Transat A.T.



Travel & Leisure



300 Rue Leo-Parizeau
Suite 600
Montreal, QC H2X 4C2
Tel: (514) 987-1660
Fax: N/A



  • #57 World’s Best Employers 2020
  • #69 Canada’s Best Employers




Keith Lawless


  • Canada Gold Award Best Large Holiday Company 
  • Corporate Knights Best 50 Corporate Citizens in Canada
  • World’s Best Leisure Airline 2019
  • Agents’ Choice Awards: Favourite Overall Supplier, Favourite Overall Ttheir Operator and Favourite Tour Operator to the Caribbean/Mexico.



Report created by Ajith Thangavelautham

Transat A.T.

SECTIONS :  Sustainability    Evaluation  •  Progress  •  Watch  •  Overview

Company Activity

Transat A.T is a tour operator based in North America. Generally utilized around the holidays, the company provides travel services in air-only and package form. 

The company also acts as a retail distributor with around 500 travel agencies producing website sales. Additionally, Transat A.T provides airport and destination services, and participates in the hotel business in countries such as Mexico and the Dominican Republic. In recent years, the company has received bids from Air Canada; the closing of the $720 million dollar deal is expected to be resolved in 2021. 

The company was founded in 1987 by Jean-Marc Cesare and Philippe Sureau, and is headquartered in Montreal, Quebec.

Company Sustainability Activity

No relevant information to disclose in this section.


  • Since 2009, Transat has helped implement some 55 projects in more than 20 villages in Mexico, the Dominican Republic, Haiti, Jamaica, Panama, Peru, and Nicaragua.
  • Since 2012, Transat has played an active role in tourism development in the “Pearl of the Antilles,” which has included providing support to local authorities responsible for tourism infrastructure.
  • In 2010 and 2011, Air Transat helped build an orphanage school for the Fondation Jacqueline Lessard, providing assistance to needy Haitian children.


Transat does not disclose any targets related to sustainability at the moment.



Environmental performance in their facilities

  • Reduce resource consumption
    • Conduct an annual awareness campaign on everyday actions to be taken (e.g., plastic, paper, recycling, energy use, green meetings)
    • Encourage building managers to implement new environmental initiatives
  • Optimize waste recovery and reduction
    • Achieve Level 3 of Quebec government ICI ON RECYCLE! certification at Montreal head office
    • Conduct a feasibility study of composting and removal of waste baskets in their offices in Toronto
    • Target the 10 biggest users of paper and implement reduction measures where possible

Greenhouse gas (GHG) emissions

  • Encourage employees to use sustainable transportation
    • Set up new measures to increase participation in their sustainable transportation programs
    • Conduct a campaign aimed at managers with the goal of reducing business travel
  • Reduce their business-travel-related GHG emissions
  • Conduct a campaign aimed at managers with the goal of reducing business travel 

Responsible procurement of goods and services

  • Track implementation of their responsible procurement policy
    • Raise awareness among new hires and integrate the guide into the onboarding process
    • Distribute the Responsible Procurement Guide to their franchisee agencies
    • Conduct an annual awareness campaign on responsible procurement
    • Create a committee to follow up with the main purchasers
  • Supplier awareness
    • Incorporate their sustainable procurement policy in their call-for-tenders
    • Draw up a list of eco-friendly suppliers for frequently purchased goods/services

More sustainable offering

  • Highlight hoteliers with green certification
    • Set up a program to acknowledge certified hotels

Provide incentives for their partners to engage in a sustainable development process 

  • Awareness of tourism service providers
    • Track progress by non-certified hotels (performance indicators)
    • Encourage their partners to provide training to personnel

Improve social sustainability of their excursions 

  • In-house awareness​
    • Train employees at destination on sustainable excursion practices
    • Integrate tips for travellers into training of personnel at destination
  • Customer awareness 
    • Publish tips for travellers on their website
    • Use an icon to identify excursions (cultural heritage, nature, wildlife)
    • Look into new sustainable excursions in Mexico (Riviera Maya)
  • Awareness of tourism service providers 
    • Distribute their Code of Conduct of Sustainable Practices to excursion providers via their main incoming TOs

