CSR STRATEGY

OBJECTIVES FOR 2030 :

• Reducing CO2 emissions by 50% per passenger/km compared to 2005
• Carbon-neutral ground operations by 2030

To meet these objectives, AF has implemented concrete actions coordinated with the different business sectors within the framework of its fuel plan -

• Modernizing the fleet, 
• Reducing weight on board aircraft,
• Promoting eco-piloting,
• ​Using electric power, etc.

MODERNIZING THE FLEET 

The most efficient way to reduce he carbon footprint is to invest in a more fuel-efficient fleet.
The average age of the fleet to date is 13.5 years. The average of the fleet expected by 2030 will be 10 years.

AIRFRANCE plans to renew its fleet by retiring its Airbus A380 and by ordering -

• 60 Airbus A220-300 which will gradually replace the A318s and A319s
• 28 Airbus A350-900, the first of which joined the fleet on 27 September 2019
• 9 Boeing 787 with the 10th one expected in 2020 

The Airbus A350s and A220s ordered by Air France consume up to 25% less fuel and reduce noise emissions by up to 50% compared to an aircraft of similar size and older design.

REDUCING WEIGHT ON BOARD AIRCRAFT

The lighter an aircraft is, the less fuel it consumes.

The latest-generation aircraft are lighter, due to the new composite materials used in their design.

All the Air France divisions are involved in projects to reduce on-board mass. This notably involves reducing the weight of seats, meal service and galley equipment, products such as paper documentation for Pilots, magazines, and even transportation of drinking water.

PROMOTING ECO-PILOTING – a more ecological way to fly

REGULATORY OFFSETTING

Air France contributes to the measures common to the entire industry :

• EU-ETS, emissions trading :
  Since 2012, Air France has been subject to the European Union Emissions Trading Scheme (EU-ETS), whose scope is limited to intra-European flights.
   
• CORSIA, a global offsetting system:
  From 2021, for international flights, airlines from voluntary countries commit to controlling their greenhouse gas emissions through a global carbon offsetting system.

PROACTIVE OFFSETTING

Since 1 January 2020, Air France has been proactively offsetting 100% of the CO2 emissions of all its domestic flights, without affecting ticket prices.

In concrete terms, this represents an average of more than 450 flights per day and more than 57,000 customers.

This compensation takes the form of participation, via our partner EcoAct , in projects certified by recognised organisations in favour of reforestation, forest preservation or biodiversity and renewable energy. Business or leisure travellers, companies or employees of the Air France Group can therefore travel throughout France in a carbon-neutral way. Click on this link to find out about all of our projects

All of these projects have obtained the most demanding certifications in the voluntary market, Gold Standard from the World Wild Fund for Nature (WWF), VCS from VERRA and the additional CCB standard from CCBA.

Air France is one of the first airlines to offset its domestic flights.

VOLUNTARY OFFSETTING

• For private and corporate customers: support the planting of trees with the Trip And Tree programme:

Air France offers its private and corporate customers the opportunity to offset their CO2 emissions on a voluntary basis.

Trip and Tree by Air France is a programme that enables customers to make a gesture for the planet and reduce the environmental impact of their trip. When purchasing their ticket on www.airfrance.com, customers can make a donation of the amount of their choice to finance one of the tree-planting projects in France and around the world.

Our customers can support the project and the planting site of their choice from a range of programmes including planting projects in Togo, Thailand, Bali, Ecuador, Madagascar and France.Tree planting helps to protect biodiversity, support local populations, store carbon, enrich the soil and replenish water. With Trip and Tree, Air France aims to create the leading community of eco-travellers.

Since the launch of the programme, more than 25,000 donors have contributed to the full funding of ten projects on four continents, resulting in the planting of more than 160,000 trees.

• For Corporate customers only:

Companies that have chosen AF for their staff travel can opt for voluntary offsetting of their flights, by acquiring carbon credits to finance a major Gold Standard certified reforestation project:

- the Vichada project in Colombia set up with our partner Eco Act. Through reforestation and preservation of forest plots, this project promotes carbon sequestration, while stabilizing and restoring fragile and degraded areas in an economically, socially and environmentally sustainable manner.

Air France also provides its customers with calculators available on www.airfrance.com.

OBJECTIVE  FOR 2030 : 50% less non-recycled waste in 2030 compared to 2011

RECYCLE

Selective waste sorting on board 
Since 1 October 2019, Air France has been committed to the selective sorting of waste on board. Waste sorting, carried out on all short, medium and long-haul flights to Paris, concerns plastic bottles, cardboard juice cartons and aluminium cans. Items are sorted on board by the cabin crew, then collected by Servair at Paris-CDG and Paris-Orly, and recycled in France or Europe. The possibility of extending this initiative to flights departing from Paris is being studied on the basis of a regulatory and operational analysis of each destination.

Recycling of aviation scrap metal
As far as possible, the "cradle-to-cradle" principle (or "permanent recycling" principle) is applied to reintegrate the waste into a new production cycle. (e.g. reuse and recovery of spare parts). This programme is extended to other types of waste, such as furniture, equipment, pallets and blankets.

Recycling of used uniforms
A permanent collection circuit for Air France uniforms and work clothes has been set up. Staff are therefore invited to deposit uniforms and work clothes in secure containers on Air France premises. The uniforms are collected at various sites (30.2 tonnes of textiles since September 2018 at Roissy) and are recovered by various partners, including an ESAT (a vocational centre for workers with disabilities), and then recycled.
The uniforms are collected, recycled and recovered for energy in the form of textile pellets, while the ashes are used in the manufacture of cement. In addition, employees have launched the "100% Uniforms" initiative to recycle uniforms to make other products, such as the new collection of non-aeronautical accessories (pouches, etc.).

Processing old seats
During the move upmarket of the medium and long-haul cabins, this process enabled the reuse and recovery of spare parts and the recycling of seat foam and metals.

REDUCE

Tackling plastic
In 2019, to reduce its environmental footprint, Air France has set itself the objective of replacing 80% of single-use plastics with sustainable alternatives by 2025, while complying with the regulatory and health constraints imposed on airlines.

By the end of 2019, Air France will have eliminated 210 million single-use plastic items, i.e. 1,300 tonnes (100 million plastic cups replaced by paper cups, 85 million plastic cutlery items replaced by cutlery manufactured and packaged from bio-sourced materials, 25 million plastic stirrers replaced by wooden stirrers).
The company has stopped distributing plastic straws since 2015, i.e. a reduction of 1.3 million.

Since 2018, Air France has also been offering "Bon appétit" bags to replace the plate and cutlery kit used for the second long-haul meal.

