We aim to reduce energy consumption, improve energy efficiency and increase the use of sustainable energy for our buildings, offices and warehouses.
Energy consumption and efficiency
At Air France, the targets apply to all divisions through annual objective contracts. In order to achieve this objective we involve our employees, partners and suppliers.
Renewable energy solutions
We invest in sustainable energy for our ground facilities.
Hélios, Air France Industries’ new dedicated Aerostructures facility at Paris-CDG opened in September 2015. The facility provides maintenance services for new aircraft, such as the Boeing 787 and the A350.
From the outset, the building was designed to respect the principles of low environmental impact construction, to ensure the comfort, health and safety of the people who will use it and to effectively manage energy use:
Lighting: the building is lit using high performance lighting. Innovative multi-layer ETFE cushions draw a maximum amount of natural light into the building.
Air quality: natural floor covering and labeled washable paints that preserve indoor air quality.
Renewable energy: thermal solar panels on the roof produce hot water.
Relationship with the building and its environment: terraced planted roofs and green spaces.
Saving water :
As an airline group, the most significant water consuming divisions are catering (accounting for about 45% of total water usage), and engineering and maintenance (25%).
Servair has implemented several measures to better control water consumption to preserve water resources, such as regular monitoring and by including water efficiency in its workshop processes. Since 2010 in France, an 18% reduction in water use has been achieved (Continental France and overseas territories). Servair is also committed to reducing water pollution by adjusting the concentration of detergent used in washing machines and for cleaning buildings, and by implementing recycling systems for edible oils. In addition, major investments have been made in advanced wastewater pre-treatment facilities.
Reducing water consumption requires innovation:
Air France Industries uses the “EcoShine” method to clean the exterior of aircraft. By using pads, this process uses 100 times less water than the previous system: 100 liters to clean a Boeing 777, rather than 10,000 liters previously. This has resulted in water savings of 8 million liters per year, reducing the need to treat wastewater. In 2015, KLM E&M executed a pilot with this process successfully and implementation in 2016 is being considered.
energy efficiencycompared to 2011
total energysince 2011
Air transport affects biodiversity indirectly through CO2emissions, as well as through impact related to inflight food production. Our catering policy focuses on responsible products and we support nature preservation programs.
Air France-KLM Group serves a total of 85 million meals and snacks per year. Given the amount of products needed to produce these meals, our choices made regarding catering products can significantly impact biodiversity.
For their catering procurement, Air France prioritizes local, seasonal products that are also sustainable, and particularly products sourced from organic agriculture or of certifiable origin. Babies and children are offered organic meals.
Partnering for biodiversity
During the UN COP 21 Conference on Climate Change, the Air France Group presented two of its projects: the Madagascar forest conservation program and the HOP ! Biodiversity project.
The forest conservation project in Madagascar
Supported by Air France since 2008 and co-funded by the French Development Agency (AFD) and the French Global Environment Facility (FFEM) since 2014, the project has contributed to the development of local communities while protecting the biodiversity of the island. The second phase of the project (2014- 2017) aims to strengthen conservation activities, expand and improve the propagation of sustainable alternatives to deforestation, and validate the project under one of the existing REDD+ international label.
We aim to minimize our impact on the environment, and have set the target to further reduce CO2 emissions by 20% by 2020. To achieve this ambition, we focus on fleet renewal, operational efficiency, sustainable biofuels and carbon offsetting.
By investing in a modern, more energy and fuel efficient fleet, we are improving both our economic and environmental performance. In 2015, the Group continued to modernize the long and medium-haul fleet:
The first two B787-9s joined the Air France fleet. This aircraft consumes up to 20% less fuel than other aircraft of similar size.
Three new B777-300ER aircraft were added to the B777 fleet.
The remaining three Air France B747-400s were retired in January 2016.
Reducing weight carried on board
The lighter an aircraft is, the less fuel it consumes. Some examples:
Twenty-four B777 cabins had been refurbished in the “Best” version at Air France at the end of 2015. Economy class seats were made 24% lighter (from 21 kg to 16 kg).
In 2015, Air France’s medium-haul fleet was fitted with new, lighter seats: in total, 7,800 seats have been installed. The total reduction in CO2 emissions amounts to 1,400 tons for the A319 fleet and 2,300 tons for the A320 fleet per year.
Optimizing the use of airspace
Improvements in fuel efficiency are made through the optimization of routes and flight paths, the reduction of aircraft waiting times and optimized altitudes.
Air Traffic Control (ATC)’s impact on Air France Group’s fuel consumption has been estimated at 6% or around 70,000 tons per year. In 2015, Air France extended its WE-Free program between France and Italy to other destinations, flights on these routes are operated on more direct routes, thus achieving fuel savings.
Route optimization resulted in a CO2 reduction of approximately 8,000 tons for KLM in 2015.
Pilots are trained to apply the most fuel efficient procedures possible: flight plan precision, speed adjustments and optimized procedures, taxiing with one engine, and using electric aircraft Ground Power Units.
Air France is taking part in the implementation of continuous descent on flights to several destinations in Germany, Switzerland and Austria. The Engage program ensures that speed and altitude are optimized for flights between Paris-CDG and North America.
Mandatory offseting obligations
The Air France-KLM Group is submitted to the European Emissions Trading System (EU ETS) since 2012.
Till end of 2016, the scope of the EU ETS is limited to the intra-European flights (so called "stop the clock" provision) and should secure that the aviation emissions within Europe do not exceed the ETS CAP (95% of the average 2005 emission levels).
In 2015, Air France, KLM, Transavia, HOP! and KLM Cityhopper purchased quotas equivalent to 2,470,350 tons of CO2. Of this, we estimate that just 1,860,060 tons will contribute to actually reducing emissions beyond the ETS threshold. Of the remainder, 15% was used in additional bidding as part of the EU's ETS system and 3% was allocated to a reserve.
Therefore, if we take into account these economic measures above the ETS CAP, in addition to the operational improvement measures of 7.2%, our total efficiency improved by 13.5% in 2015 (g/passenger/km) compared with 2011, working towards our 20% target for 2020.
As not all our quotas to buy are used to comply with the collective CAP, the environmental integrity of EU ETS could therefore be considered limited, as it does not lower our carbon footprint in the most cost effective way.
We offer a CO2 offsetting service for our customers on a voluntary basis.
