverty-alleviation products in Cangyuan.

•

Educational Support

China Eastern also promotes poverty alleviation through educational support. Through our online education project, we enable children in the mountainous areas to access to high-quality educational resources. We organize employees to join cash and in-kind donations and participate in volunteer activities to support local education. In 2020, China Eastern signed a memorandum on poverty alleviation cooperation with the Municipal Government of Lincang and Shanghai Civil Aviation College. The three intend to jointly build a world-class Yunnan Branch of Shanghai Civil Aviation College, set up a long-term effective mechanism to develop civil aviation talents in Lincang, and help improve local education, drawing a new blueprint for talent training.

 

 

•

Medical Support

China Eastern takes multiple measures to provide medical support for the fight against poverty. We promote urban medical resources to reach poor countryside, and mobilize Shanghai’s high-quality medical resources to provide extensive medical supports in Cangyuan and Shuangjiang. We also improve the hardware conditions of rural clinics, and cooperate with China Foundation for Poverty Alleviation to provide supplementary medical insurance for the poor to reduce the risk of returning to poverty due to illness.

 

•

Addressing Prominent Issues of “Two No Worries and Three Guarantees”

In addressing prominent issues of “Two No Worries and Three Guarantees”, China Eastern has launched dilapidated house renovation and safe drinking water protection assistance projects to improve the living condition of rural residents. In 2020, the water supply projects in Banhong Village and Nanban Village in Cangyuan, aided by China Eastern, were completed and put into use. Local people and schools no longer have to transport water from five kilometers away.

General Manager Li Yangmin attends the opening ceremony of the safe drinking water project of Banhong Township, Cangyuan Wa Autonomous Prefecture

11.2 Supporting Employee Development

Being “people-oriented and caring for employees”, we fully respect the development needs of employees, protect their legitimate rights and interests, and give full play to their sence of ownership, striving to create and share happiness with employees.

11.2.1 Working Conditions and Social Security

A good working environment and perfect social security are conducive to enhancing employees’ sense of identity with an enterprise. Employees are vital to China Eastern’s high-quality development. As such, we continuously optimize working conditions, protect employees’ basic rights and interests, and improve the benefits for our employees, all of which will enhance their sense of belonging, gain and happiness.

In strict accordance with the Labor Law, Labor Contract Law, Social Insurance Law, Employment Promotion Law, and other relevant laws and regulations, we protect employees’ basic rights and interests, and forbid child labor and forced labor. Moreover, we have continued to improve the enterprise annuity system, adjusted the enterprise annuity plan, and increased the coverage, so as to make employees benefit from the Company’s reform and development achievements.

Key performance:

 

Indicator		2018				2019				2020
Coverage of Enterprise Annuity (%)			87.50				90.71				91.34

11.2.2 Diversity and Equal Opportunities

A diversified workforce helps enhance the innovation and competitiveness of an enterprise. China Eastern respects the cultural differences of different employees and is committed to providing employees with equal and diverse career development opportunities. We strictly abide by relevant national laws and regulations, support the equal development of employees from different backgrounds, and strive to create a diverse and inclusive cultural atmosphere, providing employees a favorable workplace with equal employment and development.

 

Measures to Care For Female Employees

 

The Tibetan flight attendant Zhuoma remarks that “Without China Eastern, it would be impossible for us to live a happy life”.

Key performance

 

Indicator		2018				2019				2020
Number of Minority Employees			2,427				2,711				2,807

 

11.2.3 Training and Development

Talent is a valuable asset for the development of an enterprise. China Eastern always supports talent development. To this end, we have built a favorable platform for talent development, formulated the talent training plan, and improved the multi-layer and multi-form talent training mechanism, to meet the needs of career development and create a good environment to attract and retain high-caliber talents.

Amid COVID-19, China Eastern proposed “no training suspension”. We proactively innovated in online training methods, timely adjusted training plans, and organized trainings for employees at all levels, from primary level to intermediate and senior levels. With these efforts, we facilitate employee growth and development.

