Employee Policy Guide: Revised Version 2023 v2

Employee policy guide
Revised version 2023 v2

Contents
INTRODUCTION ................................................................................................................................................................... 3
Who We Are: Our Vision, Our Mission and Our Brand Values .............................................................................................................. 4
How we do things: The Philosophies Underpinning Our Policies ....................................................................................................... 6
1. RECRUITMENT AND EMPLOYMENT PRACTICES ............................................................................. 7
1.1 Guiding Principles of Recruitment ......................................................................................................................................... 7
1.2. IATA International Relocation Policy .................................................................................................................................... 8
1.3. Children’s Educational Assistance ..................................................................................................................................... 12
1.4. Internal Mobility ......................................................................................................................................................................... 13
2. IATA’S JOB STRUCTURE AND COMPENSATION SYSTEM ........................................................ 14
2.1. IATA’s Job Structure ............................................................................................................................................................... 14
2.2. IATA’s Compensation System ............................................................................................................................................. 15
3. WORKING HOURS, FLEXIBLE WORKING AND LEAVE ................................................................. 17
3.1. Working Hours ........................................................................................................................................................................... 17
3.2. Flexible Working Policy .......................................................................................................................................................... 18
3.3. Annual Leave .............................................................................................................................................................................. 20
3.4. Absence from work.................................................................................................................................................................. 20
3.5. Parental Leave ........................................................................................................................................................................... 21
3.6. Special Leave ............................................................................................................................................................................. 23
4. EMPLOYEE BENEFITS ............................................................................................................................... 25
4.1. Health............................................................................................................................................................................................ 25
4.2. Pension ........................................................................................................................................................................................ 28
4.3. Concessionary Travel and IATA ID Cards ........................................................................................................................ 28
5. LEARNING AND DEVELOPMENT .......................................................................................................... 30
5.1. Learning and Development Philosophy ........................................................................................................................... 30
5.2. Internship Program .................................................................................................................................................................. 31
6. EMPLOYEE RELATIONS ........................................................................................................................... 32
6.1. Disciplinary Policy .................................................................................................................................................................... 32
6.2. Grievance Policy ....................................................................................................................................................................... 33
6.3. Harassment Policy ................................................................................................................................................................... 35
6.4. End of employment .................................................................................................................................................................. 36
7. GENERAL POLICIES ................................................................................................................................... 37
7.1. Health, Safety and Security ................................................................................................................................................... 37
7.2. Personal Information and Privacy ....................................................................................................................................... 37
7.3. Protection of IATA’s Assets .................................................................................................................................................. 37
7.4. Dress Code ................................................................................................................................................................................. 37
INTRODUCTION
Welcome to the IATA Employee Policy Guide (“Guide”). At IATA, our people are our greatest asset – we say it often and with good
reason. This is why we want to provide you with an environment you can be proud of and this Guide is an important part of our
journey towards achieving this goal.
As we operate in more than 50 countries, with varying local laws and market practices, this Guide is meant to serve as a framework
to establish IATA’s principles and core approach to its people policies. Should you wish to learn more about the different topics
which are addressed in this Guide, please consult your local PPD Team.
Purpose
This Guide aims to answer many of the questions you may have concerning what IATA can offer to you as an Employer, and to
provide you with details as to what is expected from you as an IATA Employee. We hope that this Guide will provide clarity and
assist you in living and upholding IATA’s values each day.
Scope
The Guide applies to all IATA Employees worldwide, unless expressly excluded. Some policies do not apply to Interns; please
contact your local PPD Team to obtain further information in this regard.
Local legal framework and IATA standards

IATA is committed to meeting or exceeding the minimum standards which have been established by applicable local laws and
regulations. IATA has given due regards to local laws in the development of this Guide and will update and inform Employees of
any changes to local law that affect this Guide. You are encouraged to raise questions about the application of local laws with
your Supervisors.
Your employment agreement with IATA

Your individual letter of appointment or transfer together with the local Conditions of Employment, the IATA Employees’ Policy
Guide, the IATA Code of Ethics and Business Conduct and any other IATA policy all add up to be the formal employment
agreement between you and IATA. IATA reserves the right to amend, suspend, replace or withdraw any of the benefits and/or
policies which are contained within any of these documents. However before doing so, IATA will comply with applicable local legal
requirements.
In the event of conflicting provisions, the hierarchy between the documents shall be as follows, it being understood that a
document of higher hierarchy shall prevail over one of lower hierarchy:
1. Individual letter of appointment or transfer

2. Conditions of employment and/or specific policies
3. IATA Employee Policy Guide
Updates and Additions

IATA reserves the right to amend, suspend, replace or withdraw any of the benefits and/or policies contained in this Guide. Those
are privileges granted by IATA to its employees and any amendments are not a change to the conditions of employment of any
employees. However before doing so, IATA will comply with all applicable local legal requirements.
Exceptions to policies
Exceptions to policies may be approved by the Vice President, PPD and/or the Director General, on a case by case basis.
Validity
This version of the Policy Guide is effective 15 April 2023.
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Who We Are: Our Vision, Our Mission and Our Brand Values
We work together to shape the future growth of a safe, secure and sustainable air transport industry that connects and enriches
our world and we do it by representing, leading and serving the industry.
Our members and stakeholders experience IATA through our people. What we do and how we do it shapes their perception of
our organization and impacts our success. It is up to each of us at IATA and its subsidiaries to live up to the expectations of our
members and stakeholders. This means living and breathing a core set of Brand Values and behaviors that guide everything which
we do: how we work, how we act and how we do business with our Customers by focusing our efforts on building standards with
expertise, championing the global big picture, partnering for mutual benefit and acting with a simple human touch.
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Our Brand Values and behaviors
In addition to our corporate values, IATA has also created a Code of Ethics and Business Conduct (“Code”), which acts as a
standing guide for handling business situations in an honest and professional manner.
The Code promotes “doing the right thing”, as well as “doing things right”. It offers many guidelines, but it cannot make decisions
for you and it is not all-inclusive of every ethical dilemma that could arise. The exercise of common sense and good judgment is
required with respect to matters not specifically covered by the Code.
We urge you to read the Code thoroughly and to discuss it with your Supervisor.
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How we do things: The Philosophies Underpinning Our Policies
We believe in Equal Opportunity and Non-Discrimination
As an international organization, we believe in the positive effects of diversity and inclusion and support this through the work we
do at MOSAIC - together we will create an IATA where people can be true to themselves in an environment that recognizes good
work and personal qualities.
IATA respects, values and welcomes diversity and inclusion in its workforce, as well as in its customers, its suppliers and the
global marketplace.
IATA’s policy is to comply with all applicable laws and to provide equal employment opportunity for all applicants and Employees
without regard to non-job-related factors such as race, color, religion, gender, national origin, ancestry, age, disability, marital
status or sexual orientation. This policy applies to all areas of employment, including recruitment, hiring, training, promotion,
compensation, benefits, transfer, and social and recreational programs.
IATA is an equal opportunity employer. When conducting all of our activities, we are committed to the practice of providing equal
employment opportunities. This means that any employment-related decision shall be made strictly upon an objective basis, with
due consideration to our ability to meet our objectives and needs.
If you need assistance, or observe or suspect discriminatory behavior, you should first inform your Supervisor. If you are
uncomfortable speaking with your Supervisor for any reason, you should contact your colleagues in PPD. In addition, a Grievance
Policy (see section 6.2 of this document) has been established for the benefit of IATA and its Employees – in some situations you
may prefer to use the process described therein to report a matter.
IATA’s policies and procedures are implemented to instill a corporate culture of diversity and inclusion. You are expected to
demonstrate, through your work and interactions with colleagues and third parties, this culture and allow people to be true to
themselves.
We are Family-Friendly
Today, the combination of professional, familial and life responsibilities can prove challenging for many people. Familial demands,
including children and ageing parents, are impacting upon the professional lives of an increasingly diverse workforce. Research
shows that workplaces thrive and remain competitive when they respect and are responsive to the complex life and familial needs
of their Employees.
At IATA, we are committed to providing a working environment which is respectful of your needs. In keeping with our commitment,
we have implemented a number of family-friendly provisions described in this document.
These provisions, which include paid leaves of absence for new parents, adoption leave, child care leave and flexible working
arrangements, are aligned with best practices adopted by leading global companies and Great Places to Work.
Such employment provisions are important steps toward our ultimate goal of creating a family-friendly working environment.
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1. RECRUITMENT AND EMPLOYMENT PRACTICES
1.1 Guiding Principles of Recruitment
We strive to attract and select the most qualified individuals, so as to ensure the attainment of our strategic priorities.
The purpose of our guiding principles is to ensure a fair, timely, and effective recruitment and selection process.
These principles seek to:
✓ Apply and maintain the principle of merit-based open competition, in order to appoint the best candidate to the role;
✓ Provide equal opportunities to all candidates and ensure that all stages of the recruitment and selection process are
without bias and discrimination;
✓ Ensure our recruitment and selection procedures are efficient, effective, professional and in compliance with any
applicable employment legislation;
✓ Maintain candidate confidentiality;
✓ Provide the appropriate training and support to those who are involved in recruitment activities; and
✓ Promote best practices in the recruitment and selection process.
Employment of relatives
IATA does not discourage the employment of family members.
For recruitment purposes, a relative is defined as partner, child, stepchild, sibling, parent, parent/sister/brother-in-law,
grandparent and grandchild, aunt/uncle and cousin. This policy should also be applied in all circumstances involving other familial
relationships (e.g. close personal friends, individuals involved in a romantic relationship).
For the purpose of IATA’s policies (unless specified otherwise), “partner” means the husband, wife (legal or common-law) or an
Employee’s formally recognized life partner. For the purpose of IATA’s policies, anyone meeting one of the following conditions
will also be deemed to be a “partner”:
✓ Cohabitation of at least 12 months in duration, or

