IATA is led by Tony Tyler and follows a structure of "Global Development, Regional Delivery". It has divisions that develop global standards and systems at the Head Office while regional offices implement them. IATA's vision is to be the force for value creation and innovation driving a safe, secure and profitable air transport industry. It represents airlines, improves understanding of the industry, and develops global commercial standards. IATA's priorities include increasing e-AWB penetration, reducing costs, and improving reliability of the Industry Settlement System.

3. IATA's structure
IATA is led by Tony Tyler Director General & CEO since July 2011.
A guiding concept of IATA’s structure is “Global Development, Regional Delivery”, where the
Head Office divisions drive the development of global standards, systems and advocacy
positions, while the regional and country offices are responsible for implementation.
Office of the DG
 People, Performance &
Development
 Corporate Communications
 Legal Services
 Divisions
Member and External Relations
(MER)
 Financial and Distribution
Services (FDS)
 Airports, Passenger ,Cargo and
Security (APCS)
 Safety and Flight Operations
(SFO)
 Marketing and Commercial
Regions
China and North Asia
Asia Pacific
Africa & Middle East (AME)
Europe
The Americas

4. Vision and Mission
VISION
To be the force for value creation and innovation
driving a safe, secure and profitable air transport
industry that sustainably connects and enriches our
world.
MISSION
Representing the airline industry
We improve understanding of the air transport
industry among decision makers and increase
awareness of the benefits that aviation brings to
national and global economies.
Leading the airline industry
For nearly 70 years, we have developed global
commercial standards upon which the air transport
industry is built. Our aim is to assist airlines by
simplifying processes and increasing passenger
convenience while reducing costs and improving
efficiency.

5. IATA's Industry Priorities and Targets
IATA’s major priorities for 2015
were set by the association’s
Board of Governors during
their December 2014 session.
ORGANIZATIONAL KEY PERFORMANCE INDICATORS
Increase airlines e-AWB penetration to 45%.
Achieve cost reduction in airport and ANSP charges, fuel fees and taxes of
US$ 800m and reduce proposed cost increases by an average of 27% for 2015-
2016.
Continue to improve the reliability and efficiency of the Industry Settlement
System (ISS) by keeping the net default rate on gross sales at not more than
0.025% and maintaining an on time settlement rate of 99.97% or better while
reducing overall costs.

6. Strategic Activities
Transform distribution and payment
Build momentum for New Generation ISS with weekly risk
management reporting.
Ensure that at least 8 airlines are using the New Distribution
Capability (NDC) shopping schemes.
Develop a proof of concept for Customer Order
Transformation.Security
Obtain commitment from 20 airports to conduct a Smart Security diagnosis in 2015 or 2016 while
moving those previously committed to the Smart Security Proof of Concept to implementation.
Secure widespread government support for sharing security information for risk assessments related
to operations in the vicinity of conflict zones.
Ground operations
Drive penetration of the IATA Ground Handling Manual (IGOM) with 35% of IATA members
completing a gap analysis or using IGOM as their minimum standard for ground operations.
Safety
Enhance Aircraft Tracking performance through best practice promotion in coordination with ICAO,
industry and IATA member airlines.

7. IATA 70th Anniversary
Celebrating 70 years of Flying Better, Together.
In April 1945, 57 airlines from 31 countries
gathered in Havana, Cuba to found the
International Air Transport Association
(IATA).
Global standards, partnerships and
collaboration were the driving force behind
the creation of IATA - elements that are just
as important today as they were seven
decades ago.
A focus on safety, for example, transcends
commercial interest. Everybody benefits
from a safer industry. Nor could airlines
cooperate to provide efficient connections
across their operations without global
standards.

8. IATA Members
From 57 founding members in 1945, IATA now represents some 260 airlines in over 117
countries. Carrying 83% of the world’s air traffic, IATA members include the world’s
leading passenger and cargo airlines.
Current IATA members
IATA membership is open to airlines operating scheduled and non-scheduled air
services that maintain an IATA Operational Safety Audit (IOSA) registration.
IATA Membership Benefits
Members benefit in several ways. Most importantly, IATA provides a powerful, unified and
experienced voice that supports and promotes the interests of its members through:
 International recognition and lobbying
 Targeting key industry priorities
 Driving industry change
 Reducing costs
 Communication campaigns
 Training and other services

9. International Airline Training
Fund (IATF)
The International Airline Training Fund (IATF) is a non-profit foundation whose purpose is
to bridge the training gaps for airlines in regions of the world where it is most needed.
Training opportunities are offered in most areas of the airline business, but priority is given
to training in airline's operational safety. IATF is funded by donations from IATA members
and other organizations involved in the air transport industry.
Action learning for safety improvement initiatives
Action learning involves working on real life
problems for airlines. Employees work and learn
together by tackling real issue in their work
environment through hands on approach.
The IATF brings action learning programs to
address operational safety through a program of 3
in company workshops, addressing gaps that
have been identified through IOSA and Safety
Management Systems.

10. Best Practices In People Management
& Development
IATF through the People Management and Development for Airlines Program (PMDA) enables
airlines to strategically strengthen their people base and processes to make sure that they have
the right people, with the right skills, in the right place at the right time. This program is based
on Action Learning principles with clearly set out action plans and deliverables.
Through making the most of HR department’s resources, and through the streamlining of
processes for people management, airline employees will be able to realize their full potential.
IOSA Training Initiative for African
Airlines
This initiative aims to provide a better understanding of IOSA Standards and Recommended
Practices (ISARPS) and to provide guidance and tools to establish action plans towards ISARPs
implementation.
This is in support of the Abuja Declaration on aviation safety in Africa endorsed by the African
Union’s Ministerial Meeting on Aviation Safety.