Measures of Employee Training and Development

 

11.2.4 A Happy China Eastern

China Eastern cares for employees. We pay much attention to the issues of most interest to our employees. In response to their needs in family, housing, transportation, and health, we optimize the management of “Happy China Eastern” Employee Wellbeing Credit to improve employees’ sense of happiness and jointly create and share happiness with them.

 

 

China Eastern cares for employees and visits employees in winter and summer every year. In this photo, Vice Party Secretary Tang Bing is visiting the ground service personnel at Pudong International Airport.

 

China Eastern launches the “Happy Home” service system to enable employees to enjoy online service.

 

China Eastern launches the Aibo Line shuttle bus for commuting employees.

11.3    Engaging in Local Communities

The harmonious community is indispensable for the stable development of an enterprise. China Eastern has expanded its engagement in more communities to repay the society. While increasing the community wellbeing, we also gain better development.

2020 marked the tenth anniversary of “Love in China Eastern” volunteer brand. Based on this brand and the needs of communities, we provide diversified projects to facilitate the development of local communities. To standardize the management of volunteer activities, we have successively released the “Love in China Eastern” Volunteer Activity Management Regulations, Administrative Measures for Applying for “Love in China Eastern” Volunteer Projects, and Regulations on “Love in China Eastern” Registered Volunteers.

 

 

11.4    Promoting Regional Development

Air transport industry serves as an engine to drive regional economic and social development. Relying on a well-developed route network, China Eastern actively serves national strategies such as the coordinated development of the Beijing-Tianjin-Hebei region, the development of the Guangdong-Hong Kong-Macao Greater Bay Area, and the integrated development of the Yangtze River Delta, and supports the coordinated development of regional economy and society.

 

China Eastern holds the “Flying over Guangdong • Celebrating the 40th anniversary of the establishment of Shenzhen Special Economic Zone (SEZ)” thematic flight activity.

 

To celebrae the 30th anniversary of the establishment of Shanghai’s Pudong New Area in 2020, China Eastern, as the largest Shanghai-based airline, serves the construction of Shanghai International Shipping Service Center and promotes the development and opening-up of Pudong.

China Eastern strengthens strategic cooperation with Hainan Province and prepares for the establishment of Sanya International Airlines, ushering in a new chapter in serving the development of Hainan Free Trade Port.

11.5 Guaranteeing Special Air Transport

Civil aviation is an indispensable part of the public transport system and the contingency relief system. Guaranteeing major air transport tasks is one of the key duties of civil aviation. As a large state-owned airline, China Eastern continuously enhances its sense of responsibility and mission. Based on previous transport experience as well as internal and external coordination, we keep improving our strength to guarantee major air transport tasks.

 

12. Appendix

12.1 Performance Indicators

 

Classification		Indicators		Unit		2018		2019		2020
		Total assets		RMB billion		236.77		282.94		282.41
		Operating revenue		RMB billion		114.93		120.86		58.64
		Total profits		RMB billion		3.87		4.30		-16.48
		Interest payment		RMB billion		4.58		5.86		5.77
		Total tax payment		RMB billion		8.45		7.48		1.94
		Contract compliance rate		%		100		100		100
Economy		Number of suppliers		—		Total: 1,032(restated)   China United Airlines Co., Ltd. and Hebei:6, Zhejiang:14, Yunnan: 152, Sichuan: 47, Shanxi 12, Shandong: 165, Jiangxi 12, Jiangsu:12, Gansu: 13, Beijing:25, Anhui:18, Shanghai:623, Shanghai Airlines:6, Guangdong:3, China Eastern Business Jet Co. Ltd.:12, China United Airlines:31, Sichuan:16, Wuhan:15, Northwest China:20		Total: 1,109   China United Airlines and Hebei:6, Zhejiang:23, Yunnan: 62, Sichuan: 30, Shanxi 20, Shandong: 192, Jiangxi 9, Jiangsu:17, Gansu: 8, Beijing:32, Anhui:23, Shanghai:653, Guangdong:6, Wuhan:19, Northwest China:58		Total: 1,741   China United Airlines and Hebei:44, Zhejiang:21, Yunnan: 140, Sichuan: 23, Shanxi 76, Shandong: 48, Jiangxi 59, Jiangsu:23, Gansu: 8, Beijing:142, Anhui:36, Shanghai:1,045, Guangdong:26, Wuhan:25, Northwest China:25