Reducing food waste
There are two main ways to reduce food waste: the adjustment of on-board services and a strict policy of stock management.
Based on flight load statistics and passenger habits, AF is able to prevent waste and reduce production and transport costs, as well as on-board weight, therefore reducing CO2 emissions.

Digital innovations provide a better idea of customer demand, such as the pre-selection of hot dishes in the Air France Business cabin.
In addition, when certain food products or items can no longer be used on board, they are donated to charities. Air France supports the Restos du Cœur and Food Banks.

The Cargo division is also involved in the fight against food waste
Air France KLM Martinair Cargo is an active player in the transport of perishable products. The teams are in constant contact with all the players in the chain (producers, exporters, importers, supermarkets, airport authorities, etc.) in order to promote the sustainable development of the agricultural sector and air transport. Numerous initiatives are underway 

RECOVER

In order to avoid the destruction of products and encourage their reuse, Air France signed a framework agreement with the Agence du Don en Nature (ADN) in January 2017.
By donating new, reformed products such as crockery, or reconditioned products such as blankets, Air France supports the actions of the association ADN, which collects and redistributes new non-food products in order to fight exclusion in France.

In 2019, when the Air France cabin interiors were modified, more than 25,000 business class blankets were donated to ADN.
In addition, when Joon ceased operations, more than 6,500 items of Joon uniform were recycled via a donation to the association SAMU Social.

At the end of 2019, Air France invited partners, experts, personalities, innovation experts and business leaders to take part in a round-table discussion on the theme "Acting together for responsible travel". The aim of this meeting was to present, with figures and concrete evidence, the commitments made by the airline to reduce the impact of its activity on the environment by 2030.

Air France's noise reduction policy is based on:

-          The modernization of the fleet with the introduction of more efficient and quieter aircraft (more information on the modernization of the Air France fleet in the "reduction of CO2 emissions" section):

The renewal of the fleet has reduced the Air France Group's noise footprint by 45% between 2000 and 2019 while the number of movements increased by 10% over the same period. The ratio of noise energy per movement is constantly decreasing and in 2019 represents a reduction of 39% compared to 2000.

-          Improvement of operational procedures:

When operational conditions allow, AF implements continuous descent approaches or NADP (Noise Abatement Departure Procedure) procedures that significantly reduce noise pollution. The SESAR programme also aims to improve the management of noise and its impact through more precise landing procedures based on satellite navigation, optimised flight paths, in particular for climb and descent operations.

The aim of the Mobility Plan is to reduce polluting emissions linked to staff travel, with more than 80% of employees coming to work by car. This is therefore an important issue for the company, both in terms of the environment and health and safety at work.

The Mobility Plan is based on the following actions:

- promoting public transport

- encouraging working from home where possible: 5,692 employees worked from home in France in 2019, an increase of more than 100% compared to 2018. The associated home-to-work journeys not made represent nearly 8 million kilometres and 1,932 tonnes of CO2 saved.

- installing charging terminals for electric vehicles in its car parks

- participating in the development of a car-sharing platform made available free of charge to employees of Air France and ten other companies. In the French regions, carpooling is also encouraged and supported

- increasing employee awareness of the link between air quality and modes of transport to and from work.

- setting up transit offices

- setting up collective initiatives with the other companies at each site to increase the effectiveness of the measures.

Other avenues are also being explored, such as car sharing and the development of environmentally friendly modes of transport such as bicycles.

Air France supports several projects and actions to protect biodiversity

• Via proposals to our customers wishing to contribute to offsetting CO2 emissions:

With the "A Tree For You" foundation, of which Air France is a founding member, Air France offers its passengers the opportunity to make a donation to a reforestation project. Planting trees helps to protect biodiversity, support local populations, store carbon (1 tree captures around 100 kg of CO2), enrich the soil and calm the water cycle.

In addition, Air France and its partner Ecoact have selected an extensive portfolio of projects to offset emissions from domestic flights. All these projects have obtained the most demanding certifications on the voluntary market, Gold Standard from the World Wild Fund for Nature (WWF), VCS from VERRA and the additional CCB and CCBA standard (read more about this programme in the "offsetting CO2 emissions" section) and as such present numerous co-benefits for ecosystems and local populations.

• Via the association « Aero biodiversité » (formerly HOP! Biodiversité)

This association promotes the respect of biodiversity in the airport environment.

Preserved from urban development, like many human activities, these airport "meadows", which are generally untreated and unploughed, encourage the reproduction of fauna and flora that are often unknown to the general public. These semi-natural areas are present in every region of France, and it is important to better manage them in order to protect the species that live there. 252 species of birds have been observed on our partners' land and more than 2,800 plant and animal species have been identified.
The data collected enriches the national biodiversity data bases. The work of the association is validated by the National Museum of Natural History.

• Via the fight against trafficking of protected species :

Air France has been committed for many years to the fight against the illegal trafficking of protected species. For example, through employee training and raising customer awareness to help identify and report suspicious behavior or baggage to the relevant authorities. Air France also informs its customers, notably on its commercial website in the "Items prohibited in baggage" section, and on board long-haul flights through an awareness video on illegal trafficking.

Air France set up a working group at the end of 2017, bringing together Paris Aérport, Customs, Chronopost and the WWF in order to envisage joint and coordinated actions at the Paris-CDG hub.

Air France and KLM have signed the Buckingham Palace Declaration which formalizes their commitment and determination to fight against the trafficking of protected species.

DIALOGUE WITH CUSTOMERS

We are continually engaged in dialogue with our customers in order to understand their needs and expectations. With this knowledge, we can develop a unique customer experience and offer high quality and sustainable products and services.

CUSTOMER INSIGHT

Our Customer and Market Insight department conducts research on customer understanding, customer satisfaction and on service conformity. It also carries out benchmarking studies, specific customer research and data analysis, with a constant respect for the privacy of customer data. The department offers support to the organization on strategic, tactical and operational level.

Co-creation

The customer is at the center of product and service development. For example, in 2017:

• Air France carried out several customer tests on long haul network for its business, premium economy and economy cabins. Customer feedback was integrated into the development process.
• In 2017, in order to reinforce customer proximity, the Traveler Lab’ community enabled to testing of chat bot “Louis”, a virtual baggage assistant.

Customer analysis

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:

• More than 40 tailored studies are carried out per year among our customers and potential customers in order to better understand their needs. For example, customers have been questioned during workshops (in France and abroad) as well as through questionnaires, to enable Air France to work on the revision of the catering offer in Economy Class.
• Customer complaints are taken into account and reported monthly in order to better understand key product and service challenges and define possibilities for improvement.
• The Net Promoter Score (NPS) indicator is the reference indicator at Air France-KLM that monitors customer recommendations. The NPS is now used as a companywide target, and dashboards and monitoring tools have been developed to report the daily NPS score. It can be viewed by everyone online and on TV-screens throughout the company.
• In July 2017, Air France launched the “inflight customer feedback”, which enables customers to give the company an immediate feedback just after landing.

