About us

The International Air Transport Association (IATA) is the trade association for the world’s airlines, representing some 275 airlines or 83% of total air traffic. We support many areas of aviation activity and help formulate industry policy on critical aviation issues.
IATA is led by Alexandre de Juniac, Director General & CEO since September 2016.

IATA’s structure

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. See the high level organization chart (pdf).

Office of the Director General

  • People, Performance & Development
  • Corporate Communications
  • Legal Services



  • Member and External Relations (MER)
  • Financial and Distribution Services (FDS) – see recently announced organizational changes
  • Airports, Passenger, Cargo & Security (APCS)
  • Safety & Flight Operations (SFO)
  • Marketing & Commercial Services (MACS)
  • Corporate Services

Our 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.

Our mission

IATA’s mission is to represent, lead, and serve the airline industry.

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. Advocating for the interests of airlines across the globe, we challenge unreasonable rules and charges, hold regulators and governments to account, and strive for sensible regulation.

Leading the airline industry

For over 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.

Our values & behaviors

Our values and behaviors define what we value and how we behave to help us deliver the IATA mission and vision. We all have different personalities, styles and areas of expertise, are at different levels of the organization, and play different roles.

But you will recognize us by the consistent way in which we act and behave. We live our values and embody the supporting behaviors to make IATA a great place to work:

  • We act with integrity and uphold our standards
  • We think strategically in support of the global big picture
  • We partner and manage to create high performing teams
  • We put people first, by acting with a simple human touch

IATA’s Industry Priorities and Targets

IATA’s major priorities for 2017 were set by the association’s Board of Governors during their December 2016 session.?

Distribution and Payment Transformation

Reduce Airport and ANSP Charges, Fuel Fees and Taxes

Reduce charges, fees and taxes by US$800m as well as proposed cost increases by 27% for 2017-2018.

Fast Travel

Remove existing regulatory restrictions for Fast Travel solutions. Enable solutions such as: Mobile Boarding Passes, Home Printed Bag Tags and Electronic Bag Tags for 75% of global traffic.

Safety in Air Cargo: Lithium Batteries

  • Contribute to the development of new packaging performance standards.
  • Publish robust guidelines with the UPU to improve mail handling of lithium batteries.
  • Evaluate a potential seal of quality program for e-commerce platforms that sell lithium battery products.
  • Establish a Dangerous Goods incident reporting process and database.

IOSA Transformation

Towards a Global Agreement for CNG2020

Ensure that ICAO’s work on the adoption of SARPs, policies and guidance on Measurement, Reporting and Verification (MRV), Emissions Units criteria and Registries for the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) takes into account the interests of the airline industry.

Provide capacity building and outreach for the aviation industry to help airlines prepare for the implementation of the CORSIA by conducting a minimum of five regional workshops.

Promoting Sustainable Aviation Fuel Projects

Engage in five advocacy campaigns where policy leadership is required in the interests of member airlines, including contribution to two airport focused campaigns.

Develop an industry driven solution to increase demand for sustainable alternative fuels on commercially viable basis.


  • Monitor and maintain high levels of membership satisfaction.
  • Increase IATA representation of global traffic from 83% to 84% by attracting new members including new model airlines.

IATA Members

plane-lightbulbs-2From 57 founding members in 1945, IATA now represents some 275 airlines in over 117 countries. Carrying 83% of the world’s air traffic, IATA members include the world’s leading passenger and cargo airlines.

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

Apply for IATA membership

Strategic Partnerships

The Strategic Partnerships Program is a platform for aviation solution providers to build as well as strengthen relationships with key industry stakeholders. Through their participation in various IATA work groups, Strategic Partners gain a unique insight into airlines’ priorities and have the opportunity to be recognized for working together with IATA in serving the air transport industry.

Become a Strategic Partner

  • Gain a unique perspective into airline priorities
  • Participate in the development of new airline initiatives
  • Interact with global decision-makers and other influential leaders
  • Promote solutions that are critical to the future of the aviation industry
  • Position your company for success
  • Download the Strategic Partnerships brochure (pdf)

Get on Board!

Our Partners

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.
To apply for an IATF program, please contact the IATF Manager.

IATF Regional Training Program

This is open to airlines in developing nations that are willing to host IATA courses at their premises. Priority is given to airlines that have identified skill gaps through a formal training needs assessment, and to airlines that have set post-training goals in relation to organizational performance. Personnel from other carriers in the region are encouraged to attend if the hosting airline cannot fill all of the available seats (25 maximum).