 

		Utilization rate of aircrafts		hour		9.43(restated)		9.55		6.02
		Average age of aircrafts		year		5.70		6.40		7.24
		Total transport volume		billion ton-km		20.36		22.52		11.70
		Passenger turnover		million		121.20		130.30		74.49
Operation Overview		Number of routes		—		1,386		1,668		1,483
		Number of destination countries/regions		—		175		175		170
		Number of destinations		—		1,150		1,150		1,036
		Number of code-sharing routes		—		797		1,007		603
		Safe flight hours		million		2.11		2.39		1.55
Safety		Incidents		—		4		7		5
		Incident rate per ten thousand hours		%		0.018		0.041		0.044
		Safe ground driving distance		million kilometer		3.54		5.98		3.18

		Flight punctuality rate		%		80.19 (restated)		81.84		89.60
		Investment in smart technologies		RMB million		44.44		40.52		34.51
		Number of Fly-Fi fleets		—		82		93		99
		Number of frequent flyers		million		39.63		42.68		45.22
Service		Copies of passenger satisfaction questionnaires		—		656,000		261,600		219,500
		Passenger satisfaction		point		89.35		87.68		91.71
		Number of passenger commendation letters		—		13,931		11,664		11,002
		Complaints from passengers		—		3,167   (handled cases; the statistical caliber is changed, so it was not comparable with the previous years)		4,100   (handled cases; on March 15, 2019, the Consumer Affairs Center of CAAC opened 12326 hotline. Since April 2019, the number of complaints in the whole industry has increased sharply.)		11,753   (handled cases; Influenced by COVID-19, we responded to the call of the state to cancel a large number of flights, causing more complaints in sales and refund.)

		Complaints handling rate		%		100		100		100
		Complaints about passenger privacy		—		308(271 cases of text messaging scams, 37 cases of unauthorized bonus point loss)		258(229 cases of text messaging scams, 29 cases of unauthorized bonus point loss)		274(203 cases of suspected passenger information leakage, 30 cases of text messaging scams and 41 cases of unauthorized bonus point loss)
		Customer data losses		—		0		0		0
		Baggage mishandling rate		permyriad		1.713 (restated)		1.702		0.92
		Self check-in for domestic flights		%		78.60		70.41 (CAAC unified the statistical caliber in 2019, which is not comparable with previous years)		69.29
		Coverage of self check-in machines in domestic terminals		%		88.11		97.41		100 (domestic destinations under navigation)

		Domestic destinations of “Through Check-in” flights		—		37 (restated)		75		75
		International destinations of “Through Check-in” flights		个 —		32 (restated)		60		66
		Special passengers		—		127,926 (Hongqiao International Airport and Pudong International Airport)		140,768 (Hongqiao International Airport and Pudong International Airport)		51,235 (Hongqiao International Airport and Pudong International Airport)
		Water consumption		million ton		5.14		4.46		5.26
		Water consumption density		ton/10,000 ton-km		2.53		1.98		4.50
Environment		Aviation fuel consumption		million ton		6.61		7.16		4.38
		Natural gas consumption		million m3		6.64		7.80		5.98
		Gasoline consumption		million liter		2.27		2.37		1.63
		Diesel consumption		million liter		11.99		12.84		8.81
		LPG consumption		10,000 m3		6.82		4.26		3.53

