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Financial Statements — Building the future — Innovation — Achievements Horizons — Sector issues —New destinations and strategic partnerships — Committed ANNUAL REPORT ANNUAL REPORT 2012 AFRP023_RA_2012-13_VA.indd 1 23/04/13 16:24 — Building the future — Innovation — Achievements Horizons EDITORIAL 05 — Sector issues —New destinations A spirit of conquest and strategic partnerships — Committed Jean-Cyril Spinetta, Chairman and Chief Executive Officer of Air France-KLM NEWS 07 Achievements ANNUAL REPORT ANNUAL REPORT 2012 KEY FIGURES 12 A SHARED VISION 14 Building the future Peter Hartman, President and Registration Chief Executive Officer of KLM Document 2012 and Alexandre de Juniac, Chairman and —Including the annual fi nancial report Chief Executive Officer of Air France HOW IT WORKS 20 The air transport 2012 ANNUAL REPORT players 03 ANALYSIS 22 Horizons INNOVATION 36 Developed with — Governance — Environment — Society you in mind Committed — Environmental footprint SOLIDARITY 40 — Customer experience — Social policy Committed — Local development FINANCE 45 2012 Governance Cover photo: Kuala Lumpur, Malaysia CORPORATE SOCIAL RESPONSIBILITY REPORT Access the Group’s Annual Report, CORPORATE SOCIAL RESPONSIBILITY REPORT CORPORATE Corporate Social Responsibility Report and Registration Document at www.airfranceklm.com AFRP023_RA_2012-13_VA.indd 2-3 23/04/13 16:24 EDITORIAL In an environment of highly complex balances of power, Air France-KLM plans to reinforce its leadership position within the air transport industry. This implies both returning to profitability and developing its strengths to be able to affirm its positions at global level. Air France-KLM is engaged in a vast transformation plan to reduce its costs and regain competitiveness. Launched in 2012, this plan dubbed Transform 2015 continues to be deployed across all the Group’s businesses: passenger transportation, cargo transportation and aeronautics maintenance. In 2013, the Group is pursuing its strategic investment to offer innovative products and services which are adapted to evolving customer needs. It is also developing strategic partnerships JEAN-CYRIL SPINETTA and further extending its long-haul network, the leading network CHAIRMAN AND CHIEF EXECUTIVE OFFICER 2012 on departure from Europe. OF THE AIR FRANCE-KLM GROUP ANNUAL REPORT 04 05 The Group’s employees are driving this transformation by enabling the implementation of new working conditions and action plans, thereby building the future of Air France-KLM. A SPIRIT OF CONQUEST he European air transport industry is facing some major challenges. The heart of our market T is currently seeing a geographical shift towards Asia, Africa and South America, accompanying the exponential growth of the emerging countries. These are all new customers that we need to win over. Furthermore, competition is very cut-throat, particularly in Europe. Fares for domestic and European flights have collapsed under the effect of the low cost carriers and high speed rail while the Gulf State airlines are experiencing unprecedented growth, particularly on the flows between Asia and Africa. European and international regulations are also increasingly onerous for the industry. All these factors are, moreover, coinciding within a context of economic slowdown where the crisis is eroding travel budgets. his is why the so-called “major” airlines are T currently focused on two complementary strategies. AFRP023_RA_2012-13_VA.indd 4-5 23/04/13 16:24 NEWS JEAN-CYRIL SPINETTA CHAIRMAN AND CHIEF EXECUTIVE OFFICER OF THE AIR FRANCE-KLM GROUP ACHIEVEMENTS irstly, over the past decade, we have seen prevailed. After an intermediary phase launched in 2007, F a trend towards concentration in the sector. Back we are well on the way towards the integration of all the in 2004, Air France-KLM was a pioneer in this European strategic functions, from the commercial and maintenance consolidation which is now virtually complete. activities to a number of common functions such as IT. HUBS Secondly, the airlines are increasingly entering into This primarily reflects a rationale based on economic partnerships to extend their networks through code sharing. efficiency. The aim is to capture all the synergies in terms More rapidity and the handling of checked Our recent cooperation with Etihad Airways is a good of both costs and revenues. simplicity at Amsterdam- baggage. The new Schiphol and Paris- system, deployed in example in that it opens new markets which we would not The second fundamental aspect of this integration is SHORT AND MEDIUM HAUL have been able to develop alone. adaptation to the changes in our industry. If the Europeans Charles de Gaulle a series of phases and In this context of highly complex balances of power, want to remain present in the major alliances they finalized in 2012, improves Revamped offers to respond The opening of Hall M, it is vital for the Air France-KLM group to reinforce its themselves created and continue to be fully