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Air France-KLM 2010-11 Annual Report _ 9
and Paris, for several days in April 2010, the terrorist attacks in Sahel,
the situation in the Ivory Coast, heavy snowfall in December,
the revolutions of the Arab spring and the catastrophe striking Japan
all seriously disrupted our activity. Lastly, the further
rise in the oil price absorbed more than half our
productivity gains. Our teams were clearly able
to contend with these new events and take
advantage of the global recovery to amplify
the momentum. Thanks to everyone’s determined
efforts we have fulfilled and even exceeded
our objectives.
Air France-KLM currently operates the
leading international long-haul network on
departure from Europe. How do you plan to develop
your activity and network?
I firmly believe that the quality of our offer and the strength of our
partnerships are the keys to the Group’s future success. We have
significantly invested in our quality of service with a new Business offer
for Air France and by using the latest technologies
to keep our customers informed. We are going
to continue to develop our network by offering new
routes not previously served or served from a single
hub, particularly towards Asia, Latin America
and parts of Africa. The joint-venture that we have
created with Delta joined, since July, by Alitalia
will be a real asset for the Group in this regard.
It is a real and very powerful virtual airline, with
a governance that has proven its effectiveness.
Air France-KLM and its partners are thus leaders
on the market between Europe and North America, representing
a considerable flight and destination offering to our customers.
“The quality
of our offer
and the
strength of our
partnerships
are the keys
to success.”
a re”
Air France-KLM’s new
Embark strategic plan now
enshrines the Group’s goals
for the years to come.
The Group plans to develop
its three businesses in
rapidly-growing markets
while reinforcing its position
in Europe.
The quality of customer
service is at the heart
of this plan.