✓ Proof of joint financials and a shared and binding communality (e.g. a child).
If, practically, this definition cannot be applied because of the local legal system, the local legal system will prevail.
IATA does not prohibit the employment of a relative of Employees. However, due to the potential for conflicts of interest, the
appointment of a relative of a current Employee requires the approval of PPD to avoid the possibility of any perceived or real
conflict.
No relatives may be employed in the same work unit where:
✓ An immediate Supervisory relationship would exist such that the Supervisor has influence, input or decision-making
power over an Employee's performance evaluation, salary, premiums, special permissions, potential for promotion,
conditions of work or similar matters; or
✓ The working relationship affords an opportunity for activities that may have a detrimental effect on IATA.
Further, Employees are not to participate in personnel decisions when their objectivity may be compromised or appear to be
compromised because their relative is the subject of the decision.
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1.2. IATA International Relocation Policy
As a global organization that promotes international career development, IATA aims to provide support and financial assistance
to relocating internal Employees or new comers.
This policy is to be applied to:
✓ Current IATA Employees who are being transferred within IATA to another location, as well as
✓ New Employees who are joining IATA whose domiciles are more than 300 kilometers away from the IATA office location
of the vacant position for which they have been hired.
The relocation or repatriation is driven by PPD in close liaison with the Employee or the new comer.
Eligible expenses: Any expense referred to in this policy must have prior approval from PPD and be incurred within 12 months of
the relocation.
Employee: For the purpose of this policy, “Employee” means any Employee, holding a permanent or fixed-term employment
contract with IATA, as well as Graduate Program Interns. Undergraduate Program Interns will not be entitled to relocation
assistance benefits.
Eligible employees: Employees who have not been transferred/relocated in the past twenty-four (24) months.
Immediate Family: For the purpose of this policy, “Immediate Family” means:
✓ An Employee’s partner (as defined on p. 5 of this Guide)

✓ Dependent children who are under the age of 18 years
✓ Dependent children between the ages of 19 and 25 years old, provided that they are enrolled in a university/educational
program.
General Relocation Elements

Pre-Arrival
✓ Relocation travel costs: Cost of transportation for the Employee and his/her Immediate Family from their current domicile
to the Employee’s new work location. Travel is to be arranged in accordance with IATA Travel Policy. 25 kilos of excess
luggage or one additional piece of luggage per person will be for IATA's account.
Exception: Graduate Program Interns will not be eligible to relocate with their Immediate Family.
✓ Transportation of personal effects or lump sum in lieu: Benefit payable to Employees at Band C and above with a
permanent contract or a fixed-term contract greater than 12 months’ duration. It covers the transportation, by surface, of
furniture and other personal belongings, in a total quantity not to exceed 64 cubic meters (40 ft. container) and an insured
amount of 250,000 USD for Employees who relocate with their Immediate Family and 32 cubic meters (20 ft. container) and
an insured amount of 150,000 USD for Employees who relocate without Immediate Family. Transportation also includes cost
of packing, unpacking, and insurance coverage. All import and export duties or taxes are to be borne by the Employee.
Alternatively, current IATA Employees who are transferring within IATA may choose the option of a lump-sum payment in
lieu of transportation of personal effects. The lump sum payment will be 10,000 USD for Employees who relocate with their
Immediate Family or 5,000 USD, if the Employee relocates without Immediate Family. The lump sum option is not applicable
to external hires.
Exception: Employees who reside in the same country as the IATA location they are moving to shall only be entitled to half
of the amounts which have been stated above.
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✓ Transportation of pets: Benefit to Employees at Band C and above with a permanent contract or a fixed-term contract above
12 months. Must occur in the most cost-effective manner. Any quarantine, vaccinations, administrative fees or duties will be
borne by the Employee. IATA will bear the cost for the transportation of maximum two pets, and for up to 5,000 USD in total.
✓ Storage of personal effects: When an Employee is transferred to another location for a fixed-term appointment of a
maximum duration of 12 months (inclusive), and it is planned that the Employee will transfer back to the previous location at
the completion of the assignment, the Employee may opt to store his/her personal effects for the duration of the fixed-term
appointment. IATA will reimburse the cost of this storage up to 500 USD per month.
✓ Home country real estate lease obligations: In the case of short notice transfer of an Employee, he/she may suffer financial
obligations due to the termination of his/her lease agreement, where notice periods may be extensive and could impede the
Employee’s commencement in his/her new role. In such instances, IATA may cover 50% of such costs, subject to the
Employee’s producing the relevant paperwork. This scheme will only be applicable to internal transfers and will only be
applied if a business need necessitates the expeditious transfer of any Employee. For external hires, the general installation
allowance is deemed to cover such expenses.
Upon Arrival
✓ Moving and Settling-in leave: Upon an Employee’s transfer to another IATA location, the Employee will be entitled to take 3
working days’ paid leave for settling-in purposes.
✓ Relocation Agency: Where it is appropriate to do so because of regional challenges to find accommodation, the assistance
of a relocation agency may be provided, at IATA’s discretion.
Exception: This benefit is not applicable to Graduate Program Interns.
✓ Installation Allowance for permanent Employees and fixed-term arrangements above 12 months’ duration: During the
first 6 months of employment, incumbents relocating with their Immediate Family will receive a monthly installation allowance
which is equivalent to 30% of their monthly base salary up to a maximum of 3,500 CHF for Geneva, 3,000 CAD for Montreal
or 3,000 USD for any other location. For Employees relocating without Immediate Family, the monthly installation allowance
is equivalent to 20% of their monthly base salary up to a maximum benefit of 2,500 CHF for Geneva, 2,000 CAD for Montreal
or 2,000 USD for any other location.
of the amounts which have been stated above.
✓ Housing allowance for fixed-term arrangements above 6 months’ duration and up to 12 months (inclusive): For the
duration of the fixed-term arrangement, a monthly housing allowance equivalent to 30% of the Employee’s monthly base
salary up to a maximum of 3,500 CHF for Geneva, 3,000 CAD for Montreal and 3,000 USD for any other location will be
granted.
of the amounts which have been stated above
✓ Rental deposit loan: All permanent Employees and Employees on fixed-term contracts above 12 months’ duration may be
provided with an interest-free loan for their apartment/house lease deposit, during the first 6 months of their employment at
IATA. In order to benefit from this, the Employee is required to provide a signed copy of his/her rental contract. This benefit
is relevant in locations where deposits are required to be made to the landlord. A cash advance amounting up to 1 month’s
salary will then be processed. The loan will have to be reimbursed over a 12 months period by monthly salary deductions.
Exception: This benefit is not applicable to Graduate Program Interns.
✓ Immigration and Visa: IATA will pay all reasonable legal and filing costs associated with obtaining the necessary immigration
sponsorship, including travel, legal and filing costs for derivative sponsorship for the Employee and eligible family members
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at the time the appointment is made. Future family member status changes and immigration-related costs, if any, will be at
the Employee’s sole expense. IATA will also pay the reasonable legal and filing costs associated with obtaining employment
authorization for the Employee’s partner, up to a maximum of 5,000 USD, in those countries where such authorization can be
granted. Subsequent Immigration and Visa renewals which are necessary for the Employee’s continued employment and/or
the Employee’s and his/her Immediate Family’s continued residence in the country of employment will be borne by the
Employee’s department.
Post-Arrival
✓ Working Partner Support/Partner Employment: IATA may facilitate employment of the Employee’s accompanying partner
by extending invitations to expatriate spouse associations, etc. (e.g. ICUN, UN Spouse Association etc.). IATA does not provide
employment search assistance to partners of Employees.
✓ Language Training: To assist an Employee in adjusting to a new country, support for language training may be granted to the
Employee and his/her spouse.
Exclusions
✓ Tax advisory: IATA does not provide tax advice nor counselling to Employees on tax-related matters.
Relocation entitlements per employment type
Employment Type Band A Band B Band C and above

Permanent / - Installation - Installation - Installation
Fixed-term contracts – Allowance Allowance Allowance
- Relocation - Relocation - Relocation
above 12 months Agency Agency Agency
- Rental - Rental - Transportation
deposit deposit of personal
loan loan effects
- Transportation
of pets
- Rental deposit
loan
Fixed-term contracts – - Housing - Housing - Housing

above 6 months and up Allowance Allowance Allowance
to 12 months (inclusive) - Relocation - Relocation - Relocation
Agency Agency Agency
- Storage of - Storage of - Storage of
personal personal personal
effects effects effects
Fixed-term contracts – - Storage of - Storage of - Storage of

up to 6 months personal personal personal
(inclusive) effects effects effects
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Reimbursement obligations
Permanent contracts
If the Employee decides to leave IATA within the first two (2) years after the relocation has taken place, he/she is required to
reimburse 50% of the total relocation cost, including but not limited to the cost of air travel, transportation of furniture, lump sum
in lieu, relocation agency, monthly installation or housing allowance, storage facility fees, immigration related costs including legal
fees, filing of permits, translation fees, etc.
Temporary contracts
If the Employee engaged on a fixed term contract voluntarily leaves IATA before the end of his/her contract, he/she will reimburse
50% of the total relocation cost up to a maximum of two (2) years after the relocation has taken place, including but not limited to
the cost of air travel, transportation of furniture, lump sum in lieu, relocation agency, monthly installation or housing allowance,
storage facility fees, immigration related costs including legal fees, filing of permits, translation fees, etc.
Repatriation
Eligibility
Permanent contract
IATA will pay for repatriation of the Employee as required by the employment contract upon:
✓ Retirement;
✓ Mutually agreed termination of the employment relationship.
IATA will only pay for the cost of repatriation if it should fall within twelve (12) months following the date of the Employee’s
departure from IATA.
Temporary contract
IATA will pay for repatriation of an Employee engaged on a fixed term contract as required by the fixed term contract upon:
✓ Mutually agreed termination of the employment relationship; and
✓ The expiry of the term of the fixed term contract;
IATA will only pay for the cost of repatriation if it should fall within twelve (12) months following the date of the Employee’s
departure from IATA.
Eligible expenses
The Repatriation package includes:
✓ Transportation costs for the incumbent and Immediate Family in accordance with IATA Travel Policy. Repatriation will be to
the country from which the Employee originally relocated. A different location may be approved provided such a change is
cost neutral.
For bands C and above, the eligible expenses also include:

