Air France 2008 Annual Report Download - page 65

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65
reorganization of working hours for the men and women
requesting this. At the end of 2007, 60% of women and
14% of men were working part time, some 33% of the
overall workforce.
Pursuing responsible integration
Since the merger, the Group has pursued its integration
and is achieving greater efficiency thanks to an
organizational structure which facilitates decision-making.
Thus, in activities where this could generate more
synergies and added value, such as in sales and
marketing, activities are combined.
Mobilizing employees around the Group’s
sustainable development strategy
The two companies conduct training programs and
initiatives to involve employees in their sustainable
development approach. These are aimed at encouraging
employee innovation: KLM training includes awareness
raising on sustainability issues (sorting of refuse, car
pooling, global warming). At Air France, the Quality
Innovation Program initially launched at Air France
Industries is deployed in all divisions to encourage
employees to submit their ideas. In 2007, more than
70,000 suggestions were received, of which a growing
number linked to sustainable development.
KLM wins the Reputation Award
in the Netherlands
KLM came first place in the study
measuring the reputation of the
leading Dutch companies. The
2007 Reputation Award in the
Annual Reputation Institute Study
was awarded for its vision and
leadership as well as for its action
on sustainable development. KLM
was also voted the third favorite
employer by students in the
Netherlands, behind ABN AMRO
and Shell, in a survey conducted by
Intermediair magazine.
A positive response from Air
France-KLM employees
The quarterly perception survey on
the business combination revealed
that 80% of employees have been
motivated by the merger between
the two companies (1,500
employees and 600 executives
polled during the year).