Air Canada

Air Canada is Canada’s largest domestic and international full-service airline and the largest provider of scheduled passenger services in the domestic market, the transborder market and each of the Canada-Europe, Canada-Pacific,
Canada-Caribbean/Central America and Canada-South America markets. Passenger transportation is the principal business of the Corporation and, in 2009, represented
87% of its total operating revenues.
During 2009, Air Canada, together with Jazz, operated, on average, approximately 1,331 scheduled flights daily and carried almost 31 million passengers.
In 2009, Air Canada and Jazz provided direct passenger air transportation to
156 destinations and, through commercial agreements with other unaffiliated regional airlines referred to as tier III carriers, to an additional 11 destinations, for a total of 167 direct destinations on five continents. The Corporation’s primary hubs are located in Toronto, Montreal, Vancouver and Calgary.
Air Canada also operates an extensive global network in conjunction with its international partners. Air Canada is a founding member of the Star Alliance
Network, the world’s largest airline alliance group. The Star Alliance Network includes 26 member airlines. Through its strategic and commercial arrangements with Star Alliance members, Air Canada is able to offer its customers access to approximately 1,077 destinations in 175 countries, as well as reciprocal participation in frequent flyer programs and use of airport lounges.
The Corporation also generates revenue from its cargo services division
(doing business as ‘Air Canada Cargo’) and from tour operator services provided by its wholly-owned subsidiary, Air Canada Vacations.

aircanada.com

ANNUAL REPORT 2009

Corporate Profile

ANNUAL REPORT 2009

Investor and Shareholder Information
1.

Price Range and Trading Volume of Air Canada Variable Voting Shares (AC.A)

HIGHLIGHTS

The ﬁnancial and operating highlights for the Corporation of the periods indicated are as follows. Refer to section 2 of the MD&A for additional information.

Financial
Operating revenues
Operating loss before a special provision (1)
Operating loss
Non-operating expenses
Loss before non-controlling interest, foreign exchange and income taxes
Loss for the period
Operating margin before a special provision % (1)
Operating margin %
EBITDAR before a special provision (1) (2)
EBITDAR (2)
EBITDAR margin before a special provision % (1) (2)
EBITDAR margin % (2)
Cash, cash equivalents and short-term investments
Free cash ﬂow
Adjusted debt/equity ratio %
Loss per share - Basic and diluted
Operating Statistics
Revenue passenger miles (millions) (RPM)
Available seat miles (millions) (ASM)
Passenger load factor %
Passenger revenue per RPM (cents)
Passenger revenue per ASM (cents)
Operating revenue per ASM (cents)
Operating expense per ASM ("CASM") (cents)
CASM, excluding fuel expense (cents)
Average number of full-time equivalent (FTE) employees (thousands) (3)
Aircraft in operating ﬂeet at period end (4)
Average ﬂeet utilization (hours per day) (5)
Average aircraft ﬂight length (miles) (5)
Fuel price per litre (cents) (6)
Fuel litres (millions)

Shareholder Relations

2009
1st

High

Low

Volume Traded

2009

2008

Full Year
Change $

2009

2008 (1)

Change $

2,348
(83)
(83)
(83)

2,498
(146)
(146)
(44)

(150)
63
63
(39)

9,739
(316)
(316)
(355)

11,082
(39)
(164)
(170)

(1,343)
(277)
(152)
(185)

(166)
(56)
-3.5 %
-3.5 %
167
167
7.1 %
7.1 %
1,407
(52)
80.1 %
($0.25)

(190)
(727)
-5.8 %
-5.8 %
108
108
4.3 %
4.3 %
1,005
(428)
89.6 %
($7.27)

24
671
2.3 pp
2.3 pp
59
59
2.8 pp
2.8 pp
402
376
(9.5) pp
$ 7.02

(671)
(24)
-3.2 %
-3.2 %
679
679
7.0 %
7.0 %
1,407
(399)
80.1 %
($0.18)

(334)
(1,025)
-0.4 %
-1.5 %
934
809
8.4 %
7.3 %
1,005
(985)
89.6 %
($10.25)

(337)
1,001
(2.8) pp
(1.7) pp
(255)
(130)
(1.4) pp
(0.3) pp
402
586
(9.5) pp
$ 10.07

10,885
13,841
78.6 %
18.6
14.6
17.0
17.6
13.2

10,845
13,571
79.9 %
20.1
16.0
18.4
19.5
13.6

Change %
0.4
2.0
(1.3) pp
(7.3)
(8.8)
(7.8)
(9.8)
(3.2)

50,519
62,074
81.4 %
19.2
15.6
17.9
17.9
12.4

Change %
(5.2)
(4.4)
(0.7) pp
(7.6)
(8.4)
(8.1)
(5.4)
3.3

22.5
332
8.6
823
72.6
825

23.6
333
8.8
827
95.8
822

(4.8)
(0.3)
(2.3)
(0.5)
(24.2)
0.4

Quarter

$ 2.70

$ 0.76

$ 1.90

$ 0.68

5,644,631

3rd Quarter

$ 2.10

$ 1.23

2,454,576

$ 1.88

$ 1.01

13,015,378
25,659,210

Price Range and Trading Volume of Air Canada Voting Shares (AC.B)
2009

47,884
59,343
80.7 %
17.7
14.3
16.4
16.9
12.8
22.9
332
9.2
847
69.4
3,510

24.2
333
9.6
863
90.4
3,763

(5.3)
(0.3)
(4.2)
(1.9)
(23.2)
(6.7)

(1) A provision related to investigations and proceedings related to alleged anti-competitive cargo pricing activities of $125 million was recorded in the ﬁrst quarter of 2008.
(2) See section 21 “Non-GAAP Financial Measures" in the MD&A for a reconciliation of EBITDAR before the provision for cargo investigations and proceedings to operating income
(loss) and EBITDAR to operating income (loss).
(3) Reﬂects FTE employees at Air Canada. Excludes FTE employees at Jazz.
(4) Includes Jazz aircraft covered under the Jazz CPA.
(5) Excludes charter operations. Also excludes third party carriers operating under capacity purchase arrangements, other than Jazz aircraft covered under the Jazz CPA.

Telephone: 514-422-6644
Facsimile: 514-422-0296
Email: shareholders.actionnaires@aircanada.ca

4,544,625

2nd Quarter
4th Quarter

Fourth Quarter
(Canadian dollars in millions, except per share ﬁgures)

For Further Information

High

Low

Volume Traded

Quarter

$ 2.65

$ 0.77

9,325,349

2nd Quarter

$ 1.89

$ 0.73

Quarter

$ 2.10

$ 1.29

4,831,590

4th Quarter

$ 1.86

$ 1.03

Telephone: 514-422-7849
Facsimile: 514-422-7877

Head Office
Air Canada Centre
7373 Côte-Vertu Blvd. West
Saint-Laurent, Quebec H4S 1Z3

9,667,221

3rd

Investor Relations

64,067,473

1st

87,891,633
Price Range and Trading Volume of Air Canada Warrants (AC.WT)
2009
4th

Quarter*

High

Low

Volume Traded

$ 0.38

$ 0.17

6,130,296

* Air Canada Warrants commenced trading October 27, 2009

Restrictions on Voting Securities
Currently, the Air Canada Public Participation Act (ACCPA) limits ownership of Air
Canada’s voting interests by non-residents of Canada to a maximum of 25%. The
Canada Transportation Act (CTA) also requires that Canadians own and control at least 75% of the voting interests of licensed Canadian carriers. Accordingly, Air
Canada's articles contain restrictions to ensure that it remains “Canadian” as defined under the CTA. The restrictions provide that non-Canadians can only hold variable voting shares of Air Canada, that such variable voting shares will not carry more than 25% (or any higher percentage that the Governor in Council may by regulation specify) of the aggregate votes attached to all issued and outstanding voting shares and that the total number of votes cast by the holders of such variable voting shares at any meeting of shareholders will not exceed 25% (or any such higher percentage) of the votes that may be cast at such meeting.
The Government of Canada's Bill C-10, the Budget Implementation Act 2009, contains provisions whereby the restrictions on voting securities in the ACPPA would be repealed and the CTA would be amended to provide the Governor in Council with flexibility to increase the foreign ownership limit from the existing 25% level to a maximum of 49%. These provisions will come into force on a date to be fixed by order of the Governor in Council made on the recommendation of the Minister of
Finance, in the case of the ACPPA, and on the recommendation of the Minister of
Transport, in the case of the CTA.

Internet www.aircanada.com Air Canada complies with the guidelines adopted by the Toronto Stock Exchange.

Transfer Agents and Registrar
CIBC Mellon Trust Company
Telephone: 1-800-387-0825
Halifax, Montreal, Toronto,
Calgary and Vancouver.

Duplicate Communication
Shareholders receiving more than one copy are requested to call 1-800-387-0825 or write to the Transfer Agent and Registrar,
CIBC Mellon Trust Company at the following address:
2001 University Street, Suite 1600,
Montreal, Quebec H3A 2A6
Inquiries may be submitted by electronic mail to inquiries@cibcmellon.com

Ce rapport annuel est publié dans les deux langues officielles du Canada.
Pour en recevoir un exemplaire en français, veuillez communiquer avec les Relations avec les actionnaires.

Designed and produced in-house by the Air Canada Multimedia Centre
Printing: Groupe PDI

(6) Includes fuel handling and is net of fuel hedging results.

ENGLISH OR FRENCH, IT’S THE CLIENT’S CHOICE.
Ofﬁcial Languages at Air Canada
For Air Canada, offering service in the language chosen by its customers is essential. Verbal exchanges with clients, public-address announcements at the airport and on board as well as brieﬁng of passengers with special needs all constitute the very heart of customer service and call upon our employees linguistic skills at all times. Our consideration to bilingualism not only makes good sense customer-wise, but also supports our legal obligations to serve the public in the two ofﬁcial languages of Canada.
Air Canada puts great efforts to better serve clients in the language of their choice. It is through reach-out activities with the minority language communities as well as ongoing employee awareness and training that we can face the daily challenges, whether it is the growing difﬁculty to recruit bilingual candidates outside the province of Quebec and the national capital region, or for our employees to maintain their language skills with very little opportunities to practice the acquired language in some regions of the country.

TABLE OF CONTENTS
1. Highlights .................................................................................................................................................................

2

Message from the President and CEO of Air Canada ....................................................................................

4

Management’s Discussion and Analysis of Results and Financial Condition ......................................
2. Introduction .............................................................................................................................................................
3. About Air Canada ...................................................................................................................................................
4. Strategy ....................................................................................................................................................................
5. Overview ...................................................................................................................................................................
6. Signiﬁcant Events in 2009 ..................................................................................................................................
7. Results of Operations – Fourth Quarter of 2009 versus Fourth Quarter of 2008 ............................
8. Results of Operations – Full Year of 2009 versus Full Year of 2008 ........................................................
9. Fleet ............................................................................................................................................................................
10. Financial and Capital Management ..................................................................................................................
10.1 Financial Position ..................................................................................................................................
10.2 Adjusted Net Debt ...............................................................................................................................
10.3 Liquidity ...................................................................................................................................................
10.4 Capital Expenditures and Related Financing Arrangements ....................................................
10.5 Contractual Obligations .....................................................................................................................
10.6 Pension Funding Obligations ............................................................................................................
10.7 Share Information ................................................................................................................................
11. Quarterly Financial Data .....................................................................................................................................
12. Selected Annual Information ..............................................................................................................................
13. Financial Instruments and Risk Management ...............................................................................................
14. Off-Balance Sheet Arrangements .....................................................................................................................
15. Related Party Transactions ..................................................................................................................................
16. Critical Accounting Estimates ............................................................................................................................
17. Accounting Policies ...............................................................................................................................................
17.1 Changes in Accounting Policies ........................................................................................................
17.2 Future Accounting Standard Changes ............................................................................................
18. Sensitivity of Results ............................................................................................................................................
19. Risk Factors ..............................................................................................................................................................
20. Controls and Procedures ......................................................................................................................................
21. Non-GAAP Financial Measures ..........................................................................................................................
22. Glossary ....................................................................................................................................................................

7
7
8
9
12
13
15
23
34
36
36
37
38
40
41
42
44
45
46
47
53
54
59
64
64
65
71
72
81
82
83

Management’s Report .................................................................................................................................................

84

Auditors’ Report ............................................................................................................................................................

85

Consolidated Financial Statements and Notes 2009 .....................................................................................

86

Ofﬁcers and Directors ................................................................................................................................................. 144
Investor and Shareholder Information ................................................................................................................. 145
Ofﬁcial Languages at Air Canada ............................................................................................................................ 145
Corporate Proﬁle ........................................................................................................................................................... 146
3

2009 Air Canada Annual Report

MESSAGE FROM THE PRESIDENT
AND CEO OF AIR CANADA

F

or Air Canada, 2009 was a year of challenges and accomplishments. Along with the rest of the global airline industry, the company encountered an extremely difﬁcult revenue environment owing to the very deep recession encountered last year. Moreover, we faced a set of issues unique to the company that we have now largely addressed, allowing us to be cautiously optimistic about the year ahead.
While delivering on our 2009 adjusted EBITDAR* target, we nonetheless reported an operating loss of $316 million for the year. This reﬂects a $1.21 billion or 12 per cent decline in passenger revenue, of which more than 33 per cent was attributable to a drop in all-important premium customer revenue. At the same time, unit costs excluding fuel rose 3.3 per cent due mainly to the effects of a weaker Canadian dollar, increased maintenance costs and a capacity reduction that resulted in fewer available seat miles over which to allocate costs.
However, we performed well in comparison with our peers, demonstrating a disciplined approach to both revenue and capacity management. While Air Canada’s unit revenue fell 8.4 per cent, this was less than declines experienced by many of our U.S. peers and we ﬂew with an 80.7 per cent load factor versus a global industry average of
75.6 per cent in 2009. We transported almost 31 million passengers and, most importantly, we did so safely and with a better overall operational performance than the previous year.
* Earnings before interest, taxes, depreciation, amortization and aircraft rent

4

Customers truly appreciated our performance. In late 2009 we received meaningful accolades from two inﬂuential business travel magazines. Business
Traveler, with 500,000 readers and ten editions published globally, gave Air Canada more of its
Best in Business Travel Awards than any other airline in the world. These included: Best Flight Attendants in North America; Best In-ﬂight Services in North
America; Best Business Class among North
American carriers; and the Best North American
Airline for International Travel. The annual survey of 25,000 readers of the equally respected Global
Traveler found Air Canada to be the Best Airline in
Canada and Best Airline in North America.
During the year, the company also addressed major structural issues. Foremost among these was the rebuilding of our cash position amid very difficult capital markets. Air Canada raised
$1.3 billion in new liquidity – including approximately $260 million in equity through a public share offering – to end 2009 with $1.4 billion in cash, cash equivalents and short term investments.
At the beginning of 2010, we raised an additional
$100 million to improve unrestricted cash levels to approximately 15 per cent of trailing 12 month revenues, one of our key financial objectives.
Second, Air Canada attained labour stability through agreements with its unionized workforce.
The company negotiated cost neutral extensions of its collective agreements lasting until mid-2011 and an accord on a 21-month pension deficit funding moratorium, with capped payments for past service obligations until 2014. While Air
Canada aims to preserve its existing defined benefit pension plans and contributed $389 million toward them in 2009, there remains a need for national pension reform to ensure pension plans can be funded on a sustainable basis.
Third, Air Canada struck new and amended agreements during the course of the year with major credit providers, suppliers and vendors to provide greater financial stability. These included a

renegotiated Capacity Purchase Agreement with
Jazz, amendments to our credit card processing contracts to revise the required levels of unrestricted cash, and an agreement with a key supplier for nonrefundable proceeds of $230 million in consideration for various contractual commitments.
Taken together, these and other accomplishments have served to further strengthen the company’s foundation so that we can build upon it in anticipation of a general industry rebound. To this end, we have identified four main priorities for
2010 that will further secure and extend these gains, with the objective of transforming Air Canada so that it becomes a profitable company over the long term.
First, Air Canada will expand its international presence by leveraging the geographic advantages of its major hubs, its array of international route authorities and extensive partnerships formed with other carriers through Star Alliance, the world’s leading airline network with 26 member carriers. Continental Airlines’ entry into Star Alliance in 2009 and the recently-created transatlantic alliance with Continental, Lufthansa and United
Airlines will be central to this strategy. Since the start of 2009, Air Canada launched or announced new service to five European gateways – Geneva,
Barcelona, Brussels, Copenhagen and Athens – and to 15 U.S. cities. Our renewed and stronger partnership with major Canadian airports, particularly at our central hub in Toronto, will enhance our ability to grow our international network.
Our second priority is to radically transform our cost structure. We have adopted a three-year Cost
Transformation Program whose goal is to identify savings and revenue initiatives to generate a minimum of $500 million in annual improvements to our financial results by the end of 2011, on a run-rate basis. In 2009 we exceeded our CTP goal by 40 per cent and are tracking to achieve our accelerated 2010 target of $270 million. Our aim is to achieve permanent gains though a combination of

5

2009 Air Canada Annual Report

operational process and productivity improvements and revenue enhancements without compromising the passenger experience.
Third, we will re-engage our customers with an added focus on premium revenue passengers.
Many of the required elements are already in place with our Maple Leaf Lounges, Concierge Service and new and refurbished fleet, including our longhaul Executive First service featuring lie-flat suites.
We intend to drive home these advantages through customer-friendly initiatives such as the introduction of new technologies for added customer convenience and a greater emphasis on service.
The awards from Business Traveler and Global
Traveler are evidence we are making significant headway in this area.
Finally, Air Canada is committed to changing its corporate culture by instilling in employees a more customer-centric and entrepreneurial ethic.
Given the still difficult economic conditions and unrelenting competitive pressures, it is imperative that employees be empowered to respond appropriately to day-to-day challenges and opportunities so that Air Canada becomes a more nimble, responsive company.
In many respects, it is culture change that will harness together the company’s priorities and drive our transformation. While effecting such change is not possible overnight, already there are signs that employees are embracing this new spirit.
They readily advanced ideas that we incorporated into our successful winter operations plan. More significantly, they also eagerly joined together to ensure one of the smoothest Olympic and
Paralympic operations in memory.
In 2009, the global airline industry faced the most severe drop in traffic since the Second World
War and a corresponding decline in revenue.
Through operational discipline, focused action on our priorities and by vigorously pursuing solutions, we stabilized the company and began rebuilding in anticipation of an eventual return of economic prosperity. By channeling that same level of determination into our four priorities, we are positioning ourselves to generate income in the current economic cycle in order that we can grow the business profitably on a sustainable basis.

6

Although well-founded, our optimism is guarded.
Achieving this ultimate goal is contingent upon several factors, including the execution of our business priorities, a sensible approach by governments to security, travel infrastructure, and to direct and indirect taxation, the establishment of a rational pension funding regime and an overall improvement in macroeconomic conditions.
In closing, I wish to thank the 26,000 employees of Air Canada for their dedication to safety and customer service and for their unwavering professionalism during a tumultuous year for both our company and our industry. Similarly, I thank all of our stakeholders and customers for their continued support and loyalty. Although the airline industry is highly cyclical and fragile, our company is actively transforming itself to prepare for an upturn in the sector, to be ready to capitalize on opportunities as they emerge

Calin Rovinescu
President and Chief Executive Officer

2009 Management’s Discussion and Analysis

2.

INTRODUCTION

In this Management’s Discussion and Analysis of Results of Operations and Financial Condition (“MD&A”), the “Corporation” refers to, as the context may require, Air Canada and/or one or more of Air Canada’s subsidiaries.
Air Canada’s 2009 MD&A provides the reader with a view and analysis, from the perspective of management, of Air Canada’s ﬁnancial results for the fourth quarter of 2009 and for the full year 2009. This MD&A should be read in conjunction with
Air Canada’s audited consolidated ﬁnancial statements and notes for 2009. All ﬁnancial information has been prepared in accordance with Generally Accepted Accounting Principles in Canada (“GAAP”), unless indicated otherwise.
Except as otherwise noted, all monetary amounts are stated in Canadian dollars. For an explanation of certain terms used in this MD&A, refer to section 22 “Glossary”. Except as otherwise noted, this MD&A is current as of February 9, 2010.
Forward-looking statements are included in this MD&A. See “Caution Regarding Forward-Looking Information” below for a discussion of risks, uncertainties and assumptions relating to these statements. For a description of the risks relating to
Air Canada, see section 19 “Risk Factors” of this MD&A.
The Corporation issued a news release dated February 10, 2010 reporting on its results for the fourth quarter of 2009 and for the full year 2009. This news release is available on SEDAR at sedar.com and at aircanada.com.
For further information on Air Canada’s public disclosure ﬁle, including Air Canada’s Annual Information Form, consult
SEDAR at sedar.com or Air Canada’s website at aircanada.com.
CAUTION REGARDING FORWARD-LOOKING INFORMATION
Air Canada’s public communications may include written or oral forward-looking statements within the meaning of applicable securities laws. Such statements are included in this MD&A and may be included in other communications, including ﬁlings with regulatory authorities and securities regulators. Forward-looking statements relate to analyses and other information that are based on forecasts of future results and estimates of amounts not yet determinable. These statements may involve, but are not limited to, comments relating to strategies, expectations, planned operations or future actions. Forward-looking statements are identiﬁed by the use of terms and phrases such as “anticipate”, “believe”,
“could”, “estimate”, “expect”, “intend”, “may”, “plan”, “predict”, “project”, “will”, “would”, and similar terms and phrases, including references to assumptions.
Forward-looking statements, by their nature, are based on assumptions, including those described herein and are subject to important risks and uncertainties. Forward-looking statements cannot be relied upon due to, amongst other things, changing external events and general uncertainties of the business. Actual results may differ materially from results indicated in forward-looking statements due to a number of factors, including without limitation, industry, market, credit and economic conditions, the ability to reduce operating costs and secure ﬁnancing, pension issues, energy prices, currency exchange and interest rates, employee and labour relations, competition, war, terrorist acts, epidemic diseases, insurance issues and costs, changes in demand due to the seasonal nature of the business, supply issues, changes in laws, regulatory developments or proceedings, pending and future litigation and actions by third parties as well as the factors identiﬁed throughout this MD&A and, in particular, those identiﬁed in section 19 “Risk Factors” of this MD&A. The forward-looking statements contained in this MD&A represent Air Canada’s expectations as of the date of this MD&A and are subject to change after such date. However, Air Canada disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required under applicable securities regulations.
Assumptions were made by Air Canada in preparing and making forward-looking statements. Air Canada assumes that the North American economy will start to slowly recover in 2010. In addition, Air Canada expects that the Canadian dollar will trade, on average, at C$1.06 per U.S. dollar in the ﬁrst quarter of 2010 and C$1.04 per U.S. dollar for the full year 2010 and that the price of fuel will average 69 cents per litre in the ﬁrst quarter of 2010 and for the full year 2010
(both net of fuel hedging positions).

7

2009 Air Canada Annual Report

3. ABOUT AIR CANADA
Air Canada is Canada’s largest domestic and international airline and the largest provider of scheduled passenger services in the Canadian market, the Canada-US transborder market and in the international market to and from Canada.
In 2009, Air Canada, together with Jazz Air LP (“Jazz”), operated an average of 1,331 scheduled ﬂights daily and carried almost
31 million passengers and provided direct passenger service to 156 destinations and, through commercial agreements with other unafﬁliated regional airlines, to an additional 11 destinations, for a total of 167 direct destinations on ﬁve continents.
Air Canada enhances its network through a capacity purchase agreement with Jazz (the “Jazz CPA”) pursuant to which
Air Canada purchases substantially all of Jazz’s ﬂeet capacity based on predetermined rates and Air Canada determines the routes and schedule operated by Jazz. Jazz operates small jet and turboprop aircraft that have lower trip costs than conventional large jet aircraft, allowing Jazz to provide service to Air Canada’s customers in lower density markets as well as in higher density markets at off-peak times throughout Canada and the United States.
Air Canada is a founding member of the Star Alliance® network. The Star Alliance® network currently includes
26 member airlines. Through its membership in the Star Alliance® network, Air Canada is able to offer its customers access to approximately 1,077 destinations in 175 countries, as well as reciprocal participation in frequent ﬂyer programs and use of airport lounges.
Air Canada is in the process of concluding arrangements for the implementation of a transatlantic alliance with
Continental Airlines, Lufthansa and United Airlines, (which, when concluded, is intended to be effective as of
January 1, 2010) and which will enable Air Canada to offer its customers more value, choice and transparency when making their transatlantic travel plans.
Through its long-term relationship with Aeroplan Limited Partnership (“Aeroplan”), Air Canada’s frequent ﬂyer program provider, Air Canada is able to build customer loyalty by offering those customers who are Aeroplan® members the opportunity to earn Aeroplan® Miles when they ﬂy with Air Canada. Aeroplan is also Air Canada’s single largest customer.
The relationship with Aeroplan is designed to provide a long-term stable and recurring source of revenue from the purchase by Aeroplan of Air Canada seats to be provided to Aeroplan® members who choose to redeem their Aeroplan® Miles for air travel rewards.
The Corporation also generates revenues from its cargo services division (doing business as “Air Canada Cargo”) and from tour operator services provided by its wholly-owned subsidiary, Touram Limited Partnership (doing business as
“Air Canada Vacations”).
Air Canada Cargo provides direct cargo services to over 150 Canadian and international destinations and has sales representation in over 50 countries. Air Canada Cargo is Canada’s largest provider of air cargo services as measured by cargo capacity. Air cargo services are provided on domestic and U.S. transborder ﬂights and on international cargo services on routes between Canada and major markets in Europe, Asia, South America and Australia.
Air Canada Vacations is one of Canada’s leading tour operators. Based in Montreal and Toronto, Air Canada Vacations operates its business in the outbound leisure travel market (Caribbean, Mexico, U.S., Europe, South America, and Asia) by developing, marketing and distributing vacation travel packages. Air Canada Vacations also offers cruise packages in the Caribbean,
North America and Europe. Air Canada Vacations markets its products through its website (www.aircanadavacations.com) and a network of independent travel agencies across Canada.

8

2009 Management’s Discussion and Analysis

4. STRATEGY
For Air Canada and the rest of the airline industry, 2009 was a year of tremendous challenges. In the latter part of 2008,
Air Canada began adjusting its operations by reducing its capacity and its cost structure to manage through arguably the most challenging economic environment in decades. By mid-year 2009, Air Canada’s immediate goal of stabilizing its ﬁnances and reducing the risk associated with the expiry of its labour collective agreements in 2009 and the risk associated with the pension solvency deﬁcit as described in section 10.6 of this MD&A was largely realized and strategies had been put in place in an effort to minimize the effects of the weak economic environment.
In 2010, in an effort to improve its ability to generate income and grow its business proﬁtably, Air Canada’s priorities, which are further discussed below, include:
•

Expanding international operations;

•

Generating incremental revenues and achieving signiﬁcant cost savings through a company-wide cost transformation program (the “CTP”);

•

Refocusing on customer service and further developing and promoting premium class travel; and

•

Fostering culture change throughout the Corporation.

Expanding international operations
Air Canada will seek opportunities to grow its international operations in 2010 by leveraging the advantages of its extensive route rights, its newly refurbished ﬂeet – one of the youngest in North America, its world-class global hub at Toronto, and strong international gateways at Montreal and Vancouver. Air Canada believes it is well positioned to grow its share of trafﬁc between Canada, and Europe and Asia.
Air Canada recently expanded its service to seven additional U.S. cities, fortifying its Toronto hub and strengthening the airline’s position as the leading transborder carrier with the most daily ﬂights between Canada and the U.S. of any airline. Air Canada’s strategy is to leverage its Toronto hub to make it a global transfer point for domestic, transborder and international travelers. Furthermore, by partnering with leading global carriers, Air Canada’s transatlantic joint venture will further enhance the airline’s international growth strategy.
In 2009, Air Canada provided scheduled service directly to 54 destinations in Europe, the Middle East, Asia, Australia, the
Caribbean, Central America and South America. Air Canada plans on expanding its international network in 2010. This expansion will be fuelled by the addition of routes to Europe and Asia, including Toronto – Montreal – Brussels, Toronto
– Barcelona, Montreal – Barcelona, Toronto – Copenhagen, Toronto – Athens, Montreal – Athens, Calgary – Tokyo and
St. John’s – London, England. Air Canada also expects to grow its capacity to China through increased frequencies and the use of larger aircraft.
Air Canada believes that its investment in new Boeing 777 aircraft and industry-leading on-board product across its ﬂeet, including personal in-ﬂight entertainment systems and in-seat power outlets accessible at virtually every seat, showcase the advantages of ﬂying Air Canada. Air Canada is also one of the most respected brands in Canada and it plans to leverage this strength to attract premium revenue with a concentrated focus on its international service. The mix of types and sizes of aircraft in its ﬂeet is designed to provide the airline with greater ﬂexibility to respond to changing market demand more quickly and efﬁciently. For additional information on Air Canada’s planned ﬂeet for 2010 and beyond, refer to section 9 of this MD&A.
The value of Air Canada’s network is enhanced through its Star Alliance network as well as under a newly-formed revenue sharing transatlantic joint venture in the process of being implemented among Air Canada, Lufthansa, Continental and
United Airlines. Air Canada’s participation in this joint venture is expected to provide the airline’s customers with more options between Canada and Europe, Africa, the Middle East, India and the Commonwealth of Independent States (CIS), including western Russia.
In addition, the new Canada-EU air services agreement that came into effect in December 2009 will provide Air Canada with additional trafﬁc right opportunities in the coming years.
9

2009 Air Canada Annual Report
Generating incremental revenues and achieving signiﬁcant cost savings
A key objective of Air Canada’s business strategy is to consistently improve unit revenue and cost productivity.
Early in 2009, with the assistance of a leading aviation consultancy ﬁrm, Air Canada launched a major company-wide cost transformation program (the “CTP”) which is targeting $500 million in annualized revenue gains and cost savings. Through extensive management analysis and benchmarking, over 125 initiatives have been identiﬁed to date. Although the vast majority of the initiatives relate to cost savings such as contract renegotiation, operational process improvements and productivity gains, several relate to target revenue optimization. In 2009, Air Canada surpassed its CTP target by $20 million.
As fuel costs constitute the largest percentage of the total operating costs of the airline, Air Canada continues to aggressively focus on managing fuel consumption. Since the implementation of its fuel efﬁciency program in mid-2006, Air Canada generated cumulative savings of close to $80 million. In 2009, this program generated savings of $12 million and reduced the airline’s fuel consumption by 18 million litres, and reduced CO2 emissions by 45,000 tonnes. Fuel efﬁciency program initiatives range from simple weight reduction initiatives and ﬂight proﬁle optimization which do not affect on-time performance or passenger connections to more innovative weight savings initiatives such as a potable water management program to reduce the carriage and weight of unnecessary water and a Zero Fuel Weight (ZFW) accuracy program which enables the calculation of accurate ﬂight plans. In 2010, Air Canada’s fuel saving initiatives will focus on several programs such as the optimization of all Air Canada’s routes to establish the most efﬁcient ﬂight plan. In addition, Air Canada is working together with air trafﬁc control service providers to optimize airspace management and take advantage of new navigation technologies to reduce time and fuel consumption used to approach airports. Moreover, Air Canada is evaluating several new aerodynamic technologies to further improve aircraft fuel efﬁciency.
Refocusing on customer service and further developing and promoting premium class
Air Canada’s success depends on meeting and exceeding the expectations of its customers, attracting new ones and providing all customers with the service they deserve when ﬂying with Air Canada.
Virtually all aircraft operated by Air Canada have new seats with personal in-ﬂight entertainment systems and in-seat power outlets accessible at every seat in the economy, Executive and Executive First cabins. For aircraft that ﬂy international routes (not including U.S. transborder and Caribbean routes), all seats in the Executive First cabin convert to lie-ﬂat beds. The airline also offers its customers a far-reaching network which is enhanced by its strong international Star Alliance partners and will be further enhanced with the implementation of the transatlantic joint venture mentioned earlier. Through its relationship with Aeroplan, one of the premier loyalty programs in the world, Air Canada customers have the ability to earn and redeem points on a worldwide basis.
In 2009, Air Canada was rewarded for the consistent high quality work of its employees and their dedication to offering customers a superior product with the following awards:
•

Top honours by readers of Business Traveler’s “Best in Business Travel” award program, more ﬁrst place awards than any other airline in the world in the inﬂuential magazine’s annual reader survey;

•

Voted by the readers of Business Traveler magazine as Best North American Airline for Business Class Service and Best North American Airline for International Travel and as offering Best Flight Attendants in North America; and Best In-Flight Services in North America; and

•

Honoured by another inﬂuential business travel magazine when Global Traveler named Air Canada the Best Airline in North America and Best Airline in Canada.

Air Canada continues to seek ways to improve the travel experience of its business travelers as this segment of its customer base is an important component in its strategy to drive the airline to sustained proﬁtability. In 2010, the airline will be placing further emphasis on understanding what business travelers value most in enhancements and their travel preferences, and identifying areas where further improvements could be made.

10

2009 Management’s Discussion and Analysis
Although one of the airline’s objectives is to further develop and promote premium class, providing a good travel experience to every single one of its customers is equally important to Air Canada. As such, Air Canada’s goal is to deliver friendly, professional and “best in class” service on a consistent basis to all its customers, including those customers who travel with the airline less frequently. To achieve that, Air Canada has been refocusing its efforts on ensuring it has the appropriate products and services in place.
Although customer satisfaction levels are steadily improving as a result of Air Canada’s investment in its ﬂeet and onboard products, its award-winning Maple Leaf Lounges, its concierge program and its loyalty program, Air Canada is continuously working to improve its interaction with customers through policy and procedural changes. Air Canada’s objective is to make its policies more simple, efﬁcient and customer-friendly.
Air Canada revised its checked bag policy on January 19, 2010 to permit travelers one free checked bag for travel to the U.S. and Europe, and charge a fee for the second bag of $30 for ﬂights to/from the U.S., and $50 for ﬂights to/from
Europe. These revised bag policy changes more closely align Air Canada’s policies with those prevailing among international carriers on transatlantic routes and are more generous than those of U.S. carriers on transborder routes, which charge for all checked bags.
Air Canada believes that the elimination of the call centre fee, changes to the “pets in cabin” policy, making more Aeroplan redemption seats available and more generous meal and hotel packages being offered to customers during disrupted operations are helping to improve customer service and thus increasing customer loyalty. In addition, the use of new technologies such as the Air Canada iPhone App, which won the “Best Mobile Application” at the Canadian New Media
Awards in 2009, the Blackberry App, as well as the self-service rebooking tool allow the airline to communicate more effectively with customers in times of disrupted operations and provide customers with more choices to plan their travel.
In addition, based on extensive feedback received from customers over the last year, the airline has recently enhanced its frequent ﬂyer program to ensure it remains competitive with other airline offerings and to provide an added incentive for customers to choose Air Canada for their travel needs.
Fostering culture change throughout the Corporation
A key objective of Air Canada’s business strategy is to foster a more entrepreneurial corporate culture. The challenging economic environment has highlighted the fact that fundamental culture changes are required for the airline to be better placed to achieve sustained proﬁtability. This corporate culture focuses on leadership, ownership, entrepreneurship and the ability to be more nimble to seize opportunities and react more quickly to challenges. Although this objective may take some time to achieve, Air Canada has begun the change process by communicating to all its employees the type of culture it envisions to allow the airline to prosper. In pursuit of this goal, the airline has taken actions to simplify processes, empower employees and is continually seeking means to actively foster culture change. The recent prestigious industry honours awarded by The Global Traveler and Business Traveler Magazine are an indication that employees are participating in the airline’s transformation especially through a renewed focus on customer service.

11

2009 Air Canada Annual Report

5. OVERVIEW
Air Canada’s results of operations for the fourth quarter of 2009 and the full year 2009 are discussed in section 7 and 8, respectively, of this MD&A.
In summary, Air Canada’s results of operations for 2009 compared to 2008 are as follows:
Air Canada recorded a net loss of $24 million or $0.18 per diluted share in 2009 compared to a net loss of
$1,025 million or $10.25 per diluted share in 2008.The net loss recorded in 2009 included foreign exchange gains of $657 million which were primarily attributable to a stronger Canadian dollar at December 31, 2009 versus December 31, 2008.
The December 31, 2009 noon day exchange rate was US$1 = C$1.0466 while the December 31, 2008 noon day exchange rate was US$1 = C$1.2246.
In 2009, Air Canada recorded an operating loss of $316 million, a deterioration of $277 million from the operating loss
(before a provision for cargo investigations and proceedings) of $39 million recorded in 2008. EBITDAR amounted to
$679 million in 2009 compared to EBITDAR (before a provision for cargo investigations and proceedings) of $934 million in 2008, a decrease of $255 million.
In 2009, Air Canada recorded operating revenues of $9,739 million, a decrease of $1,343 million or 12% from the operating revenues of $11,082 million recorded in 2008. The decrease in operating revenues was mainly due to a passenger revenue decline of $1,214 million or 12% from 2008. The passenger revenue decrease was due to a lower system yield and reduced trafﬁc. Yield declined 7.6% from 2008. Trafﬁc decreased 5.2% on a capacity reduction of 4.4%, resulting in a passenger load factor decrease of 0.7 percentage points. RASM decreased 8.4% over 2008 due to the yield decline and, to a lesser extent, the decrease in system passenger load factor.
In 2009, Air Canada recorded operating expenses of $10,055 million, a decrease of $1,066 million or 10% from the operating expenses of $11,121 million recorded in 2008. The decrease in operating expenses was achieved in spite of $230 million in additional expenses related to the weaker Canadian dollar versus the U.S. dollar. Reduced fuel expense of $971 million or
28% versus 2008 was the main factor in the year-over-year decrease in operating expenses. Operating expense reductions were recorded in all major line categories with the exception of aircraft maintenance, aircraft rent, capacity purchase fees paid to Jazz and communications and information technology expenses.
In 2009, CASM decreased 5.4% from 2008. Excluding fuel expense, CASM increased 3.3% from 2008. The value of the
Canadian dollar versus the U.S. dollar was weaker in the ﬁrst three quarters of 2009 and stronger in the fourth quarter of
2009 when compared to the same periods in 2008. For the full year 2009, the overall impact of a weaker average Canadian dollar versus the U.S. dollar on U.S. denominated operating expenses accounted for approximately 40% of the CASM increase (excluding fuel expense) year-over-year. Other factors in the CASM increase (excluding fuel expense) included a growth in aircraft maintenance expense, increased Jazz CPA expense, higher unit costs of ownership, and the impact of the capacity reduction. The 3.3% increase in CASM (excluding fuel expense) for 2009 was in line with 3.0% to 3.5% CASM
(excluding fuel expense) increase projected in Air Canada’s news release dated November 6, 2009.

12

2009 Management’s Discussion and Analysis

6. SIGNIFICANT EVENTS IN 2009
In order to strengthen its position to manage through the economic downturn and in an effort to mitigate its liquidity risks,
Air Canada entered into the following signiﬁcant transactions in 2009:
•

A public offering for 160,500,000 units at a price of $1.62 per unit with each unit comprised of one Class B voting share or Class A variable voting share and one-half of a warrant which provided net proceeds of $249 million;

•

A secured term credit facility (the “Credit Facility”) which provided ﬁnancing proceeds of $600 million, less fees of
$20 million. The terms of the Credit Facility permit, on or before the ﬁrst anniversary and subject to satisfaction of certain conditions, Air Canada to request an increase to the facility by up to an additional $100 million by obtaining new commitments from either the existing or new lenders. The Credit Facility is a ﬁve-year facility with the ﬁrst principal repayment due in August 2010, and bears interest at 12.75%. Air Canada’s obligations under the
Credit Facility are secured by a ﬁrst priority security interest and hypothec over substantially all the present and after-acquired property of Air Canada and its subsidiaries. The Credit Facility also provided for warrants entitling the debt holders to acquire up to 10% of the shares of the Corporation, which at the time of the issuance of the warrants represented 10 million shares in the Corporation. As part of the transactions related to the closing of the Credit Facility, existing ﬁnancing arrangements of $166 million were repaid as follows:
- A revolving credit facility was repaid in full in the amount of $49 million. The rights of the lender under the revolving credit facility were assigned to the lenders under the Credit Facility;
- A spare engine ﬁnancing was partially repaid in the amount of $38 million. This represented the repayment related to 22 engines under a spare engine ﬁnancing agreement, with 10 engines remaining under the agreement with a loan value of $72 million as at December 31, 2009;
- A secured loan with Aeroplan Canada Inc. (“Aeroplan”) was repaid in full in the amount of $79 million. Aeroplan is a participating lender under the Credit Facility.

•

The extension or renewal of labour agreements for 21 months with all of the Corporation’s Canadian-based unions completed by July 2009 which provide for no increases to wage rates and no changes to group insurance coverage, beneﬁts, or pension beneﬁt levels during the contract extension or renewal periods;

•

Pension funding agreements with the Corporation’s Canadian-based unions (the “Pension MOUs”) and the adoption of the Air Canada Pension Funding Regulations, 2009 (the “Air Canada 2009 Pension Regulations”). The Air Canada
2009 Pension Regulations relieve Air Canada from making any special (past service cost) payments for the period beginning April 1, 2009 and ending December 31, 2010. Thereafter, in respect of the period from January 1, 2011 to December 31, 2013, the aggregate annual past service contributions shall equal the lesser of (i) $150 million,
$175 million, and $225 million in respect of 2011, 2012, and 2013, respectively and (ii) the maximum past service contributions permitted under the Income Tax Act. Pursuant to the Pension MOUs, on October 26, 2009, the
Corporation issued, to a trust, 17,647,059 Class B voting shares. This number of shares represented 15% of the shares of Air Canada issued and outstanding as at the date of the Pension MOUs and the date of issuance (in both cases after taking into account such issuance). All net proceeds of sale of such shares by the trust are to be contributed to the pension plans;

•

An agreement with a supplier, in consideration of various contractual commitments, which provided non-refundable proceeds of $230 million. For accounting purposes, the recognition of these proceeds was deferred in order to be applied to reduce the cost of these contractual commitments as they are incurred;

•

Amendments to credit card processing agreements with one of its principal credit card processors which revise the levels of unrestricted cash (as deﬁned per the agreement and generally based on the aggregate sums of cash, cash equivalents and short-term investments) required to be maintained;

•

An extension of the repayment date of a short-term loan of $78 million (US$75 million) entered into in 2008 which was originally due in 2009, to 2013;
13

2009 Air Canada Annual Report
•

•

The sale and leaseback of one Boeing 777 aircraft for aggregate proceeds of $172 million and the requirement repayment of a debt obligation related to the aircraft of $128 million, which included a prepayment fee of
$14 million;

•

An agreement amending the terms of the Jazz CPA, effective August 1, 2009, which provides for a reduction to rates paid under the agreement;

•

Financing arrangements secured by spare parts, spare engines and a Boeing 777 aircraft which provided aggregate proceeds of $267 million, net of fees of $8 million. As discussed above, $38 million of the spare engine ﬁnancing was repaid on closing of the Credit Facility;

•

During 2009, Air Canada entered into various inventory ﬁnancing arrangements under which it acquired $117 million of spare parts inventories in exchange for the issuance of bills of exchange. Subsequent to the arrangements,
Air Canada completed various transactions in relation to certain bills of exchange resulting in gains of $4 million being recorded in non-operating income (expense) in 2009. As at December 31, 2009, the remaining inventory is valued at $43 million which represented its estimated net realizable value. The expected ﬁnal payment due in 2010 under the ﬁnancing arrangements is $11 million (US$11 million);

•

Repayment of pre-delivery ﬁnancing of $83 million on a Boeing 777 aircraft received during the ﬁrst quarter of
2009; and

•

14

The sale and leaseback of three Boeing 777 aircraft. The sale and leaseback transactions were substantially completed in November 2009 and provided initial cash proceeds of $95 million (net of deposits). Additional net cash proceeds of $20 million were received in January 2010;

In 2009, the net return of collateral deposits on fuel derivatives amounted to $285 million, while the settlement of fuel derivative contracts in favour of counterparties amounted to $280 million.

2009 Management’s Discussion and Analysis

7. RESULTS OF OPERATIONS – FOURTH QUARTER OF 2009 VERSUS FOURTH QUARTER OF 2008
The following table and discussion compares the results of Air Canada for the fourth quarter of 2009 to its results for the fourth quarter of 2008.
Fourth Quarter
2009
2008

(Canadian dollars in millions, except per share ﬁgures)
Operating revenues
Passenger
Cargo
Other

$

Operating expenses
Aircraft fuel
Wages, salaries and beneﬁts
Airport and navigation fees
Capacity purchase with Jazz
Depreciation and amortization
Aircraft maintenance
Food, beverages and supplies
Communications and information technology
Aircraft rent
Commissions
Other

(1)

EBITDAR
Loss per share - Basic and diluted
(1)

$

2,182
113
203
2,498

$

$

%

(152)
(3)
5
(150)

(7)
(3)
2
(6)
(24)
(6)
(1)
(4)
(5)
29
(1)
(11)
6
15
(6)
(8)

601
418
228
227
165
202
69
64
85
46
326
2,431
(83)

792
444
230
237
174
157
70
72
80
40
348
2,644
(146)

(191)
(26)
(2)
(10)
(9)
45
(1)
(8)
5
6
(22)
(213)
63

$

2
(87)
(25)
22
5
(83)
(166)
(4)
108
6
(56)

$

11
(88)
6
(5)
32
(44)
(190)
(4)
(527)
(6)
(727)

$

(9)
1
(6)
(20)
(10)
5
(39)
24
635
12
671

$
$

167
(0.25)

$
$

108
(7.27)

$
$

59
7.02

Operating loss
Non-operating income (expense)
Interest income
Interest expense
Interest capitalized
Loss on assets
Gain on ﬁnancial instruments recorded at fair value
Other
Loss before the following items
Non-controlling interest
Foreign exchange gain (loss)
Recovery of (provision for) income taxes
Loss for the period

2,030
110
208
2,348

Change

See section 21 “Non-GAAP Financial Measures” in this MD&A for a reconciliation of EBITDAR to operating income (loss).

15

2009 Air Canada Annual Report
System passenger revenues decreased 7.0% from the fourth quarter of 2008
Compared to the fourth quarter of 2008, passenger revenues decreased $152 million or 7.0% to $2,030 million in the fourth quarter of 2009 due to a system yield decrease. In the fourth quarter of 2009, passenger revenues from the premium cabin accounted for 22% of the total decrease in system passenger revenues. The decrease in premium cabin revenues was driven by a 7.2% decline in yield as premium cabin trafﬁc was essentially unchanged from the same period in 2008.
In the fourth quarter of 2009, Air Canada increased its overall capacity by 2.0% from the fourth quarter of 2008. Capacity in the North American market was reduced by 1.0% while capacity in the international market was increased by 5.0%, from the same quarter in 2008. Components of the year-over-year change in fourth quarter system passenger revenues included:
•

A system trafﬁc increase of 0.4% on a capacity increase of 2.0%, which resulted in a 1.3 percentage point decline in system passenger load factor compared to the fourth quarter of 2008. The system capacity growth of 2.0% in the fourth quarter of 2009 compared to the fourth quarter of 2008 was in line with the 1.0% to 2.0% ASM capacity increase projected in Air Canada’s news release dated November 6, 2009.

•

A system yield decline of 7.3% from the fourth quarter of 2008, which was due to a weak economy, greater fare discounting in an effort to stimulate trafﬁc and reduced fuel surcharges year-over-year. This was an improvement from the second and third quarters of 2009 where yield declined 8.9% and 11.2%, respectively, from the corresponding periods in 2008. In the fourth quarter of 2009, the economy cabin reﬂected a yield decline of 7.6% while the premium cabin reﬂected a yield decline of 7.2% compared to the same quarter in 2008. All markets reﬂected yield decreases with the exception of the U.S. transborder market.

•

A RASM decrease of 8.8% from the fourth quarter of 2008, which was due to both the yield decline and the decrease in passenger load factor. This was an improvement from the second and third quarters of 2009 where RASM declined
11.3% and 10.2%, respectively, from the corresponding periods in 2008.

The table below describes year-over-year percentage changes in fourth quarter passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM.
Fourth Quarter 2009
Versus
Fourth Quarter 2008
Canada
US transborder
Atlantic
Paciﬁc
Other
System

Passenger
Revenue
% Change

Capacity
(ASMs)
% Change

Trafﬁc
(RPMs)
% Change

Passenger
Load Factor pp Change

Yield
% Change

RASM
% Change

(7.9)
(3.7)
(4.8)
(9.7)
(10.8)
(7.0)

(0.6)
(1.8)
6.7
6.5
(0.1)
2.0

(1.3)
(5.0)
2.4
4.2
3.3
0.4

(0.5)
(2.5)
(3.3)
(1.8)
2.6
(1.3)

(6.7)
1.4
(7.0)
(13.4)
(13.7)
(7.3)

(7.3)
(1.9)
(10.8)
(15.2)
(10.7)
(8.8)

Domestic passenger revenues decreased 7.9% from the fourth quarter of 2008
Domestic passenger revenues of $883 million in the fourth quarter of 2009 decreased $77 million or 7.9% from the fourth quarter of 2008 due to a lower yield and reduced trafﬁc. In the fourth quarter of 2009, Air Canada reduced its domestic capacity by 0.6% from the fourth quarter of 2008. Capacity reductions on transcontinental routes were largely offset by capacity increases on routes to the Maritimes and within central and western Canada. Components of the year-over-year change in fourth quarter domestic passenger revenues included:
•

•

16

A trafﬁc decline of 1.3% on a capacity reduction of 0.6%, which resulted in a 0.5 percentage point decline in passenger load factor. All major domestic services reﬂected passenger load factor decreases with the exception of transcontinental routes, linking Toronto, Montreal and Ottawa with major western Canadian cities, including
Winnipeg, Calgary, Edmonton and Vancouver.
A yield decrease of 6.7% from the fourth quarter of 2008, which reﬂected the continued weak economic environment and greater fare discounting in an effort to stimulate trafﬁc. All major domestic services recorded yield declines with the exception of Rapidair routes, linking Toronto and Montreal/Ottawa.

2009 Management’s Discussion and Analysis
•

A RASM decline of 7.3% from the fourth quarter of 2008, which was mainly due to the lower yield but also to the decrease in passenger load factor.

U.S. transborder passenger revenues decreased 3.7% from the fourth quarter of 2008
U.S. transborder passenger revenues of $405 million in the fourth quarter of 2009 decreased $16 million or 3.7% from the fourth quarter of 2008 due to lower trafﬁc as yield grew 1.4% year-over-year. In the fourth quarter of 2009, U.S. transborder capacity was reduced by 1.8% from the fourth quarter of 2008. Components of the year-over-year change in fourth quarter
U.S. transborder passenger revenues included:
•

A trafﬁc decline of 5.0% on a capacity reduction of 1.8%, which resulted in a passenger load factor decline of
2.5 percentage points from the fourth quarter of 2008.

•

Air Canada’s Toronto – Austin and Vancouver – Sacramento routes were suspended in the second half of 2009 while these routes operated in the fourth quarter of 2008. Partly offsetting these capacity decreases was increased capacity to Florida, in order to capitalize on more stable leisure demand, and the introduction of services from
Calgary to Portland, as well as services from Calgary to Honolulu and Calgary to Maui and to San Diego.

•

A yield increase of 1.4% from the fourth quarter of 2008, which reﬂected yield improvements on all major U.S. transborder services with the exception of U.S. sun routes and routes from western Canada to western U.S. where additional capacity and aggressive competitive pricing adversely impacted yields. Yield in the economy cabin was unchanged from the same period in 2008 while yield in the premium cabin increased 2.7% year-over-year.

•

A RASM decrease of 1.9% from the fourth quarter of 2008, which was due to the passenger load factor decrease.

Atlantic passenger revenues decreased 4.8% from the fourth quarter of 2008
Atlantic passenger revenues of $376 million in the fourth quarter of 2009 decreased $18 million or 4.8% from the fourth quarter of 2008 due to a lower yield as trafﬁc increased 2.4% year-over-year. In the fourth quarter of 2009, Atlantic capacity was increased by 6.7% from the fourth quarter of 2008. Capacity was increased on all major Atlantic services with the exception of Spain and Tel Aviv where capacity was reduced year-over-year. Components of the year-over-year change in fourth quarter Atlantic passenger revenues included:
•

A trafﬁc increase of 2.4% on the capacity growth of 6.7%, which resulted in a passenger load factor decrease of
3.3 percentage points from the fourth quarter of 2008.

•

The capacity growth in the fourth quarter of 2009 reﬂected new routes, such as Montreal – Geneva and additional frequencies on Calgary – Frankfurt, which was also partly offset by a suspension earlier in the year of the
Toronto – Madrid service for the winter and a reduction in frequencies to Tel Aviv.