Benchmarking

Market research and industry-wide studies (such as Airs@t and the IATA Frequent Flyer Program benchmark) broaden the analysis of the competitive environment. Part of this information is shared within the Group via a specially set up intranet.

Monitoring quality and customer satisfaction

2017 was the fourth full year of the “Quality Observer” programme. Within the framework of this programme, Flying Blue members are invited to perform objective quality audits by using an exclusive app. More than 65,000 frequent customers have participated in this programme. Its goal is to safeguard a consistent product and service delivery around the world, based on more than 40,000 quality observations received annually. The results are included in a reporting tool that is available to different internal stakeholders.

The eSCORE online programme measures passenger satisfaction on all Air France and KLM flights, with specific and tailored questions. The information gathered contains passenger profiles and choices, segmentation questions, as well as satisfaction scores covering the entire customer experience. Over 1 million responses a year are received and analysed to constantly improve and customise products and services. The Group is continuously looking to optimise the interaction with our customers through eSCORE.

To keep improving customer experience, the average time required to fill out the form has been reduced from 10 to 6 minutes, while maintaining the same quality of gathered information.

Customer satisfaction is also measured through special monitors at different touchpoints before and after travel as well as via call centers, websites, social media, etc.

SOCIAL MEDIA

You can find Air France and KLM on Facebook, Twitter, YouTube, LinkedIn, and various other networks. These social media networks serve to answer passangers’ questions, publish the latest Air France and KLM news, post our special offers, provide flight information and assist passengers with their requests.

• Facebook: 24.9 million fans
• Twitter: 3.9 million followers
• Other social media networks: 6.4 million fans and followers on Instagram, YouTube, LinkedIn, Google+, Sina Weibo, WeChat, VKontakte, Pinterest.

STRIVING FOR EXCELLENCE IN CUSTOMER SERVICE

We have chosen the distinctive strategic approach of putting customers at the heart of our considerations: striving to make it to the top in operational performance and products and achieve distinction with the quality of its Customer Relations. Synergising the digital and human elements enables Air France to offer a quality and caring relationship.

At Air France, the “Caring Attitude” is the governing principle of our service personalisation actions, both through digitalisation (website, apps, and social networks) and through staff actions. Some examples in 2017:

• 25,000 front-line staff, both ground and flight crew, are now working with tablets which enable them to know more about the customers and therefore to better adjust to their expectations. Beyond the classic functions of the CRM, a new “Customer Continuity” device was introduced. When a customer reports a particular circumstance or an incident, this information can be shared between employees, who are then able to act by developing a very personalised approach or by suggesting an action which will make a difference: another seat onboard, a sign of recognition, a surprise for the customer’s honeymoon, birthday or a home return flight, etc. This functionality could be compared to a digital post-it. It has been developed only for Flying Blue customers, but will soon be extended to all customers.
• After a pilot phase, the “inflight customer feedback” has been extended to all long-haul flights. It is about collecting customers’ opinions “in the heat of the moment”, after landing, which should enable the crew to implement relevant actions that will improve customer satisfaction on their return flight. Promising Net Promoter Scores (NPS) on return flights testify to the efficiency of this approach. These measures will be extended to medium-haul flights. Asking immediate feedback from customers has since become widespread everywhere in the company.
• The cooperative approach was further developed with the Customer Respondents Club. 20 workshops with customers and employees were organised around the theme of Customer Experience. A club for disabled people or those with reduced mobility convened in October 2017, enabling the company to launch a specific action plan to keep improving the experience of these customers with Air France.
• For the second year in a row, Air France was awarded the “Podium de la Relation Client” prize in recognition of the efforts of Air France teams to improve the customer experience and make a difference through a constant attentive relationship with its customers. Selected on the basis of a BearingPoint and Kantar TNS survey among a sample of 4,000 French people, the award reflects the recognition of our clients.

In November 2017, Air France-KLM received the “Great Customer Relations” Award within the framework of Talend Data Masters award, in recognition of the implementation of a 360° vision of its customers for a better travelling experience. Air France-KLM strives to get to know their customers better so it could assist them better. Information about customers is now centralised on a common platform. Staff is well informed and the tools used are more personalised.

INVOLVING CUSTOMERS IN OUR CSR INITIATIVES

Takes care

In order to better flag initiatives related to CSR, the Group embedded CSR actions of all its commercial brands under the label Takes Care.

The KLM Takes Care online platform (klmtakescare.com) is dedicated to providing information on all relevant topics, engaging in dialogue and providing a forum for discussion on sustainability. The KLM Takes Care platform and logo make it easy to identify CSR initiatives both online and offline.

Air France-KLM kept its place on the 2017 Fortune’s list of the World’s Most Admired Companies, ranking fifth in the “Airlines” category. The economic assessors particularly noted the Group’s excellent performance in terms of innovation, quality of its products and services and its social and environmental responsibility.

Materiality assessment

A materiality analysis whose goal was to evaluate Air France-KLM CSR strategy, was carried out in 2017. It enabled customers of our companies to evaluate 26 topics, prioritize and rate thier importance, but also to evaluate the performance of Air France-KLM. 20,000 corporate and individual customers were invited to participate in this survey, with a response rate of 10%.

According to them, the top 5 topics are:

• Customer satisfaction
• Safety and security
• Fleet development
• Market competitiveness
• Operational performance

DIGITIZING

In the context of both fast evolution of the consumers’ needs and the digital revolution, we focus on the digitization of our services. This way we can provide our customers and employees with the right information at the right time.

The Air France media apps allows travelers to download a variety of magazines and newspapers before departure. Mobile phones are now the primary way customers contact the company: in this respect, the different apps the Group has developed have proved to be a real advantage, enabling us to get closer to the customer.

Our employees are provided with digital tools, in most cases an app on their tablet computer, which allows them to offer the best service to our passengers. Operational staff also benefits from this digital trend. In a turnaround, many people and departments work together to ensure aircraft departure 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 provides guidance and troubleshooting options for onsite support, and thirdly, it allows a paperless debrief.

SOCIAL MEDIA

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 app, Facebook, WhatsApp or Twitter, helps to keep our passengers informed in real-time through the passenger’s channel of choice.