✓ Removal of furniture of i) 32m3 (20 ft. container) to an insured amount not to exceed 150,000 USD for Employees without
Immediate Family; or ii) 64m3 (40 ft. container) to an insured amount not to exceed 250,000 USD for Employees with
Immediate Family.
✓ Transportation of pets: Must occur in the most cost-efficient manner. Any quarantine, vaccines, administrative fees or
duties will be at the cost of the Employee. IATA will bear the cost for the transportation of two pets, as a maximum.
Note: should a band B Employee be promoted to a band C position, then he/she will be entitled to the eligible expenses
corresponding to bands C and above.
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1.3. Children’s Educational Assistance
IATA’s goal is to maintain its ability to attract, hire and retain international Employees in key management positions. Should there
be a need for an eligible Employee’s child to attend a private, fee-paying institution, we will provide financial assistance towards
the cost of the child’s tuition.
Transition
Employees hired prior to September 1st, 2018 who on that date, either:
✓ receive IATA’s Children’s Educational Assistance; or,

✓ meet the eligibility criteria under the former policy but do not yet have school age children
will continue to be eligible.
Eligibility
Eligible to benefit from the Children’s Educational Assistance Policy are those Employees who fulfil the following requirements:
✓ Are “Relocated Employees” as defined under the relocation assistance policy;

✓ Hold a position at the level of band D1 or above at the time of the relocation;
✓ Are full-time Employees; and
✓ Have children, biological or formally adopted who attend, on a full-time basis, private, fee-paying school.
The Children’s Educational Assistance applies to the school semester commencing after the child turns 4, provided they have
initiated their school curriculum. It does not apply to college or university programs.
Tuition and Fees

The amount of financial assistance provided towards the cost of tuition and fees will be 80% of the actual tuition and eligible fees
of the school attended, up to a maximum of US$ 35,000 (or local currency equivalent) per child per year.
Our assistance will exclusively cover the following expenses: the initial or annual registration fees (one per child, as a maximum),
net tuition fees, laboratory or library fees, technology fees and the cost of compulsory activities on-site.
Other items, including but not limited to, accident insurance, books, tutorials, transportation, school uniforms, lunch, obligatory
or optional study, and cultural trips or extra-curricular activities are not eligible. Such costs will be at the sole expense of the
parents.
Also, this policy will apply to a maximum of three children per family.
Boarding
On request, IATA may partially reimburse the cost of boarding for a child of an eligible Employee to continue their education in
the country where the Employee is relocated from in exceptional circumstances and for a limited period of time. As such, IATA
may approve the reimbursement of the cost of boarding at a rate of fifty percent (50%), with a limit of 15,000 USD per year per
child, in addition to the cost of the tuition fees as stated.
When a child benefits from the boarding assistance provision, we will also provide three (3) confirmed return Economy air tickets
per academic year for the child, from the location of the boarding school to the city where the Employee is stationed.
Any boarding assistance shall be pre-approved by the Director General and/or the VP, PPD.
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Payments
Employees who benefit from this policy must request the relevant school to send its invoices directly to IATA, to the attention of
the Finance Department, on a term or semester basis. The invoices will be settled with the schools directly by IATA and the
balance, if any, will be deducted from the Employees’ salaries.
1.4. Internal Mobility

We are strongly committed to providing you, our Employees, with greater opportunities for promotions and transfers, and to
increasing your career development opportunities within IATA.
This is the reason why our recruitment process commences with an internal IATA-wide communication. In order to allow you to
have the first opportunity to express your interest in a position, all vacancies at IATA are only posted internally in the first
instance. After one week of internal posting, the position will then be posted externally.
We encourage all of our Employees to apply for suitable vacancies as soon as possible after vacancies are communicated.
Whereas we are committed not to publish vacancies externally within the first week of their opening, it is possible that, due to a
perfect match between a vacant position and a candidate, and due to operational needs, the actual selection process could be
completed before the full week expires.
In addition to selection for vacant positions, projects and temporary vacancies are identified as opportunities for your growth.
Developmental Assignments are offered whenever possible to allow you to benefit from new experiences and personal growth
by tackling new challenges on a short-term basis.
Recruitment and Mobility Terms

Internal Mobility is defined as Employee movement from one position to another. The new position may be located in the same
IATA office or, in the instance of a Relocation, in a different one.
Internal Mobility can also include an Employee taking-over a new role within a department or division, which may take on the form
of a “Lateral Move” (i.e. a move to a position at the same job/band level) or a “Promotion” (i.e. a move to a higher job level, which
implies a change of band or sub-band). An Employee who is appointed to a position at a higher band is considered to have been
promoted and may also be eligible for a salary increase.
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2. IATA’S JOB STRUCTURE AND COMPENSATION
SYSTEM
2.1. IATA’s Job Structure
All IATA jobs are sized and are assigned a grade. The sizing methodology uses a combination of external job sizing methodology and
internal relativity of jobs within IATA. There are 12 grades: A1, A2, B1, B2…. to F1, F2.
IATA Grade Description Typical Roles

Strategic leaders at regional / HQ level, and pre-eminent industry thought
leaders, tasked with defining and leading complex organizational change with
Directors with Global
E2 mid to long term impact on IATA. Includes key Department leaders with a global
accountabilities
impact and key regional Divisional leaders with direct and substantive impact on
IATA’s results.
Business leaders, and recognized industry experts, that directly shape, drive Directors (Regional,
and manage significant change agendas with a midterm impact on IATA's Divisional and Global
E1
results. This includes country leaders for IATA’s critical markets, regional Sub-Department
Divisional leaders and key subdepartment leaders with global impact. Leadership)
Business leaders and IATA’s leading experts with direct short / mid-term impact Assistant Director,
D2 on IATA results. Includes, Regional Heads, Area and Country Managers for Regional Head, Area
IATA’s larger markets and key Assistant Directors with global responsibility Manager
Business leaders and the organization’s senior specialists leading translation of

Assistant Director,
IATA's organizational strategy into business plans to deliver business results.
D1 Head, Area Manager,
Includes Area and Country Managers, Senior Specialists and Assistant
Senior Specialist
Directors with regional / HQ accountability
Senior Manager,
HQ, regional management and smaller Country / Areas leaders, with team /
Country Manager,
C2 teams accountability and individual specialists contribution to functional plans
Project/Product
that drive change and support IATA's Division / Department strategy.
Manager
Manager,
Project/Product
Team manager and individual specialist positions accountable for execution of Manager, Architect,
C1
global functional plans or the development of regional / local initiatives. Operational/Technical
Specialist, Aviation
Solutions Managers
Assistant Manager /
Experienced professionals and supervisors with a direct impact on the Acting Manager, Senior
B2
achievement of results working to deliver functional IATA's functional plans. Analyst, Team
Coordinator
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Junior professional or senior technical support positions tasked to Senior Analyst,
B1 independently deliver results without the benefit of clearly defined procedures Assistant Manager,
to support the achievement of results for their area. Coordinator
Technical support and senior administrative positions working with the benefit
Analyst, Assistant,
A2 of established procedures and process to support the achievement of results
Representative
for their area.
Entry level administration or support positions, Service Center and junior hub
Receptionist, Assistant,
A1 roles working under close guidance that help the business achieve its
Representative
operational targets
When a new job is created, it is being sized using the description above and the principle of job relativity compared to existing jobs.
The PPD Business Partner reviews the role’s profile with the line manager to understand the role’s content and to form a view on its
positioning relative to other roles in the same organization (department/division/region). It includes reviewing its key accountabilities
and primary objectives, job complexity, reporting lines, internal and external working relationships, as well as the skills and
experience required to perform the role competently.
The Head of Department/MC member and PPD Business Partner make a recommendation on the grade of the new job for review
and approval by the Vice President, People, Performance and Development.
Any substantial change in an existing job is deemed a new job creation. The new job is sized as per the principles explained above
and is open for recruitment, and the existing role is abolished.
2.2. IATA’s Compensation System