Air France provides CO2 emission calculators on their websites, which can determine CO2 emissions of a passenger based on the distance flown and fuel-efficiency data of aircraft. These emissions can then be offset via certified sustainable carbon reduction credits.
Air France works with the GoodPlanet Foundation’s Solidarity Action Carbon Program for the financing of carbon offsetting projects aimed at promoting renewables to replace non-renewable energies in Peru, Bolivia and India, and implementing waste recycling projects in Madagascar.
Noise is one of the main themes of Air France-KLM's environmental policy. We strive to reduce our impact by taking the necessary measures in dialogue with our local communities.
While accommodating the increasing customer demand for mobility, one challenge for the aviation industry is to maintain noise hindrance at an acceptable level for those living near airports.
32% noise reduction compared to 2000, despite a 14% increase in movements of the Group.
Reducing noise at source
Fleet modernization and procedural improvements are the two pillars of our noise abatement strategy.
All our aircraft meet the criteria established by the ICAO Chapter 4 Noise standard, the most demanding norm covering the acoustic quality of civil aircraft. In 2015, Air France significantly reduced its noise footprint by withdrawing seven Boeing 747s from operational service. The last three aircraft of this type were retired in January 2016.
Noise abatement procedures
We are working to improve departure and approach procedures, along with the French civil aviation authority, which is assessing environmental benefits.
Dialogue with residents, an apportunity to mitigate noise
Air France engages in ongoing dialogue at local level to strengthen their relationships with stakeholders.
For example: local residents’ associations at Paris-CDG identified a specific issue with noise coming from the A320 in the approach phase. As soon as a technical solution was available, although there was no regulation requiring this, Air France decided to fit it on all the aircraft in its medium-haul fleet (A318, A319, A320, A321).
In 2015, Air France equipped 65 of its 115 aircraft with ‘Air Flow Deflector’ noise-reduction kits. A number of residents’ associations have already reported the positive impacts coming from this measure: reduction in overall noise energy, faster emergence from noise as the aircraft passes over, disappearance of the characteristic whistling sound. Air France is mobilizing to equip the rest of the fleet by the end of 2016.
Dialogue with residents, an opportunity to share the framework for sustainable development
Air France meets with the representatives of local communities, airport authorities and air traffic control to identify measures and solutions to reduce noise hindrance that could affect people living near airports.
In France, this dialogue is mainly conducted within the context of the CCEs (Environmental Consultative Commissions) and CCARs (Advisory Residents’ Assistance Commissions) in which Air France participates at all the French airports where it has operations.
In 2015, Air France was actively involved in a "Night Flights" working group, overseen by the Prefect of the region for Paris-Charles de Gaulle. This working group notably noted the positive improvements done by Air France through:
A voluntary withdrawal of the Air France’s Boeing 747s, the noisiest aircrafts of our fleet.
A rescheduling of the flights to Pointe-Noire (Republic of Congo) from 23h30 to the middle of the day from 2014.
The punctuality improvement of the flights scheduled for late at night or early in the morning in the scope of the Air France company-wide “D0 punctuality project”.
The monitoring of the flights scheduled for late at night or early in the morning at Paris-CDG, whatever the operating airline, will be the subject of a specific review by the "Night Flights" working group monitoring procedure. It suggested testing new ‘night’ continuous descent procedures, where Air France could be pilot airline.
French government policy includes exposure to aircraft noise in urban planning considerations, and include financial help for soundproofing homes. Air transport is the only industry that fully finances such a comprehensive noise hindrance reduction system. In 2015, Air France-KLM paid 30.2 million euros towards soundproofing.
noise energycompared to 2000
Waste and circular economy
Our business produces a variety of waste: from the sheet of paper used in an office, to aircraft engine parts, staff uniforms and the cups our passengers use onboard. We aim to minimize waste and to recycle and reprocess whenever possible throughout the supply chain.
Working together to achive a key goal
As a transport provider, we can be a catalyst in the value chain through procuring more sustainable and circularly produced goods.
We handle a variety of different types of waste, particularly waste originating from flight and maintenance activities, both of which are subject to strict regulations. These regulations can vary between destinations but can also be highly specific, such as the regulations on food waste from intercontinental flights, which has to be incinerated within 24 hours. Reducing waste also provides also a financial opportunity: several initiatives have demonstrated considerable economic benefits.
We work closely with our suppliers and other parties to contribute towards the use of sustainable materials and resources throughout the value chain.
Everyone can recycle, produce less waste and adopt good practices. The results of the CSR survey among the Air France employees showed that the handling of waste was their main environmental consideration.
Onboard catering produces about 70% of all non-hazardous waste. The key to managing this onboard waste sustainably is through preventing waste by redesign and by separating the waste correctly.
KLM has been separating onboard waste with cup-collecting compartments in trolleys on all European flights since 2013. This not only makes recycling easier, it also saves space by stacking the cups. Glass, cans, aluminum lids and PET bottles are also separated when collected, and recycled.
Since the introduction of new crockery in Business Class at Air France, a significant number of glasses have been broken. In order to reduce this, dividers have been introduced to separate the glasses when they are stacked, thus reducing impacts and breakage.
Half of the 700 tons of waste produced by Air France’s Headquarters comes from its restaurants. To ensure better handling of this bio-waste, employees are asked to sort waste.
Suppliers are also key to reducing waste. For example they can reduce the amount of packaging they use. Less packaging means less weight on-board and less CO2generated.
Waste has been reduced by decreasing the amount of packaging of KLM catering products. The redesign of cardboard packaging for sandwiches led to a 50,000 kg reduction in the use of cardboard.
On late night flights, customers do not consume all of the catering products carried on-board. At Air France and KLM, the amount of products carried is adjusted on a regular basis to reduce waste, on-board weight, production costs and transport.
At KLM’s Ground Services division, manuals are no longer available in hard copy, but instead are provided digitally. Which gives us the opportunity to constantly update the information provided. This has resulted in a paper saving of over 375,000 sheets of paper annually. Crew briefings (40,000 per year) are now available digitally as well.
At Air France, 4,000 pilots have been equipped with iPads instead of hard copy manuals: this has resulted in a paper saving of over 20 million sheets of paper annually and a 25 kg weight reduction on every flight, amounting at 1,800 tons of CO2 saving.
