Air Canada announces preliminary results of $500 million substantial issuer bid
MONTRÉAL, June 23, 2025 /CNW/ - Air Canada (TSX: AC) today announced the preliminary results of the now expired substantial issuer bid (the "Offer") to purchase for cancellation up to $500 million of its Class A Variable Voting Shares and Class B Voting Shares (collectively, the "Shares") at a purchase price of not less than $18.50 and not more than $21.00 per Share.
Air Canada expects to take up and pay for 26,595,744 Shares at a price of $18.80 per Share under the Offer, representing an aggregate purchase price of about $500,000,000 and about 8.24% of the total number of Air Canada's issued and outstanding Shares as of June 20, 2025 and before giving effect to the Offer.
In response to the Offer, 26,823,988 Shares were validly deposited and not withdrawn pursuant to auction tenders at or below the purchase price and purchase price tenders. Since the Offer was oversubscribed, shareholders who made auction tenders at or below the purchase price and purchase price tenders will have the number of Shares purchased prorated following the determination of the final results of the Offer (other than "odd lot" tenders, which are not subject to proration). Air Canada currently expects that shareholders who made auction tenders at or below the purchase price and purchase price tenders will have about 99.14% of their validly deposited Shares purchased by Air Canada.
After giving effect to the Offer and based on the number of issued and outstanding Shares on June 20, 2025, Air Canada expects to have 296,131,236 Shares issued and outstanding.
Further information
The number of Shares validly deposited and not withdrawn, the number of Shares to be purchased, the proration factor and the purchase price referred to above are preliminary and remain subject to verification by TSX Trust Company (the "Depositary"), as depositary for the Offer. Upon take up and payment of the Shares purchased, Air Canada will release the final results, including the estimated paid-up capital per Share and "specified amount" (each for purposes of the Income Tax Act (Canada)) and the final proration factor.
The full details of the Offer are described in the offer to purchase and issuer bid circular dated May 16, 2025, as well as the related letter of transmittal and notice of guaranteed delivery, copies of which were filed and are available under Air Canada's profile on SEDAR+ at www.sedarplus.ca.
This press release is for informational purposes only and does not constitute an offer to buy or the solicitation of an offer to sell Air Canada's Shares. All dollar amounts are in Canadian dollars.
CAUTION REGARDING FORWARD-LOOKING INFORMATION
This news release includes forward-looking statements within the meaning of applicable securities laws. Forward-looking statements relate to analyses and other information that are based on forecasts of future results and estimates of amounts not yet determinable. These statements may involve, but are not limited to, comments relating to guidance, strategies, expectations, planned operations or future actions. Forward-looking statements are identified using terms and phrases such as "preliminary"; "anticipate"; "believe"; "could"; "estimate"; "expect"; "intend"; "may"; "plan"; "predict"; "project"; "will"; "would"; and similar terms and phrases, including references to assumptions. These statements also include statements relating to the terms of the Offer, the maximum dollar value and number of Shares that Air Canada may purchase under the Offer, the price at which Air Canada will repurchase Shares under the Offer, the proration factor, and the number of Shares expected to be issued and outstanding after completion of the Offer.
Forward-looking statements, by their nature, are based on assumptions including those described herein and are subject to important risks and uncertainties, which are amplified in the current environment. Forward-looking statements cannot be relied upon due to, among other things, changing external events and general uncertainties of the business of Air Canada. Actual results may differ materially from results indicated in forward-looking statements due to a number of factors, including those discussed below.