•

A yield decline of 7.0% from the fourth quarter of 2008, which reﬂected the continued weak economic environment, increased fare discounting to stimulate trafﬁc and reduced fuel surcharges year-over-year. Additional trafﬁc growth in the fourth quarter was accepted at lower yields in an attempt to ﬁll the capacity growth which resulted in additional pressure placed on yields. Yield declines were reﬂected on all major Atlantic services with the exception of
Spain where yield improved year-over-year.

•

A RASM decrease of 10.8% from the fourth quarter of 2008, which was due to both the lower yield and the passenger load factor decrease.

Paciﬁc passenger revenues decreased 9.7% from the fourth quarter of 2008
Paciﬁc passenger revenues of $199 million in the fourth quarter of 2009 decreased $21 million or 9.7% from the fourth quarter of 2008 due to a lower yield as trafﬁc grew 4.2% year-over-year. In the fourth quarter of 2009, capacity was increased by 6.5% from the fourth quarter of 2008 with growth reﬂected on all major Paciﬁc services with the exception of Korea where capacity was reduced year-over-year. Components of the year-over-year change in fourth quarter Paciﬁc passenger revenues included:
•

A trafﬁc increase of 4.2% on the capacity increase of 6.5%, which resulted in passenger load factor decline of
1.8 percentage points from the fourth quarter of 2008. Air Canada increased its capacity in the fourth quarter on the
17

2009 Air Canada Annual Report
Paciﬁc with the re-introduction of the Toronto – Narita non-stop service with a Boeing 777 aircraft and additional frequencies from Vancouver to China.
•

A yield decline of 13.4% from the fourth quarter of 2008, which reﬂected the continued weak economic environment, continued fare discounting in an effort to stimulate trafﬁc and signiﬁcantly reduced fuel surcharges year-over-year.
Additional trafﬁc growth in the fourth quarter was accepted at lower yields in an attempt to ﬁll the capacity growth, which resulted in additional pressure placed on yields. Yield decreases were reﬂected on all major Paciﬁc services.

•

A RASM decrease of 15.2% from the fourth quarter of 2008, which was largely due to the decline in yield but also to the decrease in passenger load factor.

Other passenger revenues decreased 10.8% from the fourth quarter of 2008
Other passenger revenues (comprised of South Paciﬁc, Caribbean, Mexico and South America) of $167 million in the fourth quarter of 2009 decreased $20 million or 10.8% from the fourth quarter of 2008 due to reduced yields as overall trafﬁc increased 3.3% year-over-year. Capacity growth on the South Paciﬁc and Caribbean was mostly offset by a capacity reduction on routes to Mexico. Components of the year-over-year change in fourth quarter other passenger revenues included:
•

A trafﬁc increase of 3.3% on the capacity reduction of 0.1%, which resulted in a passenger load factor improvement of 2.6 percentage points versus the same period in 2008.

•

A yield decline of 13.7% from the fourth quarter of 2008, which reﬂected a weak economic environment, increased fare discounting to stimulate trafﬁc, continued competitive pricing pressure and reduced fuel surcharges year-over-year. Yield decreases were reﬂected on all major services.

•

A RASM decrease of 10.7% from the fourth quarter of 2008, which was due to the decline in yield.

Cargo revenues decreased 3% from the fourth quarter of 2008
Fourth quarter 2009 cargo revenues amounted to $110 million and were $3 million or 3% below the fourth quarter of 2008. This represented a marked improvement compared to the much greater year-over-year reduction in revenues recorded in the ﬁrst three quarters of 2009.
Cargo trafﬁc increased by 25% in the fourth quarter compared to the same period last year, on strong trafﬁc growth in Paciﬁc and Atlantic markets. This compared to the ﬁrst nine months of 2009 where non-freighter trafﬁc declined an average of
15% on a year-over-year basis. In 2008, however, weak economic conditions were already adversely affecting trafﬁc levels during the fourth quarter. System cargo yield per revenue ton mile (RTM) was down 22% versus 2008 mainly due to lower fuel surcharges, increased competitive pressure on rates in certain markets and, to a lesser extent, the unfavourable impact of a stronger Canadian dollar on foreign denominated currencies.
Factors contributing to the year-over-year change in fourth quarter cargo revenues included:
•

•

A decrease in Atlantic revenues of 13% on 17% more trafﬁc and a 25% lower yield per RTM. Atlantic capacity was up 7% versus the fourth quarter of 2008.

•

An increase in Paciﬁc revenues of 18% on 40% more trafﬁc and a 15% lower yield per RTM. Paciﬁc capacity was up
7% versus the fourth quarter of 2008.

•

18

A decrease in domestic cargo revenues of 13% on a 6% trafﬁc increase and an 18% decline in yield per RTM.
Domestic capacity was down 5% versus the fourth quarter of 2008.

A stronger Canadian dollar versus the fourth quarter of 2008 which had a negative impact on foreign currency denominated revenues of $4 million in the fourth quarter of 2009.

2009 Management’s Discussion and Analysis
Other revenues increased 2% from the fourth quarter of 2008
Other revenues of $208 million in the fourth quarter of 2009 increased $5 million or 2% from the fourth quarter of 2008, primarily due to an $18 million increase in third party revenues at Air Canada Vacations, mainly driven by higher passenger volumes. This increase was partly offset by lower aircraft sublease revenues in the quarter largely driven by the unfavourable impact of a stronger Canadian dollar on U.S. denominated aircraft leases and the sale of two Airbus A340-300 aircraft which were subleased to a third party in the fourth quarter of 2008.
CASM decreased 9.8% from the fourth quarter of 2008. Excluding fuel expense, CASM decreased 3.2% from the fourth quarter of 2008
Operating expenses were $2,431 million in the fourth quarter of 2009, a decrease of $213 million or 8% from the fourth quarter of 2008. In the fourth quarter of 2009, a stronger Canadian dollar versus the U.S. dollar compared to the fourth quarter of 2008 reduced operating expenses by $105 million from the fourth quarter of 2008.
Unit cost in the fourth quarter of 2009, as measured by operating expense per available seat mile (CASM), decreased 9.8% over the fourth quarter of 2008. Excluding fuel expense, CASM decreased 3.2% year-over-year. The main contributing factors in the CASM decrease (excluding fuel expense) were the favourable impact of a stronger Canadian dollar versus the U.S. dollar, which accounted for approximately 85% of the CASM decrease (excluding fuel expense), and lower wages, salaries and beneﬁts expense. Partly offsetting these decreases to CASM (excluding fuel expense) was a $45 million year-over-year increase in aircraft maintenance expense from the same period in 2008.
The 3.2% decrease in CASM (excluding fuel expense) for the fourth quarter of 2009 was in line with the 3% to 4% CASM
(excluding fuel expense) decrease projected in Air Canada’s news release dated November 6, 2009.
The following table compares Air Canada’s operating expenses per ASM for the fourth quarter of 2009 to Air Canada’s operating expenses per ASM for the corresponding period in 2008.

(cents per ASM)

Fourth Quarter
2009
2008

cents

%

Wages and salaries
Beneﬁts
Ownership (DAR) (1)
Airport user fees
Capacity purchase with Jazz
Aircraft maintenance
Food, beverages and supplies
Communications and information technology
Commissions
Other
Operating expense, excluding fuel expense (2)
Aircraft fuel
Total operating expense

2.61
0.41
1.81
1.65
1.64
1.46
0.49
0.46
0.33
2.35
13.21
4.36
17.57

(0.10)
(0.15)
(0.06)
(0.05)
(0.10)
0.30
(0.03)
(0.07)
0.04
(0.21)
(0.43)
(1.48)
(1.91)

(3.7)
(26.8)
(3.2)
(2.9)
(5.7)
25.9
(5.8)
(13.2)
13.8
(8.2)
(3.2)
(25.3)
(9.8)

(1)

DAR refers to the combination of Depreciation and amortization, and Aircraft rent.

(2)

2.71
0.56
1.87
1.70
1.74
1.16
0.52
0.53
0.29
2.56
13.64
5.84
19.48

Change

Refer to section 21 “Non-GAAP Financial Measures” in this MD&A for additional information.

Fuel expense decreased 24% from the fourth quarter of 2008
Fuel expense amounted to $601 million in the fourth quarter of 2009, a decrease of $191 million or 24% from the fourth quarter of 2008. Factors contributing to the year-over-year change in fourth quarter fuel expense included:
•

A lower base fuel price, which accounted for a decrease of $112 million.

•

The favourable impact of a stronger Canadian dollar versus the U.S. dollar, which accounted for a decrease of
$55 million to fuel expense in the fourth quarter of 2009.

19

2009 Air Canada Annual Report
•

Fuel hedging losses of $85 million in the fourth quarter of 2009 versus fuel hedging losses of $111 million in the fourth quarter of 2008, a favourable variance of $26 million compared to the fourth quarter of 2008.

The table below provides Air Canada’s fuel cost per litre, excluding and including hedging, for the periods indicated.
Fourth Quarter
2009
2008

(Canadian dollars in millions, except where indicated)
Aircraft fuel expense - GAAP (1)
Add: Fuel hedging gains (losses) included in aircraft fuel expense
Add: Net cash settlements on maturing fuel derivatives (designated under hedge accounting and economic hedges) (2)
Economic cost of fuel - Non-GAAP (3)
Fuel consumption (thousands of litres)
Fuel costs per litre (cents) - GAAP
Fuel costs per litre (cents) - excluding fuel hedges
Economic fuel costs per litre (cents) - Non-GAAP

$

599

$

(85)

$

12
526
824,911
72.6
62.3
63.7

788

Change
$

(111)

$

91
768
822,011
95.8
82.2
93.2

$

(189)

(24)

26

$

%

23

(79)
(242)
2,900
(23.2)
(19.9)
(29.5)

(87)
(32)
(24)
(24)
(32)

(1)

Fuel expense excludes fuel related to third party carriers, other than Jazz, operating under capacity purchase agreement.

(2)

Excluding early terminated hedging contracts in the fourth quarter of 2009 for $20 million covering 2010 fuel consumption.

(3)

The economic cost of fuel is a non-GAAP measure used by Air Canada and may not be comparable to measures presented by other public companies. Air Canada uses this measure to calculate Air Canada’s cash cost of fuel. It includes the actual net cash settlements from maturing fuel derivative contracts during the period. It excludes non-cash accounting gains and losses from fuel derivative instruments.

Wages, salaries and beneﬁts expense amounted to $418 million in the fourth quarter of 2009, a decrease of
$26 million or 6% from the fourth quarter of 2008
Wages and salaries expense totaled $362 million in the fourth quarter of 2009, a decrease of $7 million or 2% from the fourth quarter of 2008. The decrease in wages and salaries was mainly due to a reduction of an average of 1,131 full-time equivalent (“FTE”) employees or 4.8% versus the same period in 2008. Partly offsetting this decrease was an increase in average wages for 0.8% compared to the fourth quarter of 2008. In addition, in the fourth quarter of 2009, Air Canada recorded expenses of $5 million related to a non-unionized staff reduction program. No such expenses were recorded in the same period in 2008.
Employee beneﬁts expense amounted to $56 million in the fourth quarter of 2009, a decrease of $19 million or 29% from the fourth quarter of 2008. The decrease was mainly due to reduced pension and post-employment beneﬁts expenses as a result of revised actuarial assumptions. The actuarial assumptions used for recording pension expense under GAAP differ from those used in determining the solvency deﬁcit. Refer to section 10.6 of this MD&A for a discussion related to
Air Canada’s pension funding obligations.
Capacity purchase costs with Jazz decreased 4% from the fourth quarter of 2008
Capacity purchase costs with Jazz, pursuant to the Jazz CPA, amounted to $227 million in the fourth quarter of 2009 compared to $237 million in the fourth quarter of 2008, a decrease of $10 million or 4%. This year-over-year decrease in capacity purchase costs was mainly due to the impact of reduced ﬂying which accounted for a decrease of $8 million, the favourable impact of foreign exchange on U.S. denominated Jazz CPA charges paid by Air Canada, which accounted for a decrease of $6 million, and the impact of the reduction to the mark-up on Jazz CPA rates pursuant to an amendment to the Jazz CPA effective August 1, 2009, which accounted for a decrease of $8 million. Partly offsetting these decreases was a year-over-year increase in Jazz CPA rates of $12 million, of which $8 million was related to additional maintenance costs due to the aging of Jazz’s ﬂeet.

20

2009 Management’s Discussion and Analysis
Ownership costs decreased 2% from the fourth quarter of 2008
Ownership costs, comprised of depreciation and amortization, and aircraft rent expense, of $250 million in the fourth quarter of 2009 decreased $4 million or 2% from the fourth quarter of 2008. Factors contributing to the year-over-year change in the fourth quarter ownership costs included:
•

Changes in aircraft residual values, which accounted for a decrease of $9 million to depreciation expense.

•

The impact of a stronger Canadian dollar versus the U.S. dollar, which accounted for a decrease of $7 million to aircraft rent expense.

The above-noted decreases were partially offset by the following:
•

The addition of new Boeing 777 aircraft to Air Canada’s operating ﬂeet, which accounted for an increase of $14 million.

Aircraft maintenance expense increased 29% from the fourth quarter of 2008
In the fourth quarter of 2009, aircraft maintenance expense of $202 million increased $45 million or 29% from the fourth quarter of 2008. Factors contributing to the year-over-year change in fourth quarter aircraft maintenance expense included:
•

A net increase of $41 million in airframe maintenance, which was largely due to the timing and scope of airframe events related to the ﬂeets of Airbus A319, A320 and Boeing 767-300 aircraft. In particular, scheduled heavy maintenance was required on the Airbus A319 aircraft which were delivered in the mid-1990s. The impact of cost reduction initiatives resulted in savings of approximately $9 million to maintenance costs in the fourth quarter of 2009.

•

A net increase of $19 million in engine maintenance, which was mainly due to an industry campaign for the removal of high pressure turbine blades on the A320 aircraft engine, which resulted in the removal of the blades at an earlier stage than anticipated. A higher volume of engine events related to Boeing 777 and Embraer E175 aircraft also contributed to the increase.

•

A net increase of $9 million in component maintenance, which was mainly due to the Boeing 777, Embraer E175 and E190 aircraft requiring maintenance that was no longer covered by warranty. In an effort to lower these costs,
Air Canada recently entered into long-term contracts with several vendors pursuant to which Air Canada sold certain of its Boeing 777 component inventory for proceeds of $20 million and obtained more advantageous pricing.

The above-noted increases were partially offset by the following:
•

The impact of a stronger Canadian dollar versus the U.S. dollar on U.S. denominated maintenance expenses, mainly engine and component maintenance, which accounted for a decrease of $10 million to aircraft maintenance expense compared to the fourth quarter of 2008.

Food, beverages and supplies expense decreased 1% from the fourth quarter of 2008
In the fourth quarter of 2009, food, beverages and supplies expense of $69 million decreased $1 million or 1% from the fourth quarter of 2008 despite a passenger trafﬁc growth of 0.4%. The impact of cost reduction initiatives including reduced contract rates were factors in this decrease compared to the same period in 2008.
Communications and information technology expense decreased 11% from the fourth quarter of 2008
In the fourth quarter of 2009, communications and information technology expense of $64 million decreased $8 million or 11% from the fourth quarter of 2008 and included the impact of reduced information technology project spend and savings achieved through renegotiation of a major information technology supplier contract.
Commission expense increased 15% from the fourth quarter of 2008
In the fourth quarter of 2009, commission expense of $46 million increased $6 million or 15% from the fourth quarter of 2008, on a passenger revenue decrease of 7%. The impact of higher passenger sales and a change in the commission structure at Air Canada Vacations resulted in additional commission expense of $3 million in the fourth quarter of 2009.
The introduction of a 7% commission for Canadian travel agents to sell Tango fares for ﬂights within Canada has resulted in additional commission expense, however, overall, based on management’s analysis, the beneﬁts of these initiatives have outweighed the costs by enabling the Corporation to generate increased passenger revenues.
21

2009 Air Canada Annual Report
Other operating expenses decreased 6% from the fourth quarter of 2008
Other operating expenses amounted to $326 million in the fourth quarter of 2009, a decrease of $22 million or 6% from the fourth quarter of 2008. The decrease in other operating expenses was mainly driven by favourable rate adjustments on foreign currency transactions.
The following table provides a breakdown of the more signiﬁcant items included in other expenses:
Fourth Quarter
2009
2008

(Canadian dollars in millions)
Air Canada Vacations’ land costs

$

47

$

Change
$
49

$

%
(2)

(4)

Credit card fees

45

44

1

2

Terminal handling

45

45

-

-

Building rent and maintenance

35

35

-

-

Miscellaneous fees and services

33

30

3

10

Crew expenses (meals, transportation and hotels)

29

30

(1)

(3)

(23)

(20)

(22)

(6)

Remaining other expenses

92
$

326

115
$

348

$

Non-operating expense amounted to $83 million in the fourth quarter of 2009
Non-operating expense amounted to $83 million in the fourth quarter of 2009 compared to non-operating expense of
$44 million in the fourth quarter of 2008. Factors contributing to the year-over-year change in fourth quarter non-operating expense included:
•

Net interest expense increased $14 million from the fourth quarter of 2008 due to:
- A $9 million decrease in interest income, which was driven by lower rates of interest;
- A $1 million decrease in interest expense, which was mainly due to the impact of new ﬁnancing transactions completed in 2009. In addition, in the fourth quarter of 2009, Air Canada recorded a charge of $8 million in interest expense related to the sale and leaseback of three Boeing aircraft. These increases were offset by the impact of lower average interest rates year-over-year, the favourable impact of foreign exchange on interest expense in the fourth quarter of 2009, and by a reduction of interest expense on aircraft pre-delivery payments related to Boeing 777 aircraft versus the same period in 2008;
- A lower amount of capitalized interest of $6 million compared to 2008.

•

In the fourth quarter of 2009, Air Canada recorded a loss on assets of $24 million pertaining to the sale and leaseback of three Boeing 777 aircraft. This compared to a loss on assets of $5 million recorded in the fourth quarter of 2008.

•

Gains related to fair value adjustments on derivative instruments amounted to $22 million in the fourth quarter of
2009 versus gains of $32 million in the fourth quarter of 2008. The mark-to-market gains on ﬁnancial instruments recorded in 2009 were mainly related to the change in the fair value of fuel derivatives.

Gains on foreign exchange amounted to $108 million in the fourth quarter of 2009
Gains on foreign exchange, which were mainly related to U.S. denominated long-term debt, amounted to $108 million in the fourth quarter of 2009 compared to losses of $527 million in the fourth quarter of 2008. The gains in the fourth quarter of 2009 were mainly attributable to a stronger Canadian dollar at December 31, 2009 compared to September 30, 2009. The
December 31, 2009 noon day exchange rate was US$1 = C$1.0466 while the September 30, 2009 noon day exchange rate was
US$1 = C$1.0722.

22

Income tax recovery of $6 million in the fourth quarter of 2009
Air Canada recorded an income tax recovery of $6 million on a pre-tax loss of $62 million in the fourth quarter of 2009, which related mainly to an adjustment to current taxes payable.

2009 Management’s Discussion and Analysis

8. RESULTS OF OPERATIONS – FULL YEAR OF 2009 VERSUS FULL YEAR OF 2008
The following table and discussion compares the results of Air Canada for 2009 to its results for 2008.
Full Year

(Canadian dollars in millions, except per share ﬁgures)
Operating revenues
Passenger
Cargo
Other

2009

$

Operating expenses
Aircraft fuel
Wages, salaries and beneﬁts
Airport and navigation fees
Capacity purchase with Jazz
Depreciation and amortization
Aircraft maintenance
Food, beverages and supplies
Communications and information technology
Aircraft rent
Commissions
Other

(1)

2008

$

9,713
515
854
11,082

$

$

$
$
$
$

%

(1,214)
(157)
28
(1,343)

(12)
(30)
3
(12)
(28)
(7)
(3)
3
(5)
15
(7)
3
20
(4)
(4)
(10)

2,448
1,751
971
973
660
759
291
293
335
186
1,388
10,055
(316)
(316)

Operating loss before the undernoted item
Provision for cargo investigations
Operating loss
Non-operating income (expense)
Interest income
Interest expense
Interest capitalized
Loss on assets
Gain on ﬁnancial instruments recorded at fair value
Other
Loss before the following items
Non-controlling interest
Foreign exchange gain (loss)
Recovery of (provision for) income taxes
Loss for the period
EBITDAR before the provision for cargo investigations (1)
EBITDAR (1)
Loss per share - Basic and diluted

8,499
358
882
9,739

Change

3,419
1,877
1,001
948
694
659
314
286
279
194
1,450
11,121
(39)
(125)
(164)

(971)
(126)
(30)
25
(34)
100
(23)
7
56
(8)
(62)
(1,066)
(277)
125
(152)

14
(373)
4
(95)
95
(355)
(671)
(15)
657
5
(24)
679
679
(0.18)

57
(319)
37
(34)
92
(3)
(170)
(334)
(12)
(655)
(24)
(1,025)
934
809
(10.25)

(43)
(54)
(33)
(61)
3
3
(185)
(337)
(3)
1,312
29
1,001
(255)
(130)
10.07

$
$
$
$

$
$
$
$

See section 21 “Non-GAAP Financial Measures” in this MD&A for a reconciliation of EBITDAR before the provision for cargo investigations and proceedings to operating income (loss) and EBITDAR to operating income (loss).

23

2009 Air Canada Annual Report
System passenger revenues decreased 12.5% from 2008
Compared to 2008, passenger revenues decreased $1,214 million or 12.5% to $8,499 million in 2009 due to lower yield and trafﬁc. A decline in passenger revenues from the premium cabin accounted for $405 million or over 33% of the total decrease in system passenger revenues. In 2009, Air Canada reduced its overall capacity by 4.4%. Capacity in the North
American market was reduced by 5.1% while capacity in the international market was reduced by 3.7%, from 2008.
Components of the year-over-year change in system passenger revenues included:
•

A trafﬁc decline of 5.2% on a capacity reduction of 4.4%, which resulted in a 0.7 percentage point decrease in passenger load factor compared to 2008. The system capacity reduction of 4.4% in 2009 compared to
2008 was in line with the 4.25% to 4.75% ASM capacity reduction projected in Air Canada’s news release dated
November 6, 2009.

•

A system yield decrease of 7.6% from 2008, which was due to a weak economy, reduced high-yield business travel and increased competitive pricing activities. A reduction in fuel surcharges was also a factor in the yield decline year-over-year. •

A weaker Canadian dollar in 2009 versus 2008, which had a positive impact on foreign currency denominated revenues of $184 million in 2009.

•

A RASM decrease of 8.4% versus 2008, which was mainly due to the yield decline, but also to the decrease in passenger load factor.

The table below describes year-over-year percentage changes in passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM.
Year 2009
Versus
Year 2008
Canada
US transborder
Atlantic
Paciﬁc
Other
System

Passenger
Revenue
% Change
(12.6)
(12.5)
(8.6)
(16.7)
(15.8)
(12.5)

Capacity
(ASMs)
% Change

Trafﬁc
(RPMs)
% Change

(3.7)
(7.7)
1.4
(12.5)
(1.7)
(4.4)

Passenger
Load Factor pp Change

(4.1)
(9.6)
(0.6)
(11.7)
(2.3)
(5.2)

Yield
% Change

(0.3)
(1.6)
(1.7)
0.8
(0.5)
(0.7)

(8.7)
(3.2)
(8.0)
(5.7)
(13.8)
(7.6)

RASM
% Change
(9.1)
(5.1)
(9.9)
(4.8)
(14.4)
(8.4)

The table below describes year-over-year percentage changes in system passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
System

Q1

Q2

Q3

Q4

Full Year

Passenger Revenue
Capacity (ASMs)

(13.0)
(10.3)

(16.1)
(5.4)

(13.2)
(3.3)

(7.0)
2.0

(12.5)
(4.4)

Trafﬁc (RPMs)

(10.9)

(7.9)

(2.1)

0.4

(5.2)

(0.5)
(2.3)
(3.0)

(2.2)
(8.9)
(11.3)

1.0
(11.2)
(10.2)

(1.3)
(7.3)
(8.8)

(0.7)
(7.6)
(8.4)

Passenger Load Factor (pp Change)
Yield
RASM

24

2009 Management’s Discussion and Analysis
Domestic passenger revenues decreased 12.6% from 2008
Domestic passenger revenues of $3,591 million in 2009 decreased $517 million or 12.6% from 2008 due to an 8.7% decline in yield and a 4.1% decrease in trafﬁc. In 2009, capacity reductions were reﬂected on all major services with the exception of routes to the Maritimes and within central and western Canada. Components of the year-over-year change in domestic passenger revenues included:
•

A trafﬁc decline of 4.1% on a capacity reduction of 3.7%, which resulted in a 0.3 percentage point decline in passenger load factor. All major domestic services reﬂected passenger load factor decreases with the exception of transcontinental routes.

•

A yield decrease of 8.7% from 2008, which reﬂected the continued weak economic environment resulting in a decline in higher yielding product bookings and greater fare discounting in an effort to stimulate trafﬁc. All major domestic services recorded yield declines.

•

A weaker Canadian dollar in 2009 versus 2008, which had a positive impact on foreign currency denominated revenues of $38 million in 2009.

•

A RASM decline of 9.1% from 2008, which was primarily due to the lower yield.

The table below describes year-over-year percentage changes in domestic passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
Canada

Q1

Q2

Q3

Q4

Full Year

(11.4)
(7.3)

(17.0)
(5.8)

(13.3)
(1.5)

(7.9)
(0.6)

(12.6)
(3.7)

Trafﬁc (RPMs)

(8.3)

(8.2)

0.7

(1.3)

(4.1)

Passenger Load Factor (pp Change)
Yield
RASM

(1.0)
(3.3)
(4.4)

(2.1)
(9.5)
(11.9)

1.8
(13.6)
(11.7)

(0.5)
(6.7)
(7.3)

(0.3)
(8.7)
(9.1)

Passenger Revenue
Capacity (ASMs)

U.S. transborder passenger revenues decreased 12.5% from 2008
U.S. transborder passenger revenues of $1,641 million in 2009 decreased $235 million or 12.5% from 2008 due to lower trafﬁc and a reduced yield. Capacity was reduced on all major U.S. transborder services with the exception of routes to
Florida. Components of the year-over-year change in U.S. transborder passenger revenues included:
•

A trafﬁc decline of 9.6% on a capacity reduction of 7.7%, which resulted in a passenger load factor decline of
1.6 percentage points from 2008.

•

A yield decrease of 3.2% from 2008, which reﬂected the continued weak economic environment and greater fare discounting in an effort to stimulate trafﬁc as well as more aggressive pricing as a result of competitive growth on U.S. leisure routes. Yield declines were reﬂected on all major U.S. transborder services with the exception of
U.S. short-haul business routes between Eastern Canada and Northeastern U.S.

•

A weaker Canadian dollar in 2009 versus the fourth quarter of 2008, which had a positive impact on foreign currency denominated revenue of $60 million in 2009.

•

A RASM decrease of 5.1% from 2008, which was due to both the yield decline and the decrease in passenger load factor.

25

2009 Air Canada Annual Report
The table below describes year-over-year percentage changes in U.S. transborder passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
U.S. transborder
Passenger Revenue
Capacity (ASMs)
Trafﬁc (RPMs)
Passenger Load Factor (pp Change)
Yield
RASM

Q1

Q2

Q3

Q4

Full Year

(17.2)
(13.7)
(14.4)
(0.7)
(3.4)
(4.1)

(14.4)
(4.7)
(9.5)
(3.9)
(5.4)
(10.2)

(13.1)
(8.8)
(8.0)
0.7
(5.4)
(4.6)

(3.7)
(1.8)
(5.0)
(2.5)
1.4
(1.9)

(12.5)
(7.7)
(9.6)
(1.6)
(3.2)
(5.1)

Atlantic passenger revenues decreased 8.6% from 2008
Atlantic passenger revenues of $1,721 million in 2009 decreased $162 million or 8.6% from 2008 due to a lower yield and, to a lesser extent, a decrease in trafﬁc. In 2009, Atlantic capacity increased 1.4% from 2008. Capacity was increased on all major Atlantic services with the exception of the U.K. and the Tel Aviv markets where capacity was reduced year-over-year.
Components of the year-over-year change in Atlantic passenger revenues included:
•

A trafﬁc decrease of 0.6% on a capacity growth of 1.4%, which resulted in a passenger load factor decrease of
1.7 percentage points from 2008.

•

A yield decline of 8.0% from 2008, which reﬂected the continued weak economic environment and increased fare discounting to stimulate trafﬁc. The premium cabin reﬂected a signiﬁcant yield decrease as pricing actions were taken to offer additional discounted Executive First fares and products in an effort to stimulate premium trafﬁc. Yield declines were reﬂected on all major Atlantic services.

•

A weaker Canadian dollar in 2009 versus 2008, which had a positive impact on foreign currency denominated revenues of $23 million in 2009.

•

A RASM decrease of 9.9% from 2008, which was due to both the lower yield and the decrease in passenger load factor.

The table below describes year-over-year percentage changes in Atlantic passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
Atlantic
Passenger Revenue
Capacity (ASMs)
Trafﬁc (RPMs)
Passenger Load Factor (pp Change)
Yield
RASM

26

Q1

Q2

Q3

Q4

Full Year

(12.7)
(9.7)
(12.9)
(2.7)
0.1
(3.4)

(11.1)
(0.1)
(1.6)
(1.3)
(9.7)
(11.0)

(6.7)
6.8
5.9
(0.8)
(11.8)
(12.6)

(4.8)
6.7
2.4
(3.3)
(7.0)
(10.8)

(8.6)
1.4
(0.6)
(1.7)
(8.0)
(9.9)

2009 Management’s Discussion and Analysis
Paciﬁc passenger revenues decreased 16.7% from 2008
Paciﬁc passenger revenues of $829 million in 2009 decreased $166 million or 16.7% from 2008 due largely to an 11.7% decrease in trafﬁc. In 2009, capacity was reduced by 12.5% from 2008 with reductions reﬂected on all major Paciﬁc services with the exception of Hong Kong where capacity was increased year-over-year. Components of the year-over-year change in Paciﬁc passenger revenues included:
•

A trafﬁc decrease of 11.7% on the capacity reduction of 12.5%, which resulted in passenger load factor improvement of 0.8 percentage points from 2008. Air Canada increased its capacity to Hong Kong through the use of a larger aircraft (from an Airbus A340 to a Boeing 777 aircraft), but reduced frequencies on Korea, including the year-over-year suspension of the Toronto non-stop service, reduced frequencies on Vancouver – China, and suspended
Toronto – Narita service in the ﬁrst quarter of 2009, however, this was partially offset by the re-introduction of Toronto – Narita non-stop service in the fourth quarter of 2009.

•

A yield decline of 5.7% from 2008, which reﬂected the continued weak economic environment, increased fare discounting in an effort to stimulate trafﬁc, concerns over H1N1 predominantly impacting Japan and to a lesser extent China and Korea, as well as reduced fuel surcharges year-over-year. The premium cabin reﬂected a signiﬁcant yield decrease as pricing actions were taken to offer additional discounted Executive First fares in an effort to stimulate trafﬁc. Yield decreases were reﬂected on all major Paciﬁc services.

•

A weaker Canadian dollar in 2009 versus 2008, which had a positive impact on foreign currency denominated revenues of $46 million in 2009.

•

A RASM decrease of 4.8% from 2008, which was due to the yield decline.

The table below describes year-over-year percentage changes in Paciﬁc passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
Paciﬁc
Passenger Revenue
Capacity (ASMs)
Trafﬁc (RPMs)
Passenger Load Factor (pp Change)
Yield
RASM

Q1

Q2

Q3

Q4

Full Year

(12.3)
(26.0)
(20.5)
6.2
10.2
18.5

(19.8)
(12.6)
(15.7)
(3.1)
(4.9)
(8.3)

(21.9)
(14.8)
(12.6)
2.1
(10.6)
(8.4)

(9.7)
6.5
4.2
(1.8)
(13.4)
(15.2)

(16.7)
(12.5)
(11.7)
0.8
(5.7)
(4.8)

Other passenger revenues decreased 15.8% from 2008
Other passenger revenues (comprised of South Paciﬁc, Caribbean, Mexico and South America) of $717 million in 2009 decreased $134 million or 15.8% from 2008 due to a lower yield and, to a lesser extent, a decrease in trafﬁc. Components of the year-over-year change in other passenger revenues included:
•

A trafﬁc decrease of 2.3% on the capacity reduction of 1.7%, which resulted in a passenger load factor decrease of
0.5 percentage points compared to 2008.

•

An overall yield decline of 13.8% from 2008, which reﬂected a weak economic environment, increased fare discounting to stimulate trafﬁc, competitive pricing actions, especially in South America, South Paciﬁc and on the Caribbean, the impact over H1N1 concerns on trafﬁc to and from Mexico and reduced fuel surcharges year-over-year. Although both the economy and premium cabins reﬂected yield declines, the premium cabin reﬂected a more pronounced decrease as pricing actions were taken to offer additional discounted Executive First fares in an effort to stimulate trafﬁc.

•

A weaker Canadian dollar in 2009 versus 2008, which had a positive impact on foreign currency denominated revenues of $17 million in 2009.

•

A RASM decrease of 14.4% from 2008, which was largely due to the yield decline.
27

2009 Air Canada Annual Report
The table below describes year-over-year percentage changes in other passenger revenues, capacity, trafﬁc, passenger load factor, yield and RASM by quarter and for the full year.
2009 versus 2008 (% change)
Other
Passenger Revenue
Capacity (ASMs)
Trafﬁc (RPMs)
Passenger Load Factor (pp Change)
Yield
RASM

Q1

Q2

Q3

Q4

Full Year

(11.2)
4.2
1.4
(2.2)
(12.4)
(14.8)

(23.3)
(6.6)
(8.0)
(1.2)
(16.7)
(17.9)

(20.1)
(7.2)
(7.6)
(0.4)
(13.5)
(13.9)

(10.8)
(0.1)
3.3
2.6
(13.7)
(10.7)

(15.8)
(1.7)
(2.3)
(0.5)
(13.8)
(14.4)

Cargo revenues decreased 30% from 2008
Cargo revenues amounted to $358 million in 2009 and were $157 million or 30% below 2008 on a 7% reduction to cargo capacity. One half of the revenue decline in 2009 was due to signiﬁcantly reduced fuel surcharge rates and the cancellation, in 2008, of freighter ﬂying. Weak economic conditions, especially in the ﬁrst nine months of 2009, resulted in reduced trafﬁc volumes and increased competitive pressure on rates which also contributed to the revenue decline.
Freighter revenues declined $29 million as no MD-11 freighter aircraft were operated in 2009 versus one MD-11 freighter which operated to Europe in the ﬁrst six months of 2008. Freighter operations were terminated in June 2008.
Non-freighter revenues decreased $129 million or 26%, reﬂecting a 6% system-wide trafﬁc reduction mainly in North American markets. System cargo yield decreased 22% due to signiﬁcantly lower fuel surcharges and competitive pressure on rates.
Factors contributing to the year-over-year change in cargo revenues included:
•

A decrease in domestic cargo revenues of 35% on 29% less trafﬁc and a 9% decline in yield per RTM. The termination of the Canada Post contract in September 2008 accounted for around three quarters of the trafﬁc decrease. Domestic capacity was down 12% versus 2008.

•

A decrease in Atlantic non-freighter revenues of 30% on 6% less trafﬁc and a 26% lower yield per RTM.

•

A decrease in Paciﬁc revenues of 21% on ﬂat trafﬁc and a 21% lower yield per RTM. Paciﬁc capacity was down 10%.

•

A system trafﬁc decline of 11% (including the impact of the freighter termination in June 2008) and a yield per RTM decline of 22%.

•

A weaker Canadian dollar versus 2008 had a positive impact on foreign currency denominated revenues of
$11 million in 2009.

Other revenues increased 3% from 2008
Other revenues of $882 million in 2009 increased $28 million or 3% from 2008, primarily due to an increase of
$46 million in third party revenues at Air Canada Vacations, mainly the result of higher passenger volumes, and an increase of
$11 million in aircraft sublease revenues. Various factors, including a decrease in revenues from Aeroplan for services related to information technology, amounting to a net decrease of $28 million partly offset these increases.
CASM decreased 5.4% from 2008. Excluding fuel expense, CASM increased 3.3% from 2008
Operating expenses were $10,055 million in 2009, a decrease of $1,066 million or 10% from 2008. A reduction in fuel expense of $971 million or 28% was a major factor in the year-over-year decrease in operating expenses. This operating expense reduction was achieved in spite of the unfavourable impact of a weaker average Canadian dollar versus the
U.S. dollar in 2009 on U.S. denominated operating expenses which resulted in additional operating expenses of $230 million in 2009.

28

2009 Management’s Discussion and Analysis
CASM in 2009 decreased 5.4% over 2008. Excluding fuel expense, CASM increased 3.3% year-over-year. The 3.3% increase in CASM (excluding fuel expense) for 2009 was in line with 3.0% to 3.5% CASM (excluding fuel expense) increase projected in Air Canada’s news release dated November 6, 2009.
The unfavourable impact of a weaker average Canadian dollar versus the U.S. dollar accounted for approximately 44% of the CASM growth (excluding fuel expense) in 2009. In addition to the impact of foreign exchange, other factors accounting for the CASM growth included: growth in aircraft maintenance expenses, increased Jazz CPA expenses, higher unit costs of ownership, and the impact of the capacity reduction. The capacity reduction impacts CASM (excluding fuel expense) disproportionately as Air Canada’s cost structure is such that its ﬁxed costs do not ﬂuctuate proportionately with changes in capacity in the short term. Partly offsetting these increases to CASM (excluding fuel expense) was a reduction in employee beneﬁts expense, the result of revised actuarial assumptions.
The following table compares Air Canada’s operating expenses per ASM for 2009 to Air Canada’s operating expenses per
ASM for 2008.
Full Year
(cents per ASM)
Wages and salaries
Beneﬁts
Ownership (DAR) (1)
Airport user fees
Capacity purchase with Jazz
Aircraft maintenance
Food, beverages and supplies
Communications and information technology
Commissions
Other
Operating expense, excluding fuel expense (2)
Aircraft fuel
Total operating expense

2009
2.51
0.44
1.68
1.64
1.64
1.28
0.49
0.49
0.31
2.34
12.82
4.13
16.95

(1)

cents

2.46
0.56
1.57
1.61
1.53
1.06
0.51
0.46
0.31
2.34
12.41
5.51
17.92

0.05
(0.12)
0.11
0.03
0.11
0.22
(0.02)
0.03
0.41
(1.38)
(0.97)

%
2.0
(21.4)
7.0
1.9
7.2
20.8
(3.9)
6.5
3.3
(25.0)
(5.4)

DAR refers to the combination of Depreciation and amortization, and Aircraft rent.

(2)

Change
2008

Refer to section 21 “Non-GAAP Financial Measures” in this MD&A for additional information.

The following summarizes the main factors in the year-over-year change in operating expenses:
Fuel expense decreased 28% from 2008
Fuel expense amounted to $2,448 million in 2009, a decrease of $971 million or 28% from 2008. Factors contributing to the year-over-year change in fuel expense included:
•

A lower base fuel price, which accounted for a decrease of $1,362 million.

•

A volume-related decrease of $235 million, which included the impact of the termination of freighter ﬂying in
June 2008.

The above-noted decreases were partially offset by the following:
•

Fuel hedging losses of $419 million in 2009 versus fuel hedging gains of $79 million in 2008, an unfavourable variance of $498 million compared to 2008.

•

The unfavourable impact of a weaker average Canadian dollar versus the U.S. dollar, which accounted for an increase of $128 million to fuel expense in 2009.

29

2009 Air Canada Annual Report
The table below provides Air Canada’s fuel cost per litre, excluding and including hedging, for the periods indicated.
Full Year

(Canadian dollars in millions, except where indicated)
Aircraft fuel expense - GAAP (1)
Add: Fuel hedging gains (losses) included in aircraft fuel expense
Add: Net cash settlements on maturing fuel derivatives (designated under hedge accounting and economic hedges) (2)
Economic cost of fuel - Non-GAAP (3)
Fuel consumption (thousands of litres)
Fuel costs per litre (cents) - GAAP
Fuel costs per litre (cents) - excluding fuel hedges
Economic fuel costs per litre (cents) - Non-GAAP

2009
$

2,437

$

(419)

$

88
2,106
3,509,918
69.4
57.5
60.0

Change
2008

$

3,401

$

(129)
3,351
3,762,698
90.4
92.5
89.0

$

(964)

(28)

(498)

79

$

%

(630)

217
(1,245)
(252,780)
(21.0)
(35.0)
(29.0)

168
(37)
(7)
(23)
(38)
(33)

(1)

Fuel expense excludes fuel related to third party carriers, other than Jazz, operating under capacity purchase agreement.

(2)

Excluding early terminated hedging contracts both in Q1 2009 for $172 million covering 2009 and 2010 fuel consumption and in the fourth quarter of 2009 for
$20 million covering 2010 fuel consumption.

(3)

Economic cost of fuel is Air Canada’s best estimate of the cash cost of fuel. It is a non-GAAP measure used by the Corporation and may not be comparable to measures presented by other public companies.

Wages, salaries and beneﬁts expense amounted to $1,751 million in 2009, a decrease of $126 million or 7% from 2008.
Wages and salaries expense totaled $1,492 million in 2009, a decrease of $36 million or 2% from 2008. Factors contributing to the year-over-year change in wage and salaries expense included:
•

A decrease of an average of 1,286 full-time equivalent (“FTE”) employees or 5.3%, which was mainly the result of the 4.4% ASM capacity reduction.

•

In 2009, Air Canada recorded expenses of $25 million related to the “Sharing our Success” employee proﬁt sharing program versus expenses of $29 million in 2008.

The above-noted decreases were partially offset by the following:
•

The impact of a year-over-year increase in average wages of 1.8%, mainly due to contractual progression increases for unionized employees.

•

In 2009, Air Canada recorded expenses of $30 million related to staff reduction programs compared to expenses of
$21 million in 2008.

•

In 2008, Air Canada reversed previously recorded stock-based compensation expense of $5 million. No such reversal occurred in 2009.

Employee beneﬁts expense amounted to $259 million in 2009, a decrease of $90 million or 26% from 2008, mainly due to reduced pension expense and post-employment beneﬁts expenses as a result of revised actuarial assumptions.
Airport and navigation fees decreased 3% from 2008
In 2009, airport and navigation fees of $971 million decreased $30 million or 3% from 2008, on a 3% reduction in aircraft frequencies. Effective January 1, 2010, the Greater Toronto Airports Authority (GTAA) reduced both landing fees and terminal charges by 10% at Toronto Pearson International Airport. Based on current levels of activity, Air Canada estimates that this rate reduction would result in annual savings of $30 million.

30

2009 Management’s Discussion and Analysis
Capacity purchase costs with Jazz increased 3% from 2008
Capacity purchase costs with Jazz, pursuant to the Jazz CPA, amounted to $973 million in 2009 compared to $948 million in 2008, an increase of $25 million or 3%. This year-over-year increase in capacity purchase costs was mainly due to the unfavourable impact of foreign exchange on U.S. denominated Jazz CPA charges paid by Air Canada, which accounted for an increase of $30 million, a year-over-year increase in Jazz CPA rates of $42 million, and other costs amounting to
$1 million. Partially offsetting these increases was the impact of reduced ﬂying which accounted for a decrease of
$34 million, and the impact of the reduction to the mark-up on Jazz CPA rates pursuant to an amendment to the Jazz CPA effective August 1, 2009, which accounted for a decrease of $14 million.
Ownership costs increased 2% from 2008
Ownership costs, comprised of depreciation and amortization, and aircraft rent expense, of $995 million in 2009 increased
$22 million or 2% from 2008. Factors contributing to the year-over-year change in ownership costs included:
•

The addition of new Boeing 777 aircraft to Air Canada’s operating ﬂeet, which accounted for an increase of
$49 million.

•

The impact of a weaker Canadian dollar versus the U.S. dollar, which accounted for an increase of $25 million to aircraft rent expense.

The above-noted increases were partially offset by the following:
•

Changes in aircraft residual values, the result of a weaker Canadian dollar versus the U.S. dollar, which accounted for a decrease of $44 million to depreciation expense.

•

A decrease of $10 million to aircraft rent expense as a result of reduced MD-11 freighter ﬂying as no MD-11 freighter aircraft were operated in 2009 versus one MD-11 freighter operated in the ﬁrst six months of 2008.

Aircraft maintenance expense increased 15% from 2008
In 2009, aircraft maintenance expense of $759 million increased $100 million or 15% from 2008. Factors contributing to the year-over-year change in aircraft maintenance expense included:
•

A net increase of $103 million in airframe maintenance, which was largely due to the timing and scope of airframe events related to the ﬂeets of Airbus A319, A320 and Boeing 767-300 aircraft. In particular, scheduled heavy overhaul maintenance was required on the Airbus A319 aircraft which were delivered in the mid-1990s.

•

The impact of a weaker Canadian dollar versus the U.S. dollar on U.S. denominated maintenance expenses, mainly engine and component maintenance, which accounted for an increase of $37 million to aircraft maintenance expense compared to 2008.

•

A net increase of $7 million in components maintenance, which was largely due to a higher level of components maintenance activity and increased rates year-over-year.

The above-noted increases were partially offset by the following:
•

A net decrease of $12 million in engine maintenance, which was largely due to the removal of Airbus A340 aircraft from Air Canada’s operating ﬂeet during 2008 and lower aircraft maintenance expense related the Airbus A320 and
Boeing 767-300 aircraft. Partly offsetting these decreases was the impact of a higher volume of engine maintenance which was mainly due to an industry campaign for the removal of high pressure turbine blades on the A320 aircraft engine, which resulted in the removal of the blades at an earlier stage than anticipated. Also offsetting these decreases was a higher volume of engine events related to Boeing 777 and Embraer E175 aircraft.

•

A net decrease of $17 million due to an overall reduction in maintenance expenses related to the preparation of aircraft for return to lessors or for sublease to third parties.

31

2009 Air Canada Annual Report
Food, beverages and supplies expense decreased 7% from 2008
In 2009, food, beverages and supplies expense of $291 million decreased $23 million or 7% from 2008 on a 5.2% decrease in passenger trafﬁc. The impact of cost reduction initiatives and reduced contract rates were factors in the decrease to food, beverage and supplies expense compared to the same period in 2008.
Communications and information technology expense increased 3% from 2008
In 2009, communications and information technology expense of $293 million increased $7 million or 3% from 2008.
The unfavourable impact of a weaker Canadian dollar versus the U.S. dollar on U.S. denominated expenses was partly offset by a reduction in information technology project spend and savings achieved through renegotiation of a major information technology supplier contract.
Commission expense decreased 4% from 2008
In 2009, commission expense of $186 million decreased $8 million or 4% from 2008. The impact of a 12.5% passenger revenue decrease versus 2008 was partly offset by the combination of higher passenger sales and a change in commission structure at Air Canada Vacations which resulted in an increase of $8 million to commission expense in 2009. In June 2009,
Air Canada introduced a 7% commission for Canadian travel agents to sell Tango fares for ﬂights within Canada. Although these initiatives have resulted in additional commission expense, overall, based on management’s analysis, the beneﬁts of these initiatives have outweighed the costs by enabling the Corporation to generate increased passenger revenues.
Other operating expenses decreased 4% from 2008
Other operating expenses amounted to $1,388 million in 2009, a decrease of $62 million or 4% from 2008. Factors contributing to the year-over-year change in other expenses included:
•

An increase in expenses related to ground packages at Air Canada Vacations of $27 million compared to 2008, which was mainly due to higher passenger volumes.

•

A reduction in credit card fees of $22 million compared to 2008, which was primarily the result of lower passenger sales.

•

A decrease in “remaining other expenses” of $75 million, which reﬂected the impact of various cost reduction initiatives and the impact of the capacity reduction. Favourable rate adjustments on foreign currency transactions accounted for $37 million of the decrease to other operating expenses.

The following table provides a breakdown of the more signiﬁcant items included in other expenses:
Full Year
(Canadian dollars in millions)
Air Canada Vacations' land costs

Change

2009
$

250

2008
$

223

$
$

%

27

12

Terminal handling

188

180

8

4

Credit card fees

175

197

(22)

(11)

Building rent and maintenance

131

137

(6)

(4)

Crew expenses (meals, transportation and hotels)

118

117

1

1

Miscellaneous fees and services

117

112

5

4

(75)

(15)

(62)

(4)

Remaining other expenses

409
$

32

1,388

484
$

1,450

$

2009 Management’s Discussion and Analysis
Non-operating expense amounted to $355 million in 2009
Non-operating expense amounted to $355 million in 2009 compared to non-operating expense of $170 million in 2008.
Factors contributing to the year-over-year change in 2009 non-operating expense included:
•

Net interest expense increased $130 million from 2008 due to:
- A $43 million decrease in interest income which was due to both lower rates of interest and lower cash balances;
- A $54 million increase in interest expense which was mainly due to the impact of new ﬁnancing transactions completed in 2009, and the unfavourable impact of foreign exchange on interest expense. These increases were partly offset by the impact of lower average interest rates year-over-year. In addition, in 2009,
Air Canada recorded charges amounting to $25 million related to the sale and leaseback transaction of four
Boeing 777 aircraft and a charge of $9 million related to the termination of the capital leases of two Airbus
A340 aircraft and the subsequent sale of these aircraft. These increases were partly offset by a reduction of interest expense on aircraft pre-delivery payments related to Boeing 777 aircraft versus the same period in 2008;
- A lower amount of capitalized interest of $33 million compared to 2008.

•

In 2009, Air Canada recorded an impairment charge of $68 million related to previously capitalized costs incurred pertaining to the development of a new reservation system, referred to as Polaris. Air Canada is currently working towards the implementation of certain components of the solution such as web and fare technology but has suspended activity relating to the implementation of the reservation system. In addition, Air Canada recorded a loss on assets of $24 million pertaining to the sale and leaseback of three Boeing 777 aircraft.

•

In 2008, Air Canada recorded an impairment charge of $38 million relating to the retirement of its ﬂeet of Boeing
767-200 aircraft and gains amounting to $7 million pertaining to the sale of aircraft-related inventory.

•

Gains related to fair value adjustments on derivative instruments amounted to $95 million in 2009 versus gains of
$92 million in 2008. The mark-to-market gains on ﬁnancial instruments recorded in 2009 were mainly related to the change in the fair value of fuel derivatives.

Gains on foreign exchange amounted to $657 million in 2009
Gains on foreign exchange, which were mainly related to U.S. denominated long-term debt, amounted to $657 million in 2009 compared to losses of $655 million in 2008. The gains in 2009 were mainly attributable to a stronger Canadian dollar at December 31, 2009 compared to December 31, 2008. The December 31, 2009 noon day exchange rate was
US$1 = C$1.0466 while the December 31, 2008 noon day exchange rate was US$1 = C$1.2246.
Income tax recovery of $5 million in 2009
Air Canada recorded an income tax recovery of $5 million on a pre-tax loss of $29 million in 2009, which related mainly to an adjustment to current taxes payable. In 2008, a provision for income taxes of $24 million was recorded on a pre-tax loss of $1,001 million which reﬂected future income tax being reclassiﬁed from other comprehensive income to income for realized gains on fuel derivatives. Potential recovery of future income taxes on the 2008 loss was offset by a valuation allowance.

33

2009 Air Canada Annual Report

9. FLEET
The following table provides Air Canada’s operating ﬂeet as at December 31, 2009 (excluding aircraft operated by Jazz under the Jazz CPA):

Total Seats
Widebody Aircraft
Boeing 777-300
Boeing 777-200
Boeing 767-300
Airbus A330-300
Narrowbody Aircraft
Airbus A321
Airbus A320
Airbus A319
EMBRAER 190
EMBRAER 175
Total

Number of
Operating
Aircraft (1)

Average Age

Owned (2)

Capital
Lease (2)

Consolidated
Under
AcG-15 (2)

Operating
Lease

349
270
191-213
265

12
6
30
8

1.8
2.1
16.3
9.2

3
4
1
-

1
8
8

6
-

8
2
15
-

174
146
120
93
73

10
41
35
45
15
202

7.8
16.7
12.0
2.8
4.3
9.7

45
15
68

17
34

5
15
26

5
41
3
74

(1)

Excludes aircraft which have been removed from service.

(2)

Owned aircraft as well as capital leases consolidated under AcG-15 are carried on Air Canada’s statement of ﬁnancial position. Owned aircraft include aircraft ﬁnanced under conditional sales agreements.