Air France and KLM have implemented Follow Print on all workstations. Using Follow Print, print jobs are printed only on request of the user at the printer, with an identification code and confirmation of the jobs to be printed. Through the implementation of this system, print quantity was reduced at Air France by 8% in 2015 compared to 2014 (including a 25% reduction of color printing). A 15% reduction of prints are expected at KLM in 2016.
Air France and KLM have programs for aircraft maintenance waste. Where possible the principle of cradle-to-cradle is applied to bring waste back into a new production cycle with the goal of streamlining and controlling all technical waste flows. The process includes procedures to reuse and recover spare parts.
130 tons of aircraft parts and metal were recycled in 2015 through the KLM’s ScrapPlaza program. Each year, KLM assesses which waste streams can be re-used or recycled. In 2015, the program focused on the plastics waste stream and investigated reuse opportunities for plastic cabin components. Orange waste bins (iconic for separating plastics in the Netherlands) were placed in all maintenance buildings.
In October 2015 KLM opened the plastic repair shop, where aircraft components that were previously replaced immediately, are repaired and given a new life. Additionally, the repairs can be carried out quickly. The shop managed to repair 70 back rests within one shift during a Boeing 777 FC check.
A re-use campaign has been organized as part of improvements to Air France’s mid and long haul cabins. 250 Business Class chairs and 572 Economy chairs were recovered, and sold on to third parties. 7,000 onboard entertainment system items were also recovered.
Air France and KLM are also working on initiatives to recycle and upcycle waste into new uses.
Air France recycles a significant proportion of reusable equipment, like trays, drawers, blankets and trolleys. Items designed with eco-design approaches, which take the entire life cycle of products into account, are favored. Four families of materials are recycled: Plastic, metal, textiles and paper. Most textiles are recycled and used in the manufacturing of insulation materials for cars; plastics are mostly reused in the production of new materials such as Air France’s drawers and serving trays.
Air France is reconditioning certain items under a range of non-aeronautical products, marked in company colors. For example, old life vests have been used to make purses; these are available to buy onboard Air France flights.
Partner in the circular economy
We work with various partners to promote the circular economy in closing loops and to identify wider potential scope for recycling. In 2015, we continued contribution to feasibility studies to set up circular economy initiatives in the area surrounding Paris-CDG and Schiphol airports.
We aim to integrate the circular economy in our operations to optimize environmental and financial performance regarding waste treatment. Actions such as reducing the amount of minerals used (such as Titanium and Nickel) in producing aircraft parts, or by giving a new lease of life to used products have an impact on the environment, generate both savings and additional revenue.
As a member of the aviation industry’s Strategic Committee on the circular economy, Air France Industries has contributed to the industry’s roadmap, which was presented to the French government in May 2015. At Air France Industries’ Engines, Equipment and Services department, the Reverse project means that used equipment has new five possible destinations: re-use, dismantling and re-certification, being sold as seen, reconditioning as a non-aeronautical product, treatment as waste.
We support research and innovation to better understand the environmental impacts of our businesses and to act on this effectively.
We support research and innovation to better understand the environmental impacts of our businesses and to act on this effectively.
Progress on climate change, noise and air quality
We are a member of ACARE (Advisory Council for Aviation Research and Innovation in Europe), which aims to advise the European Commission on many aviation topics, such as:
policy and regulatory framework development
working towards a more environmentally friendly aviation sector
competitiveness of European airlines
innnovation in biofuel, aircraft design, passenger perceptions at airports and European certification processes for aircraft components and systems
Air France is a member of the steering committee of CORAC, the French ACARE national council. CORAC brings together all stakeholders in French aeronautics research to develop the aircraft of 2050. To move from basic research to the development of a prototype, research areas range from the airframe and engines to energy systems. Air France also participates in various working groups, such as IROQUA which aims to reduce aircraft noise.
Air France has participated in the European project IAGOS (In-service Aircraft for a Global Observing System) by carrying atmospheric measuring equipment on board an Airbus A340.
IAGOS is a European Research Infrastructure conducting long term observations of atmospheric composition, aerosol and cloud particles on a global scale from commercial aircraft of internationally operating airlines. The data collected is made available to international meteorological centers and scientists worldwide, which is particularly useful for studying the carbon cycle and verifying CO2 emissions. Equipment will probably to be installed on a second Air France aircraft in 2016.
MRO LAB : maintenance innovation
As an airline Maintenance, Repair and Overhaul (MRO), Air France Industries (AFI) and KLM Engineering & Maintenance (KLM E&M) have developed a unique portfolio of know-how reflected in the development of a wide range of value-adding innovations. The MRO Lab is a program grouping innovative and high value-added solutions. Specially tailored to the challenges of aircraft maintenance, the innovations are the fruit of continuous development aimed at satisfying the requirements of airline operating performance. Developed in-house, then tested and proven on the Air France and KLM fleets, these innovations benefit AFI and KLM E&M customers by optimizing fleet performance.
The MRO Lab Singapore, a new, joint R&D center with its partner Ramco, aims to encourage the rapid emergence and sharing of innovative solutions. Among the priority topics identified by their strategic character: wearable technology (to enhance technician mobility), Big Data predictive maintenance, maintenance process optimization, customer experience, and the Internet of Things.
Leading the industry, today and tomorrow
Through the expertise of our staff, we contribute to new programs, procedures and solutions, which will become the industry-wide standard in the future.
Air France took part in the development of Thalès new flight Electronic Flight Bag (EFB) application on its Airbus fleet, for optimal take off and landing calculations. Thanks to EFB, Air France and KLM are now among the first “paperless cockpit” airlines.
Air France has fitted an engine (model: CFM56-5B) with a ceramic matrix composite (CMC) exhaust cone, this material is lighter, so reduces weight, while retaining thermal and mechanical performance. This is the first time in the world that a CMC part has flown on a jetliner in commercial service. In 2015 and 2016, the A320 will fly for a total of 5,000 hours, the equivalent of 18 months of operation. The program is led by Herakles (Safran Group) and is concerned with developments to engines that could be fitted to aircraft from 2020 onwards.
Climate change policy
Aviation’s contribution to man-made greenhouse gas emissions is between 2 and 3%. However, growth in global air traffic over the coming decades will increase aviation’s contribution if no action is taken.
