He began his career at the Council of State and the Competition Council. From to , he was Director of Strategy for Vivendi Universal. From to , he was in charge of the consulting firm BS Conseil. Florence Verzelen then joined the office of the Secretary of State for European Affairs, as an Advisor, in charge of industrial and commercial matters.
Between and , she held the position of VP for the Performance Plan. Air France's activities are based on four main sectors coordinated by the Operations Control Centre: passenger transport, cargo transport, maintenance and ground handling. Passenger transport is Air France's core business. In , Air France operated services that were essential for people, trade and the economy and repatriated thousands of French and European citizens. Cargo is Air France's second largest activity.
It has a global network of destinations on departure from the Paris-Charles de Gaulle and Amsterdam-Schiphol hubs. The cargo station is equipped with the most advanced technologies, techniques and tools in the field. It also has modern facilities adapted to the needs of its customers, with temperature-controlled facilities for the processing of pharmaceutical products, an advanced storage platform close to the aircraft to anticipate loads and much more.
This capacity is complemented by all-cargo aircraft, which support the Group's recognized expertise in the transport of exceptional cargo and serve complementary stations. Air France-KLM also aims to increase its revenue by developing high value-added cargo, such as express freight and mail, which are expanding rapidly with e-commerce, the pharmaceutical sector and aerospace. The two hubs at Paris-Charles de Gaulle and Amsterdam-Schiphol, which are among the top four European air cargo hubs, operate in tandem and offer complementarity and flexibility.
Thanks to their ideal position in Europe, they allow all customers to access the Group's global network. The Boeing freighter can carry up to 37 pallets and approximately tons. The Boeing passenger aircraft can carry up to 14 pallets and approximately 45 tons. The Group operates in three major segments of the maintenance sector: airframe maintenance, engine maintenance and equipment support electronic, mechanical, pneumatic, etc.
En savoir plus. Air France fleet at end December The Covid crisis has severely affected the airline industry. During the current global health crisis, Air France is maintaining its activities with its three main lines of business, namely passenger air transport, air cargo transport and aircraft maintenance, and continues to adapt to the lockdown measures and travel restrictions in force.
Thanks to its presence within the SkyTeam global alliance and the transatlantic joint venture with its partners Delta and Alitalia, Air France is significantly enhancing its global network for the benefit of its passengers.
The second largest airline alliance in the world, SkyTeam enables its member airlines, including Air France, to develop and complement their respective offers with flights operated by their partners.
The SkyTeam airline alliance aims to provide a global offer for the transport of passengers and cargo, and to enhance the services of its member airlines, without additional investment in their fleets. In addition, specific products are developed and marketed within the alliance, such as travel passes, allowing passengers to travel in the region of their destination at competitive prices, as well as global contracts dedicated to large companies.
Find out more about skyteam. The more its members travel, the more their loyalty is rewarded. With the Flying Blue card, customers have access to a range of services specially designed to make their travel experience even more enjoyable. At airfrance. At www. Details and explanations, accompanied by videos and tutorials, are available to guide members through the Flying Blue experience and choose the best way to earn or spend Miles with the programme's partners. To find out everything you need to know about Flying Blue, just go to flyingblue.
Renowned the world over for the quality of its offering, the structure and density of its network and its efforts in digital innovation and customer service, Air France is regularly recognised with awards in a variety of fields and in all regions of the world. Three aspects of the customer experience are assessed in awarding this prize — the service delivered, the relationship with the customer and the caring attitude. Air France seeks on a daily basis to create moments of emotion and offer custom-designed service, to make each customer unique.
The digital tools rolled out for Air France staff serve the needs of this caring attitude. Equipped with digital tablets, staff have reliable customer information at their fingertips to be able to develop an increasingly personalized and proactive relationship at every point of contact.
Empowerment initiatives also promote individual initiative among staff to create surprise and moments of emotion for customers. This award also recognizes the daily work of all Air France teams and their proximity to customers and travel agent partners. The Air France-KLM group is continuing to invest to offer even more products and services, as well as support technological developments to adapt to industry changes.
