Strategy
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Together and united, the teams of Air France, KLM, Transavia, and all the Group's companies are our greatest strength, proving that we have what it takes to remain among the leaders.
Our strategic ambition
With our strong European roots and a global network of over 320 destinations, the Group's activities connect people, economies, and cultures, and boost economic growth and social progress.
The Air France-KLM Group aims to become a champion of air transport in Europe, while fulfilling its role as a pioneer of sustainable aviation.
Protecting customers' and employees' health and keeping them safe while flying is the Group's top priority and something that they commit to each and every day. Air France-KLM's value creation model, which highlights the areas of impact of the Group, is for all Group stakeholders, employees, shareholders, customers, suppliers, as well as all the relevant authorities, institutional and non-governmental organisations, and other local partners.
Its position as the European leader in terms of intercontinental traffic departing from Europe gives Air France-KLM a major role in global air transport. Its main activities include passenger and cargo transport through its network activities, low-cost transport, and aircraft maintenance. The Group works to reconcile growth, environmental protection, social value, and local development at all hubs and destinations.
Restructuring our activities
Managing our costs as closely as possible
Growing profitable passenger revenue
Developing customer data strategies, our Flying Blue programme, and our Cargo and Engineering & Maintenance activities
Restructuring the less profitable French domestic network
Modernising our fleet
Our activities
Air France, KLM and Transavia
employees
destinations
countries
of revenues
(14% increase compared to 2022)
capacity of 2019 level
passengers transported
SkyTeam Alliance member companies as of 31 December 2020
tons of cargo transported
of cargo transported in the bellies of passenger aircraft
companies are customers of AFI-KLM E&M
aircraft maintained
The transformation of the Air France-KLM Group
To achieve our performance objectives and address current societal and environmental challenges, we are committed to fundamentally transforming the Group.
Becoming the best employer for our employees
We want to position ourselves as an employer of choice in order to achieve the best possible Employee Promoter Score.
Our 76,000 employees are our greatest assets. They are the true face of our Group for our customers and proud representatives of our brands throughout the world. We continuously invest in employee training to ensure they have an excellent level of skills while also allowing them to develop their sense of initiative, particularly thanks to the use of digital tools that enable them to exceed our customers' expectations.
Even in the context of the current crisis, we remain devoted to maintaining a high level of commitment on their part and to strengthening the relationships between the teams.
We encourage mobility and personal development just as much as we encourage our employees to uphold the values of trust, respect, transparency, and confidentiality.
Our strategic assets
Advantages that will help us to achieve our goals :
The outstanding work of our teams makes it possible for us to offer high-quality and attentive services so that our customers can enjoy a comfortable and safe flight. Our culture of diversity forms the foundation for lasting relationships with our customers, in all countries in which the Group operates.
Our brands work according to operating logics that enable them to occupy complementary markets. With over 20 million members, our joint "Flying Blue" customer loyalty programme enhances our brands' appeal.
A global network
We operate one of the most extensive networks of routes between Europe and the rest of the world, structured around two major intercontinental hubs – Paris-Charles de Gaulle and Amsterdam Schiphol.
Our fleet is among the most streamlined and modern in the sector. This gives us a major advantage and makes it possible for us to offer our passengers a better experience while saving fuel and meeting our sustainability commitments.
The strength of our network
Our Group can rely on a solid network of destinations. We are continuing our policy of commercial integration with our major global partners, such as Delta Air Lines Inc. and China Eastern Airlines, while ensuring that a relationship of mutual trust is maintained at all times.
Founding members Air France and KLM are part of the SkyTeam Alliance, which is made up of 19 major airlines serving more than 1,000 airports worldwide.
This collaboration allows us to quickly identify new issues and prepare ourselves to meet future expectations and challenges.
Our customer knowledge
Our experience with customer relations helps us to better understand the expectations and behaviour of our customers.
More than 50% of our revenues are generated by loyal customers
Our ability to innovate
One of our aims is to use the latest technologies to meet our customers' needs. We are proud to offer exclusive features such as Air France Play and the purchase of tickets directly via the social networks of our brands.
We feel that it is our responsibility to accelerate our environmental transition and become the leader of a more sustainable aviation industry. This is why we have developed our "Destination Sustainability" strategy. It is centred around two main pillars: Environment, and People & Culture.
In addition to our commitment to reach net zero CO2 emissions by 2050, we are committed to reducing our CO2 emissions per passenger/km by 30% by 2030 (compared to 2019 levels). We have also committed to using 10% sustainable aviation fuel by 2030 – well above the 5% that is legally required on flights departing from Europe.
We are also committed to our social responsibilities, the second pillar of our "Destination Sustainability" strategy. Diversity and gender equality are also among our Group's top priorities. Air France-KLM has committed to ensuring that one third of the Group's Executive Committee positions and 40% of management positions will be occupied by women by 2030.
Proven financial stability
Financing our infrastructures, optimising our fleet, developing our teams, innovating by investing in digital technology, improving our supply chain... A stable shareholding structure with the French government, the Dutch government, Delta Air Lines, and China Eastern allows us to accelerate our transformation and create value.
While we do have an international presence, our revenue is not linked to one market in particular and no single market is responsible for more than a third of our revenue.