		Consumption of other petroleum products		ton		344.0		413.0		306.78
		Electricity consumption		million kWh		174.82		176.64		152.38
		Energy consumption per RMB 10,000 of operating revenue		TCE/ RMB 10,000		0.96		0.88		1.11
		Carbon dioxide emissions		million ton		21.01(restated)		22.75(restated)		13.95(restated)
		Carbon dioxide emissions per ton-km		ton/10,000 ton-km		17.96(restated)		19.44(restated)		11.92
		Scope 1 emissions		million ton		20.88		22.62		13.84
		Density of Scope 1 emissions		ton/10,000 ton-km		17.85		19.34		11.83
		Scope 2 emissions		10,000 ton		12.30		12.36		10.72
		Density of Scope 2 emissions		ton/10,000 ton-km		0.11		0.11		0.09

		Energy consumption per transport volume		tons (of aviation fuel)/10,000 km		3.25		3.18		3.74
		Fuel consumption available per ton-km		ton/10,000 ton-km		2.2144		2.1506		2.147
		Fuel consumption per flight hour		ton/hour		2.99		3.47		3.25
		Total fuel saving		10,000 ton		20.07		19.55		1.03
		Sewage discharge		10,000 ton		462.85		401.04		473.63
		Total non-hazardous waste produced		ton		5,508.00		46,108.23		35,665.9
		Total hazardous waste produced		ton		36.5		249.74		220.82
		Number of employees		—		77,005		81,136		81,157
Employee		Total remuneration for employees		RMB billion		12.24(restated)		13.26		11.97
		Percentage of female employees		%		39.30		39.12		38.27

		Number of minority employees		—		2,427		2,711		2,807
		Number of foreign employees		—		1,466		1,257		1,100
		Collective contract signing rate		%		100		100		100
		Labor contract signing rate		%		100		100		100
		Percentages of executives by gender and age group		%		Female 10.4; Male 89.6;   Aged below 30: 0   Aged between 31 and 40:3.9   Aged between 41 and 50: 49.8   Aged above 51: 46.3		Female 11.2; Male 88.8;   Aged below 30: 0   Aged between 31 and 40:2.2   Aged between 41 and 50: 49.8   Aged above 51: 48.0		Female 12.3; Male 87.7;   Aged below 30: 0   Aged between 31 and 40:2.2   Aged between 41 and 50: 47.2   Aged above 51: 50.6
		Number of new employees by gender and age		—		Female: 3,132   Male: 2,765   Aged below 30: 5,833   Aged between 31 and 50: 64   Aged above 51: 0		Female: 2,516   Male: 2,744   Aged below 30: 5,135   Aged between 31 and 50: 125   Aged above 51: 0		Female: 1,286   Male: 2,995   Aged below 30: 3,738   Aged between 31 and 50: 538   Aged above 51: 5

		Profession distribution		—		Management personnel: 3,605   Professional technicians: 14,046   Pilots: 7,634   Flight crew: 15,829   Air security guards: 4,080   Salesmen: 3,978   Financial officers: 544   Ground service personnel and others: 27,289		Management personnel: 3,650   Professional technicians: 14,837   Pilots: 8,284   Flight crew: 17,430   Air security guards: 4,243   Salesmen: 4,009   Financial officers: 567   Ground service personnel and others: 28,116		Management personnel: 3,677   Professional technicians: 15,151   Pilots: 8,837   Flight crew: 16,623   Air security guards: 4,526   Salesmen: 4,040   Financial officers: 572   Ground service personnel and others: 27,731
		Age distribution		%		Aged below 30: 42.1   Aged between 31 and 40: 32.0   Aged between 41 and 50: 18.3   Aged above 51 : 7.6		Aged below 30: 42.5   Aged between 31 and 40: 31.9   Aged between 41 and 50: 17.9   Aged above 51: 7.7		Aged below 30: 40.0   Aged between 31 and 40: 33.7   Aged between 41 and 50: 18.3   Aged above 51: 8.0
		Educational background		%		Joiner college or lower: 55.3   Bachelor degree:42.0   Master degree or higher: 2.7		Joiner college or lower: 52.2   Bachelor degree:44.8   Master degree or higher: 3.0		Joiner college or lower: 52.0   Bachelor degree:44.9   Master degree or higher: 3.1