In order to support the expansion of its international operations and deliver a superior aircraft product in the international market to and from Canada, Air Canada progressively introduced 18 Boeing 777 aircraft into its ﬂeet starting in 2007.
During 2009, the Corporation took delivery of its last two planned Boeing 777 aircraft, one of which was leased under an operating lease.
In addition to its investment in new aircraft, Air Canada completed a major refurbishment program of its existing aircraft in
2009. All aircraft in its operating ﬂeet were refurbished with the exception of three Boeing 767-300ER aircraft where a light interior renovation was completed. The new ﬂeet-wide amenities include digital quality in-seat monitors with touch-screen controls offering hundreds of hours of audit and video on demand programming, USB ports at every seat, standard in-seat power within reach of every customer and industry leading lie-ﬂat bed suites in Executive First.
At December 31, 2009, pursuant to the Jazz CPA, Jazz operated an operating ﬂeet of 130 aircraft with an average age of
14.6 years comprised of the following aircraft:
•
•
•
•
•

24 Bombardier CRJ-100 aircraft;
30 Bombardier CRJ-200 aircraft;
16 Bombardier CRJ-705 aircraft;
26 Dash 8-300 aircraft; and
34 Dash 8-100 aircraft.

An additional ﬁve Bombardier CRJ-200 aircraft and two Bombardier CRJ-100 aircraft are planned to be removed from the
Jazz ﬂeet during 2010, reducing Jazz’s operating ﬂeet to 123 by May 2010.

34

2009 Management’s Discussion and Analysis
The following table provides the existing and planned ﬂeet changes to Air Canada’s operating ﬂeet (excluding aircraft operated by Jazz under the Jazz CPA):

New Deliveries

December 31, 2009

2010 Fleet Changes

December 31, 2010

2011 ﬂeet changes

December 31, 2011

Planned

December 31, 2008

Actual

Boeing 777-300
Boeing 777-200
Boeing 767-300
Airbus A330-300
Airbus A321
Airbus A320
Airbus A319
EMBRAER 190
EMBRAER 175
Total

10
6
30
8
10
41
35
45
15
200

2
2

12
6
30
8
10
41
35
45
15
202

-

12
6
30
8
10
41
35
45
15
202

(3)
(3)

12
6
27
8
10
41
35
45
15
199

Average age (years)

8.8

Fleet Plan

9.7

10.7

11.6

35

2009 Air Canada Annual Report

10. FINANCIAL AND CAPITAL MANAGEMENT
10.1 FINANCIAL POSITION
The following table provides a condensed statement of ﬁnancial position of Air Canada as at December 31, 2009 and as at
December 31, 2008.
(Canadian dollars in millions)
Assets
Cash, cash equivalents and short-term investments
Other current assets
Current assets
Property and equipment
Intangible assets
Deposits and other assets

December 31, 2009 December 31, 2008

$

$
Liabilities
Current liabilities
Long-term debt and capital leases
Pension and other beneﬁts liabilities
Other long-term liabilities

$

Non-controlling interest
Shareholders’ equity
$

1,407
1,244
2,651
6,369
916
470
10,406

$

3,002
4,054
1,163
540
8,759
201
1,446
10,406

$

$

$

1,005
1,398
2,403
7,469
997
495
11,364
3,678
4,691
1,585
458
10,412
190
762
11,364

Movements in current assets and liabilities are described below under “Working Capital”.
Property and equipment amounted to $6,369 million at December 31, 2009, a reduction of $1,100 million from
December 31, 2008. The reduction was mainly due to the impact of depreciation expense of $602 million in 2009, the sale of two Airbus A340 aircraft and the sale and leaseback of three Boeing 777 aircraft partly offset by additions to capital assets.
Long-term debt and capital leases, including the current portion, amounted to $4,522 million at December 31, 2009, a decrease of $832 million from December 31, 2008. The decrease in long-term debt and capital leases from December
31, 2008 was mainly due to the appreciation of the Canadian dollar and the resulting favourable impact of $702 million on Air Canada’s U.S. dollar debt and capital leases. Borrowings of $926 million, including those under the Credit
Facility described in section 6 of this MD&A, were more than offset by long-term debt and capital lease repayments of
$1,237 million. In addition, the sale and leaseback of a Boeing 777 aircraft was accounted for as a capital lease which resulted in an increase to total long-term debt of $158 million.
The decline in pension and other beneﬁts liabilities of $422 million from December 31, 2008 was primarily due to pension funding of $389 million in 2009. Refer to section 10.6 of this MD&A for a discussion related to Air Canada’s pension funding obligations.
Shareholders’ equity increased by $684 million due mainly to comprehensive income of $422 million and the equity offering completed in October 2009, which raised net proceeds of $249 million.

36

2009 Management’s Discussion and Analysis
10.2 ADJUSTED NET DEBT
The table reﬂects Air Canada’s adjusted net debt balances and net debt to net debt plus equity ratio as at December 31, 2009 and as at December 31, 2008.
(Canadian dollars in millions)
Total long-term debt and capital leases
Current portion of long-term debt and capital leases
Total long-term debt and capital leases including current portion
Non-controlling interest
Less cash, cash equivalents and short-term investments
Net debt and non-controlling interest
Capitalized operating leases (1)
Adjusted net debt and non-controlling interest
Less pre-delivery (PDP) ﬁnancing included in long-term debt
Adjusted net debt and non-controlling interest, excluding PDP ﬁnancing
Shareholders’ equity
Adjusted net debt to net debt plus equity ratio, excluding PDP ﬁnancing
(1)

December 31, 2009 December 31, 2008

Change $

$

4,054
468
4,522
201
(1,407)
3,316
2,513
5,829
-

$

4,691
663
5,354
190
(1,005)
4,539
2,093
6,632
(81)

$

(637)
(195)
(832)
11
(402)
(1,223)
420
(803)
81

$
$

5,829
1,446

$
$

6,551
762

$
$

(722)
684

80.1 %

89.6 %

(9.5) pp

Adjusted net debt is a non-GAAP measure used by the Corporation and may not be comparable to measures presented by other public companies. The Corporation includes capitalized operating leases which is a measure commonly used in the industry to ascribe a value to obligations under operating leases. Common industry practice is to multiply annualized aircraft rent expense by 7.5. This deﬁnition of capital is used by the Corporation and may not be comparable to similar measures presented by other public companies. Aircraft rent was $335 million for the twelve months ended December 31, 2009 and $279 million for the twelve months ended
December 31, 2008. Aircraft rent expense includes aircraft rent associated with aircraft subleased to third parties. The sublease revenue associated with these aircraft leases is included in Other revenues on Air Canada’s consolidated statement of operations.

At December 31, 2009, adjusted net debt and non-controlling interest, including capitalized operating leases and excluding
PDP ﬁnancing, decreased $722 million from December 31, 2008. The value of capitalized operating leases increased by
$420 million primarily as a result of an increase in aircraft rent expense, mainly due to the impact of a weaker average
Canadian dollar during 2009 versus 2008, and the sale and leaseback transactions of Boeing 777 aircraft completed in 2009.
This was more than offset by a decrease in net debt of $1,223 million. Net debt declined mainly due to the impact of a stronger Canadian dollar as at December 31, 2009 versus the exchange rate as at December 31, 2008, which accounted for $702 million, and the impact of certain transactions to increase liquidity completed in 2009. For additional information related to these transactions, refer to section 6 of this MD&A.
The adjusted net debt to net debt plus equity ratio for Air Canada decreased to 80.1% at December 31, 2009 from 89.6% at December 31, 2008.
Shareholders’ equity was favourably impacted by comprehensive income of $422 million recorded in 2009, which included foreign exchange gains of $657 million, and net proceeds of $249 million from the equity offering completed in 2009, which is further described in section 6 of this MD&A.

37

2009 Air Canada Annual Report
10.3 LIQUIDITY
At December 31, 2009, cash, cash equivalents and short-term investments amounted to $1,407 million, or 14% of 2009 operating revenues. Refer to section 13 of this MD&A for a discussion on Air Canada’s liquidity risks.
Working capital
The following table provides additional information on Air Canada’s working capital balances at December 31, 2009 as compared to December 31, 2008.
(Canadian dollars in millions)
Cash and short-term investments
Accounts receivable
Collateral deposits for fuel derivatives
Other current assets
Accounts payable and accrued liabilities
Fuel derivatives in current liabilities
Advance ticket sales
Current portion of long-term debt and capital leases

December 31, 2009 December 31, 2008
$

$

1,407
701
43
500
(1,215)
(31)
(1,288)
(468)
(351)

$

$

1,005
702
328
368
(1,262)
(420)
(1,333)
(663)
(1,275)

Change $
$

$

402
(1)
(285)
132
47
389
45
195
924

The working capital deﬁciency of $351 million has improved by $924 million from December 31, 2008, largely due to the ﬁnancing activities undertaken by Air Canada, as described in section 6 of this MD&A and working capital generated from operating activities which amounted to approximately $450 million. This was partly offset by pension funding payments of
$389 million and the impact of capital expenditures of $232 million in 2009.
Collateral deposits for fuel derivatives
The Corporation currently holds, within its derivative portfolio, swaps and put option contracts which could expose the
Corporation to the potential of posting cash collateral deposits. Once the fair value in favour of the counterparties of certain fuel derivatives exceeds certain agreed credit thresholds with those counterparties, the Corporation is responsible for extending collateral to the counterparties to cover their exposure.
As at January 31, 2010, the total cash collateral deposits held by counterparties amounted to $55 million ($43 million at December 31, 2009 and $328 million at December 31, 2008). If oil prices remain at their current levels for 2010, the collateral extended would cover the expected losses on existing fuel hedging contracts maturing in 2010 and would not generate additional cash outﬂows to the Corporation. Refer to section 13 of this MD&A for a discussion on fuel price risk.
At December 31, 2009, Air Canada’s sensitivity on cash collateral deposits was approximately US$2.5 million for every US$1 change in commodity prices (with increases to commodity prices beneﬁting the Corporation by lowering cash collateral deposit requirements and decreases having the reverse impact).

38

2009 Management’s Discussion and Analysis
Consolidated cash ﬂow movements
The following table provides the cash ﬂow movements for Air Canada for the periods indicated:

(Canadian dollars in millions)
Net cash from operating activities

Fourth Quarter
2008
Change $

2009
$

Fuel hedge collateral deposits, net

43

$

25

62

Pension funding

(60)

Changes in non-cash working capital

(55)

Cash ﬂows used for operating activities

(10)

$

(322)

18

Full Year
2008

2009
$

188

Change $

$

$

559

(371)

384

268

(322)

590

(116)

56

(389)

(456)

67

135

(190)

(234)

117

(351)

(278)

268

(167)

(102)

(65)

Additions to capital assets

(42)

(150)

108

(232)

(883)

651

Free cash ﬂow (1)

(52)

(428)

376

(399)

(985)

586

Proceeds from contractual commitment

7

Proceeds from sale and leaseback transactions
Funding of Aveos letter of credit

230

(4)

103

38

65

552

708

(156)
(59)

380

-

230

40

(8)

Cash ﬂows from investing activities
(excluding additions to capital assets)

-

(40)

-

59

111

(125)

Other

(236)

214

206

8

(29)

62

(91)

(3)

(5)

254

Reduction of long-term debt and capital lease obligations

95

1,070

1,073

558

(555)

926

871

55

249

Issue of common shares & warrants

159

3

Borrowings

-

249

256

-

256

(381)

Other

(284)

-

Cash ﬂows from (used for) ﬁnancing activities

$

198

(109)

(992)

-

(245)

5

(5)

(116)

61

616

(28)

644

236
$

(55)

71

(111)
$

(3)

(400)

2

125

(1,237)

3

271

73

Net increase (decrease) in short-term investments

(97)

(3)

(129)

Net increase (decrease) in cash and cash equivalents

(1)

-

-

Short-term investments

Net increase (decrease) in cash, cash equivalents and short-term investments

11

380

Proceeds from sale of assets

-

(214)

(206)

307

$

402

$

(234)

(8)
$

636

Free cash ﬂow is a non-GAAP measure used by the Corporation and may not be comparable to measures presented by other public companies. Air Canada considers free cash ﬂow to be an indicator of the ﬁnancial strength and performance of its business because it shows how much cash is available to repay debt, meet ongoing ﬁnancial obligations and reinvest in the Corporation.

Air Canada’s free cash ﬂow improved $376 million from the fourth quarter of 2008 and $586 million when compared to the full year 2008. The improvement in free cash ﬂow was mainly due to the impact of reduced capital expenditures, a reduction in fuel hedge collateral deposits requirements, improved cash operating results and the impact of lower past service cost contributions as a result of the adoption of new pension funding regulations in July 2009. Partly offsetting these favourable changes was unfavourable changes in non-cash working capital balances. Working capital in 2009 was negatively impacted by the decrease in advance ticket sales and passenger revenues; however this trend improved during the fourth quarter of
2009. Also negatively impacting working capital in 2009 was the expiry of the Aeroplan accelerated payment agreement, reached in 2008.

39

2009 Air Canada Annual Report
10.4 CAPITAL EXPENDITURES AND RELATED FINANCING ARRANGEMENTS
Air Canada has 37 ﬁrm orders for Boeing 787 aircraft with The Boeing Company (“Boeing”). Air Canada also holds purchase options for 13 Boeing 787 aircraft and purchase rights for 10 Boeing 787 aircraft and 18 Boeing 777 aircraft. Air Canada’s ﬁrst Boeing 787 aircraft is scheduled for delivery in the second half of 2013.
For the ﬁrm aircraft orders, the Corporation has ﬁnancing commitments from Boeing and the engine manufacturer covering
31 of the 37 Boeing 787 aircraft. The ﬁnancing terms for 28 out of the 31 covered aircraft is for 80% of the aircraft delivery price and the term to maturity is 12 years with straight-line principal repayments. For the remaining three out of the
31 covered aircraft, the ﬁnancing under the commitment covers up to 90% of the capital expenditure and the term to maturity is 15 years with principal payments made on a mortgage style basis resulting in equal installment payments of principal and interest over the term to maturity.
The table below provides Air Canada’s current projected, planned and committed capital expenditures for 2010, for the next four years and after 2014.
(Canadian dollars in millions)

2010

2011

2012

2013

2014

Projected committed expenditures
Projected planned but uncommitted expenditures
Total projected expenditures (1) (2)
Projected ﬁnancing on committed expenditures

$

74
60
134
-

$

47
93
140
-

$

121
112
233
-

$

731
118
849
(566)

$

979
50
1,029
(775)

Total projected expenditures, net of ﬁnancing

$

134

$

140

$

233

$

283

$

Thereafter
$

2,860

254

(1)
(2)

40

U.S. dollar amounts are converted using the December 31, 2009 noon day exchange rate of US$1 = C$1.0466. Final aircraft delivery prices include estimated escalation and interest on deferred delivery payments.
The dollar amounts reﬂected above do not include obligations pertaining to day-to-day operations.

2009 Management’s Discussion and Analysis
10.5 CONTRACTUAL OBLIGATIONS
The table below provides Air Canada’s current contractual obligations for 2010, for the next four years and after 2014.
(Canadian dollars in millions)
Long-term debt, capital leases and interest repayment obligations (1)
Operating lease obligations (2)
Committed capital expenditures (3)
Total contractual obligations (4) (5)

2010

2011

2012

2013

2014

Thereafter

Total

$

761
419
74

$

1,004
375
47

$

734
355
121

$

773
322
731

$

593
257
979

$

2,025
902
2,860

$

5,890
2,630
4,812

$

1,254

$

1,426

$

1,210

$

1,826

$

1,829

$

5,787

$ 13,332

(1)

The interest repayment obligations relate to long-term debt, debt consolidated under AcG-15 and capital leases.

(2)

The operating lease obligations above mainly relate to U.S. dollar aircraft operating leases.

(3)

The committed capital expenditures above mainly relate to U.S. dollar aircraft-related expenditures. These expenditures also include purchases relating to system development costs, facilities and leasehold improvements.

(4)

Total contractual obligations exclude commitments for goods and services required in the ordinary course of business. Also excluded are other long-term liabilities mainly due to reasons of uncertainty of timing of cash ﬂows and items which are non-cash in nature.

(5)

The table above excludes the future minimum non-cancelable commitment under the capacity purchase agreement with Jazz of $732 million for 2010 and the minimum annual commitment to purchase Aeroplan® Miles from Aeroplan of $211 million for 2010. Future commitments for 2011 and beyond are not yet determinable.

Fair value test
Certain aircraft lease agreements contain a fair value test, beginning on July 1, 2009, and annually thereafter until lease expiry. This test relates to 24 aircraft under lease of which 23 are accounted for as capital leases and the remainder relate to leasing entities that are consolidated under AcG-15. Under the test, the Corporation may be required to prepay certain lease amounts or to provide additional collateral, based on aircraft fair values, as of the date of the test. Any amounts prepaid would be recorded as a reduction of the lease obligation. The Corporation contracts with certain third parties to provide residual value support for certain aircraft. If the Corporation is required to prepay lease obligations as a result of value tests, these amounts would be recoverable from the third party residual value support provider upon lease expiry to the extent that the adjusted obligation taking into account prepayments is less than the residual value support. The maximum amount payable on July 1, 2010, assuming the related tests establish an aircraft value of nil, is $599 million (US$572 million). The maximum payable amount declines over time to nil upon lease expiry. In July 2009, additional collateral of $8 million in the form of cash deposits were made under the fair value test. As the Corporation does not expect to have to prepay or provide additional collateral in any signiﬁcant amounts based upon expectations of aircraft fair values into the future, the amortized cost of these capital lease obligations reﬂects the scheduled payments over the term to ﬁnal maturity. However, there can be no assurance that aircraft fair values will not decrease in the future such that the Corporation would be required to prepay signiﬁcant amounts.

41

2009 Air Canada Annual Report
10.6 PENSION FUNDING OBLIGATIONS
The Corporation maintains several deﬁned beneﬁt pension plans as described in section 16 of this MD&A. As at
January 1, 2009, based on the actuarial valuations which were used to determine certain pension funding requirements in 2009, the aggregate solvency deﬁcit in the registered pension plans was $2,835 million. Based on preliminary actuarial valuations as at January 1, 2010, the preliminary estimate of the aggregate solvency deﬁcit in the registered plans is estimated to be between $2,500 million and $2,700 million. This preliminary estimate of the solvency deﬁcit range includes the impact of the actual return on plan assets partially offset by a decrease in the discount rate used to value the beneﬁt obligation which has the effect of increasing the beneﬁt obligation. The ﬁnal actuarial valuations for January 1, 2010 will be completed in the ﬁrst half of 2010 but, as described below, they will not impact the 2010 pension funding obligations.
In July 2009, the Government of Canada adopted the Air Canada 2009 Pension Regulations. The Air Canada 2009 Pension
Regulations relieve the Corporation from making any special (past service cost) payments in respect of the period beginning
April 1, 2009 and ending December 31, 2010. Thereafter, in respect of the period from January 1, 2011 to December 31,
2013, the aggregate annual past service contribution shall equal the lesser of (i) $150 million, $175 million, and $225 million in respect of 2011, 2012, and 2013, respectively and (ii) the maximum past service contribution permitted under the Income Tax Act.
The Air Canada 2009 Pension Regulations were adopted in coordination with the Pension MOUs identiﬁed in section 6 of this MD&A. Pursuant to the Pension MOUs, on October 26, 2009, Air Canada issued to a trust, 17,647,059 Class B voting shares. This number of shares represented 15% of the shares of Air Canada issued and outstanding as at the date of the
Pension MOUs and the date of issuance (in both cases after taking into account such issuance). All net proceeds of sale of such shares by the trust are to be contributed to the pension plans. For so long as the trust continues to hold at least 2% of Air Canada’s issued and outstanding shares of Air Canada, the trustee will have the right to designate one nominee (who shall not be a member or ofﬁcer of any of Air Canada’s Canadian-based unions) to Air Canada’s board of directors, subject to completion of Air Canada’s usual governance process for selection and conﬁrmation of director nominees. Current service contributions will continue to be made in the normal course while the Air Canada 2009 Pension Regulations are in effect.
After consideration of the effect of the Air Canada 2009 Pension Regulations, as outlined above, employer pension funding contributions amounted to $389 million in 2009.
(Canadian dollars in millions)

2009 Contributions

2008 Contributions

Past service cost for registered pension plans
Current service cost for registered pension plans
Other pension arrangements (1)

$

140
185
64

$

189
165
102

Total contributions

$

389

$

456

(1)

42

Includes retirement compensation arrangements, supplemental plans and international plans.

2009 Management’s Discussion and Analysis
The following table provides indicative ﬁgures of Air Canada’s pension funding obligations, on a cash basis, for 2010 and for the next three years. Actual funding obligations are dependant on a number of factors, including the Air Canada 2009
Pension Regulations described above for past service, the assumptions used in the last ﬁled actuarial valuation reports for current service (including a discount rate of 6.25%), the plan demographics at the valuation date, the existing plan provisions, existing pension legislation and changes in the economic conditions, mainly the return on fund assets and changes in interest rates. Actual contributions which are determined on the basis of future valuation reports ﬁled annually may vary signiﬁcantly from projections. In addition to changes in plan demographics and experience, actuarial assumptions and methods may be changed from one valuation to the next including by reason of changes in plan experience, ﬁnancial markets, future expectations, changes in legislation and other factors. As of 2014, the Air Canada 2009 Pension Regulations will cease to have effect and Air Canada’s pension funding obligations may vary signiﬁcantly based on a wide variety of factors, including regulatory developments, assumptions and methods used and changes in the economic conditions, mainly the return on fund assets and changes in interest rates.
2010

(Canadian dollars in millions)

2011

2012

2013

Past service domestic registered plans
Current service domestic registered plans
Other pension arrangements (1)

$

161
78

$

138
165
79

$

173
170
81

$

221
175
83

Projected pension funding obligations

$

239

$

382

$

424

$

479

(1)

Includes retirement compensation arrangements, supplemental plans and international plans.

The net deﬁcit, on an accounting basis, at December 31, 2009 for pension beneﬁts was $1,186 million ($1,012 million in
2008). The increase in the accounting deﬁcit is mainly the result of an increase to the accrued beneﬁt obligation resulting from a decrease in the discount rate largely offset by a higher than expected return on plan assets.

43

2009 Air Canada Annual Report
10.7 SHARE INFORMATION
An aggregate of 278,147,059 Class A variable voting shares and Class B voting shares in the capital of Air Canada are issued and outstanding . The issued and outstanding shares of Air Canada, along with shares potentially issuable, are as follows:
Number of shares at
January 31, 2010
December 31, 2008
Issued and outstanding shares
Class A variable voting shares
Class B voting shares
Total issued and outstanding shares
Class A variable voting and Class B voting shares potentially issuable
Warrants
Stock options
Performance share units
Total shares potentially issuable
Total outstanding and potentially issuable shares

59,341,968
218,805,091
278,147,059

15,475,659
84,524,341
100,000,000

90,250,000
3,963,474
561,846
94,775,320

1,701,447
559,885
2,261,332

372,922,379

102,261,332

Under the Credit Facility identiﬁed in section 6 of this MD&A, Air Canada issued to the lenders, concurrently with the ﬁrst drawdown, warrants for the purchase of ﬁve million of Air Canada’s Class A variable voting shares or Class B voting shares representing an aggregate of 5% of the total issued and outstanding shares as at the closing date of the Credit Facility, allocated among the lenders based on their pro-rata lending commitments under the Credit Facility. These initial warrants have an exercise price of $1.51 per share, are exercisable at any time and expire four years after the date of issuance. In the event that Air Canada did not grant additional security over certain assets within 90 days of closing, Air Canada was required to issue to the lenders additional warrants representing up to an additional ﬁve million shares or 5% of the total issued and outstanding shares (determined at the time of issuance of such additional warrants) with an average exercise price established based on a volume weighted average price over the ﬁve days before issuance, exercisable at any time and expiring four years after the date of issuance. These additional warrants were issued on October 19, 2009 and have an exercise price of $1.44 per share.
Pursuant to the Pension MOUs, on October 26, 2009, Air Canada issued to a trust, 17,647,059 Class B voting shares.
This number of shares represented 15% of the shares of Air Canada issued and outstanding as at the date of the Pension
MOUs and the date of issuance (in both cases after taking into account such issuance). All net proceeds of sale of such shares by the trust are to be contributed to the pension plans. For so long as the trust continues to hold at least 2% of the issued and outstanding shares of Air Canada, the trustee will have the right to designate one nominee (who shall not be a member or ofﬁcer of any of Air Canada’s Canadian-based unions) to Air Canada’s board of directors, subject to completion of Air Canada’s usual governance process for selection and conﬁrmation of director nominees.
On October 27, 2009 Air Canada completed a previously announced bought deal public offering pursuant to which it sold to an underwriting syndicate 160,500,000 units (the “Units”) of Air Canada at a price of $1.62 per Unit for aggregate gross proceeds to Air Canada of $260 million (net proceeds of $249 million after expenses and underwriter fees). Each Unit was comprised of one Class A variable voting share (the “Variable Voting Shares”) or one Class B voting share (the “Voting
Shares”, and, together with the Variable Voting Shares, the “Shares”) of Air Canada, and one-half of one share purchase warrant. Each whole share purchase warrant is deﬁned as a “Warrant”. Each Warrant will entitle the holder thereof to acquire one Variable Voting Share or one Voting Share (each, a “Warrant Share”) at an exercise price of $2.20 per Warrant
Share, at any time prior to 36 months following October 27, 2009. In the event that, prior to the time of expiry of the
Warrants, the 20-day volume weighted average trading price of the Variable Voting Shares on the Toronto Stock Exchange
(“TSX”) is equal to or greater than $4.00 or the 20-day volume weighted average trading price of the Voting Shares on the
TSX is equal to or greater than $4.00 (each, an “Acceleration Event”), Air Canada shall have the right, at its option, within
10 business days after the Acceleration Event, to accelerate the time of expiry of the Warrants.

44

2009 Management’s Discussion and Analysis

11. QUARTERLY FINANCIAL DATA
The following table summarizes quarterly ﬁnancial results and major operating statistics for Air Canada for the last eight quarters. (Canadian dollars in millions, except per share ﬁgures)
Operating revenues

Q1
2008

Q2
2008

Q3
2008

Q4
2008

Q1
2009

Q2
2009

Q3
2009

Q4
2009
$ 2,348

$ 2,727

$ 2,782

$ 3,075

$ 2,498

$ 2,391

$ 2,330

$ 2,670

Aircraft fuel

715

848

1,064

792

593

572

682

601

Ownership (DAR) (1)

234

242

243

254

245

248

252

250

Other operating expenses

1,790

1,685

1,656

1,598

1,741

1,623

1,668

1,580

Operating expenses

2,739

2,775

2,963

2,644

2,579

2,443

2,602

2,431

(12)

7

112

(146)

(188)

(113)

68

(83)

(125)
(137)

7

112

(146)

(188)

(113)

68

(83)

(151)

115

(244)

(581)

(212)

268

209

27

122

Operating income (loss) before the undernoted item
Provision for cargo investigations
Operating income (loss)

(2)

Total non-operating income (expense), non-controlling interest, foreign exchange gain (loss) and income tax
Net income (loss)

$ (132)

$ (727)

$ (400)

Revenue passenger miles (millions)

$ (288)
12,331

$

12,884

14,458

10,845

10,984

$

11,862

155

$

14,153

277

$

10,885

(56)

Available seat miles (millions)

15,407

15,581

17,515

13,571

13,821

14,735

16,946

13,841

Passenger load factor (%)

80.0

82.7

82.5

79.9

79.5

80.5

83.5

78.6

RASM (cents)

15.0

15.7

15.7

16.0

14.5

13.9

14.1

14.6

CASM (cents)

17.8

17.8

16.9

19.5

18.7

16.6

15.4

17.6

CASM, excluding fuel expense (cents)

13.1

12.4

10.8

13.6

14.4

12.7

11.3

13.2

Fuel price per litres (cents) (3)

75.2

89.2

101.0

95.8

71.4

65.4

68.6

72.6

EBITDAR before the provision for cargo investigations (4)
EBITDAR

(4)

Earning (loss) per share
- Basic
- Diluted

$

222

$

249

$

355

$

108

$

57

$

135

$

320

$

167

$

97

$

249

$

355

$

108

$

57

$

135

$

320

$

167

$ (2.88)
$ (2.88)

$ 1.22
$ 1.22

$ (1.32)
$ (1.32)

$ (7.27)
$ (7.27)

(1)

$ (0.25)
$ (0.25)

Includes fuel handling and is net of fuel hedging results.

(4)

$ 2.77
$ 2.44

A provision for cargo investigations and proceedings of $125 million was recorded in the ﬁrst quarter of 2008.

(3)

$ 1.55
$ 1.55

DAR refers to the combination of Depreciation and amortization, and Aircraft rent expenses.

(2)

$ (4.00)
$ (4.00)

See section 21 “Non-GAAP Financial Measures” in this MD&A for additional information.

45

2009 Air Canada Annual Report

12. SELECTED ANNUAL INFORMATION
The following table provides selected annual information for Air Canada for the years 2007 through to 2009.
(Canadian dollars in millions, except per share ﬁgures)
Operating revenues
Operating expenses
Operating income (loss) before the provision for cargo investigations
Provision for cargo investigations
Operating income (loss)

2009
$

Total non-operating income (expense), non-controlling interest, foreign exchange gain (loss) and income tax

9,739
10,055
(316)
(316)

2008
$

292
$

(24)

$

EBITDAR
EBITDAR excluding the provision for cargo investigations

$
$

679
679

$
$

Earning (loss) per share
- Basic
- Diluted

$
$

(0.18)
(0.18)

$
$

Cash, cash equivalents and short-term investments
Total assets
Total long-term liabilities (1)
Total liabilities

$
$
$
$

1,407
10,406
6,140
8,759

Shareholders’ equity

46

$

(861)

Net income (loss)

$

1,446

(1)

11,082
11,121
(39)
(125)
(164)

2007

(1,025)

10,646
10,213
433
433
(4)

$

429

$
$

1,263
1,263

(10.25)
(10.25)

$
$

4.29
4.27

$
$
$
$

1,005
11,364
7,309
10,412

$
$
$
$

1,239
11,820
6,579
9,193

$

762

$

2,443

934
809

Total long-term liabilities include long-term debt (including current portion) and capital leases, pension and other beneﬁt liabilities and other long-term liabilities.

2009 Management’s Discussion and Analysis

13. FINANCIAL INSTRUMENTS AND RISK MANAGEMENT
Risk management
Under its risk management policy, the Corporation manages its interest rate risk, foreign exchange risk, and market risk through the use of various interest rate, foreign exchange, and fuel derivative ﬁnancial instruments. The Corporation uses derivative ﬁnancial instruments only for risk management purposes, not for generating trading proﬁt.
The Corporation engages in derivative hedging to mitigate various risks. The derivative fair values represent the amount of the consideration that could be exchanged in an arm’s length transaction between willing parties who are under no compulsion to act. Fair value of these derivatives is determined using active markets, where available. When no such market is available, valuation techniques are applied such as discounted cash ﬂow analysis. Where practical, the valuation technique incorporates all factors that would be considered in setting a price, including the Corporation’s own credit risk and the credit risk of the counterparty.
Interest rate risk
Interest rate risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in market interest rates.
The Corporation enters into both ﬁxed and ﬂoating rate debt and also leases certain assets where the rental amount ﬂuctuates based on changes in short term interest rates. The Corporation manages interest rate risk on a portfolio basis and seeks ﬁnancing terms in individual arrangements that are most advantageous taking into account all relevant factors, including credit margin, term and basis. The risk management objective is to minimize the potential for changes in interest rates to cause adverse changes in cash ﬂows to the Corporation. The temporary investment portfolio which earns a ﬂoating rate of return is an economic hedge for a portion of the ﬂoating rate debt.
The ratio of ﬁxed to ﬂoating rate obligations outstanding is designed to maintain ﬂexibility in the Corporation’s capital structure and is based upon a long term objective of 60% ﬁxed and 40% ﬂoating. The ratio at December 31, 2009 is
59% ﬁxed and 41% ﬂoating, including the effects of interest rate swap positions (58% and 42%, respectively, as at
December 31, 2008).
The following are the current derivatives employed in interest rate risk management activities and the adjustments recorded during 2009:
•

In 2009, the Corporation entered into an interest rate swap agreement, with a term to November 2011, relating to the Credit Facility, with an original notional value of $600 million systematically declining as payments are made to $450 million by the end of its two-year term. This swap converts the Credit Facility’s bankers’ acceptance rate setting from “in advance” to “in arrears minus 0.2%”. The fair value of this contract as at December 31, 2009 was
$1 million in favour of the counterparty. This derivative instrument has not been designated as a hedge for accounting purposes and is recorded at fair value. During 2009, a loss of $1 million was recorded in gain on ﬁnancial instruments recorded at fair value related to this derivative.

•

As at December 31, 2009, the Corporation had two interest rate swap agreements in place with terms to July 2022 and January 2024 relating to two Boeing 767 aircraft ﬁnancing agreements with an aggregate notional value of
$92 million (US$88 million) (2008 - $118 million (US$96 million)). These swaps convert the lease payments on the two aircraft leases from ﬁxed to ﬂoating rates. The fair value of these contracts as at December 31, 2009 was
$12 million in favour of the Corporation ($21 million in favour of the Corporation in 2008). These derivative instruments have not been designated as hedges for accounting purposes and are recorded at fair value. In 2009, a loss of $9 million was recorded in gain on ﬁnancial instruments recorded at fair value related to these derivatives
(a gain of $14 million in 2008).

Interest income includes $10 million ($47 million in 2008) related to cash and cash equivalents, short-term investments, and collateral deposits for fuel derivatives, which are classiﬁed as held for trading. Interest expense reﬂected on Air Canada’s consolidated statement of operations relates to ﬁnancial liabilities recorded at amortized cost.

47

2009 Air Canada Annual Report
Foreign exchange risk
Foreign exchange risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in foreign exchange rates. The Corporation’s risk management objective is to reduce cash ﬂow risk related to foreign denominated cash ﬂows.
The Corporation’s cash inﬂows are primarily in Canadian dollars, while a large portion of its outﬂows are in U.S. dollars.
This unbalanced mix results in a U.S. dollar shortfall from operations annually. In order to mitigate this imbalance, the
Corporation has adopted the practice of converting excess revenues from offshore currencies into US dollars. In 2009, this conversion generated coverage of approximately 29% of the imbalance. The remaining 71% was covered through the use of a variety of foreign exchange derivatives, including spot transactions and U.S. dollar investments, which had maturity dates corresponding to the forecasted shortfall dates. The level of foreign exchange derivatives expiring at any one point in time is dependent upon a number of factors, which include the amount of foreign revenue conversion available, U.S. dollar net cash ﬂows, as well as the amount attributed to aircraft and debt payments.
The following are the current derivatives employed in foreign exchange risk management activities and the adjustments recorded in 2009:
As at December 31, 2009, the Corporation had outstanding foreign currency option agreements converting U.S. dollars into Canadian dollars on $99 million (US$95 million) which mature in 2010 and ($632 million (US$516 million) in 2008)
$5 million (€3 million) which mature in 2010 (2008 - $632 million (US$516 million) and $5 million (€3 million)). The fair value of these foreign currency contracts as at December 31, 2009 was $4 million in favour of the counterparties
($64 million in 2008 in favour of the Corporation). These derivative instruments have not been designated as hedges for accounting purposes and are recorded at fair value. In 2009, a loss of $7 million was recorded in foreign exchange gain (loss) related to these derivatives ($327 million gain in 2008).
Fuel price risk
In order to manage its exposure to jet fuel prices and to help mitigate volatility in operating cash ﬂows, the Corporation enters into derivative contracts with ﬁnancial intermediaries. The Corporation uses derivative contracts on jet fuel and other crude oil-based commodities, heating oil and crude oil. Heating oil and crude oil commodities are used due to the relative limited liquidity of jet fuel derivative instruments on a medium to long-term horizon since jet fuel is not traded on an organized futures exchange. The Corporation’s policy permits hedging of up to 75% of the projected jet fuel purchases for the next 12 months, 50% for the next 13 to 24 months and 25% for the next 25 to 36 months. These are maximum
(but not mandated) limits. There is no minimum monthly hedging requirement. There are regular reviews to adjust the strategy in light of market conditions. The Corporation does not purchase or hold any derivative ﬁnancial instrument for speculative purposes.
In 2009, the Corporation purchased crude oil call options. The premium related to these contracts was $6 million.
At January 31, 2010, approximately 21% of the Corporation’s anticipated purchases of jet fuel for the remainder of 2010 is hedged at an average West Texas Intermediate (“WTI”) capped price of USD$93 per barrel, and approximately 10% is subject to an average ﬂoor price of US$96 per barrel. The Corporation’s contracts to hedge anticipated jet fuel purchases over the 2010 period is comprised of jet fuel and crude-oil based contracts.
The following table outlines the notional volumes per barrel outstanding at January 31, 2010, along with the WTI-weighted average ﬂoor and capped price for each year currently hedged by type of derivative instruments.
Outstanding at January 31, 2010

Derivative Instruments
Call Options

(1)

Term

Volume (BBLs)

WTI-weighted
Average Floor Price
(US$ per barrel)

WTI-weighted
Average Capped Price
(US$ per barrel)

2010

2,345,000

n/a

90

Swaps (1)

2010

975,000

99

99

(1)

2010

1,055,000

93

95

Collars
(1)

48

Air Canada is expected to generate fuel hedging gains if oil prices increase above the average capped price and is exposed to fuel hedging losses if oil prices decrease below the average ﬂoor price.

2009 Management’s Discussion and Analysis
In 2009, fuel derivative contracts cash settled with a fair value of $88 million in favour of the counterparties ($129 million in favour of the Corporation in 2008).
After considering the costs and beneﬁts speciﬁc to the application of cash ﬂow hedge accounting, the Corporation elected to discontinue hedge accounting for all fuel derivatives effective the third quarter of 2009. Therefore as of July 1, 2009, all fuel hedging contracts were considered “economic hedges” and the periodic change in their fair market value was recorded in other non-operating income under gain (loss) on ﬁnancial instruments recorded at fair value. A fair value gain of $102 million was recognized in 2009 (a loss of $9 million in 2008).
While applying hedge accounting, the Corporation had recorded losses under accumulated other comprehensive loss
(“AOCL”) which will be recognized under fuel expense in the period where the derivative is schedule to mature. Throughout
2009, $419 million has been recognized into fuel expense. As at December 31, 2009, the net amount of existing losses reporting in AOCL that is expected to be reclassiﬁed to operating income (loss) during the following 12 months is $183 million before tax (Q1: $58 million, Q2 $52 million, Q3: $42 million, Q4: $31 million). Due to the discontinuation of hedge accounting, the AOCL balance related to fuel hedging contracts will be completely depleted as of December 31, 2010.
In 2009, the Corporation modiﬁed its fuel hedge portfolio with the termination of swap and put option contracts for
$192 million in favour of the counterparties. The collateral held by the counterparties covered the majority of the settlement amount, therefore minimal additional cash outﬂows resulted. Certain of these contracts were previously designated under hedge accounting. The value of the AOCL balance recognized in connection with these derivatives while designated under hedge accounting will be taken into fuel expense in the period where the derivative was scheduled to mature.
The types of derivative instruments used by the Corporation within its hedging program, such as swaps and put options within collar structures, expose the Corporation to the potential of providing collateral deposits to its counterparties. When fuel prices decrease causing the Corporation’s derivative position to be in a liability position below the set credit thresholds with counterparties, the Corporation is responsible for extending collateral to the counterparties. As at December 31, 2009, the Corporation had extended $43 million of collateral to counterparties ($328 million as at December 31, 2008).
Below is a table summarizing the impact of fuel derivatives on the Corporation’s consolidated statement of operations, consolidated statement of comprehensive loss and consolidated statement of ﬁnancial position.
Fourth Quarter
2009
2008

(Canadian dollars in millions)

Full Year
2009
2008

Consolidated Statement of Operations
Operating expense
Aircraft fuel

Realized effective gain (loss) – derivatives designated under hedge accounting

$

(85)

$ (111)

$ (419)

$

79

n/a

$

59

$

-

$

83

24

$

(40)

$

102

$

(9)

n/a

$ (678)

$

(1)

Non-operating income (expense)
Gain (loss) on ﬁnancial instruments recorded at fair value

Ineffective gain (loss) – derivatives designated under hedge accounting
Fair market value gain (loss) – economic hedges

$

Consolidated Statement of Comprehensive Income (Loss)
Effective gain (loss) – derivatives designated under hedge accounting

$ (605)

Tax expense on effective gain

$

-

$

44

$

-

$

-

Reclassiﬁcation of net realized (gain) loss on fuel derivatives designated under hedge accounting to aircraft fuel expense

$

85

$

111

$

419

$

(79)

Tax on reclassiﬁcation

$

-

$

(39)

$

4

$

22

49

2009 Air Canada Annual Report
(Canadian dollars in millions)
Consolidated Statement of Financial Position
Current assets
Current liabilities(1)

Shareholders’ equity (AOCL)

(1)

December 31, 2009 December 31, 2008

Collateral deposits for fuel derivatives

$

43

$

328

n/a

$

(405)

Fair market value of fuel derivatives designated under hedge accounting
Fair market value of fuel derivatives
– economic hedges

$

(31)

$

(15)

Net loss from fuel derivatives designated under hedge accounting
(net of tax in 2009 - $1 million and 2008 - $5 million)

$

(184)

$

(606)

The balance is reﬂected within current liabilities on Air Canada’s Consolidated Statement of Financial Position due to the counterparty’s ability to terminate the derivatives at fair value at any time prior to maturity.

Summary of gain on ﬁnancial instruments recorded at fair value
The following is a summary of gain on ﬁnancial instruments recorded at fair value included in non-operating income
(expense) on Air Canada’s consolidated statement of operations for the periods indicated:
Fourth Quarter
(Canadian dollars in millions)
Ineffective portion of fuel hedges

2009
$

Fuel derivatives not under hedge accounting

2008
-

2009

$

$

59

2008
-

$

83

24

$

102

(2)

-

4

(2)

Other

(40)

-

Cross-currency interest rate swaps

Gain on ﬁnancial instruments recorded at fair value

Full Year

15

(7)

14

22

$

32

$

95

(9)

$

92

Liquidity risk
Liquidity risk is the risk that the Corporation will encounter difﬁculty in meeting obligations associated with its ﬁnancial liabilities and other contractual obligations. The Corporation monitors and manages liquidity risk by preparing rolling cash ﬂow forecasts, monitoring the condition and value of assets available to be used as security in ﬁnancing arrangements, seeking ﬂexibility in ﬁnancing arrangements, and establishing programs to monitor and maintain compliance with terms of ﬁnancing agreements. The Corporation’s principal objective in managing liquidity risk is to maintain a minimum unrestricted cash balance in excess of a target liquidity level of 15% of annual operating revenues. As at
December 31, 2009, Air Canada had cash, cash equivalents and short-term investments of $1,407 million which represented
14% of 2009 operating revenues.
Management believes that the signiﬁcant events as described in section 6 of this MD&A improve the Corporation’s current liquidity position. However, certain risks remain such as those related to the current economic environment, including risks related to market volatility in the price of fuel, foreign exchange and interest rates and increased competitive pressures as well as risks relating to restrictive terms under the Corporation’s ﬁnancing, credit card processing and other arrangements and other risks as identiﬁed below.
The H1N1 inﬂuenza virus may also continue to impact demand for air travel. The Corporation is continuing to monitor the H1N1 inﬂuenza virus risk. While the Corporation has developed contingency plans related to the H1N1 inﬂuenza virus risk, it is unable to predict the likelihood of this risk materializing or the impact on the Corporation to the extent this risk does materialize. The Corporation is also monitoring the impact on the demand for air travel of the new security measures imposed in December 2009 by Canadian and U.S. government authorities on ﬂights from Canada to the U.S.
Pension funding obligations
Refer to section 10.6 of this MD&A for a discussion on Air Canada’s pension funding obligations.

50

2009 Management’s Discussion and Analysis
Covenants in credit card agreements
The Corporation has various agreements that process customer credit card transactions. Approximately 85% of the
Corporation’s sales are processed using credit cards, with remaining sales processed through cash-based transactions. The
Corporation receives payment for a credit card sale generally in advance of when the passenger transportation is provided.
As at December 31, 2008, under the terms of certain credit card processing agreements with one of its principal credit card processors, the processor was entitled to withhold payment of funds to Air Canada upon the occurrence of certain events (“triggering events”), which included unrestricted cash (as deﬁned per the agreements and generally based on the aggregate sums of cash and cash equivalents and short-term investments) being less than $900 million as at the end of any month and operating losses in excess of certain amounts. During 2009, the Corporation entered into amendments with this processor to amend certain credit card processing agreements under which the triggering events related to operating losses were removed, the levels of unrestricted cash required to be maintained by Air Canada were reduced to $800 million and
Air Canada provides the processor with deposits, to be accumulated over time, and security. The agreements provide that should Air Canada maintain unrestricted cash of more than $1,200 million for two consecutive months, the unrestricted cash requirement increases to $1,100 million at which time the processor will return to Air Canada all deposits and security previously provided by Air Canada. This occurred during the third quarter of 2009, and as a result, no deposit was provided under these processing agreements as at December 31, 2009. As long as unrestricted cash remains at or above $1,100 million at each month-end, Air Canada has no obligation to provide deposits or security to the processor. In addition, should the Corporation’s unrestricted cash be less than $1,100 million at any month-end, its obligation to provide deposits to the processor would be capped at an amount not to exceed $75 million, provided unrestricted cash is not less than
$800 million. The current agreements with this credit card processor expire in May 2010.
Cargo investigations and proceedings
The Corporation is exposed to potential liabilities related to the proceedings and investigations of alleged anti-competitive cargo pricing activities, as described in section 19 of this MD&A. The preliminary estimate recorded by the Corporation during 2008 is based upon the current status of the investigations and proceedings and the Corporation’s assessment as to the potential outcome for certain of them. This provision does not address the proceedings in all jurisdictions, but only where there is sufﬁcient information to do so. Management has determined it is not possible at this time to predict with any degree of certainty the outcome of all proceedings. Additional material provisions may be required. Amounts could become payable within the year and may be materially different than management’s preliminary estimate.
Credit risk
Credit risk is the risk of loss due to a counterparty’s inability to meet its obligations. As at December 31, 2009, the
Corporation’s credit risk exposure consists mainly of the carrying amounts of cash and cash equivalents, short-term investments and accounts receivable as well as collateral deposits for fuel derivatives extended to counterparties.
Cash, cash equivalents and short-term investments are in place with major ﬁnancial institutions, the Canadian government, and major corporations. Accounts receivable are generally the result of sales of tickets to individuals, often through the use of major credit cards, through geographically dispersed travel agents, corporate outlets, or other airlines. Credit rating guidelines are used in determining counterparties for fuel hedging. In order to manage its exposure to credit risk and assess credit quality, the Corporation reviews counterparty credit ratings on a regular basis and sets credit limits when deemed necessary.
At January 31, 2010, the Corporation has $55 million in collateral deposits extended to fuel hedge counterparties. Credit risk related to these deposits is offset against the related liability to the counterparty under the fuel derivative.
Refer to the “Asset Backed Commercial Paper” section below for information on credit risks.
Market risks
Market risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in market prices. Market risk comprises three types of risk: foreign exchange risk; interest rate risk; and other price risk, which includes commodity price risk.
The Corporation uses derivative instruments to reduce market exposures from changes in foreign currency rates, interest rates, and fuel prices. The Corporation uses derivative instruments only for risk management purposes and not for generating trading proﬁt. As such, any change in cash ﬂows associated with derivative instruments is designed to be offset by changes in cash ﬂows related to the risk being hedged.
51

2009 Air Canada Annual Report
Asset Backed Commercial Paper (“ABCP”)
The Corporation has $37 million ($29 million net of a fair value adjustment) in non-bank sponsored ABCP which has been recorded in Deposits and other assets. The carrying value as at December 31, 2009 is based on a number of assumptions as to the fair value of the investments including factors such as estimated cash ﬂow scenarios and risk adjusted discount rates.
The assumptions used in estimating the fair value of the investments are subject to change, which may result in further adjustments to non-operating results in the future. No adjustments to the carrying value were recorded during 2009.

52

2009 Management’s Discussion and Analysis

14. OFF-BALANCE SHEET ARRANGEMENTS
The following is a summary of Air Canada’s more signiﬁcant off-balance sheet arrangements.
Guarantees
Performance obligations relating to aircraft leasing agreements
With respect to 45 Air Canada aircraft leases, the difference between the amended rents as a result of the implementation of the Plan of Reorganization, Compromise and Arrangement (the “Plan”) under the Companies’ Creditors Arrangement Act
(“CCAA”) on September 30, 2004 and amounts due under the original lease contracts will be forgiven at the expiry date of the leases if no material defaults have occurred. If a material default occurs, this difference plus interest will become due and payable and all future rent will be based on the original contracted rates. Rent expense is being recorded on the renegotiated lease agreements, and any liability would be recorded only at the time management believes the amount is likely to occur.
Guarantees in fuel facilities arrangements
Air Canada participates in fuel facility arrangements operated through fuel facility corporations (the “Fuel Facility
Corporations”), along with other airlines that contract for fuel services at various major airports in Canada. The Fuel Facility
Corporations operate on a cost recovery basis. The purpose of the Fuel Facility Corporations is to own and ﬁnance the system that distributes the fuel to the contracting airlines, including leasing the land rights under the land lease. The aggregate debt of the ﬁve Fuel Facility Corporations in Canada that have not been consolidated by Air Canada under Accounting Guideline 15 –
Consolidated of Variable Interest Entities (“AcG-15”) was approximately $162 million as at December 31, 2009 ($127 million as at December 31, 2008), which is Air Canada’s maximum exposure to loss without taking into consideration any cost sharing that would occur amongst the other contracting airlines. Air Canada views this loss potential as remote. Each contracting airline participating in a Fuel Facility Corporation shares pro-rata, based on system usage, in the guarantee of this debt.
Indemniﬁcation agreements
Air Canada enters into real estate leases or operating agreements, which grant a license to Air Canada to use certain premises, in substantially all cities that it serves. It is common in such commercial lease transactions for Air Canada, as the lessee, to agree to indemnify the lessor and other related third parties for tort or similar extra-contractual liabilities that arise out of or relate to the Corporation’s use or occupancy of the leased or licensed premises. Exceptionally, this indemnity extends to related liabilities arising from the negligence of the indemniﬁed parties, but usually excludes any liabilities caused by their gross negligence or willful misconduct. Additionally, Air Canada typically indemniﬁes such parties for any environmental liability that arises out of or relates to its use or occupancy of the leased or licensed premises.
In aircraft ﬁnancing or leasing agreements, Air Canada typically indemniﬁes the ﬁnancing parties, trustees acting on their behalf and other related parties and/or lessors against liabilities that arise from the manufacture, design, ownership, ﬁnancing, use, operation and maintenance of the aircraft and for tort liability, whether or not these liabilities arise out of or relate to the negligence of these indemniﬁed parties, except for their gross negligence or willful misconduct. In addition, in aircraft ﬁnancing or leasing transactions, including those structured as leveraged leases, Air Canada typically provides indemnities in respect of various tax consequences including in relation to the leased or ﬁnanced aircraft, the use, possession, operation, maintenance, leasing, subleasing, repair, insurance, delivery, import, export of such aircraft, the lease or ﬁnance arrangements entered in connection therewith, changes of law and certain income, commodity and withholding tax consequences.
When Air Canada, as a customer, enters into technical service agreements with service providers, primarily service providers who operate an airline as their main business, Air Canada has from time to time agreed to indemnify the service provider against liabilities that arise from third party claims, whether or not these liabilities arise out of or relate to the negligence of the service provider, but excluding liabilities that arise from the service provider’s gross negligence or willful misconduct.
Under its general by-laws and pursuant to contractual agreements between the Corporation and each of its ofﬁcers and directors, Air Canada has indemniﬁcation obligations to its directors and ofﬁcers. Pursuant to such obligations, the
Corporation indemniﬁes these individuals, to the extent permitted by law, against any and all claims or losses (including amounts paid in settlement of claims) incurred as a result of their service to Air Canada.
The maximum amount payable under the foregoing indemnities cannot be reasonably estimated. Air Canada expects that it would be covered by insurance for most tort and similar extra-contractual liabilities and certain related contractual indemnities described above.
53

2009 Air Canada Annual Report

15. RELATED PARTY TRANSACTIONS
At December 31, 2009, ACE Aviation Holdings Inc. (“ACE”) held a 27% ownership interest in Air Canada. Air Canada has various related party transactions with Aveos Fleet Performance Inc. (“Aveos”) and ACE.
Summary of Signiﬁcant Related Party Agreements
The Relationship between the Corporation and Aveos
Refer to the “Aveos Restructuring Plan” section below for a description of a restructuring plan announced by Aveos on
January 26, 2010. Closing of Aveos’ restructuring transactions is expected to occur during the ﬁrst quarter of 2010 and is dependant on completion of formal documentation and certain conditions. This restructuring would modify the terms of certain commercial agreements between Air Canada and Aveos, including terms of the Pension and Beneﬁts Agreement and the Agreement with Aveos on Revised payment terms described below.
Pension and Beneﬁts Agreement
The Corporation, ACTS and Aveos entered into a Pension and Beneﬁts Agreement effective as of October 16, 2007, as amended (“Pension and Beneﬁts Agreement”), relating to pension and beneﬁts arrangements pertaining to (i) the non-unionized employees of Air Canada who were previously assigned to the ACTS operation and who became employees of Aveos on October 16, 2007 and (ii) those unionized employees of Air Canada who were assigned to ACTS Aero operation pursuant to general services agreements between Air Canada and ACTS for the assignment of unionized employees from
Air Canada to ACTS (these agreements were assigned to ACTS Aero (i.e. Aveos) in 2007). Under the Pension and Beneﬁts
Agreement, Aveos is required to establish new deﬁned beneﬁt and deﬁned contribution pension plans as well as other employee and retiree beneﬁt arrangements (including health, life and disability) (the “ACTS Beneﬁt Arrangements”).
Upon receipt of regulatory approval where required and based upon valuations of the relevant pension and beneﬁt arrangements of Air Canada (the “Air Canada Beneﬁt Arrangements”) as at October 16, 2007, the assets and obligations under the Air Canada Beneﬁt Arrangements pertaining to the transferring non-unionized employees are to be transferred to Aveos or the ACTS Beneﬁt Arrangements, as applicable. Amounts with a present value equal to the solvency deﬁciency in the deﬁned beneﬁt pension plans as at October 16, 2007 related to transferring non-unionized employees will be paid by
Air Canada through quarterly payments to Aveos until 2014. Amounts with a present value equal to the accounting liability as at October 16, 2007 in respect of retiree and disability beneﬁts related to transferring non-unionized employees are to be paid by Air Canada through quarterly payments to Aveos until 2012. The present value of these quarterly payments is also referred to as the compensation amount. Until such future time as the assets and obligations under the Air Canada Beneﬁt
Arrangements pertaining to non-unionized employees are to be transferred to Aveos, the current service pension cost and the current service and interest costs for other employee beneﬁts are expensed by Air Canada with a full offset recorded as an amount charged to afﬁliates (Aveos).
In addition, the Pension and Beneﬁts Agreement contemplates similar asset and liability transfer and compensation arrangements in respect of unionized employees, which arrangements would take effect at such future time as those unionized employees may commence employment with Aveos pursuant to the Transition Memorandum of Agreement
(“the Transition MOA”), as described further below. However, the solvency deﬁciencies in respect of transferring unionized employees for which the future quarterly compensation payments would be made are determined as at October 16, 2007, subject to certain adjustments, and the discount rate used to compute the accounting liability for the unionized employees’ retiree and disability beneﬁts is ﬁxed as at October 16, 2007. The compensation payments in respect of these solvency deﬁciencies and accounting liabilities will be made quarterly during the ﬁve years beginning after the unionized employees are transferred to Aveos, but only if such a transfer occurs. Until such future time as the assets and obligations under the Air
Canada Beneﬁt Arrangement pertaining to unionized employees may be transferred to Aveos, the current service pension cost and the current service and interest costs for other employee beneﬁts in respect of Air Canada employees providing services to Aveos are charged by Air Canada to Aveos.