Salary Definition
We aim to maintain a compensation system for all Employees that is externally competitive (i.e. able to attract, motivate and retain
qualified Employees) and internally fair and consistent. At a minimum, we comply with all applicable wage laws, rules and
regulations. Our salaries are generally denominated and paid in local currencies.
The starting point to define the salary of a specific Employee is the job size and applicable pay band for the location.
IATA aims at compensating its Employees in line with companies positioned at the median of each market in which it operates. As
we recruit from all industries, the market reference is the General Industry market (i.e. all sectors) in each location.
Pay bands are defined using external market data provided by a leading HR consulting firm. Pay bands have a 15% width (i.e.
minimum and maximum are established as + and – 15% from the target salary respectively). Pay bands are developed only for the
main locations: they are maintained and updated every two years, to reflect local market movements.
The compensation reference is the Total Target Cash (TTC) which includes base salary and variable compensation at 100% target.
On IATA side, it includes the Employee’s base salary, VCP (at 100% target) and SIP (at 65% of maximum percentage).
Base salary pay bands are defined based on market TTC reference for each IATA grade in the specific location. They are by
construction gross amounts. In locations where international Employees enjoy an exemption from local income tax, a theoretical
income tax amount is deducted from the gross base pay bands to obtain net base pay bands. This methodology ensures fairness
and equity in the compensation approach between local and international Employees.
Within each pay band, an Employee’s base salary is positioned relative to the target salary. This positioning is visible in People
Connect. The target salary represents the salary for an incumbent fully competent for the role.
In locations without pay bands, market references shall be obtained for the specific job and the same principles as above shall
be applied.
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Hiring Salary
External hires are given an entry salary in IATA positioned between 85% and 100% of the applicable pay band.
Salary Progression
For existing employees, salary adjustments may be granted under the following circumstances:
Change of position (lateral move or promotion): In case of a lateral move (employee appointed to a role with the same grade), a
salary increase may be granted. It can be between 0% and 5% depending on the employee’s positioning in the new pay band and
employee’s skills relative to the job requirements. The positioning in the pay band after increase is in any case limited to 100%.
No increase can be granted if the existing salary is above 100% of the pay band.
In case of a promotion (employee appointed to a role at a higher grade), the Employee is entitled to a salary increase except if
his/her current salary is above the maximum of the new pay band. The rule is as follows:
• If the current salary is between 98% and 115% of the new pay band, an increase between 0% and 2% may be granted.
• If the current salary is between 85% and 98% of the new pay band, a salary increase may be granted between 0% and
15% up to a maximum positioning of 100% in the new pay band, depending on the employee’s positioning in the pay
band and employee’s skills relative to the job requirements.
• If the current salary is below the minimum of the new pay band, the necessary increase to bring the salary to the minimum
(85%) is granted in one or several steps, depending on how quickly the employee is expected to be delivering at the
minimum required level in the new role.
IATA strategy is to provide salaries aligned with local market practices. As a principle, it does not compensate for degradation in
purchasing power in the different locations it operates in.
COLA: As an exception to the above principle, IATA may grant cost of living adjustments (COLA) on 1st January to employees in
locations with very high inflation. In locations where salaries are denominated in USD, any currency impact is also factored in to
assess the actual impact of inflation. The criteria used to determine the adjustments largely depend on the budget available each
year and are normally based on past year inflation levels.
Mandatory increases: IATA also complies with mandatory requirements for salary increases coming from government
regulations and/or collective agreements in all countries in which it operates.
Adjustment to the minimum of the pay band: When pay bands are reviewed, Employees whose salary falls below the minimum
of their pay band may receive an adjustment of their base salary necessary to reach the minimum.
Annual salary increases:

Salary increases are not automatic and depend on the annual salary increase budget being approved by the Board.
Salary increase budgets are normally allocated to RVPs and SVPs/Heads of Departments based on a percentage of payroll for
their business unit. Guidelines are provided by PPD at the start of the annual compensation exercise. The focus is on the
positioning of the employee within the pay band with a target zone of 95% to 105% for fully competent employees. Performance
bonuses (when available) are used to reward strong and exceptional performance.
RVPs/SVPs/Head of Departments have the flexibility to determine the salary increases for the Employees in their business unit
based on input of the employee’s supervisor/manager and the positioning of the Employee in their pay band. Unless stated
otherwise in the Annual Compensation Strategy, employees reaching the maximum of their pay band cannot be granted a salary
increase.
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3. WORKING HOURS, FLEXIBLE WORKING AND LEAVE
3.1. Working Hours
We expect regular attendance and punctuality from all Employees. This is crucial to ensuring the provision of high-quality services
to our customers and Members. If you are going to be late for work, please ensure that you contact your Supervisor as soon as
possible. This will enable your Supervisor to plan adequately.
3.1.1. Regular Hours and Overtime

Weekly working hours: number and schedule
The number of normal hours you work per week, and the way in which we schedule these hours, depend upon your working
location and the nature of your job. Taking into account that IATA provides services to countries which are located in different
time zones, the working hours of some Employees will have to be organized in shifts.
The working hours that are applicable to you are included in your contract of employment and/or the local Conditions of
Employment.
Overtime
What is it?
Overtime constitutes time worked in excess of the number of working hours which is applicable to each IATA location.
What is IATA’s view on overtime?

Overtime occurs when business demands exceed normal hours, provided it is approved by Supervisors. As a general principle,
IATA does not encourage overtime. Overtime should be an exception and should be worked only at the request of your
Supervisor. However, it might also be the case that you are required to work overtime to cover business needs, exceptionally.
Who is eligible to be compensated for overtime?

Band A1 and A2 Employees are eligible to be compensated for overtime.
Band B Employees and above are considered to have roles which are Managerial in nature and, as such, are exempt from being
compensated for overtime, unless specified otherwise by local labor legislation.
What about the hours worked at weekends or on public/company holidays?

Due to the nature of its business activities, and given special market circumstances, IATA may require that certain Employees
work during weekends and/or on public/company holidays.
In these instances, IATA will compensate you, irrespective of your band, provided they are worked at the request of your
Supervisor. Depending upon the specific context, this may qualify as Overtime.
How will these hours be compensated?

Overtime and hours worked at weekends or on public/company holidays will be compensated either financially or by the
equivalent time-off, subject to local legal provisions. The equivalent time off will have to be taken within the following four months.
What if I travel over a weekend or on a public/company holiday?

IATA understands that situations may arise which require you to travel for business reasons over the weekend or on a
public/company holiday. If such travel is required and approved by your Supervisor, IATA will compensate you, irrespective of
your band, with the equivalent time-off as follows, provided your trip was pre-authorized by your Supervisor, for instance through
the approval of the corresponding BTR:
✓ When flight departs from home location before 6:00 p.m. – you will receive a full compensation day;
✓ When flight arrives after 1:00 p.m. to home location – you will receive a full compensation day;
In the rest of situations, you will be compensated with a half a day time-off.
Weekends in the middle of a business trip will not be compensated unless you have to work and/or travel on these days.
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3.1.2. Flexibility
At IATA, we acknowledge that flexible hours can benefit both the organization and you, our Employees. This is the reason why
Supervisors are authorized to grant occasional flexibility to their Employees, with regard to their working schedules, provided
business needs are duly covered.
Flexibility is meant as a tool to address your specific, circumstantial needs. Nonetheless, you are expected to comply with the
number of weekly hours of work which have been established in your contract of employment and/or the local Conditions of
Employment.
Of course, it may not always be possible to accommodate your request. In such circumstances, your Supervisor will provide you
with an explanation as to the rationale behind the decision.
3.2. Flexible Working Policy

IATA’s goal is to offer a working environment which takes into consideration the needs of its employees, giving them greater
flexibility in working remotely, resulting in improved productivity and fulfilling business objectives.
General principles
The flexible working policy is based on the following principles.
Employees have the option to work from home for up to two days per week.
• Employees can choose the two days on which they will work from home.
• To ensure connectivity and collaboration, managers may request one specific day per week for their entire team to be
in the office.
• Likewise, from time to time, staff may be required to report to the office on specific dates for other meetings, training
or essential business needs.
• Managers do not need to approve the days that an employee works from the office, nor the days that an employee
chooses to work from home; however, managers must be informed of the latter.
• At their discretion, managers may agree to an employee working up to three days a week from home. Any
exceptions to this must be agreed by the Director and PPD and will be valid on an ad hoc/temporary basis only.
An employee can opt to work for up to three weeks per calendar year from outside of their country of employment.
Any variations from the principles must be approved, in writing, by the VP, PPD.
Application of this policy

This policy is subject to local labor laws; its application to specific offices may differ and requirements or procedures in addition
to those laid out herein may apply in order to comply with applicable legislation. Local labor laws will regularly be reviewed, and
local policies and procedures will be adopted as required. While working remotely, employees remain subject to their conditions
of employment and all normally applicable IATA policies, including those governing performance management, codes of conduct,
and workplace health and safety, along with all applicable legislation and regulations.
Eligibility
1. All IATA employees are eligible for the flexible working policy unless there is an operational need requiring an employee
to work from the office more than three days a week approved by the VP PPD.
2. Employees are encouraged to discuss any personal circumstances requiring flexible working arrangements beyond
the defaults established by this policy with their Supervisor.
3. IATA, through the PPD department, may terminate or modify this flexible working policy or an employee’s privilege to
work remotely in accordance with this policy at any time and for any reason, including:
a. Because the remote working environment does not meet workplace health and safety requirements.
b. For the purposes of conducting an IATA investigation.
c. For the purposes of implementing any performance improvement plan in accordance with IATA policy.
d. To ensure IATA complies with any local or applicable laws and meets any applicable legal obligations relating
to security and confidentiality.
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e. To ensure compliance with IATA’s policy and procedures.
Procedure
1. Managers must notify their teams of the day of the week their team is required to be in the office (if any).
2. Managers who determine that certain team members are not eligible for the flexible working policy for one of the
reasons outlined above must notify the relevant PPD business partner. The VP PPD must approve any such
determination. If the VP PPD approves the ineligibility, the manager must notify the team member concerned.
3. Employees must notify their manager and their team of the days they will be working from home and keep a record of
any days worked remotely. It is recommended that teams establish a way to keep each other informed of their remote
working schedules.
4. Employees who wish to work from home more than two days a week must send a written request to their manager. The
manager has the discretion to approve the request.
5. An employee who wishes to opt to work for up to three weeks per calendar year from outside their country of
employment should submit a request to their manager and PPD business partner. Approval is at the discretion of PPD
and dependent on business needs and local legal requirements. Additionally:
a. The employee is responsible for any expenses arising out of this arrangement and for the payment of any
additional taxes or social insurance obligations that may result from his/her working outside of his/her country
of employment.
b. The employee is responsible for ensuring compliance with any immigration, work permit and insurance
obligations associated with or resulting from this arrangement.
c. PPD may require the employee to enter into a written agreement with IATA outlining the conditions under
which the employee may work outside of his/her country of employment, including but not limited to situations
in which IATA may request the employee to return to the country of employment during the period.
Working hours
The working hours established in an employee’s contract of employment and/or the local conditions of employment apply
whether the employee is working from home or in the office. A different schedule can be agreed with the employee’s supervisor,
however in any case the employee is expected to comply with the number of weekly hours of work which have been established
in his/her contract of employment and/or the local conditions of employment.
Home Working equipment and material