		Starting salary standards of main operation sites		RMB		Shanghai: 4,433   Beijing: 4,133   Kunming: 4,003   Xi’an :3,913		Shanghai: 5,033   Beijing: 4,733   Kunming: 4,153   Xi’an :4,063		Shanghai: 5,811   Beijing: 5,511   Kunming: 4,481   Xi’an :4,391
		Coverage of social insurance		%		100		100		100
		Coverage of enterprise annuity		%		87.50		90.71		91.34
		Employee turnover rate		%		Management personnel: 0.04   Pilots: 0.17   Flight crew and security guards: 2.05   Professional technicians: 0.72   Salesmen: 0.37   Others: 4.01		By gender:   Male: 2.60   Female: 2.63   By nationality:   Domestic: 4.94   Foreign: 0.29   By age:   Below 30 years of age: 3.56   Aged between 31 and 50: 1.52   Above 50 years of age: 0.15   By major:   Management personnel 0.03   Pilots 0.19   Flight crew and security guards: 2.04   Professional technicians: 0.55   Salesmen: 0.41   Others: 3.89		By gender:   Male: 2.02   Female: 2.06   By nationality:   Domestic: 3.89   Foreign: 0.19   By age:   Aged below 30: 2.99   Aged between 31 and 50: 0.96   Aged above 50: 0.12   By major:   Management personnel 0.03   Pilots 0.05   Flight crew and security guards: 1.35   Professional technicians: 0.48   Salesmen: 0.46   Others: 1.70   By region:   Chinese mainland 4.00, Overseas : 0.08

		Percentage of employees who received health examinations		%		72.1		70		75
		Work injuries		—		104		128		106
		Work-related fatalities		—		4 (1 traffic accident during work and 3 sudden illness during work)		1(Sudden illness during work)		6 (3 were production accidents, 1 was traffic accidents during commuting, and 2 were sudden diseases when working abroad)
		Participants in EAP consultation		—		3,207(Including employees trained before the EAP, by hotline and face-to-face consultation; employees with psychological crisis intervention)		786(Including employees trained before the EAP, by hotline and face-to-face consultation; employees with psychological crisis intervention)		230 hours   (Change of statistical caliber)

		Total investment in trainings		RMB million		107 (Travel expenses caused by training are firstly included)		249(Including trainings organized by China Eastern R&D Center)		170
		Training participants		million		0.57		0.57		1.40（online training）
		Training hours per employee		hour		Female: 23.7   Male: 22.0		Female: 33.8   Male: 42.0		By gender:   Female: 45.2   Male:51.7   By category:   Management personnel：42.9   Ordinary employees ：49.1
		Proportion of employees accepting performance appraisal		%		By gender:   Female: 97.9   Male: 98.8   By category:   Management personnel: 96.2, Ordinary employees : 98.6		By gender:   Female: 98.2   Male: 99.0   By category:   Management personnel: 97.3, Ordinary employees : 98.8		By gender:   Female: 98.6   Male: 99.4   By category:   Management personnel(on duty): 100   Ordinary employees: 99.1
		Occurrence of discrimination		—		0		0		0
		Financial support for disadvantaged employees		RMB million		3.65		3.56		5.18

		Investment in fixed-pointed poverty alleviation		RMB million		13.83		18.25		41.02
		Special flights		—		144		75		123
		Registered employee volunteers		—		5,030		8,100		9,100
		Public welfare projects		—		1,593		1,387		1,132
Community		Employees participating in volunteering activities		—		24,317		34,110		26,045
		People benefited from public welfare activities		—		83,917		78,080		168,200
		Public welfare service		10,000 hours		14.88		14.34		29.53

Note:

 

1.	Source of GHG conversion coefficient: Guideline of the Greenhouse Gas Emissions Accounting and Reporting for the Civil Aviation Enterprises of China issued by the National Development and Reform Commission.