54

2009 Management’s Discussion and Analysis
The Pension and Beneﬁts Agreement also required that Air Canada provide letters of credit to Aveos on October 16, 2007, to secure the above-described payment obligations in respect of the solvency deﬁciencies of the deﬁned beneﬁt pension plans and accounting liabilities for other retiree and disability beneﬁt arrangements. The letters of credit initially totaled
$101 million, subject to adjustment once the exact amounts of the relevant solvency deﬁciencies and accounting liabilities as at October 16, 2007 were determined by actuarial valuations. The face amount of the letter of credit in respect of the unionized solvency deﬁciency is also adjusted annually to recognize past service costs paid by Air Canada to the plan in respect of unionized employees assigned to Aveos. The face amount of the letters of credit decreases as the related quarterly funding payments described above are made. During 2008, as described below under “Agreement with Aveos on
Revised Payment Terms”, the Corporation and Aveos also agreed to temporarily cancel certain letters of credit in the amount of $40 million. Aveos may call the letters of credit in whole or in part, in the event of a default as deﬁned in the Pension and Beneﬁts Agreement. Collateral equal to the amount of the letters of credit was paid in cash with the asset recorded in deposits and other assets. Refer to the “Aveos Restructuring Plan” section below for a description of amendments which would be made to this agreement pursuant to the restructuring.
In 2008, Air Canada, Aveos, and the union representing the employees assigned to Aveos continued discussions regarding the options under which certain unionized employees would commence employment directly with Aveos and the creation of a separate bargaining unit for those employees at Aveos. On January 8, 2009, these same parties entered into the
Transition MOA in order to resolve certain remaining issues and in order to (i) facilitate the orderly transition of certain
Air Canada employees to Aveos and (ii) to establish terms and conditions of employment that will apply to those
Air Canada employees who elect to become employees of Aveos. In relation to the Transition MOA, the Corporation and
Aveos also entered into certain ancillary agreements (the “Ancillary Transition Agreements”) to address commercial issues relating to the transition of employees contemplated by the Transition MOA. On March 5, 2009, the Corporation received the decision of the arbitrator seized with resolving ﬁve issues which remained outstanding following the execution of the
Transition MOA. The Corporation and the IAMAW subsequently amended the Transition MOA, by establishing timelines for the steps for the transition and by providing for a date on which the employees who will transition to Aveos will become employees of Aveos, namely, April 1, 2011.
Non-Compete and Repair Schemes Transfer Agreement
Aveos and Air Canada are parties to a Non-Compete and Repair Schemes Transfer Agreement, effective as of October 16,
2007. Generally described, repair schemes are processes and methods which may be used in the maintenance and repair of aircraft and related equipment. The Non-Compete and Repair Schemes Transfer Agreement conﬁrmed an arrangement and provides for the sale from Air Canada to ACTS Aero (as successor to ACTS LP) of an undivided joint ownership interest in repair schemes owned by Air Canada or approved under Air Canada’s airworthiness engineering organization as well as the sale from Aveos to Air Canada of an undivided joint ownership interest in the repair schemes owned or developed by
Aveos and applicable to airframe heavy maintenance services provided by ACTS to Air Canada under the parties’ airframe heavy maintenance services agreement. However, in September 2004 as part of the implementation of the Corporation’s plan of arrangement under the CCAA, the Corporation had already granted ACTS full and exclusive right to these schemes on a royalty free basis.
The Non-Compete and Repair Schemes Transfer Agreement also restricts Air Canada’s ability to own any equity interest in an entity (other than entities in which Air Canada previously held interests), or to carry on a business activity, related to the following commercial maintenance, repair and overhaul services in the airline industry, namely, airframe heavy maintenance and paint services, engine and auxiliary power unit (“APU”) overhaul maintenance services, and component maintenance services. The applicable non-compete periods are as follows:
•

With respect to airframe heavy maintenance services and paint services, the non-compete period ends one year after the current heavy maintenance services agreement is terminated or expires (the current term of the heavy maintenance services agreement expires October 1, 2011);

•

With respect to engine and APU overhaul maintenance services, the non-compete period ends on October 1, 2015; and •

With respect to component maintenance services, the non-compete period ends on October 1, 2016.

55

2009 Air Canada Annual Report
The Non-Compete and Repair Schemes Transfer Agreement does not restrict Air Canada from holding interests in any entities in which it held interests at the time of concluding the agreement nor does it limit Air Canada’s line maintenance activities which it continues to operate.
Agreement with Aveos on Revised Payment Terms
Air Canada and Aveos entered into an agreement dated October 28, 2008 pursuant to which Air Canada has agreed to temporarily extend payment terms to Aveos under certain related party agreements. In exchange for the extended payment terms, certain letters of credit related to the Pension and Beneﬁts Agreement, as described above, were cancelled. The cancellation of the letters of credit provided cash to Air Canada of approximately $40 million and was offset by the impact of extended payment terms to Aveos of $22 million, for a net cash ﬂow beneﬁt of $18 million to the Corporation. The extended payment terms to Aveos were originally scheduled to begin reducing in May 2009 with a corresponding return of the letters of credit to Aveos.
As a result of amendments, the payment terms were extended. The extended payment terms to Aveos will be reduced starting in February 2010, with the expiration of the extended terms to be completed over the following six months. By
July 2010, following expiration of the extended payment terms, the letters of credit would be reinstated to the levels then required under the Pension and Beneﬁts Agreement between the two parties. Refer to the “Aveos Restructuring Plan” section below for a description of amendments which would be made to this agreement pursuant to the restructuring.
Maintenance Agreements
Aveos and Air Canada are parties to a general terms and related services agreements effective October 1, 2006, pursuant to which Aveos provides technical services to the Corporation including engine and auxiliary power unit maintenance services, aircraft heavy maintenance services (excluding line and cabin maintenance services which are provided by the Corporation) and component maintenance. Aveos serves as the Corporation’s exclusive repair agency in respect of aircraft heavy maintenance, engine maintenance, auxiliary power unit maintenance services as well as for maintenance services relating to certain components. The services agreement relating to aircraft heavy maintenance services, which expires in October
2011, will be extended to June 2013 conditional upon the issuance of an order of the Canada Industrial Relations Board establishing that Aveos is a distinct employer, bound by separate collective agreements and providing for the transition of employees from Air Canada to Aveos which are fully within the scope of the Transition MOA and the Ancillary Transition
Agreements mentioned above. The services agreement relating to engine maintenance expires in October 2013, except in respect of certain engine types, for which the parties have agreed to extend the term to December 31, 2018. Each of the other maintenance agreements referred to above expire in October 2013.
Master Services Agreement (MSA)
Aveos and Air Canada are parties to an amended and restated master services agreement (the “Aveos MSA”), effective
January 1, 2007, pursuant to which the Corporation provides Aveos with services including infrastructure support and services which are mostly administrative in nature, including information technology, human resources, ﬁnance and accounting services in return for fees paid by Aveos to the Corporation. Aveos may elect to terminate any services under the Aveos MSA or the entire Aveos MSA upon six months’ prior written notice, with the exception of services relating to information technology which Aveos cannot terminate prior to the expiry of the Aveos MSA. Air Canada may elect to terminate any services under the Aveos MSA or the entire Aveos MSA upon 18 months’ prior written notice. These amounts are recorded in the table below summarizing related party revenues and expenses under “Revenues from corporate services and other to ACE and Aveos”.
General Services Agreements
Aveos and Air Canada are parties to an amended and restated general services agreement (the “Aveos GSA”), effective as of
June 22, 2007, pursuant to which the Corporation provides Aveos with the services of a group of unionized employees for which the Corporation is reimbursed by Aveos for all costs, including salary and beneﬁts, on a fully allocated basis. The Aveos
GSA may be terminated by either party at any time upon 30 days’ prior written notice.
Real Estate Agreements
Aveos and Air Canada are parties to a master lease agreement, effective as of October 1, 2006, pursuant to which Aveos leases space from the Corporation at the Vancouver, Winnipeg, Toronto and Montreal airports.

56

2009 Management’s Discussion and Analysis
Aveos Restructuring Plan
On January 26, 2010, Aveos reached an agreement with its lenders and equity holders on the terms of a consensual restructuring plan to recapitalize the company. As part of this recapitalization, Air Canada and Aveos entered into a preliminary agreement to settle certain issues and modify the terms of certain contractual arrangements in exchange for
Air Canada receiving a minority equity interest in Aveos. The modiﬁed terms relating to the maintenance agreements are not expected to have a material impact on maintenance expense over their terms.
Closing of Aveos’ recapitalization, including the related transactions between Air Canada and Aveos, is subject to completion of formal documentation and other conditions and is expected to occur during the ﬁrst quarter of 2010. As part of these agreements, the Corporation would also agree to extend repayment terms on $22 million of receivables
(described above under “Agreement with Aveos on Revised Payment Terms”), due in 2010, over six years with annual repayments on a non-interest bearing basis, with such payments subject to satisfaction of certain conditions.
The terms of the Pension and Beneﬁts Agreement (described above) would also be modiﬁed to defer the determination of pension assets and related solvency deﬁciencies of transferring unionized employees performing airframe maintenance services to April 2011. This would have the result of Air Canada assuming changes in the solvency deﬁciency for those affected employees from the date of the Pension and Beneﬁts Agreement to the date of their transfer to Aveos, scheduled for April 2011. As part of the amendment, all letters of credit issued under the Pension and Beneﬁts Agreement would be cancelled and a new letter of credit in a maximum amount of $20 million would be issued by Air Canada in favour of Aveos to secure the payment of all compensation payments owing by Air Canada to Aveos in respect of pension, disability, and retiree liabilities for which Air Canada is liable under the Pension and Beneﬁts Agreement. This modiﬁcation would result in a reduction to the outstanding deposit under Air Canada’s letter of credit facility of approximately $20 million in the ﬁrst quarter of 2010.
The accounting for the above agreements will be determined upon closing.
The Relationship between the Corporation and ACE
Credit Facility
ACE is a participant lender in the Credit Facility as described in section 6 of this MD&A. ACE’s participation in the Credit
Facility represents $150 million of the outstanding loan of $600 million as at December 31, 2009. The participant lenders participate on a pro-rata basis with respect to any warrants and principal and interest payments. ACE’s pro-rata share of interest expense reported in 2009 amounted to $8 million and its pro-rata share of the warrants as reported in contributed surplus is approximately $2 million.
Master Services Agreement
Air Canada provides certain accounting and administrative services to ACE in return for a fee. ACE terminated the majority of these service agreements in 2009.

57

2009 Air Canada Annual Report
The related party balances resulting from the payment obligations in respect of the application of the related party agreements were as follows:
(Canadian dollars in millions)
Accounts receivable
ACE
Aveos

December 31, 2009

Long-term debt including current portion and value of warrants
ACE

$

2
120
122

$
$

9
9

$
$

5
5

$

3
92
95

$

$

Accounts payable and accrued liabilities
ACE
Aveos

135
135

$

$
Prepaid Maintenance
Aveos

$

December 31, 2008

$

99
99

$
$

150
150

$
$

-

Revenues and expenses with related parties are summarized as follows:
Full Year
(Canadian dollars in millions)
Revenues
Property rental revenues from ACE and Aveos
Revenues from information technology services to Aveos
Revenues from corporate services and other to ACE and Aveos

2009
31
6
9
46

$

$
Expenses
Maintenance expense for services from Aveos
Recovery of wages, salary and beneﬁt expense for employees assigned to ACE and Aveos
Interest expense for ACE’s participation in the Credit Facility
Other Expenses

$

2008

$

29
15
15
59

$

514

$

478

(228)

$

58

(277)

8
294

1
202

$

2009 Management’s Discussion and Analysis

16. CRITICAL ACCOUNTING ESTIMATES
Critical accounting estimates are those that are most important to the portrayal of the Corporation’s ﬁnancial condition and results of operations. They require management’s most difﬁcult, subjective or complex judgments, often as a result of the need to make estimates about the effect of matters that are inherently uncertain. Actual results could differ from those estimates under different assumptions or conditions.
The Corporation has identiﬁed the following areas that contain critical accounting estimates utilized in the preparation of its consolidated ﬁnancial statements:
Passenger and cargo revenues
Airline passenger and cargo advance sales are deferred and included in current liabilities. Advance sales also include the proceeds from the sale of ﬂight tickets to Aeroplan, a corporation that provides loyalty program services to the Corporation and purchases seats from Air Canada pursuant to the Aeroplan Commercial Participation and Services Agreement between
Aeroplan and Air Canada (the “CPSA”). Passenger and cargo revenues are recognized when the transportation is provided, except for revenue on unlimited ﬂight passes which is recognized on a straight-line basis over the period during which the travel pass is valid. Air Canada has formed alliances with other airlines encompassing loyalty program participation, code sharing and coordination of services including reservations, baggage handling and ﬂight schedules. Revenues are allocated based upon formulas speciﬁed in the agreements and are recognized as transportation is provided.
The Corporation performs regular evaluations on the deferred revenue liability which may result in adjustments being recognized as revenue. Due to the complex pricing structures, the complex nature of interline, and other commercial agreements used throughout the industry, historical experience over a period of many years, and other factors including refunds, exchanges and unused tickets, certain relatively small amounts are recognized as revenue based on estimates.
Events and circumstances may result in actual results that are different from estimates.
Employee future beneﬁts
Air Canada maintains several deﬁned beneﬁt and deﬁned contribution plans providing pension, other retirement and post-employment beneﬁts to its employees. Certain Corporation employees perform work for ACE and Aveos and are members of Corporation-sponsored deﬁned beneﬁt pension plans and also participate in Corporation-sponsored health, life and disability beneﬁt plans. Other Corporation employees performed work for Aeroplan until the date of transition to employment at Aeroplan and then ceased to accrue beneﬁts under the Corporation-sponsored deﬁned beneﬁt pension plans and under the Corporation-sponsored health, life and disability beneﬁt plans. The Corporation’s audited consolidated ﬁnancial statements for 2009 include all of the assets and liabilities of all the sponsored plans of the Corporation. Employee beneﬁts expense includes the expenses for all employees participating in the plans less a cost recovery which is charged to ACE, Aveos, and Aeroplan for those employees contractually assigned. The cost recovery includes current service costs for pensions, past service costs to Aeroplan for pensions and a portion of post-employment and post-retirement beneﬁts to ACE and Aveos, based on the actuarial calculation for their speciﬁc employee group. The cost recovery amounted to
$32 million for the year ended December 31, 2009 ($40 million for the year ended December 31, 2008).
In May 2009, Air Canada and Aeroplan reached an agreement with the Canadian Auto Workers (CAW) Local 2002 providing for a process for the approximately 750 Air Canada employees then assigned to and working in the Aeroplan contact centres to choose to transition to employment at Aeroplan, effective June 1, 2009, or to remain employees of Air Canada.
Employees at Air Canada work locations who became surplus to Air Canada’s needs due to employees who were senior to them and then working at Aeroplan contact centres choosing to remain employees of Air Canada were given the option to transition to employment at Aeroplan. Effective October 4, 2009, all affected employees had completed the transition to Aeroplan. For those employees who transferred to Aeroplan, their service, which largely determines beneﬁt levels under the Air Canada pension and other employee beneﬁt plans, ceased to accrue as of the date of employment with Aeroplan.
Air Canada and Aeroplan continue to discuss the terms surrounding the transfer of pension beneﬁts and certain implications relating to same remain to be resolved. Air Canada continues to retain plan assets and report liabilities for services accrued for the transferred Aeroplan employees as at December 31, 2009, pending ﬁnal determination of this matter. Aeroplan is now contributing current service costs in their pension plan for service accruing with Aeroplan.

59

2009 Air Canada Annual Report
Management makes a number of assumptions in the calculation of both the accrued beneﬁt obligation as well as the pension costs:
December 31, 2009

December 31, 2008

Weighted average assumptions used to determine the accrued beneﬁt liability
Discount rate
Rate of compensation increase (1)

6.40 %
2.50 %

7.35 %
2.50 %

Weighted average assumptions used to determine the accrued beneﬁt cost
Discount rate
Expected long-term rate
Rate of compensation increase (2)

7.35 %
7.15 %
2.50 %

5.75 %
7.15 %
2.50 %

(1)

As a result of the pay awards, a rate of compensation increase of 0% plus merit was used for years 2009 and 2010 in determining the net beneﬁt obligation for the pension plan and 2.50% plus merit for the remaining years.

(2)

A rate of compensation increase of 0% plus merit was used in 2009 and in 2010 in determining the net beneﬁt pension expense and 2.50% plus merit for the remaining years.

Discount rate
The discount rate used to determine the pension obligation was determined by reference to market interest rates on corporate bonds rated “AA” or better with cash ﬂows that approximately match the timing and amount of expected beneﬁt payments. An increase in the discount rate of 0.25% results in a decrease of $346 million to the pension obligation and $28 million to the pension expense. A decrease in the discount rate of 0.25% results in an increase of $346 million to the pension obligation and $25 million to the pension expense.
Expected return on assets assumption
Air Canada’s expected long-term rate of return on assets assumption is selected based on the facts and circumstances that existed as of the measurement date and the speciﬁc portfolio mix of plan assets. Air Canada’s management, in conjunction with its actuaries, reviews anticipated future long-term performance of individual asset categories and considers the asset allocation strategy adopted by Air Canada, including the longer duration in its bond portfolio in comparison to other pension plans. These factors are used to determine the average rate of expected return on the funds invested to provide for the pension plan beneﬁts. The determination of the long-term rate considers recent fund performance, including the signiﬁcant drop in the value of plan assets during 2008 and the partial recovery in 2009, and historical returns, to the extent that the past is indicative of the expected long-term, prospective rate. There can be no assurance that any of the plans will earn the expected rate of return. A sensitivity analysis on pension expense assuming a change in the expected return on plan assets is provided below.
Composition of pension plan assets
The composition of the domestic registered plan assets and the target allocation are the following:
2009
Non-matched assets (mainly equities)
Matched assets (mainly Canadian bonds)
Cash and temporary investments
Total
(1)

60

2008

Target allocation (1)

55.9 %
43.4 %
0.7 %
100.0 %

52.9 %
43.5 %
3.6 %
100.0 %

54.4 %
45.6 %
0.0 %
100.0 %

Weighted average of the Master Trust Fund target allocation (99% of Domestic Registered Plan assets) and the Bond Fund target allocation. The Bond Fund serves the purpose of altering the asset mix of some of the participating plans. These plans exhibit characteristics that differ from the majority of the participating plans, which are solely invested in the Master Trust.

2009 Management’s Discussion and Analysis
Domestic registered plans
For the domestic registered plans, the investments conform to the Statement of Investment Policy and Objectives of the
Air Canada Pension Master Trust Fund (“Fund”) as amended during 2008. The investment return objective of the Fund is to achieve a total annualized rate of return that exceeds by a minimum of 1.0% before investment fees on average over the long term (i.e. 10 years) the total annualized return that could have been earned by passively managing the Liability
Benchmark. The Liability Benchmark, which is referenced to widely used Canadian ﬁxed income performance benchmarks
(“DEX”), is composed of a mix of the DEX Universe Provincial Bond Index, DEX Long Term Provincial Bond Index and DEX
Real Return Bond Index that closely matches the characteristics of the pension liabilities.
In addition to the broad asset allocation, as summarized in the asset allocation section above, the following policies apply to individual asset classes:
•

Non-matched assets are mainly equities, and are required to be diversiﬁed among industries and economic sectors.
Foreign equities can comprise 31% to 37% of the total market value of the Master Trust Fund. Limitations are placed on the overall allocation to any individual security at both cost and market value. Investments in non-publicly traded securities and in non-traditional asset classes are allowed up to 10% of the total market value of the Master
Trust Fund.

•

Matched assets are mainly Canadian bonds, oriented toward long term investment grade securities rated “BBB” or higher. With the exception of Government of Canada securities or a province thereof, in which the plan may invest the entire ﬁxed income allocation, these investments are required to be diversiﬁed among individual securities and sectors.

Derivatives are permitted provided that they are used for hedging a particular risk (including interest rate risk related to pension liabilities) or to create exposures to given markets and currencies and that counterparties have a minimum credit rating of A. As of December 31, 2009, an additional 5% derivatives exposure to matched assets is in place to hedge interest rate risk related to pension liabilities.
Similar investment policies are established for the other pension plans sponsored by Air Canada.
The Corporation’s expected long-term rate of return on assets assumption is selected based on the facts and circumstances that exist as of the measurement date, and the speciﬁc portfolio mix of plan assets. Management reviewed anticipated future long-term performance of individual asset categories and considered the asset allocation strategy adopted by the
Corporation, including the longer duration in its bond portfolio in comparison to other pension plans. These factors are used to determine the average rate of expected return on the funds invested to provide for the pension plan beneﬁts. While the review considers recent fund performance and historical returns, the assumption is primarily a long-term, prospective rate.
Sensitivity analysis
Sensitivity analysis on the 2009 pension expense based on different actuarial assumptions with respect to discount rate and expected return on plan assets is as follows:
0.25 percentage point
Decrease
Increase

Impact on 2009 pension expense (Canadian dollars in millions)
Discount rate on obligation assumption
Long-term rate of return on plan assets assumption

$
$

25
30

$
$

(28)
(29)

Assumed health care cost trend rates have a signiﬁcant effect on the amounts reported for the health care plans. An 8.25% annual rate of increase in the per capita cost of covered health care beneﬁts was assumed for 2009 (8.25% was assumed for 2008). The rate is assumed to decrease gradually to 5% by 2015. A one percentage point increase in assumed health care trend rates would have increased the service and interest costs by $1 million and the obligation by $18 million.
A one percentage point decrease in assumed health care trend rates would have decreased the service and interest costs by
$2 million and the obligation by $23 million.

61

2009 Air Canada Annual Report
Income taxes
The Corporation utilizes the assets and liability method of accounting for income taxes under which future income tax assets and liabilities are recognized for the estimated future income tax consequences attributable to differences between the ﬁnancial statement carrying value amount and the tax basis of assets and liabilities. Management uses judgment and estimates in determining the appropriate rates and amounts in recording future taxes, giving consideration to timing and probability. Actual taxes could signiﬁcantly vary from these estimates as a result of future events, including changes in income tax law or the outcome of reviews by tax authorities and related appeals. The resolution of these uncertainties and the associated ﬁnal taxes may result in adjustment to the Corporation’s tax assets and tax liabilities.
Future income tax assets are recognized to the extent that realization is considered more likely than not. The Corporation considers past results, current trends and outlooks for future years in assessing realization of income tax assets.
Cash tax projections
As at December 31, 2009, Air Canada has substantial tax attributes largely in the form of loss carry forwards and other tax attributes to shelter future taxable income. Air Canada does not forecast having any signiﬁcant current taxes payable within the foreseeable future.
Impairment of long-lived assets
Long-lived assets are tested for impairment whenever circumstances indicate that the carrying value may not be recoverable.
When events or circumstances indicate that the carrying value of long-lived assets, other than indeﬁnite life intangibles, are not recoverable, the long-lived assets are tested for impairment by comparing the estimate of future expected cash ﬂows to the carrying amount of the assets or groups of assets. If the carrying value of long-lived assets is not recoverable from future expected cash ﬂows, any loss is measured as the amount by which the asset’s carrying value exceeds fair value and recorded in the period. Recoverability is assessed relative to undiscounted cash ﬂows from the direct use and disposition of the asset or group of assets.
Fair value under Canadian GAAP is deﬁned as “the amount of the consideration that would be agreed upon in an arm’s length transaction between knowledgeable, willing parties who are under no compulsion to act”. Assessing the fair value of intangible assets requires signiﬁcant management estimates on discount rates to be applied in the analysis and future cash ﬂows to be generated by the assets, including the estimated useful life of the assets. Discount rates are determined with reference to estimated risk adjusted market rates of return for similar cash ﬂows. The Corporation performs sensitivity analysis on the discount rates applied. The discount rates used are subject to measurement uncertainty.
Property and equipment
Property and equipment is originally recorded at cost. Property under capital leases and the related obligation for future lease payments are initially recorded at an amount equal to the lesser of fair value of the property or equipment and the present value of those lease payments.
Property and equipment are depreciated to estimated residual values based on the straight-line method over their estimated service lives. Property and equipment under capital leases within variable interest entities are depreciated to estimated residual values over the life of the lease. Air Canada’s aircraft and ﬂight equipment, including spare engines and related parts
(“rotables”), are depreciated over 20 to 25 years, with 10 to 20% estimated residual values. Aircraft reconﬁguration costs are amortized over three to ﬁve years. Betterments to owned aircraft are capitalized and amortized over the remaining service life of the aircraft. Betterments to aircraft on operating leases are amortized over the term of the lease.
Buildings are depreciated over their useful lives not exceeding 50 years on a straight-line basis. An exception to this is where the useful life of the building is greater than the term of the land lease. In these circumstances, the building is depreciated over the life of the lease. Leasehold improvements are amortized over the lesser of the lease term or ﬁve years. Ground and other equipment is depreciated over three to 25 years.
Aircraft depreciable life is determined through economic analysis, a review of existing ﬂeet plans and comparisons to other airlines operating similar ﬂeet types. Residual values are estimated based on the Corporation’s historical experience with regard to the sale of aircraft and spare parts, as well as forward-looking valuations prepared by independent third parties.

62

2009 Management’s Discussion and Analysis
Intangible assets
The identiﬁable intangible assets of the Corporation were recorded at their estimated fair values at September 30, 2004 upon emergence from CCAA. Since that time, the intangible assets have been reduced by a tax allocation of $914 million.
Indeﬁnite-life intangible assets are subject to impairment tests under Canadian GAAP on an annual basis or when events or circumstances indicate a potential impairment. If the carrying value of such assets exceeds the fair values, the assets are written down to fair value.

63

2009 Air Canada Annual Report

17. ACCOUNTING POLICIES
17.1 CHANGES IN ACCOUNTING POLICIES
Stock-based compensation plans
The Corporation changed its accounting policy for awards of stock-based compensation granted to Corporation employees with a graded vesting schedule. Prior to January 1, 2009, the fair value of stock options with a graded vesting schedule was recognized as compensation expense and a credit to contributed surplus on a straight-line basis over the applicable vesting period. Effective January 1, 2009, the fair value of stock options with a graded vesting schedule is determined based on different expected lives for the options that vest each year, as it would be if the award were viewed as several separate awards, each with a different vesting date, and it is accounted for on that basis. The new accounting policy provides more reliable and relevant information about the effects of the transactions.
The impact of the change in accounting policy for awards granted to Corporation employees with a graded vesting schedule was immaterial to any prior period and therefore no adjustments were made to such prior periods.
Goodwill and intangible assets
Effective January 1, 2009, the Corporation adopted new Canadian Institute of Chartered Accountants (“CICA”) accounting standard section 3064, Goodwill and Intangible Assets, which provides guidance on the recognition, measurement, presentation and disclosure for goodwill and intangible assets, other than the initial recognition of goodwill or intangible assets acquired in a business combination. The Corporation’s accounting policy for intangible assets is consistent with the new standard and, as a result, no adjustment was recorded on transition.
Credit risk and the fair value of ﬁnancial assets and ﬁnancial liabilities
Effective January 1, 2009, the Corporation adopted the recommendations of the Emerging Issues Committee (“EIC”) of the CICA relating to Abstract EIC-173 Credit Risk and the Fair Value of Financial Assets and Financial Liabilities. Under this Abstract, the Corporation’s own credit risk and the credit risk of the counterparty are taken into consideration in determining the fair value of ﬁnancial assets and liabilities, including derivative instruments. The adoption of this guidance had no signiﬁcant impact on the Corporation’s consolidated ﬁnancial statements as collateral deposits with fuel derivative counterparties and master netting arrangements are considered in determining whether a credit risk adjustment is required on the valuation of the derivatives.
Financials instruments – Disclosures
Effective January 1, 2009, the Corporation has adopted the enhanced disclosure requirements of amended CICA section
3862 Financial Instruments – Disclosures. Under these requirements, a classiﬁcation of fair value measurements recognized in Air Canada’s Consolidated Statement of Financial Position is presented using a fair value hierarchy that reﬂects the signiﬁcance of the inputs used in making the measurements.

64

2009 Management’s Discussion and Analysis
17.2 FUTURE ACCOUNTING STANDARD CHANGES
Business Combinations, Consolidated Financial Statements and Non-controlling Interests
The CICA issued three new accounting standards in January 2009: section 1582, Business Combinations, section 1601,
Consolidated Financial Statements, and section 1602, Non-controlling Interests. These new standards will be effective for ﬁscal years beginning on or after January 1, 2011. The Corporation is in the process of evaluating the requirements of these new standards.
Section 1582 replaces section 1581, and establishes standards for the accounting for a business combination. It provides the Canadian equivalent to International Financial Reporting Standard IFRS 3 – Business Combinations. The section applies prospectively to business combinations for which the acquisition date is on or after the beginning of the ﬁrst annual reporting period beginning on or after January 1, 2011.
Sections 1601 and 1602 together replace section 1600 – Consolidated Financial Statements. Section 1601 establishes standards for the preparation of consolidated ﬁnancial statements. Section 1601 applies to interim and annual consolidated ﬁnancial statements relating to ﬁscal years beginning on or after January 1, 2011. Section 1602 establishes standards for accounting for a non-controlling interest in a subsidiary in consolidated ﬁnancial statements subsequent to a business combination. It is equivalent to the corresponding provisions of International Financial Reporting Standard IAS 27 Consolidated and Separate Financial Statements and applies to interim and annual consolidated ﬁnancial statements relating to ﬁscal years beginning on or after January 1, 2011.
International Financial Reporting Standards
The Canadian Accounting Standards Board has conﬁrmed January 1, 2011 as the changeover date for Canadian publicly accountable enterprises to start using International Financial Reporting Standards (“IFRS”) as issued by the International
Accounting Standards Board. IFRS uses a conceptual framework similar to Canadian GAAP, but there are signiﬁcant differences in recognition, measurement and disclosures.
As a result, the Corporation has developed a plan to convert its consolidated ﬁnancial statements to IFRS establishing a cross-functional IFRS team represented by managers in the areas of Accounting, Taxation, IT and Data Systems, Internal
Control and Processes, Planning, Compensation, Treasury, Investor Relations and Legal. Updates regarding the progress of the conversion plan are provided to the Corporation’s Audit, Finance and Risk Committee on a quarterly basis.
The Corporation has identiﬁed the following major differences between its current accounting policies and those required or expected to apply in preparing IFRS ﬁnancial statements.
Passenger and cargo revenues
Current accounting policy
Airline passenger and cargo advance sales are deferred and included in current liabilities. Advance sales also include the proceeds from the sale of ﬂight tickets to Aeroplan, a corporation that provides loyalty program services to Air Canada and purchases seats from Air Canada under the CPSA. Passenger and cargo revenues are recognized when the transportation is provided, except for revenue on unlimited ﬂight passes which is recognized on a straight-line basis over the period during which the travel pass is valid. The Corporation has formed alliances with other airlines encompassing loyalty program participation, code sharing and coordination of services including reservations, baggage handling and ﬂight schedules.
Revenues are allocated based upon formulas speciﬁed in the agreements and are recognized as transportation is provided.
The Corporation performs regular evaluations on the deferred revenue liability which may result in adjustments being recognized as revenue. Due to the complex pricing structures; the complex nature of interline and other commercial agreements used throughout the industry; historical experience over a period of many years; and other factors including refunds, exchanges and unused tickets, certain relatively small amounts are recognized as revenue based on estimates.
Events and circumstances may result in actual results that are different from estimates.
Expected IFRS accounting policy
No signiﬁcant changes have been identiﬁed from the Corporation’s current accounting policy.
65

2009 Air Canada Annual Report
Employee future beneﬁts
Current accounting policy
The cost of pensions, other post-retirement and post-employment beneﬁts earned by employees is actuarially determined annually as at December 31. The cost is determined using the projected beneﬁt method prorated on service, market interest rates, and management’s best estimate of expected plan investment performance, salary escalation, retirement ages of employees and health care costs.
A market-related valuation method is used to value plan assets for the purpose of calculating the expected return on plan assets. Under the selected method, the differences between investment returns during a given year and the expected investment returns are amortized on a straight-line basis over four years.
Past service costs arising from plan amendments are amortized on a straight-line basis over the expected average remaining service period of employees active at the date of amendment. This period does not exceed the expected average remaining service period of such employees up to the full eligibility date. The expected average remaining service period of active employees (or expected average remaining life expectancy of retired members for a plan with no active members) is between 7 and 16 years for pension plans and between 10 and 11 years for post retirement and post employment beneﬁt plans.
Cumulative unrecognized net actuarial gains and losses in excess of 10% of the greater of the projected beneﬁt obligation or market-related value of plan assets at the beginning of the year are amortized over the expected remaining service life of active employees.
Expected IFRS accounting policy
Deﬁned beneﬁt plans
Actuarial gains and losses
Under IAS 19 Employee beneﬁts (“IAS19”), actuarial gains and losses may either be:
•

Deferred up to a maximum, with any excess amortised in proﬁt or loss (the ‘corridor approach’),

•

Recognised immediately in proﬁt or loss, or

•

Recognised immediately in other comprehensive income without subsequent recycling to income.

Under the corridor approach under IAS 19, cumulative actuarial gains and losses in excess of 10% of the greater of the obligation and the fair value of plan assets at the beginning of the period are amortized in proﬁt or loss over the average remaining working lives of the employees. Under current Canadian GAAP, the corridor approach is used and cumulative actuarial gains and losses in excess of 10% of the greater of the obligation and market-related value of plan assets at the beginning of the period is amortized in proﬁt or loss.
The Corporation has not ﬁnalized its decision with respect to the accounting for actuarial gains and losses.
Fair value of plan assets vs market-related value of plan assets
Under IAS 19, a market-related valuation method can not be used to value plan assets. Under current Canadian GAAP, a market-related value of assets whereby the difference between actual and expected return is gradually recognized over four years is used.
The Corporation will use the fair value of plan assets under IAS 19.

66

2009 Management’s Discussion and Analysis
The Limit on a Deﬁned Beneﬁt Asset, Minimum Funding Requirements and their Interaction
In July 2007, the IASB issued IFRIC 14 IAS 19 – The Limit of a Deﬁned Beneﬁt Asset, Minimum Funding Requirements and their Interaction (“IFRIC 14”). The Interpretation addresses the application of paragraph 58 of IAS 19 which limits the measurement of a deﬁned beneﬁt asset to “the present value of economic beneﬁts available in the form of refunds from the plan or reductions in future contributions to the plan” plus cumulative unrecognised net losses and past service cost.
Questions have arisen about when refunds or reductions in future contributions should be regarded as available, particularly when a minimum funding requirement exists. Further, minimum funding requirements may give rise to a liability if the required contributions will not be available to the entity once they have been paid.
IFRIC 14 provides guidance regarding (a) when refunds or reductions in future contributions should be regarded as available in accordance with paragraph 58 of IAS 19, (b) how a minimum funding requirement might affect the availability of reductions in future contributions and (c) when a minimum funding requirement might give rise to a liability. This is a detailed piece of guidance for which there is no Canadian-speciﬁc equivalent. In addition, there is some lack of clarity around how the requirements of the IFRIC are to be interpreted in a Canadian environment.
The Corporation has not ﬁnalized the impact of IFRIC 14 with respect to the accounting for the limits of any deﬁned beneﬁt assets.
Other long-term employee beneﬁts
Under Canadian GAAP, there is no separate category for other long-term employee beneﬁts. IFRS takes the approach that the introduction of, or changes to, other long-term employee beneﬁts rarely causes a material amount of past service cost.
For these reasons, IAS 19 requires a simpliﬁed method of accounting for other long-term employee beneﬁts. This method differs from the accounting required for post-employment beneﬁts as follows:
•

actuarial gains and losses are recognised immediately and no ‘corridor’ is applied; and

•

all past service cost is recognised immediately.

The Corporation will adopt this revised accounting policy on transition to IFRS for other long-term employee beneﬁts.
Income taxes
Current accounting policy
The Corporation utilizes the assets and liability method of accounting for income taxes under which future income tax assets and liabilities are recognized for the estimated future income tax consequences attributable to differences between the ﬁnancial statement carrying value amount and the tax basis of assets and liabilities. Management uses judgment and estimates in determining the appropriate rates and amounts in recording future taxes, giving consideration to timing and probability. Actual taxes could signiﬁcantly vary from these estimates as a result of future events, including changes in income tax law or the outcome of reviews by tax authorities and related appeals. The resolution of these uncertainties and the associated ﬁnal taxes may result in adjustment to the Corporation’s tax assets and tax liabilities.
Future income tax assets are recognized to the extent that realization is considered more likely than not. The Corporation considers past results, current trends and outlooks for future years in assessing realization of income tax assets.
Expected IFRS accounting policy
The Corporation has not ﬁnalized analyzing the impact of IAS 12 Income taxes with respect to the accounting for income taxes.

67

2009 Air Canada Annual Report
Impairment of long-lived assets
Current accounting policy
Long-lived assets are tested for impairment whenever circumstances indicate that the carrying value may not be recoverable.
When events or circumstances indicate that the carrying amount of long-lived assets, other than indeﬁnite life intangibles, are not recoverable, the long-lived assets are tested for impairment by comparing the estimate of future expected cash ﬂows to the carrying amount of the assets or groups of assets. If the carrying value is not recoverable from future expected cash ﬂows, any loss is measured as the amount by which the asset’s carrying value exceeds fair value and recorded in the period. Recoverability is assessed relative to undiscounted cash ﬂows from the direct use and disposition of the asset or group of assets.
Indeﬁnite life intangible assets are subjected to impairment tests on an annual basis or when events or circumstances indicate a potential impairment. If the carrying value of such assets exceeds the fair values, the assets are written down to fair value.
Expected IFRS accounting policy
Impairment testing of long-term assets is based on a two-step approach under current Canadian GAAP, while it is based on comparing the carrying amount to the recoverable amount under IAS 36 Impairment of Assets (“IAS 36”). In addition,
IAS 36 requires, under certain circumstances, the reversal of impairment losses, which is not allowed under current
Canadian GAAP.
The Corporation will adopt this revised accounting policy on transition to IFRS.
Property and equipment
Current accounting policy
Property and equipment is initially recorded at cost. Property under capital leases and the related obligation for future lease payments are initially recorded at an amount equal to the lesser of fair value of the property or equipment and the present value of those lease payments.
Property and equipment are depreciated to estimated residual values based on the straight-line method over their estimated service lives. Property and equipment under capital leases and within variable interest entities are depreciated to estimated residual values over the life of the lease. Aircraft and ﬂight equipment, including spare engines and related parts
(“rotables”) are depreciated over 20 to 25 years, with 10% to 20% estimated residual values. Aircraft reconﬁguration costs are amortized over three to ﬁve years. Betterments to owned aircraft are capitalized and amortized over the remaining service life of the aircraft. Betterments to aircraft on operating leases are amortized over the term of the lease.
Buildings are depreciated over their useful lives not exceeding 50 years on a straight-line basis. An exception to this is where the useful life of the building is greater than the term of the land lease. In these circumstances, the building is depreciated over the life of the lease. Leasehold improvements are amortized over the lesser of the lease term or ﬁve years. Ground and other equipment is depreciated over three to 25 years.
Maintenance and repair costs for both leased and owned aircraft, including line maintenance, component overhaul and repair, and maintenance checks, are charged to Operating expenses as incurred, with the exception of maintenance and repair costs related to return conditions on short-term aircraft leases, which are accrued over the term of the lease. Line maintenance consists of routine daily and weekly scheduled maintenance inspections and checks, overhaul and repair involves the inspection or replacements of major parts, and maintenance checks consist of more complex inspections and servicing of the aircraft.

68

2009 Management’s Discussion and Analysis
Expected IFRS accounting policy
Componentization
IAS 16 Property, plant and equipment (“IAS 16”) reinforces the requirement under Canadian GAAP that requires that each part of property, plant and equipment that has a cost that is signiﬁcant in relation to the overall cost of the item should be depreciated separately.
The Corporation will adopt this revised accounting policy with respect to componentization of property, plant and equipment on transition to IFRS.
Capitalization of major engine and airframe overhaul
In addition, IAS 16 provides guidance that would require major engine and airframe overhaul be treated as separate components of an aircraft with the overhaul cost capitalised and depreciated over the period to the next major overhaul.
The Corporation will adopt this revised accounting policy with respect to capitalization of major maintenance on transition to IFRS.
Leases
Under IAS 17 Leases, a lease is classiﬁed as either a ﬁnance lease or an operating lease. Lease classiﬁcation depends on whether substantially all of the risks and rewards incidental to ownership of a leased asset have been transferred from the lessor to the lessee, and is made at inception of the lease. A number of indicators are used to assist in lease classiﬁcation however, quantitative thresholds are not offered as an indicator as under current Canadian GAAP.
The Corporation has developed internal indicators to assist in lease classiﬁcation under IFRS.
Intangible assets
Current accounting policy
Intangible assets are initially recorded at cost. Indeﬁnite life assets are not amortized while assets with ﬁnite lives are amortized on a straight-line basis to nil over their estimated useful lives.
Expected IFRS accounting policy
No signiﬁcant changes have been identiﬁed from the Corporation’s current accounting policy.
IFRS transition
With regards to IFRS transition, the Corporation has thoroughly analyzed the optional exemptions available under IFRS 1
First-time Adoption of International Financial Reporting Standards (“IFRS 1”). The decisions about the optional exemptions available under IFRS 1 are preliminary at this time. The decisions about accounting policy choices available under IFRS 1 and other individual IFRS standards will be disclosed throughout 2010 as they are reviewed by the Audit, Finance and
Risk Committee and ﬁnalized. The Audit, Finance and Risk Committee Audit, Finance and Risk Committee will consider the appropriateness of the accounting policies applied under IFRS both at the time of transition and following transition.

69

2009 Air Canada Annual Report
Summary of the IFRS changeover plan
The plan addresses the impact of IFRS on Accounting policies and implementation decisions, Infrastructure, Business activities and Control activities. A summary status of the key elements of the changeover plan is as follows:
Key activities
Accounting policies and implementation decisions

Identiﬁcation of differences in Canadian GAAP and IFRS accounting policies;
Selection of the Corporation’s ongoing IFRS policies;
Selection of the Corporation’s IFRS 1 First-time
Adoption of International Financial Reporting Standards
(“IFRS 1”) choices;
Development of ﬁnancial statement format;

Status
The Corporation has identiﬁed differences between accounting policies under Canadian
GAAP and accounting policy choices under IFRS, both on an ongoing basis and with respect to certain choices available on conversion, made in accordance with IFRS 1;
The Corporation will continue to progress towards the quantiﬁcation of the identiﬁed differences and choices throughout 2010.

Quantiﬁcation of effects of change in initial IFRS 1 disclosures and 2010 ﬁnancial statements.
Infrastructure
Financial reporting expertise

Development of IFRS expertise.

The Corporation has provided training for key employees and stakeholders. Additional training will be ongoing until full adoption in 2011.

Infrastructure
Information technology and data systems

Development of systems solution for transition period and post-convergence period.

The Corporation has determined system requirements and solutions. The impact with respect to Information technology and data systems is due to the change in accounting for property, plant and equipment. These changes have largely been implemented at nominal cost.

Business activities
Financial covenants

Identiﬁcation of impact on ﬁnancial covenants and business practices; The Corporation is in the process of analyzing the contractual implications of IFRS on any ﬁnancing relationships and other arrangements.

Completion of any required renegotiations/changes by the third quarter of 2010.
Business activities
Compensation arrangements

Identiﬁcation of impact on compensation arrangements;

Control activities
Internal control over ﬁnancial reporting For all accounting policy changes identiﬁed, assessment of
Internal Controls over Financial Reporting (“ICFR”) design and effectiveness implications;

Assessment of required changes by the third quarter of 2010.

The Corporation is in the process of analyzing any compensation policies that rely on indicators derived from the ﬁnancial statements.
The Corporation is in the process of analyzing any issues with respect to ICFR.

Implementation of appropriate changes by the second quarter of 2010.
Control activities
Disclosure controls and procedures For all accounting policy changes identiﬁed, assessment of
Disclosure Controls and Procedures (“DC&P”) design and effectiveness implications;
Implementation of appropriate changes by the second quarter of 2010.

70

The Corporation is in the process of analyzing any issues with respect to DC&P.

2009 Management’s Discussion and Analysis

18. SENSITIVITY OF RESULTS
Air Canada’s ﬁnancial results are subject to many different internal and external factors which can have a signiﬁcant impact on operating results. In order to provide a general guideline, the following table describes, on an indicative basis, the ﬁnancial impact that changes in certain assumptions would generally have had on Air Canada’s operating results. These guidelines were derived from 2009 levels of activity and make use of management estimates. The impacts are not additive, do not reﬂect the interdependent relationship of the elements and may vary signiﬁcantly from actual results due to factors beyond the control of Air Canada. Conversely, an opposite change in the sensitivity factor would have had the opposite effect on operating income.

Key Variable
Revenue Measures
Passenger yield (cents)

2009 Measure

Sensitivity Factor

Favourable /
(Unfavourable)
Estimated Operating
Income Impact

System
Canada

17.7
23.0

1% increase in yield

$
$

80
34

Trafﬁc (RPMs) (millions)

System
Canada

47,884
15,544

1% increase in trafﬁc

$
$

76
32

Passenger load factor (%)

System

80.7

1 percentage point increase

$

94

RASM (cents)

System

14.3

1% increase in RASM

$

78

1,751

1% increase

$

(18)

59.2

US$1/barrel increase to WTI

$

(25)

Fuel – jet fuel price (CAD cents/litre) (1)

57.2

1% increase

$

(20)

Cost per ASM (cents)

16.9

1% increase in CASM

$

(101)

1 cent increase
(e.g. $1.09 to $1.08)

$

23

Cost Measures
Labour and beneﬁts expenses ($ millions)
Fuel – WTI price (US$/barrel) (1)

Currency Exchange
Cdn$ to US$

(1)

1US$ = Cdn$1.09

Excludes the impact of fuel surcharges and fuel hedging. Refer to section 13 of this MD&A for information on Air Canada’s fuel derivative instruments.

Key Variable

2009 Measure

Sensitivity Factor

1US$ = Cdn$1.09

1 cent increase
(e.g. $1.09 to $1.08)

Favourable /
(Unfavourable)
Estimated Pre-Tax
Income Impact(1)

Currency Exchange
Cdn$ to US$

(1)

$

57

Excludes the impact of foreign exchange forward contracts and currency swaps.