Aviation’s contribution to man-made greenhouse gas emissions is between 2 and 3%. However, growth in global air traffic over the coming decades will increase aviation’s contribution if no action is taken.
Industry commitment to CO2-neutral growth from 2020
We support the sector‘s global commitment to make a fair contribution in the collective effort to reduce CO2 emissions related to air transport. In 2009, the International Air Transport Association (IATA) set an ambitious worldwide commitment :
1.5% average annual fuel efficiency improvement until 2020
carbon neutral growth from 2020 onwards
a reduction in net aviation CO2 emissions of 50% by 2050, relative to 2005 levels
To achieve these targets, Air France-KLM supports the implementation of a Global Market-Based Measure (GMBM) for CO2 emissions in 2020, as one of the pillars of climate action which also include new technologies, better operational practices and improved infrastructure.
Our contribution to combating climate change
Air France-KLM’s Climate Action Plan embodies our strategy for further reducing our impact on climate change. The Plan is composed of six main mitigating priorities, on which basis targets are identified and action plans established.
Our Climate Action Plan
Pursuing fleet modernization and contributing to aeronautics research.
Mobilizing all the Group’s internal and external players around ambitious action plans enshrining eco-design principles.
Stimulating the emergence of sustainable biofuels for aviation and research into renewables.
Supporting NGO-led environmental programs.
Providing customers with information on their travel related CO2 emissions and the opportunity to offset these.
Supporting international efforts to reach a global climate agreement in which the aviation sector would make a just and equitable contribution.
In June 2015, as part of the “The COP21 from above” event at Paris Air Show at Le Bourget, in the run-up to the COP 21 conference, Air France-KLM together with Aéroports de Paris and the GIFAS association (Groupement des Industries Françaises Aéronautiques et Spatiales), two other major players in French air transport, signed a joint declaration, committing ourselves to reducing our greenhouse gas emissions, improving our energy consumption and developing biofuels.
ICAO CORSIA agreement for the climate - Octobre 06th 2016
Air France-KLM participated actively in the works of IATA and the ICAO (International Civil Aviation Organization) for the adoption of the historic agreement adopted by 191 countries on October 06th, 2016.
This agreement commits the whole sector in an environmental initiative of reduction of GES emissions. The International Civil Aviation Organization (an agency of the UNO) obtained, on October 06th of this year, the conclusion of a historic agreement, named CORSIA (Carbon Offsetting and Reduction Scheme for International Aviation), confirmed by 191 states for the adoption of a mechanism to put an upper limit on the greenhouse gas emissions (GES) of the air sector.
We incorporate our CSR commitments into the customer experience by offering high quality products and services. Together with our suppliers and partners, we aim to take sustainability into account to create memorable experiences for our customers.
We enter into dialogue with our customers to understand their needs and expectations. With this knowledge we can develop a distinctive customer experience by offering high quality and sustainable products and services.
STRIVING FOR EXCELLENCE IN CUSTOMER SERVICE
We undertake numerous initiatives designed to achieve excellence in customer service:
The Signatures of Service is an overall standard of conduct for the entire organization, dedicated to a “caring attitude” in customer service: they have been further deployed to reach 90% of Air France-KLM outstations.
In 2015, Air France created a Customer Culture and Experience Department in order to deeply anchor the spirit of the “caring attitude” in the organization.
iPad for crew: Air France embraces the customer intimacy strategy by providing iPads to the crew. The iPad enables staff to offer passengers even more personal service and can, for instance, be used to update them more quickly on last-minute operational changes.
Our Customer Insight department conducts research on customer understanding and customer satisfaction. It also carries out benchmarking, specific customer research and data analysis, with a constant respect for the privacy of customer data.
The customer is placed at the center of product and service development. For example in 2015:
Air France carried out several customer tests on long-haul catering for its Business cabin and on "Menu à la carte" for Premium Economy and Economy cabins. Customer feedback was integrated into the development process.
Co-creation programs are running with top-members of the Flying Blue program and with travelers on Medium Haul flights.
We carry out surveys, inflight trials and focus groups to ensure that customer feedback is systematically taken into account during the development of new products and services:
Market research and industry-wide studies (such as Airs@t and the IATA Frequent Flyer Program benchmark) enrich analysis of the competitive environment. Part of this information is shared within the Group via a dedicated intranet. Benchmarking and collaboration are also carried out with other companies with similar customers, such as the Accor hotel group, with whom a joint project was completed on dedicated services for hotel and airline bookers.
MONITOR CUSTOMER SATISFACTION
2015 was the second full year for the “Quality Observer” program. Flying Blue customers who are members of this community can perform quality audits, to check if services are delivered according to standards. Around 50,000 frequent customers have now signed up to this program, using an app and a dedicated website to provide over 28,000 quality observations annually.
eSCORE has now been fully in place since 2014. This online program measures passenger satisfaction on all Air France and KLM flights, with specific and tailored questions. The information gathered contains passenger profiles and choices, as well as satisfaction scores covering the entire customer experience. Over 1 million responses a year are received and permanently analyzed to constantly improve and customize products and services.
Customer satisfaction is also measured through dedicated monitors at different touchpoints before travel (Call centers, websites, etc).
A cornerstone of Air France and KLM customer dialogue.
97% increase to 25,850,000 fans
96% increase to 4,240,000 followers
218% increase to 502,070 followers
Today’s world is changing, and it’s changing fast. Innovation and technology are strong pillars for Air France-KLM to integrate sustainability in the customer experience.
Air France-KLM focuses on digitization. This way we can provide our customers and employees with the right information at the right time. Social media are changing the relationship between consumers and businesses. Active consumers now demand greater transparency, responsiveness and personalization.
A strong digital link with the traveler, via the Air France or KLM app, Facebook, Whatsapp, Twitter, helps to inform our passengers in real-time in the passenger's channel of choice. Our staff are provided with digital tools, in most cases an app on their tablet computer, which empower them to offer the best service to our passengers.
Operational staff also benefit from this digital trend. In "turn-around" many people and departments work together to ensure aircraft depart on time. A digital platform, accessible via phone or tablet, facilitates communication between departments and helps them to work as a team.
Our aircraft mechanics have the possibility to access information through digital channels 'on the spot'. Firstly, this means no more paper manuals to carry around, secondly it means guidance and troubleshooting options for onsite support and thirdly it will allow a paperless debrief.