2.	Source of folding standard coal coefficient of average low heat: Energy Statistics Report System issued by the National Bureau of Statistics of China.

3.	In 2020，for COVID-19 prevention, we conducted frequent disinfection, which causes the increase of water consumption.

12.2 GRI Content Index

 

This Report is prepared in accordance with the GRI Standards: Core option
General Disclosures		Introduction		Chapter		Page		Note
GRI 101: FOUNDATION 2016
GRI 101 does not include any disclosure
GRI 102: GENERAL DISCLOSURES 2016
Organizational Profile
102-1		Name of the organization		About China Eastern		P7
102-2		Activities, brands, products, and services		About China Eastern		P7
102-3		Location of headquarters		About China Eastern		P7
102-4		Location of operations		About China Eastern		P7
102-5		Ownership and legal form		About China Eastern		P17
102-6		Markets served		About China Eastern		P7
102-7		Scale of the organization		About China Eastern   Performance Indicators		P7、 P88
102-8		Information on employees and other workers		Performance Indicators		P90
102-9		Supply chain		Performance Indicators		P88

102-10		Significant changes to the organization and its supply chain		About the Report				No significant change
102-11		Precautionary principle or approach		Risk Management		P33
102-12		External initiatives		Our Journey Towards Sustainable Development		P38
102-13		Membership of associations		Contributing to Industrial Development		P63
Strategy
102-14		Statement from senior decision-maker		Message from the Chairman		P4
Ethics and Integrity
102-16		Values, principles, standards, and norms of behavior		Corporate Strategy Our Journey Towards Sustainable Development		P27   P38
Governance
102-18		Governance structure		Corporate Governance		P28-29

Stakeholder Engagement
102-40		List of stakeholder groups		Stakeholder Engagement		P42
102-41		Collective bargaining agreements		Performance Indicators		P91
102-42		Identifying and selecting stakeholders		Stakeholder Engagement		P42
102-43		Approach to stakeholder engagement		Stakeholder Engagement		P42
102-44		Key topics and concerns raised		Stakeholder Engagement		P42
Reporting Practice
102-45		Entities included in the consolidated financial statements		About the Report		P102
102-46		Defining report content and topic Boundaries		About the Report		P102
102-47		List of material topics		Materiality Management		P39-41
102-48		Restatements of information		Some historical data have been corrected, and the latest data in “Performance Indicators” of this report shall prevail.		P88-92
102-49		Changes in reporting		No significant change
102-50		Reporting period		About the Report		P102
102-51		Date of most recent report		About the Report		P102
102-52		Reporting cycle		About the Report		P102
102-53		Contact point for questions regarding the report		About the Report		P103
102-54		Claims of reporting in accordance with the GRI Standards		GRI Content Index		P93
102-55		GRI Content Index		GRI Content Index		P93
102-56		External assurance		Assurance Statement		P104

Environmental Topics
GRI 302: ENERGY 2016 / GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Addressing Climate Change   Sustainable Utilization of Resources		P66、P71
103-2		The management approach and its components		Addressing Climate Change   Sustainable Utilization of Resources		P66、P71
103-3		Evaluation of the management approach		Addressing Climate Change   Sustainable Utilization of Resources		P66、P71
302-1		Energy consumption within the organization		Performance Indicators		P90
302-3		Energy intensity		Performance Indicators		P90
302-4		Reduction of energy consumption		Addressing Climate Change		P66
302-5		Reductions in energy requirements of products and services		Addressing Climate Change		P66