Air France and KLM, for example, have been reachable on Messenger, since 2017 and 2015 respectively. This channel enables them to reach younger customers, the so-called “digital natives”, and to create a personalized relationship with each customer. In addition, WhatsApp and KLM have started a unique test for a new service which makes KLM one of the first companies and the very first airline worldwide with a verified WhatsApp business account. In 2017, Air France launched its first chatbot in Facebook Messenger, called Louis, and KLM launched their chatbot called BB (short for Blue Bot).

These are self-learning systems that can answer all customer inquiries about luggage, from questions on company’s policy before departure to those concerning luggage tracking after the flight. Being on Messenger enables Air France to communicate directly with its customers, especially during activity peaks. The development of this service was an example of co-creation with customers, as they were able to test the different prototypes.

BIG DATA AND INTERNET OF THINGS

Big data can also help us personalize the offer we create for our customers. We aim to help our customers find the information they are looking for faster. We always do this with the highest regard for privacy.

Air France Customer Priority Hackathon

• In November 2016, 110 participants (both external participants and Air France staff), in teams of two to five people, had two days to develop an innovative solution to assist customers in the event of an irregularity, ensuring they have the best possible travel experience. Five projects were selected and have been planned to deliver the envisaged solutions in a three-months period.

• The most promising project was developed and tested at the end of 2017. The Ariane app will enable customers affected by flight delays to monitor flight information in real time and keep in touch with Air France. The app will be available on a watch, which will be lent to customers who do not have a connected device and are affected by an irregularity. This will enable them to receive real-time information about their delayed or postponed flight. In order to keep in touch with the company, they will also be able to ask questions, to which Air France ground staff can answer in real time and in a personalized way.

With the Internet of Things technologies, we connect a variety of objects to the Internet. Many objects in the Air France-KLM world are either already connected or will be in the longer term.

• As checked-in baggage can be a source of stress for our passengers, we aim to relieve that stress by offering connected baggage solutions.
• In daily operations at the airport, vehicles and equipment are connected to the Internet. We can find the nearest vehicles and equipment without effort and reduce “searching time”. It helps us to work more efficiently, to fine-tune and learn how many vehicles and how much equipment we actually need. In the long term, this will help reduce the amount of superfluous equipment, as well as waste and the environmental footprint of the production process.

MRO LAB: MAINTENANCE INNOVATION

As an airline Maintenance, Repair and Overhaul (MRO), Air France Industries KLM Engineering & Maintenance 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 programme 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 approved on Air France and KLM fleets, these innovations benefit AFI KLM E&M customers by optimizing fleet performance.

The MRO Lab program is explained in this video.

Major innovations, such as our Prognos tool, now fully operational on several aircraft, have been developed. We are now able to predict failures on some of the components of the A380 before they fail using the big data tools available on these new generation aircraft. More developments are being done on new aircraft types and new systems.

AFI KLM E&M presented some its innovations during the Paris Air Show at Le Bourget in June 2017. Visitors were able to examine the virtual reality training suit developed for Boeing 787 maintenance, an app for tablets which reduces cabin seat inspection time, and a new repair that has been developed for the GP7200 turbine center frame.

Partnerships with startups allow us to develop new solutions for our customers and our employees. More innovations are detailed on our website.

Our joint R&D centre, the MRO Lab Singapore, together with its partner Ramco, aims to encourage the rapid emergence and sharing of innovative solutions. With these additional resources that support our “Test & Learn” innovation culture, we have been able to test and to introduce the first innovative solutions such as new mobile applications, new digital solutions and chatbots.

The MRO Lab Amsterdam and the MRO Lab Paris with its creative rooms have also been set-up to further help our innovation network.

And finally, customer experience is being improved with new digital solutions that are being tested and implemented.

SUSTAINABLE PROCUREMENT STRATEGY

Code compliance

In a continuous effort to improve supplier relations, all buyers actively renew their involvement by signing our code of ethics. Twice per year everybody within the company who deals with external suppliers is asked to participate in a questionnaire that aims to raise awareness of issues such as bribery and other illegal activities.

In 2017, Air France elaborated and communicated, to all the employees in relation with external parties, an ethics guidelines reminder that includes principles on commercial and financial ethics, confidentiality, and CSR commitment compliance. This measure was complemented by an online anti-bribery training completed by all employees dealing with external parties.

Air France-KLM believes that, in order to become a truly sustainable airline, suppliers must join the Group in this commitment based on a shared set of values and principles. Taking this to be the basis of building sustainable relationships, the Group requires from its suppliers to conform to the “Supplier charter”. This charter, which is based on the UN Global Compact principles, sets out the standards of behavior the company endorses in relation to ethics, and social and environmental principles. The set standards are also included in Air France-KLM’s contracts.

The Supplier charter is further reinforced with the Supplier Code of Conduct, comprised of additional international guidelines such as the Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights, Children’s Rights and Business Principles, the Core Conventions of the International Labour Organization (ILO) and the OECD Guidelines for Multinational Enterprises.

All suppliers have a set CSR Indicator. A CSR indicator is based on one or more of the documents or statements listed below. The CSR Update Procedure Document is included in each Supplier Profile:

1. Air France-KLM Supplier Sustainable Development Charter
2. Commitment to UN Global Compact 
3. EcoVadis Score or equivalent, approved by the CPO office
4. Annex to the Contract
5. Sustainability Charter provided by supplier
6. Supplier website/CSR Statement/Sustainability Report, validated by CPO Office

Consistent with our CSR compliance policy, those assessed who did not reach an acceptable level will have to implement remedial measures to meet the Procurement division’s requirements. For Air France, these cases are discussed during the quarterly steering committee meetings managed by the Procurement and the CSR departments. 

Supply chain risk assessment

CSR performance assessment

We use the EcoVadis online platform for assessing supplier CSR performance. Suppliers are evaluated on the basis of social, environmental, ethical and supply chain management criteria through different sources such as, for example, a customized questionnaire. Depending on their score they are given a bronze, silver or gold “medal” in recognition of their performance.

A five-step risk assessment process has been formalized in order to arrive to a prioritization of risk associated with the production of products or services, and/or the purchased products’ country of origint. For the hardware and beverage product groups the prioritization is ready for follow-up.

Supplier Relations Management System (SRM)

Building on the long-term relationships between buyers and strategic suppliers, SRM has been deployed since 2013. SRM suppliers are a selection of Strategic suppliers who qualify after being segmented: in 2017, 28 suppliers in different domains, from airplane interior cleaning companies, such as Asito and Kluh, to temporary staff agencies, such as Randstad and Adecco, and facility management companies, such as Atalian and Sodexo, were approached in this way, by using SRM. This approach has brought about greater awareness and involvement, leading to a steady growth in the creation of joint goals.

The SRM approach puts issues like corporate social responsibility in the centre of discussions with suppliers and enables them to move forward together on these points. SRM is further employed in the procurement domains and established in close relation with our businesses.