Internet of things
With the Internet of Things technologies we connect a variety of 'things' to the internet. Many 'things' in the Air France-KLM world are either already connected or will be in the longer term. For our passengers, checked in baggage can be a source of stress, we aim to take care by offering connected baggage solutions.
In daily operations at the airport, vehicles and equipment are also connected to internet. We can find the nearest vehicles and equipment without effort and decrease 'searching time'. It helps us to work more efficiently and to fine-tune and learn how many of the vehicles and equipment we specifically need. In the long term this will help to reduce the amount of superfluous equipment and avoid the waste and footprint caused by production.
We use Big data to know what maintenance is needed now, to learn from the past and to predict which maintenance can be anticipated in order to avoid future delays. Big data can also help us personalize the offer we make to our customers. We aim to help our customers find the information they are looking for faster. We always do this with the highest regards for privacy.
In areas where heavy labor is required, we seek to take the best possible care of our colleagues. We see robotics as a solution to avoid heavy labor and work related sickness. At the same time, robotics can help us to standardize and replace repetitive tasks, allowing our staff to focus on offering a more personal service for those tasks that require human, interpersonal skills.
We believe robots will not replace humans but will actually help us to focus on those situations where the human touch can provide added value and our staff are abble to enjoy providing servicing to those customers that are in need of the human touch.
As a large purchaser of various products and services we take ownership. We aim to integrate sustainability in our supply chain by sourcing products and services that minimize our environmental footprint and have a positive social impact.
Procurment sustainable strategy
In 2015, buyers renewed their involvement by renewing the signature of our code of ethics.
Suppliers are asked to sign the Air France-KLM Sustainable Development Charter, which is based on the UN Global Compact principles, or to send an equivalent document to be approved by Air France-KLM.
Supply chain risk assessment
CSR PERFORMANCE ASSESSMENT
Air France-KLM uses the EcoVadis online platform for assessing supplier CSR performance. Suppliers are scored on social, environmental, ethical and supply chain management criteria through different sources such as a customized questionnaire. Depending on their score they are given a bronze, silver or gold “medal” in recognition of their performance.
In 2014, a non-compliancy policy was formalized and is being rolled-out progressively. All suppliers are asked to sign the Sustainable Development Charter, and those identified as high risk take part in a CSR assessment conducted by Ecovadis.
Engaging suppliers on their CSR performance and challenges helps to identify CSR opportunities.
Environmental, social and ethical criteria were integrated in product/service specifications and contracts where relevant.
Air France-KLM also contributes to supply chain sustainability by closely collaborating with suppliers to develop innovative and sustainable solutions.
Procurement also cooperates with organizations and companies in the sheltered sector on multiple projects, representing a total expenditure of around €20 million.
Air France also focuses on the development of small and medium-sized companies and startups, the creation of an innovation counter, participation in business incubators and on specific themes such as the Lab’line for the future project. In 2015, for the third time, the Group obtained the “label SME” through the actions led in the framework of “innovative SME Charter” and won an award for its strong SME supplier relationship commitment during the "Trophée des Achats 2015".
Lab'line for the future
Since September 2014, and for more than one year, Air France has showcased innovation for sustainable development. Reflecting its commitments to CSR and innovation, it is involving its customers in the challenges and solutions on the path to more sustainable travel.
Inventing the transport of the future, more responsible, more sustainable
Once per week, over the course of more than a year, an Air France Toulouse-Paris-Orly flight has been powered using 10% sustainable biofuel, to showcase responsible travel. The initiative aims to shape the responsible customer experience of the future, with a commitment to reducing environmental impact and increasing societal value.
One year to make a difference
Over the course of the year, various themes of responsible travel have been addressed, ranging from local development to the aircraft of the future. The initiative enables Air France and its partners to showcase their best practices, and to trial innovation for more sustainable travel.
To maximize innovation, Air France is working together with other stakeholders who share the same values:
14 financial partners to the Lab’line project.
Employees, customers and startups.
All stakeholders have been invited to contribute, through challenges, project tenders and innovation seminars.
Live open innovation
Resulting from a call for projects addressed to French start-ups on the topic “responsible air travel”, four projects were developed and tested on the Lab’line flights for 6 months, starting September 2015.
Air France took this opportunity to launch a Flying Blue Miles crowdfunding innovative operation to allow passengers to offer their miles to the 7 start-ups supported by the Lab'line for the future.
We aim to create a safe and motivating environment for our employees. We continue developing skills to ensure the professionalism and employability of our staff, to achieve the best results for our business.
Health and safety of staff in the workplace and maintaining a good quality of life are our key priorities.
OUR KEY ISSUES
Ensuring health and safety at work is a topic with social and financial aspects that has a direct impact on business. Therefore, reducing risks, occupational illnesses, and workplace accidents are high priority areas.
In 2014, Air France obtained OHSAS 18001 certification for its health and safety management system, in force at all levels of the company. As part of the Integrated Management System at Air France, specific annual health and safety performance target contracts are signed by the senior executive of each entity. These contracts formalize quantified commitments to reduce accidents at work through action plans.
Being vigilant and taking action are now more of a priority than ever. To place accident avoidance and a culture of risk prevention at the heart of our business, we reaffirm our long-term commitment to the following four priority themes:
Preventing serious accidents: the physical and mental well-being of employees and partners must be a primary concern.
Developing ergonomic approaches: reducing the incidence of musculoskeletal disorders.
Improving quality of life: preventing psychosocial risks in the workplace because the well-being of everyone contributes to the company’s levels of performance and customer satisfaction.
Consolidating our management system: continuous improvement-based approach to Health and Safety in the Workplace.
RESULTS AND OBJECTIVES
At Air France, 2015 ended with stable results on the frequency of accidents in the workplace. The main types of accidents at work are:
QUALITY OF LIFE IN THE WORKPLACE
The Group pays particular attention to quality of life in the workplace. Various initiatives help employees with their work-life balance, which also improves performance.
At Air France, the 2015-2017 agreement aims to ensure improvements to organization, working conditions, quality of life in the workplace, risk prevention and to physically demanding jobs.