Factors that may cause results to differ materially from results indicated in forward-looking statements include economic conditions, statements or actions by governments and uncertainty relating to the imposition of (or threats to impose) tariffs on Canadian exports or imports and their resulting impacts on the Canadian, North American and global economies and travel demand, geopolitical conditions such as the military conflicts in the Middle East and between Russia and Ukraine, Air Canada's ability to successfully achieve or sustain positive net profitability, industry and market conditions and the demand environment, competition, Air Canada's dependence on technology, cybersecurity risks, interruptions of service, climate change and environmental factors (including weather systems and other natural phenomena and factors arising from anthropogenic sources), Air Canada's dependence on key suppliers (including government agencies and other stakeholders supporting airport and airline operations), employee and labour relations and costs, Air Canada's ability to successfully implement appropriate strategic and other important initiatives (including Air Canada's ability to manage operating costs), energy prices, Air Canada's ability to pay its indebtedness and maintain or increase liquidity, Air Canada's dependence on regional and other carriers, Air Canada's ability to attract and retain required personnel, epidemic diseases, changes in laws, regulatory developments or proceedings, terrorist acts, war, Air Canada's ability to successfully operate its loyalty program, casualty losses, Air Canada's dependence on Star Alliance® and joint ventures, Air Canada's ability to preserve and grow its brand, pending and future litigation and actions by third parties, currency exchange fluctuations, limitations due to restrictive covenants, insurance issues and costs, and pension plan obligations as well as the factors identified in Air Canada's public disclosure file available at www.sedarplus.ca and, in particular, those identified in section 18 "Risk Factors" of Air Canada's 2024 MD&A and in section 14 "Risk Factors" of Air Canada's First Quarter 2025 MD&A.
The forward-looking statements contained in this news release represent Air Canada's expectations as of the date of this news release (or as of the date they are otherwise stated to be made) and are subject to change after such date. However, Air Canada disclaims any intention or obligation to update or revise any forward-looking statements whether because of new information, future events or otherwise, except as required under applicable securities regulations.
About Air Canada
Air Canada is Canada's largest airline, the country's flag carrier and a founding member of Star Alliance, the world's most comprehensive air transportation network. Air Canada provides scheduled service directly to more than 180 airports in Canada, the United States and Internationally on six continents. It holds a Four-Star ranking from Skytrax. Air Canada's Aeroplan program is Canada's premier travel loyalty program, where members can earn or redeem points on the world's largest airline partner network of 45 airlines, plus through an extensive range of merchandise, hotel and car rental partners. Through Air Canada Vacations, it offers more travel choices than any other Canadian tour operator to hundreds of destinations worldwide, with a wide selection of hotels, flights, cruises, day tours, and car rentals. Its freight division, Air Canada Cargo, provides air freight lift and connectivity to hundreds of destinations across six continents using Air Canada's passenger and freighter aircraft. Air Canada's climate-related ambition includes a long-term aspirational goal of net-zero greenhouse gas emissions by 2050. For additional information, please see Air Canada's TCFD disclosure. Air Canada shares are publicly traded on the TSX in Canada and the OTCQX in the US.
Internet: aircanada.com/media
Sign up for Air Canada news: aircanada.com
Media Resources: Photos Videos B-RollArticles
SOURCE Air Canada
View original content to download multimedia: http://www.newswire.ca/en/releases/archive/June2025/23/c9552.html
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Bloomberg
41 minutes ago
- Bloomberg
US GDP Revised Lower as Consumers Slash Recreation Spending
US consumer spending grew in the first quarter at the weakest pace since the onset of the pandemic as outlays for recreation services plunged. Recreation services spending subtracted 0.14 percentage point from gross domestic product in the first three months of the year, the most since the second quarter of 2020, according to Bureau of Economic Analysis figures published Thursday.


Washington Post
44 minutes ago
- Washington Post
How carbon capture works and the debate about whether it's a future climate solution
Power plants and industrial facilities that emit carbon dioxide, the primary driver of global warming, are hopeful that Congress will keep tax credits for capturing the gas and storing it deep underground. The process, called carbon capture and sequestration, is seen by many as an important way to reduce pollution during a transition to renewable energy.