Managing non-commitment/non-compliancy

According to our non-compliancy policy which is being progressively developed:

• All suppliers are asked to sign the Sustainable Development Charter.
• Suppliers identified as rigid and high risk are requested to take part in a CSR assessment conducted by EcoVadis.
• Suppliers who are active in the medium and low risk categories are also requested to conduct an EcoVadis assessment.
• Suppliers who do not obtain a global score of at least 35 are asked to provide a corrective action plan. The policy focuses on continuous improvement.

By 2017, 309 suppliers have been assessed by EcoVadis and reassessment campaigns are launched addressing suppliers with outdated scorecards. In addition, more than 9 on site audits have been led in 2017.

CSR opportunities

Engaging suppliers in 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.
• We also contribute to supply chain sustainability by collaborating with suppliers to develop innovative and sustainable solutions.
• Procurement cooperates with organizations and companies in the sheltered sector on multiple projects, representing a total expenditure of around €19 million. In addition to working on operational features, this partnership also aims to develop new products and service features. For example, together with our partner in the sheltered sector, the Group is improving the run kit case that contains a clean T-shirt and some toiletries for passengers with an overnight wait due to a cancelled  flight. We are seeking for more quality by reducing disposable contents and plastic. Thanks to the collaboration and the willingness to improve, a more environmental-friendly kit will be provided.
• Air France-KLM focuses on the development of small and medium-sized companies and start-ups, the creation of innovation centers, such as the Digital Studio, and participation in business incubators. In 2017, the Group once more improved on all indicators in the SME report established by the Charter for Public-Owned Companies, especially those concerning information sharing and dialogue: Air France has designated a mediator for SME in case of communication of specific needs.
• Through its open innovation approach, Air France offers its customers innovative products and services designed by young innovative companies, such as an onboard cinema for the new airline Joon, which includes a big angle cinema screen, noise-reducing headset and a top-of-the-range entertainment catalogue.

In 2017, more than 600 suppliers were invited to answer the Air France-KLM materiality analysis questionnaire and give their opinion on the most material topics.

A CSR training program has been established for the French buyers. The CSR awareness is part of the major focus of the annual procurement action plan.

SOME EXAMPLES

Digital Press

The free smartphone and tablet app Air France Play offers a wide choice of newspapers and magazines, videos and music. This content is accessible 30 hours before the flight’s departure. The onboard entertainment reduces environmental impact:

• Lesser quantities of printed newspapers: 6 million magazines less taken on board Air France flights.
• Less weight carried on board: Reduction of 937.4 tonnes carried, saving around 3,000 tonnes of CO₂ emissions in one year.
• Less waste to be processed after flights.

Recycling of uniforms

Air France organized another collection of uniforms and overalls, in partnership with a company in the sector.

• 8.56 tons of clothing were collected in 2016 and recycled in a facility specialized in waste processing, then transformed into cement granules.
• Another collecting campaign is scheduled for 2018.

This process is part of Air France’s permanent commitment to seeking new partnerships and innovative solutions.

We also work on:

• Recycling of coffee capsules: since last spring, around 500kg of coffee has been recycled in 2 Air France sites.
• Energy economy: all light bulbs in cargo workshop have been replaced with LED lights, in partnership with an EDF subsidiary.
• New products: in the new airline, Joon, parts of cabin crew uniforms are made with recycled yarn.
• Customer satisfaction: the Group supports the wine sector. On board, 700,000 Champagne bottles are served to passengers in all classes every year and 830,000 wine bottles are served every year to First and Business class. 7.4 million small bottles are served every years in Economy class.
• Green IT: a data centre renovation that included building isolation, relied on a mechanism of reusing the Data Centre heat for the heating of the building. Also, 6,000 square meters of solar panels were installed on top of the outdoor car park deck providing electricity for the site, thus reducing the annual CO₂emissions by 65 tonnes.
• IT departments have made agreements with suppliers to remove all packaging on IT hardware.
• Integrating electrical vehicles, for example at Schiphol and  Paris-CDG hubs.
• Cargo: Introduction of lightweight nets whose reduced weight contributes to lower CO₂ emissions.

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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.

https://youtu.be/IbYYZyh4bHo?t=12

CO-INNOVATION

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.

FOSTERING EQUAL OPPORTUNITY

At Air France, internal recruitment, selection and professional development processes are governed by a code of ethics.

As a signatory of the Diversity Charter, Air France expresses its desire to better reflect, in its workforce, the diversity of the French population and to struggle against any form of discrimination. The airline organises awareness-raising actions and uses a range of information tools to support managers and raise awareness among the employees, such as e-learning, classroom training modules, and a practical guide on religious diversity in the workplace.

In January 2016, Air France signed a new labour agreement, “ATGPEM” (Accord Triennal de Gestion Prévisionnel des Emplois et des Métiers et Contrat de Génération du Personnel au Sol). A chapter is dedicated to managing people of different ages (generation contract), for example, the continuing occupational integration for young people, employment for seniors and transmission of know-how and skills.

GENDER EQUALITY

For more than ten years, professional equality between women and men has remained a key issue and progress area in HR management.

• A series of female-male comparative indicators have been included in the steering of human resources policies and management processes (training, careers, quality of life in the workplace, remuneration…). These indicators are monitored annually within the framework of an audit carried out with each division to make sure women and men are treated equally.
• By signing the Parenthood Charter, Air France committed to help change mentalities in the company. It offers an enabling environment for parents-employees and respects the principle of non-discrimination in the occupational evolution of parents-employees. 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: three training sessions were proposed in 2017.
• As part of its policy designed to promote gender diversity throughout the company and to enhance the access of women to decision-making positions, Air France aims to achieve the target of 5% more female managers in 2020 (objective integrated in 2016 into the annual performance contracts signed by the Executive Committee). In 2017, this percentage stood at 34.6%.

• 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: 30 high-potential women took part in this program in 2017.
• In March 2017, on International Women’s Day, the “Dare To Speak” initiative was introduced, so that employees could report unpleasant situations and sexist language occurring in the company. Everyone was encouraged to testify and to freely express themselves in the “Sexism, not our style” group, on our corporate social network “Yammer”, and on the email address bp.osonsledire. This awareness campaign on everyday sexism helped in informing people and created a platform for factual and objective free speech. Since this event, the group “Sexism, not our style”, as well as the email address bp.osonsledire have been actively maintained. 
• Company employees, such as female pilots, were part of the Air Women’s Day, organized by the AFFP (French organization of female pilots). On this occasion, and on an annual basis since 2016, Air France has granted a scholarship to a young girl to encourage her to fulfill her sporting dreams and a career in air transportation;
• The Industry Department was part of the “Let’s increase female representation in air transportation jobs” action, in partnership with AirEmploi (association of which Air France is a founding member and whose mission is to inform on and promote jobs in air transportation as well as various related courses) during the Paris Air Show. The aim is also to promote technical jobs so that junior and high school students near airports would get interested, and to award them within the framework of a national challenge.