The measures include the prevention of psychosocial risks:
Deployment of managerial actions to foster the quality of working relationships:
development of employee spaces for discussion and dialogue
establishment of a common “How to Live Better Together With Mutual Respect and Trust” support system
development of organizational working methods (remote working, hot-desking, job sharing, etc.)
Additional support measures to support staff facing temporary or long-term personal difficulties (for example help for family carers).
Deployment of appropriate training: “Managing by Quality of Life In the Workplace”, “Preventing and Managing Violence and Incivilities”, “Preventing the Risks Linked to Alcohol Consumption”, “Awareness-raising on the Prevention of Suicidal Behavior”.
This new policy pursues the positive and effective initiatives that are underway, but also introduces a shift in focus with increasing investments in preventive health care, to improve working conditions and promote healthy employee lifestyles.
At Air France, 28 vocational physicians and 60 nurses ensured the clinical and psychological screening of the company’s employees, advised on healthy lifestyles and the prevention of vocational risks, and provided emergency medical care. This advice was dispensed both individually and during group information sessions and awareness-raising initiatives within the framework of forums, information campaigns and visits to workshops, offices and flight crew rosters.
In line with our Social Rights and Ethics Charter, we pursue a social policy based on integration through work, respect for equal opportunities, combating discrimination and promoting diversity.
At Air France and KLM, internal recruitment and selection processes are governed by a code of ethics.
Air France is a signatory of national charters such as the Diversity Charter, the Good Parenting Charter, and the 2013-2015 “Generation Contract”. "Generation Contract" is the French government agreement for sustainable employment for young and older people, and the passing on of knowledge and skills.
The airline uses a range of information tools including training modules for managers, a practical guide to Religious Diversity in the Workplace. A Diversity e-learning module is also available to build employee awareness.
We have a proactive approach to helping people with disabilities into work. In 2015, the Group employed 2,986 employees with disabilities.
Air France signed the 2015-2017 Disability Agreement, which aims to pursue and strengthen initiatives to promote improved, career-long support for employees with disabilities. In 2015:
The share of employees with disabilities within the total workforce continued to grow to 5.59% compared to 5.22% in 2014.
12 people with disabilities were recruited by Air France.
Staff with disabilities were aided in retaining their jobs, through support and adaptation initiatives.
Increased use of companies and organizations in the sheltered sector: 20 million euros of purchases from this sector.
Professional equality between men and women remains a key issue and progress area in HR management.
To ensure respect of equal treatment between men and women, a series of male-female comparative indicators have been included at Air France in the steering of human resources policies and management processes (training, careers, vocational safety, remuneration, etc.). These indicators are monitored annually within the framework of an audit carried out with each division. In 2015, the percentage of female staff among senior management and executive level rose to 29.8%.
As a result of an internal survey conducted in 2015: 71% of women and 67% of men would like to have a better work-life balance.
Air France wants to change mentalities and provide the possibility, for men and women alike, of taking advantage of their family environment at the same time as they enjoy the same professional development opportunities. Two pilot initiatives were launched in 2015:
A coaching scheme was established for high-potential women, alternating collective with individual coaching sessions to promote access for women to positions of responsibility at the highest level within the company and the Group.
A special training module was established to support employees returning to work after maternity and / or parental leave, aimed at enabling a smooth transition back into working life within the framework of a positive work / life balance.
Innovating and involving employees
Our employees are encouraged to contribute to the Group strategy by putting forward ideas and suggestions.
Getting teams involved in planning and implementing the projects is intended to be a long-term approach, illustrating our ambition to bring about deep changes in the way we work.
The Perform 2020 strategic plan’s scope and objectives have been cascaded down into the divisions of Air France and KLM, each of which implemented ‘bottom-up’ initiatives: discussion forums with members of staff of all levels of seniority, participatory workshops, discussion via internal social networks, surveys, ideas sharing via various channels (DIP, email), World Café, etc.
20,000 ideas were collected through these bottom-up initiatives. Many of these ideas have given rise to action at a local level, while others have led to the identification of company-wide initiatives that make up Perform 2020.
Listening to staff
Improving communication and interpersonal relations among staff is imperative, as the quality of service for the end-customers depends on the quality of relations “backstage”. The Caring Attitude comes from a core Air France brand value. The idea is to be simultaneously attentive and caring, creating value for the Company and the customer in all we do, and being truly proud of the business.
This new mindset is spreading to every level, helping staff members to innovate, improve and personally commit themselves. For example, Customer Culture Cafés and Customer Culture Circles are opportunities for business sectors to share and create new initiatives to go even further. A new climate of trust is developing, with the granting of increased room for manoeuvre and hence more empowerment. Small-scale initiatives taken among Air France staff and customers add new value to customer relations.
The Group has a number of different channels for the in-house communication of CSR information:
CSR Yammer platform at KLM to facilitate employee communication and interaction: 220 members.
The KLM CEO mailbox, where employees can suggest innovative ideas, is made up of around 10% of CSR related ideas.
“Managers Cafés” at Air France: 40 internal conferences in 2015 out of which subjects addressing current CSR themes such as diversity, COP 21 UN conference.
Meetings on various CSR themes are regularly organized at Air France and KLM, notably during Sustainable Development Week. Some forums dedicated to Environment have been also organized at entity-level.
Awareness-raising initiatives for employees are run through in-house surveys, enabling their perceptions and suggestions to be gathered. In 2015, a perception survey was carried out at Air France on CSR, which met with response rate of 25%. Some results:
Air France and KLM involve employees in progress and innovation initiatives.
The Air France Developing Innovation Program (DIP) is a system allowing everyone to drive change in the Company. Any staff member can suggest an innovation idea or an idea to improve a process in their area of activity and become an agent of innovation. The DIP program has seen further deployment with the aim of covering 100% of the Company. DIP is a positive way to contribute to the Company's performance.
10,794 suggestions were submitted in 2015 (+61% vs. 2014). Ideas reflect the Group’s strategic priorities:
Two domains are up sharply: Quality-Organization-Process and ideas focusing on the Customer Satisfaction. There is also a lot of interest in the Simplification category.
Ideas about Occupational Health and Safety are key for prevention purposes.
In all, the ideas implemented in 2014 have led to estimated savings of 25 million euros but their impact is not always quantifiable or financial.
The grass-roots approach is central to Perform 2020 thinking and DIP is a key part of the transformation mechanism.