Action Learning Initiatives to Improve Airline Safety and People Management

Concerned about the impact of training on organizational performance, the IATF offers action learning initiatives to complement the traditional IATA courses, particularly in the areas of safety and people performance:

  • The IOSA Implementation Training Initiative for African airlines–is offered in support of the Abuja Declaration on Aviation Safety in Africa. It helps IOSA-eligible airlines to have their safety operations comply with IOSA Standards and Recommended Practices, through a gap analysis that leads to an effective IOSA implementation action plan.
  • The Safety Management Systems (SMS) Implementation Training Program – an SMS is a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures. Besides reviewing SMS concepts, participants learn to conduct an SMS gap analysis and are given the tools to close the gaps.

Safety Diploma for Civil Aviation Authorities in Africa

Since 2014, IATF training support has also been extended to civil aviation authorities in Africa in the form of a 5-module diploma program which aims to further enhance IOSA awareness and improve the safety oversight capabilities of safety inspectors in the region.

IATA’s Corporate Governance Structure

This section contains the formal reference materials covering the IATA corporate governance structure.

Act of Incorporation

On December 18, 1945 assent was given to a special Act of the Canadian Parliament incorporating IATA.
Act of Incorporation (pdf)

Articles of Association

The Articles of Association regulate the activities and affairs of IATA. The Articles are amended from time-to-time by the Annual General Meeting. The most recent amendments were adopted by the 68th Annual General Meeting held in Beijing 10-12 June 2012.
Articles of Association (pdf)

The Nominating Committee

The Nominating Committee is appointed to make recommendations to the Annual General Meeting for appointments of members to the Board of Governors.
Rules of the Nominating Committee (pdf)

Rules of Procedure of General Meetings

The Rules of Procedure of General Meetings sets the composition, agenda, conduct of business, etc. for IATA’s Annual General Meetings.
Rules of Procedure of General Meetings (pdf)

Board of Governors

The IATA Board of Governors is IATA’s government. Its members exercise an oversight and executive role on behalf of the membership as a whole in representing the interests of the Association.

Rules and Regulations of the Board of Governors (pdf)
Board of Governors Membership

Industry Committees

Rules and Regulations of the six Industry Committees: Cargo, Environment, Financial, Industry Affairs, Legal and Operations.

Rules and Regulations of the Industry Committees (pdf)

Industry Committees Mandates and Membership (pdf)

Industry Committees Working Groups and Task Forces (pdf)

Organizational Changes

On 25 January 2017 IATA announced that it is restructuring the operations of IATA’s Financial Settlement Systems in preparation for major product and service enhancements.

The progressive introduction of New Generation IATA Settlement Systems (NewGen ISS) will expand and improve the product offering associated with IATA’s Financial Settlement Systems. This development will necessitate more intense customer support than could be efficiently achieved within the current structure.

Creation of a Global Delivery Center for Settlement Systems

A Global Delivery Center is being created which will offer upgraded support to customers of all IATA Financial Settlement Systems. All functions supporting and delivering IATA Financial Settlement Systems will be concentrated in Beijing, Madrid, Montreal and Singapore. The new structure is expected to be fully functional within 2018. In the interim period, existing service levels will be maintained and progressively enhanced.

To achieve this new level of service, staff relocations will be necessary from Amman and Miami. Staff moves from Geneva are also being proposed to complete the transformation. The current global IATA staffing level is, however, expected to be maintained.

IATA is committed to supporting all staff members affected by this restructuring. The main objective is to retain expertise by facilitating the smooth and efficient relocations of staff. In cases where employees are not able to move, IATA is committed to a supportive and respectful transition process.

The basic architecture of IATA’s global presence remains unchanged. IATA will continue to operate with its headquarters in Montreal and executive offices in Geneva. IATA’s five regional offices (Africa and Middle East, Asia Pacific, Europe, North Asia, and The Americas) along with our field and area offices will continue to support our members, customers and stakeholders around the world across the breadth of IATA’s activities.

Any questions?

Please contact Corporate Communications.

The Founding of IATA

IATA was founded in Havana, Cuba, on 19 April 1945. It is the prime vehicle for inter-airline cooperation in promoting safe, reliable, secure and economical air services – for the benefit of the world’s consumers. The international scheduled air transport industry is more than 100 times larger than it was in 1945. Few industries can match the dynamism of that growth, which would have been much less spectacular without the standards, practices and procedures developed within IATA.

At its founding, IATA had 57 members from 31 nations, mostly in Europe and North America. Today it has some 275 members from 117 nations in every part of the globe.

In April 2017, we celebrate 72 years of flying, better, together, with our member airlines

The modern IATA is the successor to the International Air Traffic Association founded in the Hague in 1919 – the year of the world’s first international scheduled services.
Next: Early Days

IATA by Region

IATA has 54 offices in 53 countries, It represents some 275 airlines from 117 countries. Flights by IATA members represents 83% of total traffic (RTK: Revenue Tonne Kilometers). The IATA regional pages are your access to regional information, such as industry issues, safety and security, agency programs and regional planning, regulatory public policies, and more.