DISABLED PEOPLE

We have a proactive approach to helping people with disabilities into work. In 2017, the Group employed 2,880 people with disabilities, which represents nearly an 11% rise compared to 2016.

Air France signed the 10th Disability Agreement 2018-2020, which aims to pursue and strengthen initiatives to promote improved, career-long support for employees with disabilities. In 2017:

• The share of employees with disabilities within the total workforce continued to grow to 6.38% compared to 5.84% in 2016. Air France exceeded the objective of reaching a 6% employment rate of persons with disabilities (global Corporate goal including direct actions and buying from the sheltered sector).
• 29 people with disabilities were recruited by Air France.
• Employees with disabilities were aided in retaining their jobs, through support and adaptation initiatives, thanks to 200 actions in 2017.
• Increased use of companies and organizations in the sheltered sector: more than €19 million of purchases from this sector.

INCLUSIVE CORPORATE CULTURE

Air France is committed to equality and respect for sexual orientation and therefore have a number of networks and initiatives in place, such as “Personn’Ailes” and “Over the Rainbow” LGBT networks. For example, Air France supported “Personn’ailes”, the association of LGBT and Gay Friendly employees of the company, by financing the presence of a float in the Gay Pride parade in Paris in June 2017. These kind of actions reaffirmthe company’s commitment to social inclusion among its employees as well as its customers.

LISTENING AND INVOLVING STAFF

The Air France Employee Experience initiative

Numerous achievements were made in 2017 both within the airlines and transversally across different divisions. Here are some examples:

• Within the framework of the #Motivation undertaking, Air France encouraged the emergence of a HappyCulturers community within the teams, by gradually transforming the working and common spaces, proposing new digital tools and developing mobile applications facilitating access to online training. Employees increasingly acted on their own initiative by developing their own ideas and projects. Hackathons were organised and a feedback culture was also developed with “short feedback loops” between managers and their teams.
• #TeamSpirit was reflected in the creation of Digital Champions to promote the company’s digital transformation amongst their colleagues.
• In January 2018, the #SocialResponsibility commitment was achieved with the first citizen solidarity day organised by Air France, called “Better Together”: for one day, during their working time, 1,000 employees were able to join forces with different associations. In the first edition of this initiative, the employees could choose to take part in one of 60 assignments set up jointly with 43 partner associations working in the following fields: supporting children in need, education, training, employment, disability and health, the fight against insecurity, environment and intergenerational sharing.
• To measure progress on this initiative and its in-field effects, Air France relies on the Employee Promotor Score, which is based on the Net Promotor Score model, the indicator used to measure the level of customer satisfaction. The EPS had moved up by ten points during 2017.

STIMULATE COLLABORATION

We are developing collaborative and innovative projects that allow employees to work together across sectors.

Caring attitude

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 simultaneously be attentive and caring, creating value for the company and the customer in everything we do, and being truly proud of the business.

In 2017, Air France reaffirmed its commitment to putting “people” at the heart of its strategy and being the company most attentive to interpersonal relations. Air France teams are still trained on the Five Attitudes of the Service which define the company: “to personalize, to add value, to pay attention, to have a sense of detail and to dare”.

• An important training programme for operational managers has been implemented. 3,600 cabin crew managers, 70 hub rooms’ managers and 150 Air France direct sales managers were trained to give a new impetus to the Caring Attitude. This program has been designed to give more meaning to the whole approach and reaffirm the strong messages shared by all managers: exemplary behaviour, room for error, possibility for every employee to take initiative. Individual tests have been suggested, that would enable managers to get to know their strengths and to learn how to improve the Caring Attitude they are supposed to embody and coach, so that they could find their own formula to further develop in their manager roles.
• “Empowerment” budgets were extended to support initiatives taken for customers, a true commitment leverage for employees and a pleasant experience for customers.
• Convinced that the right balance of attention is essential to deliver a good Customer Experience, the company has started an in-depth work on the Employee Experience, taking the same approach as it does in working on Customer Experience.

CSR AWARENESS

The Group has a number of different channels for in-house communication of CSR information:

• The Air France-KLM Yammer platform, where “Air France Takes Care” and “CSR at KLM” groups were created to encourage employee communication and interaction. The shared information and discussion forums are open to all employees.
• “Les Managers Cafés” at Air France: it hosted 44 internal conferences in 2017 whose subjects addressed current CSR themes such as innovation, new management, circular economy or sustainable tourism.

• Meetings on various CSR themes regularly organized at Air France, notably during Sustainable Development Week.
• Internal forums on the subject of environment.

Awareness-raising initiatives for employees are taken through in-house surveys, gathering employees’ impressions and suggestions.

In February 2017, the materiality questionnaire was sent to a panel of 20,000 Air France and KLM employees (managers and non-managers) and the Group stakeholders, with a 13.7% response rate. Some of its results are:

• The top five material topics are: customer satisfaction, safety and security, market competitiveness, operational performance, financial performance.
• Fleet development and innovation follow with good scores.
• Social topics such as human rights, labour relations & social dialogue, health and safety scored high.

INNOVATION PROGRAMS

Air France and KLM encourage employee involvement in progress and innovation initiatives.

DIP at Air France

Developing Innovation Program (DIP) at Air France is a system allowing everyone to introduce changes to the company. Any staff member can suggest an innovation or an idea on how 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, this contributing positively to the company’s performance. The best ideas by category are rewarded each year.

Around 8,135 suggestions were submitted in 2017. Ideas reflect the Group’s strategic priorities:

• The top three topics are: quality management, customer satisfaction and simplification.
• Ideas about occupational health and safety are crucial for risk prevention purposes.

The grassroots approach is central to Trust Together ambition and is a key part of the transformation mechanism.

In 2017, the CSR Department launched a new DIP: “Supporting the fight against waste”. Every employee of the company could participate since the challenge was non-hierarchical and open to all. The program proved to be a great success, with 386 ideas rapidly sent in, which confirmed the quality, diversity and inventiveness of Air France employees. The “jury’s favorite” was the creation of a “cleaning day”, whereby everyone’s irrelevant mails are deleted along with the CO₂ emissions generated through their storage.