Employees must ensure that they have adequate internet access when working remotely. Employees have been provided with all
equipment necessary for their work. Employees may move office equipment and material between their home working
environment and the office. As this arrangement is voluntary and the office is always available for working, IATA will not provide
compensation for transporting such equipment nor for electricity, internet access, costs of modifications made to the remote
working space, or other expenses incurred by the employee as a result of voluntarily working outside the office.
Working environment; health and safety

The working environment must be set up so as to be conducive to efficient work and free from distractions. Employees must also
ensure that the premises where remote work is performed are safe and secure, have the appropriate lighting and cater to any
individual’s specific ergonomic needs. Employees may not conduct remote work in public places. IATA may require employees
to provide evidence of a safe and appropriate remote working environment at any time.
Confidentiality
When working from home, all employees continue to be bound by the provisions governing confidentiality, data protection and
security as stipulated in their employment contracts and/or the local conditions of employment and/or the IATA Policy Guide.
Data Protection
Employees who work from home must undertake to pay particular attention to confidentiality and data protection and must take
all the necessary precautions to ensure that paper documents and electronic files cannot be accessed by anyone not explicitly
authorized to do so. Any security breaches (e.g. hacking) or data leaks must be notified to informationsecurity@iata.org
immediately.
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3.3. Annual Leave
At IATA, we are committed to your maintaining a healthy work-life balance. Annual leave is one element that can contribute to it.
How much?
Your personal annual leave entitlement is outlined in your contract of employment and/or the local Conditions of Employment.
When?
IATA does not set a period of the year during which you have to take your leave. We are committed to accommodating, in so far
as is possible, your wishes regarding when you would like to take your annual leave. However, we also have to ensure that our
operations are able to run smoothly. That is the reason why, exceptionally, we may ask you to reconsider the timing of your
vacation.
Who?
Your Supervisor is the person who approves your annual leave.
We recommend that you communicate your desired vacation days to your Supervisor as soon as is possible, so that he/she may
organize coverage for your areas of responsibility. Such prior notification will ultimately serve to enhance the likelihood of your
being able to take annual leave at your preferred time.
Carry-over of Leave
IATA cares about the wellbeing of its employees. We encourage you to utilize your annual leave entitlement in the year in which it
is earned, as we believe that it is an important aspect of ensuring a healthy lifestyle. Thus, we do not support the carrying-over of
leave entitlements from one calendar year to the next.
Exceptionally, we will allow you to carry over a maximum of 20% of your annual leave entitlement into the following year, and you
will be required to utilize it by April 30th. Accrued days from the previous year unused as at April 30th shall be forfeited and will
not be compensated, unless otherwise provided by local legal requirements.
As an exception, were you to be absent for more than 6 months in a given year, you will be entitled to carry over all unused annual
leave entitlements to the following year and utilize it by April 30th.
Public and company holidays

We are committed to observing the public holidays that apply to each office location. In addition, IATA may also grant company
holidays, which will not be deducted from your annual leave entitlement, as they will benefit from the same treatment as public
holidays.
However, considering the specificities of our business, on some occasions, we may request that certain Employees work at the
weekend or on public and/or company holidays. Please refer to the Attendance section, to obtain further details.
Sick leave during your vacation

If you fall sick during your vacation and your sickness is supported with a medical certificate, the days covered by your sick note
will not be deducted from your annual leave balance.
3.4. Absence from work

We understand that, on occasion, Employees may be absent from work for a variety of reasons. It is our intention to support all
Employees during their period of absence.
However, we also know that absenteeism can have a substantial impact on our efficiency and productivity as well as on the morale
of a team. We hence aim to encourage regular attendance at work and to minimize absence levels across the organization.
3.4.1. Absence Notification

Whenever possible, we would ask you to gain the prior agreement of your Supervisor, before your period of absence.
If your absence is attributable to medical reasons, we would ask you to comply with the requirements described in the “Absence
due to Sickness or Injury” section below.
If your absence is due to any other reason, you must contact your Supervisor at that day's normal starting time, or as soon as
possible, in order to communicate the reason for your absence.
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3.4.2. Absence Due to Sickness or Injury
Short Term Illness
IATA’s policy is as follows, subject to any local legal requirement that prevails in any jurisdiction.
In the unfortunate instance that you are unable to attend work due to sickness or injury, and if your absence is not likely to exceed
three (3) calendar days, you must contact your Supervisor at that days’ normal starting time, or as soon as possible in order to
advise him/her of your situation.
If your absence is likely to exceed three (3) calendar days, you must also contact your Supervisor at that day’s normal starting
time, or as soon as possible, in order to advise him/her of your situation. You must also consult a doctor and obtain a medical
certificate/letter to justify the period of absence. This should be uploaded in the Leave Management System.
If you have taken periods of sick leave not supported by a medical certificate totaling ten (10) working days in any calendar year,
you must provide a medical certificate for any additional absence from work in that year, even if it is less than three (3) days. If you
do not provide a medical certificate, your absence will be treated as annual leave or leave without pay.
We are committed to supporting you during your sick leave. In that context and to the extent possible, you will receive some level
of replacement income either from an existing mandatory state program, from an employer-sponsored insurance plan or directly
from IATA as per local market standards and practices. The level of replacement income and the duration of the payment will vary
according to the location of employment. Please contact your local PPD Team for further information in this regard.
When you return to work, your Supervisor may hold a return to work interview, to ensure that you are in the best condition to
resume your activities as well as to address any concerns and understand how he/she can support you best.
Long-Term Disability Leave

Based on local market standards and practices, IATA provides support in the form of replacement income or lump sum payments
in the event of a long-term disability. The support may be granted via a mandatory state system (where appropriate) or an
employer-sponsored insurance plan or it may be included in a pension plan.
Please refer to your local Conditions of Employment and/or contact your local PPD Business Partner for more information.
3.5. Parental Leave

We appreciate the importance of caring for children and the purpose of this section is to clarify the practices relating to Parental
Leave (Maternity, Paternity/Co-parental and Adoption Leaves).
The purpose of Parental Leave is to allow employees to care for new born and newly adopted children. IATA is flexible regarding
arrangements for unpaid leave relating to the birth or adoption of a child, and we recognize that some family situations will require
specifically tailored solutions.
As a family-friendly employer, we provide benefits which are additional to any applicable statutory benefits which may be granted
to you. We will also ensure that no Employees are disadvantaged in their careers as the result of their family related
circumstances.
To be eligible for Parental Leave, you are required to notify your Supervisor in accordance with the procedures of your local office.
We would encourage you to inform him/her of your plans at an early stage. This will enable him/her to start planning for the
coverage of your responsibilities during your absence. This will also enable PPD to provide you with more information concerning
your entitlements in your location of employment.
If you should require additional time-off to care for your child, you may be able to take a period of unpaid leave, at the end of your
Parental Leave, with the approval of your Supervisor. We shall treat with the highest priority any requests for flexible or reduced
working hours which may be submitted in accordance with Section 3.1.
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3.5.1. Maternity Leave
In addition to any applicable statutory entitlement, IATA will grant an additional two (2) weeks of paid Maternity Leave to
Employees with an uninterrupted service period of at least eighteen (18) months prior to the date of delivery. In some locations,
there may not be any statutory provisions for Maternity Leave in place for Employees. In such cases, the Maternity Leave
entitlements which have been established in the applicable Conditions of Employment for those locations shall prevail.
The additional two (2) weeks of Maternity Leave, as outlined above, shall be paid at one hundred percent (100%) of your normal
base salary.
These two additional weeks must be taken consecutively with your statutory entitlement (or Maternity Leave entitlements
established in the applicable Conditions of Employment for those locations with no statutory provisions for Maternity Leave).
Employees with an uninterrupted service period of at least twelve (12) months but less than eighteen (18) months prior to the date
of delivery will be entitled to an additional one (1) week of paid Maternity Leave in addition to any applicable statutory entitlement.
The same conditions as the ones outlined above will apply to this additional one (1) week of Maternity Leave.
Nursing
If you should wish to continue to nurse your infant after returning to work, you should inform your Supervisor so that appropriate
arrangements can be agreed upon and established regarding accommodation and regular breaks. IATA is committed to
compliance with local legal requirements regarding the nursing of babies by Employees.
3.5.2. Paternity/Co-parental Leave

Whilst some local laws grant new fathers/co-parents a leave entitlement, others do not. At IATA, we believe in the importance of
family. All new fathers/co-parents are entitled to two (2) weeks of paid Paternity/Co-parental Leave following the birth of their
children. This will be in addition to any applicable statutory entitlement and will only be granted providing that you have been in
the service of IATA for an uninterrupted period of at least eighteen (18) months prior to the date of delivery.
The additional two (2) weeks of Paternity/Co-parental Leave, as outlined above, shall be paid at one hundred percent (100%) of
your normal base salary.
Paternity/Co-parental leave must be taken within sixteen (16) weeks of the child’s birth.
of delivery will be entitled to an additional one (1) week of paid Paternity/Co-parental Leave in addition to any applicable statutory
entitlement. The same conditions as the ones outlined above will apply to this additional one (1) week of Paternity/Co-parental
Leave.
3.5.3 Adoption Leave