GRI 303 WATER AND EFFLUENTS 2018/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Safeguarding Lucid Waters and Blue Sky		P69
103-2		The management approach and its components		Safeguarding Lucid Waters and Blue Sky		P69
103-3		Evaluation of the management approach		Safeguarding Lucid Waters and Blue Sky		P69
303-1		Interactions with water as a shared resource		Safeguarding Lucid Waters and Blue Sky		P69
303-5		Water consumption		Performance Indicators		P90
GRI 305: EMISSIONS 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Addressing Climate Change		P66
103-2		The management approach and its components		Addressing Climate Change		P66
103-3		Evaluation of the management approach		Addressing Climate Change		P66
305-1		Direct (Scope 1) GHG emissions		Performance Indicators		P90
305-4		GHG emissions intensity		Performance Indicators		P90
305-5		Reduction of GHG emissions		Addressing Climate Change		P66

GRI 306: EFFLUENTS AND WASTE 2020/ GRI 103: MANAGEMENT APPROACH 2020
103-1		Explanation of the material topic and its Boundary		Safeguarding Lucid Waters and Blue Sky		P69
103-2		The management approach and its components		Safeguarding Lucid Waters and Blue Sky		P69
103-3		Evaluation of the management approach		Safeguarding Lucid Waters and Blue Sky		P69
306-1		Waste generation and significant waste-related impacts		Safeguarding Lucid Waters and Blue Sky		P69
306-2		Management of significant waste-related impacts		Safeguarding Lucid Waters and Blue Sky		P69
306-3		Waste generated		Performance Indicators		P90
Social Topics
GRI 401: EMPLOYMENT 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P81
103-2		The management approach and its components		Supporting Employee Development		P81
103-3		Evaluation of the management approach		Supporting Employee Development		P81
401-1		New employee hires and employee turnover		Performance Indicators		P91-92
401-2		Benefits provided to full-time employees that are not provided to temporary or part-time employees”		Supporting Employee Development		P84

GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2016/ GRI 103: MANAGEMENT APPROACH 2018
103-1		Explanation of the material topic and its Boundary		Caring for Employee Health and Safety		P51
103-2		The management approach and its components		Caring for Employee Health and Safety		P51
103-3		Evaluation of the management approach		Caring for Employee Health and Safety		P51
403-5		Worker training on occupational health and safety		Caring for Employee Health and Safety		P51
403-7		Prevention and mitigation of occupational health and safety impacts directly linked by business relationships		Caring for Employee Health and Safety		P51
403-9		Work-related injuries		Performance Indicators		P92

GRI 404: TRAINING AND EDUCATION 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P83
103-2		The management approach and its components		Supporting Employee Development		P83
103-3		Evaluation of the management approach		Supporting Employee Development		P83
404-1		Average hours of training per year per employee		Performance Indicators		P92
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P82
103-2		The management approach and its components		Supporting Employee Development		P82
103-3		Evaluation of the management approach		Supporting Employee Development		P82
405-1		Diversity of governance bodies and employees		Performance Indicators		P91
GRI 406: NON-DISCRIMINATION 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P82
103-2		The management approach and its components		Supporting Employee Development		P82
103-3		Evaluation of the management approach		Supporting Employee Development		P82
406-1		Incidents of discrimination and corrective actions taken		Performance Indicators		P92

GRI 406: CHILD LABOR 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P81
103-2		The management approach and its components		Supporting Employee Development		P81
103-3		Evaluation of the management approach		Supporting Employee Development		P81
408-1		Operations and suppliers at significant risk for incidents of child labor						No operations and suppliers at significant risk for incidents of child labor
GRI 409: FORCED OR COMPULSORY LABOR 2016/ GRI 103: MANAGEMENT APPROACH 2016
103-1		Explanation of the material topic and its Boundary		Supporting Employee Development		P81
103-2		The management approach and its components		Supporting Employee Development		P81
103-3		Evaluation of the management approach		Supporting Employee Development		P81
409-1		Operations and suppliers at significant risk for incidents of forced or compulsory labor						No operations and suppliers at significant risk for incidents of forced or compulsory labor