AF Angels

AF Angels is the internal Air France crowdfunding platform, launched at the end of 2016 on the initiative of employees. Employees can now be project sponsors and ask the company for financial support. Business Angels, who are also employees, will support and finance projects they choose thanks to a budget allocated by the company. A first campaign enabled the financing of 2 projects: the Toolbox of JC, kits for new employees, and Green HQ, to fill the workspaces with plants. This is how a collective garden was created on the Air France premises in Roissy.

Another campaign centred on internal transformation, customer satisfaction, operational performance, social and solidarity economy, circular economy and competitiveness took place in the spring of 2017. During this campaign, 2,000 employees chose among 25 projects developed among employees. 8 have been entirely financed and implemented between July and December. Among these projects, there are:

• The creation of a FabLab, “AG Makerspaces”, in CDG, Montreuil and Toulouse;
• The recycling of seat covers and life jackets into objects for employees;
• The creation of a “I Love my Job” calendar for 2018 made out of photos taken by employees in their working environment, whose profits have been donated to the Foundation Air France;
• Bee whizz, an app for flight crews.

In 2018, the intrapreneurial plan will go further with the launch of the new Air France intrapreneurship program “Take Action for the Future”. This program will have the same basic principles as AF Angels (intrapreneurial projects implemented by employees, collective intelligence to select the ideas) but will focus on ideas creating new businesses for Air France and guide the project implementers in the creation of a business plan before a potential incubation. The platform has been open to all employees since February 1st and 67 projects have been suggested in February alone.

LOCAL STRUCTURAL INITIATIVES

In 2017, Air France contributed to efforts to simplify and merge local structures to make regional action more transparent and effective.

KNOWLEDGE AND SKILLS FOR FUTURE GENERATIONS

Air France encourages initiatives promoting access to training leading to professions in the airline industry through a number of different associations and educational programs for young people.

As part of our commitment to equal opportunities, we have led various initiatives to bridge the gap between education and business.

For Air France:

• More than 2,200 interns (representing around 3% of total employees) from various backgrounds have been welcomed to all Air France careers, given the support they needed to acquire new skills and guided in their professional integration.
• Each year, several hundred young students and school children complete their end-of-study training course or gain work experience within the company.
• For more than six years, Air France has welcomed school children from priority districts to learn more about the company’s professions. In 2017, within the framework of the Tous En Stage association, of which Air France is a founding member, Air France welcomed some 60 school children. Tous En Stage is an innovative scheme that enables children in the airport catchment area to learn about four different companies and four professions in the space of a week.
• In 2017, Air France renewed its participation in the National Youth Day (under the auspices of the French Ministry of Education and the Economic and Social Council), by inviting school children on a behind-the-scenes visit of Paris-Charles De Gaulle airport.
• 50 sponsors and company executives, support the Nos Quartiers Ont Des Talents association that helps young qualified people from underprivileged districts to find their first jobs. This program is based on the network of 50 mentors in the Article 1 (ex-Passeport Avenir) program which, since 2013, has helped young people based in the region with further education.
• 5 Air France executives have become “Engineers for Schools” and are available to the national education authorities, with the objective of bridging the gap between education and business.

COMMITTED TO THE EMPLOYMENT OF VULNERABLE PEOPLE

Committed to priority neighborhoods, Air France is a signatory of the Corporate and Neighborhood Charter. Trainees from Second Chance Schools gained experience in the workplace by participating in maintenance activities, and, thanks to the association Papa Charlie, access to mobility and affordable car rentals were provided for vulnerable people who travel to Paris CDG for work. Air France encourages business creations, by supporting local and regional competitions that target the inclusion of priority neighborhoods (CitésLab), women (Créatrices d’Avenir), or students and start-ups (Challenges du Numérique).

Air France also supports workers with disabilities by working with sheltered sector companies. In 2017:

• Air France made a spending of €19 million in the sheltered sector. Air France is the French leader in terms of share of turnover dedicated to the sheltered sector companies. The airline is expanding its partnership with the sheltered sector year on year, it entrusts the sheltered sector with highly critical services and supports it in adapting its offer. For example, IT Department works with 4 sheltered sector suppliers.

STIMULATING ECONOMIC DEVELOPMENT

Thanks to the structure and density of its network, Air France-KLM is the largest intercontinental carrier between Europe and the rest of the world. The Air France-KLM Group currently operates the largest network between Europe and the rest of the world.  Together with the flights operated by Delta within the framework of the transatlantic joint-venture, in 2017 Air France and KLM served 134 long-haul destinations world-wide, of which 41 in Africa, 26 in North America, 22 in the Asia-Pacific region, 12 in the Caribbean, 3 in the Indian Ocean, 14 in Latin America and 16 in the Middle East.

As one of the first international groups to open flights to countries affected by geopolitical crisis and one of the last to suspend them, the Group fully supports their economic development. For example, in 2016, Air France reopened it routes to Tehran (Iran).

With a strong presence in Africa (55 destinations), we promote regional economic and social development. Since 2012, Air France has been the strategic partner of Air Côte d’Ivoire. Air France supported the creation of this company, alongside the State of Côte d’Ivoire, by investing in its initial capital. Today, Air Côte d’Ivoire’s fleet allows the airline to serve 27 destinations in West Africa and Central Africa from Abidjan. Air France-KLM is also the strategic partner of Kenya Airways and has developed a commercial cooperation with Kukula in South Africa and a technical cooperation with Congo Airways in the Democratic Republic of Congo. In 2017, Air France-KLM enriched its network with new destinations such as Marrakesh, Dakhla (Morocco) and Accra (Ghana).

We also contribute to Latin American and Caribbean growth through our large long-haul network from Europe to these destinations. We serve 27 destinations in the region, offer over 240 weekly flights from Paris-CDG and Amsterdam Schiphol and we are improving our connectivity in South America thanks to our long term strategic partnership with Brazilian carrier GOL, which began in 2014, enabling Air France, KLM and GOL customers to benefit from a network that now links more than 30 European with over 50 Brazilian cities. This network positions the Group as the main European airlines serving Brazil.

RESPONSIBLE AND SUSTAINABLE TOURISM

If tourism is well managed, it contributes to economic activity, development and job creation, helping to lift millions of people out of poverty. As the concerns of tourism and air transport overlap, Air France and KLM committed to mobilize partners and clients to make tourism a positive catalyst for change.

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, creates alternative travel experiences, immerses travelers in local culture, and welcomes them in eco-B&Bs, one of them financed by the Air France-KLM Group.
• 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.

With the framework of the International Year of Sustainable Tourism for Development, declared by the United Nations in 2017, Air France committed to raise awareness among its passengers. Promotional films on responsible tourism are available aboard Air France’s planes, in partnership with a responsible tour operator, Double Sens.