We are committed to supporting Employees who choose to adopt children. For the purpose of this policy, adoption means taking
on the legal responsibilities as parent of a child that is not one’s biological child.
We acknowledge that the adoption process can be time-consuming and we wish to provide as much support as is possible during
this time.
In the event that you should adopt a new born baby, the relevant local legal framework may grant you the same Maternity or
Paternity/Co-parental Leave rights as the parent of a biological child. Should this not be the case, we will grant you the same leave
rights when adopting a baby of up to one (1) year of age, as applicable to a biological mother or father.
Paid Adoption Leave

When adopting a baby of (1) year of age or older, providing you have been in the service of IATA for an uninterrupted period of at
least eighteen (18) months prior to the date of the adoption, we will grant you two (2) consecutive weeks’ paid leave in excess of
any statutory leave which may be provided by the relevant local legal framework.
The additional two (2) weeks of Adoption Leave, as outlined above, shall be paid at one hundred percent (100%) of your normal
base salary.
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Adoption Leave must be taken within sixteen (16) weeks of the child’s adoption.
of the adoption will be entitled to an additional one (1) week of paid Adoption Leave in addition to any applicable statutory
entitlement. The same conditions as the ones outlined above will apply to this additional one (1) week of Adoption Leave.
Non-discrimination between adopted and biological children

We are committed to treating all our Employees equally. This means that all of the family-related benefits and rights which you
enjoy as a result of being employed at IATA will apply without bias to those who have biological children as well as to those who
have formally adopted children.
3.5.4. Child Care and Family Leave

Employees with children and/or relatives under their care may at times have special needs with which IATA would wish to assist,
in so far as is possible.
In the absence of any relevant local provisions, and in the event of an emergency (e.g. in the instance that your child is sick), we
will grant you a paid leave of absence of up to a maximum of three (3) days, in any one instance, in order to organize alternative
care. This leave will be capped at a maximum of five (5) days per calendar year.
To be eligible to enjoy the benefits outlined herein, documentary proof may be requested. Any unjustified leave will be deducted
from your annual leave balance or, if needed, will be treated as unpaid leave.
3.6. Special Leave

In the absence of any relevant local provisions, you may be granted special paid leave as outlined below.
Application for such leave should be addressed, in the first instance, to your Supervisor. IATA may, at its discretion, request that
the Employee provides documentary proof relating to the requested leave, if deemed appropriate.
Type of Leave Number of Days of Paid Leave

Celebration of your marriage or civil partnership 3 days
Celebration of an Immediate Family Member’s 1 day
marriage or civil partnership
Your birthday 1 day
Death of an Immediate Family Member 3 days
Death of a Family Member who is not a part of your 1 day
Immediate Family
Change of Residence 1 day
Court appearance (excluding jury duty) 1 day
For the purposes of special leave, an ‘Immediate Family Member’ is defined as partner, child, stepchild, sibling, parent,
parent/sister/brother-in-law, grandparent and grandchild, aunt/uncle and cousin.
Special leave cannot be accrued, carried-over or paid-out. Special leave must be taken on the day(s) of the respective event(s)
for which it is granted or within a period of one month after the event, unless otherwise provided by the applicable local law. Please
contact your local PPD Team in case you have any questions.
Interns are eligible to be granted Special Leave.
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3.6.1 Study Leave
Financial support for further education or ongoing education is not made by IATA. Support may be given for study leave to
participate in classes, revise and take your exams as required up to a maximum of 5 days per year.
3.6.2 Unpaid Leave

We understand that there may be times when you may need to take unpaid leave. Unpaid leave of a minimum of one (1)
consecutive month up to a maximum of six (6) consecutive months may be granted at the discretion of the Supervisor, with the
approval of the Regional/Senior Vice President or Head of Division (as appropriate) and PPD, providing that it is operationally
feasible.
During the period of unpaid leave, no benefit, including pension and vacation, will be accrued or granted. Medical and Accident
Insurance coverage may be maintained at the Employee’s cost throughout the period of unpaid leave.
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4. EMPLOYEE BENEFITS
IATA’s intention is to provide an Employee benefits package which is competitive in each local market it operates in. The target
positioning is the 3rd quartile of the General Industry market (i.e. between the 50th and 75th percentile).
The benefits package of each location largely depends on the local legislative and market environment and is not intended to be
comparable between locations, but the following principles, policies and global benefits are applicable across the globe.
For the purpose of IATA’s benefits policies (unless specified otherwise), “spouse” means an Employee’s partner as defined on p.
5 of this document.
4.1. Health
4.1.1. Risk Insurance
As part of our benefit philosophy, we believe that all Employees should be provided with a minimum level of risk insurance
coverage. Many insurance arrangements are local in nature and, as such, they may differ between locations, as they are largely
dependent upon existing local market practices and legislation.
However, there are certain common themes:
✓ Life/Accident Insurance;
✓ Health Insurance;
✓ Business Travel Insurance.
Life insurance coverage may be provided, depending on the location:
✓ By a local Social Security scheme or insurance contract; or

✓ By an IATA Corporate Life Insurance contract (in the absence of a sufficient local coverage); or
✓ By a local pension plan.
Accident insurance coverage may be provided, based on local legal requirements or market practice, either as standalone
coverage or as an element of your Life insurance coverage.
The level of coverage and cost sharing between IATA and the Employee for Life and/or Accident insurance(s) will be determined
by the relevant local market practices.
With regard to Health insurance, in all of the countries in which we operate, compliance with compulsory Social Security
programs and all other applicable legal, labor and welfare requirements will take precedence. Although there is no minimum
standard of health benefits which we offer, we recognize that our Employees must have access to appropriate medical
coverage. A local medical coverage is appropriate if it meets superior local standards. It can be provided by either the local Social
Security system (or equivalent) or by a supplementary, private health/medical plan. However supplementary, private
health/medical plans are provided if all conditions below are met:
✓ the local Social Security scheme is not sufficient to provide adequate health coverage;
✓ there is a prevalent practice in the local market, among multinational employers, to provide private Health insurance
plans; and
✓ the size of the office is such that IATA is able to implement a group insurance contract (usually more than 5-10
Employees are required for such a contract).
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When there is a clear need for supplementary coverage and it is not possible to find any suitable insurance contract, individual
insurance policies or cash allowances may be provided in lieu.
Health plan designs are based upon local market practices and may differ widely. As a principle and unless it is mandated by law,
IATA does not cover 100% of the cost of such coverage. Cost sharing (either in the form of co-payment or deductible or premium
sharing or a combination of these) is based on local market standards.
Another element of insurance coverage common to all Employees is the Business Travel insurance which has two components:
✓ Accidental death and dismemberment insurance; and

✓ Out of country medical insurance (for locations where this is not provided through the local health plans).
You should always ensure that you have taken note of the emergency contact details before travelling on business.
Please refer to the local Conditions or Employment or your local PPD Team for further details about your insurance coverage.
4.1.2. Wellness and Fitness Programs

At IATA, we believe in the principles of healthy minds and healthy bodies. As such, we are committed, as a responsible employer,
to supporting fitness activities and to creating a favorable environment for maintaining or improving the condition of one’s health.
Fostering workplace wellness includes providing on-site kitchen and eating areas, offering and/or suggesting healthy meal
options, and offering financial and other incentives to encourage regular exercise.
Fitness Incentive Program

IATA promotes a healthy, active and balanced lifestyle and encourages everyone to take regular exercise.
In support of this, IATA reimburses fifty percent (50%) of the amount which you pay towards any sport activity to a yearly maximum
defined for each IATA location. The yearly caps have been determined based on benchmarking information provided by a well-
known HR consulting firm, for each location. Their surveys include local health/gym/fitness centers commonly used by
international Employees.
Conditions
✓ All IATA Employees (full-time or part-time) are eligible for this program, provided they have completed one year of active
service at the time of their enrolment. Interns, consultants, outsourced temporary staff and Employees’ family members
are not eligible.
✓ All sport activities qualify for reimbursement under this policy.
✓ Reimbursement under this program can be sought only for one activity per calendar year. In the event that the activity is
carried out at a club which is dedicated to that activity, then both the cost of the activity and the cost of the club
membership can be claimed during the year (e.g. tennis lessons at a tennis club or personal training at a gym).
✓ Request for reimbursement under this program can be made only once per calendar year.
✓ Should you leave IATA prior to the expiration of the benefit, the IATA funding will be deducted pro-rata from the last pay.
This will not apply if you relocate within IATA.
26
✓ The maximum amounts that IATA will reimburse per calendar year for each location are:
Region / HQ Location Annual maximum in local currency in 2022