Customer awareness initiatives

  • Encourage their customers to travel responsibly
    • Raise traveller awareness via their mobile app
    • Develop tools for destination reps and ensure the messages are conveyed to their customers 

Cooperation with communities

  • Maintain their humanitarian actions at destination
  • Partnership
    • Promote their partnership with SOS Children’s Villages and contribute to implementation of projects in their destination countries
    • Support an organization involved in improving accessible tourism opportunities for persons with restricted physical ability

Employee engagement

  • Ensure that their employees are aware of, and understand, their approach
    • Training: integrate the training modules into the onboarding process for new hires
    • Train 80% of their personnel via the modules
  • Raise employee awareness of the child sex tourism issue
    • In-house awareness: conduct a yearly reminder campaign for all personnel
  • Promote community engagement by their personnel
    • Leave for Change: support ftheir international development missions each year (Leave for Change)
    • Volunteering program
      Enroll at least 300 participants per year in their community volunteer days
    • In-house fundraising campaign
      Successfully execute the annual Big Hearts Challenge campaign benefiting United Way (Canada) and SOS Children’s Villages (international)


United Nations Sustainable Development Goals

United Nations SDGs Compliance

The following section aligns current company-wide sustainability initiatives with the UN Sustainable Development Goals. Although not explicitly stated, Transat A.T has attempted to be compliant with  SDGs.

SDG 12

  • Since 2012, almost all paper used in-house has been sourced from 100% recycled fibre, and each year, the company donates some 500 kg of IT hardware to non-profit groups.

SDG 13

  • Began the renewal of its fleet with the arrival of its first Airbus A321neoLR. 
  • Air Transat, member of SAF+ CONSORTIUM, finalist to develop sustainable fuel: its clean fuel production technology will revolutionize the aviation industry.
  • Installation of a solar wall that is generating GHG emissions savings of 260 tonnes per year.
  • Replaced more than 5,200 traditional light fixtures with LED lighting in Montreal and Toronto, realizing annual electricity savings equivalent to the annual usage of 30 single-family homes.

SDG 17 

  • Since 2009, Transat has partnered with SOS Children’s Villages, which provides stable, caring environments for some 80,000 orphaned and abandoned children in 134 countries around the world
    • Includes the commitment to support the organization financially and help raise public awareness of its efforts
    • Provided financial support of some $2.35 million since 2009.
  • Under their Small Change, Big Hearts program, pocket change is collected from passengers at the end of every Air Transat flight. Since 2010, half of all amounts raised have gone to SOS Children’s Villages
  • In 2014 and 2015, Transat’s Twitter auctions of travel packages raised more than $117,000 for SOS Children’s Villages
  • In 2016, Air Transat contributed to relief efforts in Haiti following the passage of Hurricane Matthew, transporting more than 25 tonnes of medicine and other essential supplies, notably by means of a humanitarian flight operated with assistance from Food for the Poor Canada
  • In 2012, a group consisting mainly of Air Transat employees created the NGO FENDLI (Foyer d’Enfants Notre-Dame-de-Lourdes International) to support construction of a group home for a hundred disadvantaged youth
  • Following the earthquake that devastated Port-au-Prince and other areas in 2010, Transat and its employees led the most extensive humanitarian action in the history of the company, Operation Haiti, delivering more than 125 tonnes of supplies, flying out evacuees, and donating more than $200,000 to associations working on the ground

Transat A.T has an annual report, but the report does not include explicit information about sustainability; suitability related information can be found on their website and categorized into different links. 

Likewise, Transat has not directly complied with SDGs. The company has two secondary certifications and a few awards. Due to the limited information Transat A.T has provided

The company has been given a D rating.

Analyst Outlook: Neutral

Transat has made limited progress in sustainability: there are no facts behind their claims in the progress section of this report. The company claims to be “raising awareness” for most areas of their sustainability action.

Transat has made great progress in their philanthropic efforts, as they have facts and figures to support their claims. This is why Transat has been given a neutral outlook. 

Key Points

  • Thoroughly engaged in philanthropy, as SDG 17 is a main focus.
  • No data to support most sustainability efforts.
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