fledged sector the speed at which to new travel developments a new boarding satellite in 2012 leadership position within the air transport industry. players, they will need to be more organized about making connecting baggage is Paris-Charles de Gaulle’s transferred at Amsterdam- This implies both returning to profitability to give us the their voice heard more effectively and defending their ANNUAL REPORT 06 Within the framework of the Transform 2015 Terminal 2E, has enabled 07 means to pursue our ambitions, continuing to develop the common interests. Schiphol. KLM now plan, Air France and KLM are offering new, Air France to regroup its network and defending our positions by making our voice This is why we have been working, in recent months, handles this transfer for operations to the east heard at global level. on a new coherent and efficient organization to be up and more competitive prices on their short and customers in a dedicated, of the airport. Terminal 2E o this end, we have launched two inseparable running by July this year which will give us the means to medium-haul network. With the launch of fully-automated area. now welcomes the projects. The first involves achieving a successful achieve these ambitions. its Mini fares, Air France enables customers This system will be able T international flights, with transformation so that we are more competitive. Our target he task entrusted to me by the Board of Directors to handle up to 70 million to choose between the all-inclusive Classic 2F exclusively for flights is to improve productivity and reduce our manageable in October 2011 was to ensure the Group’s pieces of baggage per T offer and the Mini range, a simplified product arriving from or bound for costs by 20%, something on which the two airlines are economic and financial recovery and to introduce a new, year, ensuring that both without checked baggage and Flying Blue the Schengen space and currently working via the Transform 2015 plan. Air France- more-integrated organization. Air France-KLM is now KLM and Amsterdam- 2G for the regional flights. KLM is targeting a €2 billion reduction in debt between embarked on the path to recovery through a reduction miles at fares starting from €49 including Schiphol airport are ready This regrouping of 2012 and 2014 by cutting costs and curtailing investment in both its costs and debt. A new management team can taxes to 58 destinations in France and for the future. operations together with in both companies. This is now well under way and I would now take over and ensure that the Group remains a leading across Europe. KLM is offering new fares the opening of faster, more like to pay tribute to the remarkable achievements of all airline and, together with employees, build on its strengths. on its medium-haul network with more convenient connecting our staff. he time has now come to hand over the baton: than 30 European destinations accessible channels simplifies transit n parallel, we have also decided to move to the on July 1, I shall step down from my positions as T through the airport. next stage in the integration of Air France and KLM. Chairman and Chief Executive Officer of Air France-KLM from €99 including taxes. The Group is I Ninety per cent of It is now key to have a much more integrated Group with Alexandre de Juniac as my successor. also investing in its regional subsidiaries. customers arriving from structure with a very clear demarcation of responsibilities firmly believe that this new stage in governance Air France is launching a new company the Schengen space now at both Group and subsidiary level. will give the Air France-KLM group the means I under the HOP! brand, regrouping its three benefit from streamlined The 2004 merger opened the way to an initial three- to reaffirm the leadership position that is its natural place Brit Air, Regional and Airlinair subsidiaries. circuits meaning they year period during which the principle of coordination within the air transport industry. HOP! now offers a new proposition which no longer have to queue is better attuned to the customer need for for security checks during mobility and autonomy. Transavia France their stopover in Paris. is developing its “leisure” destinations and Furthermore, KLM and Amsterdam-Schiphol expanding its fleet with the arrival of three airport are investing new Boeing B737-800s in 2013. together to optimize AFRP023_RA_2012-13_VA.indd 6-7 23/04/13 16:24 NEWS SKYTEAM ALLIANCE 1,000 destinations! The SkyTeam global alliance now has 19 members and, in 2012 thanks to four new Minneapolis - Montevideo - Ålesund members, it crossed NETWORK Designer Hella Jongerius the 1,000 destination mark in 187 countries. Six new destinations in Summer 2013 UPGRADES The membership of Xiamen Airlines confirms PARTNERSHIPS The Air France-KLM group will be offering 2012 A best-in-class Business customer proposition the alliance’s number one new destinations for the Summer 2013 ANNUAL REPORT 08 position in Greater China.
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