Forbes
an hour ago
- Forbes
ISeatz Laid The Rails For Travel Loyalty & Why Sundays Are Tuesdays
Kenneth Purcell didn't set out to build a loyalty infrastructure juggernaut. In fact, when he founded iSeatz in 1999, the original play was online restaurant reservations. A couple of pivots, one deep market recession, and more than two decades later, the New Orleans-based company now powers loyalty travel and lifestyle booking for the biggest names in the financial and travel industries. Think Amex. Think Delta. Think over 13.7 million travelers a year and nearly $9.6 billion in transactions. So how did iSeatz get here—and where is it heading? I sat down with Kenneth to learn more about his journey, the macro shifts shaping loyalty, and why personalization, not just perks, is the ultimate competitive moat. iSeatz Moves From Fax Machines to Full-Stack Loyalty 'We started out faxing and emailing restaurant reservations to places in the French Quarter,' Kenneth told me. 'It was a different era.' But after OpenTable outraised them and survival looked uncertain, Purcell and his team did something classic entrepreneurs do best: pivot. The business evolved from restaurant dining packages to activities and destination services, and then—by 2006—into a loyalty tech partner for airlines like Delta, offering non-air bookings with Skymiles integration. By the time American Express came knocking in 2011, iSeatz had morphed again, becoming one of the first platforms to allow consumers to both earn and burn points on lifestyle bookings. The Amex partnership was a watershed moment—it introduced air sales and turned loyalty from a passive earn-only model into a transactional engagement channel. A Platform at Scale Today, iSeatz calls itself a platform-as-a-service company. By the end of this summer, it will officially be 'travel-as-a-service,' with full agency capabilities built into the backend. The company supports over 100 partners and processes billions in transactions, quietly helping power the platforms consumers know best—from airlines to credit cards. 'Our net revenue is around $100 million,' Kenneth said. 'And we run a 30% EBITDA business.' That level of profitability and scale is rare in today's venture-fueled, growth-over-everything economy. But perhaps more interesting than the numbers is the influence iSeatz has behind the scenes. 'If there's a storm, and you're the umbrella dealer, business is good,' Kenneth quipped. 'And right now, loyalty is in a storm.' American Express, Capital One, Chase vs. OTAs - Let The Travel Wars Ensue When I asked Kenneth where loyalty is going in an AI and blockchain world, he didn't mince words: 'The credit card companies—Amex, Chase, Capital One—are positioned to disrupt OTAs in a major way.' CEO: C-suite news, analysis, and advice for top decision makers right to your all set! Enjoy the CEO newsletter! You're all set! Enjoy the CEO newsletter! The thesis is simple: credit card loyalty programs already own the consumer relationship. They know what you buy, when, and where—even beyond Amazon's reach. When coupled with AI, these insights will power a new era of hyper-personalization and utility. 'Imagine a world where your travel app knows your preferences, your budget, your history, and serves up a curated experience—earn and burn optimized—for just you,' Kenneth said. Think: Minority Report meets Expedia meets Venmo—with your points as currency. But don't expect this currency to become freely tradable anytime soon. 'There's no real incentive for Chase or Amex to let you trade loyalty currencies peer-to-peer—unless they own the exchange,' Kenneth added. The Consumer Purchase Shift: Why Sundays Are the New Tuesdays Shifting Consumer Travel Purchase Behavior From Tuesday To Sunday as "Return To Work" Likely Impacts ... More Consumer Behavior The conversation turned especially fascinating when Kenneth dropped a data nugget: booking behavior is shifting. After over a decade of consistency, the day-of-week pattern for bookings changed the past few years. 'Sundays and Mondays are seeing significant lifts. Saturdays and Tuesdays are declining,' he said. The theory? Return-to-office pressures and a renewed desire to protect family time. More surprisingly, predictive revenue models that used to work perfectly are now getting upended at the start of each month—only to snap back in line by month's end. 'Consumers are still spending—but they're doing it differently,' Kenneth said. 'Later in the cycle. More spontaneously. But not less.' What's Next: Personalization, Premiumization, and a Tectonic Shift As credit card issuers compete to layer more value—Chase with Sapphire Reserve, Amex teasing big moves—Kenneth sees continued growth in premium loyalty. The playbook? More perks, higher annual fees, and eventually, truly intelligent personalization. He envisions a world where card-linked travel feels like swiping through TikTok—adaptive, personalized, intuitive, and frictionless. 'I want a loyalty platform that knows I have four boys and that I'm headed to New York for a weekend. It should serve up ideas I'll actually love, not just a random list of options,' Kenneth said. 'That's what we're building toward.' This level of personalization will separate brands who aspire to do vs. brands that deliver on 'you know me.' Loyalty Is Infrastructure As someone who's worked on the front lines of consumer behavior and written books about trends for decades, I believe what Kenneth is building—and what iSeatz enables—is not just a platform, but foundational infrastructure for a new type of brand relationship. With the demand for experiences climbing and technology being a key driver that enables personalization iSeatz has the potential to unlock this rising demand. Loyalty is no longer just about free flights. It's about salience. It's about timing. And it's increasingly about personalization at scale. Or, as Kenneth put it: 'We're just getting started.'