71

2009 Air Canada Annual Report

19. RISK FACTORS
The risks described herein may not be the only risks faced by Air Canada. Other risks of which Air Canada is not aware or which Air Canada currently deems to be immaterial may surface and have a material adverse impact on Air Canada, its business, results from operations and ﬁnancial condition.
Risks relating to Air Canada
Operating Results
Prior to emergence from its restructuring under the Companies Creditors Arrangement Act, as amended (“CCAA”) on September
30, 2004, Air Canada had sustained signiﬁcant losses and Air Canada may sustain signiﬁcant losses in the future. In 2008,
Air Canada recorded an operating loss before a provision for cargo investigations and proceedings of $39 million. During
2009, Air Canada recorded an operating loss of $316 million. Current economic conditions may result in signiﬁcant losses for
Air Canada. Despite ongoing business initiatives and efforts at securing cost reductions, revenue improvements and additional sources of ﬁnancing, Air Canada may not be able to successfully achieve positive net proﬁtability or realize the objectives of any or all of its initiatives, including those which seek to improve yield or offset or mitigate risks facing Air Canada, including those relating to economic conditions, liquidity, pension funding, unexpected volatility in fuel costs and other expenses.
Leverage
Air Canada has, and is expected to continue to have and incur, a signiﬁcant amount of indebtedness, including substantial ﬁxed obligations under aircraft leases and ﬁnancings, and as a result of challenging economic or other conditions affecting
Air Canada, Air Canada may incur greater levels of indebtedness than currently exist. The amount of indebtedness that
Air Canada currently has and which it may incur in the future could have a material adverse effect on Air Canada, for example, by (i) limiting Air Canada’s ability to obtain additional ﬁnancing, (ii) requiring Air Canada to dedicate a substantial portion of its cash ﬂow from operations to payments on its indebtedness and ﬁxed cost obligations, thereby reducing the funds available for other purposes, (iii) making Air Canada more vulnerable to economic downturns, and (iv) limiting Air Canada’s ﬂexibility in planning for, or reacting to, competitive pressures or changes in its business environment.
The ability of Air Canada to make scheduled payments under its indebtedness will depend on, among other things, its future operating performance and its ability to reﬁnance its indebtedness, if necessary. In addition, as Air Canada incurs indebtedness which bears interest at ﬂuctuating interest rates, to the extent these interest rates increase, its interest expense will increase.
There can be no assurance that Air Canada will be able to generate sufﬁcient cash from its operations to pay its debts and lease obligations. Each of these factors is, to a large extent, subject to economic, ﬁnancial, competitive, regulatory, operational and other factors, many of which are beyond Air Canada’s control.
Need for Additional Capital and Liquidity
Air Canada faces a number of challenges in its business, including in relation to economic conditions, pension plan funding, volatile fuel prices, contractual covenants which could require Air Canada to deposit cash collateral with third parties, foreign exchange rates and increased competition from international, transborder and low-cost domestic carriers. Air Canada’s liquidity levels may be adversely impacted by these as well as by other factors and risks identiﬁed in this MD&A. As part of Air Canada’s efforts to meet such challenges and to support Air Canada’s business strategy, signiﬁcant liquidity and signiﬁcant operating and capital expenditures are, and will in the future be, required. There can be no assurance that Air Canada will continue to be able to obtain on a timely basis sufﬁcient funds on terms acceptable to Air Canada to provide adequate liquidity and to ﬁnance the operating and capital expenditures necessary to overcome challenges and support its business strategy if cash ﬂows from operations and cash on hand are insufﬁcient.
Failure to generate additional funds, whether from operations or additional debt or equity ﬁnancings, could require Air Canada to delay or abandon some or all of its anticipated expenditures or to modify its business strategy and could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. Furthermore, competitors with greater liquidity or their ability to raise money more easily and on less onerous terms could create a competitive disadvantage for Air Canada.
Air Canada’s credit ratings inﬂuence its ability to access capital markets and its liquidity. There can be no assurance that
Air Canada’s credit ratings will not be downgraded, which would add to Air Canada’s borrowing and insurance costs, hamper its ability to attract capital, adversely impact its liquidity, and limit its ability to operate its business, all of which could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
72

2009 Management’s Discussion and Analysis
Economic and Geopolitical Conditions
Airline operating results are sensitive to economic and geopolitical conditions which can have a signiﬁcant impact on Air
Canada. For example, economic and geopolitical conditions may impact demand for air transportation in general or to or from certain destinations, as well as Air Canada’s operating costs, pension plan contributions and costs and availability of capital and supplies required by Air Canada. Especially in light of Air Canada’s substantial ﬁxed cost structure, any prolonged or signiﬁcant impact arising from economic and geopolitical conditions, including weakness of the Canadian, U.S. or world economies could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Airline fares and passenger demand have ﬂuctuated signiﬁcantly in the past and are likely to ﬂuctuate signiﬁcantly in the future. Air Canada is not able to predict with certainty market conditions and the fares that Air Canada may be able to charge. Customer expectations can change rapidly and the demand for lower fares may limit revenue opportunities. Travel, especially leisure travel, is a discretionary consumer expense. Depressed economic conditions in North America and other areas served by Air Canada, as well as geopolitical instability in various areas of the world, concerns about the environmental impacts of air travel and tendencies towards “green” travel initiatives where consumers reduce their travel activities, could have the effect of reducing demand for air travel in Canada and abroad and could materially adversely impact
Air Canada’s proﬁtability.
Pension Plans
Canadian federal pension legislation requires that the funded status of registered pension plans be determined periodically, on both a going concern basis (essentially assuming indeﬁnite plan continuation) and a solvency basis (essentially assuming immediate plan termination).
Pension plan solvency valuations are inﬂuenced primarily by long-term interest rates and by the investment return on plan assets, which in turn may be dependent on a variety of factors, including economic conditions. The interest rate used to calculate beneﬁt obligations for solvency purposes is a prescribed rate derived from the interest rates on long-term Government of
Canada bonds. Deteriorating economic conditions may result in signiﬁcant increases in Air Canada’s funding obligations, which could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Refer to section 10.6 of this MD&A for additional information relating to Air Canada’s pension funding obligations. In particular, as of 2014, the Air Canada 2009 Pension Regulations will cease to have effect and Air Canada’s pension funding obligations may vary signiﬁcantly based on several factors, including regulatory developments, assumptions and methods used and changes in the economic conditions (mainly the return on fund assets and changes in interest rates). Underfunded pension plans or a failure or inability by Air Canada to make required cash contributions to its registered pension plans could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Fuel Costs
Fuel costs constituted the largest percentage of the total operating costs of Air Canada in 2009. Fuel prices ﬂuctuate widely depending on many factors including international market conditions, geopolitical events and the Canada/U.S. dollar exchange rate. Air Canada cannot accurately predict fuel prices. During 2006, 2007 and 2008, fuel prices increased and ﬂuctuated near or at historically high levels. Should fuel prices ﬂuctuate signiﬁcantly or increase signiﬁcantly above current levels, fuel costs could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. Due to the competitive nature of the airline industry, Air Canada may not be able to pass on increases in fuel prices to its customers by increasing its fares. Based on 2009 volumes, management estimates that a US$1 per barrel movement in the average price of
WTI crude oil would have resulted in an approximate $25 million change in 2009 fuel expense for Air Canada (excluding any impact of fuel surcharges, foreign exchange rates and fuel hedging), assuming ﬂying capacity remained unchanged and that reﬁning spreads between WTI crude oil and jet fuel as well as foreign exchange rates remained constant.

73

2009 Air Canada Annual Report
Foreign Exchange
Air Canada’s ﬁnancial results are sensitive to the ﬂuctuating value of the Canadian dollar. In particular, Air Canada has a signiﬁcant annual net outﬂow of U.S. dollars and is affected by ﬂuctuations in the Canada/U.S. dollar exchange rate.
Management estimates that during 2009, a $0.01 increase in the Cdn/U.S. dollar exchange rate (i.e., $1.09 to $1.08 per U.S. dollar) would have had an estimated $23 million favourable impact on operating income and a $57 million favourable impact on pre-tax income. Conversely, an opposite change in the exchange rate would have had the opposite effect. Air Canada incurs signiﬁcant expenses in U.S. dollars for such items as fuel, aircraft rental and maintenance charges, interest payments, debt servicing and computerized reservations system fees, while a substantial portion of its revenues are generated in Canadian dollars. A signiﬁcant deterioration of the Canadian dollar relative to the U.S. dollar would increase the costs of Air Canada relative to its U.S. competitors and could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. In addition, Air Canada may be unable to appropriately hedge the risks associated with ﬂuctuations in exchange rates.
Labour Costs and Labour Relations
Labour costs constitute one of Air Canada’s largest operating cost items. There can be no assurance that Air Canada will be able to maintain such costs at levels which do not negatively affect its business, results from operations and ﬁnancial condition.
There can be no assurance that future agreements with employees’ unions or the outcome of arbitrations will be on terms consistent with Air Canada’s expectations or comparable to agreements entered into by Air Canada’s competitors. Any future agreements or outcome of negotiations, mediations or arbitrations including in relation to wages or other labour costs or work rules may result in increased labour costs or other charges which could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Most of Air Canada’s employees are unionized. The collective agreements representing the majority of the unionized workforce were renewed or extended in 2009 and will now expire in 2011. No strikes or lock-outs may lawfully occur during the term of the collective agreements, nor during the negotiations of their renewal until a number of pre-conditions, in respect of the unions for Canadian-based employees, prescribed by the Canada Labour Code, have been satisﬁed. There can be no assurance that collective agreements will be further renewed without labour conﬂict or action or that there will not be a labour conﬂict that could lead to a dispute or to an interruption or stoppage in Air Canada’s service or otherwise adversely affect the ability of Air Canada to conduct its operations, any of which could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
If there is a labour disruption or work stoppage by any of the unionized work groups of Jazz, there would also likely be a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. In addition, labour conﬂicts at
Star Alliance® partners could result in lower demand for connecting trafﬁc with Air Canada and, ultimately, could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Airline Industry Characterized by Low Gross Proﬁt Margins and High Fixed Costs
The airline industry is characterized by low gross proﬁt margins and high ﬁxed costs. The costs of operating any particular ﬂight do not vary signiﬁcantly with the number of passengers carried and, therefore, a relatively small change in the number of passengers or in fare pricing or trafﬁc mix would have a signiﬁcant effect on Air Canada’s operating and ﬁnancial results.
This condition has been exacerbated by aggressive pricing by low-cost carriers, which has had the effect of driving down fares in general. Accordingly, a shortfall from expected revenue levels could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. Air Canada incurs substantial ﬁxed costs which do not meaningfully ﬂuctuate with overall capacity. As a result, should Air Canada be required to reduce its overall capacity or the number of ﬂights operated, it may not be able to successfully reduce certain ﬁxed costs in the short term and may be required to incur important termination or other restructuring costs, which could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.

74

2009 Management’s Discussion and Analysis
Competition
Air Canada operates within a highly competitive industry. Over the past few years, several carriers have entered or announced their intention to enter or expand into the domestic, the U.S. transborder and international markets in which
Air Canada operates.
Canadian low-cost and other carriers have entered and/or expanded or announced their intention to compete in many of
Air Canada’s key domestic markets and, along with some U.S. carriers have also entered and/or expanded their operations in the U.S. transborder and leisure-oriented markets. Carriers against which Air Canada may compete, including U.S. carriers, may undergo (and some of whom who have undergone) substantial reorganizations (including by way of merger with or acquisition by another carrier), creating reduced levels of indebtedness and lower operating costs and may be in a position to more effectively compete with Air Canada. Air Canada is also facing increasing competition in international markets as carriers increase their international capacity, both by expansion and by shifting existing domestic capacity to international operations to avoid low-cost domestic competition.
If Canadian low-cost and other carriers are successful in entering or expanding into Air Canada’s domestic and the U.S. transborder markets, if additional U.S. or other carriers against which Air Canada competes are successful in entering
Air Canada’s transborder market or if carriers are successful in their expansion in international markets of Air Canada,
Air Canada’s business results from operations and ﬁnancial condition could be materially adversely affected.
Air Canada also encounters substantial price competition. The expansion of low-cost carriers in recent years, along with the advent of Internet travel websites and other travel products distribution channels, has resulted in a substantial increase in discounted and promotional fares initiated by Air Canada’s competitors. The decision to match competitors’ fares to maintain passenger trafﬁc, results in reduced yields which, in turn, could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. Furthermore, Air Canada’s ability to reduce its fares in order to effectively compete with other carriers is dependent on Air Canada’s ability to achieve acceptable operating margins and may also be limited by government policies to encourage competition. Likewise, competitors continue to pursue commission/incentive actions and, in many cases, increase these payments. The decision to modify Air Canada’s current programs in order to remain competitive and maintain passenger trafﬁc could result in increased costs to Air Canada’s business.
In addition, consolidation in the airline industry could result in increased competition as some airlines emerging from such consolidations may be able to compete more effectively against Air Canada which could have a material adverse effect on
Air Canada, its business, results from operations and ﬁnancial condition.
Limitations Due to Restrictive Covenants
Some of the ﬁnancing and other major agreements to which Air Canada is a party contain restrictive, ﬁnancial (including in relation to liquidity, minimum EBITDAR, ﬁxed charge coverage ratio and debt coverage ratios) and other covenants which affect and, in some cases, signiﬁcantly limit or prohibit, among other things, the manner in which Air Canada may structure or operate its business, including by reducing Air Canada’s liquidity, limiting Air Canada’s ability to incur indebtedness, create liens, sell assets, pay dividends, make capital expenditures, and engage in acquisitions, mergers or restructurings or a change of control.
Future ﬁnancing and other major agreements may also be subject to similar covenants which limit Air Canada’s operating and ﬁnancial ﬂexibility, which could materially and adversely affect Air Canada’s ability to operate its business and its proﬁtability.
A failure by Air Canada to comply with its contractual obligations (including restrictive, ﬁnancial and other covenants), or to pay its indebtedness and ﬁxed costs could result in a variety of material adverse consequences, including the acceleration of its indebtedness, the withholding of credit card proceeds by the credit card service providers and the exercise of remedies by its creditors and lessors, and such defaults could trigger additional defaults under other indebtedness or agreements. In such a situation, it is unlikely that Air Canada would be able to repay the accelerated indebtedness or fulﬁll its obligations under certain contracts, make required aircraft lease payments or otherwise cover its ﬁxed costs. Also, the lenders under the ﬁnancing arrangements could foreclose upon all or substantially all of the assets of Air Canada which secure Air Canada’s obligations.
Refer to section 13 of this MD&A for a description of restrictive covenants relating to one of Air Canada’s credit card processing agreements.

75

2009 Air Canada Annual Report
Airport User Fees and Air Navigation Fees
With the privatization of airports and air navigation authorities over the last decade in Canada, new airport and air navigation authorities have imposed signiﬁcant increases in their fees. Though certain authorities have implemented some fee reductions, if authorities in Canada or elsewhere were to increase their fees Air Canada, its business, results from operations and ﬁnancial condition could be materially adversely affected.
Strategic, Business, Technology and Other Important Initiatives
In order to operate its business, achieve its goals and remain competitive, Air Canada continuously seeks to identify and devise, invest in and implement strategic, business, technology and other important initiatives, such as those relating to the aircraft ﬂeet restructuring program, business process initiatives, information technology initiatives and others. These initiatives, including activities relating to their development and implementation, may be adversely impacted by a wide range of factors, many of which are beyond Air Canada’s control. Such factors include the performance of third parties, including suppliers, the implementation and integration of such initiatives into Air Canada’s other activities and processes as well as the adoption and acceptance of initiatives by Air Canada’s customers, suppliers and personnel. A delay or failure to sufﬁciently and successfully identify and devise, invest in or implement these initiatives could adversely affect Air Canada’s ability to operate its business, achieve its goals and remain competitive and could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
For instance, a key component of Air Canada’s business plan is the completion of Air Canada’s ﬂeet restructuring program through the acquisition of new and more efﬁcient Boeing 787 aircraft. A delay or failure in the completion of Air Canada’s ﬂeet restructuring, including further delays by the manufacturers in the delivery of the wide-body aircraft, or an inability to remove, as planned, certain aircraft from the ﬂeet in coordination with the planned entry into service of new aircraft, could adversely affect the implementation of Air Canada’s business plan which may, in turn, have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Dependence on Technology
Air Canada relies heavily on technology, including computer and telecommunications equipment and software and Internetbased systems, to operate its business, increase its revenues and reduce its costs. These systems include those relating to
Air Canada’s telecommunications, websites, computerized airline reservations and airport customer services and ﬂight operations.
These technology systems may be vulnerable to a variety of sources of failure, interruption or misuse, including by reason of third party suppliers’ acts or omissions, natural disasters, terrorist attacks, telecommunications failures, power failures, computer viruses, unauthorized or fraudulent users, and other operational and security issues. While Air Canada continues to invest in initiatives, including security initiatives and disaster recovery plans, these measures may not be adequate or implemented properly. Any such technology systems failure, interruption or misuse could materially and adversely affect Air
Canada’s operations and could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. Key Supplies and Suppliers
The Corporation is dependent upon its ability to source, on favourable terms and costs, sufﬁcient quantities of goods and
Air Canada is dependent upon its ability to source, on favourable terms and costs, sufﬁcient quantities of goods and services in a timely manner, including those available at airports or from airport authorities or otherwise required for Air Canada’s operations such as fuel, aircraft and related parts and aircraft maintenance services (including maintenance services obtained from Aveos). In certain cases, Air Canada may only be able to access goods and services from a limited number of suppliers and transition to new suppliers may take signiﬁcant amounts of time and require signiﬁcant resources. A failure, refusal or inability of a supplier may arise as a result of a wide range of causes, many of which are beyond Air Canada’s control. In addition, in the context of the current economic climate, there can be no assurance as to the continued viability of any of Air Canada’s suppliers. Any failure or inability of Air Canada to successfully source goods and services, including by reason of a failure, refusal or inability of a supplier, or to source goods and services on terms and pricing and within the timeframes acceptable to Air
Canada, could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.

76

2009 Management’s Discussion and Analysis
Aeroplan
Through its commercial agreement with Aeroplan LP (“Aeroplan”), Air Canada is able to offer its customers who are Aeroplan® members the opportunity to earn Aeroplan® Miles. Based on customer surveys, Management believes that rewarding customers with Aeroplan® Miles is a signiﬁcant factor in customers’ decision to travel with Air Canada and Jazz and contributes to building customer loyalty. The failure by Aeroplan to adequately fulﬁll its obligations towards Air Canada under the Aeroplan Commercial
Participation and Services Agreement and in connection with the Aeroplan program®, or other unexpected interruptions of
Aeroplan services which are beyond Air Canada’s control, could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Jazz
Under the CPA, Jazz provides Air Canada’s customers service in lower density markets and higher density markets at off-peak times throughout Canada and to and from certain destinations in the United States and also provides valuable trafﬁc feed to Air Canada’s mainline routes. Pursuant to the terms of the Jazz CPA, Air Canada pays Jazz a number of fees which are determined based upon certain costs incurred by Jazz. Air Canada also reimburses Jazz, without mark-up, for certain pass-through costs incurred directly by Jazz, such as fuel, navigation, landing and terminal fees and certain other costs.
Signiﬁcant increases in such pass-through costs, the failure by Jazz to adequately fulﬁll its obligations towards Air Canada under the Jazz CPA, or other unexpected interruptions or cessation of Jazz’s services which are beyond Air Canada’s control could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. In addition, the
Jazz CPA requires that Jazz maintain a minimum ﬂeet size and contains a minimum average daily utilization guarantee which requires that Air Canada make certain minimum payments to Jazz regardless of the amount of ﬂying done on its behalf by Jazz.
Star Alliance®
The strategic and commercial arrangements with Star Alliance® members provide Air Canada with important beneﬁts, including codesharing, efﬁcient connections and transfers, reciprocal participation in frequent ﬂyer programs and use of airport lounges from the other members. Should a key member leave Star Alliance® or otherwise fail to meet its obligations thereunder, Air Canada, its business, results from operations and ﬁnancial condition could be materially adversely affected.
Interruptions or Disruptions in Service
Air Canada’s business is signiﬁcantly dependent upon its ability to operate without interruption at a number of hub airports, including Toronto Pearson International Airport. Delays or disruptions in service, including those due to security or other incidents, weather conditions, labour conﬂicts with airport workers, baggage handlers, air trafﬁc controllers and other workers not employed by Air Canada or other causes beyond the control of Air Canada could have a material adverse impact on
Air Canada, its business, results from operations and ﬁnancial condition.
Current Legal Proceedings
The European Commission, the United States Department of Justice and the Competition Bureau in Canada are investigating alleged anti-competitive cargo pricing activities, including the levying of certain fuel surcharges, of a number of airlines and cargo operators, including Air Canada. Competition authorities have sought or requested information from Air Canada as part of their investigations. Air Canada is cooperating with these investigations, which are likely to lead, or have led, to proceedings against Air Canada and a number of airlines and other cargo operators in certain jurisdictions including in the European Union where all formal procedural steps preceding a decision have been completed. Air Canada is also named as a defendant in a number of class action lawsuits that have been ﬁled before the United States District Court and in Canada in connection with these allegations.
During 2008, Air Canada recorded a provision of $125 million as a preliminary estimate. This is only an estimate based upon the current status of the investigations and proceedings and Air Canada’s assessment as to the potential outcome for certain of them. This provision does not address the proceedings and investigations in all jurisdictions, but only where there is sufﬁcient information to do so. Management has determined it is not possible at this time to predict with any degree of certainty the outcome of all proceedings and investigations. Additional material provisions may be required and such provisions could have a material adverse effect on Air Canada’s ﬁnancial position.
In February 2006, Jazz commenced proceedings before the Ontario Superior Court of Justice against Porter Airlines Inc. (“Porter”) and other defendants (collectively the “Porter Defendants”) after Jazz became aware that it would be excluded from operating ﬂights from Toronto City Centre (Island) Airport (the “TCCA”). On October 26, 2007, the Porter Defendants counter-claimed against Jazz and Air Canada alleging various violations of competition law, including that Jazz and Air Canada’s commercial relationship contravenes Canadian competition laws, and claiming $850 million in damages. Concurrently with the Ontario
77

2009 Air Canada Annual Report
Superior Court of Justice proceedings, Jazz commenced judicial review proceedings against the Toronto Port Authority (“TPA”) before the Federal Court of Canada relating to Jazz’s access to the TCCA. The Porter Defendants were granted intervener and party status in these proceedings. In January of 2008, Porter ﬁled a defence and counterclaim against Jazz and Air Canada making allegations and seeking conclusions similar to those in the Ontario Superior Court counterclaim. On October 16, 2009,
Jazz discontinued its suit in the Ontario Superior Court against Porter. However, Jazz is continuing its proceedings in the Federal
Court of Canada against the TPA, to which Porter intervened. The counterclaim ﬁled by Porter in the Ontario Court against
Jazz and Air Canada has been stayed pending the outcome of the mirror counterclaim in the Federal Court. Management views
Porter’s counterclaims in both jurisdictions as being without merit.
The Canadian Union of Public Employees (“CUPE”), which represents Air Canada’s ﬂight attendants, has ﬁled a complaint before the Canadian Human Rights Commission where it alleges gender-based wage discrimination. CUPE claims the predominantly female ﬂight attendant group should be paid the same as the predominantly male pilot and mechanics groups because their work is of equal value. The complaint dates from 1991 but has not been investigated on the merits because of a legal dispute over whether the three groups work in the same “establishment” within the meaning of the Canadian Human Rights Act.
On January 26, 2006, the Supreme Court of Canada ruled that they do work in the same “establishment” and sent the case back to the Canadian Human Rights Commission, which may now proceed to assess the merits of CUPE’s complaint. On
March 16, 2007, the Canadian Human Rights Commission referred the complaint against Air Canada for investigation.
Air Canada considers that any investigation will show that it is complying with the equal pay provisions of the Canadian
Human Rights Act, however, Management has determined that it is not possible at this time to predict with any degree of certainty the ﬁnal outcome of the Commission’s investigation.
Air Canada is engaged in a number of proceedings involving challenges to the mandatory retirement provisions of certain of its collective agreements, including the Air Canada-Air Canada Pilots Association collective agreement which incorporate provisions of the pension plan terms and conditions applicable to pilots requiring them to retire at age 60. Air Canada is defending these challenges. At this time, it is not possible to determine with any degree of certainty the extent of any ﬁnancial liability that may arise from Air Canada being unsuccessful in its defense of these proceedings, though any such ﬁnancial liability, if imposed, would not be expected to be material.
Future Legal Proceedings
Airlines are susceptible to various claims and litigation, including class action claims, in the course of operating their business or with respect to the interpretation of existing agreements. Any future claims or litigation could also have a material adverse effect on Air Canada, its business and results from operations.
Key Personnel
Air Canada is dependent on the experience and industry knowledge of its executive ofﬁcers and other key employees to execute its business plan. If Air Canada were to experience a substantial turnover in its leadership or other key employees,
Air Canada’s business, results from operations and ﬁnancial condition could be materially adversely affected. Additionally,
Air Canada may be unable to attract and retain additional qualiﬁed key personnel as needed in the future.
Risks relating to the airline industry
Terrorist Attacks and Security Measures
The September 11, 2001 terrorist attacks and subsequent terrorist activity, notably in the Middle East, Southeast Asia, Europe and the U.S., causes uncertainty in the minds of the traveling public. The occurrence of a terrorist attack (or attempted attacks)
(whether domestic or international and whether involving Air Canada or another carrier or no carrier at all) and increasingly restrictive security measures, such as current restrictions on the content of carry-on baggage, current or proposed passenger identiﬁcation document requirements, and passenger screening procedures could have a material adverse effect on passenger demand for air travel and on the number of passengers traveling on Air Canada’s ﬂights. It could also lead to a substantial increase in insurance, airport security and other costs. Any resulting reduction in passenger revenues and/or increases in insurance, security or other costs could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.

78

2009 Management’s Discussion and Analysis
Epidemic Diseases (Severe Acute Respiratory Syndrome (SARS), H1N1 Inﬂuenza or Other Epidemic Diseases)
The international outbreaks of Severe Acute Respiratory Syndrome (SARS) in 2003 and the resulting actions tabled by the World
Health Organization (the “WHO”), including a travel advisory against non-essential travel to Toronto, Canada, had a signiﬁcant adverse effect on passenger demand for air travel in Air Canada’s markets and resulted in a major negative impact on trafﬁc on the entire network. Air Canada is continuing to monitor the H1N1 inﬂuenza virus risk. While Air Canada has developed contingency plans related to the H1N1 inﬂuenza virus risk, it is unable to predict the likelihood of this risk materializing or the impact on its operations to the extent this risk does materialize. An outbreak of inﬂuenza, SARS, H1N1 inﬂuenza virus or of another epidemic disease (whether domestic or international) or any WHO travel advisories (whether relating to Canadian cities or regions or other cities, regions or countries) could have a material adverse effect on passenger demand for air travel.
Any resulting reduction in trafﬁc in the markets served by Air Canada could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
Casualty Losses
Due to the nature of its core operating business, Air Canada may be subject to liability claims arising out of accidents or disasters involving aircraft on which Air Canada’s customers are traveling or involving aircraft of other carriers maintained or repaired by Air Canada, including claims for serious personal injury or death. There can be no assurance that Air Canada’s insurance coverage will be sufﬁcient to cover one or more large claims and any shortfall may be material. Additionally, any accident or disaster involving one of Air Canada’s aircraft or an aircraft of another carrier receiving line maintenance services from Air Canada may signiﬁcantly harm Air Canada’s reputation for safety, which would have a material adverse effect on
Air Canada, its business, results from operations and ﬁnancial condition.
Seasonal Nature of the Business, Other Factors and Prior Performance
Air Canada has historically experienced considerably greater demand for its services in the second and third quarters of the calendar year and signiﬁcantly lower demand in the ﬁrst and fourth quarters of the calendar year. This demand pattern is principally a result of the preference of a high number of leisure travelers to travel during the spring and summer months.
Air Canada has substantial ﬁxed costs that do not meaningfully ﬂuctuate with passenger demand in the short term.
As described elsewhere, demand for and cost of air travel is also affected by factors such as geopolitical and economic conditions, war or the threat of war or terrorist attacks, fare levels and weather conditions. Due to these and other factors, operating results for an interim period are not necessarily indicative of operating results for an entire year, and operating results for a historical period are not necessarily indicative of operating results for a future period.
Regulatory Matters
The airline industry is subject to extensive Canadian and foreign government regulations relating to, among other things, security, safety, privacy, licensing, competition, environment (including noise levels and carbon emissions) and, in some measure, pricing.
For example, new and proposed legislation have been considered or adopted concerning carbon emissions emanating from the aviation industry; such legislative initiatives include, for example, market-based mechanisms called emissions trading systems which are being proposed and implemented to reduce the amount of carbon emissions through the setting of emissions allowances and charging aircraft operators for a certain percentage of these allowances. The implementation of additional regulations or decisions, including those relating to carbon emissions, and others, whether by Transport Canada, the Competition Bureau and/or the Competition Tribunal, the Canadian Transportation Agency or other domestic or foreign governmental entities, may have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition. The European Union passed legislation for an Emissions Trading System which will include carbon emissions from aviation commencing in January 2012, including for ﬂights operated between Canada and countries within the European Union.
The legislation would require aircraft operators to monitor and report on fuel use and emissions data. While this legislation would be expected to result in increased costs relating to the purchase of emissions allowances, the net ﬁnancial impact would, in part, depend upon how much of such cost, if any, would be recoverable in the form of higher passenger and cargo fares.
The availability of international routes to Canadian air carriers is regulated by agreements between Canada and foreign governments. Changes in Canadian or foreign government aviation policy could result in the alteration or termination of these agreements and could adversely affect Air Canada, its international operations.
79

2009 Air Canada Annual Report
Air Canada is subject to domestic and foreign laws regarding privacy of passenger and employee data, including advance passenger information and access to airline reservation systems, which are not consistent in all countries in which
Air Canada operates. The need to comply with these regulatory regimes is expected to result in additional operating costs and could have a material adverse effect on Air Canada, its business, results from operations and ﬁnancial condition.
There can be no assurances that new laws, regulations or revisions to same, or decisions, will not be adopted or rendered, from time to time, and these could impose additional requirements or restrictions, which may adversely impact Air Canada’s business, results from operations and ﬁnancial condition.
Increased Insurance Costs
Since September 11, 2001 the aviation insurance industry has been continually re-evaluating the terrorism risks that it covers, and this activity may adversely affect some of Air Canada’s existing insurance carriers or Air Canada’s ability to obtain future insurance coverage. To the extent that Air Canada’s existing insurance carriers are unable or unwilling to provide it with insurance coverage, and in the absence of measures by the Government of Canada to provide the required coverage,
Air Canada’s insurance costs may increase further and may result in Air Canada being in breach of regulatory requirements or contractual arrangements requiring that speciﬁc insurance be maintained, which may have a material adverse effect on
Air Canada, its business, results from operations and ﬁnancial condition.
Third Party War Risk Insurance
There is a risk that the Government of Canada may not continue to provide an indemnity for third party war risk liability coverage, which it currently provides to Air Canada and certain other carriers in Canada. In the event that the Government of
Canada does not continue to provide such indemnity or amends such indemnity, Air Canada and other industry participants would have to turn to the commercial insurance market to seek such coverage. Air Canada estimates that such coverage would cost Air Canada approximately $5 million per year. Alternative solutions, such as those envisioned by the International
Civil Aviation Organization (“ICAO”) and the International Air Transport Association (“IATA”), have not developed as planned, due to actions taken by other countries and the recent availability of supplemental insurance products. ICAO and IATA are continuing their efforts in this area, however, the achievement of a global solution is not likely in the immediate or near future.
The U.S. federal government has set up its own facility to provide war risk coverage to U.S. carriers, thus removing itself as a key component of any global plan.
Risks related to the Corporation’s relationship with ACE
Control of Air Canada and Related Party Relationship
As at September 30, 2009, ACE owned Class B voting shares representing 75% of the shares issued and outstanding. This voting control enabled ACE to determine substantially all matters requiring security holder approval as a result of its voting interest in Air Canada. Accordingly, ACE would have been able to exercise control over corporate transactions that must be submitted to Air Canada’s security holders for approval and effectively has sufﬁcient voting power to effect or prevent a change in control of Air Canada. Following completion of the offering, as described in section 6 of this MD&A, and the issuance of shares under the Pension MOUs, ACE’s ownership is reported to represent 27% of the shares issued and outstanding, however, ACE remains the largest shareholder of Air Canada. The extent of ACE’s shareholdings in Air Canada may discourage transactions involving shares in Air Canada, including as a result, transactions in which the public shareholders of Air Canada might otherwise receive a premium for their shares over the then-current market price. The interests of ACE may conﬂict with those of other shareholders. The exercise, if any, by lenders other than ACE of the initial warrants and additional warrants under the Credit Agreement would further dilute ACE’s shareholdings in Air Canada.
Future Sales of Shares by or for ACE
ACE generally has the right at any time to spin-off the Air Canada shares that it owns or to sell a signiﬁcant interest in
Air Canada to a third party, in either case without the approval of the public shareholders of Air Canada and without providing for a purchase of such shareholders’ shares of Air Canada, subject to compliance with applicable securities laws. Sales of substantial amounts of Air Canada’s shares by ACE (including through a distribution of Air Canada’s shares to ACE shareholders), or the perception or possibility of those sales by ACE, could adversely affect the market price of the shares and/or impede
Air Canada’s ability to raise capital through the issuance of equity securities.
ACE has no contractual obligation to retain any of its Air Canada shares. The Registration Rights Agreement that Air Canada entered into with ACE concurrently with its initial public offering granted ACE the right to require Air Canada to ﬁle a prospectus and otherwise assist with a public offering of shares that ACE holds in speciﬁed circumstances.
80

2009 Management’s Discussion and Analysis

20. CONTROLS AND PROCEDURES
Disclosure controls and procedures and internal controls over ﬁnancial reporting
Disclosure controls and procedures within the Corporation have been designed to provide reasonable assurance that all relevant information is identiﬁed to its Disclosure Policy Committee to ensure appropriate and timely decisions are made regarding public disclosure.
Internal controls over ﬁnancial reporting have been designed by management, with the participation of the Corporation’s
President and Chief Executive Ofﬁcer (“CEO”) and the Executive Vice President and Chief Financial Ofﬁcer (“CFO”), to provide reasonable assurance regarding the reliability of the Corporation’s ﬁnancial reporting and its preparation of ﬁnancial statements for external purposes in accordance with GAAP.
The Corporation will ﬁle certiﬁcations, signed by the President and Chief Executive Ofﬁcer (“CEO”) and the Executive
Vice President and Chief Financial Ofﬁcer (“CFO”), with the Canadian Securities Administrators (“CSA”) upon ﬁling of the
Corporation’s Annual Information Form. In those ﬁlings, the Corporation’s CEO and CFO will certify, as required by National
Instrument 52-109, the appropriateness of the ﬁnancial disclosure, the design and effectiveness of the Corporation’s disclosure controls and procedures and the design and effectiveness of internal controls over ﬁnancial reporting. The
Corporation’s CEO and CFO also certify the appropriateness of the ﬁnancial disclosures in the Corporation’s interim ﬁlings with securities regulators. In those interim ﬁlings, the Corporation’s CEO and CFO also certify the design of the Corporation’s disclosure controls and procedures and the design of internal controls over ﬁnancial reporting.
The Corporation’s Audit, Finance and Risk Committee reviewed this MD&A, and the audited consolidated ﬁnancial statements, and the Corporation’s Board of Directors approved these documents prior to their release.
Management’s report on disclosure controls and procedures
Management, with the participation of the Corporation’s CEO and CFO, assessed the effectiveness of the Corporation’s disclosure controls and processes and concluded, as at December 31, 2009, that such disclosure controls and processes were effective to provide reasonable assurance that:
(i) material information relating to the Corporation was made known to its Disclosure Policy Committee by others; and
(ii) information required to be disclosed by the Corporation in its annual ﬁlings, interim ﬁlings and other reports ﬁled or submitted by the Corporation under securities legislation was recorded, processed, summarized and reported within the time periods speciﬁed in securities legislation.
Management’s report on internal controls over ﬁnancial reporting
Management, with the participation of the Corporation’s CEO and CFO, assessed the effectiveness of the Corporation’s internal controls over ﬁnancial reporting. In making this assessment, management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”) in Internal Control - Integrated Framework. Based on that evaluation, management and the CEO and CFO have concluded that, as at December 31, 2009, the Corporation’s internal controls over ﬁnancial reporting were effective to provide reasonable assurance regarding the reliability of ﬁnancial reporting and the preparation of ﬁnancial statements for external purposes in accordance with GAAP. This evaluation took into consideration the Corporation’s Corporate Disclosure Policy and the functioning of its Disclosure Policy Committee.
Changes in internal controls over ﬁnancial reporting
There have been no changes to the Corporation’s internal controls over ﬁnancial reporting during the year ended
December 31, 2009 that have materially affected, or are reasonably likely to materially affect, its internal controls over ﬁnancial reporting.

81

2009 Air Canada Annual Report

21. NON-GAAP FINANCIAL MEASURES
EBITDAR
EBITDAR (earnings before interest, taxes, depreciation and amortization, and aircraft rent) is a non-GAAP ﬁnancial measure commonly used in the airline industry to view operating results before depreciation and amortization, and aircraft rent as these costs can vary signiﬁcantly among airlines due to differences in the way airlines ﬁnance their aircraft and other assets. Air Canada presents EBITDAR before and after the provision for cargo investigations and proceedings as this item could potentially distort the analysis of trends in business performance. EBITDAR is not a recognized measure for ﬁnancial statement presentation under Canadian GAAP and does not have a standardized meaning and is therefore not likely to be comparable to similar measures presented by other public companies.
EBITDAR before the provision for cargo investigations and proceedings and EBITDAR for Air Canada are reconciled to operating income (loss) as follows:

(Canadian dollars in millions)
GAAP operating loss before the provision for cargo investigations

2009

$

(83)

Fourth Quarter
2008
Change $

$

(146)

$

63

2009

$

(316)

Full Year
2008

Change $

$

$

(39)

(277)

Add back:
Aircraft rent
Depreciation and amortization

85
165

80
174

5
(9)

335
660

279
694

56
(34)

EBITDAR before the provision for cargo investigations 167

108

59

679

934

(255)

Add back:
Provision for cargo investigations
EBITDAR

$

167

$

108

$

59

$

679

$

(125)
809

$

125
(130)

Operating expense excluding fuel expense
Air Canada uses operating expense excluding fuel expense to assess the operating performance of its ongoing business without the effects of fuel expense as it could potentially distort the analysis of trends in business performance. Fuel expense ﬂuctuates widely depending on many factors including international market conditions, geopolitical events and the Canada/U.S. exchange rate, and excluding this expense from GAAP results analysis allows Air Canada to compare its operating performance on a consistent basis. The following measure is not a recognized measure for ﬁnancial statement presentation under Canadian GAAP and does not have a standardized meaning and is therefore not likely to be comparable to similar measures presented by other public companies.
Operating expense, excluding fuel expense, for Air Canada is reconciled to operating expense as follows:

(Canadian dollars in millions)

2009

GAAP operating expense
Remove:
Aircraft fuel
Operating expense, excluding fuel expense

82

$

$

2,431

Fourth Quarter
2008
Change $
$

(601)
1,830

2,644
(792)

$

1,852

$

Full Year
2008

Change $

(213)

$ 10,055

$ 11,121

$ (1,066)

191

$

2009

(2,448)

(3,419)

971

(22)

$

7,607

$

7,702

$

(95)

2009 Management’s Discussion and Analysis

22. GLOSSARY
Available Seat Miles or ASMs — A measure of passenger capacity calculated by multiplying the total number of seats available for passengers by the miles ﬂown.
CASM — Operating expense per ASM.
EBITDAR — EBITDAR is earnings before interest, taxes, depreciation and amortization, and aircraft rent and is a non-GAAP ﬁnancial measure commonly used in the airline industry to view operating results before depreciation and amortization, and aircraft rent as these costs can vary signiﬁcantly among airlines due to differences in the way airlines ﬁnance their aircraft and other assets. Refer to section 21 of this MD&A for additional information.
Passenger Load Factor — A measure of passenger capacity utilization derived by expressing Revenue Passenger Miles as a percentage of Available Seat Miles.
Passenger Revenue per Available Seat Mile or RASM — Average passenger revenue per ASM.
Revenue Passenger Miles or RPMs — A measure of passenger trafﬁc calculated by multiplying the total number of revenue passengers carried by the miles they are carried.
Yield — Average passenger revenue per RPM.

83

2009 Air Canada Annual Report

MANAGEMENT’S REPORT
The consolidated ﬁnancial statements have been prepared by management. Management is responsible for the fair presentation of the consolidated ﬁnancial statements in conformity with generally accepted accounting principles.
Management is responsible for the selection of accounting policies and making signiﬁcant accounting judgements and estimates. Management is also responsible for all other ﬁnancial information included in the annual report and for ensuring that this information is consistent, where appropriate, with the information contained in the consolidated ﬁnancial statements. Management is responsible for establishing and maintaining adequate internal control over ﬁnancial reporting which includes those policies and procedures that provide reasonable assurance over the safeguarding of assets and over the completeness, fairness and accuracy of the consolidated ﬁnancial statements and other ﬁnancial information.
The Audit, Finance and Risk Committee reviews the quality and integrity of the Corporation’s ﬁnancial reporting and recommends approval to the Board of Directors; oversees management’s responsibilities as to the adequacy of the supporting systems of internal controls; provides oversight of the independence, qualiﬁcations and appointment of the external auditor; and, pre-approves audit and audit-related fees and expenses. The Board of Directors approves the Corporation’s consolidated ﬁnancial statements, management’s discussion and analysis and annual report disclosures prior to their release. The Audit,
Finance and Risk Committee meets with management, the internal auditors and external auditors at least four times each year to review and discuss ﬁnancial reporting issues and disclosures, auditing and other matters.
The external auditors, PricewaterhouseCoopers LLP, conduct an independent audit of the consolidated ﬁnancial statements in accordance with Canadian generally accepted auditing standards and express their opinion thereon. Those standards require that the audit is planned and performed to obtain reasonable assurance about whether the consolidated ﬁnancial statements are free of material misstatement. The external auditors have unlimited access to the Audit, Finance and Risk
Committee and meet with the Committee on a regular basis.

Michael Rousseau
Executive Vice President &
Chief Financial Ofﬁcer

84

Calin Rovinescu
President &
Chief Executive Ofﬁcer

AUDITORS’ REPORT
TO THE SHAREHOLDERS OF AIR CANADA
We have audited the consolidated statements of ﬁnancial position of Air Canada as at December 31, 2009 and
December 31, 2008 and the consolidated statements of operations, changes in shareholders’ equity, comprehensive income (loss) and cash ﬂows for the years then ended. These consolidated ﬁnancial statements are the responsibility of the
Corporation’s management. Our responsibility is to express an opinion on these consolidated ﬁnancial statements based on our audits.
We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the ﬁnancial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the ﬁnancial statements. An audit also includes assessing the accounting principles used and signiﬁcant estimates made by management, as well as evaluating the overall ﬁnancial statement presentation.
In our opinion, these consolidated ﬁnancial statements present fairly, in all material respects, the consolidated ﬁnancial position of the Corporation as at December 31, 2009 and December 31, 2008 and the results of its operations and its cash ﬂows for the years then ended in accordance with Canadian generally accepted accounting principles.

1

Chartered Accountants
Montreal, Quebec
February 9, 2010

1

Chartered accountant auditor permit No. 18144

“PricewaterhouseCoopers” refers to PricewaterhouseCoopers LLP/s .r.l./s.e.n.c.r.l., an Ontario limited liability partnership, or, as the context requires, the PricewaterhouseCoopers global network or other member ﬁrms of the network, each of which is a separate and independent legal entity.

85

2009 Air Canada Annual Report

CONSOLIDATED STATEMENT OF OPERATIONS
For the year ended December 31
(Canadian dollars in millions except per share ﬁgures)

2009

Operating revenues
Passenger
Cargo
Other

$

Operating expenses
Aircraft fuel
Wages, salaries and beneﬁts
Airport and navigation fees
Capacity purchase with Jazz
Depreciation and amortization
Aircraft maintenance
Food, beverages and supplies
Communications and information technology
Aircraft rent
Commissions
Other
Operating loss before under noted item
Provision for cargo investigations
Operating loss
Non-operating income (expense)
Interest income
Interest expense
Interest capitalized
Loss on assets
Gain on ﬁnancial instruments recorded at fair value
Other
Loss before the following items
Non-controlling interest
Foreign exchange gain (loss)
Recovery of (provision for) income taxes
Current
Future
Loss for the year
Loss per share
Basic and diluted

$

9,713
515
854
11,082

2,448
1,751
971
973
660
759
291
293
335
186
1,388
10,055
(316)
–
(316)

3,419
1,877
1,001
948
694
659
314
286
279
194
1,450
11,121
(39)
(125)
(164)

14
(373)
4
(95)
95
–
(355)
(671)
(15)
657

57
(319)
37
(34)
92
(3)
(170)
(334)
(12)
(655)

$

7
(2)
(24)

$

(1)
(23)
(1,025)

$

(0.18)

$

(10.25)

Note 2D
Notes 3 &4

Note 17

Note 3
Note 15

Note 7
Note 7

Note 12

The accompanying notes are an integral part of the consolidated ﬁnancial statements.

86

8,499
358
882
9,739

2008

Consolidated Financial Statements and Notes

CONSOLIDATED STATEMENT OF FINANCIAL POSITION
As at December 31
(Canadian dollars in millions)

2009

ASSETS
Current
Cash and cash equivalents
Short-term investments

Note 2O
Note 2P

Restricted cash
Accounts receivable
Aircraft fuel inventory
Spare parts and supplies
Collateral deposits for fuel derivatives
Prepaid expenses and other current assets

Property and equipment
Intangible assets
Deposits and other assets

$

Note 2Q
Note 18

Note 3
Note 4
Note 5
$

Note 18
Note 15

Long-term debt and capital leases
Future income taxes
Pension and other beneﬁt liabilities
Other long-term liabilities

$

499
506
1,005

78
701
63
64
43
295
2,651

Note 1C
Note 15
Note 18

LIABILITIES
Current
Accounts payable and accrued liabilities
Fuel derivatives
Advance ticket sales
Current portion of long-term debt and capital leases

1,115
292
1,407

2008

Note 6
Note 7
Note 8
Note 9

$

Note 6

45
702
97
20
328
206
2,403

6,369
916
470
10,406

7,469
997
495
11,364

1,215
31
1,288
468
3,002

$

$

1,262
420
1,333
663
3,678

4,054
85
1,163
455
8,759
201

Non-controlling interest
SHAREHOLDERS’ EQUITY
Share capital
Contributed surplus
Deﬁcit
Accumulated other comprehensive loss

Note 11

Notes 2L &15
$

4,691
88
1,585
370
10,412
190

532
1,825
(727)
(184)
1,446
10,406

$

274
1,797
(703)
(606)
762
11,364

The accompanying notes are an integral part of the consolidated ﬁnancial statements.
Commitments (Note 14); Contingencies, Guarantees, and Indemnities (Note 17)

On behalf of the Board of Directors:
Signed
David I. Richardson
Chairman

Signed
Michael M. Green
Chair of the Audit, Finance and Risk Committee

87

2009 Air Canada Annual Report

CONSOLIDATED STATEMENT OF CHANGES IN SHAREHOLDERS’ EQUITY
For the year ended December 31
(Canadian dollars in millions)
Share Capital
Common shares, beginning of year
Shares issued under the pension MOUs
Shares issued under the public offering
Total share capital
Contributed surplus
Balance, beginning of year
Fair value of stock-based compensation issued to employees recognized as compensation expense (recovery)
Warrants issued under the credit facility
Warrants issued under the public offering
Proceeds from intercompany agreements
Total contributed surplus

2009

$
Note 8
Note 11

2008

274
28
230
532

$

274
274

1,797
2
7
19
1,825

Note 10
Note 6
Note 11
Note 18

Retained earnings (deﬁcit)
Balance, beginning of year
Loss for the year
Deﬁcit

1,791
(5)
11
1,797

(703)
(24)
(727)

Accumulated other comprehensive income (loss)
Balance, beginning of year
Other comprehensive income (loss)
Total accumulated other comprehensive loss
Total deﬁcit and accumulated other comprehensive loss
Total shareholders’ equity

$

322
(1,025)
(703)

(606)
422
(184)
(911)
1,446

56
(662)
(606)
(1,309)
762

$

The accompanying notes are an integral part of the consolidated ﬁnancial statements.

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME (LOSS)
For the year ended December 31
(Canadian dollars in millions)

2009

Comprehensive income (loss)
Loss for the year
Other comprehensive income (loss), net of taxes:
Net losses on fuel derivatives under hedge accounting, net of taxes

Note 15

Reclassiﬁcation of net realized losses (gains) on fuel derivatives to income, net of taxes

Note 15

Total comprehensive income (loss)

$

(24)

$

(1)

$
The accompanying notes are an integral part of the consolidated ﬁnancial statements

88

2008

423
422
398

(1,025)

(605)

$

(57)
(662)
(1,687)

Consolidated Financial Statements and Notes

CONSOLIDATED STATEMENT OF CASH FLOW
For the year ended December 31
(Canadian dollars in millions)

2009

2008

Cash ﬂows from (used for)
Operating
Loss for the year
Adjustments to reconcile to net cash from operations
Depreciation and amortization
Loss on assets
Foreign exchange (gain) loss
Future income taxes
Excess of employee future beneﬁt funding over expense
Provision for cargo investigations
Non-controlling interest
Fuel and other derivatives
Fuel hedge collateral deposits, net
Changes in non-cash working capital balances
Other

Financing
Borrowings
Shares issued under the public offering
Warrants issued under the public offering and credit facility
Reduction of long-term debt and capital lease obligations
Other

Investing
Short-term investments
Additions to capital assets
Proceeds from contractual commitments
Proceeds from sale of assets
Proceeds from sale-leaseback transactions
Funding of Aveos letter of credit
Other
Increase (decrease) in cash and cash equivalents
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year

$

(24)

$

(1,025)

660
95
(633)
2
(368)
15
41
268
(234)
11
(167)

926
230
26
(1,237)
(55)

Note 17
Note 15
Note 15

Note 6
Note 11
Notes 6 & 11

Note 1C
Note 3
Note 3
Note 18

$

694
34
822
23
(316)
125
12
(208)
(322)
117
(58)
(102)

871
(992)
5
(116)

214
(232)
230
103
552
(29)
838
616
499
1,115

206
(883)
38
708
59
62
190
(28)
527
499

$

Cash and cash equivalents exclude Short-term investments of $292 as at December 31, 2009 (2008 - $506).
The accompanying notes are an integral part of the consolidated ﬁnancial statements.

89

2009 Air Canada Annual Report

For the Years Ended December 31, 2009 and 2008 (Currencies in millions – Canadian dollars)

1. BASIS OF PRESENTATION, NATURE OF OPERATIONS AND SIGNIFICANT EVENTS
A) BASIS OF PRESENTATION
The accompanying consolidated ﬁnancial statements are of Air Canada (the “Corporation”). ACE Aviation Holdings Inc.
(“ACE”) holds a 27% ownership interest in the Corporation as at December 31, 2009. The term “Corporation” refers to, as the context may require, Air Canada and/or one or more of Air Canada’s subsidiaries.
These consolidated ﬁnancial statements are expressed in millions of Canadian dollars and are prepared in accordance with generally accepted accounting principles in Canada (“GAAP”).
Certain comparative ﬁgures have been reclassiﬁed to conform to the ﬁnancial statement presentation adopted in the current year.
B) NATURE OF OPERATIONS
The consolidated ﬁnancial statements of Air Canada include wholly-owned subsidiaries of Air Canada, including Air Canada
Cargo Limited Partnership (“Air Canada Cargo”) up to and including November 30, 2009, ACGHS Limited Partnership
(“Air Canada Ground Handling Services” or “ACGHS”) up to and including November 30, 2009 and Touram Limited
Partnership (“Air Canada Vacations”). These consolidated ﬁnancial statements also include certain aircraft and engine leasing entities and fuel facility corporations, which are consolidated under Accounting Guideline 15 – Consolidation of
Variable Interest Entities (Note 2Z).
Effective December 1, 2009, the operations of Air Canada Cargo and Air Canada Ground Handling Services, previously operated by wholly-owned subsidiaries of Air Canada, were wound up into Air Canada and are now operated as divisions of
Air Canada. These wind-ups had no impact on the consolidated ﬁnancial statements.
Air Canada is Canada’s largest domestic and international airline and the largest provider of scheduled passenger services in the Canadian market, the Canada-US transborder market as well as the international markets to and from Canada. Certain of the scheduled passenger services offered on domestic and Canada-US transborder routes are provided by Jazz Air LP
(“Jazz”) through a capacity purchase agreement between Air Canada and Jazz (the “Jazz CPA”). Through Air Canada’s global route network, virtually every major market throughout the world is served either directly or through the Star Alliance network. In addition, Air Canada provides certain passenger charter services.
Air Canada offers air cargo services on domestic and US transborder routes using cargo capacity on aircraft operated by
Air Canada and Jazz. (Prior to December 1, 2009, these services were provided by Air Canada Cargo). Air Canada offers international cargo services on routes between Canada and major markets in Europe, Asia, South America and Australia using cargo capacity on Boeing 777 and other wide body aircraft operated by Air Canada.
Air Canada Ground Handling Services provided passenger handling services to Air Canada, Jazz and other airlines with a primary focus on Canadian stations. Services covered included passenger check-in, gate management, baggage and cargo handling and processing, cabin cleaning, de-icing as well as aircraft ramp services. Effective December 1, 2009 with the wind-up of ACGHS, Air Canada offers these services directly.
Air Canada Vacations is one of Canada’s leading tour operators. Based in Montreal and Toronto, it operates its business in the outgoing leisure travel market (Caribbean, Mexico, USA, Europe, South America and Asia) by developing, marketing and distributing vacation travel packages and services through a network of independent travel agencies in Canada as well as through the Air Canada Vacations website, aircanadavacations.com.
Air Canada is managed as one reportable segment based on how ﬁnancial information is produced internally for the purposes of making operating decisions.

90

Consolidated Financial Statements and Notes
C) SIGNIFICANT EVENTS
During 2009, the Corporation entered into the following transactions in an effort to mitigate the Corporation’s liquidity risks as described in Note 15 (refer to Notes 3, 6 and 11 for additional detail on these ﬁnancing activities):
During the fourth quarter of 2009
•

Completed a share and warrant public offering for net proceeds of $249 (refer to Note 11 for further details).

During the third quarter of 2009
•

Completed a secured term credit facility (the “Credit Facility”) for ﬁnancing proceeds of $600, less fees of $20.
The Credit Facility is a ﬁve-year facility, with the ﬁrst principal repayment due in August 2010, and currently bears interest at 12.75%. Under the Credit Facility, 10 million warrants were issued which entitle the debt holders to acquire up to 10 million shares in the Corporation, as further described in Note 6. As part of the transactions related to the closing of the Credit Facility, existing ﬁnancing arrangements of $166 were repaid as follows:
- The revolving credit facility, as further described in Note 6L, was repaid in the amount of $49. The rights of the lender under the revolving credit facility were assigned to the lenders under the Credit Facility;
- The spare engine ﬁnancing agreement, as further described in Note 6J, was partially repaid in the amount of
$38. This represented the repayment related to 22 engines under a spare engine ﬁnancing agreement, with
10 engines remaining under the agreement with a loan value of $72 as at December 31, 2009;
- The Aeroplan Canada Inc. (“Aeroplan”) loan, as further described below, was repaid in the amount of $79.
Aeroplan is a participating lender under the Credit Facility.