(50% reimbursement)
AME Abu Dhabi 4,030

AME Amman 450
AME Cairo 3,000
AME Casablanca 7,000
AME Dakar 200,000
AME Jeddah 4,000
AME Johannesburg 3,000
AME Lagos 105,000
AME Nairobi 50,000
AMERICAS Bogota 850,000
AMERICAS Buenos Aires 6,000
AMERICAS Lima 1,300
AMERICAS Mexico City 9,300
Miami/Warrenton/Washington
AMERICAS DC 550
AMERICAS Santiago de Chile 347,500
AMERICAS Sao Paolo/Brasilia 1,780
AMERICAS La Paz 1,750
AMERICAS Panama 360
ASPAC Bangkok 20,650
ASPAC Delhi/Mumbai 16,800
ASPAC Dhaka 60,000
ASPAC Jakarta 3,440,000
ASPAC Karachi 41,760
ASPAC Kuala Lumpur 990
ASPAC Manila 24,000
ASPAC Saigon (Ho Chi Minh) 14,000,000
ASPAC Seoul 580,000
ASPAC Singapore 750
ASPAC Sydney 520
ASPAC Tokyo 74,340
ASPAC Yangon 565,000
ASPAC Colombo 60,000
EUR Amsterdam 270
EUR Astana 225,000
EUR Athens 390
EUR Brussels 430
EUR Bucharest 1,870
EUR Frankfurt 340
27
EUR Istanbul 1,200*
EUR Kiev 12,500
EUR London 350
EUR Madrid 570
EUR Moscow 47,200
EUR Paris 430
EUR Rome 480
EUR Stockholm 3,000
EUR Tel Aviv 2,100
EUR Warsaw 1,200
GVA Geneva 1,200
NASIA Beijing 3,600
NASIA Hong Kong 4,010
NASIA Taipei 13,730
NASIA Ulaanbaatar 1,000,000
YMQ Montreal 950
* Amount applicable from January 2022 onwards
Process
✓ To confirm if your planned membership or classes will fall under this program, please contact your local PPD Team in
advance of making a commitment to participate.
✓ In order to benefit from this, you must pay the full fee for the membership/course of your choice and then seek
reimbursement, with a valid supporting document (an original proof of payment, together with the invoice/contract).
✓ The reimbursement will be included in the first possible payroll and, where appropriate, will be subject to any local
mandated payroll tax withholding.
4.2. Pension
We design our benefit programs, including our pension plans, on a country-specific basis and in accordance with local
practices and legislations.
Where possible and in line with local market standards, IATA provides comprehensive pension schemes that complements any
local state pension plans that may apply
Please refer to the local Conditions or Employment or to your local PPD Team for further details or to receive information on the
specific pension plan available in your location.
4.3. Concessionary Travel and IATA ID Cards

Our Member airlines, as well as other travel industry entities such as hotels and car rental companies, offer you the possibility to
use their services at discounted rates.
In order to ensure these benefits continue and that IATA’s relationship with such entities is safeguarded, Employees must comply
with the guidelines detailed in the Business and Concessional travel policies.
28
The IATA ID card serves as a means of allowing you to identify yourself and your employment status to airlines and other
providers. All IATA Employees with more than six (6) consecutive months of service are included in the scope of the IATA ID Card
program, irrespective of whether you are a permanent or temporary Employee or working on a full-time or a part-time basis. For
Employees with a fixed-term contract of less than six (6) months’ duration, an IATA ID Card may be requested in the event that your
contract is extended beyond six (6) months’ duration. Interns are not eligible to obtain an IATA ID Card.
Retirees, in order to qualify for a Retiree ID Card, must meet one of the following conditions at the time of their departure from
IATA:
✓ At least 10 years of service and over 55 years of age; or.

✓ At least 25 years of continuous service.
29
5. LEARNING AND DEVELOPMENT
5.1. Learning and Development Philosophy
We invest in People
We truly believe that People are an organization’s main asset, and we know that our Vision and Mission cannot be achieved without
the development of our Employees. At IATA, you have access to hundreds of different learning opportunities: classroom training,
virtual classroom training, eLearning and coaching to address business and individual development needs.
Our Mission and Vision

Our mission is to provide Employees with the development they need to represent, lead and serve the airline industry now, and in
the future. We do this by providing timely, high quality, innovative learning and development options. We have aligned our
technical learning programs to IATA’s mission. Our IATA Way program is designed to support you at every level of your
development and is aligned to the IATA Brand Values.
Learning at your fingertips

You will find all these courses at Learn@IATA on PeopleConnect. There you will find over 16,000 different courses and resources
at your disposal. We are always adding new content to these programs to ensure your learning is relevant and timely. You can
also find all the information you need about our approach to learning on our Intranet Pages.
Building your Learning and Development Plan

We encourage you to own your learning and development plan, and during each performance conversation with your Supervisor
you should review your development needs and identify learning solutions to support your growth. We try to make as much
learning as possible available without approval, but some of our courses require manager approval so on-going discussion with
your manager is critical.
Supporting your study

We have an extensive learning offer, but we also recognize that sometimes you may want to pursue study outside IATA. We are
pleased to be able to offer you up to 5 days study leave per year to participate in classes, revise and take your exams as required.
This needs to be agreed with Supervisor in advance of the leave. Any days taken in excess of these 5 days will be treated as
vacation days.
30
5.2. Internship Program
Internships are educational and professional development opportunities, which provide practical experiences in a field or
discipline. They are structured, short-term, supervised placements which are often focused around particular tasks or projects.
What we offer
Our two internship programs attract current university students (Undergraduate Internship Program) and recent graduates
(International Graduate Internship Program), for internships of 2 to 6 months’ duration.
Interns who have performed exceptionally well during their tenures with IATA, and who have demonstrated an excellent work
ethic, in line with the IATA values may have their tenures extended to 11 months.
IATA’s Internship Programs are offered in Amman, Geneva, London, Madrid, Miami, Montreal, Singapore, Stockholm and
Amsterdam. Other locations can be considered in conjunction with PPD.
For more information, please liaise with your local PPD Team.
31
6. EMPLOYEE RELATIONS
6.1. Disciplinary Policy
IATA acknowledges that disciplinary actions - including terminations - are an inevitable reality within any organization. We believe
in the value of applying progressive discipline when addressing conduct and performance issues. This means that, in the event
of a disciplinary issue, we will provide you with corrective feedback to give you an opportunity for improvement.
IATA expects its Employees to maintain high standards of conduct and job performance, including observance of the organization
policies and procedures. When a disciplinary issue arises, a fair and transparent process will be followed in order to investigate
the facts. These procedures shall allow Employees the opportunity to present their case in full.
IATA is committed to complying with the local labor laws. Hence, where there is a conflict between this Policy and any applicable
local law, the local law shall prevail.
As an IATA Employee, you are expected to:
✓ Maintain high standards of conduct;
✓ Observe IATA policies and procedures;
✓ Conduct your assigned duties to the best of your abilities and to the standards as set forth in your job description or as
otherwise established in the IATA Code of Ethics and Business Conduct.
Meanwhile, IATA is committed to:
✓ Communicate to the relevant Employee any disciplinary issue shortly after it is identified;
✓ Implement a fair and transparent disciplinary process that will allow Employees to provide their views and facts regarding
any disciplinary incident;
✓ Ensure all incidents are treated in confidentiality.
Disciplinary Procedure
IATA aims to be fair and consistent in the treatment of its Employees. In cases where an Employee is subject to these procedures,
a number of factors will be taken into consideration, including the nature and seriousness of the offence, the Employee's past
record and any mitigating or aggravating circumstances.
The purpose of these procedures is primarily to correct behaviors and to support Employees in improving their performance so
that they may continue their employment at IATA. These corrective measures will not apply in the event of a serious offence that
warrants immediate termination or in other circumstances where IATA determines that corrective measures would be
inappropriate or unwarranted.
The Supervisor should discuss with the Employee the means that could be put in place to help the Employee improve his/her
performance. In consultation with PPD, the Supervisor will decide whether a performance improvement plan will be employed and
if so the duration of the plan having regard to the circumstances of the case and the following:
✓ Past performance improvement plans involving the same Employee;

✓ The role of the Employee and the needs of the business;
✓ The Employee’s acceptance that there is a performance issue in need of improvement;
✓ The wellbeing of the Employee;
32
✓ The existence of current or past complaints from other Employees or third parties regarding the Employee’s behavior;
✓ Any other relevant factors.
The implementation of a performance improvement plan is optional and at the discretion of IATA.
In cases of serious (or repeated) behavioral or performance matters, a formal disciplinary procedure may be initiated by PPD in
consultation with the direct Supervisor of the Employee. Such procedures include the following elements:
✓ Establish the facts of each case – to be performed without unreasonable delays and may involve an initial meeting with the
Employee to determine if further procedures are warranted. In some cases, IATA may determine that it is necessary to
conduct an investigation to establish the facts.
In certain circumstances, based on the facts of the case, an Employee may be suspended temporarily (with pay) pending the
outcome of the investigation. In such cases, the Employee shall be notified when the investigative process is complete.
✓ Hold a meeting with the Employee to discuss the matter – to review the evidence gathered and to allow the Employee to
respond to any allegations, ask questions and present relevant evidence or testimony.
✓ Decide on appropriate action – the Employee shall be notified in writing any resulting decision on the appropriate
disciplinary action, if any. Should a disciplinary action to be taken, it might include one of the following:
✓ Verbal warning
A verbal warning is when a Supervisor verbally counsels an Employee about an issue of concern. A written record of the
discussion is usually placed in the Employee's file for future reference.
✓ Written Warning
A written warning is a formal mean of documenting a performance or conduct issue and its consequences.
Written warnings are utilized where the incident is considered to be a serious breach of IATA’s policies or when a verbal
warning has not served to remedy an Employee’s unacceptable actions.
A written warning will clearly state what the consequences will be if the Employee does not improve performance or correct
unacceptable behavior. Such consequences may include termination of the employment relationship.
✓ Termination of Employment
The most serious action in the progressive disciplinary process is a decision to terminate employment.
6.2. Grievance Policy