Throughout the year, Air France participated in events like the NoMad Responsible Tourism Festival,

and the Sustainable Tourism Awards, recognizing the most responsible and sustainable tourism-related initiatives.

LOCAL ENTREPRENEURSHIP AND SKILLS DEVELOPMENT

By identifying the key innovation players in Africa, Air France pursues its Open Innovation approach. In partnership with Myafricanstartup, Air France encourages the establishment of a genuine hub of incubators in Abidjan, in cooperation with the African Development Bank. Air France took part in the first edition of the “100 African Startups to Invest in 2017” published by MyAfricanStartUp. This initiative aimed to increase the visibility of start-ups with strong potential in Africa. In total, 22 African countries were represented in the 100 startups selection.

In 2017, Air France-KLM was a partner of Africarena 2017, Africa’s largest technological innovation event. The event was an opportunity for international companies and investors to discover a selection of startups. Air France-KLM chose 6 startups to compete in a hackathon and present their innovative solutions about “Smart Commerce” and “Smart Travel”.

Based in Bamako (Mali) and founded in 2005 with the help of Air France, IAMA(Institut Africain des Métiers de l’Aérien) provides the necessary teaching at an international level to air transport operators, throughout the African continent. Through MATEA (Maintenance et Assistance Technique des Engins Aéroportuaires), Air France has developed a second-hand equipment sales service that has been entirely reassessed. The aim is to guarantee the reliability and performance of track equipment in African locations, by offering equipment at the best cost to local handling companies. Also, through audit and repairing missions, African providers benefit from Air France’s experience in maintenance of airport equipment.

Air France works to help disadvantaged children through its Corporate Foundation which celebrated its twenty-fifth anniversary in 2017. Since its inception, the Foundation has facilitated the realization of 1,340 projects, mostly sponsored by Air France employees: 379 in Africa, 161 in Latin America, 209 in Asia, 420 in France, 57 in Europe, and 114 in the Caribbean and Indian Ocean regions. In 2017, the Foundation supported 94 projects across 39 countries.

Air France Humanitarian Aid Department: 405 tickets donated to more than 33 NGOs helping children in need of medical care; 60 NGOs received assistance for medical equipment transport.

Acting for Life

For more than 40 years, the airline has partnered with the Acting for Life NGO which operates in Africa, Latin America and Asia through economic and regional development programs, support for small livestock and arable farmers, and the vocational training and integration to the benefit of the most disadvantaged populations. In France, Acting for Life is recognized as public utility, and in 2017, Acting for Life has sustained 64 projects worldwide.

Aviation Without Borders

Air France and KLM support the French Aviation Sans Frontières and the Dutch Aviation Without Borders.

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 2017, 1,092 sick and recovered children were carried on Air France flights and 8,241 packages of medicines and minor medical supplies were shipped to 25 destinations by Air France.

Gawad Kalinga

Since 2015, Air France-KLM has expanded its locally born and longstanding partnership with Gawad Kalinga by signing the first Air France-KLM corporate partnership with this NGO and offering Flying Blue members to give miles to GK. Air France-KLM shares GK’s innovative vision in the fight to eradicate poverty.

OTHER INITIATIVES

Members of the Group’s loyalty programme Flying Blue could donate their earned Miles to dedicated charities. KLM works with seven partners, including its strategic partner Wings of Support, as well as the Red Cross, the Ocean Cleanup, Giro555, Close the Gap, WWF-NL and Unicef.

In September 2017, Hurricane Irma caused considerable damage in the Caribbean, mainly on St. Martin. In addition to commercial measures and mobilization of company staff, Air France Cargo worked together with the Ministry of the Interior to help send equipment to the region and the Air France Foundation launched a major fundraising campaign for Air France-KLM staff. The funds are used to finance rehabilitation projects for children in Saint Martin.

ENVIRONMENTAL PARTNERS

Reforestation Programs

The Holistic Forestry Conservation Program in Madagascar, supported by Air France since 2008 and co-financed by the French Development Agency (AFD) and the French Global Environment Facility (FFEM), is contributing to developing the living standards of local communities while protecting the biodiversity of the island. The second phase of the project (2014-17) aims to strengthen the conservation activities, expand and improve the propagation of sustainable alternatives to deforestation, and to validate the project under one of the existing REDD+ international labels.

The aim is also achieve carbon certification of the project, whose associated sale of carbon credits will complete the financing for a phase III that would enable an even longer-term commitment to supporting the local communities committed to preserving their environment.

Biodiversity program

Air transport commits with HOP! Biodiversity in a very concrete environmental approach. With vegetation covering about 70% of their surface area, airports can play a role in the preservation of the most threatened natural habitat of Eastern Europe: grasslands.

For HOP! Air France, at the initiative of the project, finding out what lives (i.e. the biodiversity) in these grounds is a responsible way of building awareness within the company and among its partners, of respecting the environment, identifying best practices and promoting conservation measures, while respecting the safety procedures of the industry.

The project HOP! Biodiversity was launched under the guidance of an independent scientific committee (National Museum of Natural History, CNRS, Conservatoires) with habitat and species evaluation carried out by scientists together with airport staff and citizen volunteers under the guidance of science protocols (primarily the Vigie Nature Program).

Four years after the launch of the program, HOP! Biodiversity – which became an association in June 2015 – has undergone a fast exponential growth:

• HOP! Biodiversity gathers 4 airlines, 14 airports, the National Museum of Natural History and the French civil aviation authority (DGAC),
• The project is recognized by the French Ministry of Environment, as a part of the National Strategy for Biodiversity (SNB).

This is a project of both industrial and environmental importance, unique in France and in the world in the field of aeronautics

EMPLOYEE INITIATIVES

Strong support was shown for the Air France Employee Experience initiative and its #SocialResponsibility commitment in January 2018, when Air France organised its first citizen solidarity day called BetterTogether, during which 1,000 employees volunteered to assist different aid associations in 10 regions. They could choose to take part in one of 60 assignments set up jointly with 43 partner associations in areas as varied as children’s care, the environment, disability, intergenerational sharing, education, and fighting insecurity.

Within the “Friends of Air France Foundation”, more than 2,500 employees are involved in various voluntary, childhood-focused projects. Their involvement can take different forms, from volunteer work to skillsharing or donations.

Transavia has implemented the Support’air plateform that supports solidarity projects led by employees.

ENGAGING OUR CUSTOMERS

We are committed to engaging our customers in social and humanitarian programs:

• 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 18 other ECPAT projects for child protection around the world.

• Air France-KLM Flying Blue passengers can support NGO projects by donating Flying Blue miles. 4,103 tickets were donated by Flying Blue members to NGO partners in 2017.