•

Extended or renewed labour agreements for 21 months with all of the Corporation’s Canadian-based unions were completed by July 2009. The agreements provide for no increases to wage rates, no changes to group insurance coverage or beneﬁts, or pension beneﬁt levels during the contract extension or renewal periods;

•

Pension funding agreements with all of the Corporation’s Canadian-based unions (the “Pension MOUs”) and the adoption of the Air Canada Pension Funding Regulations, 2009 (the “Air Canada 2009 Pension Regulations”). The
Air Canada 2009 Pension Regulations relieve the Corporation from making any special (past service cost) payments for the period beginning April 1, 2009 and ending December 31, 2010. Thereafter, in respect of the period from
January 1, 2011 to December 31, 2013, the aggregate annual past service contributions shall equal the lesser of (i) $150,
$175, and $225 in respect of 2011, 2012, and 2013, respectively and (ii) the maximum past service contributions permitted under the Income Tax Act. Pursuant to the Pension MOUs, on October 26, 2009 the Corporation issued, to a trust, 17,647,059 Class B Voting Shares. This number of shares represented 15% of the shares of Air Canada issued and outstanding as at the date of the Pension MOUs and the date of issuance (in both cases after taking into account such issuance). All net proceeds of the sale of such shares held by the trust are to be contributed to the pension plans;

•

An agreement with a supplier for non-refundable proceeds of $230 in consideration of various contractual commitments. For accounting purposes, the recognition of these proceeds was deferred in order to be applied to reduce the cost of these contractual commitments as they are incurred;

•

Amendments to credit card processing agreements with one of its principal credit card processors to revise the levels of unrestricted cash (as deﬁned per the agreement and generally based on the aggregate sums of Cash and cash equivalents and Short-term investments) required to be maintained as described further in Note 15;

•

An extension of the repayment date of a short-term loan of $78 (US$75) entered into in 2008, which was originally due in 2009, to 2013. This loan is described in Note 6F;

91

2009 Air Canada Annual Report
•

A memorandum of understanding with GE Capital Aviation Services (the “GECAS MOU”) for the sale and leaseback of three Boeing 777 aircraft. The sale and leaseback transactions were substantially completed in early November
2009 and provided initial net cash proceeds of $95 (net of deposits), with additional net proceeds of $20 received in
January 2010 upon completion of the remaining part of the transaction; and

•

An agreement amending the terms of the Jazz CPA, effective August 1, 2009, which provides for a reduction to rates paid under the agreement.

During the second quarter of 2009
•

A secured loan with Aeroplan for net proceeds of $79. This loan, as described above, was terminated in July 2009 pursuant to the transactions relating to the Credit Facility.

During the ﬁrst quarter of 2009
•

Financing arrangements secured by spare parts, spare engines and a Boeing 777 aircraft for aggregate proceeds of
$267, net of fees of $8. The spare engine ﬁnancing was partially repaid in July 2009, as described above;

•

Sale-leaseback of a Boeing 777 aircraft for aggregate proceeds of $172 and the required repayment of a debt obligation related to the aircraft of $128, which included a prepayment fee of $14;

•

Repayment of pre-delivery ﬁnancing of $83 on the Boeing 777 aircraft received during the ﬁrst quarter; and;

During 2009, Air Canada entered into various inventory ﬁnancing arrangements under which it acquired $117 of spare parts inventories in exchange for the issuance of bills of exchange. Subsequent to the arrangements, Air Canada completed various transactions in relation to certain bills of exchange resulting in gains of $4 being recorded in non-operating income
(expense) in 2009. As at December 31, 2009, the remaining inventory is valued at $43 which represents its estimated net realizable value and the expected ﬁnal payment due in 2010 under the ﬁnancing arrangements is $11 (US$11).
In addition, during the year, the net return of collateral deposits on fuel derivatives amounted to $285, while the settlement of fuel derivative contracts in favour of counterparties amounted to $280 (refer to Note 15 for additional information on fuel price risk management activities).

92

Consolidated Financial Statements and Notes

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A) PRINCIPLES OF CONSOLIDATION
These consolidated ﬁnancial statements include the accounts of all entities controlled by Air Canada, with adjustments for non-controlling interests. The consolidated ﬁnancial statements of the Corporation include the accounts of variable interest entities for which the Corporation is the primary beneﬁciary. All inter-company balances and transactions are eliminated.
B) USE OF ESTIMATES
The preparation of ﬁnancial statements in conformity with GAAP requires management to make estimates and assumptions that affect the amounts reported in the consolidated ﬁnancial statements and accompanying notes. Actual results could differ from those estimates.
Signiﬁcant estimates made in the preparation of the consolidated ﬁnancial statements include those used in accounting for employee future beneﬁts (Note 8), accounting for income taxes (Note 7), the determination of passenger revenues, the determination of amortization period for long-lived assets, the impairment considerations on long-lived assets and the carrying value of ﬁnancial instruments recorded at fair value.
C) PASSENGER AND CARGO REVENUES
Airline passenger and cargo advance sales are deferred and included in Current liabilities. Advance sales also include the proceeds from the sale of ﬂight tickets to Aeroplan, a corporation that provides loyalty program services to Air Canada and purchases seats from Air Canada pursuant to the Commercial Participation and Services Agreement between Aeroplan and Air Canada (the “CPSA”) (Note 14). Passenger and cargo revenues are recognized when the transportation is provided, except for revenue on unlimited ﬂight passes which is recognized on a straight-line basis over the period during which the travel pass is valid. The Corporation has formed alliances with other airlines encompassing loyalty program participation, code sharing and coordination of services including reservations, baggage handling and ﬂight schedules. Revenues are allocated based upon formulas speciﬁed in the agreements and are recognized as transportation is provided.
The Corporation performs regular evaluations on the deferred revenue liability which may result in adjustments being recognized as revenue. Due to the complex pricing structures; the complex nature of interline and other commercial agreements used throughout the industry; historical experience over a period of many years; and other factors including refunds, exchanges and unused tickets, certain relatively small amounts are recognized as revenue based on estimates.
Events and circumstances may result in actual results that are different from estimates.
D) CAPACITY PURCHASE AGREEMENTS – JAZZ & TIER III CARRIERS
Air Canada has capacity purchase agreements with Jazz and certain other regional carriers, which are referred to as Tier III carriers, operating aircraft of 18 seats or less. Under these agreements, Air Canada markets, tickets and enters into other commercial arrangements relating to these ﬂights and records the revenue it earns under Passenger revenue. Operating expenses under capacity purchase agreements include the capacity purchase fees, which, under the Jazz CPA, include a variable component that is dependent on Jazz aircraft utilization, a ﬁxed component and pass-through costs. Pass-through costs are non-marked-up costs charged to the Corporation and include fuel, airport and user fees and other costs. These expenses are recorded in the applicable category within Operating expenses.
The following table outlines expenses and pass through costs under the Jazz CPA for the last two years:
2009
Expenses from Jazz CPA
Pass through fuel expense from Jazz CPA
Pass through airport expense from Jazz CPA
Pass through other expense from Jazz CPA

$

$

2008
973
253
196
35
1,457

$

$

948
427
201
38
1,614

93

2009 Air Canada Annual Report
Due to terms of the Jazz CPA, Jazz is deemed to be a variable interest entity. Notwithstanding that Air Canada is not the primary beneﬁciary of Jazz, Air Canada holds a signiﬁcant variable interest in Jazz through the contractual arrangements with Jazz as described in Note 14.
As discussed in Note 1C, the Corporation entered into an agreement amending the terms of the Jazz CPA effective
August 1, 2009. This amending agreement provides for (i) a reduction to rates paid under the Jazz CPA based on a reduction in the mark-up rate paid to Jazz on the ﬁrst 375,000 block hours of annual ﬂying from 16.7% to 12.5% and from 16.7% to 5% on annual block hours above 375,000; (ii) a reduction in Air Canada’s commitment to Jazz’s minimum ﬂeet from
133 to 125 aircraft; (iii) a contract term extension of ﬁve years (from January 1, 2016 to December 31, 2020), during which the rates will be subject to a benchmarking review; and (iv) a commitment to work together on Jazz’s turboprop ﬂeet renewal strategy over the term of the contract.
E) AEROPLAN LOYALTY PROGRAM
Air Canada is an Aeroplan partner providing certain of Air Canada’s customers with Aeroplan Miles, which can be redeemed by customers for air travel or other rewards acquired by Aeroplan.
Under the CPSA, Aeroplan purchases passenger tickets from Air Canada to meet its obligation for the redemption of Aeroplan
Miles for air travel. The proceeds from the sale of passenger tickets to Aeroplan are included in Advance ticket sales. Revenue related to these passenger tickets is recorded in passenger revenues when transportation is provided.
For Aeroplan Miles earned by Air Canada customers, Air Canada purchases Miles from Aeroplan in accordance with the terms of the CPSA. The cost of purchasing Aeroplan Miles from Aeroplan is accounted for as a sales incentive and charged against passenger revenues when the points are issued, which occurs upon the qualifying air travel being provided to the customer. F) OTHER REVENUES
Other revenue includes revenues from the sale of the ground portion of vacation packages, ground handling services and other airline related services. Vacation package revenue is recognized as services are provided over the period of the vacation.
Other airline related service revenues are recognized as the products are sold to passengers or the services are provided.
Other revenue also includes revenue related to the lease or sublease of aircraft to third parties. Lease or sublease revenues are recognized on a straight line basis over the term of the lease or sublease. Rental revenue from operating leases and subleases amounted to $126 in 2009 (2008 - $115).
In certain subleases of aircraft to Jazz, the Corporation reports the sublease revenues net against aircraft rent expense as the terms of the sublease match the terms of the Corporation’s lease. The Corporation acts as lessee and sublessor in these matters. Refer to Note 14 for the lease commitments under these arrangements.
The Corporation provides certain services to related parties, namely ACE and Aveos Fleet Performance Inc. (“Aveos”), and former related parties consisting principally of administrative services in relation to information technology, human resources, ﬁnance and accounting, treasury and tax services, corporate real estate, and environmental affairs. Administrative service revenues are recognized as services are provided. Real estate rental revenues are recognized on a straight line basis over the term of the lease.
G) EMPLOYEE FUTURE BENEFITS
The cost of pensions, other post-retirement and post-employment beneﬁts earned by employees is actuarially determined annually as at December 31. The cost is determined using the projected beneﬁt method prorated on service, market interest rates, and management’s best estimate of expected plan investment performance, salary escalation, retirement ages of employees and health care costs.
A market-related valuation method is used to value plan assets for the purpose of calculating the expected return on plan assets. Under the selected method, the differences between investment returns during a given year and the expected investment returns are amortized on a straight line basis over four years.
94

Consolidated Financial Statements and Notes
Past service costs arising from plan amendments are amortized on a straight-line basis over the expected average remaining service period of employees active at the date of amendment. This period does not exceed the expected average remaining service period of such employees up to the full eligibility date. The expected average remaining service period of active employees (or expected average remaining life expectancy of retired members for a plan with no active members) is between 7 and 16 years for pension plans and between 10 and 11 years for post retirement and post employment beneﬁt plans.
Cumulative unrecognized net actuarial gains and losses in excess of 10% of the greater of the projected beneﬁt obligation or market-related value of plan assets at the beginning of the year are amortized over the expected remaining service life of active employees.
As described in Note 8, certain Corporation employees perform work for ACE and Aveos and are members of Corporationsponsored deﬁned beneﬁt pension plans and also participate in Corporation-sponsored health, life and disability beneﬁt plans. Other Corporation employees performed work for Aeroplan until the date of transition to employment at Aeroplan and then ceased to accrue beneﬁts under the Corporation-sponsored deﬁned beneﬁt pension plans and under the Corporationsponsored health, life and disability beneﬁt plans. These consolidated ﬁnancial statements include all of the assets and liabilities of all sponsored plans of the Corporation. Pension and other employee beneﬁts expenses are recorded net of costs recovered from these entities pertaining to employees contractually assigned by the Corporation to these entities based on an agreed upon formula. The cost recovery reduces the Corporation’s beneﬁt cost.
H) EMPLOYEE PROFIT SHARING PLAN
The Corporation has an employee proﬁt sharing plan. Expenses are calculated annually on full calendar year results and recorded throughout the year as a charge to salary and wage expense based on the estimated annual payment under the plan.
I) STOCK-BASED COMPENSATION PLANS
Certain employees of the Corporation participate in Air Canada’s Long-Term Incentive Plan, which provide for the grant of stock options and Performance Share Units (“PSUs”), as further described in Note 10.
The Corporation changed its accounting policy for awards of stock based compensation granted to Corporation employees with a graded vesting schedule. Prior to January 1, 2009, the fair value of stock options with a graded vesting schedule was recognized as compensation expense and a credit to Contributed surplus on a straight line basis over the applicable vesting period. Effective January 1, 2009, the fair value of stock options with a graded vesting schedule is determined based on different expected lives for the options that vest each year, as it would be if the award were viewed as several separate awards, each with a different vesting date, and it is accounted for on that basis. The new accounting policy provides more reliable and relevant information about the effects of the transactions. For a stock option award attributable to an employee who is eligible to retire at the grant date, the fair value of the stock option award is expensed on the grant date. For a stock option award attributable to an employee who will become eligible to retire during the vesting period, the fair value of the stock option award is recognized over the period from the grant date to the date the employee becomes eligible to retire.
The amount of compensation cost recognized at any date at least equals the value of the vested options at that date.
The impact of the change in accounting policy for awards granted to Corporation employees with a graded vesting schedule was immaterial to any prior period and therefore no adjustments were made to such prior periods.
For grants of PSUs that are accounted for as equity settled instruments, the Corporation recognizes Compensation expense offset by Contributed surplus equal to the market value of an Air Canada common share at the date of grant on a straight line basis over the applicable vesting period. Compensation expense is adjusted for subsequent changes in management’s estimate of the number of PSUs that are expected to vest. For grants of PSUs that are accounted for as cash settled instruments, the Corporation recognizes Compensation expense offset by Other long-term liabilities equal to the market value of an Air Canada common share at the date of grant on a straight line basis over the applicable vesting period. Compensation expense is adjusted for subsequent changes in the market value of Air Canada common shares and management’s estimate of the number of PSUs that are expected to vest.

95

2009 Air Canada Annual Report
Air Canada also maintains an employee share purchase plan. Under this plan, contributions by the Corporation’s employees are matched to a speciﬁc percentage by the Corporation. Employees must remain with the Corporation until March 31 of the subsequent year for vesting of the Corporation’s contributions. These contributions are included in Wages, salaries, and beneﬁts expense as earned.
J) MAINTENANCE AND REPAIRS
Maintenance and repair costs for both leased and owned aircraft, including line maintenance, component overhaul and repair, and maintenance checks, are charged to Operating expenses as incurred, with the exception of maintenance and repair costs related to return conditions on short-term aircraft leases, which are accrued over the term of the lease. Line maintenance consists of routine daily and weekly scheduled maintenance inspections and checks, overhaul and repair involves the inspection or replacements of major parts, and maintenance checks consist of more complex inspections and servicing of the aircraft.
K) OTHER OPERATING EXPENSES
Included in Other operating expenses are expenses related to building rent and maintenance, terminal handling, professional fees and services, crew meals and hotels, advertising and promotion, insurance costs, credit card fees, ground costs for
Air Canada Vacations packages, and other expenses. Expenses are recognized as incurred.
L) FINANCIAL INSTRUMENTS AND HEDGE ACCOUNTING
Under the Corporation’s risk management policy derivative ﬁnancial instruments are used only for risk management purposes and not for generating trading proﬁts.
Financial assets and ﬁnancial liabilities, including derivatives, are recognized on the Consolidated Statement of Financial
Position when the Corporation becomes a party to the contractual provisions of the ﬁnancial instrument or non-ﬁnancial derivative contract. All ﬁnancial instruments are required to be measured at fair value on initial recognition except for certain related party transactions. Effective January 1, 2009, the Corporation adopted the recommendations of the Emerging
Issues Committee of the CICA relating to Abstract EIC-173 Credit Risk and the Fair Value of Financial Assets and Financial
Liabilities. Under this Abstract, the Corporation’s own credit risk and the credit risk of the counterparty are taken into consideration in determining the fair value of ﬁnancial assets and ﬁnancial liabilities, including derivative instruments. The adoption of this guidance had no signiﬁcant impact on the Corporation’s consolidated ﬁnancial statements as collateral deposits with fuel derivative counterparties and master netting arrangements are considered in determining whether a credit risk adjustment is required on the valuation of the derivatives. Measurement in subsequent periods is dependent upon the classiﬁcation of the ﬁnancial instrument as held-for-trading, held-to-maturity, available-for-sale, loans and receivables, or other ﬁnancial liabilities. The held-for-trading classiﬁcation is applied when an entity is “trading” in an instrument or alternatively the standard permits that any ﬁnancial instrument be irrevocably designated as held-for-trading. The held-to-maturity classiﬁcation is applied only if the asset has speciﬁed characteristics and the entity has the ability and intent to hold the asset until maturity. For ﬁnancial instruments classiﬁed as other than held-for-trading, transaction costs are added to the initial fair value of the related ﬁnancial instrument.
Financial assets and ﬁnancial liabilities classiﬁed as held-for-trading are measured at fair value with changes in those fair values recognized in Non-operating income (expense). Financial assets classiﬁed as held-to-maturity, loans and receivables, or other ﬁnancial liabilities are measured at amortized cost using the effective interest method of amortization.
The Corporation enters into interest rate, foreign currency, and fuel derivatives to manage the associated risks. Derivative instruments are recorded on the Consolidated Statement of Financial Position at fair value, including those derivatives that are embedded in ﬁnancial or non-ﬁnancial contracts. Changes in the fair value of derivative instruments are recognized in
Non-operating income (expense) with the exception of foreign exchange risk management contracts, which are recorded in Foreign exchange gain (loss), and fuel derivatives designated as effective cash ﬂow hedges, as further described below.
These contracts are included in the Consolidated Statement of Financial Position at fair value in Prepaid expenses and other current assets, Deposits and other assets, Accounts payable and accrued liabilities, or Other long-term liabilities based on the terms of the contractual agreements. All cash ﬂows associated with purchasing and selling derivatives are classiﬁed as operating cash ﬂows in the Consolidated Statement of Cash Flow.
96

Consolidated Financial Statements and Notes
For ﬁnancial instruments measured at amortized cost, transaction costs or fees, premiums or discounts earned or incurred are recorded, at inception, net against the fair value of the ﬁnancial instrument. Interest expense is recorded using the effective interest method. For any guarantee issued that meets the deﬁnition of a guarantee pursuant to Accounting
Guideline 14, Disclosure of Guarantees, the inception fair value of the obligation relating to the guarantee is recognized and amortized over the term of the guarantee. It is the Corporation’s policy to not re-measure the fair value of the ﬁnancial guarantee unless it qualiﬁes as a derivative.
The Corporation has implemented the following classiﬁcations:
•

Cash and cash equivalents and Short-term investments are classiﬁed as held-for-trading and any period change in fair value is recorded through interest income.

•

Restricted cash is classiﬁed as held-for-trading.

•

Aircraft related and other deposits are classiﬁed as held-to-maturity investments and are measured at amortized cost using the effective interest rate method. Interest income is recorded in net income, as applicable.

•

Accounts receivable are classiﬁed as loans and receivables and are measured at amortized cost using the effective interest rate method. Interest income is recorded in net income, as applicable.

•

Accounts payable, credit facilities, and bank loans are classiﬁed as other ﬁnancial liabilities and are measured at amortized cost using the effective interest rate method. Interest income is recorded in net income, as applicable.

Effective January 1, 2009, the Corporation has adopted the enhanced disclosure requirements of amended CICA section
3862 Financial Instruments – Disclosures. Refer to Note 15 for a classiﬁcation of fair value measurements recognized in the
Consolidated Statement of Financial Position using a fair value hierarchy that reﬂects the signiﬁcance of the inputs used in making the measurements.
Fuel Derivatives Under Hedge Accounting
Prior to the Corporation discontinuing hedge accounting for all fuel derivatives effective the third quarter of 2009 as described below, it had designated certain of its fuel derivatives as cash ﬂow hedges. In a cash ﬂow hedging relationship, the effective portion of the change in the fair value of the hedging derivative is recognized in Other comprehensive income
(“OCI”) while the ineffective portion is recognized in Non-operating income (expense). Upon maturity of the fuel derivatives, the effective gains and losses previously recognized in Accumulated OCI (“AOCI”) are recorded in fuel expense.
Hedge accounting is discontinued prospectively when the derivative no longer qualiﬁes as an effective hedge, or the derivative is terminated or sold, or upon the sale or early termination of the hedged item. The amounts previously recognized in AOCI are reclassiﬁed to fuel expense during the periods when the derivative matures. Refer to Note 15 for the impact of fuel derivatives during the year.
After considering the costs and beneﬁts speciﬁc to the application of cash ﬂow hedge accounting, the Corporation elected to discontinue hedge accounting for all fuel derivatives effective the third quarter of 2009. The derivative instruments will continue to be recorded at fair value in each period with both realized and unrealized changes in fair value recognized immediately in earnings in non-operating income (expense). Amounts deferred to AOCI for derivatives previously designated under hedge accounting will be taken into fuel expense in the period in which the derivative was originally scheduled to mature.
M) FOREIGN CURRENCY TRANSLATION
Monetary assets and liabilities denominated in foreign currencies are translated into Canadian dollars at rates of exchange in effect at the date of the Consolidated Statement of Financial Position. Non-monetary assets and liabilities, revenues and expenses arising from transactions denominated in foreign currencies, are translated at the historical exchange rate or the average exchange rate during the period, as applicable. Adjustments to the Canadian dollar equivalent of foreign denominated monetary assets and liabilities due to the impact of exchange rate changes are recognized in Foreign exchange gain (loss).
97

2009 Air Canada Annual Report
N) INCOME TAXES
The Corporation utilizes the asset and liability method of accounting for income taxes under which future income tax assets and liabilities are recognized for the estimated future tax consequences attributable to differences between the ﬁnancial statement carrying amount and the tax basis of assets and liabilities. Future income tax assets and liabilities are measured using substantively enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. Income taxes are recognized in the income statement except to the extent that it relates to items charged or credited to Shareholders’ equity, in which case the taxes are netted with such items. The effect on future income tax assets and liabilities of a change in tax rates is recognized in earnings in the period when the change is substantively enacted. Future income tax assets are recognized to the extent that realization is considered more likely than not. The Corporation applied fresh start reporting on September 30, 2004 under which the assets and liabilities of the Corporation were comprehensively revalued, excluding goodwill (“fresh start”). The beneﬁt of future income tax assets that existed at fresh start, and for which a valuation allowance is recorded, will be recognized ﬁrst to reduce to nil any remaining intangible assets (on a pro-rata basis) that were recorded upon fresh start reporting with any remaining amount as a credit to Shareholders’ equity. The beneﬁt of future income tax assets that arise after fresh start will be recognized in the Consolidated Statement of Operations.
O) CASH AND CASH EQUIVALENTS
Cash includes $323 pertaining to investments with original maturities of three months or less at December 31, 2009
(2008 - $416). Investments include bankers’ acceptances and bankers’ discount notes, which may be liquidated promptly and have original maturities of three months or less. The weighted average interest rate on investments as at December 31,
2009 is 0.29% (2008 - 2.06%).
P) SHORT-TERM INVESTMENTS
Short-term investments, comprised of bankers’ acceptances and bankers’ discount notes, have original maturities over three months, but not more than one year. The weighted average interest rate on Short-term investments as at December 31, 2009 is 0.53% (2008 - 2.90%).
Q) RESTRICTED CASH
The Corporation has recorded $78 (2008 - $45) in Restricted cash, under Current assets, representing funds held in trust by
Air Canada Vacations in accordance with regulatory requirements governing advance ticket sales, recorded under Current liabilities, for certain travel related activities.
Restricted cash with maturities greater than one year from the balance sheet date is recorded in Deposits and other assets.
This restricted cash relates to funds on deposit with various ﬁnancial institutions as collateral for letters of credit and other items.
R) AIRCRAFT FUEL INVENTORY AND SPARE PARTS INVENTORY
Inventories of aircraft fuel and spare parts and supplies are measured at the lower of cost and net realizable value, with cost being determined using a weighted average formula.
The Corporation did not recognize any write-downs on inventories or reversals of any previous write-downs during the periods presented. Included in aircraft maintenance is $74 related to spare parts and supplies consumed during the year.
S) PROPERTY AND EQUIPMENT
Property and equipment is initially recorded at cost. Property under capital leases and the related obligation for future lease payments are initially recorded at an amount equal to the lesser of fair value of the property or equipment and the present value of those lease payments.

98

Consolidated Financial Statements and Notes
Property and equipment are depreciated to estimated residual values based on the straight-line method over their estimated service lives. Property and equipment under capital leases and within variable interest entities are depreciated to estimated residual values over the life of the lease. Aircraft and ﬂight equipment, including spare engines and related parts
(“rotables”) are depreciated over 20 to 25 years, with 10% to 20% estimated residual values. Aircraft reconﬁguration costs are amortized over 3 to 5 years. Betterments to owned aircraft are capitalized and amortized over the remaining service life of the aircraft. Betterments to aircraft on operating leases are amortized over the term of the lease.
Buildings are depreciated over their useful lives not exceeding 50 years on a straight line basis. An exception to this is where the useful life of the building is greater than the term of the land lease. In these circumstances, the building is depreciated over the life of the lease. Leasehold improvements are amortized over the lesser of the lease term or 5 years. Ground and other equipment is depreciated over 3 to 25 years.
T) INTEREST CAPITALIZED
Interest on funds used to ﬁnance the acquisition of new ﬂight equipment and other property and equipment is capitalized for periods preceding the dates that the assets are available for service. Capitalized interest related to the acquisition of new ﬂight equipment and other property and equipment is included in purchase deposits within Property and equipment
(Note 3) using the effective interest rate method. Capitalized interest also includes ﬁnancing costs charged by the manufacturer on capital commitments as described in Note 14.
U) INTANGIBLE ASSETS
Effective January 1, 2009 the Corporation adopted the new CICA accounting standard section 3064, Goodwill and Intangible
Assets which provides guidance on the recognition, measurement, presentation and disclosure for goodwill and intangible assets, other than the initial recognition of goodwill or intangible assets acquired in a business combination. The Corporation’s accounting policy for intangible assets is consistent with the new standard and as a result, no adjustment was recorded on transition.
As a result of the application of fresh start reporting, intangible assets were recorded at their estimated fair values at
September 30, 2004. For periods subsequent to September 30, 2004, intangible assets are initially recorded at cost. Indeﬁnite life assets are not amortized while assets with ﬁnite lives are amortized on a straight line basis to nil over their estimated useful lives.
Estimated
Useful Life
International route rights and slots
Air Canada trade name
Other marketing based trade names
Star Alliance membership
Other contract and customer based intangible assets
Technology based intangible assets

Indeﬁnite
Indeﬁnite
Indeﬁnite
25 years
10 to 15 years
1 to 5 years

V) IMPAIRMENT OF LONG-LIVED ASSETS
Long-lived assets are tested for impairment whenever circumstances indicate that the carrying value may not be recoverable.
When events or circumstances indicate that the carrying amount of long-lived assets, other than indeﬁnite life intangibles, are not recoverable, the long-lived assets are tested for impairment by comparing the estimate of future expected cash ﬂows to the carrying amount of the assets or groups of assets. If the carrying value is not recoverable from future expected cash ﬂows, any loss is measured as the amount by which the asset’s carrying value exceeds fair value and recorded in the period. Recoverability is assessed relative to undiscounted cash ﬂows from the direct use and disposition of the asset or group of assets.
Indeﬁnite life intangible assets are subjected to impairment tests on an annual basis or when events or circumstances indicate a potential impairment. If the carrying value of such assets exceeds the fair values, the assets are written down to fair value.
99

2009 Air Canada Annual Report
W) AIRCRAFT LEASE PAYMENTS IN EXCESS OF OR LESS THAN RENT EXPENSE
Total aircraft operating lease rentals over the lease term are amortized to operating expense on a straight-line basis.
Included in Deposits and other assets and Other long-term liabilities are the differences between the straight line aircraft rent expense and the payments as stipulated under the lease agreement.
X) ASSET RETIREMENT OBLIGATIONS
The Corporation records an asset and related liability for the costs associated with the retirement of long-lived tangible assets when a legal liability to retire such assets exists. The fair value of a liability for an asset retirement obligation is recognized in the period in which it is incurred if a reasonable estimate of fair value can be made. The associated asset retirement costs are capitalized as part of the carrying amount of the long-lived asset and then amortized over its estimated useful life. In subsequent periods, the asset retirement obligation is adjusted for the passage of time through charges to income and any changes in the amount of the underlying cash ﬂows through increases or decreases to the asset retirement obligation and related asset. A gain or loss may be incurred upon settlement of the liability.
Y) RELATED PARTY TRANSACTIONS
Related party transactions not in the normal course of operations are measured at the exchange amount when the change in ownership interest in the item transferred is substantive and the exchange amount is supported by independent evidence; otherwise it is recorded at the carrying amount. Related party transactions in the normal course of operations are measured at the exchange amount.
Z) VARIABLE INTEREST ENTITIES
Aircraft Leasing Transactions
The Corporation has aircraft leasing transactions with a number of special purpose entities that are variable interest entities (a “VIE”) under Accounting Guideline 15 of the CICA Handbook, Variable Interest Entities (“AcG-15”). As a result of the Corporation being the primary beneﬁciary of these VIEs, the Corporation consolidates leasing entities covering
44 aircraft.
Fuel Facilities Arrangements
The Corporation participates in fuel facilities arrangements operated through fuel facility corporations (the “Fuel Facility
Corporations”), along with other airlines to contract for fuel services at various major Canadian airports. The Fuel Facility
Corporations are organizations incorporated under federal or provincial business corporations acts in order to acquire, ﬁnance and lease assets used in connection with the fuelling of aircraft and ground support equipment. The Fuel Facilities
Corporations operate on a cost recovery basis.
Under AcG-15, the Corporation is the primary beneﬁciary of three of the Fuel Facility Corporations in Canada. Five of the Fuel Facility Corporations in which Air Canada participates in Canada that have not been consolidated have assets of approximately $181 and debt of approximately $162, which is the Corporation’s maximum exposure to loss without taking into consideration any cost sharing and asset retirement obligations that would occur amongst the other contracting airlines. The Corporation considers this loss potential as remote.
AA) FUTURE ACCOUNTING STANDARD CHANGES
The following is an overview of accounting standard changes that the Corporation will be required to adopt in future years:
Business Combinations, Consolidated Financial Statements and Non-controlling Interests
The CICA issued three new accounting standards in January 2009: section 1582, Business Combinations, section 1601,
Consolidated Financial Statements, and section 1602, Non-controlling interests. These new standards will be effective for ﬁscal years beginning on or after January 1, 2011. The Corporation is in the process of evaluating the requirements of these new standards.

100

Consolidated Financial Statements and Notes
Section 1582 replaces section 1581, and establishes standards for the accounting for a business combination. It provides the Canadian equivalent to International Financial Reporting Standard IFRS 3 – Business Combinations. The section applies prospectively to business combinations for which the acquisition date is on or after the beginning of the ﬁrst annual reporting period beginning on or after January 1, 2011.
Sections 1601 and 1602 together replace section 1600 – Consolidated Financial Statements. Section 1601, establishes standards for the preparation of consolidated ﬁnancial statements. Section 1601 applies to interim and annual consolidated ﬁnancial statements relating to ﬁscal years beginning on or after January 1, 2011. Section 1602 establishes standards for accounting for a non-controlling interest in a subsidiary in consolidated ﬁnancial statements subsequent to a business combination. It is equivalent to the corresponding provisions of International Financial Reporting Standard IAS 27 Consolidated and Separate Financial Statements and applies to interim and annual consolidated ﬁnancial statements relating to ﬁscal years beginning on or after January 1, 2011.

101

2009 Air Canada Annual Report

3. PROPERTY AND EQUIPMENT
2009
Cost
Flight equipment, including spare engines (a)
Assets under capital leases (b)
Buildings, including leasehold improvements
Ground and other equipment

$

Accumulated depreciation and amortization
Flight equipment, including spare engines (a)
Assets under capital leases (b)
Buildings, including leasehold improvements
Ground and other equipment

Purchase deposits, including capitalized interest (c)
Property and equipment at net book value (d)

$

5,866
1,959
688
157
8,670

1,407
683
187
62
2,339
6,331
38
6,369

2008

$

$

6,235
1,940
643
160
8,978

1,101
562
148
49
1,860
7,118
351
7,469

(a) Included in ﬂight equipment as at December 31, 2009 are rotable parts, including spare engines with a cost of $821
(2008 - $798) less accumulated depreciation of $327 (2008 - $279) for a net book value of $494 (2008 - $519).
Also included in ﬂight equipment are 25 aircraft (2008 – 30 aircraft and 1 engine) which are leased to Jazz (Note
14) and third parties with a cost of $630 (2008 - $942) less accumulated depreciation of $253 (2008 - $289) for a net book value of $377 (2008 - $653).
(b) Included in capital leases as at December 31, 2009 are 40 aircraft (2008 - 41) with a cost of $1,893 (2008 $1,874) less accumulated depreciation of $672 (2008 - $554) for a net book value of $1,221 (2008 - $1,320) and facilities with a cost of $66 (2008 - $66) less accumulated depreciation $11 (2008 - $8) for a net book value of $55
(2008 - $58).
(c) Includes $17 (2008 - $259) for Boeing B777/787 aircraft, $21 (2008 - $34) for equipment purchases and internal projects and nil (2008 - $58) for the aircraft interior refurbishment program. Refer to Note 6K relating to the ﬁnancing of Boeing pre-delivery payments
(d) Net book value of Property and equipment includes $798 (2008 - $836) consolidated for aircraft leasing entities and
$165 (2008 - $150) consolidated for fuel facility corporations, both of which are consolidated under AcG-15.
As at December 31, 2009, ﬂight equipment included 17 aircraft (2008 - 21) that are retired from active service with a net carrying value of $22 (2008 - $33).
Interest capitalized during 2009 amounted to $4 at an interest rate of 7.38% (2008 - $37 with $10 at an interest rate of
1 month US LIBOR plus 1.14%, $6 at an interest rate of 3 month US LIBOR plus 3.00%, $17 at an interest rate of 7.72%, and $4 of fees).
Depreciation of property and equipment in 2009 amounted to $602 (2008 - $646).
During 2009:
•

•

102

The Corporation took delivery of one Boeing 777 aircraft. The aircraft was ﬁnanced with guarantee support from the
Export-Import Bank of the United States (“EXIM”).
The Corporation entered into a sale-leaseback transaction which closed during Quarter 1 2009 for a Boeing 777 aircraft, which was originally delivered in 2007 and debt ﬁnanced. The proceeds from the transaction of $172 were used to repay the outstanding loan of $114. The Corporation recorded a charge of $17 in interest expense for this transaction including a prepayment fee of $14. The gain on sale of the aircraft of $26 has been deferred and will be

Consolidated Financial Statements and Notes recognized in Depreciation and amortization over the term of the lease. The lease is accounted for as a capital lease with a 12 year term, with monthly lease payments.
•

The Corporation sold two A340 aircraft for proceeds of $91 with a book value of $93, resulting in a loss on sale of
$2. The Corporation made a repayment of $82 for the associated debt.

•

The Corporation entered into a sale-leaseback transaction which closed during Quarter 4 2009 for three Boeing 777 aircraft, which were originally delivered in 2007 and debt ﬁnanced. The proceeds from the transaction of $380 were used to repay the outstanding principal of $273. The Corporation recorded a charge of $8 in interest expense for this transaction and a loss on sale of the aircraft of $24. The leases are accounted for as operating leases with a 12 year term, with monthly lease payments.

During 2008:
•

The Corporation received delivery of eight Boeing 777 aircraft. Three aircraft were ﬁnanced with guarantee support from EXIM (Note 6). Five of the aircraft were ﬁnanced under sale-leaseback transactions with proceeds of $708. The resulting gain on sale of $81 was deferred and is being recognized as a reduction to Aircraft rent expense over the term of the leases. The leases are accounted for as operating leases with 12 year terms, paid monthly.

•

The Corporation recorded an impairment charge of $38 on its ﬂeet of B767-200 aircraft due to the revised retirement date of the aircraft.

•

The Corporation sold six Dash-8 aircraft for proceeds of $10 with a book value of $8, resulting in a gain on sale of $2.

•

The Corporation sold an A319 aircraft for proceeds of $23 with a book value of $21, resulting in a gain on sale of $2.

103

2009 Air Canada Annual Report

4. INTANGIBLE ASSETS
2009
Indeﬁnite life assets
International route rights and slots
Air Canada trade name
Other marketing based trade names

$

Finite life assets
Star Alliance membership
Other contract and customer based
Technology based

329
298
31
658

2008

$

327
298
31
656

131
144
254
529

Accumulated depreciation and amortization
Star Alliance membership
Other contract and customer based
Technology based
Finite life assets, net
$

131
144
279
554

(37)
(110)
(124)
(271)
258
916

(32)
(99)
(82)
(213)
341
997

$

The amortization of intangible assets in 2009 amounted to $58 (2008 - $48).
During 2009, the Corporation recorded an impairment charge of $68 related to previously capitalized costs incurred pertaining to the development of a new reservation system, referred to as POLARIS, which was recorded in Technology based intangible assets. The Corporation is currently working towards the implementation of certain components of the solution such as web and fare technology but has suspended activity relating to the implementation of the reservation system.

104

Consolidated Financial Statements and Notes

5. DEPOSITS AND OTHER ASSETS
2009
Aircraft related deposits (a)
Restricted cash
Deposit related to the Pension and Beneﬁts Agreement
Asset backed commercial paper (b)
Aircraft lease payments in excess of rent expense
Other deposits
Other

$
Note 18
Note 2W

$

189
121
43
29
51
24
13
470

2008
$

$

203
65
42
29
49
78
29
495

(a) Represents the amount of deposits with lessors for the lease of aircraft and ﬂight simulators.
(b) The Corporation has $37 ($29 net of a fair value adjustment) in non-bank sponsored ABCP. The carrying value as at
December 31, 2009 is based on a number of assumptions as to the fair value of the investments including factors such as estimated cash ﬂow scenarios and risk adjusted discount rates. The assumptions used in estimating the fair value of the investments are subject to change, which may result in further adjustments to non-operating results in the future. No adjustments to the carrying value were recorded during 2009.

105

2009 Air Canada Annual Report

6. LONG-TERM DEBT AND CAPITAL LEASES
Base
Currency

Embraer aircraft ﬁnancing (a)
Boeing aircraft ﬁnancing (b)
Boeing aircraft ﬁnancing (c)
Term Credit Facility (d)
Aircraft leasing entities - debt (e)
Term loan due 2013 (f)
Conditional sales agreements (g)
Fuel facility corporations - debt (h)
Spare parts ﬁnancing (i)
Spare engine ﬁnancing (j)
Boeing pre-delivery payments (k)
Revolving credit facility (l)
Canadian Regional Jet (m)
GE loan (n)
Lufthansa cooperation agreement (o)
Long-term debt
Capital lease obligations (p)
Total debt and capital leases
Current portion
Long-term debt and capital leases

Final
Maturity

Actual
Interest
Rate %

USD
USD
JPY
CDN

2017 - 2021
2019 - 2021
2020
2014

2.15 - 8.49
0.25 - 5.69
0.46 - 0.47
12.75

USD
USD

2013
2019

6.21
3.15 - 3.31

USD
USD
USD
CDN
CDN
USD
USD

2014
2013
2009

5.73
3.65

2012
2015
2009

2.13
3.19

2009

$

Note 2Z

Note 2Z

Note 2Z

$

1,150
436
205
573
662
78
140
136
132
72
17
17
3,618
904
4,522
(468)
4,054

2008

$

$

1,425
871
270
828
190
175
125
97
95
81
50
25
24
16
4,272
1,082
5,354
(663)
4,691

The Interest Rate in the table above is the actual rate as of December 31, 2009

Amounts reported below are before any transaction costs or fees recorded net against the value of the debt.
(a) Embraer aircraft ﬁnancing amounts to US$1,112 as at December 31, 2009 (US$1,163 as at December 31, 2008).
Principal and interest is repaid quarterly until maturity and the ﬁnancing has both ﬁxed and variable interest rates.
The ﬁxed rate ﬁnancing of US$847 bears interest at rates ranging from 6.39% to 8.49% and the variable rate ﬁnancing of US$265 bears interest at a three month US LIBOR plus 1.9% (2.15% to 2.18%). The ﬁnancing can be repaid at any time, in whole or in part, with the payment of applicable fees. The ﬁnancing is secured by the 60 delivered Embraer aircraft, with a carrying value of $1,591.
(b) Boeing aircraft ﬁnancing amounts to US$430 as at December 31, 2009 (US$711 as at December 31, 2008), which is ﬁnanced under loan guarantee support provided by EXIM. Principal and interest is repaid quarterly until maturity and the ﬁnancing has both ﬁxed and variable interest rates. The ﬁxed rate ﬁnancing of US$155 bears interest at rates ranging from 5.41% to 5.69% and the variable rate ﬁnancing of US$275 bears interest at a three month US
LIBOR (0.25% to 0.28%). The ﬁnancing can be repaid at any time, in whole, with the payment of applicable fees. The ﬁnancing is secured primarily by the 5 delivered aircraft with a carrying value of $632.
(c) Boeing aircraft ﬁnancing amounts to JPY18,671 as at December 31, 2009 (JPY19,995 as at December 31, 2008), which is ﬁnanced under loan guarantee support provided by the EXIM. Principal and interest is repaid quarterly until maturity and the ﬁnancing bears interest at a three month JPY LIBOR (0.46% to 0.47%). The ﬁnancing can be repaid at any time, in whole, with the payment of applicable fees. The ﬁnancing is secured primarily by the 2 delivered aircraft with a carrying value of $234.
(d) In July 2009, the Corporation received ﬁnancing proceeds of $600, less ﬁnancing fees of $20, under a secured term credit facility (the “Credit Facility”) pursuant to which the Corporation also issued warrants for the purchase of
Air Canada’s Class A Variable Voting Shares or Class B Voting Shares as further described below. The terms of the
Credit Facility permit, on or before the ﬁrst anniversary and subject to satisfaction of certain conditions, Air Canada to request an increase to the facility by up to an additional $100 by obtaining new commitments from either the existing or new lenders. The Credit Facility is repayable in 16 consecutive quarterly instalments commencing in
106

Consolidated Financial Statements and Notes
August 2010 of $30 with the ﬁnal instalment of $120 due in July 2014. Any increase to the facility would increase, on a pro rata basis, the scheduled repayments, including the ﬁnal payment.
The Credit Facility bears interest at a rate based upon the greater of the bankers’ acceptance rate or 3.00% plus
9.75% (12.75% as at December 31, 2009). The Credit Facility can be repaid at any time, in whole or in part, with the payment of applicable fees, subject to a minimum repayment of $10.
Air Canada’s obligations under the Credit Facility are secured by a ﬁrst priority security interest and hypothec over substantially all the present and after-acquired property of Air Canada and its subsidiaries, subject to certain exclusions and permitted liens. The Credit Facility contains customary representations and warranties and is subject to customary terms and conditions (including negative covenants, ﬁnancial covenants and events of default).
Financial covenants require the Corporation to maintain, as of the last business day of each month, unrestricted cash
(as deﬁned per the Credit Facility and generally based upon the aggregate sums of Cash and cash equivalents and
Short-term investments) of $800 and a minimum EBITDAR (earnings before interest, income taxes, depreciation, amortization, aircraft rentals, certain non-operating income (expense) and special items) and an interest coverage ratio test determined as at the end of each ﬁscal quarter.
A requirement of the Credit Facility is that the Corporation maintain at all times unrestricted cash in accounts subject to securities control agreements equal to or greater than the lesser of (a) $800 and (b) 80% of unencumbered cash subject to a minimum of $500. The securities in such accounts would become restricted if the Corporation defaults on certain terms of the Credit Facility as described above.
Under the Credit Facility, Air Canada issued to the lenders, concurrently with the ﬁrst drawdown, warrants for the purchase of Air Canada’s Class A Variable Voting Shares or Class B Voting Shares representing an aggregate of 5% or 5 million of the total issued and outstanding shares as at the closing date of the Credit Facility, allocated among the lenders based on their pro rata lending commitments under the Credit Facility. These initial 5% warrants have an exercise price of $1.51 per share, are exercisable at any time and expire four years after the date of issuance. In the event that Air Canada did not grant additional security over certain assets within 90 days of closing, Air Canada was required to issue to the lenders additional warrants representing up to an additional 5% or 5 million of the total issued and outstanding shares (determined at the time of issuance of such additional warrants) with an average exercise price established based on a volume weighted average price over the 5 days before issuance, exercisable at any time and expiring four years after the date of issuance. These additional warrants were issued on October 19,
2009 and have an exercise price of $1.44 per share. The ascribed value of both the initial and additional warrants, totalling 10 million warrants, have been included in Contributed surplus on the Consolidated Statement of Financial
Position as at December 31, 2009 in the amount of $7.
(e) The Corporation has aircraft lease transactions with several special purpose entities that qualify as VIEs. The debt has a weighted average effective interest rate of approximately 8% (2008 - 8%). These aircraft have a carrying value of
$798 (2008 - $836) and are charged as collateral against the debt by the owners thereof. The creditors under these leasing arrangements have recourse to the Corporation, as lessee, in the event of default or early termination of the lease. Aircraft related debt amounting to US$633 ($662) (US$676 ($828) as at December 31, 2008) is summarized as follows (in Canadian dollars):
Final Maturity
Canadian Regional Jet
Boeing 767-300
Airbus 319
Airbus 321
Total

2010 - 2011
2011 - 2016
2011 - 2014
2017

2009
$

$

211
141
192
118
662

2008
$

$

257
185
242
144
828

107

2009 Air Canada Annual Report
(f) During 2008, the Corporation arranged for and received ﬁnancing amounting to $190 (US$155). The ﬁrst payment of
US$80 matured and was repaid in January 2009. In July 2009, the maturity of the Term Loan due 2009 was extended to December 2013. The ﬁnancing bears interest at one month LIBOR plus 5.98% (6.21% as at December 31, 2009 and 6.45% as at December 31, 2008) and is secured by a security interest and a movable hypothec in the principal amount of $400. The ﬁnancing can be repaid at any time prior to maturity, in whole or in part, without the payment of applicable fees.
(g) US$133 principal outstanding (US$142 as at December 31, 2008) on acquisitions of two A340-500 aircraft ﬁnanced through conditional sales agreements. Principal and interest is paid quarterly until maturity in 2019. The purchase price instalments bear interest at a three month LIBOR rate plus 2.9% (3.15% - 3.31% as at December 31, 2009 and 4.37% - 6.44% as at December 31, 2008). The ﬁnancing can be repaid at any time, in whole, with the payment of applicable fees. The carrying value of the two A340-500 aircraft provided as security under the conditional sales agreements is $212 as at December 31, 2009.
(h) The Corporation is the primary beneﬁciary of certain Fuel Facility Corporations in Canada. The debts bear interest at rates ranging from 2.15% to 5.09%. Of the total debts of $136, $104 relates to a bond payable at a ﬁxed rate of interest of 5.09% which matures in 2032 with equal semi-annual payments of principal and interest. The remaining debts have varying maturities. The debts are secured by a general security agreement covering all assets of the Fuel
Facility Corporations. The carrying value of the assets of the fuel facilities is $165 as at December 31, 2009.
(i) US$132 principal outstanding to mature in 2014 (US$80 as at December 31, 2008), with quarterly repayments, at a ﬂoating interest rate equal to the three month LIBOR rate plus the lender’s incremental cost of funds rate and a margin of 3.00%. The ﬁnancing can be repaid subsequent to the 36th monthly anniversary of the initial funding date, in whole or in part, with the payment of applicable fees. The loan is secured by spare parts and other assets with a carrying value of $265. The loan agreement contains a collateral value test, performed on a monthly basis. This test relates to all inventory collateral and the Corporation may be required to provide additional inventory collateral, cash collateral, letters of credit, prepay some of the loan or any combination of the above based on appraised values, as of the date of the test. Any amounts prepaid would be recorded as a reduction of the loan. This amount declines over time to nil upon the loan expiry. In January 2009 an additional $92 (US$75) principal was added under the original agreement with the same terms as described above. Financing fees totaling $6 were recorded in 2009 for these additional borrowings.
(j) US$70 principal outstanding to mature in 2013 (US$78 as at December 31, 2008), with quarterly repayments and a ﬁnal payment at maturity of 50% of the original principal, at a ﬂoating interest rate equal to the three month LIBOR rate plus 3.40% as at December 31, 2009 (2008 – 5.13%). The ﬁnancing can be repaid at any time, in whole, with the payment of applicable fees. The loan is secured by 10 spare engines with a carrying value of $113.
The loan agreement contains a current market value test, beginning on the ﬁrst anniversary of the facility, and annually thereafter until expiry. This test relates to 10 engines and under the test, the Corporation may be required to provide additional collateral or prepay certain facility amounts, based on engine current market values, as of the date of the test. Any amounts prepaid would be recorded as a reduction of the loan. The maximum amount payable in December 2010 on the next anniversary, assuming the engines are worth nil and no additional collateral has been provided, is $65 (US$63). This amount declines over time to ﬁfty percent of the original principal upon the loan expiry. In January 2009 an additional $46 (US$37) principal and 22 engines were added under the original agreement with the same terms as described above. Financing fees totaling $2 were recorded in 2009 for these additional borrowings. As discussed in Note 1C, the outstanding balance related to the additional ﬁnancing was repaid in 2009.
(k) On October 30, 2007, the Corporation entered into an agreement with a syndicate of banks for the ﬁnancing of pre-delivery payments (“PDP”) for 10 of the 16 Boeing B777 aircraft contemplated in the Boeing Purchase Agreement.
The PDP ﬁnancing was a series of loans that are aircraft speciﬁc with a maximum aggregate commitment of up to $568 (US$575). The PDP loans had a term of ﬁve years, but could be prepaid upon the delivery of the aircraft without penalty. During 2009, the Corporation drew nil (2008 - $39 (US$39)) and prepaid $83 (US$66) towards
1 aircraft ($516 ($US501) towards 8 aircraft during 2008). This was the ﬁnal repayment on the pre-delivery ﬁnancing.
At year-end 2009, the balance outstanding on the PDP loans was nil ($81 (US$66) as at December 31, 2008).
The 2009 capitalized interest relating to this ﬁnancing was nil (2008 - $10) at an interest rate of 30 day LIBOR plus
1.14% (1.61% as at December 31, 2008).
108

Consolidated Financial Statements and Notes
(l) As at December 31, 2008, the Corporation was a party to a $100 senior secured revolving credit facility (the “Revolving
Credit Facility”). The Revolving Credit Facility had a one year term that could be extended at Air Canada’s request for additional one-year periods on each anniversary of the closing, subject to prior approval of the lenders. The total amount available for borrowing under the Revolving Credit Facility was subject to a borrowing base restriction based on certain percentages of the values of eligible accounts receivable and eligible real property. As at December 31,
2008, the funds available under the Revolving Credit Facility were $50. The Revolving Credit Facility was secured by a ﬁrst priority security interest and hypothec over the present and after-acquired personal property of Air Canada, subject to certain exclusions and permitted liens, and by a ﬁrst priority charge and hypothec over certain owned and leased real property of Air Canada. Air Canada’s obligations were guaranteed by 1209265 Alberta Ltd., a subsidiary of Air Canada, which provided a ﬁrst priority security interest over its present and after-acquired personal property, subject to certain exclusions and permitted liens, as security for its guarantee obligations. The Revolving Credit Facility contained customary representations and warranties and was subject to customary terms and conditions (including negative covenants, ﬁnancial covenants and events of default). Financial covenants required the Corporation to maintain, as of the last business day of each month, a minimum liquidity level of $900, which included the unused and available commitment under the facility, and an interest coverage ratio test determined as at the end of each ﬁscal quarter. During the second quarter, the ﬁnancial covenant that required the Corporation to maintain as of the last business day of each month a minimum cash level of $900 including the unused and available commitment under the facility was reduced to $800. The interest rate margin for drawn amounts was, at the option of Air Canada, prime plus 13.00% or bankers’ acceptances plus 14.00%. As discussed in Note 1C, in connection with the entering into of the Credit Facility described in (d), the Revolving Credit Facility was repaid in full in the amount of $49 during 2009.
The rights of the lender under this Revolving Credit Facility were assigned to the lenders under the Credit Facility.
(m) As at December 31, 2009, the principal outstanding is $17 on four CRJ aircraft ($25 as at December 31, 2008).
Principal and interest are paid quarterly to maturity in 2012. The ﬁnancing bears interest at a ﬂoating rate of the
3 month Canadian bankers’ acceptance rate plus 1.7%. The ﬁnancing can be repaid at any time, in whole or in part, with the payment of applicable fees. The loan is secured by the aircraft with a carrying value of $23.
(n) US$16 principal outstanding to mature in 2015 (US$20 as at December 31, 2008), with quarterly repayments, at a ﬂoating interest rate equal to the six month LIBOR rate plus 2.75% pre-payable on any interest payment date after
September 21, 2009, without the payment of applicable fees. The next interest payment date is March 20, 2010.
The debt is secured primarily by certain ﬂight training equipment with a current carrying value of $33.
(o) As at December 31, 2008, US$13 principal outstanding which matured in 2009, with semi-annual repayments, at a ﬁxed interest rate of 4.50% plus an annual 2.0% guarantee fee.
(p) Capital leases, related to facilities and 40 aircraft, total $904 ($83 and US$784) ($1,082 ($84 and US$815) as at
December 31, 2008). The debt has a weighted average effective interest rate of approximately 8% and ﬁnal maturities range from 2010 to 2033. During 2009, the Corporation recorded interest expense on capital lease obligations of
$102 (2008 - $94).
Certain aircraft lease agreements contain a fair value test, beginning on July 1, 2009, and annually thereafter until lease expiry. This test relates to 24 aircraft under lease of which 23 are accounted for as capital leases and the remainder relates to leasing entities that are consolidated under AcG-15. Under the test, the Corporation may be required to prepay certain lease amounts or to provide additional collateral, based on aircraft fair values, as of the date of the test. Any amounts prepaid would be recorded as a reduction of the lease obligation. The Corporation contracts with certain third parties to provide residual value support for certain aircraft. If the Corporation is required under the loan to value test to prepay lease obligations, these amounts are recoverable from the third party residual value support provider upon lease expiry to the extent that the adjusted obligation taking into account prepayments is less than the residual value support. The maximum amount payable on July 1, 2010, assuming the related aircraft are worth nil, is $599 (US$572). The maximum payable amount declines over time to nil upon lease expiry. In
July 2009 additional collateral of $8 in the form of cash deposits were made under the fair value test. As the Corporation does not expect to have to prepay any signiﬁcant amounts based upon expectations of aircraft fair values into the future, the amortized cost of these capital lease obligations reﬂects the scheduled payments over the term to ﬁnal maturity.
Interest paid on Long-term debt and capital leases in 2009 by the Corporation was $326 (2008 - $293).
Refer to Note 14 for the Corporation’s 5 year principal and interest repayment requirements as at December 31, 2009.