IATA is committed to maintaining good Employee relations by providing fair and effective means by which individuals can raise
complaints and a fair and effective process for dealing with them - having regard for the rights and interests of all parties.
Employees have the right to raise complaints about their own treatment or that of a co-worker and to respond to complaints made
about their own behaviors.
Complaints will be treated confidentially by IATA, whenever possible. All Employees involved are expected to treat the matter in
confidence and with discretion.
Grievance Procedure
Should you observe some behavior that you believe violate IATA’s Values, Code of Ethics and Business Conduct, or other policies
governing behavior in the workplace, you are expected to report it.
33
Ideally, you should bring any concerns forward to your direct Supervisor or PPD. We recognize, however, that there may be
circumstances when you are not comfortable reporting the issue in this manner. In this case, you will be able to report it
anonymously through the Ethics Hotline. Further details are available under the Corporate Audit, Compliance and Risk Services
intranet page. The nature of the matter reported will also determine whether or not all steps of the grievance process described
are to be followed, and whether the matter requires the involvement of Internal Audit and/or the Legal Department.
In this instance, the following procedure will be observed:
1. Lodging of the complaint
✓ A complaint may be raised verbally or in writing and submitted to the Employee’s Supervisor or the PPD department. You
may also choose to report the matter using the Ethics Hotline.
✓ A complaint should specifically refer to the conduct or behavior that has led to the complaint and include sufficient
information.
✓ Complaints should be made as soon as is possible following the alleged event. However, it is recognized that a complaint
may also arise from a pattern of behavior or a sequence of events that may have occurred over a period of time.
2. Initial assessment of the complaint
The Employee’s Supervisor or PPD representative shall make an initial assessment of the complaint and shall:
✓ Notify PPD of the complaint, if not yet notified, and discuss with them the options for dealing with the complaint.
✓ Meet with the complainant to review the facts and to discuss any confidentiality requirements and workplace related
issues which may need to be resolved immediately in order to protect the safety of Employees and to ensure the
continuation of IATA’s business.
✓ Notify the respondent (if any) of the complaint and listen to the respondent’s initial response to the complaint.
✓ In consultation with the complainant, PPD shall determine the procedure to be followed in order to deal with the
complaint. Factors that are relevant to the formality of the process include:
o Whether the facts of the complaint are in dispute;
o Whether there have been multiple complaints regarding the same incident;
o Whether there have been previous complaints of a similar nature relating to the same respondent;
o Whether there is a risk to the safety of the Employee; and
o Whether the circumstances that have led to the complaint have resulted in disruption to the business.
3. Investigation
Internal: An investigation may be conducted by the Employee’s Supervisor or PPD.
External: PPD, in consultation with the Legal Department, may consider it appropriate, in a particular case, for the investigation
to be conducted by an independent third party.
Investigation Report: The investigation report shall be circulated to the complainant and respondent for comments and any
additional information.
4. Resolution
Communication of the outcome should generally be provided within 7 calendar days from receipt of the Investigation Report.
Referral to Local Authorities

IATA may refer any matter to the local authorities for legal recourse, in accordance with the applicable laws in the location where
the Employee is employed or in the location of the alleged misconduct.
34
6.3. Harassment Policy
IATA is committed to providing a workplace free of all types of harassment. IATA strongly disapproves, and will not tolerate,
harassment of Employees by Supervisors or co-workers. IATA will also provide a work environment to protect Employees from
harassment by non-Employees in the workplace.
Definitions of harassment
Harassment includes verbal, physical and visual conduct that creates an intimidating, offensive or hostile working environment
or that interferes with work performance.
Some examples include racial slurs; ethnic or sexual jokes; intimidation tactics; distribution of inappropriate adult oriented
material or offensive language on electronic mail or any other IATA computer or networks; or other similar conduct. Sexual
harassment includes behaviors such as solicitation of sexual favors, unwelcome sexual advances or other verbal, visual or
physical conduct of a sexual nature.
Responsibilities
As an IATA Employee, you are expected to:
✓ Be respectful of your colleagues and maintain the highest standards of conduct;

✓ Maintain a harmonious environment for other Employees by behaving in a manner which is free of intimidation, hostility,
offence and any form of unacceptable behavior; and
✓ Denounce all situations which you would deem as constituting harassment, of any kind.
On its side, IATA is committed to:
✓ Promote a harmonious working environment, free of intimidation, hostility, offence and any form of unacceptable
conduct;
✓ Ensure that incidents of unacceptable conduct are promptly addressed;
✓ Ensure that incidents of unacceptable conduct are dealt with fairness and impartiality; and
✓ Ensure that no Employees are subject to retaliation for reporting information in good faith.
Procedure
If you have any concern relating to perceived harassment that you would like to raise, please follow the IATA Grievance Procedure.
Consequences of breaching the Harassment Policy

A breach of IATA’s Harassment Policy may result in disciplinary measures, depending on the nature and circumstances of the
incident. The range of disciplinary measures that may be applied are detailed in the Disciplinary Policy.
Rights of Employees to pursue remedies under laws of jurisdiction in which they work
Employees may have rights under the legislation in the jurisdiction in which they are employed to seek redress for discriminatory
practices and harassment in the local legal system.
35
6.4. End of employment
End of fixed term contract
Individuals hired under a fixed-term contract, shall have their employment with IATA end on the date specified in the contract,
unless the duration is extended or the contract is converted into a permanent one.
Retirement
Unless otherwise provided for by your Letter of Appointment, the local Conditions of Employment or by any local legal provisions,
the retirement age observed at IATA is 65 years.
Resignations
Employees that decide to resign from IATA, are requested to provide a written Resignation Letter to their Supervisor or to the
PPD department. The notice period which you should observe will be stated in your Letter of Appointment or your local Conditions
of Employment. If both are silent with regard to your notice period, the prevailing local legislation shall apply.
Supervisors that receive an Employee’s Resignation Letter directly, should immediately provide a copy to the PPD department.
The PPD department shall send a letter of acknowledgment to the Employee once the departure date has been confirmed by the
Supervisor.
Terminations/Redundancies
Your employment may also be terminated for other reasons (e.g. disciplinary action resulting in dismissal, rationalization and/or
redundancies). Local regulations and best practices will be observed for all cases, and terminations will stand as the last remedy
and will only be taken where strictly necessary.
End of employment formalities

Before each Employee’s departure from IATA, PPD may conduct an Exit Interview.
The purpose of the Exit Interview is to allow Employees the opportunity to provide feedback with regard to their employment at
IATA, thus helping the organization to improve its employment practices.
Upon your departure from IATA, we will also ask you to return all IATA materials. These include but are not limited to IATA
Employee ID cards, Corporate Credit Cards, computers, cell phones and all other IATA property. Should you fail to return IATA’s
property, or should it be returned damaged, you may be requested to reimburse IATA for the costs of replacing or repairing the
item.
Finally, on your last day of employment at IATA or on your last working day (should they differ), you will be requested to complete
the IATA Exit Checklist.
36
7. GENERAL POLICIES
7.1. Health, Safety and Security
See the Code of Ethics and Business Conduct for information on Health, Safety and Security in the workplace.
7.2. Personal Information and Privacy

At IATA, we respect your privacy. Therefore, we shall only process your personal information when it is required for the effective
operation of the organization or when it is required by law.
We invite you to carefully read our Privacy Policy and Guidelines and the IATA Employee Privacy Notice, accessible on our Intranet
Data Protection and Privacy Community, where you will find all the relevant information on how IATA is processing your personal
information, for which purposes, and what are your rights in connection with your personal data.
Please contact your PPD Team and/or the Legal Team should you have any concern or need further information on that topic
7.3. Protection of IATA’s Assets

See the Code of Ethics and Business Conduct for information on the protection of IATA’s Assets.
7.4. Dress Code

Given the responsible role IATA has in representing its Members, the minimum standard of dress we require from you is smart
business attire. Smart casual attire may be worn to work on the last day of the work week.
The purpose is to allow you to work comfortably in the workplace, whilst projecting a professional image to clients, potential
Employees and other visitors. In all cases, should you have a meeting with an external party, we would request that smart business
attire be worn.
If you should have any doubt as to the suitability of your attire, or if you should require further information, please contact your
local PPD Team.
37

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Local legal framework and IATA standards

Your employment agreement with IATA

1. Individual letter of appointment or transfer

Updates and Additions

These principles seek to:

✓ Cohabitation of at least 12 months in duration, or

No relatives may be employed in the same work unit where:

This policy is to be applied to:

✓ An Employee’s partner (as defined on p. 5 of this Guide)

General Relocation Elements

Exception: This benefit is not applicable to Graduate Program Interns.

Exception: This benefit is not applicable to Graduate Program Interns.

Relocation entitlements per employment type

Employment Type Band A Band B Band C and above

Fixed-term contracts – - Housing - Housing - Housing

Fixed-term contracts – - Storage of - Storage of - Storage of

For bands C and above, the eligible expenses also include:

✓ receive IATA’s Children’s Educational Assistance; or,

will continue to be eligible.

✓ Are “Relocated Employees” as defined under the relocation assistance policy;

Tuition and Fees

1.4. Internal Mobility

Recruitment and Mobility Terms

IATA Grade Description Typical Roles

Business leaders and the organization’s senior specialists leading translation of

2.2. IATA’s Compensation System

Annual salary increases:

3.1.1. Regular Hours and Overtime

What is IATA’s view on overtime?

Who is eligible to be compensated for overtime?

What about the hours worked at weekends or on public/company holidays?

How will these hours be compensated?

What if I travel over a weekend or on a public/company holiday?

3.2. Flexible Working Policy

Application of this policy

Home Working equipment and material

Working environment; health and safety

Public and company holidays

Sick leave during your vacation

3.4. Absence from work

3.4.1. Absence Notification

Long-Term Disability Leave

3.5. Parental Leave

3.5.2. Paternity/Co-parental Leave

3.5.3 Adoption Leave

Paid Adoption Leave

Non-discrimination between adopted and biological children

3.5.4. Child Care and Family Leave

3.6. Special Leave

Type of Leave Number of Days of Paid Leave

Interns are eligible to be granted Special Leave.

3.6.2 Unpaid Leave

However, there are certain common themes:

Life insurance coverage may be provided, depending on the location:

✓ By a local Social Security scheme or insurance contract; or

✓ Accidental death and dismemberment insurance; and

4.1.2. Wellness and Fitness Programs

Fitness Incentive Program

✓ All sport activities qualify for reimbursement under this policy.

Region / HQ Location Annual maximum in local currency in 2022

AME Abu Dhabi 4,030