In 2015, a cabin crew won the DIP CSR Trophy for streamlining the use of boilers on board. Previously, two boilers remained switched on even after in-flight catering service had been completed, despite the fact that passengers requests for coffee did not justify this. The solution was to systematically switch off one of the boilers after the service. A simple idea that enables electricity generated by the aircraft to be saved, while at the same time reducing the number of equipment breakdowns caused by the intensive use of boilers.
We strive to add economic and social value in the areas where we operate. By working together with local partners, the Group creates new business opportunities and supports projects that contribute to future generations and local communities.
With hubs in Paris and Amsterdam, Air France and KLM contribute to economic development, both locally and nationally, through direct and indirect activities.
Contributing to economies
Air transport contributes significantly to national economies:
€ 81 billion to French GDP and some 1,140,000 jobs (including catalytic effects): aviation’s contribution to French economy.
€ 27 billion to Dutch GDP and some 300,000 jobs (including catalytic effects): aviation’s contribution to Dutch economy.
(source: Airports Council International Europe, "Economic impact of European airports", January 2015)
With 90% of the Group’s employees based in France and The Netherlands, we are among the largest private sector employers at national level.
Air France Group
The Air France Group is an asset for France competitiveness:
55% of passengers carried by Air France are non-French citizens. These Air France customers generate business and enable job creation, benefiting the airline, airports, their suppliers and related businesses.
The Air France worldwide network, structured around its hub, is essential for connecting French regions with the world, encouraging foreign investment and the setting up of foreign companies in France. It also facilitates business travel for French exporters, supports export activities of all French industry through cargo activities.
The routes operated by HOP! Air France play a part in French regional development, foster wealth creation and strengthen the attractiveness of the regions they serve.
Promoting local businesses through purchases
Air France purchases in France: € 2 billion, out of which 74% in the Paris region (excluding fuel)
We make significant contributions to regional and national economies, through the purchases we make and the trickle-down impact on other sectors:
Air France is a main customer of the French food supply chain and promotes French products through its catering. For example, we purchased more than 800,000 bottles of Champagne in 2015.
Subcontracting by Air France-KLM creates a significant number of jobs, more than three quarters of these are located in Europe.
35% of the total amount of Air France's procurement was sourced from French SMEs and Mid-Caps.
Through a formalized action plan, we promote the development of small and medium firms (SMEs) and startups in initiatives such as the creation of a window of innovation, participation in business incubators and specific projects such as the Lab’line for the future.
In 2015, for the third time, we were awarded the SMEs Label for innovative actions with SMEs, and were rewarded at the 2015 Purchasing Trophy for our strong commitment to the SME/supplier relationship.
Air France is one of some 54 major corporations that belongs to the Pacte PME industry grouping, which was set up to foster strong relations among its different members. The Company is ranked with the Top 5 SBF 120 groups for its relationship with the SMEs (55 000 SME requested).
Air France also supports SMEs through its participation in a coaching program (PLATO) involving 70 SMEs in the Paris-CDG area, and through the creation of a business association in the city of Orly, the “Club Orly Business”.
Air France supports promising startups by participating, as a founder member, in the business incubator Welcome City Lab dedicated to tourism, and in the "Starburst Accelerator" program, aircraft business oriented. Air France is committed to become the godfather of startups helping them for experimentations in its Lab and for their development on foreign markets. Through this approach, Air France reaffirms its commitment to innovative young companies and their development, consistent with the Charter "innovative SMEs" that the Company has signed in December 2012, and the "Alliance for Open Innovation" signed in december 2015.
Air France joined the “French Tech”, initiative taken in 2013 by the French government, in Paris and the “Paris French Tech Ticket program” which aims to encourage the development of foreign startups in Paris.
Between Paris and New York, Air France is the Official Airline of the exchange program between startups belonging to Paris & Co and New York City Economic Development Corporation.
We transport 34% of non-European tourists visiting France and we contribute to promoting France as a destination:
In Air France advertising campaigns, in-flight magazine, and website.
Through innovative events organized throughout the year by Air France local teams in the cities we serve.
By supporting Atout France, France tourism development agency.
Through Air France’s partnership agreement designed to promote the French Riviera.
Through the Escales Culture partnership signed with the French Ministry of Culture to promote some of the lesser-known French cultural heritage sites.
Space city planning
Air France supports projects set to shape the areas around its hubs over the coming twenty years, such as the Grand Roissy project and the Nouveau Grand Paris.
Around our hubs
Air France is the largest private sector employer in the Paris region with more than 39,200 employees in Ile-de-France.
We have numerous locations around our hubs, and we are committed to the dynamism of the aviation industry. The Paris region has received a €45 million investment in a new Air France maintenance facility at Paris-CDG, which opened in 2015.
Our activities also generate numerous indirect and induced jobs around our hubs: assistance and catering, groundhandling cleaning, subcontracting required for the operation of an aircraft. The hubs provide highly attractive business environments and proximity to the airport generates the development of other activities: hotels and conference facilities, show-rooms, sales and marketing, innovative activities, business services, catering and retail.
The accessibility of airports is an important factor in the development and attractiveness of the local area surrounding Air France and KLM’s hubs. Air France works alongside other large companies based in the local area to take effective joint actions on transport and to support public transport infrastructure projects: at Paris-CDG, 7 leading companies came together to form the R'PRO'Mobilité organization (FR), while at Orly, Air France signed a PDIE (intercompany travel plan) with 5 other businesses. Air France supports the urban cable car project that will connect surrounding cities to Paris-CDG based companies through the Pays de Roissy-CDG association (FR).
Social value around our hubs
We are involved in various initiatives to strengthen the economic attractiveness, reputation, international competitiveness, and sustainable development of our hubs.
Knowledge and skills for future generations
As part of our commitment to equal opportunities, we led various initiatives to bridge the gap between education and business:
More than 1,650 apprentices from various backgrounds are welcomed in all Air France careers, and guided in their professional integration.
Each year, more than 500 middle-school children are welcomed into the company for a discovery internship. Initiated in 2010, a specific program, named OPEN, enables students from local disadvantaged neighborhoods to discover Air France careers and to reflect on their educational and professional goals through an orientation game.
50 Air France staff members volunteer to provide support to young people from underprivileged backgrounds up until their graduation from a business school or university, through a partnership with the "Passeport Avenir" association.