This award recognizes Air France's efforts in two fields:. This rewards the travel experience that the company offers its customers. This exhibition is the largest event dedicated to the passenger travel experience and involves all the world's leading airlines. Relaxation and pleasure are in the spotlight with a totally redesigned comfort and additional space. This award is one of the most prestigious in the field awarded by the British magazine The World of Fine Wine.
The jury, made up of renowned experts, critics and sommeliers, praised the variety and finesse of the wines offered by Air France in all its travel cabins. The award also recognizes the company's consistent commitment to offering the best French wines. In total, 10 French companies were awarded for their excellence in terms of innovation. With one aim: to anticipate and prevent technical problems in order to optimize maintenance interventions and maximize the availability of customers' fleets.
The company Since , Air France has been promoting and highlighting France throughout the world. Governance Air France governance is structured around two bodies, the Board of Directors comprising 17 directors on one side and the Executive Committee comprising 12 operational managers of the company and its subsidiaries.
Anne Rigail. Alexandre Baclet. Pierre-Olivier Bandet. Alexandre Blanc. The Group preserved the prestigious brands of both airlines while combining their strengths. A new adventure was about to begin: that of the construction of a leading group in Europe, bringing together teams, skills, technical, commercial and industrial resources around a joint ambition — to win over and retain customers. Synergies were rapidly generated. The two hubs at Paris-Charles de Gaulle and Amsterdam Schiphol functioned in tandem, and the networks leveraged their complementarities in order to meet fluctuating demand with maximum flexibility.
In , the Group launched Transavia France for medium-haul flights to leisure destinations out of Paris-Orly. The power of the Group and its alliances allows it to mobilize top-quality infrastructures. Dedicated in priority to ensuring rapid connections between short-medium haul and long-haul flights, this satellite allows for the simultaneous boarding of six A super jumbos.
Alitalia joined the JV the following year, making it the largest trans-Atlantic joint venture at the present time. A similar logic presided over the joint-venture agreement concerning the sharing of revenues on the Paris-Guangzhou route between Air France and China Southern in November The global economic crisis is acutely affecting the air transport sector.
The group is addressing this challenge by investing in and modernizing its offer and reorganizing certain activities such as cargo operations. The Air France-KLM history is now being written in the sky and online, with an enhanced connected offering and social media presence. Artificial intelligence and exclusive apps are the signature of a Group at the forefront of innovation. In , the group set out to restore its competitiveness and re-position its offer.
Air France and KLM have installed new cabins on their medium and long-haul aircraft and continue to put greater emphasis on customer service and high quality service. To modernize their long-haul fleet, the two companies have introduced the Boeing , the latest-generation aircraft which is more fuel-efficient and cleaner, featuring brand new travel cabins and Wi-Fi connection.
Air France has restructured its medium-haul offer and has launched regional airline HOP! Following a decade of joint efforts, the group can be proud of its achievements.
It is currently a leader in each of its three main areas of activity — passenger transport, cargo and aeronautical maintenance. Moreover, as a committed player to responsible air transport, it is recognized as a leader in its sector in terms of sustainable development.
Two pioneering airlines born on a 7 October. The two airlines still operate under separate brands, but the merger has brought cost and operating advantages.
This article explores the story of this merger and what the future looks like. The story of the merger starts, of course, with the formation of the two separate airlines. KLM was the first to be established, and it claims to be the oldest airline in the world.
This is true to a certain extent. It is the oldest still operating under the same name as when It was founded in This regular service carried passengers in the first year. The pioneering airline took this further quickly. VII aircraft. Regular service on this route to the Dutch colonies began in , with a journey time of five and a half days.
KLM expanded service to Curacao in the s and then Australia. And it was the first European airline to introduce Douglas aircraft. KLM began as a private company, but the Dutch government took a small stake after the Second World War, increasing this in to two-thirds ownership. KLM again was privatized in , only to be re-nationalized after the oil crisis in
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