109

2009 Air Canada Annual Report

7. FUTURE INCOME TAXES
The following income tax related amounts appear in the Corporation’s Consolidated Statement of Financial Position:
2009
Liability
Tax payable (a)
Future income tax liability (c)

$
$

(10)
(85)
(95)

2008

$
$

(10)
(88)
(98)

(a) Taxes Payable
During 2007, Air Canada recorded a current income tax expense of $10 resulting from the Federal and Ontario harmonization of corporate taxes. Air Canada will have a cash tax payable of $10 that will be payable over a ﬁve year period beginning in 2010. The estimated amount payable in 2010 of $4 is included in Accounts payable and accrued liabilities and the remainder is recorded in Other long-term liabilities.
(b) Valuation Allowance
The Corporation has determined that it is more likely than not that future income tax assets of $1,043 are not recoverable and have been offset by a valuation allowance. However, the future tax deductions underlying the future tax assets remain available for use in the future to reduce taxable income. The beneﬁt of future income tax assets that existed at fresh start, and for which a valuation allowance is recorded, is recognized ﬁrst to reduce to nil any remaining intangible assets (on a pro-rata basis) that were recorded upon fresh start reporting with any remaining amount as a credit to Shareholders’ equity.
The beneﬁt of future income tax assets that arise after fresh start are recognized in the Consolidated Statement of Operations.
(c) Future Income Tax Liability
It has been assumed that certain intangibles and other assets with nominal tax cost and a carrying value of approximately
$658, have indeﬁnite lives and accordingly, the associated future income tax liability is not expected to reverse until the assets are disposed of or become amortizable, resulting in the reporting of a future income tax liability of $85.
The future income tax assets and liabilities are as follows:
2009
Future tax assets
Loss carry forwards
Post-employment obligations
Accounting provisions not currently deductible for tax
Deferred gains
Other
Total future tax assets
Future tax liabilities
Book basis of capital over tax basis
Intangible assets
Other
Total future tax liabilities
Net future tax assets
Less valuation allowance (b)
Net recorded future income tax liability

110

$

$

689
322
144
24
91
1,270

153
120
39
312
958
1,043
(85)

2008

$

$

588
466
261
40
95
1,450

217
126
38
381
1,069
1,157
(88)

Consolidated Financial Statements and Notes
The reconciliation of income tax attributable to continuing operations, computed at the statutory tax rates, to income tax expense is as follows:
2009
Recovery based on combined federal and provincial rates
Non-taxable portion of capital (gains) losses
Non-deductible expenses
Effect of tax rate changes on future income taxes
Other

$

Valuation allowance (refer to (b) above)
Provision for (recovery of) income taxes

(9)
(105)
7
76
(15)
(46)
41
(5)

$

2008
$

$

(319)
68
53
51
23
(124)
148
24

Signiﬁcant components of the Provision for (recovery of) income taxes attributable to continuing operations are as follows:
2009
Current tax expense (recovery)
Future income tax recovery relating to temporary differences
Future income tax expense from tax rate changes
Valuation allowance (refer to (b) above)
Provision for (recovery of) income taxes

$

$

(7)
(115)
76
41
(5)

2008
$

$

1
(176)
51
148
24

Refer to Note 15 for future income taxes recorded in other comprehensive income related to fuel derivatives designated under fuel hedge accounting.
Income taxes recovered in 2009 by the Corporation were $5 (2008 – payments of less than $1).
The balances of tax attributes as at December 31, 2009, namely the balances of non-capital loss carry forwards, vary amongst different taxing jurisdictions. The following are the Federal tax loss expiry dates:
Tax Losses
2014
2026
2027
2028
2029

$

$

18
3
1,354
1,093
391
2,859

There are no net capital losses (2008 - nil).

111

2009 Air Canada Annual Report

8.

PENSION AND OTHER BENEFIT LIABILITIES

The Corporation maintains several deﬁned beneﬁt and deﬁned contribution plans providing pension, other post-retirement and post-employment beneﬁts to its employees, including those employees of the Corporation who are contractually assigned to Aveos and were contractually assigned to Aeroplan.
The Corporation is the administrator and sponsoring employer of ten Domestic Registered Plans (“Domestic Registered
Plans”) under the Pension Beneﬁts Standard Act, 1985 (Canada). The US plan, UK plan and Japan plan are international plans covering employees in those countries. In addition, the Corporation maintains a number of supplementary pension plans, which are not registered. The deﬁned beneﬁt pension plans provide beneﬁts upon retirement, termination or death based on the member’s years of service and ﬁnal average earnings for a speciﬁed period.
The other employee beneﬁts consist of health, life and disability. These beneﬁts consist of both post-employment and postretirement beneﬁts. The post-employment beneﬁts relate to disability beneﬁts available to eligible active employees, while the post-retirement beneﬁts are comprised of health care and life insurance beneﬁts available to eligible retired employees.
Certain Corporation employees perform work for ACE and Aveos and are members of Corporation-sponsored deﬁned beneﬁt pension plans and also participate in Corporation-sponsored health, life and disability beneﬁt plans. Other Corporation employees performed work for Aeroplan until the date of transition to employment at Aeroplan and then ceased to accrue beneﬁts under the Corporation-sponsored deﬁned beneﬁt pension plans and under the Corporation-sponsored health, life and disability beneﬁt plans. These consolidated ﬁnancial statements include all of the assets and liabilities of all Corporationsponsored plans. The employee beneﬁt expense in these consolidated ﬁnancial statements includes the expenses for all employees participating in the plans less a cost recovery which is charged to ACE, Aveos, and Aeroplan for those employees contractually assigned. The cost recovery includes current service costs for pensions, past service cost to Aeroplan for pensions and a portion of post-employment and post-retirement beneﬁts to ACE and Aveos, based on actuarial calculation for their speciﬁc employee group. This cost recovery amounted to $32 for the year ended December 31, 2009 (2008 - $40).
In May 2009, Air Canada and Aeroplan reached an agreement with the Canadian Auto Workers (CAW) Local 2002 providing for a process for the approximately 750 Air Canada employees then assigned to and working in the Aeroplan contact centres to choose to transition to employment at Aeroplan, effective June 1, 2009, or to remain employees of Air Canada.
Employees at Air Canada work locations who became surplus to Air Canada’s needs due to employees who were senior to them and then working at Aeroplan contact centres choosing to remain employees of Air Canada were given the option to transition to employment at Aeroplan. Effective October 4, 2009, all affected employees had completed the transition to
Aeroplan. For those employees who transferred to Aeroplan, their service, which largely determines beneﬁt levels under the
Air Canada pension and other employee beneﬁt plans, ceased to accrue as of the date of employment with Aeroplan. Air
Canada and Aeroplan continue to discuss the terms surrounding the transfer of pension beneﬁts. and certain implications relating to same remain to be resolved. Air Canada continues to retain plan assets and report liabilities for services accrued for the transferred Aeroplan employees as at December 31, 2009, pending ﬁnal determination of this matter. Aeroplan is now contributing current service costs in their pension plan for service accruing with Aeroplan.
As described in Note 18, Air Canada and Aveos are parties to a Pension and Beneﬁts Agreement covering the future transfer of certain pension and beneﬁt assets and obligations to Aveos.
As described in Note 2, the accounting for pensions requires management to make signiﬁcant estimates including estimates as to the discount rate applicable to the beneﬁt obligation and the expected rate of return on plan assets.
Pension Plan Cash Funding Obligations
As at January 1, 2009, based on the actuarial valuations which were used to determine certain pension funding requirements in 2009, the aggregate solvency deﬁcit in the registered pension plans was $2,835. Based on preliminary actuarial valuations, as at January 1, 2010, the aggregate solvency deﬁcit in the registered plans is estimated to be between $2,500 and $2,700.
This preliminary estimated solvency deﬁcit range includes the impact of the actual return on plan assets as shown below partially offset by a decrease in the discount rate used to value the beneﬁt obligation which has the effect of increasing the beneﬁt obligation. The ﬁnal actuarial valuations for January 1, 2010 will be completed in the ﬁrst half of 2010, but as described below, they will not impact the 2010 pension funding obligations.
112

Consolidated Financial Statements and Notes
In July 2009, the Government of Canada adopted the Air Canada 2009 Pension Regulations. The Air Canada 2009 Pension
Regulations relieve Air Canada from making any past service contributions (i.e. special payments to amortize the plan deﬁcits) to its ten domestic deﬁned beneﬁt registered pension plans in respect of the period beginning April 1, 2009 and ending December 31, 2010. Thereafter, in respect of the period from January 1, 2011 to December 31, 2013, the aggregate annual past service contribution shall equal the lesser of (i) $150, $175, and $225 in respect of 2011, 2012, and 2013, respectively, on an accrued basis, and (ii) the maximum past service contribution permitted under the Tax Act.
The Air Canada 2009 Pension Regulations were adopted in coordination with the Pension MOUs identiﬁed in Note 1C.
Pursuant to the Pension MOUs, on October 26, 2009, Air Canada issued to a trust, 17,647,059 Class B Voting Shares. This number of shares represented 15% of the shares of Air Canada issued and outstanding as at the date of the Pension MOUs and the date of issuance (in both cases after taking into account such issuance). All net proceeds of sale of such shares by the trust are to be contributed to the pension plans. On October 26, 2009, upon the issuance of the shares to the trust, the Corporation recorded a decrease to its Pension and other beneﬁt liabilities in the amount of $28 and an increase to
Share capital in the amount of $28. For so long as the trust continues to hold at least 2% of the issued and outstanding shares of Air Canada, the trustee will have the right to designate one nominee (who shall not be a member or ofﬁcer of any of Air Canada’s Canadian-based unions) to Air Canada’s board of directors, subject to completion of Air Canada’s usual governance process for selection and conﬁrmation of director nominees. Current service contributions will continue to be made in the normal course while the Air Canada 2009 Pension Regulations are in effect.
After consideration of the effect of the Air Canada 2009 Pension Regulations as outlined above, employer pension funding contributions during 2009 amounted to $389.
Discount Rate
The discount rate used to determine the pension obligation was determined by reference to market interest rates on corporate bonds rated “AA” or better with cash ﬂows that approximately match the timing and amount of expected beneﬁt payments. An increase in the discount rate of 0.25% results in a decrease of $346 to the pension obligation and $28 to the pension expense. A decrease in the discount rate of 0.25% results in an increase of $346 to the pension obligation and $25 to the pension expense.
Expected Return on Assets Assumption
The expected long-term rate of return on assets assumption is selected based on the facts and circumstances that exist as of the measurement date and the speciﬁc portfolio mix of plan assets. Air Canada’s management, in conjunction with its actuaries, reviews anticipated future long-term performance of individual asset categories and considers the asset allocation strategy adopted by Air Canada, including the longer duration in its bond portfolio in comparison to other pension plans. These factors are used to determine the average rate of expected return on the funds invested to provide for the pension plan beneﬁts. The determination of the long term rate considers recent fund performance, including the signiﬁcant drop in the value of plan assets during 2008 and the partial recovery in 2009, and historical returns, to the extent that the past is indicative of the expected long-term, prospective rate. There can be no assurance that any of the plans will earn the expected rate of return.

113

2009 Air Canada Annual Report
Beneﬁt Obligation and Plan Assets
The following table presents ﬁnancial information related to the changes in the pension and other post-employment beneﬁts plans:
Pension Beneﬁts
2009
2008
Change in beneﬁt obligation
Beneﬁt obligation at beginning of year
Current service cost
Interest cost
Employees’ contributions
Beneﬁts paid
Plan amendments
Actuarial loss (gain)
Foreign exchange gain (loss)

$

Change in plan assets
Fair value of plan assets at beginning of year
Actual return (loss) on plan assets
Employer contributions
Employees’ contributions
Pension MOUs share contribution
Beneﬁts paid
Foreign exchange gain (loss)
Deﬁcit at end of year
Unrecognized past service costs
Unrecognized net actuarial gain (loss)
Valuation allowance against accrued beneﬁt
Net beneﬁt obligation
Weighted average assumptions used to determine the accrued beneﬁt liability
Discount rate
Rate of compensation increase (a)

$

10,729
123
760
78
(724)
1,015
(44)
11,937

9,717
1,296
389
78
28
(724)
(33)
10,751
1,186
(2)
(1,079)
15
120

6.40 %
2.50 %

$

$

12,150
203
706
83
(677)
2
(1,738)
10,729

11,747
(1,879)
456
83
(677)
(13)
9,717
1,012
(2)
(479)
9
540

Other Employee Future Beneﬁts
2009
2008

$

$

7.35 %
2.50 %

790
50
54
(58)
33
(18)
851

58
(58)
851
258
1,109

$

$

4.75 - 6.40 %

899
62
52
(57)
(189)
23
790

57
(57)
790
321
1,111

6.25 - 7.35 %

(a) As a result of pay awards, a rate of compensation increase of 0% plus merit was used for years 2009 and 2010 in determining the net beneﬁt obligation for the pension plan and 2.50% plus merit for the remaining years.
Under the terms of the domestic registered and supplementary plans, there is no indexation provided after January 1, 2007.
The pension beneﬁt deﬁcit of only those plans that are not fully funded at the end of the year is as follows:
2009
Domestic registered plans
US, UK, and Japan
Supplementary plans

$

$

496
78
653
1,227

2008
$

$

383
83
606
1,072

The net deﬁcit, on an accounting basis, at December 31, 2009 for pension beneﬁts was $1,186 (2008 - $1,012). The increase in the accounting deﬁcit is mainly the result of the increase to the accrued beneﬁt obligation resulting from the decrease in the discount rate largely offset by the higher than expected returns on plan assets.

114

Consolidated Financial Statements and Notes
The net beneﬁt obligation is recorded in the statement of ﬁnancial position is as follows:
2009
Pension beneﬁts
Other employee future beneﬁts
Net beneﬁt obligation
Current portion
Pension and other beneﬁt liabilities

$

$

2008

120
1,109
1,229
(66)
1,163

$

$

540
1.111
1,651
(66)
1,585

The current portion of the net beneﬁt obligation represents an estimate of other employee future beneﬁts claims to be incurred during 2010. The current portion is included in Accounts payable and accrued liabilities.
Pension and Other Employee Future Beneﬁt Expense
The Corporation has recorded net deﬁned beneﬁt pension and other employee future beneﬁts expense as follows:
Pension Beneﬁts
2009
2008
Components of Net Periodic Pension Cost
Current service cost
Interest cost
Actual loss (return) on plan assets
Actuarial loss (gain)
Plan amendments
Costs arising in the year

$

Differences between costs arising in the year and costs recognized in the year in respect of:
Loss (return) on plan assets
Actuarial loss (gain)
Plan amendments
Increase in valuation allowance provided against accrued beneﬁt asset

Weighted average assumptions used to determine the accrued beneﬁt cost
Discount rate
Expected long-term rate of return on plan assets
Rate of compensation increase (1)
(1)

$

460
(1,068)
-

203
706
1,879
(1,738)
2
1,052

89
(24)

(20)

7.35 %
7.15 %
2.50 %

$

65

5.75 %
7.15 %
2.50 %

50
54
33
137

$

(62)
-

8

(20)
$

$

(2,711)
1,742
(2)

6

Net periodic beneﬁt cost of plans
Amount charged to ACE, Aveos, and Aeroplan
Net deﬁned beneﬁt pension and other employee beneﬁts expense

123
760
(1,296)
1,015
602

Other Employee Future Beneﬁts
2009
2008

62
52
(189)
(75)

172
-

-

-

75
(12)
$

63

6.25 - 7.35 % n/a 97
(16)
$

81

5.75 - 6.00 % n/a A rate of compensation increase of 0% plus merit in 2009 and in 2010 was used in determining the net beneﬁt pension expense and 2.50% plus merit for the remaining years.

115

2009 Air Canada Annual Report
Other Beneﬁts — Sensitivity Analysis
Assumed health care cost trend rates have a signiﬁcant effect on the amounts reported for the health care plans. An 8.25% annual rate of increase in the per capita cost of covered health care beneﬁts was assumed for 2009 (2008 - 8.25%). The rate is assumed to decrease gradually to 5% by 2015. A one percentage point increase in assumed health care trend rates would have increased the service and interest costs by $1 and the obligation by $18. A one percentage point decrease in assumed health care trend rates would have decreased the service and interest costs by $2 and the obligation by $23.

Composition of Pension Plan Assets
The composition of the Domestic Registered Plan assets and the target allocation are the following:

2009
Non-matched assets (mainly equities)
Matched assets (mainly Canadian bonds)
Cash and temporary investments

(1)

55.9%
43.4 %
0.7 %
100.0 %

2008
52.9 %
43.5 %
3.6 %
100.0 %

Target
Allocation (1)
54.4 %
45.6 %
0.0 %
100.0 %

Weighted average of the Master Trust Fund target allocation (99% of Domestic Registered Plan assets) and the Bond Fund target allocation. The Bond Fund serves the purpose of altering the asset mix of some of the participating plans. These plans exhibit characteristics that differ from the majority of the participating plans, which are solely invested in the Master Trust.

Domestic Registered Plans
For the Domestic Registered Plans, the investments conform to the Statement of Investment Policy and Objectives of the Air Canada Pension Master Trust Fund, as amended during 2009. The investment return objective is to achieve a total annualized rate of return that exceeds by a minimum of 1.0% before investment fees on average over the long term
(i.e., 10 years) the total annualized return that could have been earned by passively managing the Liability Benchmark.
The Liability Benchmark, which is referenced to widely used Canadian ﬁxed income performance benchmarks (DEX), is composed of a mix of the DEX Universe Provincial Bond Index, DEX Long Term Provincial Bond Index and DEX Real Return
Bond Index that closely matches the characteristics of the pension liabilities.
Mμ

In addition to the broad asset allocation, as summarized in the asset allocation section above, the following policies apply to individual asset classes:
•

Non-matched assets are mainly equities, and are required to be diversiﬁed among industries and economic sectors.
Foreign equities can comprise 31% to 37% of the total market value of the Master Trust Fund. Limitations are placed on the overall allocation to any individual security at both cost and market value. Investments in non-publicly traded securities and in non-traditional asset classes are allowed up to 10% of the total market value of the Master
Trust Fund.

•

Matched assets are mainly Canadian bonds, oriented toward long term investment grade securities rated “BBB” or higher. With the exception of Government of Canada securities or a province thereof, in which the plan may invest the entire ﬁxed income allocation, these investments are required to be diversiﬁed among individual securities and sectors.

Derivatives are permitted provided that they are used for hedging a particular risk (including interest rate risk related to pension liabilities) or to create exposures to given markets and currencies and that counterparties have a minimum credit rating of A. As of December 31, 2009, an additional 5% derivatives exposure to matched assets is in place to hedge interest rate risk related to pension liabilities.

116

Consolidated Financial Statements and Notes
Deﬁned Contribution Plans
The Corporation’s management, administrative and certain unionized employees may participate in deﬁned contribution plans. Contributions range from 3% to 6% of annual pay for those employees in Canada and 3% to 7% of annual pay for those participants in the United Kingdom. The Corporation contributes an equal amount. The Corporation’s expense for deﬁned contribution plans amounted to $1 for the year ended December 31, 2009 (2008 - $1).

117

2009 Air Canada Annual Report

9.

OTHER LONG-TERM LIABILITIES
2009

Unfavourable contract liability on aircraft leases (a)
Proceeds from contractual commitments (b)
Aircraft rent in excess of lease payments
Long-term employee liabilities (c)
Workplace safety and insurance board liabilities
Deferred gains on aircraft sale- leasebacks

2008

$

31
107
41
33
40
69

$

455

Note 1C
Note 2W

Other (d)

$

37
56
35
37
76

$

370

134

129

(a) The unfavourable contract liability on aircraft leases represents the net present value of lease payments in excess of estimated market rents related to lease arrangements that existed on fresh start reporting.
(b) Proceeds from contractual commitments represent non-refundable proceeds received, net of related costs and deposits, in consideration of various contractual commitments and will be recognized as reductions in the cost of those contractual commitments when incurred.
(c) The following table outlines the changes to labour related provisions which are included in long-term employee liabilities: 2009
Beginning of year
Interest accretion
Charges recorded in Wages, salaries and beneﬁts
Amounts disbursed
End of year
Current portion in Accounts payable and accrued liabilities

$

$

54
3
30
(26)
61
(28)
33

2008
$

$

66
4
21
(37)
54
(19)
35

The Corporation offers certain severance programs to certain employees from time to time. The cost of these programs is recorded within Operating expenses.
(d) “Other” includes asset retirement obligations of the Corporation. Under the terms of their respective land leases, each Fuel Facility Corporation has an obligation to restore the land to vacant condition at the end of the lease and to rectify any environmental damage for which it is responsible. If it were found that the Fuel Facility Corporations had to contribute to any remediation costs, each contracting airline would share pro rata, based on system usage, in the costs. For all asset retirement obligations including all Fuel Facility Corporations in Canada in which the Corporation participates, the Corporation has recorded an obligation of $9 ($40 undiscounted) (2008 - $8 ($40 undiscounted)) representing the present value of the estimated decommissioning and remediation obligations at the end of the lease using an 8% (2008 - 8%) discount rate, with lease term expiry dates ranging from 2032 to 2039. This estimate is based on numerous assumptions including the overall cost of decommissioning and remediation and the selection of alternative decommissioning and remediation approaches.

118

Consolidated Financial Statements and Notes

10. STOCK-BASED COMPENSATION
Air Canada Long-Term Incentive Plan
Certain of the Corporation’s employees participate in the Air Canada Long-term Incentive Plan (the “Long-term Incentive
Plan”) administered by the Board of Directors of Air Canada. The Long-term Incentive Plan provides for the grant of options and performance share units to senior management and ofﬁcers of Air Canada. Five million shares are authorized for issuance under the Long-term Incentive Plan in the form of stock options or performance share units.
The options to purchase shares granted under the Long-term Incentive Plan have a maximum term of 10 years and an exercise price based on the fair market value of the shares at the time of the grant of the options. Fifty percent of all options vest over four years. The remaining options will vest based upon performance conditions. The performance vesting conditions are based on operating margin (operating income over operating revenues) and net income targets established by the Air Canada Board over the same time period. The terms of the Long-term Incentive Plan specify that upon the retirement of the employee, options granted may be exercised as the rights to exercise accrue within three years from the retirement date.
The number of Air Canada stock options granted to employees, the related compensation expense recorded and the assumptions used to determine stock-based compensation expense, using the Black-Scholes option valuation model are as follows:
2009
Compensation expense ($ millions)

2008

$

$

$
$

Number of stock options granted to Air Canada employees
Weighted average fair value per option granted ($)
Aggregated fair value of options granted ($ millions)
Weighted average assumptions:
Risk-free interest rate
Expected volatility
Dividend yield
Expected option life (years)

2
2,330,000
1.06
2

$
$

1.73 - 3.14 %
83.0 - 84.7 %
0%
4.50

(3)
11,000
1.99
3.29 %
34 %
0%
4.50

During 2008, previously recorded stock-based compensation expense, related to stock options, of $3 was reversed as management had determined that the performance vesting criteria would not be met.
A summary of the Long-term Incentive Plan option activity is as follows:
2009

Options
Beginning of year
Granted
Forfeited
Outstanding options, end of year
Options exercisable, end of year

1,701,447
2,330,000
(67,973)
3,963,474
551,544

2008

Weighted
Average Exercise
Price/Share
$

$
$

19.14
1.32
19.44
8.66
19.60

Options
1,720,092
11,000
(29,645)
1,701,447
362,253

Weighted
Average Exercise
Price/Share
$

$
$

19.24
8.51
21.00
19.14
19.96

119

2009 Air Canada Annual Report

2009 Outstanding Options

Range of
Exercise Prices

Expiry
Dates

$ 21.00
$ 11.08 - $ 18.60
$ 8.51
$ 0.97 - $ 1.59

2013
2014
2015
2016

Number of Options
Outstanding
1,146,400
481,074
11,000
2,325,000
3,963,474

Weighted
Average
Remaining Life
(Years)
4
5
6
7

2009 Exercisable Options

Weighted
Average Exercise
Price/Share
$

$

21.00
14.73
8.51
1.32
8.66

2008 Outstanding Options

Range of
Exercise Prices

Expiry
Dates

$ 21.00
$ 11.08 - $ 18.60
$ 8.51

2013
2014
2015

Number of Options
Outstanding
1,207,577
482.870
11,000
1,701,447

Weighted
Average
Remaining Life
(Years)
5
6
7

$

429,900
120,269
1,375
551,544

Weighted
Average Exercise
Price/Share
$

21.00
14.73
8.51
19.60

$

2008 Exercisable Options

Weighted
Average Exercise
Price/Share
$

Number of
Exercisable
Options

21.00
14.74
8.51
19.14

Number of
Exercisable
Options
301,894
60,359
362,253

Weighted
Average Exercise
Price/Share
$

$

21.00
14.74
19.96

Performance Share Units
The Long-term Incentive Plan also includes Performance Share Units (“PSUs”). The vesting term of PSUs is three years, generally commencing on January 1 of the year following granting, and incorporate performance vesting features based upon achieving earnings targets established over the vesting period. Subject to vesting and other conditions, each PSU entitles the employee to receive a payment in the form of one common share, cash in the amount equal to market value of one common share, or a combination thereof, at the discretion of the Board of Directors. The terms of the plan specify that upon the retirement of an employee, the number of PSUs that vest are prorated based on the total number of completed months of active service during the PSU vesting term. Certain PSUs previously granted may only be redeemed for Air Canada shares purchased on the secondary market and/or equivalent cash. As outlined above, the remaining PSUs may be redeemed for Air Canada shares issued from treasury or purchased on the secondary market and/or equivalent cash at the discretion of the Corporation.
The compensation expense related to PSUs in 2009 was less than $1. In 2008, previously recorded stock based compensation expense, related to PSUs, of $2 was reversed as management had determined that the performance vesting criteria would not be met.
A summary of the Long-term Incentive Plan performance share unit activity is as follows:
2009
Beginning of year
Granted
Forfeited
Outstanding PSUs, end of year (1)
(1)

1,671,068
11,591
(29,595)
1,653,064

2008
551,251
1,125,092
(5,275)
1,671,068

As at December 31, 2009, all PSUs remain non-vested. Included in the total number of PSUs outstanding, 1,091,218 PSUs will entitle the employee to receive, at the discretion of the Corporation, Air Canada shares purchased on the secondary market and/or equivalent cash (2008 - 1,111,183). As at December 31, 2009, the liability related to these PSUs is less than $1.

Employee Share Purchase Plans
Eligible employees can participate in the employee share purchase plan under which employees can invest up to 6% of their base salary for the purchase of shares on the secondary market. Air Canada will match 33.3% of the investments made by the employee. During 2009, the Corporation recorded compensation expense of less than $1 (2008 - $1).
120

Consolidated Financial Statements and Notes

11. SHAREHOLDERS’ EQUITY
The issued and outstanding common shares of Air Canada, along with the potential common shares, were as follows:
As at December 31
Outstanding shares

2009

56,586,112
221,560,947
278,147,059

Potential common shares
Warrants (refer to note below)
Stock options
Performance share units
Total potential common shares

15,475,659
84,524,341
100,000,000

90,250,000
3,963,474
561,846
94,775,320

Issued and outstanding
Class A variable voting shares
Class B voting shares
Total issued and outstanding

2008

1,701,447
559,885
2,261,332

The changes during 2009 in the number of issued and outstanding shares and their recorded value, net of issue costs, were as follows:
For the year ended December 31, 2009
Outstanding shares
Issued, beginning of year
Shares issued under the pension MOUs
Shares issued under the share and warrant public offering (refer to note below)
Issued, end of year

Number of shares

Note 8

100,000,000
17,647,059

Value
$

274
28

$

532

160,500,000
278,147,059

230

Common Shares
As at December 31, 2009, the common shares issuable by Air Canada consist of an unlimited number of Class A Variable
Voting Shares (“Variable Voting Shares”) and an unlimited number of Class B Voting Shares (“Voting Shares”). The two classes of common shares have equivalent rights as common shareholders except for voting rights. Holders of Variable
Voting Shares are entitled to one vote per share unless (i) the number of Variable Voting Shares outstanding, as a percentage of the total number of voting shares of Air Canada exceeds 25% or (ii) the total number of votes cast by or on behalf of holders of Variable Voting Shares at any meeting exceeds 25% of the total number of votes that may be cast at such meeting. If either of the above noted thresholds would otherwise be surpassed at any time, the vote attached to each
Variable Voting Share will decrease proportionately such that (i) the Variable Voting Shares as a class do not carry more than
25% of the aggregate votes attached to all issued and outstanding voting shares of Air Canada and (ii) the total number of votes cast by or on behalf of holders of Variable Voting Shares at any meeting do not exceed 25% of the votes that may be cast at such meeting.
Variable Voting Shares may only be held, beneﬁcially owned or controlled, directly or indirectly, by persons who are not
Canadians (within the meaning of the Canada Transportation Act). An issued and outstanding Variable Voting Share shall be converted into one Voting Share automatically and without any further act of Air Canada or the holder, if such Variable
Voting Share becomes held, beneﬁcially owned and controlled, directly or indirectly, otherwise than by way of security only, by a Canadian, as deﬁned in the Canada Transportation Act.
Voting Shares may only be held, beneﬁcially owned and controlled, directly or indirectly, by Canadians. An issued and outstanding Voting Share shall be converted into one Variable Voting Share automatically and without any further act of Air
Canada or the holder, if such Voting Share becomes held, beneﬁcially owned or controlled, directly or indirectly, otherwise than by way of security only, by a person who is not a Canadian.

121

2009 Air Canada Annual Report
Warrants
A summary of warrants outstanding as at December 31, 2009 is as follows:
Grant date

Number of Warrants
Outstanding

30-Jul-09
19-Oct-09
27-Oct-09

5,000,000
5,000,000
80,250,000

Exercise Prices

$

Expiry Dates

Remaining Life
(Years)

30-Jul-13
19-Oct-13
27-Oct-12

3.6
3.8
2.8

1.51
1.44
2.20

90,250,000

During 2009, a total of 90,250,000 warrants were issued, of which 10,000,000 were issued in conjunction with the Credit
Facility as described in Note 6D and 80,250,000 were issued in conjunction with the Share and Warrant Public Offering as described below.
Share and Warrant Public Offering
On October 27, 2009 Air Canada completed a bought deal public offering pursuant to which it sold to an underwriting syndicate 160,500,000 units (the “Units”) of Air Canada at a price of $1.62 per Unit for aggregate gross proceeds to
Air Canada of $260 (net proceeds of $249 after expenses and underwriter fees).
Each Unit is comprised of one Class A variable voting share (the “Variable Voting Shares”) or one Class B voting share
(the “Voting Shares”, and, together with the Variable Voting Shares, the “Shares”) of Air Canada, and one half of one share purchase warrant. Each whole share purchase warrant is deﬁned as a “Warrant”. Each Warrant will entitle the holder thereof to acquire one Variable Voting Share or one Voting Share (each, a “Warrant Share”) at an exercise price of $2.20 per Warrant
Share, at any time prior to 36 months following October 27, 2009. In the event that, prior to the time of expiry of the
Warrants, the 20-day volume weighted average trading price of the Variable Voting Shares on the Toronto Stock Exchange
(“TSX”) is equal to or greater than $4.00 or the 20-day volume weighted average trading price of the Voting Shares on the
TSX is equal to or greater than $4.00 (each, an “Acceleration Event”), Air Canada shall have the right, at its option, within
10 business days after the Acceleration Event, to accelerate the time of expiry of the Warrants.
The recorded values related to the Shares and Warrants were split based on their relative fair values. The value ascribed to
Share capital was $230 and the value ascribed to Contributed surplus related to the Warrants was $19.
Accumulated Other Comprehensive Loss
Refer to Note 15 for the components of Accumulated other comprehensive loss.

122

Consolidated Financial Statements and Notes

12. EARNINGS PER SHARE
The following table outlines the calculation of basic and diluted earnings per share:
(in millions, except per share amounts)
Numerator:
Numerator for basic earnings per share:
Loss for the year
Adjusted numerator for diluted earnings per share

2009

$
$

Denominator:
Denominator for basic earnings per share:
Weighted-average shares
Effect of potential dilutive securities:
Contingently issuable shares
Warrant
Stock options
Performance share units

(24)
(24)

2008

$
$

(1,025)
(1,025)

132
5
5
(5)
132

Add back anti-dilutive impact
Adjusted denominator for diluted earnings per share

100
100

Basic loss per share

$

(0.18)

$

(10.25)

Diluted loss per share

$

(0.18)

$

(10.25)

The calculation of earnings per share is based on whole dollars and not on rounded millions.
As a result, the above amounts may not be recalculated to the per share amount disclosed above.

The dilutive effect of outstanding stock options on earnings per share is based on the application of the treasury stock method. Under this method, the proceeds from the exercise of such securities are assumed to be used to purchase Class B
Voting Shares. Contingently issuable shares relate to the dilutive impact of the shares issued under the Pension MOUs, as described in Note 8, from the date of the agreement in July to the date of their issuance on October 26, 2009.
Excluded from the 2009 calculation of diluted earnings per share were 3,724,659 (2008 - 1,701,447) outstanding options where the options’ exercise prices were greater than the average market price of the common shares for the year. The
561,846 equity settled performance share units outstanding at December 31, 2009 (2008 - 559,885) were also excluded as management determined that the performance vesting criteria will not be met. 90,001,652 warrants were also excluded from the 2009 calculation of diluted earnings per share where the warrants’ exercise prices were greater than the average market price of the common shares for the year.

123

2009 Air Canada Annual Report

13. SEGMENT INFORMATION
A reconciliation of the total amounts reported by geographic region for Passenger revenue and Cargo revenue on the
Consolidated Statement of Operations is as follows:

Passenger revenues
Canada
US Transborder
Atlantic
Paciﬁc
Other

2009
$

$

Cargo revenues
Canada
US Transborder
Atlantic
Paciﬁc
Other

3,591
1,641
1,721
829
717
8,499

2008
$

$

2009
$

$

63
14
127
112
42
358

4,108
1,876
1,883
995
851
9,713

2008
$

$

97
18
212
142
46
515

Passenger and cargo revenues are based on the actual ﬂown revenue for ﬂights with an origin and destination in a speciﬁc country or region. Atlantic refers to ﬂights that cross the Atlantic Ocean with origins and destinations principally in Europe.
Paciﬁc refers to ﬂights that cross the Paciﬁc Ocean with origins and destinations principally in Asia. Other passenger and cargo revenues refer to ﬂights with origins and destinations principally in South America, South Paciﬁc, and the Caribbean.
Other operating revenues are principally derived from customers located in Canada.

124

Consolidated Financial Statements and Notes

14. COMMITMENTS
Boeing
As at December 31, 2009, the Corporation has outstanding purchase commitments with The Boeing Company (“Boeing”) for the acquisition of 37 Boeing 787 aircraft. The Corporation also has purchase rights for 18 Boeing 777, purchase options for 13 Boeing 787 aircraft and purchase rights for 10 Boeing 787 aircraft. During 2009, the Corporation and Boeing agreed to amend certain commercial terms, including revisions to delivery dates. The Corporation’s ﬁrst Boeing 787 aircraft is now scheduled for delivery in the second half of 2013.
For the ﬁrm aircraft orders, the Corporation has ﬁnancing commitments from Boeing and the engine manufacturer covering
31 of the 37 Boeing 787 aircraft. The ﬁnancing terms for 28 out of the 31 covered aircraft is for 80% of the aircraft delivery price and the term to maturity is 12 years with straight-line principal repayments. For the remaining three out of the
31 covered aircraft, the ﬁnancing under the commitment covers up to 90% of the capital expenditure and the term to maturity is 15 years with principal payments made on a mortgage style basis resulting in equal instalment payments of principal and interest over the term to maturity.
Capital Commitments
The estimated aggregate cost of the future ﬁrm Boeing 787 aircraft deliveries and other capital purchase commitments as at
December 31, 2009 approximates $4,812 (of which $3,117 is subject to committed ﬁnancing, subject to the fulﬁllment of certain terms and conditions). US dollar amounts are converted using the December 31, 2009 noon day rate of CDN$1.0466.
The estimated aggregate cost of aircraft is based on delivery prices that include estimated escalation and, where applicable, deferred price delivery payment interest calculated based on the 90-day US LIBOR rate at December 31, 2009. Other capital purchase commitments relate principally to building and leasehold improvement projects.
2010
Capital
Commitments

$

2011

74

$

47

2012
$

121

2013
$

731

2014
$

Thereafter

979

$

Total

2,860

$

4,812

Operating Lease Commitments
During 2009, the Corporation took delivery of its last two planned Boeing 777 aircraft, one of which was leased under an operating lease.
As at December 31, 2009 the future minimum lease payments under existing operating leases of aircraft and other property amount to $2,630 using year end exchange rates.
2010
Aircraft
Other property
Total

$
$

2011

370
49
419

$
$

334
41
375

2012
$
$

317
38
355

2013
$

295
27
322

$

2014
$
$

Thereafter

232
25
257

$
$

Total

754
148
902

$
$

2,302
328
2,630

The above minimum lease payments include residual value guarantees, except for those for which the Corporation has obtained residual value support.
The Corporation subleases certain aircraft to Jazz on a ﬂow through basis, which are reported net on the statement of operations. These subleases relate to 29 Bombardier CRJ-200 aircraft and 15 Bombardier CRJ-705 aircraft. The operating lease commitments under these aircraft, which are recovered from Jazz, are not included in the aircraft operating lease commitments table above but are summarized as follows:

$

2010
81

$

2011
80

$

2012
80

$

2013
80

$

2014
80

$

Thereafter
553

$

Total
954

The subleases with Jazz have the same terms and maturity as the Corporation’s corresponding lease commitments to the lessors.
125

2009 Air Canada Annual Report
The future minimum non-cancellable commitment for the next 12 months under the capacity purchase agreements with
Jazz is approximately $732 (2008 - $764) and with other regional carriers is $29 (2008 - $30). As described in Note 2D and based upon amended terms as described in Note 1C, the Jazz CPA expires December 31, 2020. The rates under the Jazz CPA are subject to change based upon, amongst other things, changes in Jazz’s costs and the results of a benchmarking exercise with other regional carriers planned to be completed in 2010.
Maturity Analysis
Principal and interest repayment requirements as at December 31, 2009 on Long-term debt and capital lease obligations are as follows:
Principal
Long-term debt obligations
Capital lease obligations

2010
$
$

Interest
Long-term debt obligations
Capital lease obligations

368
100
468

2011
$
$

2010
$
$

213
80
293

2012

655
101
756

$
$

2011
$
$

2013

418
110
528

$
$

2012

177
71
248

$
$

2014

495
119
614

$
$

2013

144
62
206

$
$

Thereafter

383
94
477

2014

109
50
159

$
$

$
$

1,360
380
1,740

Total
$
$

Thereafter

75
41
116

$
$

167
118
285

3,679
904
4,583

Total
$
$

885
422
1,307

Principal repayments in the table above exclude transaction costs of $61 which are offset against Long-term debt and capital leases in the Consolidated Statement of Financial Position.
The following is a maturity analysis, based on contractual undiscounted cash ﬂows, for selected ﬁnancial liabilities. The analysis includes both the principal and interest component of the payment obligations on long-term debt and is based on interest rates and the applicable foreign exchange rate effective as at December 31, 2009.
2010
Long-term debt obligations
Capital lease obligations

$

Accounts payable and accrued liabilities

581
180

2011
$

2012

832
172

$

2013

562
172

$

2014

604
169

$

Thereafter

458
135

$

1,527
498

1,215

Fuel derivatives
$

-

-

-

-

-

31
2,007

1,004

734

773

593

2,025

Total
$

$

$

$

$

$

4,564
1,326
1,215

$

31
7,136

Minimum Committed Purchase of Aeroplan Miles
The CPSA between the Corporation and Aeroplan outlines a requirement for the Corporation to purchase a minimum number of Aeroplan Miles® from Aeroplan. The estimated minimum requirement for 2010 is $211. The annual commitment is based on 85% of the average total Aeroplan Miles® actually issued in respect of Air Canada ﬂights or Air Canada airline afﬁliate products and services in the three preceding calendar years. During 2009, the Corporation purchased $249 from Aeroplan.
.

126

Consolidated Financial Statements and Notes

15.

FINANCIAL INSTRUMENTS AND RISK MANAGEMENT

Summary of Financial Instruments
Carrying Amounts
December 31,
2008

December 31, 2009
Financial instruments classiﬁcation

Held for trading Financial Assets
Cash and cash equivalents
Short-term investments
Restricted cash
Accounts receivable
Collateral deposits for fuel derivatives
Deposits and other assets
Restricted cash
Asset backed commercial paper
Aircraft related and other deposits
Derivative instruments
Foreign exchange derivatives
Interest rate swaps

$

Held to maturity 1,115
292
78
43

$

Loans and receivables -

$

701
-

Liabilities at amortized cost

$

-

Total

$

1,115
292
78
701
43

$

499
506
45
702
328

256

-

-

121
29
256

65
29
323

$
Financial Liabilities
Accounts payable
Current portion of long-term debt and capital leases
Long-term debt and capital leases
Derivative instruments
Fuel derivatives (1)
Foreign exchange derivatives

121
29
11
1,689

$

256

$

701

$

-

$

11
2,646

$

64
21
2,582

$

-

$

-

$

-

$

1,215

$

1,215

$

1,262

-

$
(1)

-

-

468
4,054

468
4,054

663
4,691

31
4
35

-

-

5,737

31
4
5,772

15
6,631

$

$

$

$

$

The fuel derivatives above relate to fuel derivatives not designated under fuel hedge accounting. There are no fuel derivatives designated under hedge accounting as at December 31, 2009. As at December 31, 2008, fuel derivatives under hedge accounting had a fair value of $405 in favour of the counterparties and are described further below.

There have been no changes in classiﬁcation of ﬁnancial instruments since December 31, 2008.
For cash ﬂow purposes, the Corporation may settle, from time to time, certain short-term investments prior to their original maturity. For this reason, these ﬁnancial instruments do not meet the criteria of held to maturity and are therefore designated as held for trading. They are recorded at fair value with changes in fair value recorded in Interest income.

127

2009 Air Canada Annual Report
Collateral Held in Leasing Arrangements
The Corporation holds security deposits with a carrying value of $10 (2008 - $18), which approximates fair value, as security for certain aircraft leased and sub-leased to third parties. These deposits do not pay interest to the lessee or sub-lessee.
Of these deposits, $7 (2008 - $11) have been assigned as collateral to secure the Corporation’s obligations to the lessors and ﬁnanciers of the aircraft, with the remaining cash held by Air Canada being unrestricted during the term of the lease.
Any collateral held by the Corporation is returned to the lessee or sub-lessee, as the case may be, at the end of the lease or sub-lease term provided there have been no events of default under the leases or sub-leases.
Summary of Gain on Financial Instruments Recorded at Fair Value
2009
Ineffective portion of fuel hedges
Fuel derivatives not under hedge accounting
Cross currency interest rate swaps
Other
Gain on ﬁnancial instruments recorded at fair value (1)
(1)

$

$

102
(7)
95

2008
$

$

83
(9)
4
14
92

See Fuel Price Risk for a discussion of losses on fuel derivatives recorded in Other comprehensive income (“OCI”).

Risk Management
Under its risk management policy, the Corporation manages its interest rate risk, foreign exchange risk, and market risk through the use of various interest rate, foreign exchange, and fuel derivative ﬁnancial instruments. The Corporation uses derivative ﬁnancial instruments only for risk management purposes, not for generating trading proﬁt.
As noted below, the Corporation engages in derivative hedging to mitigate various risks. The derivative fair values represent the amount of the consideration that could be exchanged in an arm’s length transaction between willing parties who are under no compulsion to act. Fair value of these derivatives is determined using active markets, where available. When no such market is available, valuation techniques are applied such as discounted cash ﬂow analysis. Where practical, the valuation technique incorporates all factors that would be considered in setting a price, including the Corporation’s own credit risk and the credit risk of the counterparty.
Interest Rate Risk
Interest rate risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in market interest rates.
The Corporation enters into both ﬁxed and ﬂoating rate debt and also leases certain assets where the rental amount ﬂuctuates based on changes in short term interest rates. The Corporation manages interest rate risk on a portfolio basis and seeks ﬁnancing terms in individual arrangements that are most advantageous taking into account all relevant factors, including credit margin, term and basis. The risk management objective is to minimize the potential for changes in interest rates to cause adverse changes in cash ﬂows to the Corporation. The temporary investment portfolio which earns a ﬂoating rate of return is an economic hedge for a portion of the ﬂoating rate debt.
The ratio of ﬁxed to ﬂoating rate obligations outstanding is designed to maintain ﬂexibility in the Corporation’s capital structure and is based upon a long term objective of 60% ﬁxed and 40% ﬂoating. The ratio at December 31, 2009 is
59% ﬁxed and 41% ﬂoating, including the effects of interest rate swap positions (58% and 42%, respectively as at
December 31, 2008).

128

Consolidated Financial Statements and Notes
The following are the current derivatives employed in interest rate risk management activities and the adjustments recorded during 2009:
•

During 2009, the Corporation entered into an interest rate swap agreement, with a term to November 2011, relating to the Credit Facility as described in Note 6, with an original notional value of $600 systematically declining as payments are made to $450 by the end of its two-year term. This swap converts the Credit Facility’s bankers’ acceptance rate setting from “in advance” to “in arrears minus 0.2%”. The fair value of this contract as at December 31, 2009 was
$1 in favour of the counterparty. This derivative instrument has not been designated as a hedge for accounting purposes and is recorded at fair value. During 2009, a loss of $1 was recorded in Gain on ﬁnancial instruments recorded at fair value related to this derivative.

•

As at December 31, 2009, the Corporation had two interest rate swap agreements in place with terms to July
2022 and January 2024 relating to two B767 aircraft ﬁnancing agreements with an aggregate notional value of
$92 (US$88) (2008 - $118 (US$96)). These swaps convert the lease payments on the two aircraft leases from ﬁxed to ﬂoating rates. The fair value of these contracts as at December 31, 2009 was $12 in favour of the Corporation
(2008 - $21 in favour of the Corporation). These derivative instruments have not been designated as hedges for accounting purposes and are recorded at fair value. During 2009, a loss of $9 was recorded in Gain on ﬁnancial instruments recorded at fair value related to these derivatives (2008 - $14 gain).

Interest income includes $10 (2008 - $47) related to Cash and cash equivalents, Short-term investments, and Collateral deposits for fuel derivatives, which are classiﬁed as held for trading. Interest expense reﬂected on the Consolidated
Statement of Operations relates to ﬁnancial liabilities recorded at amortized cost.
Foreign Exchange Risk
Foreign exchange risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in foreign exchange rates.
The Corporation’s risk management objective is to reduce cash ﬂow risk related to foreign denominated cash ﬂows.
The Corporation’s cash inﬂows are primarily in Canadian dollars, while a large portion of its outﬂows are in US dollars.
This unbalanced mix results in a US dollar shortfall from operations annually. In order to mitigate this imbalance, the
Corporation has adopted the practice of converting excess revenues from offshore currencies into US dollars. In 2009, this conversion generated coverage of approximately 29% of the imbalance. The remaining 71% was covered through the use of a variety of foreign exchange derivatives, including spot transactions and USD investments, which had maturity dates corresponding to the forecasted shortfall dates. The level of foreign exchange derivatives expiring at any one point in time is dependent upon a number of factors, which include the amount of foreign revenue conversion available, US dollar net cash ﬂows, as well as the amount attributed to aircraft and debt payments.
The following are the current derivatives employed in foreign exchange risk management activities and the adjustments recorded during 2009:
•

As at December 31, 2009, the Corporation had outstanding foreign currency option agreements converting US dollars into Canadian dollars on $99 (US$95) which mature in 2010 (2008 - $632 (US$516) and $5 (EUR 3)).
The fair value of these foreign currency contracts as at December 31, 2009 was $4 in favour of the counterparties
(2008 - $64 in favour of the Corporation). These derivative instruments have not been designated as hedges for accounting purposes and are recorded at fair value. During 2009, a loss of $7 was recorded in Foreign exchange gain
(loss) related to these derivatives (2008 - $327 gain).

Liquidity Risk
Along with many airline carriers globally, Air Canada faced a number of signiﬁcant challenges in 2008 and 2009 as a result of volatile fuel prices and the weakening demand for air travel. The recession put signiﬁcant pressures on passenger and cargo revenues for many airlines, including Air Canada. At the same time, lower fuel prices in 2009 and capacity adjustments made in 2008 and 2009 provided some relief.
129

2009 Air Canada Annual Report
Management believes however that the signiﬁcant events as described in Note 1C improve the Corporation’s current liquidity position. Risks remain such as those related to the current economic environment, including risks related to market volatility in the price of fuel, foreign exchange and interest rates and increased competitive pressures, as well as risks relating to restrictive terms under the Corporation’s ﬁnancing, credit card processing and other arrangements and other risks identiﬁed. These notes to the ﬁnancial statements contain information regarding the key liquidity risks being monitored by the Corporation (refer to information below regarding Market risks, Note 8 for information regarding pension funding obligations, Note 17 for information regarding contingencies including the Cargo investigations, Note 6 regarding covenants in ﬁnancing arrangements and below for information regarding covenants in the Corporation’s credit card agreements).
The H1N1 inﬂuenza virus may also adversely impact demand for air travel. The Corporation is continuing to monitor the
H1N1 inﬂuenza virus risk. While the Corporation has developed contingency plans related to the H1N1 inﬂuenza virus risk, it is unable to predict the likelihood of this risk materializing or the impact on the Corporation to the extent this risk does materialize. The Corporation is also monitoring the impact on the demand for air travel of the new security measures imposed December 2009 by Canadian and U.S. government authorities on ﬂights from Canada to the U.S.
Liquidity risk is the risk that the Corporation will encounter difﬁculty in meeting obligations associated with its ﬁnancial liabilities and other contractual obligations. The Corporation monitors and manages liquidity risk by preparing rolling cash ﬂow forecasts, monitoring the condition and value of assets available to be used as well as those assets being used as security in ﬁnancing arrangements, seeking ﬂexibility in ﬁnancing arrangements, and establishing programs to monitor and maintain compliance with terms of ﬁnancing agreements. The Corporation’s principal objective in managing liquidity risk is to maintain a minimum unrestricted cash balance in excess of a target liquidity level of 15% of annual operating revenues.
At December 31, 2009, Air Canada had Cash and cash equivalents and Short-term investments of $1,407, which represents
14% of 2009 operating revenues. Management continues to closely monitor the cash ﬂows as part of its efforts to ensure the Corporation has adequate cash resources to meet its obligations and commitments when they become due.
A maturity analysis of the Corporation’s ﬁnancial liabilities, other ﬁxed operating commitments and capital commitments is set out in Note 14.
Market Risk
Market risk is the risk that the fair value or future cash ﬂows of a ﬁnancial instrument will ﬂuctuate because of changes in market prices. Market risk comprises three types of risk: foreign exchange risk; interest rate risk; and other price risk, which includes commodity price risk.
The Corporation uses derivative instruments to reduce market exposures from changes in foreign currency rates, interest rates, and fuel prices. The Corporation uses derivative instruments only for risk management purposes and not for generating trading proﬁt. As such, any change in cash ﬂows associated with derivative instruments is designed to be offset by changes in cash ﬂows related to the risk being hedged.
Refer to the Asset Backed Commercial Paper section below for information regarding these instruments held by the
Corporation and the associated market risks.
Sensitivity Analysis
The following table is a sensitivity analysis for each type of market risk relevant to the signiﬁcant ﬁnancial instruments recorded by the Corporation as at December 31, 2009. The sensitivity analysis is based on a reasonably possible movement in the relevant risk factor. These assumptions may not be representative of actual movements in these risks and should not be relied upon. Given the recent volatility in the ﬁnancial and commodity markets, the actual percentage changes may differ signiﬁcantly from the percentage changes outlined below. Each risk is contemplated independent of other risks.