5 Air France executives, Engineers For Schools, are made available to the national education authorities, with the objective of bridging the gap between education and business.
Air France signed the Businesses and Neighborhoods Charter, signaling its willingness to make a real contribution to priority neighborhoods. Trainees from Second Chance Schools gained experience of the workplace by participating in maintenance activities.
Air France also supports workers with disabilities by working with sheltered sector companies:
€20 million spending in the sheltered sector by Air France in 2015.
The airline is expanding its partnership with the sheltered sector year on year: the proportion of onboard blankets cleaned by sheltered sector companies rose from 15% in 2009, to 85% in 2015.
KLM pursued its partnership with Schiphol Aviation College. This foundation brings together aviation businesses, vocational education institutions and the regional authorities to stimulate the Schiphol region employment market. In 2015, 9 individuals with limited access to the labor market were offered an assignment within KLM to gain valuable work experience and vocational training. In 2015, Schiphol Aviation College organized two Mobility Days aimed at promoting mobility amongst employees within the aviation sector. In total, 121 employees coming from 21 different companies within the aviation industry participated in these events, including 41 KLM employees.
Air France supports the social and professional integration association Papa Charlie, which provides mobility to vulnerable people who need to travel to Paris CDG to work. The association, which has a fleet of 109 vehicles, is also recognized for its best practice by the UN.
Since 2014, Air France has provided a boost to job seekers by signing a partnership with the Toulouse Employment Agency. Air France offers reduced rates for job seekers to help them in their mobility related to their search for work. Toulouse Business School fraternities have joined the Air France-KLM BlueBiz loyalty program, allowing scholarship students to use earned Blue Credits for airline tickets.
Local development at destination
With 316 destinations in 115 countries, we are a driver of economic and social development and we support initiatives for sustainable tourism.
Stimulating economic development
With a strong presence in Africa, we promote regional economic and social development :
In 2015, a strategic partnership was signed between Air France and Air Côte d’Ivoire, whose development will enable Abidjan to become the West African hub.
A partnership with the Ministry of Tourism of Senegal was signed to revive and sustain the tourist destination of Senegal.
In Kenya Air France-KLM holds a strong position via its local partner Kenya Airways, and numerous African destinations are connected via its Nairobi hub.
We also contribute to Latin American and Caribbean growth through our large long-haul network from Europe to these destinations. We serve 25 destinations in the region and offer over 200 weekly flights from Paris-CDG and Amsterdam Schiphol. In 2014, a long-term strategic partnership agreement was signed with Brazilian carrier GOL, improving connectivity in South America.
In 2015, Air France’s subsidiary Servair strengthened its presence in the Indian Ocean region with new facilities in Mayotte, enabling growth in the catering sector for schools and hospitals. Ranking a strong fourth in airline catering and logistics worldwide, Servair is present in 44 airports and supplies 120 airlines all over the world.
Responsible and sustainable tourism
Through our longstanding partnerships with a number of NGOs, social enterprises and universities, we support initiatives for sustainable tourism:
MAD (Make a Difference) Travel, a Filipino social enterprise linked to Gawad Kalinga, welcomes travelers in eco-B&Bs, one of them financed by the Air France-KLM Group.
Wageningen University, KLM is now taking part in the leisure, tourism and environment committee.
Air France is a partner of ATR (Agir pour un Tourisme Responsable), an association of tour operators, which aims to develop and promote sustainable tourism.
Acting for Life, an Air France NGO partner, promotes responsible tourism, as a virtuous circle that minimizes negative social, economic and environmental impacts and generates greater economic benefits for local people.
The rise in passenger demand for inspiring and experiential travel is driving us to develop a more personalized offer, attuned to local culture. Transavia offers “Travel Solid’air” (FR), an online guide listing more than 200 ecotourism initiatives located in or nearby the cities served by the airline, in Europe and around the Mediterranean. Following their trip, customers have the opportunity to recommend new initiatives to the online community.
We have always played an active role in international development through social, humanitarian and nature conservation projects, with many projects focusing in particular on future generations.
Air France Foundation helps disadvantaged children: since it was created in 1992, the Air France Foundation has supported more than 1,150 projects, large and small, all working to help children. The Foundation was involved in 82 projects and 31 countries in 2015.
Air France Humanitarian Aid Department: 504 tickets donated to more than 30 NGOs helping children in need of medical care; 72 NGOs received assistance for medical equipment transport.
Air France and KLM support the Dutch Aviation Without Borders and French Aviation Sans Frontières.
This emergency aid organization carries out air transport missions, transports cargo shipments with medical supplies to remote areas and arranges transport for sick children, who are accompanied by Air France and KLM volunteers.
In 2015, Air France-KLM shared GK’s innovative vision signing the first Air France-KLM corporate partnership with the NGO and offering Flying Blue members to give miles to GK.
The forest conservation project in Madagascar, supported by Air France since 2008 and co-funded by AFD, FFEM and Madagascan authorities since 2014 and conducted by ETC Terra, contributes to the development of local communities while protecting the unique biodiversity of the island. The project has already reached 34,000 households, 17% of which have adopted alternative agricultural techniques to “slash and burn” (such as beekeeping, poultry, fish farming, cash crops), increasing crop diversification and income.
The “Friends of Air France Foundation”: 2,500 employees are involved in various voluntary, childhood-focused projects in France. Their involvement can take different forms, including volunteer work, skill-sharing or donations. In 2015, the Foundation drew on the generosity and time of the airline staff on 12 occasions.
Air France highlighted this year the involvement of flight attendants, involved in numerous humanitarian and social organizations and projects, at a dedicated forum.
Le réseau des Amis de la Fondation Air France mobilise pour sa part plus de 2 200 salariés pour diverses actions de bénévolat en France. En 2015, la Fondation a proposé 12 actions de bénévolat à son réseau.
Engaging our customers
To engage our customers on social and humanitarian programs we support:
The Air France inflight magazine devotes a monthly article to a project supported by the Air France Foundation and Acting for Life.
Air France informs passengers about the damage caused by child sex tourism by financing and broadcasting ECPAT France’s prevention campaign, and by providing support to 11 other ECPAT projects on child protection around the world.
Flying Blue passengers can support NGO projects by donating Flying Blue miles. A total of 219 million miles were donated by Flying Blue members to NGO partners in 2015.