130

Consolidated Financial Statements and Notes

Interest rate risk (1)

Foreign exchange rate risk (2)

Other price risk (3)

Income

Income

Income

1% increase

5% increase

5% decrease

10% increase

Cash and cash equivalents
Short-term investments
Aircraft related deposits

$
$
$

11
3
-

$
$
$

$
$
$

$
$
$

-

$
$
$

-

Long-term debt and capital leases

$

(15)

$

$

-

$

-

Fuel derivatives
Foreign exchange derivatives
Interest rate swaps

$
$
$

1

$
$
$

$
$
$

25
-

$
$
$

(1)

(7)
(1)
(8)

195
(6)
-

$
$
$
$

7
1
8

(195)
5
-

10% decrease

(22)
-

Due to currently low market rates of interest, a 1% decrease in interest rates was not considered a reasonable scenario within the forecast period, being one year.

(2)

Increase (decrease) in foreign exchange relates to a strengthening (weakening) of the Canadian dollar.

(3)

Other price risk relates to the Corporation’s fuel derivatives. The sensitivity analysis is based upon a 10% decrease or increase in the price of the underlying commodity.

Covenants in Credit Card Agreements
The Corporation has various agreements with companies that process customer credit card transactions. Approximately
85% of the Corporation’s sales are processed using credit cards, with remaining sales processed through cash based transactions. The Corporation receives payment for a credit card sale generally in advance of when the passenger transportation is provided.
As at December 31, 2008, under the terms with one of its principal credit card processors, the processor was able to withhold payment of funds to Air Canada upon the occurrence of certain events (“triggering events”), which included unrestricted cash (as deﬁned per the agreement and generally based on the aggregate sums of Cash and cash equivalents and Short-term investments) being less than $900 as at the end of any month and operating losses in excess of certain amounts. During
2009, the Corporation entered into amendments with this processor to amend certain credit card processing agreements under which the triggering events related to operating losses were removed, the levels of unrestricted cash required to be maintained by Air Canada were reduced to $800 and Air Canada provides the processor with deposits, to be accumulated over time, and security. The agreements provide that should Air Canada maintain unrestricted cash of more than $1,200 for two consecutive months, the unrestricted cash requirement increases to $1,100 at which time the processor will return to
Air Canada all deposits and security previously provided by Air Canada. This occurred during the third quarter of 2009, and as a result, no deposit was provided under these processing agreements as at December 31, 2009. As long as unrestricted cash remains at or above $1,100 at each month-end, Air Canada will have no obligation to provide deposits or security to the processor. In addition, should the Corporation’s unrestricted cash be less than $1,100 at any month-end, its obligation to provide deposits to the processor would be capped at an amount not to exceed $75, provided unrestricted cash is not less than $800. The current agreement expires in May 2010.
Credit Risk
Credit risk is the risk of loss due to a counterparty’s inability to meet its obligations. As at December 31, 2009, the
Corporation’s credit risk exposure consists mainly of the carrying amounts of Cash and cash equivalents, Short-term investments and Accounts receivable as well as Collateral deposits for fuel derivatives extended to counterparties. Cash and cash equivalents and Short-term investments are in place with major ﬁnancial institutions, the Canadian government, and major corporations. Accounts receivable are generally the result of sales of tickets to individuals, often through the use of major credit cards, through geographically dispersed travel agents, corporate outlets, or other airlines. Credit rating guidelines are used in determining counterparties for fuel hedging. In order to manage its exposure to credit risk and assess credit quality, the
Corporation reviews counterparty credit ratings on a regular basis and sets credit limits when deemed necessary.

131

2009 Air Canada Annual Report
The Corporation has $43 in collateral deposits extended to fuel hedge counterparties. Credit risk related to these deposits is offset against the related liability to the counterparty under the fuel derivative.
Refer to the Asset Backed Commercial Paper section below for further credit risk information.
Fuel Price Risk
In order to manage its exposure to jet fuel prices and to help mitigate volatility in operating cash ﬂows, the Corporation enters into derivative contracts with ﬁnancial intermediaries. The Corporation uses derivative contracts on jet fuel and other crude oil-based commodities, heating oil and crude oil. Heating oil and crude oil commodities are used due to the relative limited liquidity of jet fuel derivative instruments on a medium to long-term horizon since jet fuel is not traded on an organized futures exchange. The Corporation’s policy permits hedging of up to 75% of the projected jet fuel purchases for the next 12 months, 50% for the next 13 to 24 months and 25% for the next 25 to 36 months. These are maximum (but not mandated) limits. There is no minimum monthly hedging requirement. There are regular reviews to adjust the strategy in light of market conditions. The Corporation does not purchase or hold any derivative ﬁnancial instrument for speculative purposes.
During 2009, the Corporation purchased crude-oil call options. The premium related to these contracts was $6.
As of December 31, 2009, approximately 18% of the Corporation’s anticipated purchases of jet fuel for 2010 are hedged at an average West Texas Intermediate (“WTI”) capped price of USD$95 per barrel and approximately 10% is subject to an average ﬂoor price of US$96 per barrel. The Corporation’s contracts to hedge anticipated jet fuel purchases over the 2010 period are comprised of crude-oil based contracts.
The following table outlines the notional volumes per barrel along with the WTI weighted average ﬂoor and capped price for each year currently hedged by type of derivative instruments as at December 31, 2009.

Derivative Instruments

Term

Volume (BBLs)

Call options (a)
Swaps (a)
Collars (a)

2010
2010
2010

1,835,000
1,070,000
1,180,000

WTI Weighted
Average Floor Price
(US$/bbl)
$
$
$

n/a
99
93

WTI Weighted
Average Capped Price
(US$/bbl)
$
$
$

92
99
95

(a) The Corporation is expected to generate fuel hedging gains if oil prices increase above the average capped price and is exposed to fuel hedging losses if prices decrease below the average ﬂoor price.
During 2009, fuel derivative contracts cash settled with a fair value of $88 in favour of the counterparties ($129 in favour of the Corporation in 2008).
During 2009, the Corporation modiﬁed its fuel hedge portfolio with the termination of swap and put option contracts for
$192, in favour of the counterparties. The collateral held by the counterparties covered the majority of the settlement amount, therefore minimal additional cash outﬂows resulted. Certain of these contracts were previously designated under hedge accounting. The value of the AOCL balance recognized in connection with these derivatives while designated under hedge accounting will be taken into fuel expense in the period where the derivative was scheduled to mature.
As at December 31, 2009, the net amount of existing losses reported in AOCL that are expected to be reclassiﬁed to net income (loss) during the following 12 months is $183 before tax. Due to the discontinuation of hedge accounting effective the third quarter of 2009 (refer to Note 2L), the AOCL balance related to fuel hedging contracts will be completely depleted as of December 31, 2010.
The types of derivative instruments used by the Corporation within its hedging program, such as swaps and put options within collar structures, expose the Corporation to the potential of providing collateral deposits to its counterparties. When fuel prices decrease causing the Corporation’s derivative position to be in a liability position below the set credit thresholds with counterparties, the Corporation is responsible for extending collateral to the counterparties. As at December 31, 2009, the Corporation had extended $43 of collateral to counterparties (2008 – $328).
132

Consolidated Financial Statements and Notes
The following information summarizes the ﬁnancial statement impact of fuel derivatives:
For the year ended December 31
(Canadian dollars in millions except per share ﬁgures)

2009

2008

Consolidated Statement of Operations
Operating expenses
Aircraft fuel

Realized effective gain (loss) on derivatives designated under hedge accounting

$

(419)

$

79

Non-operating income (expense)
Gain (loss) on ﬁnancial instruments recorded at fair value

Ineffective gain (loss) on derivatives designated under hedge accounting
Fair market value gain (loss) on economic hedges

Consolidated Statement of Comprehensive Income (Loss)
Effective gain (loss) on derivatives designated under hedge accounting
Tax expense on effective gain
Reclassiﬁcation of net realized (gain) loss on fuel derivatives designated under hedge accounting to Aircraft fuel expense
Tax on reclassiﬁcation

$

-

$

83

$

102

$

(9)

$
$

(605)
-

$
$

(79)
22

$
$

$
$

As at December 31
(Canadian dollars in millions)

(1)
-

419
4

2009

2008

Consolidated Statement of Financial Position
Current assets
Current liabilities*

Shareholders’ equity (AOCL)

Collateral deposits for fuel derivatives
Fair market value of fuel derivatives designated under hedge accounting
Fair market value of fuel derivatives economic hedges
Net loss from fuel derivatives designated under hedge accounting
(net of tax of 2009 - $1 and 2008 - $5)

43

$

328

n/a

$

(405)

$

(31)

$

(15)

$

(184)

$

(606)

$

* The balance is reﬂected within Current liabilities on the Consolidated Statement of Financial Position due to the counterparty’s ability to terminate the derivatives at fair value at any time prior to maturity.

Financial Instrument Fair Values in the Consolidated Statement of Financial Position
The carrying amounts reported in the Consolidated Statement of Financial Position for short term ﬁnancial assets and liabilities, which includes Accounts receivable and Accounts payable, approximate fair values due to the immediate or shortterm maturities of these ﬁnancial instruments. Cash equivalents, Short-term investments, and Collateral deposits for fuel derivatives are classiﬁed as held for trading and therefore are recorded at fair value.
The carrying amounts of interest rate swaps, foreign exchange, and fuel derivatives are equal to fair value, which is based on the amount at which they could be settled based on estimated current market rates.
Management estimated the fair value of its long-term debt based on valuation techniques taking into account market rates of interest, the current tightness in credit markets and current estimated credit margins applicable to the Corporation based on recent transactions. The current low market rates of interest partially offset any increase in credit margins observed in recent transactions. The estimated fair value of debt is approximately $4,200 as compared to its carrying value of $4,522, reﬂecting primarily the declines in fair values of aircraft ﬁnancings completed in prior years.

133

2009 Air Canada Annual Report
Following is a classiﬁcation of fair value measurements recognized in the Consolidated Statement of Financial Position using a fair value hierarchy that reﬂects the signiﬁcance of the inputs used in making the measurements.
Fair value measurements at reporting date using:

December 31
2009
Financial Assets
Held-for-trading securities
Cash equivalents
Short-term investments
Restricted cash in short-term investments
Deposits and other assets
Asset backed commercial paper

$

$

29

Derivative instruments
Interest rate swaps
Total

323
292
70

Quoted prices in active markets Signiﬁcant other for identical observable assets inputs (Level 1)
(Level 2)

725

$

-

11
$

-

-

$

-

$

323
292
70

Signiﬁcant unobservable inputs
(Level 3)

29

11
$

696

-

$

29

Fair value measurements at reporting date using:

December 31
2009
Financial Liabilities
Derivative instruments
Fuel derivatives
Foreign exchange derivatives
Total

Quoted prices in active markets Signiﬁcant other for identical observable assets inputs (Level 1)
(Level 2)

Signiﬁcant unobservable inputs
(Level 3)

$

31
4

$

-

$

31
4

$

-

$

35

$

-

$

35

$

-

Financial assets held by ﬁnancial institutions in the form of cash, restricted cash and collateral deposits for fuel derivatives have been excluded from the fair value measurement classiﬁcation table above as they are not valued using a valuation technique.
Asset Backed Commercial Paper (“ABCP”)
The Corporation has $37 ($29 net of a fair value adjustment) in non-bank sponsored ABCP which has been recorded in
Deposits and other assets. The carrying value as at December 31, 2009 is based on a number of assumptions as to the fair value of the investments including factors such as estimated cash ﬂow scenarios and risk adjusted discount rates.
The assumptions used in estimating the fair value of the investments are subject to change, which may result in further adjustments to non-operating results in the future. No adjustments to the carrying value were recorded during 2009.

134

Consolidated Financial Statements and Notes

16. CAPITAL DISCLOSURES
The Corporation views capital as the sum of Long-term debt and capital leases, Non-controlling interest, capitalized operating leases, and Shareholders’ equity. As at December 31, 2008, the Corporation had pre-delivery ﬁnancing arranged, which was related to future deliveries, and, as the aircraft had not yet been delivered, this debt was excluded from the capital base. The Company includes capitalized operating leases, which is a measure commonly used in the industry ascribing a value to obligations under operating leases. The value is based on annualized aircraft rent expense multiplied by 7.5, which is a factor commonly used in the airline industry. The measure used may not necessarily reﬂect the fair value or net present value related to the future minimum lease payments as the measure is not based on the remaining contractual payments and the factor may not recognize discount rates implicit in the actual leases or current rates for similar obligations with similar terms and risks. This deﬁnition of capital is used by management and may not be comparable to measures presented by other public companies.
The Corporation also monitors its ratio of adjusted net debt to net debt plus shareholders’ equity. Adjusted net debt is calculated as the sum of Long-term debt and capital lease obligations, Non-controlling interest, capitalized operating leases, and Shareholders’ equity less Cash and cash equivalents and Short-term investments.
The Corporation’s main objectives when managing capital are:
•

to structure repayment obligations in line with the expected life of the Corporation’s principal revenue generating assets;

•

to ensure the Corporation has access to capital to fund contractual obligations as they become due and to ensure adequate cash levels to withstand deteriorating economic conditions;

•

to maintain an appropriate balance between debt supplied capital versus investor supplied capital as measured by the adjusted net debt to net debt plus equity ratio; and

•

to monitor the Corporation’s credit ratings to facilitate access to capital markets at competitive interest rates.

In order to maintain or adjust the capital structure, the Corporation may adjust the type of capital utilized, including purchase versus lease decisions, defer or cancel aircraft expenditures by not exercising available options or selling current aircraft options, and issuing debt or equity securities, all subject to market conditions and the terms of the underlying agreements.
The total capital as at December 31 is calculated as follows:
2009
Long-term debt and capital leases
Current portion of long-term debt and capital leases
Non-controlling interest
Capitalized operating leases
Less pre-delivery ﬁnancing included in long-term debt
Adjusted debt and non-controlling interest
Shareholders’ equity
Total Capital
Adjusted debt and non-controlling interest
Less Cash and cash equivalents and Short-term investments
Adjusted net debt and non-controlling interest
Adjusted net debt to adjusted net debt plus shareholders’ equity ratio

$

$
$
$

4,054
468
4.522
201
2.513
7,236
1,446
8,682
7,236
(1,407)
5,829
80.1%

2008
$

$
$
$

4,691
663
5,354
190
2,093
(81)
7,556
762
8,318
7,556
(1,005)
6,551
89.6%

The adjusted net debt and non-controlling interest amount has decreased by $722 in 2009 largely attributable to the impact of the appreciation of the Canadian dollar and the resulting impact on US dollar debt. The increase in the cash balance during the year was also a signiﬁcant contributor driven by the completion of a share and warrant public offering and other transactions described in Note 1C.

135

2009 Air Canada Annual Report

17. CONTINGENCIES, GUARANTEES AND INDEMNITIES
Contingencies
Investigations by Competition Authorities Relating to Cargo
The European Commission, the United States Department of Justice and the Competition Bureau in Canada, among other competition authorities, are investigating alleged anti-competitive cargo pricing activities, including the levying of certain fuel surcharges, of a number of airlines and cargo operators, including Air Canada. Competition authorities have sought or requested information from Air Canada as part of their investigations. Air Canada is cooperating with these investigations, which are likely to lead, or have led, to proceedings against Air Canada and a number of airlines and other cargo operators in certain jurisdictions including in the European Union where all formal procedural steps preceding a decision have been completed. Air Canada is also named as a defendant in a number of class action lawsuits that have been ﬁled before the
United States District Court and in Canada in connection with these allegations.
During 2008, Air Canada recorded a provision of $125 as a preliminary estimate. This is only an estimate based upon the current status of the investigations and proceedings and Air Canada’s assessment as to the potential outcome for certain of them. This provision does not address the proceedings and investigations in all jurisdictions, but only where there is sufﬁcient information to do so. Management has determined it is not possible at this time to predict with any degree of certainty the outcome of all proceedings and investigations. Additional material provisions may be required and such provisions could have a material adverse effect on Air Canada’s ﬁnancial position.
Porter Airlines Inc.
In February 2006, Jazz commenced proceedings before the Ontario Superior Court of Justice against Porter Airlines Inc.
(“Porter”) and other defendants (collectively the “Porter Defendants”) after Jazz became aware that it would be excluded from operating ﬂights from Toronto City Centre (Island) Airport (the “TCCA”). On October 26, 2007, the Porter Defendants counter-claimed against Jazz and Air Canada alleging various violations of competition law, including that Jazz and
Air Canada’s commercial relationship contravenes Canadian competition laws, and claiming $850 in damages. Concurrently with the Ontario Superior Court of Justice proceedings, Jazz commenced judicial review proceedings against the Toronto
Port Authority (“TPA”) before the Federal Court of Canada relating to Jazz’s access to the TCCA. The Porter Defendants were granted intervener and party status in these proceedings. In January of 2008, Porter ﬁled a defence and counterclaim against
Jazz and Air Canada making allegations and seeking conclusions similar to those in the Ontario Superior Court counterclaim.
On October 16, 2009, Jazz discontinued its suit in the Ontario Superior Court against Porter. However, Jazz is continuing its proceedings in the Federal Court of Canada against the TPA, to which Porter intervened. The counterclaim ﬁled by Porter in the Ontario Court against Jazz and Air Canada has been stayed pending the outcome of the mirror counterclaim in the
Federal Court. Management views Porter’s counterclaims in both jurisdictions as being without merit.
Pay Equity
The Canadian Union of Public Employees (“CUPE”), which represents Air Canada’s ﬂight attendants, has ﬁled a complaint before the Canadian Human Rights Commission where it alleges gender-based wage discrimination. CUPE claims the predominantly female ﬂight attendant group should be paid the same as the predominantly male pilot and mechanics groups because their work is of equal value. The complaint dates from 1991 but has not been investigated on the merits because of a legal dispute over whether the three groups work in the same “establishment” within the meaning of the
Canadian Human Rights Act. On January 26, 2006, the Supreme Court of Canada ruled that they do work in the same
“establishment” and sent the case back to the Canadian Human Rights Commission, which may now proceed to assess the merits of CUPE’s complaint. On March 16, 2007, the Canadian Human Rights Commission referred the complaint against
Air Canada for investigation. Air Canada considers that any investigation will show that it is complying with the equal pay provisions of the Canadian Human Rights Act, however, Management has determined that it is not possible at this time to predict with any degree of certainty the ﬁnal outcome of the Commission’s investigation.

136

Consolidated Financial Statements and Notes
Mandatory Retirement
Air Canada is engaged in a number of proceedings involving challenges to the mandatory retirement provisions of certain of its collective agreements, including the Air Canada-Air Canada Pilots Association collective agreement which incorporate provisions of the pension plan terms and conditions applicable to pilots requiring them to retire at age 60. Air Canada is defending these challenges. At this time, it is not possible to determine with any degree of certainty the extent of any ﬁnancial liability that may arise from Air Canada being unsuccessful in its defense of these proceedings, though any such ﬁnancial liability, if imposed, would not be expected to be material.
Other Contingencies
Various other lawsuits and claims, including claims ﬁled by various labour groups of Air Canada are pending by and against the Corporation and provisions have been recorded where appropriate. It is the opinion of management that ﬁnal determination of these claims will not have a signiﬁcant material adverse effect on the ﬁnancial position or the results of the Corporation.
With respect to 45 aircraft leases, the difference between the amended rents as a result of the implementation of the Plan of Reorganization, Compromise and Arrangement (the “Plan”) under the Companies’ Creditors Arrangement Act (“CCAA”) on September 30, 2004 and amounts due under the original lease contracts will be forgiven at the expiry date of the leases if no material defaults have occurred. If a material default occurs, which does not include any cross defaults to other agreements, this difference plus interest will become due and payable and all future rent will be based on the original contracted rates. Rent expense is being recorded on the renegotiated lease agreements and any liability would be recorded only at the time management believes the amount is likely to occur.
Guarantees
Guarantees in Fuel Facilities Arrangements
The Corporation participates in fuel facility arrangements operated through Fuel Facility Corporations, along with other airlines that contract for fuel services at various major airports in Canada. The Fuel Facility Corporations operate on a cost recovery basis. The purpose of the Fuel Facility Corporations is to own and ﬁnance the system that distributes the fuel to the contracting airlines, including leasing the Land Rights under the land lease. The aggregate debt of the ﬁve Fuel Facility
Corporations in Canada that have not been consolidated by the Corporation under AcG-15 is approximately $162 as at
December 31, 2009 (2008 - $127), which is the Corporation’s maximum exposure to loss without taking into consideration any cost sharing that would occur amongst the other contracting airlines. The Corporation views this loss potential as remote. Each contracting airline participating in a Fuel Facility Corporation shares pro rata, based on system usage, in the guarantee of this debt.
Indemniﬁcation Agreements
The Corporation enters into real estate leases or operating agreements, which grant a license to the Corporation to use certain premises, in substantially all cities that it serves. It is common in such commercial lease transactions for the
Corporation, as the lessee, to agree to indemnify the lessor and other related third parties for tort liabilities that arise out of or relate to the Corporation’s use or occupancy of the leased or licensed premises. Exceptionally, this indemnity extends to related liabilities arising from the negligence of the indemniﬁed parties, but usually excludes any liabilities caused by their gross negligence or willful misconduct. Additionally, the Corporation typically indemniﬁes such parties for any environmental liability that arises out of or relates to its use or occupancy of the leased or licensed premises.
In aircraft ﬁnancing or leasing agreements, the Corporation typically indemniﬁes the ﬁnancing parties, trustees acting on their behalf and other related parties and/or lessors against liabilities that arise from the manufacture, design, ownership, ﬁnancing, use, operation and maintenance of the aircraft and for tort liability, whether or not these liabilities arise out of or relate to the negligence of these indemniﬁed parties, except for their gross negligence or willful misconduct. In addition, in aircraft ﬁnancing or leasing transactions, including those structured as leveraged leases, the Corporation typically provides indemnities in respect of various tax consequences including in relation to the leased or ﬁnanced aircraft, the use, possession, operation maintenance, leasing, subleasing, repair, insurance, delivery, import, export of such aircraft, the lease or ﬁnance arrangements entered in connection therewith, changes of law and certain income, commodity and withholding tax consequences.

137

2009 Air Canada Annual Report
When the Corporation, as a customer, enters into technical service agreements with service providers, primarily service providers who operate an airline as their main business, the Corporation has from time to time agreed to indemnify the service provider against liabilities that arise from third party claims, whether or not these liabilities arise out of or relate to the negligence of the service provider, but excluding liabilities that arise from the service provider’s gross negligence or willful misconduct.
Under its general by-laws and pursuant to contractual agreements between the Corporation and each of its ofﬁcers and directors, the Corporation has indemniﬁcation obligations to its directors and ofﬁcers. Pursuant to such obligations, the
Corporation indemniﬁes these individuals, to the extent permitted by law, against any and all claims or losses (including amounts paid in settlement of claims) incurred as a result of their service to the Corporation.
The maximum amount payable under the foregoing indemnities cannot be reasonably estimated. The Corporation expects that it would be covered by insurance for most tort liabilities and certain related contractual indemnities described above.

138

Consolidated Financial Statements and Notes

18. RELATED PARTY TRANSACTIONS
At December 31, 2009, ACE holds a 27% ownership interest in Air Canada. Air Canada has various related party transactions with ACE and Aveos (formerly called ACTS Aero Technical Support & Services Inc. (“ACTS Aero”)), which conducts the business previously operated by ACTS LP (“ACTS”) prior to the sale of ACTS by ACE on October 16, 2007.
During 2008, ACTS LP settled certain contracts with Air Canada for $11, in relation to the October 2007 sale of assets of
ACTS LP. These contracts were accounted for as equity transactions, resulting in an increase to Contributed surplus of $11.
Related party trade balances, as outlined below, mainly arise from the provision of services, including the allocation of employee related costs, as further described in Note 8. Trade balances between the related parties have trade terms which generally require payment 30 days after receipt of invoice.
The related party balances resulting from the application of the related party agreements were as follows:
2009
Accounts receivable
ACE
Aveos

Long-term debt including current portion and value of warrants
ACE

$

2
120
122

$
$

9
9

$
$

5
5

$

3
92
95

$

$

Accounts payable and accrued liabilities
ACE
Aveos

135
135

$

$
Prepaid maintenance
Aveos

$

2008

$

99
99

$
$

150
150

$
$

-

Revenues and expenses with related parties are summarized as follows:
2009
Revenues
Property rental revenues from ACE and Aveos
Revenues from information technology services to Aveos
Revenues from corporate services and other to ACE and Aveos

$

$
Expenses
Maintenance expense for services from Aveos
Recovery of wages, salary and beneﬁt expense for employees assigned to ACE and Aveos
Interest expense for ACE’s participation in the Credit Facility
Other expenses

$

$

2008

31
6
9
46

514
(228)
8
294

$

$

$

$

29
15
15
59

478
(277)
1
202

139

2009 Air Canada Annual Report
Summary of signiﬁcant related party agreements
The Relationship between the Corporation and Aveos
Refer to the “Aveos Restructuring Plan” section below for a description of a restructuring plan announced by Aveos on
January 26, 2010. Closing of Aveos restructuring transactions is expected to occur during the ﬁrst quarter of 2010 and is dependant on completion of formal documentation and certain conditions. This restructuring would modify the terms of certain commercial agreements between Air Canada and Aveos, including terms of the Pension and Beneﬁts Agreement and the Agreement with Aveos on Revised payment terms described below.
Pension and Beneﬁts Agreement
The Corporation, ACTS and Aveos entered into a Pension and Beneﬁts Agreement effective as of October 16, 2007, as amended (“Pension and Beneﬁts Agreement”), relating to pension and beneﬁts arrangements pertaining to (i) the non-unionized employees of Air Canada who were previously assigned to the ACTS operation and who became employees of Aveos on October 16, 2007 and (ii) those unionized employees of Air Canada who were assigned to ACTS Aero operation pursuant to general services agreements between Air Canada and ACTS for the assignment of unionized employees from
Air Canada to ACTS (these agreements were assigned to ACTS Aero (i.e. Aveos) in 2007). Aveos is required to establish new deﬁned beneﬁt and deﬁned contribution pension plans as well as other employee and retiree beneﬁt arrangements
(including health, life and disability) (the “ACTS Beneﬁt Arrangements”).
Upon receipt of regulatory approval where required and based upon valuations of the relevant pension and beneﬁt arrangements of Air Canada (the “Air Canada Beneﬁt Arrangements”) as at October 16, 2007, the assets and obligations under the Air Canada Beneﬁt Arrangements pertaining to the transferring non-unionized employees will be transferred to
Aveos or the ACTS Beneﬁt Arrangements, as applicable. Amounts with a present value equal to the solvency deﬁciency in the deﬁned beneﬁt pension plans as at October 16, 2007 related to transferring non-unionized employees will be paid by
Air Canada through quarterly payments to Aveos until 2014. Amounts with a present value equal to the accounting liability as at October 16, 2007 in respect of retiree and disability beneﬁts related to transferring non-unionized employees are to be paid by Air Canada through quarterly payments to Aveos until 2012. The present value of these quarterly payments is also referred to as the compensation amount. Until such future time as the assets and obligations under the Air Canada Beneﬁt
Arrangements pertaining to non-unionized employees may be transferred to Aveos, the current service pension cost and the current service and interest costs for other employee beneﬁts are expensed by Air Canada with a full offset recorded as an amount charged to afﬁliates (Aveos).
In addition, the Pension and Beneﬁts Agreement contemplates similar asset and liability transfer and compensation arrangements in respect of unionized employees, which arrangements would take effect at such future time as those unionized employees may commence employment with Aveos pursuant to the Transition Memorandum of Agreement
(“the Transition MOA”), as described further below. However, the solvency deﬁciencies in respect of transferring unionized employees for which the future quarterly compensation payments would be made are determined as at October 16, 2007, subject to certain adjustments, and the discount rate used to compute the accounting liability for the unionized employees’ retiree and disability beneﬁts is ﬁxed as at October 16, 2007. The compensation payments in respect of these solvency deﬁciencies and accounting liabilities will be made quarterly during the ﬁve years beginning after the unionized employees are transferred to Aveos, but only if such a transfer occurs. Until such future time as the assets and obligations under the Air
Canada Beneﬁt Arrangement pertaining to unionized employees may be transferred to Aveos, the current service pension cost and the current service and interest costs for other employee beneﬁts in respect of Air Canada employees providing services to Aveos are charged by Air Canada to Aveos.
The Pension and Beneﬁts Agreement also required that Air Canada provide letters of credit to Aveos on October 16, 2007, to secure the above-described payment obligations in respect of the solvency deﬁciencies of the deﬁned beneﬁt pension plans and accounting liabilities for other retiree and disability beneﬁt arrangements. The letters of credit initially totaled $101, subject to adjustment once the exact amounts of the relevant solvency deﬁciencies and accounting liabilities as at
October 16, 2007 were determined by actuarial valuations. The face amount of the letter of credit in respect of the unionized solvency deﬁciency is also adjusted annually to recognize past service costs paid by Air Canada to the plan in respect of unionized employees assigned to Aveos. The face amount of the letters of credit decreases as the related quarterly funding payments described above are made. During 2008, as described below under “Agreement with Aveos on Revised
Payment Terms”, the Corporation and Aveos also agreed to temporarily cancel certain letters of credit in the amount of $40.
140

Consolidated Financial Statements and Notes
Aveos may call the letters of credit in whole or in part, in the event of a default as deﬁned in the Pension and Beneﬁts
Agreement. Collateral equal to the amount of the letters of credit was paid in cash with the asset recorded in Deposits and other assets. Refer to Note 5 for the current amount of the letters of credit related to the Pension and Beneﬁts Agreement.
Refer to the Aveos Restructuring Plan section below for a description of amendments which would be made to this agreement pursuant to the restructuring.
During 2008, Air Canada, Aveos, and the union representing the employees assigned to Aveos continued discussions regarding the options under which certain unionized employees would commence employment directly with Aveos and the creation of a separate bargaining unit for those employees at Aveos. On January 8, 2009, these same parties entered into the Transition MOA in order to resolve certain remaining issues and in order to (i) facilitate the orderly transition of certain Air Canada employees to Aveos and (ii) to establish terms and conditions of employment that will apply to those
Air Canada employees who elect to become employees of Aveos. In relation to the Transition MOA, the Corporation and
Aveos also entered into certain ancillary agreements (the “Ancillary Transition Agreements”) to address commercial issues relating to the transition of employees contemplated by the Transition MOA. On March 5, 2009, the Corporation received the decision of the arbitrator seized with resolving ﬁve issues which remained outstanding following the execution of the
Transition MOA. The Corporation and the IAMAW subsequently amended the Transition MOA, by establishing timelines for the steps for the transition and by providing for a date on which the employees who will transition to Aveos will become employees of Aveos, namely, April 1, 2011.
Non-Compete and Repair Schemes Transfer Agreement
Aveos and Air Canada are parties to a Non-Compete and Repair Schemes Transfer Agreement, effective as of October 16,
2007. Generally described, repair schemes are processes and methods which may be used in the maintenance and repair of aircraft and related equipment. The Non-Compete and Repair Schemes Transfer Agreement conﬁrmed an arrangement and provides for the sale from Air Canada to ACTS Aero (as successor to ACTS LP) of an undivided joint ownership interest in repair schemes owned by Air Canada or approved under Air Canada’s airworthiness engineering organization as well as the sale from Aveos to Air Canada of an undivided joint ownership interest in the repair schemes owned or developed by Aveos and applicable to airframe heavy maintenance services provided by ACTS to Air Canada under the parties’ airframe heavy maintenance services agreement. However, in September 2004 as part of the implementation of the Corporation’s plan of arrangement under the Companies’ Creditors Arrangement Act, the Corporation had already granted ACTS full and exclusive right to these schemes on a royalty free basis.
The Non-Compete and Repair Schemes Transfer Agreement also restricts Air Canada’s ability to own any equity interest in an entity (other than entities in which Air Canada previously held interests), or to carry on a business activity, related to the following commercial maintenance, repair and overhaul services in the airline industry, namely, airframe heavy maintenance and paint services, engine and auxiliary power unit (“APU”) overhaul maintenance services, and component maintenance services. The applicable non-compete periods are as follows:
•

With respect to airframe heavy maintenance services and paint services, the non-compete period ends one year after the current heavy maintenance services agreement is terminated or expires (the current term of the heavy maintenance services agreement expires October 1, 2011);

•

With respect to engine and APU overhaul maintenance services, the non-compete period ends on October 1, 2015; and •

With respect to component maintenance services, the non-compete period ends on October 1, 2016;

The Non-Compete and Repair Schemes Transfer Agreement does not restrict Air Canada from holding interests in any entities in which it held interests at the time of concluding the agreement nor does it limit Air Canada’s line maintenance activities which it continues to operate.

141

2009 Air Canada Annual Report
Agreement with Aveos on Revised Payment Terms
Air Canada and Aveos entered into an agreement dated October 28, 2008 pursuant to which Air Canada has agreed to temporarily extend payment terms to Aveos under certain related party agreements. In exchange for the extended payment terms, certain letters of credit related to the Pension and Beneﬁts Agreement, as described above, were cancelled. The cancellation of the letters of credit provided cash to Air Canada of approximately $40 and was offset by the impact of extended payment terms to Aveos of $22, for a net cash ﬂow beneﬁt of $18 to the Corporation. The extended payment terms to Aveos were originally scheduled to begin reducing in May 2009 with a corresponding return of the letters of credit to Aveos.
As a result of amendments, the payment terms were extended. The extended payment terms will be reduced starting in
February 2010 with the expiration of the extended payment terms to be completed over the following six months. By
July 2010, following expiration of the extended payment terms, the letters of credit would be reinstated to the levels then required under the Pension and Beneﬁts Agreement between the two parties. Refer to the Aveos Restructuring Plan section below for a description of amendments which would be made to this Agreement pursuant to the restructuring.
Maintenance Agreements
Aveos and Air Canada are parties to a general terms and related services agreements effective October 1, 2006, pursuant to which Aveos provides technical services to the Corporation including engine and auxiliary power unit maintenance services, aircraft heavy maintenance services (excluding line and cabin maintenance services which are provided by the
Corporation),and component maintenance. Aveos serves as the Corporation’s exclusive repair agency in respect of aircraft heavy maintenance, engine maintenance, auxiliary power unit maintenance services as well as for maintenance services relating to certain components. The services agreement relating to aircraft heavy maintenance services, which expires in
October 2011, will be extended to June 2013 conditional upon the issuance of an order of the Canada Industrial Relations
Board establishing that Aveos is a distinct employer, bound by separate collective agreements and providing for the transition of employees from Air Canada to Aveos which are fully within the scope of the Transition MOA and the Ancillary
Transition Agreements mentioned above. The services agreement relating to engine maintenance expires in October 2013, except in respect of certain engine types, for which the parties have agreed to extend the term to December 31, 2018. Each of the other maintenance agreements referred to above expire in October 2013.
Master Services Agreement (MSA)
Aveos and Air Canada are parties to an amended and restated master services agreement (the “Aveos MSA”), effective
January 1, 2007, pursuant to which the Corporation provides Aveos with services including infrastructure support and services which are mostly administrative in nature, including information technology, human resources, ﬁnance and accounting services in return for fees paid by Aveos to the Corporation. Aveos may elect to terminate any services under the Aveos MSA or the entire Aveos MSA upon six months’ prior written notice, with the exception of services relating to information technology which Aveos cannot terminate prior to the expiry of the Aveos MSA. Air Canada may elect to terminate any services under the Aveos MSA or the entire Aveos MSA upon 18 months’ prior written notice. These amounts are recorded in the above table summarizing related party revenues and expenses under Revenues from corporate services and other.
General Services Agreements
Aveos and Air Canada are parties to an amended and restated general services agreement (the “Aveos GSA”), effective as of June 22, 2007, pursuant to which the Corporation provides Aveos with the services of a group of unionized employees for which the Corporation is reimbursed by Aveos for all costs, including salary and beneﬁts, on a fully allocated basis. The
Aveos GSA may be terminated by either party at any time upon 30 days’ prior written notice.
Real Estate Agreements
Aveos and Air Canada are parties to a master lease agreement, effective as of October 1, 2006, pursuant to which Aveos leases space from the Corporation at the Vancouver, Winnipeg, Toronto and Montreal airports.

142

Consolidated Financial Statements and Notes
Aveos Restructuring Plan
On January 26, 2010, Aveos reached an agreement with its lenders and equity holders on the terms of a consensual restructuring plan to recapitalize the company. As part of this recapitalization, Air Canada and Aveos entered into a preliminary agreement to settle certain issues and modify the terms of certain contractual arrangements in exchange for
Air Canada receiving a minority equity interest in Aveos. The modiﬁed terms relating to the maintenance agreements are not expected to have a material impact on maintenance expense over their terms.
Closing of Aveos’ recapitalization, including the related transactions between Air Canada and Aveos, is subject to completion of formal documentation and other conditions and is expected to occur during the ﬁrst quarter of 2010. As part of these agreements, the Corporation would also agree to extend repayment terms on $22 of receivables (described above under
Agreement with Aveos on Revised Payment Terms), due in 2010, over six years with annual repayments on a non-interest bearing basis, with such payments subject to satisfaction of certain conditions.
The terms of the Pension and Beneﬁts Agreement (described above) would also be modiﬁed to defer the determination of pension assets and related solvency deﬁciencies of transferring unionized employees performing airframe maintenance services to April 2011. This would have the result of Air Canada assuming changes in the solvency deﬁciency for those affected employees from the date of the Pension and Beneﬁts Agreement to the date of their transfer to Aveos, scheduled for April 2011. As part of the amendment, all letters of credit issued under the Pension and Beneﬁts Agreement would be cancelled and a new letter of credit in a maximum amount of $20 would be issued by Air Canada in favour of Aveos to secure the payment of all compensation payments owing by Air Canada to Aveos in respect of pension, disability, and retiree liabilities for which Air Canada is liable under the PBA. This modiﬁcation would result in a reduction to the outstanding deposit under Air Canada’s letter of credit facility of approximately $20 in the ﬁrst quarter of 2010.
The accounting for the above agreements will be determined upon closing.
The Relationship between the Corporation and ACE
Term Credit Facility
ACE is a participant lender in the Credit Facility as described in Note 6. ACE’s participation in the Credit Facility represents
$150 of the outstanding loan of $600 as at December 31, 2009. The participant lenders participate on a pro-rata basis with respect to any warrants and principal and interest payments. ACE’s pro-rata share of interest expense reported during the year amounts to $8 and its pro-rata share of the warrants as reported in Contributed surplus is approximately $2.
Master Services Agreement
Air Canada provides certain accounting and administrative services to ACE in return for a fee. ACE terminated the majority of these service agreements in 2009.

143

2009 Air Canada Annual Report

OFFICERS
David I. Richardson
Calin Rovinescu
Duncan Dee
Michael Rousseau
Benjamin M. Smith
Lise Fournel
Kevin C. Howlett
David Legge
Susan Welscheid
Alan D. Butterfield
Nick Careen

Chairman of the Board
President and Chief Executive Officer
Executive Vice President and Chief Operating Officer
Executive Vice President and Chief Financial Officer
Executive Vice President and Chief Commercial Officer
Senior Vice President, E-Commerce and Chief Information Officer
Senior Vice President, Employee Relations
Senior Vice President, Operations
Senior Vice President, Customer Service
Vice President, Air Canada Maintenance and Engineering
Vice President, Airports

Yves Dufresne

Vice President, Alliances, International Operations and Regulatory Affairs

Marcel Forget

Vice President, Network Planning

Lucie Guillemette
Carolyn M. Hadrovic
Chris Isford
Priscille LeBlanc
Scott Morey
Claude Morin
David J. Shapiro

Vice President, Revenue Management
Corporate Secretary
Vice President and Controller
Vice President, Corporate Communications
Vice President, Labour Relations
Vice President, Global Sales
Vice President and General Counsel

DIRECTORS
David I. Richardson
Bernard Attali
Michael M. Green

Corporate Director and Chairman of the Board, Air Canada, Grafton, Ontario
Senior Advisor, TPG Capital, Paris, France
Chief Executive Officer and Managing Director, Tenex Capital Management, Radnor, Pennsylvania

Jean Marc Huot

Partner, Stikeman Elliott LLP, Montreal, Quebec

Pierre Marc Johnson

Counsel, Heenan Blaikie LLP, Montreal, Quebec

Joseph B. Leonard

Corporate Director, Minneapolis, Minnesota

Arthur T. Porter

Director General and Chief Executive Officer, McGill University Health Centre, Montreal, Quebec

Roy J. Romanow

Senior Fellow, Public Policy, University of Saskatchewan, Saskatoon, Saskatchewan

Calin Rovinescu

President and Chief Executive Officer, Air Canada, Montreal, Quebec

Vagn Sørensen

144

Senior Industrial Advisor, EQT Partners, Holte, Denmark

Investor and Shareholder Information
1.

Price Range and Trading Volume of Air Canada Variable Voting Shares (AC.A)

HIGHLIGHTS

The ﬁnancial and operating highlights for the Corporation of the periods indicated are as follows. Refer to section 2 of the MD&A for additional information.

Financial
Operating revenues
Operating loss before a special provision (1)
Operating loss
Non-operating expenses
Loss before non-controlling interest, foreign exchange and income taxes
Loss for the period
Operating margin before a special provision % (1)
Operating margin %
EBITDAR before a special provision (1) (2)
EBITDAR (2)
EBITDAR margin before a special provision % (1) (2)
EBITDAR margin % (2)
Cash, cash equivalents and short-term investments
Free cash ﬂow
Adjusted debt/equity ratio %
Loss per share - Basic and diluted
Operating Statistics
Revenue passenger miles (millions) (RPM)
Available seat miles (millions) (ASM)
Passenger load factor %
Passenger revenue per RPM (cents)
Passenger revenue per ASM (cents)
Operating revenue per ASM (cents)
Operating expense per ASM ("CASM") (cents)
CASM, excluding fuel expense (cents)
Average number of full-time equivalent (FTE) employees (thousands) (3)
Aircraft in operating ﬂeet at period end (4)
Average ﬂeet utilization (hours per day) (5)
Average aircraft ﬂight length (miles) (5)
Fuel price per litre (cents) (6)
Fuel litres (millions)

Shareholder Relations

2009
1st

High

Low

Volume Traded

2009

2008

Full Year
Change $

2009

2008 (1)

Change $

2,348
(83)
(83)
(83)

2,498
(146)
(146)
(44)

(150)
63
63
(39)

9,739
(316)
(316)
(355)

11,082
(39)
(164)
(170)

(1,343)
(277)
(152)
(185)

(166)
(56)
-3.5 %
-3.5 %
167
167
7.1 %
7.1 %
1,407
(52)
80.1 %
($0.25)

(190)
(727)
-5.8 %
-5.8 %
108
108
4.3 %
4.3 %
1,005
(428)
89.6 %
($7.27)

24
671
2.3 pp
2.3 pp
59
59
2.8 pp
2.8 pp
402
376
(9.5) pp
$ 7.02

(671)
(24)
-3.2 %
-3.2 %
679
679
7.0 %
7.0 %
1,407
(399)
80.1 %
($0.18)

(334)
(1,025)
-0.4 %
-1.5 %
934
809
8.4 %
7.3 %
1,005
(985)
89.6 %
($10.25)

(337)
1,001
(2.8) pp
(1.7) pp
(255)
(130)
(1.4) pp
(0.3) pp
402
586
(9.5) pp
$ 10.07

10,885
13,841
78.6 %
18.6
14.6
17.0
17.6
13.2

10,845
13,571
79.9 %
20.1
16.0
18.4
19.5
13.6

Change %
0.4
2.0
(1.3) pp
(7.3)
(8.8)
(7.8)
(9.8)
(3.2)

50,519
62,074
81.4 %
19.2
15.6
17.9
17.9
12.4

Change %
(5.2)
(4.4)
(0.7) pp
(7.6)
(8.4)
(8.1)
(5.4)
3.3

22.5
332
8.6
823
72.6
825

23.6
333
8.8
827
95.8
822

(4.8)
(0.3)
(2.3)
(0.5)
(24.2)
0.4

Quarter

$ 2.70

$ 0.76

$ 1.90

$ 0.68

5,644,631

3rd Quarter

$ 2.10

$ 1.23

2,454,576

$ 1.88

$ 1.01

13,015,378
25,659,210

Price Range and Trading Volume of Air Canada Voting Shares (AC.B)
2009

47,884
59,343
80.7 %
17.7
14.3
16.4
16.9
12.8
22.9
332
9.2
847
69.4
3,510

24.2
333
9.6
863
90.4
3,763

(5.3)
(0.3)
(4.2)
(1.9)
(23.2)
(6.7)

(1) A provision related to investigations and proceedings related to alleged anti-competitive cargo pricing activities of $125 million was recorded in the ﬁrst quarter of 2008.
(2) See section 21 “Non-GAAP Financial Measures" in the MD&A for a reconciliation of EBITDAR before the provision for cargo investigations and proceedings to operating income
(loss) and EBITDAR to operating income (loss).
(3) Reﬂects FTE employees at Air Canada. Excludes FTE employees at Jazz.
(4) Includes Jazz aircraft covered under the Jazz CPA.
(5) Excludes charter operations. Also excludes third party carriers operating under capacity purchase arrangements, other than Jazz aircraft covered under the Jazz CPA.

Telephone: 514-422-6644
Facsimile: 514-422-0296
Email: shareholders.actionnaires@aircanada.ca

4,544,625

2nd Quarter
4th Quarter

Fourth Quarter
(Canadian dollars in millions, except per share ﬁgures)

For Further Information

High

Low

Volume Traded

Quarter

$ 2.65

$ 0.77

9,325,349

2nd Quarter

$ 1.89

$ 0.73

Quarter

$ 2.10

$ 1.29

4,831,590

4th Quarter

$ 1.86

$ 1.03

Telephone: 514-422-7849
Facsimile: 514-422-7877

Head Office
Air Canada Centre
7373 Côte-Vertu Blvd. West
Saint-Laurent, Quebec H4S 1Z3

9,667,221

3rd

Investor Relations

64,067,473

1st

87,891,633
Price Range and Trading Volume of Air Canada Warrants (AC.WT)
2009
4th

Quarter*

High

Low

Volume Traded

$ 0.38

$ 0.17

6,130,296

* Air Canada Warrants commenced trading October 27, 2009

Restrictions on Voting Securities
Currently, the Air Canada Public Participation Act (ACCPA) limits ownership of Air
Canada’s voting interests by non-residents of Canada to a maximum of 25%. The
Canada Transportation Act (CTA) also requires that Canadians own and control at least 75% of the voting interests of licensed Canadian carriers. Accordingly, Air
Canada's articles contain restrictions to ensure that it remains “Canadian” as defined under the CTA. The restrictions provide that non-Canadians can only hold variable voting shares of Air Canada, that such variable voting shares will not carry more than 25% (or any higher percentage that the Governor in Council may by regulation specify) of the aggregate votes attached to all issued and outstanding voting shares and that the total number of votes cast by the holders of such variable voting shares at any meeting of shareholders will not exceed 25% (or any such higher percentage) of the votes that may be cast at such meeting.
The Government of Canada's Bill C-10, the Budget Implementation Act 2009, contains provisions whereby the restrictions on voting securities in the ACPPA would be repealed and the CTA would be amended to provide the Governor in Council with flexibility to increase the foreign ownership limit from the existing 25% level to a maximum of 49%. These provisions will come into force on a date to be fixed by order of the Governor in Council made on the recommendation of the Minister of
Finance, in the case of the ACPPA, and on the recommendation of the Minister of
Transport, in the case of the CTA.

Internet www.aircanada.com Air Canada complies with the guidelines adopted by the Toronto Stock Exchange.

Transfer Agents and Registrar
CIBC Mellon Trust Company
Telephone: 1-800-387-0825
Halifax, Montreal, Toronto,
Calgary and Vancouver.

Duplicate Communication
Shareholders receiving more than one copy are requested to call 1-800-387-0825 or write to the Transfer Agent and Registrar,
CIBC Mellon Trust Company at the following address:
2001 University Street, Suite 1600,
Montreal, Quebec H3A 2A6
Inquiries may be submitted by electronic mail to inquiries@cibcmellon.com

Ce rapport annuel est publié dans les deux langues officielles du Canada.
Pour en recevoir un exemplaire en français, veuillez communiquer avec les Relations avec les actionnaires.

Designed and produced in-house by the Air Canada Multimedia Centre
Printing: Groupe PDI

(6) Includes fuel handling and is net of fuel hedging results.

ENGLISH OR FRENCH, IT’S THE CLIENT’S CHOICE.
Ofﬁcial Languages at Air Canada
For Air Canada, offering service in the language chosen by its customers is essential. Verbal exchanges with clients, public-address announcements at the airport and on board as well as brieﬁng of passengers with special needs all constitute the very heart of customer service and call upon our employees linguistic skills at all times. Our consideration to bilingualism not only makes good sense customer-wise, but also supports our legal obligations to serve the public in the two ofﬁcial languages of Canada.
Air Canada puts great efforts to better serve clients in the language of their choice. It is through reach-out activities with the minority language communities as well as ongoing employee awareness and training that we can face the daily challenges, whether it is the growing difﬁculty to recruit bilingual candidates outside the province of Quebec and the national capital region, or for our employees to maintain their language skills with very little opportunities to practice the acquired language in some regions of the country.

Air Canada is Canada’s largest domestic and international full-service airline and the largest provider of scheduled passenger services in the domestic market, the transborder market and each of the Canada-Europe, Canada-Pacific,
Canada-Caribbean/Central America and Canada-South America markets. Passenger transportation is the principal business of the Corporation and, in 2009, represented
87% of its total operating revenues.
During 2009, Air Canada, together with Jazz, operated, on average, approximately 1,331 scheduled flights daily and carried almost 31 million passengers.
In 2009, Air Canada and Jazz provided direct passenger air transportation to
156 destinations and, through commercial agreements with other unaffiliated regional airlines referred to as tier III carriers, to an additional 11 destinations, for a total of 167 direct destinations on five continents. The Corporation’s primary hubs are located in Toronto, Montreal, Vancouver and Calgary.
Air Canada also operates an extensive global network in conjunction with its international partners. Air Canada is a founding member of the Star Alliance
Network, the world’s largest airline alliance group. The Star Alliance Network includes 26 member airlines. Through its strategic and commercial arrangements with Star Alliance members, Air Canada is able to offer its customers access to approximately 1,077 destinations in 175 countries, as well as reciprocal participation in frequent flyer programs and use of airport lounges.
The Corporation also generates revenue from its cargo services division
(doing business as ‘Air Canada Cargo’) and from tour operator services provided by its wholly-owned subsidiary, Air Canada Vacations.

aircanada.com

ANNUAL REPORT 2009

Corporate Profile

ANNUAL REPORT 2009

Similar Documents

Air Canada

Air Canada

Air Canada Case Study

Air Canada

Air Canada

Environmental Analysis of Air Canada

Air Canada vs West Jet

Air Canada

Air Canada

Air Canada

Analysis for Air Canada

Air Canada Essay

Air Canada Case

Apple Inc.-Organizational Culture and Change

Management Information Systm

Popular Essays